\n 3.1 Customer Credit Risk \n
\n \n \n \n\n Definition of Customer Credit Risk\n
\n \n \n \nCustomer credit risk is defined as the risk of financial loss due to the failure of a customer, guarantor or counterparty, to meet their financial obligations to the Bank as they fall due. A Credit Risk can be one of the following types including default risk, concentration risk, migration risk, collateral risk, country/sovereign risk and climate related and environmental risk.
\n \n \n \n\n \n Default Risk\n \n
\n \n \n \nCredit Default Risk is the risk that a customer will not be able to meet the required payments on their debt obligation to the Bank when they become due. An increase in the risk of default may be as a result of one or a number of factors including, but not limited to:
\n \n \n \n\n \n Concentration Risk\n \n
\n \n \n \nConcentration Risk is the risk of excessive credit concentration to an individual, counterparty, group of connected counterparties, industry sector, geographic area, type of collateral or product type leading to above normal losses.
\n \n \n \n\n \n Migration Risk\n \n
\n \n \n \nMigration Risk is the risk of loss due to a ratings (internal/external) downgrade which indicates a change in the credit quality of an exposure.
\n \n \n \n\n \n Collateral Risk\n \n
\n \n \n \nCollateral Risk is the potential risk of loss arising from a change in security value or enforceability due to errors in nature, quantity or pricing of the collateral.
\n \n \n \n\n \n Country/Sovereign Risk\n \n
\n \n \n \nThe risk of having exposure to a foreign country, arising from possible changes in the business environment that may adversely affect operating profits or the value of assets related to the country.
\n \n \n \n\n \n Climate Related and Environmental Risk \n \n
\n \n \n \nCredit related Climate and Environmental Risk manifests through both physical and transition channels. This risk can lead to declines in the value of the Bank\u2019s collateral on customer loans, or elevated risk of customer default. This risk may be elevated if the Bank\u2019s borrowers do not adapt to the evolving Stakeholder, Regulatory and Legislative expectations to contribute to the transition to a low carbon economy.
\n \n \n \nClimate related risk modelling capability is still evolving and the Bank is heavily focused on improving its data to support future development. However, the Bank\u2019s portfolio is heavily weighted towards retail mortgages meaning the risks are well understood. The Bank currently has low exposure to SME lending where the direct manifestation of climate risk may be more diverse. Management deem the Bank\u2019s ECL stock at 31 December 2025 appropriately captures the current level of climate risk within the portfolio.
\n \n \n \nLending officers consider Climate and Sustainability Risks for each SME lending application, and assessment criteria for new Residential property lending incorporate an evaluation of potential physical risks including flood, subsidence, coastal and environmental risks as part of the valuation process. Retail mortgage lending should not proceed unless the customer has obtained home insurance which covers the impacts of climate related physical risks.
\n \n \n \n\n Governance\n
\n \n \n \nCredit Risk Appetite defines the Group\u2019s tolerance for risk and its willingness to grant credit based on product type, customer type, collateral concerns and various other risk factors. The Board is ultimately responsible for the governance of credit risk across the Group, setting the Risk Appetite and ensuring that there are appropriate processes, systems and reporting lines in place to monitor and manage risks against the appetite.
\n \n \n \nThe BRCC, a sub-committee of the Board provides oversight to the Board on the setting and monitoring of the Risk Appetite and risk governance. The Group Credit Risk Management Framework specifies those Credit policies that require approval by the BRCC. Under the Group Credit Risk Management Framework, the BRCC may also delegate to the GRC, who in turn delegates to the GCC, the authority to approve certain Credit policies, subject to these policies remaining within specified policy boundaries. Any amendment to policy which results in a policy breaching these boundaries requires the BRCC\u2019s approval.
\n \n \n \nThe GCC is responsible for the execution and delivery of the Group\u2019s system of Portfolio Credit Risk Management. The Board has granted authority to the BRCC to approve a delegated framework of lending authority within which the GCC and Credit function operate.
\n \n \n \n\n Credit Risk Management\n
\n \n \n \nThe Group\u2019s credit risk management approach is focused on detailed credit assessment at initial underwriting stage together with early borrower engagement where there are signs of pre-arrears or delinquency with a view to taking remedial action to prevent the loan defaulting. Where a borrower is in pre-arrears, arrears or default the Group will consider offering treatments/options which apply to the borrower\u2019s circumstance cognisant of appropriateness, affordability and sustainability.
\n \n \n \nThe Group\u2019s system of Portfolio Credit Risk Management incorporates the following key components:
\n \n \n \n\n Credit Policy\n
\n \n \n \nTo aid in the management of credit risk, the Group has put in place credit policies which set out the core values and principles governing the provision and management of credit. These policies take account of the Group\u2019s Risk Appetite Statement, applicable sectorial credit limits, the Group\u2019s historical experience and resultant loan losses, the markets in which the business units operate and the products which the Group provides. Each staff member involved in assessing or managing credit has a responsibility to ensure compliance with these policies and effective procedures are in place to manage the control and monitoring of exceptions to policy.
\n \n \n \n\n Lending Authorisation\n
\n \n \n \nThe Group\u2019s credit risk management systems operate through a hierarchy of lending authorities. Exposures above certain predetermined levels require approval by the Transactional Credit Committee (TCC), a subcommittee of the GCC or the GCC. Below the TCC level, a tiered level of discretion applies with individual discretion levels set to reflect the relevant staff members\u2019 level of seniority, expertise and experience and the Group\u2019s operational needs. All mortgage lending is currently approved by experienced credit risk professionals assisted by scoring models. For Group unsecured personal lending portfolios and certain hire purchase receivable portfolios, scoring models and automated processes are utilised to support the credit decision process for those segments that present a lower credit risk. Exposures that present a higher credit risk but remain within Risk Appetite are manually reviewed prior to approval.
\n \n \n \n\n Credit Risk Mitigation \n
\n \n \n \nThe granting of a loan in the first instance is always assessed based on the borrower\u2019s repayment capacity and proven ability. Credit risk mitigation forms a key supplementary element of the credit granting process. Credit risk mitigation includes the requirement to obtain collateral, depending on the nature of the product, as set out in the Group\u2019s policies and procedures. The Group takes collateral as a secondary source, which can be called upon if the borrower is unable or unwilling to service and repay the debt as originally assessed. At portfolio level, credit risk is assessed in relation to name, sector and geographic concentration.
\n \n \n \n\n \n Collateral\n \n
\n \n \n \nThe nature and level of collateral required depends on several factors including, but not limited to, the amount of the exposure, the type of facility made available, the term of the facility, the amount of the borrower\u2019s own cash input and an evaluation of the level of risk or probability of default (PD).
\n \n \n \nVarious types of collateral are accepted, including property, securities, cash and guarantees etc., grouped broadly as follows:
\n \n \n \n\n \n Valuation Methodologies\n \n
\n \n \n \nThe valuation methodologies for the Group\u2019s key mortgage portfolios of collateral held are adjusted for costs to sell, as appropriate:
\n \n \n \nResidential property valuations are based on the CSO Residential Property Price Index (RPPI) or on a recent valuation from a professional valuer. In respect of residential property securing performing loan exposures of greater than \u20ac0.5m, the Group policy is to ensure an independent valuation is updated within the last 3 years. For residential property securing NPL exposures of greater than \u20ac0.3m, the Group policy is to ensure an independent valuation is updated within the last year.
\n \n \n \nCommercial property valuations are based on opinions from professional valuers, the Investment Property Database Index, local knowledge of the properties, benchmarking similar properties and other industry-wide available information, including estimated yields discount rates. In respect of commercial property securing performing loan exposures of greater than \u20ac0.5m, the Group policy is to ensure an independent valuation is updated within the last 3 years. For commercial property securing NPL exposures of greater than \u20ac0.3m, the Group policy is to ensure an independent valuation is updated within the last year.
\n \n \n \nThe valuation methodologies outlined above are determined as close to the statement of financial position date as is feasible and are therefore considered by the Group to reflect its best estimate of current values of collateral held.
\n \n \n \nThe Group\u2019s requirements in respect of collateral in relation to (i) completion; (ii) taking of security; (iii) valuation; and (iv) ongoing management are set out in credit policies.
\n \n \n \nThe following table details the loan balance distribution by indexed Loan to Value (LTV) band for the Group\u2019s residential mortgage portfolio (home loan and buy-to-let).
\n \n \n \n\n Residential Mortgage Exposures by Indexed LTV\n
\n \n \n \n| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n \n 31 December 2025\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 70% \n | \n \n \n 17,679\n \n | \n \n \n 320\n \n | \n \n \n 17,999\n \n | \n
| \n 71% to 90% \n | \n \n \n 2,500\n \n | \n \n \n 31\n \n | \n \n \n 2,531\n \n | \n
| \n 91% to 100% \n | \n \n \n 46\n \n | \n \n \n 9\n \n | \n \n \n 55\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 20,225\n \n | \n \n \n 360\n \n | \n \n \n 20,585\n \n | \n
| \n Greater than 100% \n | \n \n \n 24\n \n | \n \n \n 16\n \n | \n \n \n 40\n \n | \n
| \n \n Total Residential Mortgages\n \n | \n \n \n 20,249\n \n | \n \n \n 376\n \n | \n \n \n 20,625\n \n | \n
| \n Commercial* \n | \n \n | \n\n | \n\n \n 557\n \n | \n
| \n Consumer finance \n | \n \n | \n\n | \n\n \n 607\n \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n | \n\n | \n\n \n 472\n \n | \n
| \n \n Gross Loans and advances to customers\n \n | \n \n | \n\n | \n\n \n 22,261\n \n | \n
| \n Deferred fees, discounts and business combination related fair value adjustment \n | \n \n | \n\n | \n\n \n 308\n \n | \n
| \n \n Gross Loans and advances to customers and deferred fees\n \n | \n \n | \n\n | \n\n \n 22,569\n \n | \n
| \n \n Less provision for impairment (note 21)\n \n | \n \n | \n\n | \n\n \n (320)\n \n | \n
| \n \n Net Loans and advances to customers\n \n | \n \n | \n\n | \n\n \n 22,249\n \n | \n
* The Bank\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 70% \n | \n \n 16,978 \n | \n \n 357 \n | \n \n 17,335 \n | \n
| \n 71% to 90% \n | \n \n 2,446 \n | \n \n 50 \n | \n \n 2,496 \n | \n
| \n 91% to 100% \n | \n \n 77 \n | \n \n 20 \n | \n \n 97 \n | \n
| \n Subtotal \n | \n \n 19,501 \n | \n \n 427 \n | \n \n 19,928 \n | \n
| \n Greater than 100% \n | \n \n 38 \n | \n \n 37 \n | \n \n 75 \n | \n
| \n Total Residential Mortgages \n | \n \n 19,539 \n | \n \n 464 \n | \n \n 20,003 \n | \n
| \n Commercial* \n | \n \n | \n\n | \n\n 493 \n | \n
| \n Consumer finance \n | \n \n | \n\n | \n\n 553 \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n | \n\n | \n\n 466 \n | \n
| \n Gross Loans and advances to customers \n | \n \n | \n\n | \n\n 21,515 \n | \n
| \n Deferred fees, discounts and business combination related fair value adjustment \n | \n \n | \n\n | \n\n 300 \n | \n
| \n Gross Loans and advances to customers and deferred fees \n | \n \n | \n\n | \n\n 21,815 \n | \n
| \n Less provision for impairment (note 21) \n | \n \n | \n\n | \n\n (392) \n | \n
| \n Net Loans and advances to customers \n | \n \n | \n\n | \n\n 21,423 \n | \n
* The Bank\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n\n Credit Risk Monitoring \n
\n \n \n \nCredit Risk Appetite Metrics and Limits are designed to align with the strategic objectives of the Group to maintain stable earnings growth, stakeholder confidence and capital adequacy. This is achieved through setting concentration limits for higher risk product and business segments, ensuring new business meets pricing hurdle rates and through monitoring default rates and losses. Limits are also set in the context of the peer group and regulatory and economic landscape, to ensure the Group does not become an outlier in the market. Regular updates are presented to the GCC and the GRC and BRCC which include an overview, trends, limit categories and detail of mitigation plans proposed where a particular parameter is close or at its limit.
\n \n \n \nCredit Risk Appetite is considered an integral part of the Integrated Strategic Planning Process and reviewed at various checkpoints in the year to ensure the appetite is being met and is not expected to be breached during the budget time frame.
\n \n \n \n\n Arrears Management and Forbearance\n
\n \n \n \nForbearance occurs when a borrower is granted a temporary or permanent concession or agreed change to a loan (\u201cforbearance measure\u201d) for reasons relating to the actual or apparent financial stress or distress of that borrower. Forbearance has not occurred where the concession or agreed change to a loan does not arise from actual or apparent financial distress. Forbearance is offered on secured and unsecured portfolios.
\n \n \n \nThe Group is committed to supporting customers that are experiencing financial difficulty and seeks to work with those customers to find a sustainable solution through proactive arrears management and forbearance. Group credit policy and procedures are designed to comply with the requirements of the CBI Code of Conduct on Mortgage Arrears (CCMA), which sets out the framework that must be used when dealing with borrowers in mortgage arrears or in pre-arrears.
\n \n \n \nThe Group\u2019s forbearance strategy is built on appropriateness, affordability and sustainability. The main objectives of this strategy are to ensure that arrears solutions are considered appropriate for the borrower, are sustainable in the long-term, that they comply with all regulatory requirements and where possible keep residential mortgage borrowers in their home.
\n \n \n \nTypes of forbearance treatment currently offered by the Group include short term temporary arrangements (such as a payment moratorium) and term appropriate treatments (such as reduced payment, arrears capitalisation and term extension). Requests for concessions in recent years are arising as a result of temporary cash flow problems and an inability to repay at contractual maturity, whereas during the 2008 financial crisis such requests reflected more in-depth long-term affordability issues. This is further reflected in the change in the volume and nature of forbearance measures availed.
\n \n \n \nA request for forbearance is a trigger event for the Group to undertake an assessment of the customer\u2019s financial circumstances prior to any decision to grant a forbearance treatment. Where a borrower has been granted a forbearance treatment, the loan is considered to have experienced a significant increase in credit risk (SICR) and is classified as Stage 2 for Expected Credit Loss (ECL) assessment purposes under IFRS 9. The customer assessment may also result in the customer being classified as Stage 3, credit impaired as a result of the requirement for a specific impairment provision.
\n \n \n \nFurther deterioration in the individual circumstances of the borrower or where expected improvement in the borrower\u2019s circumstances fails to materialise may result in non-compliance with the revised terms and conditions of the forbearance measure. In such circumstances the Group may consider a further forbearance request to secure some level of repayment on the loan.
\n \n \n \nThe effectiveness of forbearance measures over the lifetime of the arrangements are subject to ongoing management and review. A forbearance measure is considered to be effective if the borrower meets the modified terms and conditions over a sustained period of time resulting in an improved outcome for the borrower and the Group.
\n \n \n \n\n Credit Risk Measurement\n
\n \n \n \nApplications for credit are rated for credit quality as part of the origination and loan approval process. The risk, and consequently the credit grade, is reassessed monthly as part of a continuous assessment of account performance and other customer related factors.
\n \n \n \nCredit scoring plays a central role in the ratings process. Credit scoring combined with appropriate portfolio risk segmentation is the method used to assign grades, and in turn the PDs to individual exposures under each framework.
\n \n \n \nThe Group, as approved by the Central Bank of Ireland, has adopted the standardised approach for calculation of Risk Weighted exposure amounts for the Buy-to-let mortgage, Commercial, SME, Consumer and Finance leases and hire purchase receivables portfolios. The standardised approach has been applied to the acquired Ulster Bank residential mortgage portfolios.
\n \n \n \n\n The following information has not been subject to audit by the Group\u2019s independent auditor. \n
\n \n \n \nThe table below illustrates the relationship between the credit risk rating grades and PD percentages.
\n \n \n \n| \n Credit Risk Rating Grade \n | \n \n PD % \n | \n
| \n | \n\n | \n
| \n Excellent \n | \n \n 0% \u2264 PD <1.44% \n | \n
| \n Satisfactory \n | \n \n 1.44% \u2264 PD < 4.62% \n | \n
| \n Fair \n | \n \n 4.62% \u2264 PD < 100% \n | \n
| \n Non-performing \n | \n \n 100% \n | \n
IFRS 9 Stage 1 and Stage 2 classification is not dependent solely on the absolute probability of default. The IFRS 9 Stage 1 and Stage 2 classification is also dependant on the perceived significant increase in credit risk (SICR) which is the relative movement in the IFRS 9 probability of default since initial recognition. Therefore, there is no direct relationship between the credit risk rating grades and the IFRS 9 stage classification. However, the following relationship between the credit risk rating grades and the IFRS 9 stage classification can primarily be expected to exist:
\n \n \n \n\n Credit Exposure\n
\n \n \n \nMaximum exposure to credit risk before collateral held or other credit enhancements
\n \n \n \nThe table below outlines the maximum exposure to credit risk before collateral held or other credit enhancements in respect of the Group\u2019s financial assets as at the statement of financial position date.
\n \n \n \n| \n | \n\n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n Notes\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n 21,423 \n | \n
| \n Credit commitments \n | \n \n 41 \n | \n \n \n 1,554\n \n | \n \n 1,618 \n | \n
| \n | \n\n | \n\n \n 31,057\n \n | \n \n 29,731 \n | \n
Further detail on loans and advances to customers is provided in note 36, Financial Risk Management.
\n \n \n \n\n The following tables outline the Group\u2019s exposure to credit risk by asset class \n
\n \n \n \n\n Debt securities\n
\n \n \n \nThe Group is exposed to the credit risk on third parties where the Group holds debt securities (including sovereign debt). These exposures are subject to the limitations contained within the Board approved policies, with sovereign debt restricted to those countries that have an External Credit Assessment Institution (ECAI) rating of investment-grade.
\n \n \n \nThe following table gives an indication of the level of creditworthiness of the Group\u2019s debt securities and is based on the ratings prescribed by Moody\u2019s Investor Services Limited and Standard and Poor\u2019s for the EU. There are no impaired debt securities as at 31 December 2025 or at 31 December 2024.
\n \n \n \n\n Debt securities neither past due nor impaired\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,213\n \n | \n \n 726 \n | \n
| \n Aa1 \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Aa3 \n | \n \n \n 2,429\n \n | \n \n 2,116 \n | \n
| \n A3 \n | \n \n \n 1,137\n \n | \n \n 439 \n | \n
| \n Baa1 \n | \n \n \n -\n \n | \n \n 599 \n | \n
| \n Baa2 \n | \n \n \n 241\n \n | \n \n - \n | \n
| \n Baa3 \n | \n \n \n -\n \n | \n \n 155 \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
The following table discloses, by country, the Group\u2019s exposure to sovereign and corporate debt as at:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Country\n \n | \n \n | \n\n | \n
| \n Ireland \n | \n \n \n 1,604\n \n | \n \n 1,524 \n | \n
| \n EU \n | \n \n \n 1,012\n \n | \n \n 658 \n | \n
| \n Spain \n | \n \n \n 842\n \n | \n \n 599 \n | \n
| \n France \n | \n \n \n 721\n \n | \n \n 578 \n | \n
| \n Austria \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Portugal \n | \n \n \n 295\n \n | \n \n 439 \n | \n
| \n Italy \n | \n \n \n 241\n \n | \n \n 155 \n | \n
| \n Belgium \n | \n \n \n 220\n \n | \n \n 82 \n | \n
| \n Netherlands \n | \n \n \n 85\n \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n Loans and advances to banks\n
\n \n \n \nThe Group has a policy to ensure that loans and advances to banks are held with investment grade counterparties, with any exceptions subject to prior approval by the BRCC. The following table gives an indication of the level of creditworthiness of the Group\u2019s loans and advances to banks and is based on credit ratings aligned to recognised External Credit Assessment Institutions, including Moody\u2019s and S&P.
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,399\n \n | \n \n 1,887 \n | \n
| \n Aa1 \n | \n \n \n -\n \n | \n \n 23 \n | \n
| \n Aa2 \n | \n \n \n 38\n \n | \n \n 6 \n | \n
| \n Aa3 \n | \n \n \n 157\n \n | \n \n 125 \n | \n
| \n A1 \n | \n \n \n 66\n \n | \n \n 90 \n | \n
| \n A2 \n | \n \n \n 59\n \n | \n \n 71 \n | \n
| \n \n Total\n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
\n Asset Quality\n
\n \n \n \nThe following tables provide detail of asset quality by Product and IFRS 9 stage. The asset quality risk profiles are linked to IFRS 9 PDs which is one of several measures used to assess SICR in the portfolio.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n \n Asset quality*\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 1\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n \n 18,080\n \n | \n \n \n 165\n \n | \n \n \n 18,245\n \n | \n \n \n 51\n \n | \n \n \n 145\n \n | \n \n \n 136\n \n | \n \n \n 18,577\n \n | \n
| \n Satisfactory \n | \n \n \n 87\n \n | \n \n \n 7\n \n | \n \n \n 94\n \n | \n \n \n 10\n \n | \n \n \n 308\n \n | \n \n \n 307\n \n | \n \n \n 719\n \n | \n
| \n Fair \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n | \n\n \n 18,167\n \n | \n \n \n 172\n \n | \n \n \n 18,339\n \n | \n \n \n 61\n \n | \n \n \n 453\n \n | \n \n \n 443\n \n | \n \n \n 19,296\n \n | \n
| \n \n Stage 2\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n \n 746\n \n | \n \n \n 18\n \n | \n \n \n 764\n \n | \n \n \n 3\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n 770\n \n | \n
| \n Satisfactory \n | \n \n \n 669\n \n | \n \n \n 14\n \n | \n \n \n 683\n \n | \n \n \n 219\n \n | \n \n \n 38\n \n | \n \n \n -\n \n | \n \n \n 940\n \n | \n
| \n Fair \n | \n \n \n 452\n \n | \n \n \n 129\n \n | \n \n \n 581\n \n | \n \n \n 253\n \n | \n \n \n 92\n \n | \n \n \n 21\n \n | \n \n \n 947\n \n | \n
| \n | \n\n \n 1,867\n \n | \n \n \n 161\n \n | \n \n \n 2,028\n \n | \n \n \n 475\n \n | \n \n \n 133\n \n | \n \n \n 21\n \n | \n \n \n 2,657\n \n | \n
| \n \n Stage 3\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 258\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 308\n \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 20,249\n \n | \n \n \n 376\n \n | \n \n \n 20,625\n \n | \n \n \n 557\n \n | \n \n \n 607\n \n | \n \n \n 472\n \n | \n \n \n 22,261\n \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n \n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n \n Asset quality*\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 1\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n 17,604 \n | \n \n 185 \n | \n \n 17,789 \n | \n \n 62 \n | \n \n 146 \n | \n \n - \n | \n \n 17,997 \n | \n
| \n Satisfactory \n | \n \n 332 \n | \n \n 10 \n | \n \n 342 \n | \n \n 64 \n | \n \n 271 \n | \n \n 414 \n | \n \n 1,091 \n | \n
| \n Fair \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n | \n\n 17,936 \n | \n \n 195 \n | \n \n 18,131 \n | \n \n 126 \n | \n \n 429 \n | \n \n 414 \n | \n \n 19,100 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 2\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n 504 \n | \n \n 68 \n | \n \n 572 \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 581 \n | \n
| \n Satisfactory \n | \n \n 609 \n | \n \n 110 \n | \n \n 719 \n | \n \n 333 \n | \n \n 26 \n | \n \n 13 \n | \n \n 1,091 \n | \n
| \n Fair \n | \n \n 231 \n | \n \n 20 \n | \n \n 251 \n | \n \n 6 \n | \n \n 77 \n | \n \n 27 \n | \n \n 361 \n | \n
| \n | \n\n 1,344 \n | \n \n 198 \n | \n \n 1,542 \n | \n \n 343 \n | \n \n 104 \n | \n \n 44 \n | \n \n 2,033 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 3\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n 259 \n | \n \n 71 \n | \n \n 330 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 382 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n 19,539 \n | \n \n 464 \n | \n \n 20,003 \n | \n \n 493 \n | \n \n 553 \n | \n \n 466 \n | \n \n 21,515 \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n \n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n \n \nThe tables below set out the asset quality of loans for which the Group has entered formal temporary and permanent forbearance arrangements with home loan, buy-to-let and commercial mortgage customers for the years ended 31 December 2025 and 2024.
\n \n \n \nWhere a borrower has been granted a forbearance treatment, the loan is considered to have experienced a significant increase in credit risk and is classified as Stage 2 for Expected Credit Loss assessment purposes under IFRS 9.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n *Stage 2\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n \n 13\n \n | \n \n \n -\n \n | \n \n \n 13\n \n | \n \n \n -\n \n | \n \n \n 13\n \n | \n
| \n Satisfactory \n | \n \n \n 25\n \n | \n \n \n 1\n \n | \n \n \n 26\n \n | \n \n \n -\n \n | \n \n \n 26\n \n | \n
| \n Fair \n | \n \n \n 39\n \n | \n \n \n 2\n \n | \n \n \n 41\n \n | \n \n \n -\n \n | \n \n \n 41\n \n | \n
| \n | \n\n \n 77\n \n | \n \n \n 3\n \n | \n \n \n 80\n \n | \n \n \n -\n \n | \n \n \n 80\n \n | \n
| \n \n Stage 3\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n \n 114\n \n | \n \n \n 12\n \n | \n \n \n 126\n \n | \n \n \n 4\n \n | \n \n \n 130\n \n | \n
| \n \n Total measured at amortised costs \n \n | \n \n \n 191\n \n | \n \n \n 15\n \n | \n \n \n 206\n \n | \n \n \n 4\n \n | \n \n \n 210\n \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n \n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n *Stage2 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n 33 \n | \n \n 1 \n | \n \n 34 \n | \n \n - \n | \n \n 34 \n | \n
| \n Satisfactory \n | \n \n 34 \n | \n \n 4 \n | \n \n 38 \n | \n \n - \n | \n \n 38 \n | \n
| \n Fair \n | \n \n 30 \n | \n \n 3 \n | \n \n 33 \n | \n \n - \n | \n \n 33 \n | \n
| \n | \n\n 97 \n | \n \n 8 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Stage 3 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n 145 \n | \n \n 26 \n | \n \n 171 \n | \n \n 4 \n | \n \n 175 \n | \n
| \n Total measured at amortised costs \n | \n \n 242 \n | \n \n 34 \n | \n \n 276 \n | \n \n 4 \n | \n \n 280 \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n \n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n \n \n \n\n Loan Impairment\n
\n \n \n \n \n \nUnder IFRS 9 an entity is required to track and assess changes in credit risk on financial instruments since origination and determine whether the credit risk on those financial instruments has increased significantly since initial recognition. The change in credit risk should be based on the change in the risk of default and not changes in the amount of ECL which may be expected on a financial instrument.
\n \n \n \n \n \nThe standard is a 3-stage model for impairment, based on changes in credit risk quality since initial recognition:
\n \n \n \n \n \n\n Stage 1\n
\n \n \n \n \n \nFinancial assets that have not had a SICR since initial recognition are classified as Stage 1. For these assets, 12-month ECL is recognised. 12-month ECL is the expected credit losses that result from default events among the Stage 1 population within 12 months of the reporting date. It is not the expected cash shortfalls over the 12 month period but the entire credit loss on an asset weighted by the probability that the loss will occur in the next 12 months. Therefore, all financial assets in scope will have an impairment provision equal to at least 12-month ECL.
\n \n \n \n \n \n\n Stage 2\n
\n \n \n \n \n \nFinancial assets that have had a SICR since initial recognition but that do not have objective evidence of impairment are classified as Stage 2. For these assets, lifetime ECL is recognised, being the expected credit losses that result from default events among the Stage 2 population over the expected life of the financial instrument.
\n \n \n \n \n \nIFRS 9 does not define SICR but incorporates a rebuttable presumption that SICR has occurred when an exposure is greater than 30 days past due. The Group did not rebut this presumption for any portfolio.
\n \n \n \n \n \nAt each reporting date, the Group has relied on the following measures to identify a SICR in relation to an exposure since origination, and classification as Stage 2 within the IFRS 9 ECL framework:
\n \n \n \n \n \nThe assessment of SICR is performed on a relative basis and is symmetrical in nature, allowing credit risk of financial assets to move back to Stage 1 if the increase in credit risk since origination has reduced and is no longer deemed to be significant.
\n \n \n \n \n \n| \n \n Transition from Stage 3 to Stage 2\n \n | \n
| \n Movements between Stage 2 and Stage 3 are based on whether financial assets meet the definition of default as at the reporting date. \n | \n
| \n Certain long-term forbearance treatments may transition from Stage 3 to Stage 2 in line with the definition of default but would not be expected to transition from Stage 2 to Stage 1 without an unwind of the forbearance treatment e.g. part capital and interest treatments. \n | \n
| \n \n Transition from Stage 2 to Stage 1\n \n | \n
| \n Exposures that are no longer 30 days past due do not transition automatically to Stage 1 (i.e. without probation) and other criteria needs to be met. \n | \n
| \n Forborne exposures where certain criteria are met transition from Stage 2 to Stage 1 (e.g. no longer classified as EBA forborne). \n | \n
\n Stage 3\n
\n \n \n \n \n \nFinancial assets that have objective evidence of impairment at the reporting date are classified as Stage 3, i.e. are credit impaired. For these assets, lifetime ECL is recognised.
\n \n \n \n \n \nThe definition of default used in the measurement of ECL for IFRS 9 purposes is aligned to the regulatory definition of default used by the Group for credit risk management purposes, and which has been approved for use for capital management. For the Group\u2019s main Mortgage Portfolio, the definition of default approved for use under the Targeted Review of Internal Models (TRIM) from 31 December 2018 is also applied under IFRS 9. This definition of default has been designed to comply with the Regulatory requirements and guidelines on default, NPLs and forbearance.
\n \n \n \n \n \nIFRS 9 does not define default but incorporates a rebuttable presumption that default has occurred when an exposure is greater than 90 days past due. The Group did not rebut this presumption for any portfolio.
\n \n \n \n \n \nUnder the Group\u2019s definition of default, an exposure is considered defaulted and is classified as Stage 3 credit-impaired where an account is greater than 90 days past due on any material credit obligation or is otherwise assessed as unlikely to pay. Where a material amount of principal or interest remains outstanding at the reporting date, the counting of days past due commences from the first date that a payment, or part thereof, met materiality thresholds and became overdue.
\n \n \n \n \n \nKey indicators of unlikely to pay include:
\n \n \n \n \n \n\n Exception to the general three stage impairment model\n
\n \n \n \n \n \nPurchased or Originated Credit Impaired (POCI) are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted effective interest rate (EIR) basis. ECLs are only recognised or released to the extent that there is a subsequent change in expected credit losses.
\n \n \n \n \n \n\n Low credit risk exemption\n
\n \n \n \n \n \nA low risk exemption can be availed of for financial instruments under IFRS 9 for which the Group can demonstrate objective evidence that these financial instruments are not subject to a SICR.
\n \n \n \n \n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n \n \n \n \n\n Modified financial assets\n
\n \n \n \n \n \nWhere a financial asset is modified or an existing financial asset is replaced with a new one, an assessment is made to determine if the financial asset should be derecognised. If the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition. If the terms are not substantially different, the modification does not result in derecognition and the date of origination continues to be used to determine SICR.
\n \n \n \n \n \n\n ECL Framework\n
\n \n \n \n \n \nThe Group\u2019s IFRS 9 models leverage, where possible, the systems and data that are used to calculate risk weighted assets for regulatory capital (IRB) purposes. In particular, key concepts such as the definition of default and measurement of credit risk (i.e. ranking of exposures for risk) have been aligned across the impairment (accounting) and IRB frameworks. IFRS 9 models, however, differ from IRB models in a number of conceptual ways (e.g. the use of \u2018through the cycle\u2019 (TTC) for IRB versus \u2018point in time\u2019 for IFRS 9 inputs, 12 month ECL time horizon for IRB versus lifetime for IFRS 9 Stages 2 & 3) and, as a result, the Group did not leverage the outputs of its IRB models, but instead developed statistical models, which are based on the IRB scorecards but otherwise tailored to the requirements of IFRS 9.
\n \n \n \n \n \n\n Measurement\n
\n \n \n \n \n \nFor all material portfolios, the Group has adopted an ECL framework that is cognisant of industry best practice, and reflects a component approach using Probability of Default (PD), Loss Given Default (LGD) and Exposure at Default (EAD) components calibrated for IFRS 9 purposes. To adequately capture life-time expected loss, the Group also models early redemptions as a separate component in the ECL calculation.
\n \n \n \n \n \n\n \n IFRS 9 PD\n \n
\n \n \n \n \n \nFor estimating 12 month and lifetime default, the Group applies a statistical model methodology that allows the Group to estimate the risk that a loan will default at a given point in time by grouping exposures with similar risk characteristics and measuring the historic rate of default for exposures of this type. This technique effectively provides a TTC measure of likelihood of default. The Group then applies an economic response model to reflect current and future expected macroeconomic conditions.
\n \n \n \n \n \nBehavioural scorecards with key loan performance indicators for each customer are used for the purpose of grouping exposures with similar risk characteristics as described above. A PD is calculated for each group (referred to as risk grades) which drives the PD for the ECL process. All components of PD, risk grade, Observed Default Rates (ODR) and the economic response model are independently monitored by the Group\u2019s Model Risk Team to confirm ongoing fitness for purpose.
\n \n \n \n \n \n\n \n IFRS 9 LGD\n \n
\n \n \n \n \n \nFor the Group\u2019s key mortgage portfolios, the LGD model assumes that the Group will have recourse to collateral in the event that an exposure fails to return to a performing state. The IFRS 9 LGD model incorporates the probability of each defaulted account returning to performing together with the estimated loss rate should they return to performing and the estimated loss rate should they fail to return to performing. The Group has the same approach for LGD estimation for both 12 month and lifetime. As part of the Group\u2019s redevelopment of the IFRS 9 Mortgage LGD model during 2025, it was determined that the chosen modelling approach, which is aligned more closely with the Group\u2019s forward looking NPL strategy, did not appropriately capture the risk of elevated loss outcomes for a legacy cohort of aged Stage 3 exposures. The ECL on this cohort is determined through a non-modelled approach by the application of a Discounted Cash Flow (DCF) measurement method which takes into account current and expected payment patterns and assumptions with respect to collateral recoverability.
\n \n \n \n \n \n\n \n IFRS 9 EAD\n \n
\n \n \n \n \n \nFor performing loans, the EAD is calculated for each future period based on the projected loan balance (after expected capital and interest payments) at that future period. A Credit Conversion Factor (CCF) is then applied to calculate the percentage increase in balance from the point of observation to the point of default including accrued missed interest payments and any related charges. The CCF is segmented by the accounts\u2019 repayment type.
\n \n \n \n \n \n\n Expected life\n
\n \n \n \n \n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \n \n \n \n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by management actions. For instruments in Stage 2 or Stage 3, loss allowances will cover expected credit losses over the expected remaining life of the instrument.
\n \n \n \n \n \n\n Effective Interest Rate\n
\n \n \n \n \n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted effective interest rate\u2019 for POCI financial assets) or an approximation thereof. For undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n \n \n \n \n \n\n Write-off policy\n
\n \n \n \n \n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off of financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \n \n \n \n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n \n \n \n \n\n Governance\n
\n \n \n \n \n \nThe Group has a detailed framework of policies governing development, monitoring and validation of Models. Model Governance Committee (MGC) oversees the execution of this framework and approves model developments and notes model validation reports prior to their consideration by the GRC and/or the ALCo and the BRCC, where appropriate.
\n \n \n \n \n \nThe GCC is responsible for oversight of changes to credit policies, data or management judgement in impairment model parameters and overlay adjustments to modelled ECL outcomes. The Impairment Reporting Review Forum (IRRF), a sub-committee of the GCC, is accountable for the review and recommendation for approval of the monthly and cumulative year-to-date actual impairment charge for the Group.
\n \n \n \n \n \nIFRS 9 ECL methodologies are subject to formal review by IRRF and approval by the GCC on a monthly basis and by the BRCC on a half-yearly basis. The adequacy of ECL allowance is reviewed by the BAC on a half-yearly basis.
\n \n \n \n \n \n\n Forward Looking Information (FLI)\n
\n \n \n \n \n \nIFRS 9 requires an unbiased and probability weighted estimate of credit losses by evaluating a range of possible outcomes that incorporates forecasts of future economic conditions. Macroeconomic factors and FLI are required to be incorporated into the measurement of ECL as well as the determination of whether there has been a SICR since origination.
\n \n \n \n \n \n\n \n Measurement of ECLs at each reporting period should reflect reasonable and supportable information.\n \n
\n \n \n \n \n \nThe requirement to incorporate a range of unbiased future economic scenarios, including macroeconomic factors, is a distinctive feature of the ECL accounting framework, which increases both the level of complexity and judgement in the measurement of allowance for IFRS 9 credit losses.
\n \n \n \n \n \nThe Group incorporates a number of macroeconomic impacts and scenarios into the ECL models.
\n \n \n \n \n \nThe process to determine the FLI applied in the ECL models leverages existing ICAAP processes while recognising that IFRS 9 scenarios are not stress scenarios. The methodology to incorporate multiple economic scenarios into the ECL models considers, amongst other things, the Group\u2019s strategic planning process, the views of policy makers on longer term economic prospects and key macroeconomic risks. The Group has referenced publicly available information for key macroeconomic indicators including the Residential Property Price Index (RPPI), unemployment, interest rates, GDP and publicly available external macroeconomic forecasts including from the Department of Finance (DoF), the Central Bank of Ireland, the ESRI, the European Commission and the IMF. The Group employs the services of an independent economist to determine forecast macroeconomic scenarios. The governance and oversight process includes the review and challenge by ALCo of FLI and its onward recommendation to the BRCC for approval.
\n \n \n \n \n \nIn general, a review and update of macroeconomic variables takes place at least bi-annually. Macroeconomic scenarios were most recently updated in December 2025. The Group adopts a minimum of three macroeconomic scenarios for ECL purposes, a four scenario approach is applied for residential mortgages and a three scenario approach is maintained for non-residential mortgage portfolios (see note 2, Critical accounting estimates and judgements for further detail).
\n \n \n \n \n \nIRRF reviews the scenario probabilities and recommends their use ahead of ALCo\u2019s subsequent recommendation to the BRCC for approval. Applying statistical techniques combined with expert credit judgement, the Group then formulates an unbiased probability weighted estimate of ECL at the reporting date (see note 2, Critical accounting estimates and judgements for further detail).
\n \n \n \n \n \n\n Expert Credit Judgement\n
\n \n \n \n \n \nIn line with the requirements of the standard, the Group\u2019s ECL accounting framework methodology requires the Group to apply its experienced credit judgement in estimating ECL. At 31 December 2025, the impairment provision includes management adjustment in respect of impairment model parameters, adjustments to modelled outcomes and ECL non-modelled measurement for a cohort of aged defaults in Stage 3 (see note 2, Critical accounting estimates and judgements for further detail).
\n \n \n \n \n\n 3.2 Funding and Liquidity Risk - audited\n
\n \n \n \nFunding Risk is the risk that the Group is not able to achieve its target funding mix, is too dependent on particular funding instruments, funding sources (retail/wholesale) or funding tenors, fails to meet regulatory requirements and, in extremis, is not able to access funding markets or can only do so at excessive cost and/or Liquidity Risk.
\n \n \n \nLiquidity Risk is the risk that the Group has insufficient funds to meet its financial obligations and regulatory requirements as and when they arise either through inability to access funding sources or monetise liquid assets.
\n \n \n \nThese risks are inherent in banking operations and can be heightened by a number of factors, including over-reliance on a particular funding source or product type, changes in credit ratings or market dislocation.
\n \n \n \nThe level of risk is dependent on the composition of the balance sheet, the maturity profile and the quantum and quality of the liquidity buffer. It is likely that these risks would be further exacerbated in times of stress. Given the nature of the Group\u2019s retail focus which stems from its business model, liquidity and funding risk will arise naturally due to the maturity transformation of primarily short-term deposits into longer term loans. With 92% of the balance sheet being deposit funded at the year end, exposure to a deposit run represents the primary liquidity and funding risk.
\n \n \n \n| \n \n The following information has not been subject to audit by the Group\u2019s independent auditor.\n \n\n (i) Regulatory Compliance\n \nThe Group is required to comply with the liquidity requirements of the CBI and the full spectrum of European regulatory requirements including CRRIII, CRD VI and associated Delegated Acts such as the Liquidity Coverage Ratio (LCR) Delegated Act. \nThe primary ratios calculated and reported are the LCR and the Net Stable Funding Ratio (NSFR). In addition, supplementary liquidity and funding metrics are measured and monitored on a regular basis. \nUnder the Bank Recovery and Resolution Directive (BRRD), the Group is required to adhere to a binding Minimum Requirement for Own Funds and Eligible Liabilities (MREL) as determined by the CBI, which represents a quantification of the eligible liabilities required to act as a buffer in the event of a resolution scenario. The Group has a senior unsecured issuance strategy to ensure ongoing compliance with the MREL requirement. \n | \n
\n (ii) Risk Management, Measurement and Monitoring\n
\n \n \n \nGroup Treasury are responsible for the day-to-day management of the Group\u2019s liquidity position and ensuring compliance with the regulatory requirements. In carrying out this responsibility, the principal objective is to ensure that adequate liquid assets are available at all times to meet the operational and strategic liquidity needs of the Group under both normal and stressed conditions. Liquidity management focuses on the overall balance sheet structure together with the control of risks arising from the mismatch in contracted maturities of assets and liabilities, undrawn commitments and other contingent liabilities.
\n \n \n \nLiquidity risk is measured on a daily basis using a range of metrics against the internally- as well as regulatory prescribed limit framework. The Group primarily monitors its liquidity position through the LCR. The objective of the LCR is to promote the short-term resilience of the liquidity risk profile of banks. It achieves this by ensuring that banks have an adequate stock of unencumbered high-quality liquid assets (HQLA) that can be converted easily and immediately in private markets into cash in order to meet the liquidity needs for a 30-calendar day liquidity stress scenario.
\n \n \n \nNSFR and Liquidity Stress Survivability constitute additional core liquidity and funding metrics within the overarching Liquidity and Funding Risk Management Framework that are measured, monitored and reported within the Group.
\n \n \n \nThe Group also actively monitors a comprehensive suite of Risk Appetite metrics consisting of Key Risk Indicators (KRIs) and Early Warning Indicators (EWIs) covering a range of market wide and Group specific events. The purpose of these metrics is to provide forewarning of any potential liquidity trigger events, ensuring the Group has sufficient time to intervene and mitigate any emerging risk.
\n \n \n \nThe Contingency Funding Plan (CFP) outlines the strategy and action plan to address liquidity crisis events. The CFP identifies processes and actions incremental to the existing daily liquidity risk management and reporting framework to assist in making timely, well-informed decisions.
\n \n \n \nStress testing forms a key pillar of the overall liquidity and funding risk framework and is conducted from both an economic and normative perspective (as guided by the EBA). Overall, the Group takes a prudent approach in setting the inflow and outflow parameters at a level which is appropriate for each stress scenario with due consideration of the Group\u2019s business model, liquidity and funding risk exposures and the liquidity risk drivers, including those outlined in the EBA SREP Guidelines. The stress testing framework is designed to reflect the liquidity and funding impact under idiosyncratic, systemic and combined stresses.
\n \n \n \nThe full suite of liquidity and funding metrics and stress test results are regularly reported to the ALCo, the BRCC and the Board.
\n \n \n \nIn addition, the Group Internal Liquidity Adequacy Assessment Process (ILAAP) provides a holistic view of the Group\u2019s liquidity adequacy. The ILAAP examines both the short and long term liquidity position relative to the internal and regulatory limits. Through the ILAAP, the Board attests to the adequacy of the Group\u2019s liquidity position and risk management processes on an annual basis.
\n \n \n \n\n (iii) Liquidity Risk Management Framework\n
\n \n \n \nThe exposure to liquidity and funding risk is governed by the Group\u2019s Liquidity and Funding Risk Management Framework and underlying policies, RAS and associated limits. The framework and policies are designed to comply with regulatory standards with the objective of ensuring the Group holds sufficient counterbalancing capacity to meet its obligations, including deposit withdrawals and funding commitments, as and when they fall due under both normal and stressed conditions. The process establishes quantitative rules and targets in relation to the measurement and monitoring of liquidity risk. The Liquidity and Funding Risk Management Framework is approved by the BRCC on the recommendation of the ALCo. The effective operation of liquidity policies are delegated to the ALCo, while Group Risk and GIA functions provide further oversight and challenge and ensure compliance with the Framework.
\n \n \n \nThe Liquidity and Funding Risk Management Framework outlines the mechanisms by which liquidity and funding risk is managed within the Board approved Risk Appetite and is in line with the overarching liquidity and funding risk principles as follows:
\n \n \n \n\n (iv) Minimum Liquidity Levels\n
\n \n \n \nThe Group maintains a sufficient liquidity buffer comprising both unencumbered HQLA and non-HQLA liquidity capacity to meet LCR and stress testing requirements.
\n \n \n \nThe Group measures and monitors the NSFR which is designed to limit over-reliance on short-term funding and promote longer-term stable funding sources.
\n \n \n \n\n (v) Liquidity Risk Factors\n
\n \n \n \nOver-reliance and concentration on any one particular funding source can lead to a heightened liquidity impact during a period of stress. The Group relies on customer deposits to fund its loan portfolio. The ongoing availability of these deposits may be subject to fluctuations due to factors such as the confidence of depositors in the Group, and other factors outside the Group\u2019s control including, for example, macroeconomic conditions in Ireland, confidence of depositors in the economy in general and the financial services industry, specifically the competition for deposits from other financial institutions.
\n \n \n \nThe availability and extent of deposit guarantees are of particular importance especially for a Retail bank. The Irish Deposit Guarantee Scheme (DGS) protects deposits up to a balance of \u20ac100,000. The national DGS together with the establishment of the European Deposit Insurance Fund is designed to maintain depositor confidence and protect against a potential deposit run. A significant change to the operation of the DGS could adversely affect the Group\u2019s ability to retain deposits under a severe stress event.
\n \n \n \nThe Group remains active in capital markets, be it secured or unsecured transactions, and any restrictions on the Group\u2019s access to capital markets could pose a threat to the overall funding position. The inability to adequately diversify the funding base could lead to over concentration on the remaining funding sources.
\n \n \n \nThe Group maintains a significant liquidity buffer split between HQLA (sovereign and covered bonds), deposits placed with the Central Bank and ECB eligible retained securitisations which can be monetised quickly to safeguard against a liquidity event. While the quantum of the buffer is sufficient to provide capacity to withstand a significant liquidity stress event there is a concentration in Irish-based assets which could reduce overall capacity in the event of an idiosyncratic Irish stress event.
\n \n \n \nA clear and defined strategy has been developed to ensure an encumbrance level consistent with its economic plan is maintained by the Group. Disruption to unsecured funding sources and a requirement to revert to an overreliance on secured funding channels could potentially pose a threat to this ratio and unsecured creditors.
\n \n \n \nA series of liquidity and funding EWIs are in place in order to alert the Group to any potential liquidity trigger event therefore allowing sufficient time for mitigating actions to be taken.
\n \n \n \n\n (vi) Credit Ratings\n
\n \n \n \nThe Group\u2019s credit ratings have been subject to change and may change in the future, which could affect its cost or access to sources of financing and liquidity. In particular, any future reductions in long-term or short-term credit ratings could: further increase borrowing costs; adversely affect access to liquidity; require the Group to replace funding losses arising from a downgrade, which may include a loss of customer deposits; limit access to capital and money markets; and trigger additional collateral requirements in secured funding arrangements and derivatives contracts. These issues are factored into the Group\u2019s liquidity stress testing.
\n \n \n \nIn May 2025, Fitch upgraded PTSB Group Holdings to \u2018BBB\u2019; and upgraded PTSB Plc to \u2018BBB+\u2019, assigning a \u2018Stable\u2019 outlook to both entities. The upgrades reflect Fitch\u2019s positive assessment of the Group\u2019s strong asset quality and risk profile, alongside stable deposit funding, capitalisation and profitability.
\n \n \n \nIn September 2025, Moody\u2019s reaffirmed the existing ratings of \u2018Baa1\u2019 for PTSB Group Holdings and \u2018A1\u2019 for PTSB plc, and maintained a \u2018Stable outlook for both. Moody\u2019s updated credit analysis highlighted the Group\u2019s low asset risk, significantly improving profitability, strong capitalisation and liquidity profile.
\n \n \n \nTogether, this reinforces PTSB Group Holdings\u2019 and PTSB plc\u2019s firmly established investment grade status with both rating agencies. This is expected to have a continued benefit to the Bank\u2019s access to potential investor base and support the Bank in reducing the relative cost of future issuances.
\n \n \n \n\n \n The table below set out the Long-Term Credit Ratings for PTSB Group Holdings and PTSB plc.\n \n
\n \n \n \n| \n \n Agency\n \n | \n \n \n PTSB Group Holdings\n \n | \n \n \n PTSB plc\n \n | \n \n \n Outlook\n \n | \n
| \n Moody\u2019s \n | \n \n \u2018Baa1\u2019 \n | \n \n \u2018A1\u2019 \n | \n \n Stable \n | \n
| \n Fitch \n | \n \n \u2018BBB\u2019 \n | \n \n \u2018BBB+\u2019 \n | \n \n Stable \n | \n
\n 3.3 Market Risk - audited\n
\n \n \n \nMarket Risk can be defined as the risk of losses in on- and off-balance sheet positions arising from adverse movements in market prices. From the Group\u2019s perspective, market risk consists of three components being Interest Rate Risk, FX Risk, and Credit Spread Risk. Often market risk cannot be fully eliminated through diversification, though it can be mitigated via hedging.
\n \n \n \nThe Group\u2019s RAS and the associated Market Risk Framework set out the Group\u2019s approach to management of market risk. The Framework is approved annually by the BRCC on the recommendation of the ALCo.
\n \n \n \nAll market risks arising within the Group are subject to strict internal controls and reporting procedures and are monitored by the ALCo and the BRCC on a regular basis. Group Treasury is responsible for the management of the Group\u2019s market risk exposures. Group Risk and GIA provide further oversight and challenge of Group Treasury\u2019s compliance with the Market Risk framework and associated Policies.
\n \n \n \n\n (i) Interest rate risk\n
\n \n \n \nInterest rate risk is the risk to earnings or capital arising from a movement in the absolute level of interest rates, the spread between rates, the shape of the yield curve or in any other interest rate relationship. The risk may be subdivided into gap, option and basis risk. In line with regulatory standards, the approved Interest Rate Risk in the Banking Book (IRRBB) methodology determined that the Group\u2019s interest rate risk exposure must be derived from both an earnings (accrual) (Earnings at Risk (EaR)) and economic value of equity perspective (EVE).
\n \n \n \nThe Group separately calculates the contractual Basis Risk exposure which is factored into the Pillar II ICAAP process. The Basis Risk position is added to the most severe of EVE or EaR risk levels in order to ensure all material sources of Interest Rate Risk are capitalised for.
\n \n \n \n| \n \n The following information has not been subject to audit by the Group\u2019s independent auditor.\n \nIn defining the level of interest rate risk the Group applies the most severe of the six scenarios prescribed by the EBA Guidelines on the Management of IRRBB, for EVE and applies the most negative of a 200bps upwards or downwards shock for EAR models, with both calculations subject to interest rate flooring assumptions. The results are measured and reported against the Board approved risk limits. \nThe Group also monitors PV01 (impact of 0.01% movement in interest rates), duration mismatches and NII sensitivity when assessing interest rate risk. \nThe aim of modelling several types of interest rate shock scenarios is to measure the Group\u2019s vulnerability to loss under multiple stressed market conditions. \nThe 31 December 2025 interest rate risk level, based on the EBA\u2019s Supervisory Outlier Test (SOT) EVE calculation in the Parallel Up scenario (rates increase by 200bps across all tenors), was calculated as \u20ac105m (31 December 2024: \u20ac51m in the Short Up scenario). \nThe Bank\u2019s exposure to upward interest rate shocks increased during 2025 primarily due to the acquisition of \u20ac1.3bn in nominal terms of ECB-eligible bonds for the HQLA portfolio. The Bank reduced its interest rate swap positions by a net \u20ac0.7bn in 2025 as part of its ongoing interest rate risk management. \nThe following interest rate floors are applied in calculating EAR: 0% for the ECB Refinance Rate and Retail Deposits; -50bps for the ECB Deposit Rate. \n | \n
\n (ii) Foreign Exchange Risk\n
\n \n \n \nForeign currency exchange risk is the volatility in earnings resulting from the retranslation of foreign currency denominated assets and liabilities. Consistent with its business model as a domestically focused Retail bank, the Group is predominantly exposed to GBP and USD positions arising from customer deposits denominated in these currencies or branch bureau activities.
\n \n \n \nDerivatives (FX swaps and forwards) are executed to minimise the FX exposure. Overnight FX positions are monitored against approved notional limits. It is the responsibility of both Group Treasury and Group Risk to measure and monitor exchange rate risk and maintain the exposure within approved limits. The aggregate euro denominated 31 December 2025 FX position was \u20ac0.6m (31 December 2024 \u20ac3.0m).
\n \n \n \n\n (iii) Credit Spread Risk\n
\n \n \n \nCredit Spread Risk in the Banking Book (CSRBB) is the risk from market-wide changes to credit and liquidity spreads for a given credit quality on an institution\u2019s banking book. It excludes idiosyncratic credit spread risks.
\n \n \n \nIn line with revised regulatory standards, the CSRBB methodology the Group\u2019s credit spread risk exposure is derived on both an earnings (Earnings at Risk (EaR)) and economic value of equity perspective (EVE). This risk is measured on the Group\u2019s bond portfolio and own debt issuances. The Group\u2019s CS01 (impact of 0.01% movement in credit spreads) as at 31 December 2025 was \u20ac1.9m.
\n \n \n \nFor further details on market risk see note 36.
\n \n \n \n \n \n\n 36. Financial risk management\n
\n \n \n \n \n \n \n \n\n Maximum exposure to credit risk before collateral held or other credit enhancements\n
\n \n \n \n \n \n \n \nThe following table outlines the maximum exposure to credit risk before collateral held or other credit enhancements in respect of the Group\u2019s financial assets as at the SOFP date.
\n \n \n \n \n \n \n \n| \n | \n\n \n Note\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n 23 \n | \n
| \n Loans and advances to banks (iii) \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments (ii) \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n 7 \n | \n
| \n Debt securities (i) \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
| \n Loans and advances to customers (iv) \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n \n 29,503\n \n | \n \n 28,113 \n | \n
| \n Commitments \n | \n \n 41 \n | \n \n \n 1,554\n \n | \n \n 1,618 \n | \n
| \n | \n\n | \n\n \n 31,057\n \n | \n \n 29,731 \n | \n
\n The following tables outline the Group\u2019s exposure to credit risk by asset class\n
\n \n \n \n \n \n \n \n\n (i) Debt securities\n
\n \n \n \n \n \n \n \nThe Group is exposed to the credit risk on third parties where the Group holds debt securities (primarily sovereign debt). These exposures are subject to the limitations contained within Board approved policies, with sovereign debt restricted to those countries that have an External Credit Assessment Institution (ECAI) rating of investment grade.
\n \n \n \n \n \n \n \nThe following table gives an indication of the level of creditworthiness of the Group\u2019s debt securities and is based on the ratings prescribed by Moody\u2019s Investor Services Limited and Standard and Poor\u2019s for Belgian covered bond. There are no impaired debt securities as at 31 December 2025 or at 31 December 2024.
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,213\n \n | \n \n 726 \n | \n
| \n Aa1 \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Aa3 \n | \n \n \n 2,429\n \n | \n \n 2,116 \n | \n
| \n A3 \n | \n \n \n 1,137\n \n | \n \n 439 \n | \n
| \n Baa1 \n | \n \n \n -\n \n | \n \n 599 \n | \n
| \n Baa2 \n | \n \n \n 241\n \n | \n \n - \n | \n
| \n Baa3 \n | \n \n \n -\n \n | \n \n 155 \n | \n
| \n \n Total \n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
The following table discloses, by country, the Group\u2019s exposure to sovereign debt and corporate debt as at:
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Country\n \n | \n \n | \n\n | \n
| \n Ireland \n | \n \n \n 1,604\n \n | \n \n 1,524 \n | \n
| \n EU \n | \n \n \n 1,012\n \n | \n \n 658 \n | \n
| \n Spain \n | \n \n \n 842\n \n | \n \n 599 \n | \n
| \n France \n | \n \n \n 721\n \n | \n \n 578 \n | \n
| \n Austria \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Portugal \n | \n \n \n 295\n \n | \n \n 439 \n | \n
| \n Italy \n | \n \n \n 241\n \n | \n \n 155 \n | \n
| \n Belgium \n | \n \n \n 220\n \n | \n \n 82 \n | \n
| \n Netherlands \n | \n \n \n 85\n \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n (ii) Derivative financial instruments\n
\n \n \n \n \n \n \n \nThe Group has executed standard ISDA agreements with all of its counterparties. The Group has also executed CSAs with all of its counterparties in respect of all derivative instruments to mitigate its credit risk. As part of these agreements, the Group exchanges collateral in line with movements in the market values of derivative positions daily. FX forward derivatives are settled gross. The Group manages its collateral derivative positions with counterparties on a net basis. The uncollateralised derivative positions are held with investment grade counterparties. The cumulative positive market value of derivative assets at 31 December 2025 was \u20ac24m (31 December 2024: \u20ac59m) which relates to fair value hedge interest rate swaps used to hedge interest rate risk on fixed rate debt securities in issue, subordinated liabilities, fixed rate retail mortgages and fixed rate retail deposits and trading interest rate swaps. See note 14 for further detail.
\n \n \n \n \n \n \n \n\n (iii) Loans and advances to banks\n
\n \n \n \n \n \n \n \nThe Group has a policy to ensure that, where possible, Loans and advances to banks are held with investment grade counterparties with any exceptions subject to prior approval by the BRCC. The following table gives an indication of the level of creditworthiness of the Group\u2019s Loans and advances to banks and is based on credit ratings aligned to recognised External Credit Assessment Institutions, including Moody\u2019s and S&P.
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating \n \n | \n \n | \n\n | \n
| \n AAA \n | \n \n \n 1,399\n \n | \n \n 1,887 \n | \n
| \n Aa1 \n | \n \n \n -\n \n | \n \n 23 \n | \n
| \n Aa2 \n | \n \n \n 38\n \n | \n \n 6 \n | \n
| \n Aa3 \n | \n \n \n 157\n \n | \n \n 125 \n | \n
| \n A1 \n | \n \n \n 66\n \n | \n \n 90 \n | \n
| \n A2 \n | \n \n \n 59\n \n | \n \n 71 \n | \n
| \n \n Total \n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
The following sections detail additional disclosures on asset quality.
\n \n \n \n \n \n \n \n\n (iv) Loans and advances to customers\n
\n \n \n \n \n \n \n \n\n Gross customer Loans and advances\n
\n \n \n \n \n \n \n \nThe tables below outline total Loans and advances to customers for the Group analysed by home loan, buy-to-let, commercial, consumer finance and finance leases and hire purchase receivables.
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n \n Measured at amortised cost\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Residential mortgages: \n | \n \n | \n\n | \n
| \n Home loan \n | \n \n \n 20,249\n \n | \n \n 19,539 \n | \n
| \n Buy-to-let \n | \n \n \n 376\n \n | \n \n 464 \n | \n
| \n \n Total residential mortgages\n \n | \n \n \n 20,625\n \n | \n \n 20,003 \n | \n
| \n Commercial* \n | \n \n \n 557\n \n | \n \n 493 \n | \n
| \n Consumer finance \n | \n \n \n 607\n \n | \n \n 553 \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n \n 472\n \n | \n \n 466 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Analysed by ECL staging:\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 19,296\n \n | \n \n 19,100 \n | \n
| \n Stage 2 \n | \n \n \n 2,657\n \n | \n \n 2,033 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n - \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Of which at the reporting date \n \n | \n \n | \n\n | \n
| \n Neither past due nor Stage 3 \n | \n \n \n 21,910\n \n | \n \n 21,081 \n | \n
| \n Past due but not Stage 3 \n | \n \n \n 43\n \n | \n \n 52 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n \n Of which are reported as non-performing loans\n \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Deferred fees, discounts and business combination related fair value adjustments\n \n | \n \n \n 308\n \n | \n \n 300 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n\n Past due but not Stage 3\n
\n \n \n \n \n \n \n \nThe following tables provide an aged analysis of home loan, buy-to-let and commercial mortgages which are past due but not Stage 3 (excludes consumer finance and finance leases and hire purchase receivables).
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n Fair value of collateral held \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \nCollateral held against residential mortgages is principally comprised of residential properties; their fair value has been estimated based upon the last actual valuation, adjusted to take into account subsequent movement in house prices and is capped at the lower of the loan balance or the valuation amount.
\n \n \n \n \n \n \n \n\n Non-performing loans\n
\n \n \n \n \n \n \n \nNon-performing loans (NPLs) are loans which are credit impaired or loans which are classified as defaulted in accordance with the Group\u2019s definition of default. The Group\u2019s definition of default considers objective indicators of default including the 90 days past due criterion, evidence of exercise of concessions or modifications to terms and conditions and is designed to be consistent with European Banking Authority (EBA) guidance on the definition of forbearance.
\n \n \n \n \n \n \n \nForeclosed assets are assets held on the balance sheet which are obtained by taking possession of collateral or by calling on similar credit enhancements.
\n \n \n \n \n \n \n \nNon-performing assets are defined as NPLs plus foreclosed assets.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n \n 98\n \n | \n \n \n 17\n \n | \n \n \n 15\n \n | \n \n \n 4\n \n | \n \n \n 3\n \n | \n \n \n 137\n \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n \n 41\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n \n 6\n \n | \n \n \n 2\n \n | \n \n \n 51\n \n | \n
| \n NPL is 1-2 years past due \n | \n \n \n 21\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n \n \n 2\n \n | \n \n \n 31\n \n | \n
| \n NPL is 2-5 years past due \n | \n \n \n 30\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 48\n \n | \n
| \n NPL is > 5 years past due \n | \n \n \n 25\n \n | \n \n \n 7\n \n | \n \n \n 4\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 41\n \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n Non-performing loans\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 308\n \n | \n
| \n \n Foreclosed assets\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n Non-performing assets\n \n | \n \n \n 216\n \n | \n \n \n 46\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 312\n \n | \n
| \n \n NPLs as % of gross loans\n \n | \n \n \n 1.1%\n \n | \n \n \n 11.4%\n \n | \n \n \n 3.8%\n \n | \n \n \n 3.5%\n \n | \n \n \n 1.7%\n \n | \n \n \n 1.4%\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n 113 \n | \n \n 29 \n | \n \n 17 \n | \n \n 6 \n | \n \n 4 \n | \n \n 169 \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n 55 \n | \n \n 10 \n | \n \n - \n | \n \n 4 \n | \n \n 2 \n | \n \n 71 \n | \n
| \n NPL is 1-2 years past due \n | \n \n 34 \n | \n \n 11 \n | \n \n 2 \n | \n \n 2 \n | \n \n 1 \n | \n \n 50 \n | \n
| \n NPL is 2-5 years past due \n | \n \n 30 \n | \n \n 12 \n | \n \n 1 \n | \n \n 3 \n | \n \n 1 \n | \n \n 47 \n | \n
| \n NPL is > 5 years past due \n | \n \n 27 \n | \n \n 9 \n | \n \n 4 \n | \n \n 5 \n | \n \n - \n | \n \n 45 \n | \n
| \n POCI \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Non-performing loans \n | \n \n 259 \n | \n \n 71 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 382 \n | \n
| \n Foreclosed assets \n | \n \n 2 \n | \n \n 5 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Non-performing assets \n | \n \n 261 \n | \n \n 76 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 389 \n | \n
| \n NPLs as % of gross loans \n | \n \n 1.3% \n | \n \n 15.3% \n | \n \n 4.9% \n | \n \n 3.6% \n | \n \n 1.7% \n | \n \n 1.8% \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \nNon-performing loans as a percentage of total Loans and advances was 1.4% at 31 December 2025, down from 1.8% at 31 December 2024. The reduction reflects lower new default flows during the year and the sale of the non-performing Glas 3.1 loan portfolio.
\n \n \n \n \n \n \n \n\n Total portfolio loss allowance: SOFP\n
\n \n \n \n \n \n \n \nThe tables below outline the ECL loss allowance total at 31 December 2025 and 31 December 2024 in respect of total customer Loans and advances.
\n \n \n \n \n \n \n \nThe impairment write-back in respect of the total Loans and advances for year ended 31 December 2025 was \u20ac39m, compared to a \u20ac30m write-back for the year ended 31 December 2024.
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Loss allowance - SOFP\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 35 \n \n | \n \n 123 \n | \n
| \n Stage 2 \n | \n \n \n 146 \n \n | \n \n 134 \n | \n
| \n Stage 3 \n | \n \n \n 139 \n \n | \n \n 135 \n | \n
| \n \n Total loss allowance\n \n | \n \n \n 320\n \n | \n \n 392 \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Provision coverage ratio*\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 0.2%\n \n | \n \n 0.6% \n | \n
| \n Stage 2 \n | \n \n \n 5.5%\n \n | \n \n 6.6% \n | \n
| \n Stage 3 \n | \n \n \n 45.0%\n \n | \n \n 35.4% \n | \n
| \n Total provisions/total loans \n | \n \n \n 1.4%\n \n | \n \n 1.8% \n | \n
* Provision coverage ratio is calculated as loss allowance/impairment provision as a percentage of gross loan balance.
\n \n \n \n \n \n \n \n\n Origination profile\n
\n \n \n \n \n \n \n \nLoan origination profile of the residential mortgage loan portfolio before provision for impairment:
\n \n \n \n \n \n \n \nThe table below illustrates that \u20ac1bn or 6% (31 December 2024: 8%) of the residential mortgage portfolio originated before 2006. Between 2006 and 2008 origination was \u20ac3bn or 14% (31 December 2024: 17%) of the residential mortgages. The remaining 80% (31 December 2024: 75%) of residential mortgages were originated between 2009 and 2025.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2002 and before \n | \n \n \n 5,311\n \n | \n \n \n 139\n \n | \n \n \n 296\n \n | \n \n \n 10\n \n | \n
| \n 2003 \n | \n \n \n 3,694\n \n | \n \n \n 153\n \n | \n \n \n 123\n \n | \n \n \n 8\n \n | \n
| \n 2004 \n | \n \n \n 5,648\n \n | \n \n \n 324\n \n | \n \n \n 148\n \n | \n \n \n 12\n \n | \n
| \n 2005 \n | \n \n \n 8,555\n \n | \n \n \n 678\n \n | \n \n \n 264\n \n | \n \n \n 24\n \n | \n
| \n 2006 \n | \n \n \n 11,543\n \n | \n \n \n 1,135\n \n | \n \n \n 341\n \n | \n \n \n 49\n \n | \n
| \n 2007 \n | \n \n \n 9,931\n \n | \n \n \n 1,111\n \n | \n \n \n 354\n \n | \n \n \n 56\n \n | \n
| \n 2008 \n | \n \n \n 6,309\n \n | \n \n \n 689\n \n | \n \n \n 233\n \n | \n \n \n 32\n \n | \n
| \n 2009 \n | \n \n \n 1,928\n \n | \n \n \n 172\n \n | \n \n \n 49\n \n | \n \n \n 4\n \n | \n
| \n 2010 \n | \n \n \n 734\n \n | \n \n \n 53\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n
| \n 2011 \n | \n \n \n 677\n \n | \n \n \n 51\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n 2012 \n | \n \n \n 1,073\n \n | \n \n \n 87\n \n | \n \n \n 11\n \n | \n \n \n 1\n \n | \n
| \n 2013 \n | \n \n \n 1,435\n \n | \n \n \n 127\n \n | \n \n \n 14\n \n | \n \n \n 1\n \n | \n
| \n 2014 \n | \n \n \n 2,496\n \n | \n \n \n 234\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n 2015 \n | \n \n \n 3,463\n \n | \n \n \n 355\n \n | \n \n \n 37\n \n | \n \n \n 3\n \n | \n
| \n 2016 \n | \n \n \n 4,115\n \n | \n \n \n 500\n \n | \n \n \n 44\n \n | \n \n \n 5\n \n | \n
| \n 2017 \n | \n \n \n 5,064\n \n | \n \n \n 690\n \n | \n \n \n 51\n \n | \n \n \n 6\n \n | \n
| \n 2018 \n | \n \n \n 6,529\n \n | \n \n \n 1,008\n \n | \n \n \n 53\n \n | \n \n \n 9\n \n | \n
| \n 2019 \n | \n \n \n 8,295\n \n | \n \n \n 1,401\n \n | \n \n \n 63\n \n | \n \n \n 10\n \n | \n
| \n 2020 \n | \n \n \n 6,778\n \n | \n \n \n 1,272\n \n | \n \n \n 49\n \n | \n \n \n 7\n \n | \n
| \n 2021 \n | \n \n \n 7,745\n \n | \n \n \n 1,646\n \n | \n \n \n 39\n \n | \n \n \n 7\n \n | \n
| \n 2022 \n | \n \n \n 8,712\n \n | \n \n \n 2,122\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2023 \n | \n \n \n 8,073\n \n | \n \n \n 2,063\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2024 \n | \n \n \n 6,892\n \n | \n \n \n 1,911\n \n | \n \n \n 7\n \n | \n \n \n 2\n \n | \n
| \n 2025 \n | \n \n \n 9,162\n \n | \n \n \n 2,704\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 134,162\n \n | \n \n \n 20,625\n \n | \n \n \n 2,246\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2001 and before \n | \n \n 4,110 \n | \n \n 91 \n | \n \n 251 \n | \n \n 7 \n | \n
| \n 2002 \n | \n \n 2,549 \n | \n \n 93 \n | \n \n 112 \n | \n \n 5 \n | \n
| \n 2003 \n | \n \n 4,077 \n | \n \n 191 \n | \n \n 149 \n | \n \n 11 \n | \n
| \n 2004 \n | \n \n 6,125 \n | \n \n 386 \n | \n \n 173 \n | \n \n 13 \n | \n
| \n 2005 \n | \n \n 10,033 \n | \n \n 793 \n | \n \n 332 \n | \n \n 34 \n | \n
| \n 2006 \n | \n \n 12,520 \n | \n \n 1,326 \n | \n \n 496 \n | \n \n 76 \n | \n
| \n 2007 \n | \n \n 10,755 \n | \n \n 1,276 \n | \n \n 452 \n | \n \n 79 \n | \n
| \n 2008 \n | \n \n 6,776 \n | \n \n 779 \n | \n \n 279 \n | \n \n 42 \n | \n
| \n 2009 \n | \n \n 2,056 \n | \n \n 190 \n | \n \n 61 \n | \n \n 6 \n | \n
| \n 2010 \n | \n \n 852 \n | \n \n 58 \n | \n \n 14 \n | \n \n 1 \n | \n
| \n 2011 \n | \n \n 731 \n | \n \n 58 \n | \n \n 7 \n | \n \n 1 \n | \n
| \n 2012 \n | \n \n 1,143 \n | \n \n 98 \n | \n \n 13 \n | \n \n 1 \n | \n
| \n 2013 \n | \n \n 1,549 \n | \n \n 143 \n | \n \n 17 \n | \n \n 2 \n | \n
| \n 2014 \n | \n \n 2,646 \n | \n \n 263 \n | \n \n 14 \n | \n \n 2 \n | \n
| \n 2015 \n | \n \n 3,709 \n | \n \n 397 \n | \n \n 38 \n | \n \n 3 \n | \n
| \n 2016 \n | \n \n 4,362 \n | \n \n 557 \n | \n \n 38 \n | \n \n 5 \n | \n
| \n 2017 \n | \n \n 5,348 \n | \n \n 763 \n | \n \n 42 \n | \n \n 7 \n | \n
| \n 2018 \n | \n \n 6,911 \n | \n \n 1,116 \n | \n \n 56 \n | \n \n 8 \n | \n
| \n 2019 \n | \n \n 8,863 \n | \n \n 1,564 \n | \n \n 60 \n | \n \n 10 \n | \n
| \n 2020 \n | \n \n 7,394 \n | \n \n 1,475 \n | \n \n 47 \n | \n \n 6 \n | \n
| \n 2021 \n | \n \n 8,349 \n | \n \n 1,859 \n | \n \n 31 \n | \n \n 5 \n | \n
| \n 2022 \n | \n \n 9,415 \n | \n \n 2,416 \n | \n \n 14 \n | \n \n 3 \n | \n
| \n 2023 \n | \n \n 8,291 \n | \n \n 2,173 \n | \n \n 9 \n | \n \n 2 \n | \n
| \n 2024 \n | \n \n 7,047 \n | \n \n 1,938 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Total \n | \n \n 135,611 \n | \n \n 20,003 \n | \n \n 2,709 \n | \n \n 330 \n | \n
\n Loan-to-value profile\n
\n \n \n \n \n \n \n \n\n Loan-to-value (LTV) of mortgage lending (index linked):\n
\n \n \n \n \n \n \n \nThe LTV ratio is calculated at a property level and is the average of indexed property values in proportion to the outstanding loan balance. LTV is a key input to the impairment provisioning process. The tables below outline the composition of this ratio for the residential loan portfolio.
\n \n \n \n \n \n \n \n\n Actual and average LTVs across principal mortgage portfolios:\n
\n \n \n \n \n \n \n \nThe tables below outline the weighted average LTVs for the total residential mortgage portfolios analysed across home loan and buy-to-let facilities by value. The weighted average LTV on the residential mortgage portfolios is 46% at 31 December 2025 compared to 48% at 31 December 2024.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 60%\n \n | \n \n \n 58%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 25%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 9%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 96%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 4%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n Weighted average LTV:\n \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 46%\n \n | \n \n \n 48%\n \n | \n \n \n 46%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 65%\n \n | \n \n \n 52%\n \n | \n \n \n 65%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 50%\n \n | \n \n \n 90%\n \n | \n \n \n 56%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 51% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 26% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 11% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 4% \n | \n \n 1% \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 92% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 8% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 48% \n | \n \n 56% \n | \n \n 48% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 68% \n | \n \n 51% \n | \n \n 68% \n | \n
| \n Stage 3 mortgages \n | \n \n 53% \n | \n \n 106% \n | \n \n 64% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which is neither past due nor Stage 3:\n
\n \n \n \n \n \n \n \nThe tables below illustrate that 100% of residential home loan mortgages (31 December 2024: 100%) and 99% of residential buy-to-let mortgages (31 December 2024: 97%) that are neither past due nor stage 3 are in positive equity as at 31 December 2025.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 66%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 26%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 6%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 99%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 58% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 28% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 9% \n | \n \n 13% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 97% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 3% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which are classified as Stage 3:\n
\n \n \n \n \n \n \n \nThe tables below illustrate that 93% of residential home loan mortgages (31 December 2024: 92%) and 76% of residential buy-to-let mortgages (31 December 2024: 68%) that are classified as Stage 3 are in positive equity as at 31 December 2025.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 60%\n \n | \n \n \n 16%\n \n | \n \n \n 53%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 20%\n \n | \n \n \n 23%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 29%\n \n | \n \n \n 11%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 11%\n \n | \n \n \n 3%\n \n | \n
| \n Subtotal \n | \n \n \n 93%\n \n | \n \n \n 76%\n \n | \n \n \n 90%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 7%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n 1%\n \n | \n \n \n 8%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 5%\n \n | \n \n \n 2%\n \n | \n
| \n Subtotal \n | \n \n \n 7%\n \n | \n \n \n 24%\n \n | \n \n \n 10%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Stage 3\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 12% \n | \n \n 45% \n | \n
| \n 50% to 70% \n | \n \n 26% \n | \n \n 18% \n | \n \n 24% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 21% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 2% \n | \n \n 17% \n | \n \n 6% \n | \n
| \n Subtotal \n | \n \n 92% \n | \n \n 68% \n | \n \n 87% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 2% \n | \n \n 6% \n | \n \n 3% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 8% \n | \n \n 3% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 2% \n | \n \n 10% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 8% \n | \n \n 32% \n | \n \n 13% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Stage 3 \n | \n \n 259 \n | \n \n 71 \n | \n \n 330 \n | \n
\n (v) Group portfolios: Collateral in possession\n
\n \n \n \n \n \n \n \nCollateral in possession occurs where the obligor either (i) voluntarily surrenders the property or (ii) the Group takes legal ownership due to the non-repayment of the loan facility. The following tables outline the main movements in this category during the year.
\n \n \n \n \n \n \n \n\n Stock of collateral in possession\n
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n \n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n
| \n \n Residential collateral in possession\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n 8 \n | \n \n 5 \n | \n
| \n Buy-to-let \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n 30 \n | \n \n 7 \n | \n
| \n \n Total\n \n | \n \n \n 23\n \n | \n \n \n 6\n \n | \n \n 38 \n | \n \n 12 \n | \n
Collateral in possession assets are sold as soon as practicable. These assets which total \u20ac4m as at 31 December 2025 (31 December 2024: \u20ac7m) are included in assets held for sale (see note 16 for further details).
\n \n \n \n \n \n \n \nDuring the year the ownership of no properties were transferred to the Group.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at \n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 3 \n \n | \n \n \n 3 \n \n | \n \n \n 2 \n \n | \n \n \n - \n \n | \n \n \n 1 \n \n | \n
| \n Buy-to-let \n | \n \n \n 12 \n \n | \n \n \n 3 \n \n | \n \n \n 1 \n \n | \n \n \n - \n \n | \n \n \n 2 \n \n | \n
| \n \n Year ended 31 December 2025\n \n | \n \n \n 15 \n \n | \n \n \n 6 \n \n | \n \n \n 3 \n \n | \n \n \n - \n \n | \n \n \n 3 \n \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at\n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n 2 \n | \n \n 1 \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n
| \n Buy-to-let \n | \n \n 22 \n | \n \n 6 \n | \n \n 4 \n | \n \n - \n | \n \n 2 \n | \n
| \n Year ended 31 December 2024 \n | \n \n 24 \n | \n \n 7 \n | \n \n 5 \n | \n \n - \n | \n \n 2 \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n \n \n \n \n\n (vi) Additional disclosures on forborne loans\n
\n \n \n \n \n \n \n \nThe Group operates a number of mechanisms which are designed to assist borrowers experiencing credit and loan repayment difficulties, which have been developed in accordance with the current Code of Conduct on Mortgages Arrears (CCMA).
\n \n \n \n \n \n \n \nThe tables below analyse loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers for the years ended 31 December 2025 and 2024.
\n \n \n \n \n \n \n \n\n (a) Weighted Average - LTV\n
\n \n \n \n \n \n \n \n\n LTV on total residential mortgages in forbearance\n
\n \n \n \n \n \n \n \nThe below tables illustrate that 94% of residential home loan mortgages (31 December 2024: 94%) and 73% of residential buy-to-let mortgages (31 December 2024: 75%) that are in forbearance are in positive equity as at 31 December 2025.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 61%\n \n | \n \n \n 24%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 19%\n \n | \n \n \n 22%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 26%\n \n | \n \n \n 9%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 4%\n \n | \n \n \n 2%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 94%\n \n | \n \n \n 73%\n \n | \n \n \n 92%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 6%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 15%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 4%\n \n | \n \n \n 1%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 6%\n \n | \n \n \n 27%\n \n | \n \n \n 8%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 50%\n \n | \n \n \n 76%\n \n | \n \n \n 52%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 60%\n \n | \n \n \n -\n \n | \n \n \n 60%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 56%\n \n | \n \n \n 84%\n \n | \n \n \n 59%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 16% \n | \n \n 49% \n | \n
| \n 50% to 70% \n | \n \n 27% \n | \n \n 18% \n | \n \n 26% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 26% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 3% \n | \n \n 15% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 94% \n | \n \n 75% \n | \n \n 91% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 1% \n | \n \n 3% \n | \n \n 2% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 9% \n | \n \n 2% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 1% \n | \n \n 5% \n | \n \n 2% \n | \n
| \n Subtotal \n | \n \n 6% \n | \n \n 25% \n | \n \n 9% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 52% \n | \n \n 85% \n | \n \n 57% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 72% \n | \n \n - \n | \n \n 72% \n | \n
| \n Stage 3 mortgages \n | \n \n 58% \n | \n \n 94% \n | \n \n 64% \n | \n
\n (b) Forbearance arrangements - mortgages\n
\n \n \n \n \n \n \n \nThe tables below set out the volume of loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers as at 31 December 2025 and 31 December 2024.
\n \n \n \n \n \n \n \n\n (i) Residential home loan mortgages:\n
\n \n \n \n \n \n \n \nThe incidence of the main type of forbearance arrangements for owner occupied residential mortgages is analysed below:
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n \n \n 10\n \n | \n \n \n 3\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 607\n \n | \n \n \n 85\n \n | \n \n \n 337\n \n | \n \n \n 48\n \n | \n
| \n Payment moratorium \n | \n \n \n 58\n \n | \n \n \n 7\n \n | \n \n \n 39\n \n | \n \n \n 4\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 443\n \n | \n \n \n 48\n \n | \n \n \n 297\n \n | \n \n \n 31\n \n | \n
| \n Term extension \n | \n \n \n 292\n \n | \n \n \n 20\n \n | \n \n \n 124\n \n | \n \n \n 8\n \n | \n
| \n Hybrid* \n | \n \n \n 148\n \n | \n \n \n 18\n \n | \n \n \n 101\n \n | \n \n \n 11\n \n | \n
| \n Split mortgages** \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n
| \n \n Total\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 8 \n | \n \n 1 \n | \n \n 6 \n | \n \n 1 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 32 \n | \n \n 6 \n | \n \n 26 \n | \n \n 4 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 842 \n | \n \n 117 \n | \n \n 416 \n | \n \n 61 \n | \n
| \n Payment moratorium \n | \n \n 65 \n | \n \n 9 \n | \n \n 45 \n | \n \n 6 \n | \n
| \n Arrears capitalisation \n | \n \n 550 \n | \n \n 59 \n | \n \n 348 \n | \n \n 38 \n | \n
| \n Term extension \n | \n \n 355 \n | \n \n 25 \n | \n \n 178 \n | \n \n 13 \n | \n
| \n Hybrid* \n | \n \n 150 \n | \n \n 15 \n | \n \n 118 \n | \n \n 12 \n | \n
| \n Split mortgages** \n | \n \n 74 \n | \n \n 10 \n | \n \n 74 \n | \n \n 10 \n | \n
| \n Total \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 1,211 \n | \n \n 145 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n \n \nThe tables above reflect a decrease of 438 cases in the year to 31 December 2025 for the Group in the number of residential home loan mortgages in forbearance arrangements, a decrease of \u20ac51m. The average balance of forborne loans is \u20ac0.117m at 31 December 2025 (31 December 2024: \u20ac0.117m).
\n \n \n \n \n \n \n \n\n (ii) Residential buy-to-let mortgages:\n
\n \n \n \n \n \n \n \nThe incidence of the main type of forbearance arrangements for residential buy-to-let mortgages is analysed below:
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 2\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 17\n \n | \n \n \n 4\n \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n
| \n Term extension \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n Hybrid* \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n Split mortgages** \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 6 \n | \n \n 3 \n | \n \n 5 \n | \n \n 3 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 2 \n | \n \n 1 \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 46 \n | \n \n 11 \n | \n \n 34 \n | \n \n 9 \n | \n
| \n Payment moratorium \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Arrears capitalisation \n | \n \n 10 \n | \n \n 3 \n | \n \n 7 \n | \n \n 2 \n | \n
| \n Term extension \n | \n \n 16 \n | \n \n 3 \n | \n \n 10 \n | \n \n 2 \n | \n
| \n Hybrid* \n | \n \n 34 \n | \n \n 11 \n | \n \n 24 \n | \n \n 7 \n | \n
| \n Split mortgages** \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n \n Total\n \n | \n \n 122 \n | \n \n 34 \n | \n \n 90 \n | \n \n 26 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n \n \nThe tables above reflect a decrease of 52 cases in the year to 31 December 2025 for the Group in the number of residential buy-to-let in forbearance arrangements, a decrease of \u20ac19m in balances. The average balance of forborne loans is \u20ac0.214m at 31 December 2025 (31 December 2024: \u20ac0.279m).
\n \n \n \n \n \n \n \n\n (iii) Commercial mortgages\n
\n \n \n \n \n \n \n \nThe incidence of the main type of forbearance arrangements for commercial mortgages is analysed below:
\n \n \n \n \n \n \n \n| \n \n Commercial mortgages*\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 1 \n | \n \n - \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n Arrears capitalisation \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n \n 11 \n | \n \n 1 \n | \n
| \n Term extension \n | \n \n \n 5\n \n | \n \n \n 1\n \n | \n \n 5 \n | \n \n 1 \n | \n
| \n Hybrid** \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Split mortgages*** \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n 23 \n | \n \n 4 \n | \n
* The Group\u2019s SME mortgage lending is captured within the table above.
\n \n \n \n \n \n \n \n** Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n \n \n*** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n \n \nThe table above reflects a decrease of 4 cases in the year to 31 December 2025 for the Group in the number of commercial mortgages in forbearance arrangements, with balances remaining unchanged at \u20ac4m.
\n \n \n \n \n \n \n \n\n (c) Reconciliation of movement in forborne loans for all classes\n
\n \n \n \n \n \n \n \nThe tables below provide an analysis of the movement of total forborne loans and Stage 3 forborne loans during the year. It outlines the number and balances of forbearance treatments offered, expired and loans paid down during the year.
\n \n \n \n \n \n \n \n\n (i) Reconciliation of movement of total forborne loans\n
\n \n \n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n \n 31 December 2025\n \n | \n \n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2025 \n | \n \n \n 2,076\n \n | \n \n \n 242\n \n | \n \n \n 122\n \n | \n \n \n 34\n \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 2,221\n \n | \n \n \n 280\n \n | \n
| \n New forbearance extended during the year** \n | \n \n \n 276\n \n | \n \n \n 37\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 282\n \n | \n \n \n 38\n \n | \n
| \n Deleveraged loans \n | \n \n \n (159)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (183)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (16)\n \n | \n \n \n (2)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (17)\n \n | \n \n \n (2)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (392)\n \n | \n \n \n (44)\n \n | \n \n \n (19)\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (412)\n \n | \n \n \n (50)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (147)\n \n | \n \n \n (13)\n \n | \n \n \n (12)\n \n | \n \n \n (2)\n \n | \n \n \n (5)\n \n | \n \n \n -\n \n | \n \n \n (164)\n \n | \n \n \n (15)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (7)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (9)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n \n 1,727\n \n | \n \n \n 210\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 3,174 \n | \n \n 393 \n | \n \n 226 \n | \n \n 79 \n | \n \n 42 \n | \n \n 7 \n | \n \n 3,442 \n | \n \n 479 \n | \n
| \n New forbearance extended during the year** \n | \n \n 310 \n | \n \n 37 \n | \n \n 17 \n | \n \n 3 \n | \n \n 2 \n | \n \n 1 \n | \n \n 329 \n | \n \n 41 \n | \n
| \n Deleveraged loans \n | \n \n (543) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (628) \n | \n \n (117) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (5) \n | \n \n (1) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (6) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (749) \n | \n \n (77) \n | \n \n (23) \n | \n \n (5) \n | \n \n (12) \n | \n \n (1) \n | \n \n (784) \n | \n \n (83) \n | \n
| \n - expired loan paid down \n | \n \n (111) \n | \n \n (17) \n | \n \n (16) \n | \n \n (9) \n | \n \n (5) \n | \n \n (2) \n | \n \n (132) \n | \n \n (28) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (10) \n | \n \n - \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 122 \n | \n \n 34 \n | \n \n 23 \n | \n \n 4 \n | \n \n 2,221 \n | \n \n 280 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n \n \n\n (ii) Reconciliation of movement in forborne loans Stage 3\n
\n \n \n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2025\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Opening balance 1 January 2025\n \n | \n \n \n 1,211\n \n | \n \n \n 145\n \n | \n \n \n 90\n \n | \n \n \n 26\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,319\n \n | \n \n \n 175\n \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n \n 225\n \n | \n \n \n 28\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 229\n \n | \n \n \n 28\n \n | \n
| \n Deleveraged loans \n | \n \n \n (158)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (182)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n \n (221)\n \n | \n \n \n (26)\n \n | \n \n \n (7)\n \n | \n \n \n (3)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (228)\n \n | \n \n \n (29)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (68)\n \n | \n \n \n (7)\n \n | \n \n \n (8)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n (78)\n \n | \n \n \n (8)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,049\n \n | \n \n \n 130\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 1,741 \n | \n \n 236 \n | \n \n 168 \n | \n \n 61 \n | \n \n 27 \n | \n \n 6 \n | \n \n 1,936 \n | \n \n 303 \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n 319 \n | \n \n 38 \n | \n \n 18 \n | \n \n 5 \n | \n \n 2 \n | \n \n 1 \n | \n \n 339 \n | \n \n 44 \n | \n
| \n Deleveraged loans \n | \n \n (542) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (627) \n | \n \n (117) \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n (272) \n | \n \n (30) \n | \n \n (9) \n | \n \n (2) \n | \n \n (3) \n | \n \n - \n | \n \n (284) \n | \n \n (32) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (3) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (3) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (11) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n \n - \n | \n
| \n - expired loan paid down \n | \n \n (21) \n | \n \n (11) \n | \n \n (6) \n | \n \n (5) \n | \n \n (4) \n | \n \n (2) \n | \n \n (31) \n | \n \n (18) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (4) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (4) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 1,211 \n | \n \n 145 \n | \n \n 90 \n | \n \n 26 \n | \n \n 18 \n | \n \n 4 \n | \n \n 1,319 \n | \n \n 175 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n \n \n\n (vii) Funding profile\n
\n \n \n \n \n \n \n \nThe amounts below for non-derivative financial liabilities is calculated using undiscounted cash flows which include an estimate of future interest payments. Derivative liabilities include contractual undiscounted cash flows on a gross basis if the instrument is settled gross and on a net basis if settled net.
The ALCo monitors sources of funding and their respective maturities with a focus on establishing a stable and cost effective funding profile. Excluding equity, the Group\u2019s funding profile as at the 31 December 2025 can be broken down into the below component parts:
\n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n Customer accounts \n | \n \n \n 92\n \n | \n \n 91 \n | \n
| \n Long-term debt \n | \n \n \n 7\n \n | \n \n 8 \n | \n
| \n Short-term debt \n | \n \n \n 1\n \n | \n \n 1 \n | \n
| \n | \n\n \n 100\n \n | \n \n 100 \n | \n
Long-term debt refers to debt with a maturity greater than 12 months from year-end and short-term debt is that which has a maturity of less than 12 months from year-end.
\n \n \n \n \n \n \n \nIn accordance with IFRS 7, Financial Instruments: Disclosures, the following tables present the maturity analysis of financial liabilities on an undiscounted basis, by remaining contractual maturity at the SOFP date. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n \n 104 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104 \n \n | \n
| \n Customer accounts \n | \n \n \n 18,922 \n \n | \n \n \n 2,161 \n \n | \n \n \n 1,096 \n \n | \n \n \n 2,529 \n \n | \n \n \n 763 \n \n | \n \n \n 210 \n \n | \n \n \n 25,681 \n \n | \n
| \n Debt securities in issue \n | \n \n \n 8 \n \n | \n \n \n 16 \n \n | \n \n \n 24 \n \n | \n \n \n 49 \n \n | \n \n \n 97 \n \n | \n \n \n 1,767 \n \n | \n \n \n 1,961 \n \n | \n
| \n Derivative financial instruments \n | \n \n \n 1 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3 \n \n | \n \n \n 4 \n \n | \n
| \n Subordinated liabilities \n | \n \n \n 1\n \n | \n \n \n 2\n \n | \n \n \n 3\n \n | \n \n \n 7 \n \n | \n \n \n 13 \n \n | \n \n \n 449 \n \n | \n \n \n 475 \n \n | \n
| \n Other financial liabilities \n | \n \n \n 100 \n \n | \n \n \n -\n \n | \n \n \n 2 \n \n | \n \n \n 3 \n \n | \n \n \n 6 \n \n | \n \n \n 21 \n \n | \n \n \n 132 \n \n | \n
| \n \n Total liabilities\n \n | \n \n \n 19,136 \n \n | \n \n \n 2,179 \n \n | \n \n \n 1,125 \n \n | \n \n \n 2,588 \n \n | \n \n \n 879 \n \n | \n \n \n 2,450 \n \n | \n \n \n 28,357 \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 18,051 \n | \n \n 1,593 \n | \n \n 949 \n | \n \n 2,031 \n | \n \n 967 \n | \n \n 631 \n | \n \n 24,222 \n | \n
| \n Debt securities in issue \n | \n \n 8 \n | \n \n 16 \n | \n \n 24 \n | \n \n 49 \n | \n \n 97 \n | \n \n 1,864 \n | \n \n 2,058 \n | \n
| \n Derivative financial instruments \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subordinated liabilities \n | \n \n 1 \n | \n \n 1 \n | \n \n 2 \n | \n \n 4 \n | \n \n 7 \n | \n \n 285 \n | \n \n 300 \n | \n
| \n Other financial liabilities \n | \n \n 95 \n | \n \n - \n | \n \n 2 \n | \n \n 3 \n | \n \n 6 \n | \n \n 25 \n | \n \n 131 \n | \n
| \n Total liabilities \n | \n \n 18,260 \n | \n \n 1,610 \n | \n \n 977 \n | \n \n 2,087 \n | \n \n 1,077 \n | \n \n 2,805 \n | \n \n 26,816 \n | \n
The maturity analysis for credit commitments and guarantees are presented in Note 41.
\n \n \n \n \n \n \n \nWhen managing the Group\u2019s liquidity and funding profile, for products where the contractual maturity date may be different from actual behaviour, the Group uses statistical methodologies to manage liquidity on an expected or behaviourally adjusted basis.
\n \n \n \n \n \n \n \nThe following table details the Group\u2019s liquidity analysis for derivative instruments that do not qualify as hedging instruments. The table has been drawn up based on the undiscounted contractual net cash inflows and outflows on derivative instruments that settle on a net basis and the undiscounted gross inflows and outflows on those derivatives that require gross settlement. When the amount payable or receivable is not fixed, the amount disclosed has been determined by reference to the projected interest rates from the yield curves at the end of the reporting year.
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Gross settled:\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n \n 49 \n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n 49 \n \n | \n
| \n - outflow \n | \n \n \n (50)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (50)\n \n | \n
| \n \n Balance at 31 December 2025\n \n | \n \n \n (1)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (1)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Gross settled: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n 52 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 52 \n | \n
| \n - outflow \n | \n \n (52) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (52) \n | \n
| \n Balance at 31 December 2024 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n (viii) Interest rate gap position\n
\n \n \n \n \n \n \n \nGap analysis is a technique for measuring the Group\u2019s interest rate risk exposure beginning with a maturity/re-pricing schedule that distributes interest sensitive assets, liabilities, and derivative positions into \u201ctime bands\u201d according to their maturity (if fixed rate), time remaining to their next re-pricing (if floating rate) or behavioural convention in order to identify any sources of significant mismatches. The December 2025 IRRBB profile below also includes interest cash flows based on the next re-price date i.e. one month\u2019s interest included for variable rate products and interest until the end of the fixed rate period for fixed rate products. The Non Maturity Deposits are assumed to have a maximum behavioural maturity of 7 years. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n \n \n \n \n \n \nA summary of the Group\u2019s EUR interest rate gap position is as follows:
\n \n \n \n \n \n \n \n\n Interest rate re-pricing \n
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n \n 9,169\n \n | \n \n \n 1,226\n \n | \n \n \n 2,447\n \n | \n \n \n 15,039\n \n | \n \n \n 3,193\n \n | \n \n \n 31,074\n \n | \n
| \n \n Liabilities\n \n | \n \n \n (7,455)\n \n | \n \n \n (1,861)\n \n | \n \n \n (3,729)\n \n | \n \n \n (13,076)\n \n | \n \n \n (4,470)\n \n | \n \n \n (30,591)\n \n | \n
| \n \n Derivatives \n \n | \n \n \n (1,156)\n \n | \n \n \n 278\n \n | \n \n \n 7\n \n | \n \n \n 1,001\n \n | \n \n \n -\n \n | \n \n \n 130\n \n | \n
| \n \n Interest rate re-pricing gap \n \n | \n \n \n 558\n \n | \n \n \n (357)\n \n | \n \n \n (1,275)\n \n | \n \n \n 2,964\n \n | \n \n \n (1,277)\n \n | \n \n \n 613\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Cumulative interest rate re-pricing gap\n \n | \n \n \n 558\n \n | \n \n \n 201\n \n | \n \n \n (1,074)\n \n | \n \n \n 1,890\n \n | \n \n \n 613\n \n | \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Assets \n | \n \n 10,261 \n | \n \n 1156 \n | \n \n 2,494 \n | \n \n 13,437 \n | \n \n 2,314 \n | \n \n 29,662 \n | \n
| \n Liabilities \n | \n \n (6,347) \n | \n \n (1,657) \n | \n \n (3,650) \n | \n \n (13,491) \n | \n \n (4,367) \n | \n \n (29,512) \n | \n
| \n Derivatives \n | \n \n (1,843) \n | \n \n 51 \n | \n \n - \n | \n \n 2,049 \n | \n \n - \n | \n \n 257 \n | \n
| \n Interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n (450) \n | \n \n (1,156) \n | \n \n 1,995 \n | \n \n (2,053) \n | \n \n 407 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cumulative interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n 1,621 \n | \n \n 465 \n | \n \n 2,460 \n | \n \n 407 \n | \n \n | \n
\n Sensitivity analysis\n
\n \n \n \n \n \n \n \nThe following table outlines the sensitivity of the Group\u2019s NII to a change in interest rates. The NII sensitivity is calculated on a constant balance sheet basis in line with the EBA Guidelines on Interest Rate Risk in the Banking Book (EBA 2022/03).
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n \n 10\n \n | \n \n \n 19\n \n | \n
| \n Downwards \n | \n \n \n (12)\n \n | \n \n \n (23)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n 19 \n | \n \n 38 \n | \n
| \n Downwards \n | \n \n (14) \n | \n \n (29) \n | \n
\n 3.1 Customer Credit Risk \n
\n \n\n Definition of Customer Credit Risk\n
\n \nCustomer credit risk is defined as the risk of financial loss due to the failure of a customer, guarantor or counterparty, to meet their financial obligations to the Bank as they fall due. A Credit Risk can be one of the following types including default risk, concentration risk, migration risk, collateral risk, country/sovereign risk and climate related and environmental risk.
\n \n\n \n Default Risk\n \n
\n \nCredit Default Risk is the risk that a customer will not be able to meet the required payments on their debt obligation to the Bank when they become due. An increase in the risk of default may be as a result of one or a number of factors including, but not limited to:
\n \n\n \n Concentration Risk\n \n
\n \nConcentration Risk is the risk of excessive credit concentration to an individual, counterparty, group of connected counterparties, industry sector, geographic area, type of collateral or product type leading to above normal losses.
\n \n\n \n Migration Risk\n \n
\n \nMigration Risk is the risk of loss due to a ratings (internal/external) downgrade which indicates a change in the credit quality of an exposure.
\n \n\n \n Collateral Risk\n \n
\n \nCollateral Risk is the potential risk of loss arising from a change in security value or enforceability due to errors in nature, quantity or pricing of the collateral.
\n \n\n \n Country/Sovereign Risk\n \n
\n \nThe risk of having exposure to a foreign country, arising from possible changes in the business environment that may adversely affect operating profits or the value of assets related to the country.
\n \n\n \n Climate Related and Environmental Risk \n \n
\n \nCredit related Climate and Environmental Risk manifests through both physical and transition channels. This risk can lead to declines in the value of the Bank\u2019s collateral on customer loans, or elevated risk of customer default. This risk may be elevated if the Bank\u2019s borrowers do not adapt to the evolving Stakeholder, Regulatory and Legislative expectations to contribute to the transition to a low carbon economy.
\n \nClimate related risk modelling capability is still evolving and the Bank is heavily focused on improving its data to support future development. However, the Bank\u2019s portfolio is heavily weighted towards retail mortgages meaning the risks are well understood. The Bank currently has low exposure to SME lending where the direct manifestation of climate risk may be more diverse. Management deem the Bank\u2019s ECL stock at 31 December 2025 appropriately captures the current level of climate risk within the portfolio.
\n \nLending officers consider Climate and Sustainability Risks for each SME lending application, and assessment criteria for new Residential property lending incorporate an evaluation of potential physical risks including flood, subsidence, coastal and environmental risks as part of the valuation process. Retail mortgage lending should not proceed unless the customer has obtained home insurance which covers the impacts of climate related physical risks.
\n \n\n Governance\n
\n \nCredit Risk Appetite defines the Group\u2019s tolerance for risk and its willingness to grant credit based on product type, customer type, collateral concerns and various other risk factors. The Board is ultimately responsible for the governance of credit risk across the Group, setting the Risk Appetite and ensuring that there are appropriate processes, systems and reporting lines in place to monitor and manage risks against the appetite.
\n \nThe BRCC, a sub-committee of the Board provides oversight to the Board on the setting and monitoring of the Risk Appetite and risk governance. The Group Credit Risk Management Framework specifies those Credit policies that require approval by the BRCC. Under the Group Credit Risk Management Framework, the BRCC may also delegate to the GRC, who in turn delegates to the GCC, the authority to approve certain Credit policies, subject to these policies remaining within specified policy boundaries. Any amendment to policy which results in a policy breaching these boundaries requires the BRCC\u2019s approval.
\n \nThe GCC is responsible for the execution and delivery of the Group\u2019s system of Portfolio Credit Risk Management. The Board has granted authority to the BRCC to approve a delegated framework of lending authority within which the GCC and Credit function operate.
\n \n\n Credit Risk Management\n
\n \nThe Group\u2019s credit risk management approach is focused on detailed credit assessment at initial underwriting stage together with early borrower engagement where there are signs of pre-arrears or delinquency with a view to taking remedial action to prevent the loan defaulting. Where a borrower is in pre-arrears, arrears or default the Group will consider offering treatments/options which apply to the borrower\u2019s circumstance cognisant of appropriateness, affordability and sustainability.
\n \nThe Group\u2019s system of Portfolio Credit Risk Management incorporates the following key components:
\n \n\n Credit Policy\n
\n \nTo aid in the management of credit risk, the Group has put in place credit policies which set out the core values and principles governing the provision and management of credit. These policies take account of the Group\u2019s Risk Appetite Statement, applicable sectorial credit limits, the Group\u2019s historical experience and resultant loan losses, the markets in which the business units operate and the products which the Group provides. Each staff member involved in assessing or managing credit has a responsibility to ensure compliance with these policies and effective procedures are in place to manage the control and monitoring of exceptions to policy.
\n \n\n Lending Authorisation\n
\n \nThe Group\u2019s credit risk management systems operate through a hierarchy of lending authorities. Exposures above certain predetermined levels require approval by the Transactional Credit Committee (TCC), a subcommittee of the GCC or the GCC. Below the TCC level, a tiered level of discretion applies with individual discretion levels set to reflect the relevant staff members\u2019 level of seniority, expertise and experience and the Group\u2019s operational needs. All mortgage lending is currently approved by experienced credit risk professionals assisted by scoring models. For Group unsecured personal lending portfolios and certain hire purchase receivable portfolios, scoring models and automated processes are utilised to support the credit decision process for those segments that present a lower credit risk. Exposures that present a higher credit risk but remain within Risk Appetite are manually reviewed prior to approval.
\n \n\n Credit Risk Mitigation \n
\n \nThe granting of a loan in the first instance is always assessed based on the borrower\u2019s repayment capacity and proven ability. Credit risk mitigation forms a key supplementary element of the credit granting process. Credit risk mitigation includes the requirement to obtain collateral, depending on the nature of the product, as set out in the Group\u2019s policies and procedures. The Group takes collateral as a secondary source, which can be called upon if the borrower is unable or unwilling to service and repay the debt as originally assessed. At portfolio level, credit risk is assessed in relation to name, sector and geographic concentration.
\n \n\n \n Collateral\n \n
\n \nThe nature and level of collateral required depends on several factors including, but not limited to, the amount of the exposure, the type of facility made available, the term of the facility, the amount of the borrower\u2019s own cash input and an evaluation of the level of risk or probability of default (PD).
\n \nVarious types of collateral are accepted, including property, securities, cash and guarantees etc., grouped broadly as follows:
\n \n\n \n Valuation Methodologies\n \n
\n \nThe valuation methodologies for the Group\u2019s key mortgage portfolios of collateral held are adjusted for costs to sell, as appropriate:
\n \nResidential property valuations are based on the CSO Residential Property Price Index (RPPI) or on a recent valuation from a professional valuer. In respect of residential property securing performing loan exposures of greater than \u20ac0.5m, the Group policy is to ensure an independent valuation is updated within the last 3 years. For residential property securing NPL exposures of greater than \u20ac0.3m, the Group policy is to ensure an independent valuation is updated within the last year.
\n \nCommercial property valuations are based on opinions from professional valuers, the Investment Property Database Index, local knowledge of the properties, benchmarking similar properties and other industry-wide available information, including estimated yields discount rates. In respect of commercial property securing performing loan exposures of greater than \u20ac0.5m, the Group policy is to ensure an independent valuation is updated within the last 3 years. For commercial property securing NPL exposures of greater than \u20ac0.3m, the Group policy is to ensure an independent valuation is updated within the last year.
\n \nThe valuation methodologies outlined above are determined as close to the statement of financial position date as is feasible and are therefore considered by the Group to reflect its best estimate of current values of collateral held.
\n \nThe Group\u2019s requirements in respect of collateral in relation to (i) completion; (ii) taking of security; (iii) valuation; and (iv) ongoing management are set out in credit policies.
\n \nThe following table details the loan balance distribution by indexed Loan to Value (LTV) band for the Group\u2019s residential mortgage portfolio (home loan and buy-to-let).
\n \n\n Residential Mortgage Exposures by Indexed LTV\n
\n \n| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n \n 31 December 2025\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 70% \n | \n \n \n 17,679\n \n | \n \n \n 320\n \n | \n \n \n 17,999\n \n | \n
| \n 71% to 90% \n | \n \n \n 2,500\n \n | \n \n \n 31\n \n | \n \n \n 2,531\n \n | \n
| \n 91% to 100% \n | \n \n \n 46\n \n | \n \n \n 9\n \n | \n \n \n 55\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 20,225\n \n | \n \n \n 360\n \n | \n \n \n 20,585\n \n | \n
| \n Greater than 100% \n | \n \n \n 24\n \n | \n \n \n 16\n \n | \n \n \n 40\n \n | \n
| \n \n Total Residential Mortgages\n \n | \n \n \n 20,249\n \n | \n \n \n 376\n \n | \n \n \n 20,625\n \n | \n
| \n Commercial* \n | \n \n | \n\n | \n\n \n 557\n \n | \n
| \n Consumer finance \n | \n \n | \n\n | \n\n \n 607\n \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n | \n\n | \n\n \n 472\n \n | \n
| \n \n Gross Loans and advances to customers\n \n | \n \n | \n\n | \n\n \n 22,261\n \n | \n
| \n Deferred fees, discounts and business combination related fair value adjustment \n | \n \n | \n\n | \n\n \n 308\n \n | \n
| \n \n Gross Loans and advances to customers and deferred fees\n \n | \n \n | \n\n | \n\n \n 22,569\n \n | \n
| \n \n Less provision for impairment (note 21)\n \n | \n \n | \n\n | \n\n \n (320)\n \n | \n
| \n \n Net Loans and advances to customers\n \n | \n \n | \n\n | \n\n \n 22,249\n \n | \n
* The Bank\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 70% \n | \n \n 16,978 \n | \n \n 357 \n | \n \n 17,335 \n | \n
| \n 71% to 90% \n | \n \n 2,446 \n | \n \n 50 \n | \n \n 2,496 \n | \n
| \n 91% to 100% \n | \n \n 77 \n | \n \n 20 \n | \n \n 97 \n | \n
| \n Subtotal \n | \n \n 19,501 \n | \n \n 427 \n | \n \n 19,928 \n | \n
| \n Greater than 100% \n | \n \n 38 \n | \n \n 37 \n | \n \n 75 \n | \n
| \n Total Residential Mortgages \n | \n \n 19,539 \n | \n \n 464 \n | \n \n 20,003 \n | \n
| \n Commercial* \n | \n \n | \n\n | \n\n 493 \n | \n
| \n Consumer finance \n | \n \n | \n\n | \n\n 553 \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n | \n\n | \n\n 466 \n | \n
| \n Gross Loans and advances to customers \n | \n \n | \n\n | \n\n 21,515 \n | \n
| \n Deferred fees, discounts and business combination related fair value adjustment \n | \n \n | \n\n | \n\n 300 \n | \n
| \n Gross Loans and advances to customers and deferred fees \n | \n \n | \n\n | \n\n 21,815 \n | \n
| \n Less provision for impairment (note 21) \n | \n \n | \n\n | \n\n (392) \n | \n
| \n Net Loans and advances to customers \n | \n \n | \n\n | \n\n 21,423 \n | \n
* The Bank\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n\n Credit Risk Monitoring \n
\n \nCredit Risk Appetite Metrics and Limits are designed to align with the strategic objectives of the Group to maintain stable earnings growth, stakeholder confidence and capital adequacy. This is achieved through setting concentration limits for higher risk product and business segments, ensuring new business meets pricing hurdle rates and through monitoring default rates and losses. Limits are also set in the context of the peer group and regulatory and economic landscape, to ensure the Group does not become an outlier in the market. Regular updates are presented to the GCC and the GRC and BRCC which include an overview, trends, limit categories and detail of mitigation plans proposed where a particular parameter is close or at its limit.
\n \nCredit Risk Appetite is considered an integral part of the Integrated Strategic Planning Process and reviewed at various checkpoints in the year to ensure the appetite is being met and is not expected to be breached during the budget time frame.
\n \n\n Arrears Management and Forbearance\n
\n \nForbearance occurs when a borrower is granted a temporary or permanent concession or agreed change to a loan (\u201cforbearance measure\u201d) for reasons relating to the actual or apparent financial stress or distress of that borrower. Forbearance has not occurred where the concession or agreed change to a loan does not arise from actual or apparent financial distress. Forbearance is offered on secured and unsecured portfolios.
\n \nThe Group is committed to supporting customers that are experiencing financial difficulty and seeks to work with those customers to find a sustainable solution through proactive arrears management and forbearance. Group credit policy and procedures are designed to comply with the requirements of the CBI Code of Conduct on Mortgage Arrears (CCMA), which sets out the framework that must be used when dealing with borrowers in mortgage arrears or in pre-arrears.
\n \nThe Group\u2019s forbearance strategy is built on appropriateness, affordability and sustainability. The main objectives of this strategy are to ensure that arrears solutions are considered appropriate for the borrower, are sustainable in the long-term, that they comply with all regulatory requirements and where possible keep residential mortgage borrowers in their home.
\n \nTypes of forbearance treatment currently offered by the Group include short term temporary arrangements (such as a payment moratorium) and term appropriate treatments (such as reduced payment, arrears capitalisation and term extension). Requests for concessions in recent years are arising as a result of temporary cash flow problems and an inability to repay at contractual maturity, whereas during the 2008 financial crisis such requests reflected more in-depth long-term affordability issues. This is further reflected in the change in the volume and nature of forbearance measures availed.
\n \nA request for forbearance is a trigger event for the Group to undertake an assessment of the customer\u2019s financial circumstances prior to any decision to grant a forbearance treatment. Where a borrower has been granted a forbearance treatment, the loan is considered to have experienced a significant increase in credit risk (SICR) and is classified as Stage 2 for Expected Credit Loss (ECL) assessment purposes under IFRS 9. The customer assessment may also result in the customer being classified as Stage 3, credit impaired as a result of the requirement for a specific impairment provision.
\n \nFurther deterioration in the individual circumstances of the borrower or where expected improvement in the borrower\u2019s circumstances fails to materialise may result in non-compliance with the revised terms and conditions of the forbearance measure. In such circumstances the Group may consider a further forbearance request to secure some level of repayment on the loan.
\n \nThe effectiveness of forbearance measures over the lifetime of the arrangements are subject to ongoing management and review. A forbearance measure is considered to be effective if the borrower meets the modified terms and conditions over a sustained period of time resulting in an improved outcome for the borrower and the Group.
\n \n\n Credit Risk Measurement\n
\n \nApplications for credit are rated for credit quality as part of the origination and loan approval process. The risk, and consequently the credit grade, is reassessed monthly as part of a continuous assessment of account performance and other customer related factors.
\n \nCredit scoring plays a central role in the ratings process. Credit scoring combined with appropriate portfolio risk segmentation is the method used to assign grades, and in turn the PDs to individual exposures under each framework.
\n \nThe Group, as approved by the Central Bank of Ireland, has adopted the standardised approach for calculation of Risk Weighted exposure amounts for the Buy-to-let mortgage, Commercial, SME, Consumer and Finance leases and hire purchase receivables portfolios. The standardised approach has been applied to the acquired Ulster Bank residential mortgage portfolios.
\n \n\n The following information has not been subject to audit by the Group\u2019s independent auditor. \n
\n \nThe table below illustrates the relationship between the credit risk rating grades and PD percentages.
\n \n| \n Credit Risk Rating Grade \n | \n \n PD % \n | \n
| \n | \n\n | \n
| \n Excellent \n | \n \n 0% \u2264 PD <1.44% \n | \n
| \n Satisfactory \n | \n \n 1.44% \u2264 PD < 4.62% \n | \n
| \n Fair \n | \n \n 4.62% \u2264 PD < 100% \n | \n
| \n Non-performing \n | \n \n 100% \n | \n
IFRS 9 Stage 1 and Stage 2 classification is not dependent solely on the absolute probability of default. The IFRS 9 Stage 1 and Stage 2 classification is also dependant on the perceived significant increase in credit risk (SICR) which is the relative movement in the IFRS 9 probability of default since initial recognition. Therefore, there is no direct relationship between the credit risk rating grades and the IFRS 9 stage classification. However, the following relationship between the credit risk rating grades and the IFRS 9 stage classification can primarily be expected to exist:
\n \n\n Credit Exposure\n
\n \nMaximum exposure to credit risk before collateral held or other credit enhancements
\n \nThe table below outlines the maximum exposure to credit risk before collateral held or other credit enhancements in respect of the Group\u2019s financial assets as at the statement of financial position date.
\n \n| \n | \n\n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n Notes\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n 21,423 \n | \n
| \n Credit commitments \n | \n \n 41 \n | \n \n \n 1,554\n \n | \n \n 1,618 \n | \n
| \n | \n\n | \n\n \n 31,057\n \n | \n \n 29,731 \n | \n
Further detail on loans and advances to customers is provided in note 36, Financial Risk Management.
\n \n\n The following tables outline the Group\u2019s exposure to credit risk by asset class \n
\n \n\n Debt securities\n
\n \nThe Group is exposed to the credit risk on third parties where the Group holds debt securities (including sovereign debt). These exposures are subject to the limitations contained within the Board approved policies, with sovereign debt restricted to those countries that have an External Credit Assessment Institution (ECAI) rating of investment-grade.
\n \nThe following table gives an indication of the level of creditworthiness of the Group\u2019s debt securities and is based on the ratings prescribed by Moody\u2019s Investor Services Limited and Standard and Poor\u2019s for the EU. There are no impaired debt securities as at 31 December 2025 or at 31 December 2024.
\n \n\n Debt securities neither past due nor impaired\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,213\n \n | \n \n 726 \n | \n
| \n Aa1 \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Aa3 \n | \n \n \n 2,429\n \n | \n \n 2,116 \n | \n
| \n A3 \n | \n \n \n 1,137\n \n | \n \n 439 \n | \n
| \n Baa1 \n | \n \n \n -\n \n | \n \n 599 \n | \n
| \n Baa2 \n | \n \n \n 241\n \n | \n \n - \n | \n
| \n Baa3 \n | \n \n \n -\n \n | \n \n 155 \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
The following table discloses, by country, the Group\u2019s exposure to sovereign and corporate debt as at:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Country\n \n | \n \n | \n\n | \n
| \n Ireland \n | \n \n \n 1,604\n \n | \n \n 1,524 \n | \n
| \n EU \n | \n \n \n 1,012\n \n | \n \n 658 \n | \n
| \n Spain \n | \n \n \n 842\n \n | \n \n 599 \n | \n
| \n France \n | \n \n \n 721\n \n | \n \n 578 \n | \n
| \n Austria \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Portugal \n | \n \n \n 295\n \n | \n \n 439 \n | \n
| \n Italy \n | \n \n \n 241\n \n | \n \n 155 \n | \n
| \n Belgium \n | \n \n \n 220\n \n | \n \n 82 \n | \n
| \n Netherlands \n | \n \n \n 85\n \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n Loans and advances to banks\n
\n \nThe Group has a policy to ensure that loans and advances to banks are held with investment grade counterparties, with any exceptions subject to prior approval by the BRCC. The following table gives an indication of the level of creditworthiness of the Group\u2019s loans and advances to banks and is based on credit ratings aligned to recognised External Credit Assessment Institutions, including Moody\u2019s and S&P.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,399\n \n | \n \n 1,887 \n | \n
| \n Aa1 \n | \n \n \n -\n \n | \n \n 23 \n | \n
| \n Aa2 \n | \n \n \n 38\n \n | \n \n 6 \n | \n
| \n Aa3 \n | \n \n \n 157\n \n | \n \n 125 \n | \n
| \n A1 \n | \n \n \n 66\n \n | \n \n 90 \n | \n
| \n A2 \n | \n \n \n 59\n \n | \n \n 71 \n | \n
| \n \n Total\n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
\n Asset Quality\n
\n \nThe following tables provide detail of asset quality by Product and IFRS 9 stage. The asset quality risk profiles are linked to IFRS 9 PDs which is one of several measures used to assess SICR in the portfolio.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n \n Asset quality*\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 1\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n \n 18,080\n \n | \n \n \n 165\n \n | \n \n \n 18,245\n \n | \n \n \n 51\n \n | \n \n \n 145\n \n | \n \n \n 136\n \n | \n \n \n 18,577\n \n | \n
| \n Satisfactory \n | \n \n \n 87\n \n | \n \n \n 7\n \n | \n \n \n 94\n \n | \n \n \n 10\n \n | \n \n \n 308\n \n | \n \n \n 307\n \n | \n \n \n 719\n \n | \n
| \n Fair \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n | \n\n \n 18,167\n \n | \n \n \n 172\n \n | \n \n \n 18,339\n \n | \n \n \n 61\n \n | \n \n \n 453\n \n | \n \n \n 443\n \n | \n \n \n 19,296\n \n | \n
| \n \n Stage 2\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n \n 746\n \n | \n \n \n 18\n \n | \n \n \n 764\n \n | \n \n \n 3\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n 770\n \n | \n
| \n Satisfactory \n | \n \n \n 669\n \n | \n \n \n 14\n \n | \n \n \n 683\n \n | \n \n \n 219\n \n | \n \n \n 38\n \n | \n \n \n -\n \n | \n \n \n 940\n \n | \n
| \n Fair \n | \n \n \n 452\n \n | \n \n \n 129\n \n | \n \n \n 581\n \n | \n \n \n 253\n \n | \n \n \n 92\n \n | \n \n \n 21\n \n | \n \n \n 947\n \n | \n
| \n | \n\n \n 1,867\n \n | \n \n \n 161\n \n | \n \n \n 2,028\n \n | \n \n \n 475\n \n | \n \n \n 133\n \n | \n \n \n 21\n \n | \n \n \n 2,657\n \n | \n
| \n \n Stage 3\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 258\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 308\n \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 20,249\n \n | \n \n \n 376\n \n | \n \n \n 20,625\n \n | \n \n \n 557\n \n | \n \n \n 607\n \n | \n \n \n 472\n \n | \n \n \n 22,261\n \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n \n Asset quality*\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 1\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n 17,604 \n | \n \n 185 \n | \n \n 17,789 \n | \n \n 62 \n | \n \n 146 \n | \n \n - \n | \n \n 17,997 \n | \n
| \n Satisfactory \n | \n \n 332 \n | \n \n 10 \n | \n \n 342 \n | \n \n 64 \n | \n \n 271 \n | \n \n 414 \n | \n \n 1,091 \n | \n
| \n Fair \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n | \n\n 17,936 \n | \n \n 195 \n | \n \n 18,131 \n | \n \n 126 \n | \n \n 429 \n | \n \n 414 \n | \n \n 19,100 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 2\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n 504 \n | \n \n 68 \n | \n \n 572 \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 581 \n | \n
| \n Satisfactory \n | \n \n 609 \n | \n \n 110 \n | \n \n 719 \n | \n \n 333 \n | \n \n 26 \n | \n \n 13 \n | \n \n 1,091 \n | \n
| \n Fair \n | \n \n 231 \n | \n \n 20 \n | \n \n 251 \n | \n \n 6 \n | \n \n 77 \n | \n \n 27 \n | \n \n 361 \n | \n
| \n | \n\n 1,344 \n | \n \n 198 \n | \n \n 1,542 \n | \n \n 343 \n | \n \n 104 \n | \n \n 44 \n | \n \n 2,033 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage 3\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n 259 \n | \n \n 71 \n | \n \n 330 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 382 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n 19,539 \n | \n \n 464 \n | \n \n 20,003 \n | \n \n 493 \n | \n \n 553 \n | \n \n 466 \n | \n \n 21,515 \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \nThe tables below set out the asset quality of loans for which the Group has entered formal temporary and permanent forbearance arrangements with home loan, buy-to-let and commercial mortgage customers for the years ended 31 December 2025 and 2024.
\n \nWhere a borrower has been granted a forbearance treatment, the loan is considered to have experienced a significant increase in credit risk and is classified as Stage 2 for Expected Credit Loss assessment purposes under IFRS 9.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n *Stage 2\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n \n 13\n \n | \n \n \n -\n \n | \n \n \n 13\n \n | \n \n \n -\n \n | \n \n \n 13\n \n | \n
| \n Satisfactory \n | \n \n \n 25\n \n | \n \n \n 1\n \n | \n \n \n 26\n \n | \n \n \n -\n \n | \n \n \n 26\n \n | \n
| \n Fair \n | \n \n \n 39\n \n | \n \n \n 2\n \n | \n \n \n 41\n \n | \n \n \n -\n \n | \n \n \n 41\n \n | \n
| \n | \n\n \n 77\n \n | \n \n \n 3\n \n | \n \n \n 80\n \n | \n \n \n -\n \n | \n \n \n 80\n \n | \n
| \n \n Stage 3\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n \n 114\n \n | \n \n \n 12\n \n | \n \n \n 126\n \n | \n \n \n 4\n \n | \n \n \n 130\n \n | \n
| \n \n Total measured at amortised costs \n \n | \n \n \n 191\n \n | \n \n \n 15\n \n | \n \n \n 206\n \n | \n \n \n 4\n \n | \n \n \n 210\n \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total residential mortgages\n \n | \n \n \n Commercial**\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n *Stage2 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Excellent \n | \n \n 33 \n | \n \n 1 \n | \n \n 34 \n | \n \n - \n | \n \n 34 \n | \n
| \n Satisfactory \n | \n \n 34 \n | \n \n 4 \n | \n \n 38 \n | \n \n - \n | \n \n 38 \n | \n
| \n Fair \n | \n \n 30 \n | \n \n 3 \n | \n \n 33 \n | \n \n - \n | \n \n 33 \n | \n
| \n | \n\n 97 \n | \n \n 8 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Stage 3 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Defaulted \n | \n \n 145 \n | \n \n 26 \n | \n \n 171 \n | \n \n 4 \n | \n \n 175 \n | \n
| \n Total measured at amortised costs \n | \n \n 242 \n | \n \n 34 \n | \n \n 276 \n | \n \n 4 \n | \n \n 280 \n | \n
* The information in the shaded box has not been subject to audit by the Group\u2019s Independent Auditor.
\n \n** The Bank\u2019s SME mortgage lending is captured within the Commercial line above
\n \n \n\n Loan Impairment\n
\n \n \n \nUnder IFRS 9 an entity is required to track and assess changes in credit risk on financial instruments since origination and determine whether the credit risk on those financial instruments has increased significantly since initial recognition. The change in credit risk should be based on the change in the risk of default and not changes in the amount of ECL which may be expected on a financial instrument.
\n \n \n \nThe standard is a 3-stage model for impairment, based on changes in credit risk quality since initial recognition:
\n \n \n \n\n Stage 1\n
\n \n \n \nFinancial assets that have not had a SICR since initial recognition are classified as Stage 1. For these assets, 12-month ECL is recognised. 12-month ECL is the expected credit losses that result from default events among the Stage 1 population within 12 months of the reporting date. It is not the expected cash shortfalls over the 12 month period but the entire credit loss on an asset weighted by the probability that the loss will occur in the next 12 months. Therefore, all financial assets in scope will have an impairment provision equal to at least 12-month ECL.
\n \n \n \n\n Stage 2\n
\n \n \n \nFinancial assets that have had a SICR since initial recognition but that do not have objective evidence of impairment are classified as Stage 2. For these assets, lifetime ECL is recognised, being the expected credit losses that result from default events among the Stage 2 population over the expected life of the financial instrument.
\n \n \n \nIFRS 9 does not define SICR but incorporates a rebuttable presumption that SICR has occurred when an exposure is greater than 30 days past due. The Group did not rebut this presumption for any portfolio.
\n \n \n \nAt each reporting date, the Group has relied on the following measures to identify a SICR in relation to an exposure since origination, and classification as Stage 2 within the IFRS 9 ECL framework:
\n \n \n \nThe assessment of SICR is performed on a relative basis and is symmetrical in nature, allowing credit risk of financial assets to move back to Stage 1 if the increase in credit risk since origination has reduced and is no longer deemed to be significant.
\n \n \n \n| \n \n Transition from Stage 3 to Stage 2\n \n | \n
| \n Movements between Stage 2 and Stage 3 are based on whether financial assets meet the definition of default as at the reporting date. \n | \n
| \n Certain long-term forbearance treatments may transition from Stage 3 to Stage 2 in line with the definition of default but would not be expected to transition from Stage 2 to Stage 1 without an unwind of the forbearance treatment e.g. part capital and interest treatments. \n | \n
| \n \n Transition from Stage 2 to Stage 1\n \n | \n
| \n Exposures that are no longer 30 days past due do not transition automatically to Stage 1 (i.e. without probation) and other criteria needs to be met. \n | \n
| \n Forborne exposures where certain criteria are met transition from Stage 2 to Stage 1 (e.g. no longer classified as EBA forborne). \n | \n
\n Stage 3\n
\n \n \n \nFinancial assets that have objective evidence of impairment at the reporting date are classified as Stage 3, i.e. are credit impaired. For these assets, lifetime ECL is recognised.
\n \n \n \nThe definition of default used in the measurement of ECL for IFRS 9 purposes is aligned to the regulatory definition of default used by the Group for credit risk management purposes, and which has been approved for use for capital management. For the Group\u2019s main Mortgage Portfolio, the definition of default approved for use under the Targeted Review of Internal Models (TRIM) from 31 December 2018 is also applied under IFRS 9. This definition of default has been designed to comply with the Regulatory requirements and guidelines on default, NPLs and forbearance.
\n \n \n \nIFRS 9 does not define default but incorporates a rebuttable presumption that default has occurred when an exposure is greater than 90 days past due. The Group did not rebut this presumption for any portfolio.
\n \n \n \nUnder the Group\u2019s definition of default, an exposure is considered defaulted and is classified as Stage 3 credit-impaired where an account is greater than 90 days past due on any material credit obligation or is otherwise assessed as unlikely to pay. Where a material amount of principal or interest remains outstanding at the reporting date, the counting of days past due commences from the first date that a payment, or part thereof, met materiality thresholds and became overdue.
\n \n \n \nKey indicators of unlikely to pay include:
\n \n \n \n\n Exception to the general three stage impairment model\n
\n \n \n \nPurchased or Originated Credit Impaired (POCI) are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted effective interest rate (EIR) basis. ECLs are only recognised or released to the extent that there is a subsequent change in expected credit losses.
\n \n \n \n\n Low credit risk exemption\n
\n \n \n \nA low risk exemption can be availed of for financial instruments under IFRS 9 for which the Group can demonstrate objective evidence that these financial instruments are not subject to a SICR.
\n \n \n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n \n \n\n Modified financial assets\n
\n \n \n \nWhere a financial asset is modified or an existing financial asset is replaced with a new one, an assessment is made to determine if the financial asset should be derecognised. If the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition. If the terms are not substantially different, the modification does not result in derecognition and the date of origination continues to be used to determine SICR.
\n \n \n \n\n ECL Framework\n
\n \n \n \nThe Group\u2019s IFRS 9 models leverage, where possible, the systems and data that are used to calculate risk weighted assets for regulatory capital (IRB) purposes. In particular, key concepts such as the definition of default and measurement of credit risk (i.e. ranking of exposures for risk) have been aligned across the impairment (accounting) and IRB frameworks. IFRS 9 models, however, differ from IRB models in a number of conceptual ways (e.g. the use of \u2018through the cycle\u2019 (TTC) for IRB versus \u2018point in time\u2019 for IFRS 9 inputs, 12 month ECL time horizon for IRB versus lifetime for IFRS 9 Stages 2 & 3) and, as a result, the Group did not leverage the outputs of its IRB models, but instead developed statistical models, which are based on the IRB scorecards but otherwise tailored to the requirements of IFRS 9.
\n \n \n \n\n Measurement\n
\n \n \n \nFor all material portfolios, the Group has adopted an ECL framework that is cognisant of industry best practice, and reflects a component approach using Probability of Default (PD), Loss Given Default (LGD) and Exposure at Default (EAD) components calibrated for IFRS 9 purposes. To adequately capture life-time expected loss, the Group also models early redemptions as a separate component in the ECL calculation.
\n \n \n \n\n \n IFRS 9 PD\n \n
\n \n \n \nFor estimating 12 month and lifetime default, the Group applies a statistical model methodology that allows the Group to estimate the risk that a loan will default at a given point in time by grouping exposures with similar risk characteristics and measuring the historic rate of default for exposures of this type. This technique effectively provides a TTC measure of likelihood of default. The Group then applies an economic response model to reflect current and future expected macroeconomic conditions.
\n \n \n \nBehavioural scorecards with key loan performance indicators for each customer are used for the purpose of grouping exposures with similar risk characteristics as described above. A PD is calculated for each group (referred to as risk grades) which drives the PD for the ECL process. All components of PD, risk grade, Observed Default Rates (ODR) and the economic response model are independently monitored by the Group\u2019s Model Risk Team to confirm ongoing fitness for purpose.
\n \n \n \n\n \n IFRS 9 LGD\n \n
\n \n \n \nFor the Group\u2019s key mortgage portfolios, the LGD model assumes that the Group will have recourse to collateral in the event that an exposure fails to return to a performing state. The IFRS 9 LGD model incorporates the probability of each defaulted account returning to performing together with the estimated loss rate should they return to performing and the estimated loss rate should they fail to return to performing. The Group has the same approach for LGD estimation for both 12 month and lifetime. As part of the Group\u2019s redevelopment of the IFRS 9 Mortgage LGD model during 2025, it was determined that the chosen modelling approach, which is aligned more closely with the Group\u2019s forward looking NPL strategy, did not appropriately capture the risk of elevated loss outcomes for a legacy cohort of aged Stage 3 exposures. The ECL on this cohort is determined through a non-modelled approach by the application of a Discounted Cash Flow (DCF) measurement method which takes into account current and expected payment patterns and assumptions with respect to collateral recoverability.
\n \n \n \n\n \n IFRS 9 EAD\n \n
\n \n \n \nFor performing loans, the EAD is calculated for each future period based on the projected loan balance (after expected capital and interest payments) at that future period. A Credit Conversion Factor (CCF) is then applied to calculate the percentage increase in balance from the point of observation to the point of default including accrued missed interest payments and any related charges. The CCF is segmented by the accounts\u2019 repayment type.
\n \n \n \n\n Expected life\n
\n \n \n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \n \n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by management actions. For instruments in Stage 2 or Stage 3, loss allowances will cover expected credit losses over the expected remaining life of the instrument.
\n \n \n \n\n Effective Interest Rate\n
\n \n \n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted effective interest rate\u2019 for POCI financial assets) or an approximation thereof. For undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n \n \n \n\n Write-off policy\n
\n \n \n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off of financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \n \n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n \n \n\n Governance\n
\n \n \n \nThe Group has a detailed framework of policies governing development, monitoring and validation of Models. Model Governance Committee (MGC) oversees the execution of this framework and approves model developments and notes model validation reports prior to their consideration by the GRC and/or the ALCo and the BRCC, where appropriate.
\n \n \n \nThe GCC is responsible for oversight of changes to credit policies, data or management judgement in impairment model parameters and overlay adjustments to modelled ECL outcomes. The Impairment Reporting Review Forum (IRRF), a sub-committee of the GCC, is accountable for the review and recommendation for approval of the monthly and cumulative year-to-date actual impairment charge for the Group.
\n \n \n \nIFRS 9 ECL methodologies are subject to formal review by IRRF and approval by the GCC on a monthly basis and by the BRCC on a half-yearly basis. The adequacy of ECL allowance is reviewed by the BAC on a half-yearly basis.
\n \n \n \n\n Forward Looking Information (FLI)\n
\n \n \n \nIFRS 9 requires an unbiased and probability weighted estimate of credit losses by evaluating a range of possible outcomes that incorporates forecasts of future economic conditions. Macroeconomic factors and FLI are required to be incorporated into the measurement of ECL as well as the determination of whether there has been a SICR since origination.
\n \n \n \n\n \n Measurement of ECLs at each reporting period should reflect reasonable and supportable information.\n \n
\n \n \n \nThe requirement to incorporate a range of unbiased future economic scenarios, including macroeconomic factors, is a distinctive feature of the ECL accounting framework, which increases both the level of complexity and judgement in the measurement of allowance for IFRS 9 credit losses.
\n \n \n \nThe Group incorporates a number of macroeconomic impacts and scenarios into the ECL models.
\n \n \n \nThe process to determine the FLI applied in the ECL models leverages existing ICAAP processes while recognising that IFRS 9 scenarios are not stress scenarios. The methodology to incorporate multiple economic scenarios into the ECL models considers, amongst other things, the Group\u2019s strategic planning process, the views of policy makers on longer term economic prospects and key macroeconomic risks. The Group has referenced publicly available information for key macroeconomic indicators including the Residential Property Price Index (RPPI), unemployment, interest rates, GDP and publicly available external macroeconomic forecasts including from the Department of Finance (DoF), the Central Bank of Ireland, the ESRI, the European Commission and the IMF. The Group employs the services of an independent economist to determine forecast macroeconomic scenarios. The governance and oversight process includes the review and challenge by ALCo of FLI and its onward recommendation to the BRCC for approval.
\n \n \n \nIn general, a review and update of macroeconomic variables takes place at least bi-annually. Macroeconomic scenarios were most recently updated in December 2025. The Group adopts a minimum of three macroeconomic scenarios for ECL purposes, a four scenario approach is applied for residential mortgages and a three scenario approach is maintained for non-residential mortgage portfolios (see note 2, Critical accounting estimates and judgements for further detail).
\n \n \n \nIRRF reviews the scenario probabilities and recommends their use ahead of ALCo\u2019s subsequent recommendation to the BRCC for approval. Applying statistical techniques combined with expert credit judgement, the Group then formulates an unbiased probability weighted estimate of ECL at the reporting date (see note 2, Critical accounting estimates and judgements for further detail).
\n \n \n \n\n Expert Credit Judgement\n
\n \n \n \nIn line with the requirements of the standard, the Group\u2019s ECL accounting framework methodology requires the Group to apply its experienced credit judgement in estimating ECL. At 31 December 2025, the impairment provision includes management adjustment in respect of impairment model parameters, adjustments to modelled outcomes and ECL non-modelled measurement for a cohort of aged defaults in Stage 3 (see note 2, Critical accounting estimates and judgements for further detail).
\n \n \n \n\n 21. Impairment provisions\n
\n \n \n \n\n Loans and advances to customers\n
\n \n \n \nThe following tables reflect non-performing loans for which ECL provisions are held and include an analysis of Stage 1, Stage 2 and Stage 3 ECL provisions across the Loans and advances to customers portfolio.
\n \n \n \nThe non-performing loan balance as at 31 December 2025 was \u20ac308m (31 December 2024: \u20ac382m). Refer to note 36 (iv) for aging analysis of non-performing loans.
\n \n \n \n| \n | \n\n | \n\n | \n\n | \n\n \n ECL provisions\n \n | \n \n | \n|||
| \n \n 31 December 2025\n \n | \n \n \n Loans and advances to customers\n \n | \n \n \n of which NPLs \n \n | \n \n \n NPL % of total loans\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n \n \n Total ECL provisions as % of total loans\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n %\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n % \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Residential: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - Home loans \n | \n \n \n 20,249\n \n | \n \n \n 215\n \n | \n \n \n 1.1%\n \n | \n \n \n 14\n \n | \n \n \n 61\n \n | \n \n \n 81\n \n | \n \n \n 156\n \n | \n \n \n 0.8%\n \n | \n
| \n - Buy-to-let \n | \n \n \n 376\n \n | \n \n \n 43\n \n | \n \n \n 11.4%\n \n | \n \n \n -\n \n | \n \n \n 22\n \n | \n \n \n 23\n \n | \n \n \n 45\n \n | \n \n \n 12.0%\n \n | \n
| \n Commercial* \n | \n \n \n 557\n \n | \n \n \n 21\n \n | \n \n \n 3.8%\n \n | \n \n \n 3\n \n | \n \n \n 43\n \n | \n \n \n 11\n \n | \n \n \n 57\n \n | \n \n \n 10.2%\n \n | \n
| \n Consumer finance \n | \n \n \n 607\n \n | \n \n \n 21\n \n | \n \n \n 3.5%\n \n | \n \n \n 8\n \n | \n \n \n 17\n \n | \n \n \n 18\n \n | \n \n \n 43\n \n | \n \n \n 7.1%\n \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n \n 472\n \n | \n \n \n 8\n \n | \n \n \n 1.7%\n \n | \n \n \n 10\n \n | \n \n \n 3\n \n | \n \n \n 6\n \n | \n \n \n 19\n \n | \n \n \n 4.0%\n \n | \n
| \n Total gross loans \n | \n \n \n 22,261\n \n | \n \n \n 308\n \n | \n \n \n 1.4%\n \n | \n \n \n 35\n \n | \n \n \n 146\n \n | \n \n \n 139\n \n | \n \n \n 320\n \n | \n \n \n 1.4%\n \n | \n
| \n Impairment provision \n | \n \n \n (320)\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deferred fees, discounts and business combination related fair value adjustments \n | \n \n \n 308\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Balance as at 31 December 2025\n \n | \n \n \n 22,249\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n| \n | \n\n | \n\n | \n\n | \n\n \n ECL provisions\n \n | \n \n | \n|||
| \n \n 31 December 2024\n \n | \n \n \n Loans and advances to customers\n \n | \n \n \n of which NPLs \n \n | \n \n \n NPL % of total loans\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n \n \n Total ECL provisions as % of total loans\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n %\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n % \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Residential: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - Home loans \n | \n \n 19,539 \n | \n \n 259 \n | \n \n 1.3% \n | \n \n 98 \n | \n \n 38 \n | \n \n 73 \n | \n \n 209 \n | \n \n 1.1% \n | \n
| \n - Buy-to-let \n | \n \n 464 \n | \n \n 71 \n | \n \n 15.3% \n | \n \n 2 \n | \n \n 43 \n | \n \n 31 \n | \n \n 76 \n | \n \n 16.4% \n | \n
| \n Commercial* \n | \n \n 493 \n | \n \n 24 \n | \n \n 4.9% \n | \n \n 5 \n | \n \n 36 \n | \n \n 9 \n | \n \n 50 \n | \n \n 10.1% \n | \n
| \n Consumer finance \n | \n \n 553 \n | \n \n 20 \n | \n \n 3.6% \n | \n \n 8 \n | \n \n 14 \n | \n \n 16 \n | \n \n 38 \n | \n \n 6.9% \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n 466 \n | \n \n 8 \n | \n \n 1.7% \n | \n \n 10 \n | \n \n 3 \n | \n \n 6 \n | \n \n 19 \n | \n \n 4.1% \n | \n
| \n Total gross loans \n | \n \n 21,515 \n | \n \n 382 \n | \n \n 1.8% \n | \n \n 123 \n | \n \n 134 \n | \n \n 135 \n | \n \n 392 \n | \n \n 1.8% \n | \n
| \n Impairment provision \n | \n \n (392) \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deferred fees, discounts and business combination related fair value adjustments \n | \n \n 300 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Balance as at 31 December 2024 \n | \n \n 21,423 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \nA reconciliation of the provision for impairment losses or releases for Loans and advances to customers is as follows:
\n \n \n \n| \n \n 2025\n \n | \n \n \n Residential mortgages\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Total by portfolio\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 1 January 2025\n \n | \n \n \n 285\n \n | \n \n \n 50\n \n | \n \n \n 38\n \n | \n \n \n 19\n \n | \n \n \n 392\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n \n (11)\n \n | \n \n \n (2)\n \n | \n \n \n (2)\n \n | \n \n \n (2)\n \n | \n \n \n (17)\n \n | \n
| \n Net remeasurement of loss allowance \n | \n \n \n (45)\n \n | \n \n \n (4)\n \n | \n \n \n 4\n \n | \n \n \n (5)\n \n | \n \n \n (50)\n \n | \n
| \n Loan originations \n | \n \n \n 4\n \n | \n \n \n 13\n \n | \n \n \n 6\n \n | \n \n \n 8\n \n | \n \n \n 31\n \n | \n
| \n \n Net movement excluding derecognition\n \n | \n \n \n (52)\n \n | \n \n \n 7\n \n | \n \n \n 8\n \n | \n \n \n 1\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n \n (26)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (26)\n \n | \n
| \n Derecognition-repossessions \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Derecognition-write offs** \n | \n \n \n (6)\n \n | \n \n \n -\n \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (10)\n \n | \n
| \n \n Derecognition\n \n | \n \n \n (32)\n \n | \n \n \n -\n \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 31 December 2025***\n \n | \n \n \n 201\n \n | \n \n \n 57\n \n | \n \n \n 43\n \n | \n \n \n 19\n \n | \n \n \n 320\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net movement excluding derecognition (from above) \n | \n \n | \n\n | \n\n | \n\n | \n\n \n (36)\n \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n | \n\n \n (6)\n \n | \n
| \n Other Movements**** \n | \n \n | \n\n | \n\n | \n\n | \n\n \n 3\n \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n | \n\n \n -\n \n | \n
| \n \n Impairment write-back on customer Loans and advances for the year ended 31 December 2025\n \n | \n \n | \n\n | \n\n | \n\n | \n\n \n (39)\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n** The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation.
\n \n \n \n*** Closing ECL incorporates ECL of \u20ac1m on loan commitments.
\n \n \n \n**** Includes provisions on loan commitments where there is no recognised financial asset (\u20ac2m) and costs in respect of deleveraging (\u20ac1m).
\n \n \n \n| \n \n 2024\n \n | \n \n \n Residential mortgages\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Total by portfolio \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n ECL as at 1 January 2024 \n | \n \n 451 \n | \n \n 66 \n | \n \n 33 \n | \n \n 20 \n | \n \n 570 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n (28) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (28) \n | \n
| \n Net remeasurement of loss allowance \n | \n \n (35) \n | \n \n (20) \n | \n \n 3 \n | \n \n (8) \n | \n \n (60) \n | \n
| \n Loan originations \n | \n \n 28 \n | \n \n 14 \n | \n \n 5 \n | \n \n 8 \n | \n \n 55 \n | \n
| \n Net movement excluding derecognition \n | \n \n (35) \n | \n \n (6) \n | \n \n 8 \n | \n \n - \n | \n \n (33) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n (124) \n | \n \n (9) \n | \n \n - \n | \n \n - \n | \n \n (133) \n | \n
| \n Derecognition-repossessions \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Derecognition-write offs** \n | \n \n (7) \n | \n \n (1) \n | \n \n (3) \n | \n \n (1) \n | \n \n (12) \n | \n
| \n Derecognition \n | \n \n (131) \n | \n \n (10) \n | \n \n (3) \n | \n \n (1) \n | \n \n (145) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n ECL as at 31 December 2024*** \n | \n \n 285 \n | \n \n 50 \n | \n \n 38 \n | \n \n 19 \n | \n \n 392 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net movement excluding derecognition (from above) \n | \n \n | \n\n | \n\n | \n\n | \n\n (33) \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n | \n\n (11) \n | \n
| \n Other movements**** \n | \n \n | \n\n | \n\n | \n\n | \n\n 13 \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n | \n\n 1 \n | \n
| \n Impairment write-back on Loans and advances to customers for the year ended 31 December 2024 \n | \n \n | \n\n | \n\n | \n\n | \n\n (30) \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n** The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation.
\n \n \n \n*** Closing ECL incorporates ECL of \u20ac12m on loan commitments.
\n \n \n \n**** Includes impairment charge on deleveraging (\u20ac9m) and provisions on loan commitments where there is no recognised financial asset (\u20ac4m).
\n \n \n \n| \n \n 2025\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Total by stage\n \n | \n \n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 1 January 2025\n \n | \n \n \n 123\n \n | \n \n \n 134\n \n | \n \n \n 135\n \n | \n \n \n 392\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Transfer to Stage 1 \n | \n \n \n 20\n \n | \n \n \n (19)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n
| \n Transfer to Stage 2 \n | \n \n \n (12)\n \n | \n \n \n 22\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n
| \n Transfer to Stage 3 \n | \n \n \n -\n \n | \n \n \n (6)\n \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n
| \n \n Stage transfers\n \n | \n \n \n 8\n \n | \n \n \n (3)\n \n | \n \n \n (5)\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n \n (6)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n (16)\n \n | \n
| \n Net remeasurement of loss allowance \n | \n \n \n (101)\n \n | \n \n \n 5\n \n | \n \n \n 44\n \n | \n \n \n (52)\n \n | \n
| \n Loan originations \n | \n \n \n 11\n \n | \n \n \n 20\n \n | \n \n \n 1\n \n | \n \n \n 32\n \n | \n
| \n \n Net movement excluding derecognition\n \n | \n \n \n (96)\n \n | \n \n \n 15\n \n | \n \n \n 45\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (26)\n \n | \n \n \n (26)\n \n | \n
| \n Derecognition-repossessions \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Derecognition-write offs* \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (10)\n \n | \n \n \n (10)\n \n | \n
| \n \n Derecognition\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (36)\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 31 December 2025**\n \n | \n \n \n 35\n \n | \n \n \n 146\n \n | \n \n \n 139\n \n | \n \n \n 320\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Net movement excluding derecognition (from above)\n \n | \n \n | \n\n | \n\n | \n\n \n (36)\n \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n \n (6)\n \n | \n
| \n Other Movements*** \n | \n \n | \n\n | \n\n | \n\n \n 3\n \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n \n -\n \n | \n
| \n \n Impairment write-back on Loans and advances to customers for the year ended 31 December 2025\n \n | \n \n | \n\n | \n\n | \n\n \n (39)\n \n | \n
* The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write off may be earlier than collateral realisation.
\n \n \n \n** Closing ECL incorporates ECL of \u20ac1m on loan commitments.
\n \n \n \n*** Includes provisions on loan commitments where there is no recognised financial asset (\u20ac2m) and costs in respect of deleveraging (\u20ac1m).
\n \n \n \n| \n \n 2024\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Total by stage \n | \n \n | \n\n | \n\n | \n\n | \n
| \n ECL as at 1 January 2024 \n | \n \n 165 \n | \n \n 164 \n | \n \n 241 \n | \n \n 570 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Transfer to Stage 1 \n | \n \n 23 \n | \n \n (22) \n | \n \n (1) \n | \n \n - \n | \n
| \n Transfer to Stage 2 \n | \n \n (13) \n | \n \n 22 \n | \n \n (9) \n | \n \n - \n | \n
| \n Transfer to Stage 3 \n | \n \n (1) \n | \n \n (10) \n | \n \n 11 \n | \n \n - \n | \n
| \n Stage transfers \n | \n \n 9 \n | \n \n (10) \n | \n \n 1 \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n (6) \n | \n \n (15) \n | \n \n (7) \n | \n \n (28) \n | \n
| \n Net remeasurement of loss allowance \n | \n \n (79) \n | \n \n (24) \n | \n \n 43 \n | \n \n (60) \n | \n
| \n Loan originations \n | \n \n 34 \n | \n \n 20 \n | \n \n 1 \n | \n \n 55 \n | \n
| \n Net movement excluding derecognition \n | \n \n (51) \n | \n \n (19) \n | \n \n 37 \n | \n \n (33) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n - \n | \n \n - \n | \n \n (133) \n | \n \n (133) \n | \n
| \n Derecognition-repossessions \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Derecognition-write offs* \n | \n \n - \n | \n \n (1) \n | \n \n (11) \n | \n \n (12) \n | \n
| \n Derecognition \n | \n \n - \n | \n \n (1) \n | \n \n (144) \n | \n \n (145) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n ECL as at 31 December 2024** \n | \n \n 123 \n | \n \n 134 \n | \n \n 135 \n | \n \n 392 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net movement excluding derecognition (from above) \n | \n \n | \n\n | \n\n | \n\n (33) \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n (11) \n | \n
| \n Other Movements*** \n | \n \n | \n\n | \n\n | \n\n 13 \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n 1 \n | \n
| \n Impairment write-back on Loans and advances to customers for the year ended 31 December 2024 \n | \n \n | \n\n | \n\n | \n\n (30) \n | \n
* The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write off may be earlier than collateral realisation.
\n \n \n \n** Closing ECL incorporates ECL of \u20ac12m on loan commitments.
\n \n \n \n*** Includes impairment charge on deleveraging (\u20ac9m) and provisions on loan commitments where there is no recognised financial asset (\u20ac4m).
\n \n \n \n\n Modified Financial Assets \n
\n \n \n \nThere have been no significant modified financial assets for which the loss allowance has changed from lifetime to 12-month ECL at 31 December 2025 and 31 December 2024.
\n \n \n \n \n\n 36. Financial risk management\n
\n \n \n \n \n \n\n Maximum exposure to credit risk before collateral held or other credit enhancements\n
\n \n \n \n \n \nThe following table outlines the maximum exposure to credit risk before collateral held or other credit enhancements in respect of the Group\u2019s financial assets as at the SOFP date.
\n \n \n \n \n \n| \n | \n\n \n Note\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n 23 \n | \n
| \n Loans and advances to banks (iii) \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments (ii) \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n 7 \n | \n
| \n Debt securities (i) \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
| \n Loans and advances to customers (iv) \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n \n 29,503\n \n | \n \n 28,113 \n | \n
| \n Commitments \n | \n \n 41 \n | \n \n \n 1,554\n \n | \n \n 1,618 \n | \n
| \n | \n\n | \n\n \n 31,057\n \n | \n \n 29,731 \n | \n
\n The following tables outline the Group\u2019s exposure to credit risk by asset class\n
\n \n \n \n \n \n\n (i) Debt securities\n
\n \n \n \n \n \nThe Group is exposed to the credit risk on third parties where the Group holds debt securities (primarily sovereign debt). These exposures are subject to the limitations contained within Board approved policies, with sovereign debt restricted to those countries that have an External Credit Assessment Institution (ECAI) rating of investment grade.
\n \n \n \n \n \nThe following table gives an indication of the level of creditworthiness of the Group\u2019s debt securities and is based on the ratings prescribed by Moody\u2019s Investor Services Limited and Standard and Poor\u2019s for Belgian covered bond. There are no impaired debt securities as at 31 December 2025 or at 31 December 2024.
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,213\n \n | \n \n 726 \n | \n
| \n Aa1 \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Aa3 \n | \n \n \n 2,429\n \n | \n \n 2,116 \n | \n
| \n A3 \n | \n \n \n 1,137\n \n | \n \n 439 \n | \n
| \n Baa1 \n | \n \n \n -\n \n | \n \n 599 \n | \n
| \n Baa2 \n | \n \n \n 241\n \n | \n \n - \n | \n
| \n Baa3 \n | \n \n \n -\n \n | \n \n 155 \n | \n
| \n \n Total \n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
The following table discloses, by country, the Group\u2019s exposure to sovereign debt and corporate debt as at:
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Country\n \n | \n \n | \n\n | \n
| \n Ireland \n | \n \n \n 1,604\n \n | \n \n 1,524 \n | \n
| \n EU \n | \n \n \n 1,012\n \n | \n \n 658 \n | \n
| \n Spain \n | \n \n \n 842\n \n | \n \n 599 \n | \n
| \n France \n | \n \n \n 721\n \n | \n \n 578 \n | \n
| \n Austria \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Portugal \n | \n \n \n 295\n \n | \n \n 439 \n | \n
| \n Italy \n | \n \n \n 241\n \n | \n \n 155 \n | \n
| \n Belgium \n | \n \n \n 220\n \n | \n \n 82 \n | \n
| \n Netherlands \n | \n \n \n 85\n \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n (ii) Derivative financial instruments\n
\n \n \n \n \n \nThe Group has executed standard ISDA agreements with all of its counterparties. The Group has also executed CSAs with all of its counterparties in respect of all derivative instruments to mitigate its credit risk. As part of these agreements, the Group exchanges collateral in line with movements in the market values of derivative positions daily. FX forward derivatives are settled gross. The Group manages its collateral derivative positions with counterparties on a net basis. The uncollateralised derivative positions are held with investment grade counterparties. The cumulative positive market value of derivative assets at 31 December 2025 was \u20ac24m (31 December 2024: \u20ac59m) which relates to fair value hedge interest rate swaps used to hedge interest rate risk on fixed rate debt securities in issue, subordinated liabilities, fixed rate retail mortgages and fixed rate retail deposits and trading interest rate swaps. See note 14 for further detail.
\n \n \n \n \n \n\n (iii) Loans and advances to banks\n
\n \n \n \n \n \nThe Group has a policy to ensure that, where possible, Loans and advances to banks are held with investment grade counterparties with any exceptions subject to prior approval by the BRCC. The following table gives an indication of the level of creditworthiness of the Group\u2019s Loans and advances to banks and is based on credit ratings aligned to recognised External Credit Assessment Institutions, including Moody\u2019s and S&P.
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating \n \n | \n \n | \n\n | \n
| \n AAA \n | \n \n \n 1,399\n \n | \n \n 1,887 \n | \n
| \n Aa1 \n | \n \n \n -\n \n | \n \n 23 \n | \n
| \n Aa2 \n | \n \n \n 38\n \n | \n \n 6 \n | \n
| \n Aa3 \n | \n \n \n 157\n \n | \n \n 125 \n | \n
| \n A1 \n | \n \n \n 66\n \n | \n \n 90 \n | \n
| \n A2 \n | \n \n \n 59\n \n | \n \n 71 \n | \n
| \n \n Total \n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
The following sections detail additional disclosures on asset quality.
\n \n \n \n \n \n\n (iv) Loans and advances to customers\n
\n \n \n \n \n \n\n Gross customer Loans and advances\n
\n \n \n \n \n \nThe tables below outline total Loans and advances to customers for the Group analysed by home loan, buy-to-let, commercial, consumer finance and finance leases and hire purchase receivables.
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n \n Measured at amortised cost\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Residential mortgages: \n | \n \n | \n\n | \n
| \n Home loan \n | \n \n \n 20,249\n \n | \n \n 19,539 \n | \n
| \n Buy-to-let \n | \n \n \n 376\n \n | \n \n 464 \n | \n
| \n \n Total residential mortgages\n \n | \n \n \n 20,625\n \n | \n \n 20,003 \n | \n
| \n Commercial* \n | \n \n \n 557\n \n | \n \n 493 \n | \n
| \n Consumer finance \n | \n \n \n 607\n \n | \n \n 553 \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n \n 472\n \n | \n \n 466 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Analysed by ECL staging:\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 19,296\n \n | \n \n 19,100 \n | \n
| \n Stage 2 \n | \n \n \n 2,657\n \n | \n \n 2,033 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n - \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Of which at the reporting date \n \n | \n \n | \n\n | \n
| \n Neither past due nor Stage 3 \n | \n \n \n 21,910\n \n | \n \n 21,081 \n | \n
| \n Past due but not Stage 3 \n | \n \n \n 43\n \n | \n \n 52 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n \n Of which are reported as non-performing loans\n \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Deferred fees, discounts and business combination related fair value adjustments\n \n | \n \n \n 308\n \n | \n \n 300 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n\n Past due but not Stage 3\n
\n \n \n \n \n \nThe following tables provide an aged analysis of home loan, buy-to-let and commercial mortgages which are past due but not Stage 3 (excludes consumer finance and finance leases and hire purchase receivables).
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n Fair value of collateral held \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \nCollateral held against residential mortgages is principally comprised of residential properties; their fair value has been estimated based upon the last actual valuation, adjusted to take into account subsequent movement in house prices and is capped at the lower of the loan balance or the valuation amount.
\n \n \n \n \n \n\n Non-performing loans\n
\n \n \n \n \n \nNon-performing loans (NPLs) are loans which are credit impaired or loans which are classified as defaulted in accordance with the Group\u2019s definition of default. The Group\u2019s definition of default considers objective indicators of default including the 90 days past due criterion, evidence of exercise of concessions or modifications to terms and conditions and is designed to be consistent with European Banking Authority (EBA) guidance on the definition of forbearance.
\n \n \n \n \n \nForeclosed assets are assets held on the balance sheet which are obtained by taking possession of collateral or by calling on similar credit enhancements.
\n \n \n \n \n \nNon-performing assets are defined as NPLs plus foreclosed assets.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n \n 98\n \n | \n \n \n 17\n \n | \n \n \n 15\n \n | \n \n \n 4\n \n | \n \n \n 3\n \n | \n \n \n 137\n \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n \n 41\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n \n 6\n \n | \n \n \n 2\n \n | \n \n \n 51\n \n | \n
| \n NPL is 1-2 years past due \n | \n \n \n 21\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n \n \n 2\n \n | \n \n \n 31\n \n | \n
| \n NPL is 2-5 years past due \n | \n \n \n 30\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 48\n \n | \n
| \n NPL is > 5 years past due \n | \n \n \n 25\n \n | \n \n \n 7\n \n | \n \n \n 4\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 41\n \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n Non-performing loans\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 308\n \n | \n
| \n \n Foreclosed assets\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n Non-performing assets\n \n | \n \n \n 216\n \n | \n \n \n 46\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 312\n \n | \n
| \n \n NPLs as % of gross loans\n \n | \n \n \n 1.1%\n \n | \n \n \n 11.4%\n \n | \n \n \n 3.8%\n \n | \n \n \n 3.5%\n \n | \n \n \n 1.7%\n \n | \n \n \n 1.4%\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n 113 \n | \n \n 29 \n | \n \n 17 \n | \n \n 6 \n | \n \n 4 \n | \n \n 169 \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n 55 \n | \n \n 10 \n | \n \n - \n | \n \n 4 \n | \n \n 2 \n | \n \n 71 \n | \n
| \n NPL is 1-2 years past due \n | \n \n 34 \n | \n \n 11 \n | \n \n 2 \n | \n \n 2 \n | \n \n 1 \n | \n \n 50 \n | \n
| \n NPL is 2-5 years past due \n | \n \n 30 \n | \n \n 12 \n | \n \n 1 \n | \n \n 3 \n | \n \n 1 \n | \n \n 47 \n | \n
| \n NPL is > 5 years past due \n | \n \n 27 \n | \n \n 9 \n | \n \n 4 \n | \n \n 5 \n | \n \n - \n | \n \n 45 \n | \n
| \n POCI \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Non-performing loans \n | \n \n 259 \n | \n \n 71 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 382 \n | \n
| \n Foreclosed assets \n | \n \n 2 \n | \n \n 5 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Non-performing assets \n | \n \n 261 \n | \n \n 76 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 389 \n | \n
| \n NPLs as % of gross loans \n | \n \n 1.3% \n | \n \n 15.3% \n | \n \n 4.9% \n | \n \n 3.6% \n | \n \n 1.7% \n | \n \n 1.8% \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \nNon-performing loans as a percentage of total Loans and advances was 1.4% at 31 December 2025, down from 1.8% at 31 December 2024. The reduction reflects lower new default flows during the year and the sale of the non-performing Glas 3.1 loan portfolio.
\n \n \n \n \n \n\n Total portfolio loss allowance: SOFP\n
\n \n \n \n \n \nThe tables below outline the ECL loss allowance total at 31 December 2025 and 31 December 2024 in respect of total customer Loans and advances.
\n \n \n \n \n \nThe impairment write-back in respect of the total Loans and advances for year ended 31 December 2025 was \u20ac39m, compared to a \u20ac30m write-back for the year ended 31 December 2024.
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Loss allowance - SOFP\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 35 \n \n | \n \n 123 \n | \n
| \n Stage 2 \n | \n \n \n 146 \n \n | \n \n 134 \n | \n
| \n Stage 3 \n | \n \n \n 139 \n \n | \n \n 135 \n | \n
| \n \n Total loss allowance\n \n | \n \n \n 320\n \n | \n \n 392 \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Provision coverage ratio*\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 0.2%\n \n | \n \n 0.6% \n | \n
| \n Stage 2 \n | \n \n \n 5.5%\n \n | \n \n 6.6% \n | \n
| \n Stage 3 \n | \n \n \n 45.0%\n \n | \n \n 35.4% \n | \n
| \n Total provisions/total loans \n | \n \n \n 1.4%\n \n | \n \n 1.8% \n | \n
* Provision coverage ratio is calculated as loss allowance/impairment provision as a percentage of gross loan balance.
\n \n \n \n \n \n\n Origination profile\n
\n \n \n \n \n \nLoan origination profile of the residential mortgage loan portfolio before provision for impairment:
\n \n \n \n \n \nThe table below illustrates that \u20ac1bn or 6% (31 December 2024: 8%) of the residential mortgage portfolio originated before 2006. Between 2006 and 2008 origination was \u20ac3bn or 14% (31 December 2024: 17%) of the residential mortgages. The remaining 80% (31 December 2024: 75%) of residential mortgages were originated between 2009 and 2025.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2002 and before \n | \n \n \n 5,311\n \n | \n \n \n 139\n \n | \n \n \n 296\n \n | \n \n \n 10\n \n | \n
| \n 2003 \n | \n \n \n 3,694\n \n | \n \n \n 153\n \n | \n \n \n 123\n \n | \n \n \n 8\n \n | \n
| \n 2004 \n | \n \n \n 5,648\n \n | \n \n \n 324\n \n | \n \n \n 148\n \n | \n \n \n 12\n \n | \n
| \n 2005 \n | \n \n \n 8,555\n \n | \n \n \n 678\n \n | \n \n \n 264\n \n | \n \n \n 24\n \n | \n
| \n 2006 \n | \n \n \n 11,543\n \n | \n \n \n 1,135\n \n | \n \n \n 341\n \n | \n \n \n 49\n \n | \n
| \n 2007 \n | \n \n \n 9,931\n \n | \n \n \n 1,111\n \n | \n \n \n 354\n \n | \n \n \n 56\n \n | \n
| \n 2008 \n | \n \n \n 6,309\n \n | \n \n \n 689\n \n | \n \n \n 233\n \n | \n \n \n 32\n \n | \n
| \n 2009 \n | \n \n \n 1,928\n \n | \n \n \n 172\n \n | \n \n \n 49\n \n | \n \n \n 4\n \n | \n
| \n 2010 \n | \n \n \n 734\n \n | \n \n \n 53\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n
| \n 2011 \n | \n \n \n 677\n \n | \n \n \n 51\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n 2012 \n | \n \n \n 1,073\n \n | \n \n \n 87\n \n | \n \n \n 11\n \n | \n \n \n 1\n \n | \n
| \n 2013 \n | \n \n \n 1,435\n \n | \n \n \n 127\n \n | \n \n \n 14\n \n | \n \n \n 1\n \n | \n
| \n 2014 \n | \n \n \n 2,496\n \n | \n \n \n 234\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n 2015 \n | \n \n \n 3,463\n \n | \n \n \n 355\n \n | \n \n \n 37\n \n | \n \n \n 3\n \n | \n
| \n 2016 \n | \n \n \n 4,115\n \n | \n \n \n 500\n \n | \n \n \n 44\n \n | \n \n \n 5\n \n | \n
| \n 2017 \n | \n \n \n 5,064\n \n | \n \n \n 690\n \n | \n \n \n 51\n \n | \n \n \n 6\n \n | \n
| \n 2018 \n | \n \n \n 6,529\n \n | \n \n \n 1,008\n \n | \n \n \n 53\n \n | \n \n \n 9\n \n | \n
| \n 2019 \n | \n \n \n 8,295\n \n | \n \n \n 1,401\n \n | \n \n \n 63\n \n | \n \n \n 10\n \n | \n
| \n 2020 \n | \n \n \n 6,778\n \n | \n \n \n 1,272\n \n | \n \n \n 49\n \n | \n \n \n 7\n \n | \n
| \n 2021 \n | \n \n \n 7,745\n \n | \n \n \n 1,646\n \n | \n \n \n 39\n \n | \n \n \n 7\n \n | \n
| \n 2022 \n | \n \n \n 8,712\n \n | \n \n \n 2,122\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2023 \n | \n \n \n 8,073\n \n | \n \n \n 2,063\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2024 \n | \n \n \n 6,892\n \n | \n \n \n 1,911\n \n | \n \n \n 7\n \n | \n \n \n 2\n \n | \n
| \n 2025 \n | \n \n \n 9,162\n \n | \n \n \n 2,704\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 134,162\n \n | \n \n \n 20,625\n \n | \n \n \n 2,246\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2001 and before \n | \n \n 4,110 \n | \n \n 91 \n | \n \n 251 \n | \n \n 7 \n | \n
| \n 2002 \n | \n \n 2,549 \n | \n \n 93 \n | \n \n 112 \n | \n \n 5 \n | \n
| \n 2003 \n | \n \n 4,077 \n | \n \n 191 \n | \n \n 149 \n | \n \n 11 \n | \n
| \n 2004 \n | \n \n 6,125 \n | \n \n 386 \n | \n \n 173 \n | \n \n 13 \n | \n
| \n 2005 \n | \n \n 10,033 \n | \n \n 793 \n | \n \n 332 \n | \n \n 34 \n | \n
| \n 2006 \n | \n \n 12,520 \n | \n \n 1,326 \n | \n \n 496 \n | \n \n 76 \n | \n
| \n 2007 \n | \n \n 10,755 \n | \n \n 1,276 \n | \n \n 452 \n | \n \n 79 \n | \n
| \n 2008 \n | \n \n 6,776 \n | \n \n 779 \n | \n \n 279 \n | \n \n 42 \n | \n
| \n 2009 \n | \n \n 2,056 \n | \n \n 190 \n | \n \n 61 \n | \n \n 6 \n | \n
| \n 2010 \n | \n \n 852 \n | \n \n 58 \n | \n \n 14 \n | \n \n 1 \n | \n
| \n 2011 \n | \n \n 731 \n | \n \n 58 \n | \n \n 7 \n | \n \n 1 \n | \n
| \n 2012 \n | \n \n 1,143 \n | \n \n 98 \n | \n \n 13 \n | \n \n 1 \n | \n
| \n 2013 \n | \n \n 1,549 \n | \n \n 143 \n | \n \n 17 \n | \n \n 2 \n | \n
| \n 2014 \n | \n \n 2,646 \n | \n \n 263 \n | \n \n 14 \n | \n \n 2 \n | \n
| \n 2015 \n | \n \n 3,709 \n | \n \n 397 \n | \n \n 38 \n | \n \n 3 \n | \n
| \n 2016 \n | \n \n 4,362 \n | \n \n 557 \n | \n \n 38 \n | \n \n 5 \n | \n
| \n 2017 \n | \n \n 5,348 \n | \n \n 763 \n | \n \n 42 \n | \n \n 7 \n | \n
| \n 2018 \n | \n \n 6,911 \n | \n \n 1,116 \n | \n \n 56 \n | \n \n 8 \n | \n
| \n 2019 \n | \n \n 8,863 \n | \n \n 1,564 \n | \n \n 60 \n | \n \n 10 \n | \n
| \n 2020 \n | \n \n 7,394 \n | \n \n 1,475 \n | \n \n 47 \n | \n \n 6 \n | \n
| \n 2021 \n | \n \n 8,349 \n | \n \n 1,859 \n | \n \n 31 \n | \n \n 5 \n | \n
| \n 2022 \n | \n \n 9,415 \n | \n \n 2,416 \n | \n \n 14 \n | \n \n 3 \n | \n
| \n 2023 \n | \n \n 8,291 \n | \n \n 2,173 \n | \n \n 9 \n | \n \n 2 \n | \n
| \n 2024 \n | \n \n 7,047 \n | \n \n 1,938 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Total \n | \n \n 135,611 \n | \n \n 20,003 \n | \n \n 2,709 \n | \n \n 330 \n | \n
\n Loan-to-value profile\n
\n \n \n \n \n \n\n Loan-to-value (LTV) of mortgage lending (index linked):\n
\n \n \n \n \n \nThe LTV ratio is calculated at a property level and is the average of indexed property values in proportion to the outstanding loan balance. LTV is a key input to the impairment provisioning process. The tables below outline the composition of this ratio for the residential loan portfolio.
\n \n \n \n \n \n\n Actual and average LTVs across principal mortgage portfolios:\n
\n \n \n \n \n \nThe tables below outline the weighted average LTVs for the total residential mortgage portfolios analysed across home loan and buy-to-let facilities by value. The weighted average LTV on the residential mortgage portfolios is 46% at 31 December 2025 compared to 48% at 31 December 2024.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 60%\n \n | \n \n \n 58%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 25%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 9%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 96%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 4%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n Weighted average LTV:\n \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 46%\n \n | \n \n \n 48%\n \n | \n \n \n 46%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 65%\n \n | \n \n \n 52%\n \n | \n \n \n 65%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 50%\n \n | \n \n \n 90%\n \n | \n \n \n 56%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 51% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 26% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 11% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 4% \n | \n \n 1% \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 92% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 8% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 48% \n | \n \n 56% \n | \n \n 48% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 68% \n | \n \n 51% \n | \n \n 68% \n | \n
| \n Stage 3 mortgages \n | \n \n 53% \n | \n \n 106% \n | \n \n 64% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which is neither past due nor Stage 3:\n
\n \n \n \n \n \nThe tables below illustrate that 100% of residential home loan mortgages (31 December 2024: 100%) and 99% of residential buy-to-let mortgages (31 December 2024: 97%) that are neither past due nor stage 3 are in positive equity as at 31 December 2025.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 66%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 26%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 6%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 99%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 58% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 28% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 9% \n | \n \n 13% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 97% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 3% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which are classified as Stage 3:\n
\n \n \n \n \n \nThe tables below illustrate that 93% of residential home loan mortgages (31 December 2024: 92%) and 76% of residential buy-to-let mortgages (31 December 2024: 68%) that are classified as Stage 3 are in positive equity as at 31 December 2025.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 60%\n \n | \n \n \n 16%\n \n | \n \n \n 53%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 20%\n \n | \n \n \n 23%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 29%\n \n | \n \n \n 11%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 11%\n \n | \n \n \n 3%\n \n | \n
| \n Subtotal \n | \n \n \n 93%\n \n | \n \n \n 76%\n \n | \n \n \n 90%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 7%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n 1%\n \n | \n \n \n 8%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 5%\n \n | \n \n \n 2%\n \n | \n
| \n Subtotal \n | \n \n \n 7%\n \n | \n \n \n 24%\n \n | \n \n \n 10%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Stage 3\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 12% \n | \n \n 45% \n | \n
| \n 50% to 70% \n | \n \n 26% \n | \n \n 18% \n | \n \n 24% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 21% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 2% \n | \n \n 17% \n | \n \n 6% \n | \n
| \n Subtotal \n | \n \n 92% \n | \n \n 68% \n | \n \n 87% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 2% \n | \n \n 6% \n | \n \n 3% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 8% \n | \n \n 3% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 2% \n | \n \n 10% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 8% \n | \n \n 32% \n | \n \n 13% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Stage 3 \n | \n \n 259 \n | \n \n 71 \n | \n \n 330 \n | \n
\n (v) Group portfolios: Collateral in possession\n
\n \n \n \n \n \nCollateral in possession occurs where the obligor either (i) voluntarily surrenders the property or (ii) the Group takes legal ownership due to the non-repayment of the loan facility. The following tables outline the main movements in this category during the year.
\n \n \n \n \n \n\n Stock of collateral in possession\n
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n \n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n
| \n \n Residential collateral in possession\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n 8 \n | \n \n 5 \n | \n
| \n Buy-to-let \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n 30 \n | \n \n 7 \n | \n
| \n \n Total\n \n | \n \n \n 23\n \n | \n \n \n 6\n \n | \n \n 38 \n | \n \n 12 \n | \n
Collateral in possession assets are sold as soon as practicable. These assets which total \u20ac4m as at 31 December 2025 (31 December 2024: \u20ac7m) are included in assets held for sale (see note 16 for further details).
\n \n \n \n \n \nDuring the year the ownership of no properties were transferred to the Group.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at \n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 3 \n \n | \n \n \n 3 \n \n | \n \n \n 2 \n \n | \n \n \n - \n \n | \n \n \n 1 \n \n | \n
| \n Buy-to-let \n | \n \n \n 12 \n \n | \n \n \n 3 \n \n | \n \n \n 1 \n \n | \n \n \n - \n \n | \n \n \n 2 \n \n | \n
| \n \n Year ended 31 December 2025\n \n | \n \n \n 15 \n \n | \n \n \n 6 \n \n | \n \n \n 3 \n \n | \n \n \n - \n \n | \n \n \n 3 \n \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at\n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n 2 \n | \n \n 1 \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n
| \n Buy-to-let \n | \n \n 22 \n | \n \n 6 \n | \n \n 4 \n | \n \n - \n | \n \n 2 \n | \n
| \n Year ended 31 December 2024 \n | \n \n 24 \n | \n \n 7 \n | \n \n 5 \n | \n \n - \n | \n \n 2 \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n \n \n\n (vi) Additional disclosures on forborne loans\n
\n \n \n \n \n \nThe Group operates a number of mechanisms which are designed to assist borrowers experiencing credit and loan repayment difficulties, which have been developed in accordance with the current Code of Conduct on Mortgages Arrears (CCMA).
\n \n \n \n \n \nThe tables below analyse loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers for the years ended 31 December 2025 and 2024.
\n \n \n \n \n \n\n (a) Weighted Average - LTV\n
\n \n \n \n \n \n\n LTV on total residential mortgages in forbearance\n
\n \n \n \n \n \nThe below tables illustrate that 94% of residential home loan mortgages (31 December 2024: 94%) and 73% of residential buy-to-let mortgages (31 December 2024: 75%) that are in forbearance are in positive equity as at 31 December 2025.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 61%\n \n | \n \n \n 24%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 19%\n \n | \n \n \n 22%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 26%\n \n | \n \n \n 9%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 4%\n \n | \n \n \n 2%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 94%\n \n | \n \n \n 73%\n \n | \n \n \n 92%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 6%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 15%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 4%\n \n | \n \n \n 1%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 6%\n \n | \n \n \n 27%\n \n | \n \n \n 8%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 50%\n \n | \n \n \n 76%\n \n | \n \n \n 52%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 60%\n \n | \n \n \n -\n \n | \n \n \n 60%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 56%\n \n | \n \n \n 84%\n \n | \n \n \n 59%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 16% \n | \n \n 49% \n | \n
| \n 50% to 70% \n | \n \n 27% \n | \n \n 18% \n | \n \n 26% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 26% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 3% \n | \n \n 15% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 94% \n | \n \n 75% \n | \n \n 91% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 1% \n | \n \n 3% \n | \n \n 2% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 9% \n | \n \n 2% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 1% \n | \n \n 5% \n | \n \n 2% \n | \n
| \n Subtotal \n | \n \n 6% \n | \n \n 25% \n | \n \n 9% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 52% \n | \n \n 85% \n | \n \n 57% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 72% \n | \n \n - \n | \n \n 72% \n | \n
| \n Stage 3 mortgages \n | \n \n 58% \n | \n \n 94% \n | \n \n 64% \n | \n
\n (b) Forbearance arrangements - mortgages\n
\n \n \n \n \n \nThe tables below set out the volume of loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers as at 31 December 2025 and 31 December 2024.
\n \n \n \n \n \n\n (i) Residential home loan mortgages:\n
\n \n \n \n \n \nThe incidence of the main type of forbearance arrangements for owner occupied residential mortgages is analysed below:
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n \n \n 10\n \n | \n \n \n 3\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 607\n \n | \n \n \n 85\n \n | \n \n \n 337\n \n | \n \n \n 48\n \n | \n
| \n Payment moratorium \n | \n \n \n 58\n \n | \n \n \n 7\n \n | \n \n \n 39\n \n | \n \n \n 4\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 443\n \n | \n \n \n 48\n \n | \n \n \n 297\n \n | \n \n \n 31\n \n | \n
| \n Term extension \n | \n \n \n 292\n \n | \n \n \n 20\n \n | \n \n \n 124\n \n | \n \n \n 8\n \n | \n
| \n Hybrid* \n | \n \n \n 148\n \n | \n \n \n 18\n \n | \n \n \n 101\n \n | \n \n \n 11\n \n | \n
| \n Split mortgages** \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n
| \n \n Total\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 8 \n | \n \n 1 \n | \n \n 6 \n | \n \n 1 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 32 \n | \n \n 6 \n | \n \n 26 \n | \n \n 4 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 842 \n | \n \n 117 \n | \n \n 416 \n | \n \n 61 \n | \n
| \n Payment moratorium \n | \n \n 65 \n | \n \n 9 \n | \n \n 45 \n | \n \n 6 \n | \n
| \n Arrears capitalisation \n | \n \n 550 \n | \n \n 59 \n | \n \n 348 \n | \n \n 38 \n | \n
| \n Term extension \n | \n \n 355 \n | \n \n 25 \n | \n \n 178 \n | \n \n 13 \n | \n
| \n Hybrid* \n | \n \n 150 \n | \n \n 15 \n | \n \n 118 \n | \n \n 12 \n | \n
| \n Split mortgages** \n | \n \n 74 \n | \n \n 10 \n | \n \n 74 \n | \n \n 10 \n | \n
| \n Total \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 1,211 \n | \n \n 145 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \nThe tables above reflect a decrease of 438 cases in the year to 31 December 2025 for the Group in the number of residential home loan mortgages in forbearance arrangements, a decrease of \u20ac51m. The average balance of forborne loans is \u20ac0.117m at 31 December 2025 (31 December 2024: \u20ac0.117m).
\n \n \n \n \n \n\n (ii) Residential buy-to-let mortgages:\n
\n \n \n \n \n \nThe incidence of the main type of forbearance arrangements for residential buy-to-let mortgages is analysed below:
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 2\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 17\n \n | \n \n \n 4\n \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n
| \n Term extension \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n Hybrid* \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n Split mortgages** \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 6 \n | \n \n 3 \n | \n \n 5 \n | \n \n 3 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 2 \n | \n \n 1 \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 46 \n | \n \n 11 \n | \n \n 34 \n | \n \n 9 \n | \n
| \n Payment moratorium \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Arrears capitalisation \n | \n \n 10 \n | \n \n 3 \n | \n \n 7 \n | \n \n 2 \n | \n
| \n Term extension \n | \n \n 16 \n | \n \n 3 \n | \n \n 10 \n | \n \n 2 \n | \n
| \n Hybrid* \n | \n \n 34 \n | \n \n 11 \n | \n \n 24 \n | \n \n 7 \n | \n
| \n Split mortgages** \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n \n Total\n \n | \n \n 122 \n | \n \n 34 \n | \n \n 90 \n | \n \n 26 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \nThe tables above reflect a decrease of 52 cases in the year to 31 December 2025 for the Group in the number of residential buy-to-let in forbearance arrangements, a decrease of \u20ac19m in balances. The average balance of forborne loans is \u20ac0.214m at 31 December 2025 (31 December 2024: \u20ac0.279m).
\n \n \n \n \n \n\n (iii) Commercial mortgages\n
\n \n \n \n \n \nThe incidence of the main type of forbearance arrangements for commercial mortgages is analysed below:
\n \n \n \n \n \n| \n \n Commercial mortgages*\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 1 \n | \n \n - \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n Arrears capitalisation \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n \n 11 \n | \n \n 1 \n | \n
| \n Term extension \n | \n \n \n 5\n \n | \n \n \n 1\n \n | \n \n 5 \n | \n \n 1 \n | \n
| \n Hybrid** \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Split mortgages*** \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n 23 \n | \n \n 4 \n | \n
* The Group\u2019s SME mortgage lending is captured within the table above.
\n \n \n \n \n \n** Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n \n \n*** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n \n \nThe table above reflects a decrease of 4 cases in the year to 31 December 2025 for the Group in the number of commercial mortgages in forbearance arrangements, with balances remaining unchanged at \u20ac4m.
\n \n \n \n \n \n\n (c) Reconciliation of movement in forborne loans for all classes\n
\n \n \n \n \n \nThe tables below provide an analysis of the movement of total forborne loans and Stage 3 forborne loans during the year. It outlines the number and balances of forbearance treatments offered, expired and loans paid down during the year.
\n \n \n \n \n \n\n (i) Reconciliation of movement of total forborne loans\n
\n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n \n 31 December 2025\n \n | \n \n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2025 \n | \n \n \n 2,076\n \n | \n \n \n 242\n \n | \n \n \n 122\n \n | \n \n \n 34\n \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 2,221\n \n | \n \n \n 280\n \n | \n
| \n New forbearance extended during the year** \n | \n \n \n 276\n \n | \n \n \n 37\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 282\n \n | \n \n \n 38\n \n | \n
| \n Deleveraged loans \n | \n \n \n (159)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (183)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (16)\n \n | \n \n \n (2)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (17)\n \n | \n \n \n (2)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (392)\n \n | \n \n \n (44)\n \n | \n \n \n (19)\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (412)\n \n | \n \n \n (50)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (147)\n \n | \n \n \n (13)\n \n | \n \n \n (12)\n \n | \n \n \n (2)\n \n | \n \n \n (5)\n \n | \n \n \n -\n \n | \n \n \n (164)\n \n | \n \n \n (15)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (7)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (9)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n \n 1,727\n \n | \n \n \n 210\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 3,174 \n | \n \n 393 \n | \n \n 226 \n | \n \n 79 \n | \n \n 42 \n | \n \n 7 \n | \n \n 3,442 \n | \n \n 479 \n | \n
| \n New forbearance extended during the year** \n | \n \n 310 \n | \n \n 37 \n | \n \n 17 \n | \n \n 3 \n | \n \n 2 \n | \n \n 1 \n | \n \n 329 \n | \n \n 41 \n | \n
| \n Deleveraged loans \n | \n \n (543) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (628) \n | \n \n (117) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (5) \n | \n \n (1) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (6) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (749) \n | \n \n (77) \n | \n \n (23) \n | \n \n (5) \n | \n \n (12) \n | \n \n (1) \n | \n \n (784) \n | \n \n (83) \n | \n
| \n - expired loan paid down \n | \n \n (111) \n | \n \n (17) \n | \n \n (16) \n | \n \n (9) \n | \n \n (5) \n | \n \n (2) \n | \n \n (132) \n | \n \n (28) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (10) \n | \n \n - \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 122 \n | \n \n 34 \n | \n \n 23 \n | \n \n 4 \n | \n \n 2,221 \n | \n \n 280 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n\n (ii) Reconciliation of movement in forborne loans Stage 3\n
\n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2025\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Opening balance 1 January 2025\n \n | \n \n \n 1,211\n \n | \n \n \n 145\n \n | \n \n \n 90\n \n | \n \n \n 26\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,319\n \n | \n \n \n 175\n \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n \n 225\n \n | \n \n \n 28\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 229\n \n | \n \n \n 28\n \n | \n
| \n Deleveraged loans \n | \n \n \n (158)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (182)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n \n (221)\n \n | \n \n \n (26)\n \n | \n \n \n (7)\n \n | \n \n \n (3)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (228)\n \n | \n \n \n (29)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (68)\n \n | \n \n \n (7)\n \n | \n \n \n (8)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n (78)\n \n | \n \n \n (8)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,049\n \n | \n \n \n 130\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 1,741 \n | \n \n 236 \n | \n \n 168 \n | \n \n 61 \n | \n \n 27 \n | \n \n 6 \n | \n \n 1,936 \n | \n \n 303 \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n 319 \n | \n \n 38 \n | \n \n 18 \n | \n \n 5 \n | \n \n 2 \n | \n \n 1 \n | \n \n 339 \n | \n \n 44 \n | \n
| \n Deleveraged loans \n | \n \n (542) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (627) \n | \n \n (117) \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n (272) \n | \n \n (30) \n | \n \n (9) \n | \n \n (2) \n | \n \n (3) \n | \n \n - \n | \n \n (284) \n | \n \n (32) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (3) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (3) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (11) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n \n - \n | \n
| \n - expired loan paid down \n | \n \n (21) \n | \n \n (11) \n | \n \n (6) \n | \n \n (5) \n | \n \n (4) \n | \n \n (2) \n | \n \n (31) \n | \n \n (18) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (4) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (4) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 1,211 \n | \n \n 145 \n | \n \n 90 \n | \n \n 26 \n | \n \n 18 \n | \n \n 4 \n | \n \n 1,319 \n | \n \n 175 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n \n \n\n (vii) Funding profile\n
\n \n \n \n \n \nThe amounts below for non-derivative financial liabilities is calculated using undiscounted cash flows which include an estimate of future interest payments. Derivative liabilities include contractual undiscounted cash flows on a gross basis if the instrument is settled gross and on a net basis if settled net.
The ALCo monitors sources of funding and their respective maturities with a focus on establishing a stable and cost effective funding profile. Excluding equity, the Group\u2019s funding profile as at the 31 December 2025 can be broken down into the below component parts:
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n Customer accounts \n | \n \n \n 92\n \n | \n \n 91 \n | \n
| \n Long-term debt \n | \n \n \n 7\n \n | \n \n 8 \n | \n
| \n Short-term debt \n | \n \n \n 1\n \n | \n \n 1 \n | \n
| \n | \n\n \n 100\n \n | \n \n 100 \n | \n
Long-term debt refers to debt with a maturity greater than 12 months from year-end and short-term debt is that which has a maturity of less than 12 months from year-end.
\n \n \n \n \n \nIn accordance with IFRS 7, Financial Instruments: Disclosures, the following tables present the maturity analysis of financial liabilities on an undiscounted basis, by remaining contractual maturity at the SOFP date. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n \n 104 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104 \n \n | \n
| \n Customer accounts \n | \n \n \n 18,922 \n \n | \n \n \n 2,161 \n \n | \n \n \n 1,096 \n \n | \n \n \n 2,529 \n \n | \n \n \n 763 \n \n | \n \n \n 210 \n \n | \n \n \n 25,681 \n \n | \n
| \n Debt securities in issue \n | \n \n \n 8 \n \n | \n \n \n 16 \n \n | \n \n \n 24 \n \n | \n \n \n 49 \n \n | \n \n \n 97 \n \n | \n \n \n 1,767 \n \n | \n \n \n 1,961 \n \n | \n
| \n Derivative financial instruments \n | \n \n \n 1 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3 \n \n | \n \n \n 4 \n \n | \n
| \n Subordinated liabilities \n | \n \n \n 1\n \n | \n \n \n 2\n \n | \n \n \n 3\n \n | \n \n \n 7 \n \n | \n \n \n 13 \n \n | \n \n \n 449 \n \n | \n \n \n 475 \n \n | \n
| \n Other financial liabilities \n | \n \n \n 100 \n \n | \n \n \n -\n \n | \n \n \n 2 \n \n | \n \n \n 3 \n \n | \n \n \n 6 \n \n | \n \n \n 21 \n \n | \n \n \n 132 \n \n | \n
| \n \n Total liabilities\n \n | \n \n \n 19,136 \n \n | \n \n \n 2,179 \n \n | \n \n \n 1,125 \n \n | \n \n \n 2,588 \n \n | \n \n \n 879 \n \n | \n \n \n 2,450 \n \n | \n \n \n 28,357 \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 18,051 \n | \n \n 1,593 \n | \n \n 949 \n | \n \n 2,031 \n | \n \n 967 \n | \n \n 631 \n | \n \n 24,222 \n | \n
| \n Debt securities in issue \n | \n \n 8 \n | \n \n 16 \n | \n \n 24 \n | \n \n 49 \n | \n \n 97 \n | \n \n 1,864 \n | \n \n 2,058 \n | \n
| \n Derivative financial instruments \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subordinated liabilities \n | \n \n 1 \n | \n \n 1 \n | \n \n 2 \n | \n \n 4 \n | \n \n 7 \n | \n \n 285 \n | \n \n 300 \n | \n
| \n Other financial liabilities \n | \n \n 95 \n | \n \n - \n | \n \n 2 \n | \n \n 3 \n | \n \n 6 \n | \n \n 25 \n | \n \n 131 \n | \n
| \n Total liabilities \n | \n \n 18,260 \n | \n \n 1,610 \n | \n \n 977 \n | \n \n 2,087 \n | \n \n 1,077 \n | \n \n 2,805 \n | \n \n 26,816 \n | \n
The maturity analysis for credit commitments and guarantees are presented in Note 41.
\n \n \n \n \n \nWhen managing the Group\u2019s liquidity and funding profile, for products where the contractual maturity date may be different from actual behaviour, the Group uses statistical methodologies to manage liquidity on an expected or behaviourally adjusted basis.
\n \n \n \n \n \nThe following table details the Group\u2019s liquidity analysis for derivative instruments that do not qualify as hedging instruments. The table has been drawn up based on the undiscounted contractual net cash inflows and outflows on derivative instruments that settle on a net basis and the undiscounted gross inflows and outflows on those derivatives that require gross settlement. When the amount payable or receivable is not fixed, the amount disclosed has been determined by reference to the projected interest rates from the yield curves at the end of the reporting year.
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Gross settled:\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n \n 49 \n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n 49 \n \n | \n
| \n - outflow \n | \n \n \n (50)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (50)\n \n | \n
| \n \n Balance at 31 December 2025\n \n | \n \n \n (1)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (1)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Gross settled: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n 52 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 52 \n | \n
| \n - outflow \n | \n \n (52) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (52) \n | \n
| \n Balance at 31 December 2024 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n (viii) Interest rate gap position\n
\n \n \n \n \n \nGap analysis is a technique for measuring the Group\u2019s interest rate risk exposure beginning with a maturity/re-pricing schedule that distributes interest sensitive assets, liabilities, and derivative positions into \u201ctime bands\u201d according to their maturity (if fixed rate), time remaining to their next re-pricing (if floating rate) or behavioural convention in order to identify any sources of significant mismatches. The December 2025 IRRBB profile below also includes interest cash flows based on the next re-price date i.e. one month\u2019s interest included for variable rate products and interest until the end of the fixed rate period for fixed rate products. The Non Maturity Deposits are assumed to have a maximum behavioural maturity of 7 years. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n \n \n \n \nA summary of the Group\u2019s EUR interest rate gap position is as follows:
\n \n \n \n \n \n\n Interest rate re-pricing \n
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n \n 9,169\n \n | \n \n \n 1,226\n \n | \n \n \n 2,447\n \n | \n \n \n 15,039\n \n | \n \n \n 3,193\n \n | \n \n \n 31,074\n \n | \n
| \n \n Liabilities\n \n | \n \n \n (7,455)\n \n | \n \n \n (1,861)\n \n | \n \n \n (3,729)\n \n | \n \n \n (13,076)\n \n | \n \n \n (4,470)\n \n | \n \n \n (30,591)\n \n | \n
| \n \n Derivatives \n \n | \n \n \n (1,156)\n \n | \n \n \n 278\n \n | \n \n \n 7\n \n | \n \n \n 1,001\n \n | \n \n \n -\n \n | \n \n \n 130\n \n | \n
| \n \n Interest rate re-pricing gap \n \n | \n \n \n 558\n \n | \n \n \n (357)\n \n | \n \n \n (1,275)\n \n | \n \n \n 2,964\n \n | \n \n \n (1,277)\n \n | \n \n \n 613\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Cumulative interest rate re-pricing gap\n \n | \n \n \n 558\n \n | \n \n \n 201\n \n | \n \n \n (1,074)\n \n | \n \n \n 1,890\n \n | \n \n \n 613\n \n | \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Assets \n | \n \n 10,261 \n | \n \n 1156 \n | \n \n 2,494 \n | \n \n 13,437 \n | \n \n 2,314 \n | \n \n 29,662 \n | \n
| \n Liabilities \n | \n \n (6,347) \n | \n \n (1,657) \n | \n \n (3,650) \n | \n \n (13,491) \n | \n \n (4,367) \n | \n \n (29,512) \n | \n
| \n Derivatives \n | \n \n (1,843) \n | \n \n 51 \n | \n \n - \n | \n \n 2,049 \n | \n \n - \n | \n \n 257 \n | \n
| \n Interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n (450) \n | \n \n (1,156) \n | \n \n 1,995 \n | \n \n (2,053) \n | \n \n 407 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cumulative interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n 1,621 \n | \n \n 465 \n | \n \n 2,460 \n | \n \n 407 \n | \n \n | \n
\n Sensitivity analysis\n
\n \n \n \n \n \nThe following table outlines the sensitivity of the Group\u2019s NII to a change in interest rates. The NII sensitivity is calculated on a constant balance sheet basis in line with the EBA Guidelines on Interest Rate Risk in the Banking Book (EBA 2022/03).
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n \n 10\n \n | \n \n \n 19\n \n | \n
| \n Downwards \n | \n \n \n (12)\n \n | \n \n \n (23)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n 19 \n | \n \n 38 \n | \n
| \n Downwards \n | \n \n (14) \n | \n \n (29) \n | \n
\n Loan Impairment\n
\n \nUnder IFRS 9 an entity is required to track and assess changes in credit risk on financial instruments since origination and determine whether the credit risk on those financial instruments has increased significantly since initial recognition. The change in credit risk should be based on the change in the risk of default and not changes in the amount of ECL which may be expected on a financial instrument.
\n \nThe standard is a 3-stage model for impairment, based on changes in credit risk quality since initial recognition:
\n \n\n Stage 1\n
\n \nFinancial assets that have not had a SICR since initial recognition are classified as Stage 1. For these assets, 12-month ECL is recognised. 12-month ECL is the expected credit losses that result from default events among the Stage 1 population within 12 months of the reporting date. It is not the expected cash shortfalls over the 12 month period but the entire credit loss on an asset weighted by the probability that the loss will occur in the next 12 months. Therefore, all financial assets in scope will have an impairment provision equal to at least 12-month ECL.
\n \n\n Stage 2\n
\n \nFinancial assets that have had a SICR since initial recognition but that do not have objective evidence of impairment are classified as Stage 2. For these assets, lifetime ECL is recognised, being the expected credit losses that result from default events among the Stage 2 population over the expected life of the financial instrument.
\n \nIFRS 9 does not define SICR but incorporates a rebuttable presumption that SICR has occurred when an exposure is greater than 30 days past due. The Group did not rebut this presumption for any portfolio.
\n \nAt each reporting date, the Group has relied on the following measures to identify a SICR in relation to an exposure since origination, and classification as Stage 2 within the IFRS 9 ECL framework:
\n \nThe assessment of SICR is performed on a relative basis and is symmetrical in nature, allowing credit risk of financial assets to move back to Stage 1 if the increase in credit risk since origination has reduced and is no longer deemed to be significant.
\n \n| \n \n Transition from Stage 3 to Stage 2\n \n | \n
| \n Movements between Stage 2 and Stage 3 are based on whether financial assets meet the definition of default as at the reporting date. \n | \n
| \n Certain long-term forbearance treatments may transition from Stage 3 to Stage 2 in line with the definition of default but would not be expected to transition from Stage 2 to Stage 1 without an unwind of the forbearance treatment e.g. part capital and interest treatments. \n | \n
| \n \n Transition from Stage 2 to Stage 1\n \n | \n
| \n Exposures that are no longer 30 days past due do not transition automatically to Stage 1 (i.e. without probation) and other criteria needs to be met. \n | \n
| \n Forborne exposures where certain criteria are met transition from Stage 2 to Stage 1 (e.g. no longer classified as EBA forborne). \n | \n
\n Stage 3\n
\n \nFinancial assets that have objective evidence of impairment at the reporting date are classified as Stage 3, i.e. are credit impaired. For these assets, lifetime ECL is recognised.
\n \nThe definition of default used in the measurement of ECL for IFRS 9 purposes is aligned to the regulatory definition of default used by the Group for credit risk management purposes, and which has been approved for use for capital management. For the Group\u2019s main Mortgage Portfolio, the definition of default approved for use under the Targeted Review of Internal Models (TRIM) from 31 December 2018 is also applied under IFRS 9. This definition of default has been designed to comply with the Regulatory requirements and guidelines on default, NPLs and forbearance.
\n \nIFRS 9 does not define default but incorporates a rebuttable presumption that default has occurred when an exposure is greater than 90 days past due. The Group did not rebut this presumption for any portfolio.
\n \nUnder the Group\u2019s definition of default, an exposure is considered defaulted and is classified as Stage 3 credit-impaired where an account is greater than 90 days past due on any material credit obligation or is otherwise assessed as unlikely to pay. Where a material amount of principal or interest remains outstanding at the reporting date, the counting of days past due commences from the first date that a payment, or part thereof, met materiality thresholds and became overdue.
\n \nKey indicators of unlikely to pay include:
\n \n\n Exception to the general three stage impairment model\n
\n \nPurchased or Originated Credit Impaired (POCI) are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted effective interest rate (EIR) basis. ECLs are only recognised or released to the extent that there is a subsequent change in expected credit losses.
\n \n\n Low credit risk exemption\n
\n \nA low risk exemption can be availed of for financial instruments under IFRS 9 for which the Group can demonstrate objective evidence that these financial instruments are not subject to a SICR.
\n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n\n Modified financial assets\n
\n \nWhere a financial asset is modified or an existing financial asset is replaced with a new one, an assessment is made to determine if the financial asset should be derecognised. If the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition. If the terms are not substantially different, the modification does not result in derecognition and the date of origination continues to be used to determine SICR.
\n \n\n ECL Framework\n
\n \nThe Group\u2019s IFRS 9 models leverage, where possible, the systems and data that are used to calculate risk weighted assets for regulatory capital (IRB) purposes. In particular, key concepts such as the definition of default and measurement of credit risk (i.e. ranking of exposures for risk) have been aligned across the impairment (accounting) and IRB frameworks. IFRS 9 models, however, differ from IRB models in a number of conceptual ways (e.g. the use of \u2018through the cycle\u2019 (TTC) for IRB versus \u2018point in time\u2019 for IFRS 9 inputs, 12 month ECL time horizon for IRB versus lifetime for IFRS 9 Stages 2 & 3) and, as a result, the Group did not leverage the outputs of its IRB models, but instead developed statistical models, which are based on the IRB scorecards but otherwise tailored to the requirements of IFRS 9.
\n \n\n Measurement\n
\n \nFor all material portfolios, the Group has adopted an ECL framework that is cognisant of industry best practice, and reflects a component approach using Probability of Default (PD), Loss Given Default (LGD) and Exposure at Default (EAD) components calibrated for IFRS 9 purposes. To adequately capture life-time expected loss, the Group also models early redemptions as a separate component in the ECL calculation.
\n \n\n \n IFRS 9 PD\n \n
\n \nFor estimating 12 month and lifetime default, the Group applies a statistical model methodology that allows the Group to estimate the risk that a loan will default at a given point in time by grouping exposures with similar risk characteristics and measuring the historic rate of default for exposures of this type. This technique effectively provides a TTC measure of likelihood of default. The Group then applies an economic response model to reflect current and future expected macroeconomic conditions.
\n \nBehavioural scorecards with key loan performance indicators for each customer are used for the purpose of grouping exposures with similar risk characteristics as described above. A PD is calculated for each group (referred to as risk grades) which drives the PD for the ECL process. All components of PD, risk grade, Observed Default Rates (ODR) and the economic response model are independently monitored by the Group\u2019s Model Risk Team to confirm ongoing fitness for purpose.
\n \n\n \n IFRS 9 LGD\n \n
\n \nFor the Group\u2019s key mortgage portfolios, the LGD model assumes that the Group will have recourse to collateral in the event that an exposure fails to return to a performing state. The IFRS 9 LGD model incorporates the probability of each defaulted account returning to performing together with the estimated loss rate should they return to performing and the estimated loss rate should they fail to return to performing. The Group has the same approach for LGD estimation for both 12 month and lifetime. As part of the Group\u2019s redevelopment of the IFRS 9 Mortgage LGD model during 2025, it was determined that the chosen modelling approach, which is aligned more closely with the Group\u2019s forward looking NPL strategy, did not appropriately capture the risk of elevated loss outcomes for a legacy cohort of aged Stage 3 exposures. The ECL on this cohort is determined through a non-modelled approach by the application of a Discounted Cash Flow (DCF) measurement method which takes into account current and expected payment patterns and assumptions with respect to collateral recoverability.
\n \n\n \n IFRS 9 EAD\n \n
\n \nFor performing loans, the EAD is calculated for each future period based on the projected loan balance (after expected capital and interest payments) at that future period. A Credit Conversion Factor (CCF) is then applied to calculate the percentage increase in balance from the point of observation to the point of default including accrued missed interest payments and any related charges. The CCF is segmented by the accounts\u2019 repayment type.
\n \n\n Expected life\n
\n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by management actions. For instruments in Stage 2 or Stage 3, loss allowances will cover expected credit losses over the expected remaining life of the instrument.
\n \n\n Effective Interest Rate\n
\n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted effective interest rate\u2019 for POCI financial assets) or an approximation thereof. For undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n \n\n Write-off policy\n
\n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off of financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n\n Governance\n
\n \nThe Group has a detailed framework of policies governing development, monitoring and validation of Models. Model Governance Committee (MGC) oversees the execution of this framework and approves model developments and notes model validation reports prior to their consideration by the GRC and/or the ALCo and the BRCC, where appropriate.
\n \nThe GCC is responsible for oversight of changes to credit policies, data or management judgement in impairment model parameters and overlay adjustments to modelled ECL outcomes. The Impairment Reporting Review Forum (IRRF), a sub-committee of the GCC, is accountable for the review and recommendation for approval of the monthly and cumulative year-to-date actual impairment charge for the Group.
\n \nIFRS 9 ECL methodologies are subject to formal review by IRRF and approval by the GCC on a monthly basis and by the BRCC on a half-yearly basis. The adequacy of ECL allowance is reviewed by the BAC on a half-yearly basis.
\n \n\n Forward Looking Information (FLI)\n
\n \nIFRS 9 requires an unbiased and probability weighted estimate of credit losses by evaluating a range of possible outcomes that incorporates forecasts of future economic conditions. Macroeconomic factors and FLI are required to be incorporated into the measurement of ECL as well as the determination of whether there has been a SICR since origination.
\n \n\n \n Measurement of ECLs at each reporting period should reflect reasonable and supportable information.\n \n
\n \nThe requirement to incorporate a range of unbiased future economic scenarios, including macroeconomic factors, is a distinctive feature of the ECL accounting framework, which increases both the level of complexity and judgement in the measurement of allowance for IFRS 9 credit losses.
\n \nThe Group incorporates a number of macroeconomic impacts and scenarios into the ECL models.
\n \nThe process to determine the FLI applied in the ECL models leverages existing ICAAP processes while recognising that IFRS 9 scenarios are not stress scenarios. The methodology to incorporate multiple economic scenarios into the ECL models considers, amongst other things, the Group\u2019s strategic planning process, the views of policy makers on longer term economic prospects and key macroeconomic risks. The Group has referenced publicly available information for key macroeconomic indicators including the Residential Property Price Index (RPPI), unemployment, interest rates, GDP and publicly available external macroeconomic forecasts including from the Department of Finance (DoF), the Central Bank of Ireland, the ESRI, the European Commission and the IMF. The Group employs the services of an independent economist to determine forecast macroeconomic scenarios. The governance and oversight process includes the review and challenge by ALCo of FLI and its onward recommendation to the BRCC for approval.
\n \nIn general, a review and update of macroeconomic variables takes place at least bi-annually. Macroeconomic scenarios were most recently updated in December 2025. The Group adopts a minimum of three macroeconomic scenarios for ECL purposes, a four scenario approach is applied for residential mortgages and a three scenario approach is maintained for non-residential mortgage portfolios (see note 2, Critical accounting estimates and judgements for further detail).
\n \nIRRF reviews the scenario probabilities and recommends their use ahead of ALCo\u2019s subsequent recommendation to the BRCC for approval. Applying statistical techniques combined with expert credit judgement, the Group then formulates an unbiased probability weighted estimate of ECL at the reporting date (see note 2, Critical accounting estimates and judgements for further detail).
\n \n\n Expert Credit Judgement\n
\n \nIn line with the requirements of the standard, the Group\u2019s ECL accounting framework methodology requires the Group to apply its experienced credit judgement in estimating ECL. At 31 December 2025, the impairment provision includes management adjustment in respect of impairment model parameters, adjustments to modelled outcomes and ECL non-modelled measurement for a cohort of aged defaults in Stage 3 (see note 2, Critical accounting estimates and judgements for further detail).
\n \n\n 21. Impairment provisions\n
\n \n\n Loans and advances to customers\n
\n \nThe following tables reflect non-performing loans for which ECL provisions are held and include an analysis of Stage 1, Stage 2 and Stage 3 ECL provisions across the Loans and advances to customers portfolio.
\n \nThe non-performing loan balance as at 31 December 2025 was \u20ac308m (31 December 2024: \u20ac382m). Refer to note 36 (iv) for aging analysis of non-performing loans.
\n \n| \n | \n\n | \n\n | \n\n | \n\n \n ECL provisions\n \n | \n \n | \n|||
| \n \n 31 December 2025\n \n | \n \n \n Loans and advances to customers\n \n | \n \n \n of which NPLs \n \n | \n \n \n NPL % of total loans\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n \n \n Total ECL provisions as % of total loans\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n %\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n % \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Residential: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - Home loans \n | \n \n \n 20,249\n \n | \n \n \n 215\n \n | \n \n \n 1.1%\n \n | \n \n \n 14\n \n | \n \n \n 61\n \n | \n \n \n 81\n \n | \n \n \n 156\n \n | \n \n \n 0.8%\n \n | \n
| \n - Buy-to-let \n | \n \n \n 376\n \n | \n \n \n 43\n \n | \n \n \n 11.4%\n \n | \n \n \n -\n \n | \n \n \n 22\n \n | \n \n \n 23\n \n | \n \n \n 45\n \n | \n \n \n 12.0%\n \n | \n
| \n Commercial* \n | \n \n \n 557\n \n | \n \n \n 21\n \n | \n \n \n 3.8%\n \n | \n \n \n 3\n \n | \n \n \n 43\n \n | \n \n \n 11\n \n | \n \n \n 57\n \n | \n \n \n 10.2%\n \n | \n
| \n Consumer finance \n | \n \n \n 607\n \n | \n \n \n 21\n \n | \n \n \n 3.5%\n \n | \n \n \n 8\n \n | \n \n \n 17\n \n | \n \n \n 18\n \n | \n \n \n 43\n \n | \n \n \n 7.1%\n \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n \n 472\n \n | \n \n \n 8\n \n | \n \n \n 1.7%\n \n | \n \n \n 10\n \n | \n \n \n 3\n \n | \n \n \n 6\n \n | \n \n \n 19\n \n | \n \n \n 4.0%\n \n | \n
| \n Total gross loans \n | \n \n \n 22,261\n \n | \n \n \n 308\n \n | \n \n \n 1.4%\n \n | \n \n \n 35\n \n | \n \n \n 146\n \n | \n \n \n 139\n \n | \n \n \n 320\n \n | \n \n \n 1.4%\n \n | \n
| \n Impairment provision \n | \n \n \n (320)\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deferred fees, discounts and business combination related fair value adjustments \n | \n \n \n 308\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Balance as at 31 December 2025\n \n | \n \n \n 22,249\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n| \n | \n\n | \n\n | \n\n | \n\n \n ECL provisions\n \n | \n \n | \n|||
| \n \n 31 December 2024\n \n | \n \n \n Loans and advances to customers\n \n | \n \n \n of which NPLs \n \n | \n \n \n NPL % of total loans\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n \n \n Total ECL provisions as % of total loans\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n %\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n % \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Residential: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - Home loans \n | \n \n 19,539 \n | \n \n 259 \n | \n \n 1.3% \n | \n \n 98 \n | \n \n 38 \n | \n \n 73 \n | \n \n 209 \n | \n \n 1.1% \n | \n
| \n - Buy-to-let \n | \n \n 464 \n | \n \n 71 \n | \n \n 15.3% \n | \n \n 2 \n | \n \n 43 \n | \n \n 31 \n | \n \n 76 \n | \n \n 16.4% \n | \n
| \n Commercial* \n | \n \n 493 \n | \n \n 24 \n | \n \n 4.9% \n | \n \n 5 \n | \n \n 36 \n | \n \n 9 \n | \n \n 50 \n | \n \n 10.1% \n | \n
| \n Consumer finance \n | \n \n 553 \n | \n \n 20 \n | \n \n 3.6% \n | \n \n 8 \n | \n \n 14 \n | \n \n 16 \n | \n \n 38 \n | \n \n 6.9% \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n 466 \n | \n \n 8 \n | \n \n 1.7% \n | \n \n 10 \n | \n \n 3 \n | \n \n 6 \n | \n \n 19 \n | \n \n 4.1% \n | \n
| \n Total gross loans \n | \n \n 21,515 \n | \n \n 382 \n | \n \n 1.8% \n | \n \n 123 \n | \n \n 134 \n | \n \n 135 \n | \n \n 392 \n | \n \n 1.8% \n | \n
| \n Impairment provision \n | \n \n (392) \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deferred fees, discounts and business combination related fair value adjustments \n | \n \n 300 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Balance as at 31 December 2024 \n | \n \n 21,423 \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \nA reconciliation of the provision for impairment losses or releases for Loans and advances to customers is as follows:
\n \n| \n \n 2025\n \n | \n \n \n Residential mortgages\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Total by portfolio\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 1 January 2025\n \n | \n \n \n 285\n \n | \n \n \n 50\n \n | \n \n \n 38\n \n | \n \n \n 19\n \n | \n \n \n 392\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n \n (11)\n \n | \n \n \n (2)\n \n | \n \n \n (2)\n \n | \n \n \n (2)\n \n | \n \n \n (17)\n \n | \n
| \n Net remeasurement of loss allowance \n | \n \n \n (45)\n \n | \n \n \n (4)\n \n | \n \n \n 4\n \n | \n \n \n (5)\n \n | \n \n \n (50)\n \n | \n
| \n Loan originations \n | \n \n \n 4\n \n | \n \n \n 13\n \n | \n \n \n 6\n \n | \n \n \n 8\n \n | \n \n \n 31\n \n | \n
| \n \n Net movement excluding derecognition\n \n | \n \n \n (52)\n \n | \n \n \n 7\n \n | \n \n \n 8\n \n | \n \n \n 1\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n \n (26)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (26)\n \n | \n
| \n Derecognition-repossessions \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Derecognition-write offs** \n | \n \n \n (6)\n \n | \n \n \n -\n \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (10)\n \n | \n
| \n \n Derecognition\n \n | \n \n \n (32)\n \n | \n \n \n -\n \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 31 December 2025***\n \n | \n \n \n 201\n \n | \n \n \n 57\n \n | \n \n \n 43\n \n | \n \n \n 19\n \n | \n \n \n 320\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net movement excluding derecognition (from above) \n | \n \n | \n\n | \n\n | \n\n | \n\n \n (36)\n \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n | \n\n \n (6)\n \n | \n
| \n Other Movements**** \n | \n \n | \n\n | \n\n | \n\n | \n\n \n 3\n \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n | \n\n \n -\n \n | \n
| \n \n Impairment write-back on customer Loans and advances for the year ended 31 December 2025\n \n | \n \n | \n\n | \n\n | \n\n | \n\n \n (39)\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n** The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation.
\n \n*** Closing ECL incorporates ECL of \u20ac1m on loan commitments.
\n \n**** Includes provisions on loan commitments where there is no recognised financial asset (\u20ac2m) and costs in respect of deleveraging (\u20ac1m).
\n \n| \n \n 2024\n \n | \n \n \n Residential mortgages\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Total by portfolio \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n ECL as at 1 January 2024 \n | \n \n 451 \n | \n \n 66 \n | \n \n 33 \n | \n \n 20 \n | \n \n 570 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n (28) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (28) \n | \n
| \n Net remeasurement of loss allowance \n | \n \n (35) \n | \n \n (20) \n | \n \n 3 \n | \n \n (8) \n | \n \n (60) \n | \n
| \n Loan originations \n | \n \n 28 \n | \n \n 14 \n | \n \n 5 \n | \n \n 8 \n | \n \n 55 \n | \n
| \n Net movement excluding derecognition \n | \n \n (35) \n | \n \n (6) \n | \n \n 8 \n | \n \n - \n | \n \n (33) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n (124) \n | \n \n (9) \n | \n \n - \n | \n \n - \n | \n \n (133) \n | \n
| \n Derecognition-repossessions \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Derecognition-write offs** \n | \n \n (7) \n | \n \n (1) \n | \n \n (3) \n | \n \n (1) \n | \n \n (12) \n | \n
| \n Derecognition \n | \n \n (131) \n | \n \n (10) \n | \n \n (3) \n | \n \n (1) \n | \n \n (145) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n ECL as at 31 December 2024*** \n | \n \n 285 \n | \n \n 50 \n | \n \n 38 \n | \n \n 19 \n | \n \n 392 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net movement excluding derecognition (from above) \n | \n \n | \n\n | \n\n | \n\n | \n\n (33) \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n | \n\n (11) \n | \n
| \n Other movements**** \n | \n \n | \n\n | \n\n | \n\n | \n\n 13 \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n | \n\n 1 \n | \n
| \n Impairment write-back on Loans and advances to customers for the year ended 31 December 2024 \n | \n \n | \n\n | \n\n | \n\n | \n\n (30) \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n** The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation.
\n \n*** Closing ECL incorporates ECL of \u20ac12m on loan commitments.
\n \n**** Includes impairment charge on deleveraging (\u20ac9m) and provisions on loan commitments where there is no recognised financial asset (\u20ac4m).
\n \n| \n \n 2025\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Total by stage\n \n | \n \n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 1 January 2025\n \n | \n \n \n 123\n \n | \n \n \n 134\n \n | \n \n \n 135\n \n | \n \n \n 392\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Transfer to Stage 1 \n | \n \n \n 20\n \n | \n \n \n (19)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n
| \n Transfer to Stage 2 \n | \n \n \n (12)\n \n | \n \n \n 22\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n
| \n Transfer to Stage 3 \n | \n \n \n -\n \n | \n \n \n (6)\n \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n
| \n \n Stage transfers\n \n | \n \n \n 8\n \n | \n \n \n (3)\n \n | \n \n \n (5)\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n \n (6)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n (16)\n \n | \n
| \n Net remeasurement of loss allowance \n | \n \n \n (101)\n \n | \n \n \n 5\n \n | \n \n \n 44\n \n | \n \n \n (52)\n \n | \n
| \n Loan originations \n | \n \n \n 11\n \n | \n \n \n 20\n \n | \n \n \n 1\n \n | \n \n \n 32\n \n | \n
| \n \n Net movement excluding derecognition\n \n | \n \n \n (96)\n \n | \n \n \n 15\n \n | \n \n \n 45\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (26)\n \n | \n \n \n (26)\n \n | \n
| \n Derecognition-repossessions \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Derecognition-write offs* \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (10)\n \n | \n \n \n (10)\n \n | \n
| \n \n Derecognition\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (36)\n \n | \n \n \n (36)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n ECL as at 31 December 2025**\n \n | \n \n \n 35\n \n | \n \n \n 146\n \n | \n \n \n 139\n \n | \n \n \n 320\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Net movement excluding derecognition (from above)\n \n | \n \n | \n\n | \n\n | \n\n \n (36)\n \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n \n (6)\n \n | \n
| \n Other Movements*** \n | \n \n | \n\n | \n\n | \n\n \n 3\n \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n \n -\n \n | \n
| \n \n Impairment write-back on Loans and advances to customers for the year ended 31 December 2025\n \n | \n \n | \n\n | \n\n | \n\n \n (39)\n \n | \n
* The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write off may be earlier than collateral realisation.
\n \n** Closing ECL incorporates ECL of \u20ac1m on loan commitments.
\n \n*** Includes provisions on loan commitments where there is no recognised financial asset (\u20ac2m) and costs in respect of deleveraging (\u20ac1m).
\n \n| \n \n 2024\n \n | \n \n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Total by stage \n | \n \n | \n\n | \n\n | \n\n | \n
| \n ECL as at 1 January 2024 \n | \n \n 165 \n | \n \n 164 \n | \n \n 241 \n | \n \n 570 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Transfer to Stage 1 \n | \n \n 23 \n | \n \n (22) \n | \n \n (1) \n | \n \n - \n | \n
| \n Transfer to Stage 2 \n | \n \n (13) \n | \n \n 22 \n | \n \n (9) \n | \n \n - \n | \n
| \n Transfer to Stage 3 \n | \n \n (1) \n | \n \n (10) \n | \n \n 11 \n | \n \n - \n | \n
| \n Stage transfers \n | \n \n 9 \n | \n \n (10) \n | \n \n 1 \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n (6) \n | \n \n (15) \n | \n \n (7) \n | \n \n (28) \n | \n
| \n Net remeasurement of loss allowance \n | \n \n (79) \n | \n \n (24) \n | \n \n 43 \n | \n \n (60) \n | \n
| \n Loan originations \n | \n \n 34 \n | \n \n 20 \n | \n \n 1 \n | \n \n 55 \n | \n
| \n Net movement excluding derecognition \n | \n \n (51) \n | \n \n (19) \n | \n \n 37 \n | \n \n (33) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derecognition-disposals \n | \n \n - \n | \n \n - \n | \n \n (133) \n | \n \n (133) \n | \n
| \n Derecognition-repossessions \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Derecognition-write offs* \n | \n \n - \n | \n \n (1) \n | \n \n (11) \n | \n \n (12) \n | \n
| \n Derecognition \n | \n \n - \n | \n \n (1) \n | \n \n (144) \n | \n \n (145) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n ECL as at 31 December 2024** \n | \n \n 123 \n | \n \n 134 \n | \n \n 135 \n | \n \n 392 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net movement excluding derecognition (from above) \n | \n \n | \n\n | \n\n | \n\n (33) \n | \n
| \n Interest income booked but not recognised \n | \n \n | \n\n | \n\n | \n\n (11) \n | \n
| \n Other Movements*** \n | \n \n | \n\n | \n\n | \n\n 13 \n | \n
| \n Write offs net of recoveries \n | \n \n | \n\n | \n\n | \n\n 1 \n | \n
| \n Impairment write-back on Loans and advances to customers for the year ended 31 December 2024 \n | \n \n | \n\n | \n\n | \n\n (30) \n | \n
* The Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write off may be earlier than collateral realisation.
\n \n** Closing ECL incorporates ECL of \u20ac12m on loan commitments.
\n \n*** Includes impairment charge on deleveraging (\u20ac9m) and provisions on loan commitments where there is no recognised financial asset (\u20ac4m).
\n \n\n Modified Financial Assets \n
\n \nThere have been no significant modified financial assets for which the loss allowance has changed from lifetime to 12-month ECL at 31 December 2025 and 31 December 2024.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfAllowanceForCreditLossesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfLiquidityRiskExplanatory0": { "value": "\n\n 3.2 Funding and Liquidity Risk - audited\n
\n \nFunding Risk is the risk that the Group is not able to achieve its target funding mix, is too dependent on particular funding instruments, funding sources (retail/wholesale) or funding tenors, fails to meet regulatory requirements and, in extremis, is not able to access funding markets or can only do so at excessive cost and/or Liquidity Risk.
\n \nLiquidity Risk is the risk that the Group has insufficient funds to meet its financial obligations and regulatory requirements as and when they arise either through inability to access funding sources or monetise liquid assets.
\n \nThese risks are inherent in banking operations and can be heightened by a number of factors, including over-reliance on a particular funding source or product type, changes in credit ratings or market dislocation.
\n \nThe level of risk is dependent on the composition of the balance sheet, the maturity profile and the quantum and quality of the liquidity buffer. It is likely that these risks would be further exacerbated in times of stress. Given the nature of the Group\u2019s retail focus which stems from its business model, liquidity and funding risk will arise naturally due to the maturity transformation of primarily short-term deposits into longer term loans. With 92% of the balance sheet being deposit funded at the year end, exposure to a deposit run represents the primary liquidity and funding risk.
\n \n| \n \n The following information has not been subject to audit by the Group\u2019s independent auditor.\n \n\n (i) Regulatory Compliance\n \nThe Group is required to comply with the liquidity requirements of the CBI and the full spectrum of European regulatory requirements including CRRIII, CRD VI and associated Delegated Acts such as the Liquidity Coverage Ratio (LCR) Delegated Act. \nThe primary ratios calculated and reported are the LCR and the Net Stable Funding Ratio (NSFR). In addition, supplementary liquidity and funding metrics are measured and monitored on a regular basis. \nUnder the Bank Recovery and Resolution Directive (BRRD), the Group is required to adhere to a binding Minimum Requirement for Own Funds and Eligible Liabilities (MREL) as determined by the CBI, which represents a quantification of the eligible liabilities required to act as a buffer in the event of a resolution scenario. The Group has a senior unsecured issuance strategy to ensure ongoing compliance with the MREL requirement. \n | \n
\n (ii) Risk Management, Measurement and Monitoring\n
\n \nGroup Treasury are responsible for the day-to-day management of the Group\u2019s liquidity position and ensuring compliance with the regulatory requirements. In carrying out this responsibility, the principal objective is to ensure that adequate liquid assets are available at all times to meet the operational and strategic liquidity needs of the Group under both normal and stressed conditions. Liquidity management focuses on the overall balance sheet structure together with the control of risks arising from the mismatch in contracted maturities of assets and liabilities, undrawn commitments and other contingent liabilities.
\n \nLiquidity risk is measured on a daily basis using a range of metrics against the internally- as well as regulatory prescribed limit framework. The Group primarily monitors its liquidity position through the LCR. The objective of the LCR is to promote the short-term resilience of the liquidity risk profile of banks. It achieves this by ensuring that banks have an adequate stock of unencumbered high-quality liquid assets (HQLA) that can be converted easily and immediately in private markets into cash in order to meet the liquidity needs for a 30-calendar day liquidity stress scenario.
\n \nNSFR and Liquidity Stress Survivability constitute additional core liquidity and funding metrics within the overarching Liquidity and Funding Risk Management Framework that are measured, monitored and reported within the Group.
\n \nThe Group also actively monitors a comprehensive suite of Risk Appetite metrics consisting of Key Risk Indicators (KRIs) and Early Warning Indicators (EWIs) covering a range of market wide and Group specific events. The purpose of these metrics is to provide forewarning of any potential liquidity trigger events, ensuring the Group has sufficient time to intervene and mitigate any emerging risk.
\n \nThe Contingency Funding Plan (CFP) outlines the strategy and action plan to address liquidity crisis events. The CFP identifies processes and actions incremental to the existing daily liquidity risk management and reporting framework to assist in making timely, well-informed decisions.
\n \nStress testing forms a key pillar of the overall liquidity and funding risk framework and is conducted from both an economic and normative perspective (as guided by the EBA). Overall, the Group takes a prudent approach in setting the inflow and outflow parameters at a level which is appropriate for each stress scenario with due consideration of the Group\u2019s business model, liquidity and funding risk exposures and the liquidity risk drivers, including those outlined in the EBA SREP Guidelines. The stress testing framework is designed to reflect the liquidity and funding impact under idiosyncratic, systemic and combined stresses.
\n \nThe full suite of liquidity and funding metrics and stress test results are regularly reported to the ALCo, the BRCC and the Board.
\n \nIn addition, the Group Internal Liquidity Adequacy Assessment Process (ILAAP) provides a holistic view of the Group\u2019s liquidity adequacy. The ILAAP examines both the short and long term liquidity position relative to the internal and regulatory limits. Through the ILAAP, the Board attests to the adequacy of the Group\u2019s liquidity position and risk management processes on an annual basis.
\n \n\n (iii) Liquidity Risk Management Framework\n
\n \nThe exposure to liquidity and funding risk is governed by the Group\u2019s Liquidity and Funding Risk Management Framework and underlying policies, RAS and associated limits. The framework and policies are designed to comply with regulatory standards with the objective of ensuring the Group holds sufficient counterbalancing capacity to meet its obligations, including deposit withdrawals and funding commitments, as and when they fall due under both normal and stressed conditions. The process establishes quantitative rules and targets in relation to the measurement and monitoring of liquidity risk. The Liquidity and Funding Risk Management Framework is approved by the BRCC on the recommendation of the ALCo. The effective operation of liquidity policies are delegated to the ALCo, while Group Risk and GIA functions provide further oversight and challenge and ensure compliance with the Framework.
\n \nThe Liquidity and Funding Risk Management Framework outlines the mechanisms by which liquidity and funding risk is managed within the Board approved Risk Appetite and is in line with the overarching liquidity and funding risk principles as follows:
\n \n\n (iv) Minimum Liquidity Levels\n
\n \nThe Group maintains a sufficient liquidity buffer comprising both unencumbered HQLA and non-HQLA liquidity capacity to meet LCR and stress testing requirements.
\n \nThe Group measures and monitors the NSFR which is designed to limit over-reliance on short-term funding and promote longer-term stable funding sources.
\n \n\n (v) Liquidity Risk Factors\n
\n \nOver-reliance and concentration on any one particular funding source can lead to a heightened liquidity impact during a period of stress. The Group relies on customer deposits to fund its loan portfolio. The ongoing availability of these deposits may be subject to fluctuations due to factors such as the confidence of depositors in the Group, and other factors outside the Group\u2019s control including, for example, macroeconomic conditions in Ireland, confidence of depositors in the economy in general and the financial services industry, specifically the competition for deposits from other financial institutions.
\n \nThe availability and extent of deposit guarantees are of particular importance especially for a Retail bank. The Irish Deposit Guarantee Scheme (DGS) protects deposits up to a balance of \u20ac100,000. The national DGS together with the establishment of the European Deposit Insurance Fund is designed to maintain depositor confidence and protect against a potential deposit run. A significant change to the operation of the DGS could adversely affect the Group\u2019s ability to retain deposits under a severe stress event.
\n \nThe Group remains active in capital markets, be it secured or unsecured transactions, and any restrictions on the Group\u2019s access to capital markets could pose a threat to the overall funding position. The inability to adequately diversify the funding base could lead to over concentration on the remaining funding sources.
\n \nThe Group maintains a significant liquidity buffer split between HQLA (sovereign and covered bonds), deposits placed with the Central Bank and ECB eligible retained securitisations which can be monetised quickly to safeguard against a liquidity event. While the quantum of the buffer is sufficient to provide capacity to withstand a significant liquidity stress event there is a concentration in Irish-based assets which could reduce overall capacity in the event of an idiosyncratic Irish stress event.
\n \nA clear and defined strategy has been developed to ensure an encumbrance level consistent with its economic plan is maintained by the Group. Disruption to unsecured funding sources and a requirement to revert to an overreliance on secured funding channels could potentially pose a threat to this ratio and unsecured creditors.
\n \nA series of liquidity and funding EWIs are in place in order to alert the Group to any potential liquidity trigger event therefore allowing sufficient time for mitigating actions to be taken.
\n \n\n (vi) Credit Ratings\n
\n \nThe Group\u2019s credit ratings have been subject to change and may change in the future, which could affect its cost or access to sources of financing and liquidity. In particular, any future reductions in long-term or short-term credit ratings could: further increase borrowing costs; adversely affect access to liquidity; require the Group to replace funding losses arising from a downgrade, which may include a loss of customer deposits; limit access to capital and money markets; and trigger additional collateral requirements in secured funding arrangements and derivatives contracts. These issues are factored into the Group\u2019s liquidity stress testing.
\n \nIn May 2025, Fitch upgraded PTSB Group Holdings to \u2018BBB\u2019; and upgraded PTSB Plc to \u2018BBB+\u2019, assigning a \u2018Stable\u2019 outlook to both entities. The upgrades reflect Fitch\u2019s positive assessment of the Group\u2019s strong asset quality and risk profile, alongside stable deposit funding, capitalisation and profitability.
\n \nIn September 2025, Moody\u2019s reaffirmed the existing ratings of \u2018Baa1\u2019 for PTSB Group Holdings and \u2018A1\u2019 for PTSB plc, and maintained a \u2018Stable outlook for both. Moody\u2019s updated credit analysis highlighted the Group\u2019s low asset risk, significantly improving profitability, strong capitalisation and liquidity profile.
\n \nTogether, this reinforces PTSB Group Holdings\u2019 and PTSB plc\u2019s firmly established investment grade status with both rating agencies. This is expected to have a continued benefit to the Bank\u2019s access to potential investor base and support the Bank in reducing the relative cost of future issuances.
\n \n\n \n The table below set out the Long-Term Credit Ratings for PTSB Group Holdings and PTSB plc.\n \n
\n \n| \n \n Agency\n \n | \n \n \n PTSB Group Holdings\n \n | \n \n \n PTSB plc\n \n | \n \n \n Outlook\n \n | \n
| \n Moody\u2019s \n | \n \n \u2018Baa1\u2019 \n | \n \n \u2018A1\u2019 \n | \n \n Stable \n | \n
| \n Fitch \n | \n \n \u2018BBB\u2019 \n | \n \n \u2018BBB+\u2019 \n | \n \n Stable \n | \n
\n 36. Financial risk management\n
\n \n \n \n\n Maximum exposure to credit risk before collateral held or other credit enhancements\n
\n \n \n \nThe following table outlines the maximum exposure to credit risk before collateral held or other credit enhancements in respect of the Group\u2019s financial assets as at the SOFP date.
\n \n \n \n| \n | \n\n \n Note\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n 23 \n | \n
| \n Loans and advances to banks (iii) \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments (ii) \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n 7 \n | \n
| \n Debt securities (i) \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
| \n Loans and advances to customers (iv) \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n \n 29,503\n \n | \n \n 28,113 \n | \n
| \n Commitments \n | \n \n 41 \n | \n \n \n 1,554\n \n | \n \n 1,618 \n | \n
| \n | \n\n | \n\n \n 31,057\n \n | \n \n 29,731 \n | \n
\n The following tables outline the Group\u2019s exposure to credit risk by asset class\n
\n \n \n \n\n (i) Debt securities\n
\n \n \n \nThe Group is exposed to the credit risk on third parties where the Group holds debt securities (primarily sovereign debt). These exposures are subject to the limitations contained within Board approved policies, with sovereign debt restricted to those countries that have an External Credit Assessment Institution (ECAI) rating of investment grade.
\n \n \n \nThe following table gives an indication of the level of creditworthiness of the Group\u2019s debt securities and is based on the ratings prescribed by Moody\u2019s Investor Services Limited and Standard and Poor\u2019s for Belgian covered bond. There are no impaired debt securities as at 31 December 2025 or at 31 December 2024.
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,213\n \n | \n \n 726 \n | \n
| \n Aa1 \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Aa3 \n | \n \n \n 2,429\n \n | \n \n 2,116 \n | \n
| \n A3 \n | \n \n \n 1,137\n \n | \n \n 439 \n | \n
| \n Baa1 \n | \n \n \n -\n \n | \n \n 599 \n | \n
| \n Baa2 \n | \n \n \n 241\n \n | \n \n - \n | \n
| \n Baa3 \n | \n \n \n -\n \n | \n \n 155 \n | \n
| \n \n Total \n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
The following table discloses, by country, the Group\u2019s exposure to sovereign debt and corporate debt as at:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Country\n \n | \n \n | \n\n | \n
| \n Ireland \n | \n \n \n 1,604\n \n | \n \n 1,524 \n | \n
| \n EU \n | \n \n \n 1,012\n \n | \n \n 658 \n | \n
| \n Spain \n | \n \n \n 842\n \n | \n \n 599 \n | \n
| \n France \n | \n \n \n 721\n \n | \n \n 578 \n | \n
| \n Austria \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Portugal \n | \n \n \n 295\n \n | \n \n 439 \n | \n
| \n Italy \n | \n \n \n 241\n \n | \n \n 155 \n | \n
| \n Belgium \n | \n \n \n 220\n \n | \n \n 82 \n | \n
| \n Netherlands \n | \n \n \n 85\n \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n (ii) Derivative financial instruments\n
\n \n \n \nThe Group has executed standard ISDA agreements with all of its counterparties. The Group has also executed CSAs with all of its counterparties in respect of all derivative instruments to mitigate its credit risk. As part of these agreements, the Group exchanges collateral in line with movements in the market values of derivative positions daily. FX forward derivatives are settled gross. The Group manages its collateral derivative positions with counterparties on a net basis. The uncollateralised derivative positions are held with investment grade counterparties. The cumulative positive market value of derivative assets at 31 December 2025 was \u20ac24m (31 December 2024: \u20ac59m) which relates to fair value hedge interest rate swaps used to hedge interest rate risk on fixed rate debt securities in issue, subordinated liabilities, fixed rate retail mortgages and fixed rate retail deposits and trading interest rate swaps. See note 14 for further detail.
\n \n \n \n\n (iii) Loans and advances to banks\n
\n \n \n \nThe Group has a policy to ensure that, where possible, Loans and advances to banks are held with investment grade counterparties with any exceptions subject to prior approval by the BRCC. The following table gives an indication of the level of creditworthiness of the Group\u2019s Loans and advances to banks and is based on credit ratings aligned to recognised External Credit Assessment Institutions, including Moody\u2019s and S&P.
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating \n \n | \n \n | \n\n | \n
| \n AAA \n | \n \n \n 1,399\n \n | \n \n 1,887 \n | \n
| \n Aa1 \n | \n \n \n -\n \n | \n \n 23 \n | \n
| \n Aa2 \n | \n \n \n 38\n \n | \n \n 6 \n | \n
| \n Aa3 \n | \n \n \n 157\n \n | \n \n 125 \n | \n
| \n A1 \n | \n \n \n 66\n \n | \n \n 90 \n | \n
| \n A2 \n | \n \n \n 59\n \n | \n \n 71 \n | \n
| \n \n Total \n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
The following sections detail additional disclosures on asset quality.
\n \n \n \n\n (iv) Loans and advances to customers\n
\n \n \n \n\n Gross customer Loans and advances\n
\n \n \n \nThe tables below outline total Loans and advances to customers for the Group analysed by home loan, buy-to-let, commercial, consumer finance and finance leases and hire purchase receivables.
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n \n Measured at amortised cost\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Residential mortgages: \n | \n \n | \n\n | \n
| \n Home loan \n | \n \n \n 20,249\n \n | \n \n 19,539 \n | \n
| \n Buy-to-let \n | \n \n \n 376\n \n | \n \n 464 \n | \n
| \n \n Total residential mortgages\n \n | \n \n \n 20,625\n \n | \n \n 20,003 \n | \n
| \n Commercial* \n | \n \n \n 557\n \n | \n \n 493 \n | \n
| \n Consumer finance \n | \n \n \n 607\n \n | \n \n 553 \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n \n 472\n \n | \n \n 466 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Analysed by ECL staging:\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 19,296\n \n | \n \n 19,100 \n | \n
| \n Stage 2 \n | \n \n \n 2,657\n \n | \n \n 2,033 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n - \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Of which at the reporting date \n \n | \n \n | \n\n | \n
| \n Neither past due nor Stage 3 \n | \n \n \n 21,910\n \n | \n \n 21,081 \n | \n
| \n Past due but not Stage 3 \n | \n \n \n 43\n \n | \n \n 52 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n \n Of which are reported as non-performing loans\n \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Deferred fees, discounts and business combination related fair value adjustments\n \n | \n \n \n 308\n \n | \n \n 300 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n\n Past due but not Stage 3\n
\n \n \n \nThe following tables provide an aged analysis of home loan, buy-to-let and commercial mortgages which are past due but not Stage 3 (excludes consumer finance and finance leases and hire purchase receivables).
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n Fair value of collateral held \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \nCollateral held against residential mortgages is principally comprised of residential properties; their fair value has been estimated based upon the last actual valuation, adjusted to take into account subsequent movement in house prices and is capped at the lower of the loan balance or the valuation amount.
\n \n \n \n\n Non-performing loans\n
\n \n \n \nNon-performing loans (NPLs) are loans which are credit impaired or loans which are classified as defaulted in accordance with the Group\u2019s definition of default. The Group\u2019s definition of default considers objective indicators of default including the 90 days past due criterion, evidence of exercise of concessions or modifications to terms and conditions and is designed to be consistent with European Banking Authority (EBA) guidance on the definition of forbearance.
\n \n \n \nForeclosed assets are assets held on the balance sheet which are obtained by taking possession of collateral or by calling on similar credit enhancements.
\n \n \n \nNon-performing assets are defined as NPLs plus foreclosed assets.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n \n 98\n \n | \n \n \n 17\n \n | \n \n \n 15\n \n | \n \n \n 4\n \n | \n \n \n 3\n \n | \n \n \n 137\n \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n \n 41\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n \n 6\n \n | \n \n \n 2\n \n | \n \n \n 51\n \n | \n
| \n NPL is 1-2 years past due \n | \n \n \n 21\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n \n \n 2\n \n | \n \n \n 31\n \n | \n
| \n NPL is 2-5 years past due \n | \n \n \n 30\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 48\n \n | \n
| \n NPL is > 5 years past due \n | \n \n \n 25\n \n | \n \n \n 7\n \n | \n \n \n 4\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 41\n \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n Non-performing loans\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 308\n \n | \n
| \n \n Foreclosed assets\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n Non-performing assets\n \n | \n \n \n 216\n \n | \n \n \n 46\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 312\n \n | \n
| \n \n NPLs as % of gross loans\n \n | \n \n \n 1.1%\n \n | \n \n \n 11.4%\n \n | \n \n \n 3.8%\n \n | \n \n \n 3.5%\n \n | \n \n \n 1.7%\n \n | \n \n \n 1.4%\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n 113 \n | \n \n 29 \n | \n \n 17 \n | \n \n 6 \n | \n \n 4 \n | \n \n 169 \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n 55 \n | \n \n 10 \n | \n \n - \n | \n \n 4 \n | \n \n 2 \n | \n \n 71 \n | \n
| \n NPL is 1-2 years past due \n | \n \n 34 \n | \n \n 11 \n | \n \n 2 \n | \n \n 2 \n | \n \n 1 \n | \n \n 50 \n | \n
| \n NPL is 2-5 years past due \n | \n \n 30 \n | \n \n 12 \n | \n \n 1 \n | \n \n 3 \n | \n \n 1 \n | \n \n 47 \n | \n
| \n NPL is > 5 years past due \n | \n \n 27 \n | \n \n 9 \n | \n \n 4 \n | \n \n 5 \n | \n \n - \n | \n \n 45 \n | \n
| \n POCI \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Non-performing loans \n | \n \n 259 \n | \n \n 71 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 382 \n | \n
| \n Foreclosed assets \n | \n \n 2 \n | \n \n 5 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Non-performing assets \n | \n \n 261 \n | \n \n 76 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 389 \n | \n
| \n NPLs as % of gross loans \n | \n \n 1.3% \n | \n \n 15.3% \n | \n \n 4.9% \n | \n \n 3.6% \n | \n \n 1.7% \n | \n \n 1.8% \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \nNon-performing loans as a percentage of total Loans and advances was 1.4% at 31 December 2025, down from 1.8% at 31 December 2024. The reduction reflects lower new default flows during the year and the sale of the non-performing Glas 3.1 loan portfolio.
\n \n \n \n\n Total portfolio loss allowance: SOFP\n
\n \n \n \nThe tables below outline the ECL loss allowance total at 31 December 2025 and 31 December 2024 in respect of total customer Loans and advances.
\n \n \n \nThe impairment write-back in respect of the total Loans and advances for year ended 31 December 2025 was \u20ac39m, compared to a \u20ac30m write-back for the year ended 31 December 2024.
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Loss allowance - SOFP\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 35 \n \n | \n \n 123 \n | \n
| \n Stage 2 \n | \n \n \n 146 \n \n | \n \n 134 \n | \n
| \n Stage 3 \n | \n \n \n 139 \n \n | \n \n 135 \n | \n
| \n \n Total loss allowance\n \n | \n \n \n 320\n \n | \n \n 392 \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Provision coverage ratio*\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 0.2%\n \n | \n \n 0.6% \n | \n
| \n Stage 2 \n | \n \n \n 5.5%\n \n | \n \n 6.6% \n | \n
| \n Stage 3 \n | \n \n \n 45.0%\n \n | \n \n 35.4% \n | \n
| \n Total provisions/total loans \n | \n \n \n 1.4%\n \n | \n \n 1.8% \n | \n
* Provision coverage ratio is calculated as loss allowance/impairment provision as a percentage of gross loan balance.
\n \n \n \n\n Origination profile\n
\n \n \n \nLoan origination profile of the residential mortgage loan portfolio before provision for impairment:
\n \n \n \nThe table below illustrates that \u20ac1bn or 6% (31 December 2024: 8%) of the residential mortgage portfolio originated before 2006. Between 2006 and 2008 origination was \u20ac3bn or 14% (31 December 2024: 17%) of the residential mortgages. The remaining 80% (31 December 2024: 75%) of residential mortgages were originated between 2009 and 2025.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2002 and before \n | \n \n \n 5,311\n \n | \n \n \n 139\n \n | \n \n \n 296\n \n | \n \n \n 10\n \n | \n
| \n 2003 \n | \n \n \n 3,694\n \n | \n \n \n 153\n \n | \n \n \n 123\n \n | \n \n \n 8\n \n | \n
| \n 2004 \n | \n \n \n 5,648\n \n | \n \n \n 324\n \n | \n \n \n 148\n \n | \n \n \n 12\n \n | \n
| \n 2005 \n | \n \n \n 8,555\n \n | \n \n \n 678\n \n | \n \n \n 264\n \n | \n \n \n 24\n \n | \n
| \n 2006 \n | \n \n \n 11,543\n \n | \n \n \n 1,135\n \n | \n \n \n 341\n \n | \n \n \n 49\n \n | \n
| \n 2007 \n | \n \n \n 9,931\n \n | \n \n \n 1,111\n \n | \n \n \n 354\n \n | \n \n \n 56\n \n | \n
| \n 2008 \n | \n \n \n 6,309\n \n | \n \n \n 689\n \n | \n \n \n 233\n \n | \n \n \n 32\n \n | \n
| \n 2009 \n | \n \n \n 1,928\n \n | \n \n \n 172\n \n | \n \n \n 49\n \n | \n \n \n 4\n \n | \n
| \n 2010 \n | \n \n \n 734\n \n | \n \n \n 53\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n
| \n 2011 \n | \n \n \n 677\n \n | \n \n \n 51\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n 2012 \n | \n \n \n 1,073\n \n | \n \n \n 87\n \n | \n \n \n 11\n \n | \n \n \n 1\n \n | \n
| \n 2013 \n | \n \n \n 1,435\n \n | \n \n \n 127\n \n | \n \n \n 14\n \n | \n \n \n 1\n \n | \n
| \n 2014 \n | \n \n \n 2,496\n \n | \n \n \n 234\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n 2015 \n | \n \n \n 3,463\n \n | \n \n \n 355\n \n | \n \n \n 37\n \n | \n \n \n 3\n \n | \n
| \n 2016 \n | \n \n \n 4,115\n \n | \n \n \n 500\n \n | \n \n \n 44\n \n | \n \n \n 5\n \n | \n
| \n 2017 \n | \n \n \n 5,064\n \n | \n \n \n 690\n \n | \n \n \n 51\n \n | \n \n \n 6\n \n | \n
| \n 2018 \n | \n \n \n 6,529\n \n | \n \n \n 1,008\n \n | \n \n \n 53\n \n | \n \n \n 9\n \n | \n
| \n 2019 \n | \n \n \n 8,295\n \n | \n \n \n 1,401\n \n | \n \n \n 63\n \n | \n \n \n 10\n \n | \n
| \n 2020 \n | \n \n \n 6,778\n \n | \n \n \n 1,272\n \n | \n \n \n 49\n \n | \n \n \n 7\n \n | \n
| \n 2021 \n | \n \n \n 7,745\n \n | \n \n \n 1,646\n \n | \n \n \n 39\n \n | \n \n \n 7\n \n | \n
| \n 2022 \n | \n \n \n 8,712\n \n | \n \n \n 2,122\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2023 \n | \n \n \n 8,073\n \n | \n \n \n 2,063\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2024 \n | \n \n \n 6,892\n \n | \n \n \n 1,911\n \n | \n \n \n 7\n \n | \n \n \n 2\n \n | \n
| \n 2025 \n | \n \n \n 9,162\n \n | \n \n \n 2,704\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 134,162\n \n | \n \n \n 20,625\n \n | \n \n \n 2,246\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2001 and before \n | \n \n 4,110 \n | \n \n 91 \n | \n \n 251 \n | \n \n 7 \n | \n
| \n 2002 \n | \n \n 2,549 \n | \n \n 93 \n | \n \n 112 \n | \n \n 5 \n | \n
| \n 2003 \n | \n \n 4,077 \n | \n \n 191 \n | \n \n 149 \n | \n \n 11 \n | \n
| \n 2004 \n | \n \n 6,125 \n | \n \n 386 \n | \n \n 173 \n | \n \n 13 \n | \n
| \n 2005 \n | \n \n 10,033 \n | \n \n 793 \n | \n \n 332 \n | \n \n 34 \n | \n
| \n 2006 \n | \n \n 12,520 \n | \n \n 1,326 \n | \n \n 496 \n | \n \n 76 \n | \n
| \n 2007 \n | \n \n 10,755 \n | \n \n 1,276 \n | \n \n 452 \n | \n \n 79 \n | \n
| \n 2008 \n | \n \n 6,776 \n | \n \n 779 \n | \n \n 279 \n | \n \n 42 \n | \n
| \n 2009 \n | \n \n 2,056 \n | \n \n 190 \n | \n \n 61 \n | \n \n 6 \n | \n
| \n 2010 \n | \n \n 852 \n | \n \n 58 \n | \n \n 14 \n | \n \n 1 \n | \n
| \n 2011 \n | \n \n 731 \n | \n \n 58 \n | \n \n 7 \n | \n \n 1 \n | \n
| \n 2012 \n | \n \n 1,143 \n | \n \n 98 \n | \n \n 13 \n | \n \n 1 \n | \n
| \n 2013 \n | \n \n 1,549 \n | \n \n 143 \n | \n \n 17 \n | \n \n 2 \n | \n
| \n 2014 \n | \n \n 2,646 \n | \n \n 263 \n | \n \n 14 \n | \n \n 2 \n | \n
| \n 2015 \n | \n \n 3,709 \n | \n \n 397 \n | \n \n 38 \n | \n \n 3 \n | \n
| \n 2016 \n | \n \n 4,362 \n | \n \n 557 \n | \n \n 38 \n | \n \n 5 \n | \n
| \n 2017 \n | \n \n 5,348 \n | \n \n 763 \n | \n \n 42 \n | \n \n 7 \n | \n
| \n 2018 \n | \n \n 6,911 \n | \n \n 1,116 \n | \n \n 56 \n | \n \n 8 \n | \n
| \n 2019 \n | \n \n 8,863 \n | \n \n 1,564 \n | \n \n 60 \n | \n \n 10 \n | \n
| \n 2020 \n | \n \n 7,394 \n | \n \n 1,475 \n | \n \n 47 \n | \n \n 6 \n | \n
| \n 2021 \n | \n \n 8,349 \n | \n \n 1,859 \n | \n \n 31 \n | \n \n 5 \n | \n
| \n 2022 \n | \n \n 9,415 \n | \n \n 2,416 \n | \n \n 14 \n | \n \n 3 \n | \n
| \n 2023 \n | \n \n 8,291 \n | \n \n 2,173 \n | \n \n 9 \n | \n \n 2 \n | \n
| \n 2024 \n | \n \n 7,047 \n | \n \n 1,938 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Total \n | \n \n 135,611 \n | \n \n 20,003 \n | \n \n 2,709 \n | \n \n 330 \n | \n
\n Loan-to-value profile\n
\n \n \n \n\n Loan-to-value (LTV) of mortgage lending (index linked):\n
\n \n \n \nThe LTV ratio is calculated at a property level and is the average of indexed property values in proportion to the outstanding loan balance. LTV is a key input to the impairment provisioning process. The tables below outline the composition of this ratio for the residential loan portfolio.
\n \n \n \n\n Actual and average LTVs across principal mortgage portfolios:\n
\n \n \n \nThe tables below outline the weighted average LTVs for the total residential mortgage portfolios analysed across home loan and buy-to-let facilities by value. The weighted average LTV on the residential mortgage portfolios is 46% at 31 December 2025 compared to 48% at 31 December 2024.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 60%\n \n | \n \n \n 58%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 25%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 9%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 96%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 4%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n Weighted average LTV:\n \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 46%\n \n | \n \n \n 48%\n \n | \n \n \n 46%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 65%\n \n | \n \n \n 52%\n \n | \n \n \n 65%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 50%\n \n | \n \n \n 90%\n \n | \n \n \n 56%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 51% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 26% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 11% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 4% \n | \n \n 1% \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 92% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 8% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 48% \n | \n \n 56% \n | \n \n 48% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 68% \n | \n \n 51% \n | \n \n 68% \n | \n
| \n Stage 3 mortgages \n | \n \n 53% \n | \n \n 106% \n | \n \n 64% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which is neither past due nor Stage 3:\n
\n \n \n \nThe tables below illustrate that 100% of residential home loan mortgages (31 December 2024: 100%) and 99% of residential buy-to-let mortgages (31 December 2024: 97%) that are neither past due nor stage 3 are in positive equity as at 31 December 2025.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 66%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 26%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 6%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 99%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 58% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 28% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 9% \n | \n \n 13% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 97% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 3% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which are classified as Stage 3:\n
\n \n \n \nThe tables below illustrate that 93% of residential home loan mortgages (31 December 2024: 92%) and 76% of residential buy-to-let mortgages (31 December 2024: 68%) that are classified as Stage 3 are in positive equity as at 31 December 2025.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 60%\n \n | \n \n \n 16%\n \n | \n \n \n 53%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 20%\n \n | \n \n \n 23%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 29%\n \n | \n \n \n 11%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 11%\n \n | \n \n \n 3%\n \n | \n
| \n Subtotal \n | \n \n \n 93%\n \n | \n \n \n 76%\n \n | \n \n \n 90%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 7%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n 1%\n \n | \n \n \n 8%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 5%\n \n | \n \n \n 2%\n \n | \n
| \n Subtotal \n | \n \n \n 7%\n \n | \n \n \n 24%\n \n | \n \n \n 10%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Stage 3\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 12% \n | \n \n 45% \n | \n
| \n 50% to 70% \n | \n \n 26% \n | \n \n 18% \n | \n \n 24% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 21% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 2% \n | \n \n 17% \n | \n \n 6% \n | \n
| \n Subtotal \n | \n \n 92% \n | \n \n 68% \n | \n \n 87% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 2% \n | \n \n 6% \n | \n \n 3% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 8% \n | \n \n 3% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 2% \n | \n \n 10% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 8% \n | \n \n 32% \n | \n \n 13% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Stage 3 \n | \n \n 259 \n | \n \n 71 \n | \n \n 330 \n | \n
\n (v) Group portfolios: Collateral in possession\n
\n \n \n \nCollateral in possession occurs where the obligor either (i) voluntarily surrenders the property or (ii) the Group takes legal ownership due to the non-repayment of the loan facility. The following tables outline the main movements in this category during the year.
\n \n \n \n\n Stock of collateral in possession\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n \n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n
| \n \n Residential collateral in possession\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n 8 \n | \n \n 5 \n | \n
| \n Buy-to-let \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n 30 \n | \n \n 7 \n | \n
| \n \n Total\n \n | \n \n \n 23\n \n | \n \n \n 6\n \n | \n \n 38 \n | \n \n 12 \n | \n
Collateral in possession assets are sold as soon as practicable. These assets which total \u20ac4m as at 31 December 2025 (31 December 2024: \u20ac7m) are included in assets held for sale (see note 16 for further details).
\n \n \n \nDuring the year the ownership of no properties were transferred to the Group.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at \n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 3 \n \n | \n \n \n 3 \n \n | \n \n \n 2 \n \n | \n \n \n - \n \n | \n \n \n 1 \n \n | \n
| \n Buy-to-let \n | \n \n \n 12 \n \n | \n \n \n 3 \n \n | \n \n \n 1 \n \n | \n \n \n - \n \n | \n \n \n 2 \n \n | \n
| \n \n Year ended 31 December 2025\n \n | \n \n \n 15 \n \n | \n \n \n 6 \n \n | \n \n \n 3 \n \n | \n \n \n - \n \n | \n \n \n 3 \n \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at\n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n 2 \n | \n \n 1 \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n
| \n Buy-to-let \n | \n \n 22 \n | \n \n 6 \n | \n \n 4 \n | \n \n - \n | \n \n 2 \n | \n
| \n Year ended 31 December 2024 \n | \n \n 24 \n | \n \n 7 \n | \n \n 5 \n | \n \n - \n | \n \n 2 \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n\n (vi) Additional disclosures on forborne loans\n
\n \n \n \nThe Group operates a number of mechanisms which are designed to assist borrowers experiencing credit and loan repayment difficulties, which have been developed in accordance with the current Code of Conduct on Mortgages Arrears (CCMA).
\n \n \n \nThe tables below analyse loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers for the years ended 31 December 2025 and 2024.
\n \n \n \n\n (a) Weighted Average - LTV\n
\n \n \n \n\n LTV on total residential mortgages in forbearance\n
\n \n \n \nThe below tables illustrate that 94% of residential home loan mortgages (31 December 2024: 94%) and 73% of residential buy-to-let mortgages (31 December 2024: 75%) that are in forbearance are in positive equity as at 31 December 2025.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 61%\n \n | \n \n \n 24%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 19%\n \n | \n \n \n 22%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 26%\n \n | \n \n \n 9%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 4%\n \n | \n \n \n 2%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 94%\n \n | \n \n \n 73%\n \n | \n \n \n 92%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 6%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 15%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 4%\n \n | \n \n \n 1%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 6%\n \n | \n \n \n 27%\n \n | \n \n \n 8%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 50%\n \n | \n \n \n 76%\n \n | \n \n \n 52%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 60%\n \n | \n \n \n -\n \n | \n \n \n 60%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 56%\n \n | \n \n \n 84%\n \n | \n \n \n 59%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 16% \n | \n \n 49% \n | \n
| \n 50% to 70% \n | \n \n 27% \n | \n \n 18% \n | \n \n 26% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 26% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 3% \n | \n \n 15% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 94% \n | \n \n 75% \n | \n \n 91% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 1% \n | \n \n 3% \n | \n \n 2% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 9% \n | \n \n 2% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 1% \n | \n \n 5% \n | \n \n 2% \n | \n
| \n Subtotal \n | \n \n 6% \n | \n \n 25% \n | \n \n 9% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 52% \n | \n \n 85% \n | \n \n 57% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 72% \n | \n \n - \n | \n \n 72% \n | \n
| \n Stage 3 mortgages \n | \n \n 58% \n | \n \n 94% \n | \n \n 64% \n | \n
\n (b) Forbearance arrangements - mortgages\n
\n \n \n \nThe tables below set out the volume of loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers as at 31 December 2025 and 31 December 2024.
\n \n \n \n\n (i) Residential home loan mortgages:\n
\n \n \n \nThe incidence of the main type of forbearance arrangements for owner occupied residential mortgages is analysed below:
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n \n \n 10\n \n | \n \n \n 3\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 607\n \n | \n \n \n 85\n \n | \n \n \n 337\n \n | \n \n \n 48\n \n | \n
| \n Payment moratorium \n | \n \n \n 58\n \n | \n \n \n 7\n \n | \n \n \n 39\n \n | \n \n \n 4\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 443\n \n | \n \n \n 48\n \n | \n \n \n 297\n \n | \n \n \n 31\n \n | \n
| \n Term extension \n | \n \n \n 292\n \n | \n \n \n 20\n \n | \n \n \n 124\n \n | \n \n \n 8\n \n | \n
| \n Hybrid* \n | \n \n \n 148\n \n | \n \n \n 18\n \n | \n \n \n 101\n \n | \n \n \n 11\n \n | \n
| \n Split mortgages** \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n
| \n \n Total\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 8 \n | \n \n 1 \n | \n \n 6 \n | \n \n 1 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 32 \n | \n \n 6 \n | \n \n 26 \n | \n \n 4 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 842 \n | \n \n 117 \n | \n \n 416 \n | \n \n 61 \n | \n
| \n Payment moratorium \n | \n \n 65 \n | \n \n 9 \n | \n \n 45 \n | \n \n 6 \n | \n
| \n Arrears capitalisation \n | \n \n 550 \n | \n \n 59 \n | \n \n 348 \n | \n \n 38 \n | \n
| \n Term extension \n | \n \n 355 \n | \n \n 25 \n | \n \n 178 \n | \n \n 13 \n | \n
| \n Hybrid* \n | \n \n 150 \n | \n \n 15 \n | \n \n 118 \n | \n \n 12 \n | \n
| \n Split mortgages** \n | \n \n 74 \n | \n \n 10 \n | \n \n 74 \n | \n \n 10 \n | \n
| \n Total \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 1,211 \n | \n \n 145 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \nThe tables above reflect a decrease of 438 cases in the year to 31 December 2025 for the Group in the number of residential home loan mortgages in forbearance arrangements, a decrease of \u20ac51m. The average balance of forborne loans is \u20ac0.117m at 31 December 2025 (31 December 2024: \u20ac0.117m).
\n \n \n \n\n (ii) Residential buy-to-let mortgages:\n
\n \n \n \nThe incidence of the main type of forbearance arrangements for residential buy-to-let mortgages is analysed below:
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 2\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 17\n \n | \n \n \n 4\n \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n
| \n Term extension \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n Hybrid* \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n Split mortgages** \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 6 \n | \n \n 3 \n | \n \n 5 \n | \n \n 3 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 2 \n | \n \n 1 \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 46 \n | \n \n 11 \n | \n \n 34 \n | \n \n 9 \n | \n
| \n Payment moratorium \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Arrears capitalisation \n | \n \n 10 \n | \n \n 3 \n | \n \n 7 \n | \n \n 2 \n | \n
| \n Term extension \n | \n \n 16 \n | \n \n 3 \n | \n \n 10 \n | \n \n 2 \n | \n
| \n Hybrid* \n | \n \n 34 \n | \n \n 11 \n | \n \n 24 \n | \n \n 7 \n | \n
| \n Split mortgages** \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n \n Total\n \n | \n \n 122 \n | \n \n 34 \n | \n \n 90 \n | \n \n 26 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \nThe tables above reflect a decrease of 52 cases in the year to 31 December 2025 for the Group in the number of residential buy-to-let in forbearance arrangements, a decrease of \u20ac19m in balances. The average balance of forborne loans is \u20ac0.214m at 31 December 2025 (31 December 2024: \u20ac0.279m).
\n \n \n \n\n (iii) Commercial mortgages\n
\n \n \n \nThe incidence of the main type of forbearance arrangements for commercial mortgages is analysed below:
\n \n \n \n| \n \n Commercial mortgages*\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 1 \n | \n \n - \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n Arrears capitalisation \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n \n 11 \n | \n \n 1 \n | \n
| \n Term extension \n | \n \n \n 5\n \n | \n \n \n 1\n \n | \n \n 5 \n | \n \n 1 \n | \n
| \n Hybrid** \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Split mortgages*** \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n 23 \n | \n \n 4 \n | \n
* The Group\u2019s SME mortgage lending is captured within the table above.
\n \n \n \n** Hybrid is a combination of two or more forbearance arrangements.
\n \n \n \n*** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n \n \nThe table above reflects a decrease of 4 cases in the year to 31 December 2025 for the Group in the number of commercial mortgages in forbearance arrangements, with balances remaining unchanged at \u20ac4m.
\n \n \n \n\n (c) Reconciliation of movement in forborne loans for all classes\n
\n \n \n \nThe tables below provide an analysis of the movement of total forborne loans and Stage 3 forborne loans during the year. It outlines the number and balances of forbearance treatments offered, expired and loans paid down during the year.
\n \n \n \n\n (i) Reconciliation of movement of total forborne loans\n
\n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n \n 31 December 2025\n \n | \n \n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2025 \n | \n \n \n 2,076\n \n | \n \n \n 242\n \n | \n \n \n 122\n \n | \n \n \n 34\n \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 2,221\n \n | \n \n \n 280\n \n | \n
| \n New forbearance extended during the year** \n | \n \n \n 276\n \n | \n \n \n 37\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 282\n \n | \n \n \n 38\n \n | \n
| \n Deleveraged loans \n | \n \n \n (159)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (183)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (16)\n \n | \n \n \n (2)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (17)\n \n | \n \n \n (2)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (392)\n \n | \n \n \n (44)\n \n | \n \n \n (19)\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (412)\n \n | \n \n \n (50)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (147)\n \n | \n \n \n (13)\n \n | \n \n \n (12)\n \n | \n \n \n (2)\n \n | \n \n \n (5)\n \n | \n \n \n -\n \n | \n \n \n (164)\n \n | \n \n \n (15)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (7)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (9)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n \n 1,727\n \n | \n \n \n 210\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 3,174 \n | \n \n 393 \n | \n \n 226 \n | \n \n 79 \n | \n \n 42 \n | \n \n 7 \n | \n \n 3,442 \n | \n \n 479 \n | \n
| \n New forbearance extended during the year** \n | \n \n 310 \n | \n \n 37 \n | \n \n 17 \n | \n \n 3 \n | \n \n 2 \n | \n \n 1 \n | \n \n 329 \n | \n \n 41 \n | \n
| \n Deleveraged loans \n | \n \n (543) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (628) \n | \n \n (117) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (5) \n | \n \n (1) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (6) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (749) \n | \n \n (77) \n | \n \n (23) \n | \n \n (5) \n | \n \n (12) \n | \n \n (1) \n | \n \n (784) \n | \n \n (83) \n | \n
| \n - expired loan paid down \n | \n \n (111) \n | \n \n (17) \n | \n \n (16) \n | \n \n (9) \n | \n \n (5) \n | \n \n (2) \n | \n \n (132) \n | \n \n (28) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (10) \n | \n \n - \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 122 \n | \n \n 34 \n | \n \n 23 \n | \n \n 4 \n | \n \n 2,221 \n | \n \n 280 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n\n (ii) Reconciliation of movement in forborne loans Stage 3\n
\n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2025\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Opening balance 1 January 2025\n \n | \n \n \n 1,211\n \n | \n \n \n 145\n \n | \n \n \n 90\n \n | \n \n \n 26\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,319\n \n | \n \n \n 175\n \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n \n 225\n \n | \n \n \n 28\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 229\n \n | \n \n \n 28\n \n | \n
| \n Deleveraged loans \n | \n \n \n (158)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (182)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n \n (221)\n \n | \n \n \n (26)\n \n | \n \n \n (7)\n \n | \n \n \n (3)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (228)\n \n | \n \n \n (29)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (68)\n \n | \n \n \n (7)\n \n | \n \n \n (8)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n (78)\n \n | \n \n \n (8)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,049\n \n | \n \n \n 130\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 1,741 \n | \n \n 236 \n | \n \n 168 \n | \n \n 61 \n | \n \n 27 \n | \n \n 6 \n | \n \n 1,936 \n | \n \n 303 \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n 319 \n | \n \n 38 \n | \n \n 18 \n | \n \n 5 \n | \n \n 2 \n | \n \n 1 \n | \n \n 339 \n | \n \n 44 \n | \n
| \n Deleveraged loans \n | \n \n (542) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (627) \n | \n \n (117) \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n (272) \n | \n \n (30) \n | \n \n (9) \n | \n \n (2) \n | \n \n (3) \n | \n \n - \n | \n \n (284) \n | \n \n (32) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (3) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (3) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (11) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n \n - \n | \n
| \n - expired loan paid down \n | \n \n (21) \n | \n \n (11) \n | \n \n (6) \n | \n \n (5) \n | \n \n (4) \n | \n \n (2) \n | \n \n (31) \n | \n \n (18) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (4) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (4) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 1,211 \n | \n \n 145 \n | \n \n 90 \n | \n \n 26 \n | \n \n 18 \n | \n \n 4 \n | \n \n 1,319 \n | \n \n 175 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n \n \n** Balance movements are stated net of portfolio re-classification.
\n \n \n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n \n \n\n (vii) Funding profile\n
\n \n \n \nThe amounts below for non-derivative financial liabilities is calculated using undiscounted cash flows which include an estimate of future interest payments. Derivative liabilities include contractual undiscounted cash flows on a gross basis if the instrument is settled gross and on a net basis if settled net.
The ALCo monitors sources of funding and their respective maturities with a focus on establishing a stable and cost effective funding profile. Excluding equity, the Group\u2019s funding profile as at the 31 December 2025 can be broken down into the below component parts:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n Customer accounts \n | \n \n \n 92\n \n | \n \n 91 \n | \n
| \n Long-term debt \n | \n \n \n 7\n \n | \n \n 8 \n | \n
| \n Short-term debt \n | \n \n \n 1\n \n | \n \n 1 \n | \n
| \n | \n\n \n 100\n \n | \n \n 100 \n | \n
Long-term debt refers to debt with a maturity greater than 12 months from year-end and short-term debt is that which has a maturity of less than 12 months from year-end.
\n \n \n \nIn accordance with IFRS 7, Financial Instruments: Disclosures, the following tables present the maturity analysis of financial liabilities on an undiscounted basis, by remaining contractual maturity at the SOFP date. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n \n 104 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104 \n \n | \n
| \n Customer accounts \n | \n \n \n 18,922 \n \n | \n \n \n 2,161 \n \n | \n \n \n 1,096 \n \n | \n \n \n 2,529 \n \n | \n \n \n 763 \n \n | \n \n \n 210 \n \n | \n \n \n 25,681 \n \n | \n
| \n Debt securities in issue \n | \n \n \n 8 \n \n | \n \n \n 16 \n \n | \n \n \n 24 \n \n | \n \n \n 49 \n \n | \n \n \n 97 \n \n | \n \n \n 1,767 \n \n | \n \n \n 1,961 \n \n | \n
| \n Derivative financial instruments \n | \n \n \n 1 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3 \n \n | \n \n \n 4 \n \n | \n
| \n Subordinated liabilities \n | \n \n \n 1\n \n | \n \n \n 2\n \n | \n \n \n 3\n \n | \n \n \n 7 \n \n | \n \n \n 13 \n \n | \n \n \n 449 \n \n | \n \n \n 475 \n \n | \n
| \n Other financial liabilities \n | \n \n \n 100 \n \n | \n \n \n -\n \n | \n \n \n 2 \n \n | \n \n \n 3 \n \n | \n \n \n 6 \n \n | \n \n \n 21 \n \n | \n \n \n 132 \n \n | \n
| \n \n Total liabilities\n \n | \n \n \n 19,136 \n \n | \n \n \n 2,179 \n \n | \n \n \n 1,125 \n \n | \n \n \n 2,588 \n \n | \n \n \n 879 \n \n | \n \n \n 2,450 \n \n | \n \n \n 28,357 \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 18,051 \n | \n \n 1,593 \n | \n \n 949 \n | \n \n 2,031 \n | \n \n 967 \n | \n \n 631 \n | \n \n 24,222 \n | \n
| \n Debt securities in issue \n | \n \n 8 \n | \n \n 16 \n | \n \n 24 \n | \n \n 49 \n | \n \n 97 \n | \n \n 1,864 \n | \n \n 2,058 \n | \n
| \n Derivative financial instruments \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subordinated liabilities \n | \n \n 1 \n | \n \n 1 \n | \n \n 2 \n | \n \n 4 \n | \n \n 7 \n | \n \n 285 \n | \n \n 300 \n | \n
| \n Other financial liabilities \n | \n \n 95 \n | \n \n - \n | \n \n 2 \n | \n \n 3 \n | \n \n 6 \n | \n \n 25 \n | \n \n 131 \n | \n
| \n Total liabilities \n | \n \n 18,260 \n | \n \n 1,610 \n | \n \n 977 \n | \n \n 2,087 \n | \n \n 1,077 \n | \n \n 2,805 \n | \n \n 26,816 \n | \n
The maturity analysis for credit commitments and guarantees are presented in Note 41.
\n \n \n \nWhen managing the Group\u2019s liquidity and funding profile, for products where the contractual maturity date may be different from actual behaviour, the Group uses statistical methodologies to manage liquidity on an expected or behaviourally adjusted basis.
\n \n \n \nThe following table details the Group\u2019s liquidity analysis for derivative instruments that do not qualify as hedging instruments. The table has been drawn up based on the undiscounted contractual net cash inflows and outflows on derivative instruments that settle on a net basis and the undiscounted gross inflows and outflows on those derivatives that require gross settlement. When the amount payable or receivable is not fixed, the amount disclosed has been determined by reference to the projected interest rates from the yield curves at the end of the reporting year.
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Gross settled:\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n \n 49 \n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n 49 \n \n | \n
| \n - outflow \n | \n \n \n (50)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (50)\n \n | \n
| \n \n Balance at 31 December 2025\n \n | \n \n \n (1)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (1)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Gross settled: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n 52 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 52 \n | \n
| \n - outflow \n | \n \n (52) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (52) \n | \n
| \n Balance at 31 December 2024 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n (viii) Interest rate gap position\n
\n \n \n \nGap analysis is a technique for measuring the Group\u2019s interest rate risk exposure beginning with a maturity/re-pricing schedule that distributes interest sensitive assets, liabilities, and derivative positions into \u201ctime bands\u201d according to their maturity (if fixed rate), time remaining to their next re-pricing (if floating rate) or behavioural convention in order to identify any sources of significant mismatches. The December 2025 IRRBB profile below also includes interest cash flows based on the next re-price date i.e. one month\u2019s interest included for variable rate products and interest until the end of the fixed rate period for fixed rate products. The Non Maturity Deposits are assumed to have a maximum behavioural maturity of 7 years. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n \n \nA summary of the Group\u2019s EUR interest rate gap position is as follows:
\n \n \n \n\n Interest rate re-pricing \n
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n \n 9,169\n \n | \n \n \n 1,226\n \n | \n \n \n 2,447\n \n | \n \n \n 15,039\n \n | \n \n \n 3,193\n \n | \n \n \n 31,074\n \n | \n
| \n \n Liabilities\n \n | \n \n \n (7,455)\n \n | \n \n \n (1,861)\n \n | \n \n \n (3,729)\n \n | \n \n \n (13,076)\n \n | \n \n \n (4,470)\n \n | \n \n \n (30,591)\n \n | \n
| \n \n Derivatives \n \n | \n \n \n (1,156)\n \n | \n \n \n 278\n \n | \n \n \n 7\n \n | \n \n \n 1,001\n \n | \n \n \n -\n \n | \n \n \n 130\n \n | \n
| \n \n Interest rate re-pricing gap \n \n | \n \n \n 558\n \n | \n \n \n (357)\n \n | \n \n \n (1,275)\n \n | \n \n \n 2,964\n \n | \n \n \n (1,277)\n \n | \n \n \n 613\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Cumulative interest rate re-pricing gap\n \n | \n \n \n 558\n \n | \n \n \n 201\n \n | \n \n \n (1,074)\n \n | \n \n \n 1,890\n \n | \n \n \n 613\n \n | \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Assets \n | \n \n 10,261 \n | \n \n 1156 \n | \n \n 2,494 \n | \n \n 13,437 \n | \n \n 2,314 \n | \n \n 29,662 \n | \n
| \n Liabilities \n | \n \n (6,347) \n | \n \n (1,657) \n | \n \n (3,650) \n | \n \n (13,491) \n | \n \n (4,367) \n | \n \n (29,512) \n | \n
| \n Derivatives \n | \n \n (1,843) \n | \n \n 51 \n | \n \n - \n | \n \n 2,049 \n | \n \n - \n | \n \n 257 \n | \n
| \n Interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n (450) \n | \n \n (1,156) \n | \n \n 1,995 \n | \n \n (2,053) \n | \n \n 407 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cumulative interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n 1,621 \n | \n \n 465 \n | \n \n 2,460 \n | \n \n 407 \n | \n \n | \n
\n Sensitivity analysis\n
\n \n \n \nThe following table outlines the sensitivity of the Group\u2019s NII to a change in interest rates. The NII sensitivity is calculated on a constant balance sheet basis in line with the EBA Guidelines on Interest Rate Risk in the Banking Book (EBA 2022/03).
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n \n 10\n \n | \n \n \n 19\n \n | \n
| \n Downwards \n | \n \n \n (12)\n \n | \n \n \n (23)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n 19 \n | \n \n 38 \n | \n
| \n Downwards \n | \n \n (14) \n | \n \n (29) \n | \n
\n 3.3 Market Risk - audited\n
\n \nMarket Risk can be defined as the risk of losses in on- and off-balance sheet positions arising from adverse movements in market prices. From the Group\u2019s perspective, market risk consists of three components being Interest Rate Risk, FX Risk, and Credit Spread Risk. Often market risk cannot be fully eliminated through diversification, though it can be mitigated via hedging.
\n \nThe Group\u2019s RAS and the associated Market Risk Framework set out the Group\u2019s approach to management of market risk. The Framework is approved annually by the BRCC on the recommendation of the ALCo.
\n \nAll market risks arising within the Group are subject to strict internal controls and reporting procedures and are monitored by the ALCo and the BRCC on a regular basis. Group Treasury is responsible for the management of the Group\u2019s market risk exposures. Group Risk and GIA provide further oversight and challenge of Group Treasury\u2019s compliance with the Market Risk framework and associated Policies.
\n \n\n (i) Interest rate risk\n
\n \nInterest rate risk is the risk to earnings or capital arising from a movement in the absolute level of interest rates, the spread between rates, the shape of the yield curve or in any other interest rate relationship. The risk may be subdivided into gap, option and basis risk. In line with regulatory standards, the approved Interest Rate Risk in the Banking Book (IRRBB) methodology determined that the Group\u2019s interest rate risk exposure must be derived from both an earnings (accrual) (Earnings at Risk (EaR)) and economic value of equity perspective (EVE).
\n \nThe Group separately calculates the contractual Basis Risk exposure which is factored into the Pillar II ICAAP process. The Basis Risk position is added to the most severe of EVE or EaR risk levels in order to ensure all material sources of Interest Rate Risk are capitalised for.
\n \n| \n \n The following information has not been subject to audit by the Group\u2019s independent auditor.\n \nIn defining the level of interest rate risk the Group applies the most severe of the six scenarios prescribed by the EBA Guidelines on the Management of IRRBB, for EVE and applies the most negative of a 200bps upwards or downwards shock for EAR models, with both calculations subject to interest rate flooring assumptions. The results are measured and reported against the Board approved risk limits. \nThe Group also monitors PV01 (impact of 0.01% movement in interest rates), duration mismatches and NII sensitivity when assessing interest rate risk. \nThe aim of modelling several types of interest rate shock scenarios is to measure the Group\u2019s vulnerability to loss under multiple stressed market conditions. \nThe 31 December 2025 interest rate risk level, based on the EBA\u2019s Supervisory Outlier Test (SOT) EVE calculation in the Parallel Up scenario (rates increase by 200bps across all tenors), was calculated as \u20ac105m (31 December 2024: \u20ac51m in the Short Up scenario). \nThe Bank\u2019s exposure to upward interest rate shocks increased during 2025 primarily due to the acquisition of \u20ac1.3bn in nominal terms of ECB-eligible bonds for the HQLA portfolio. The Bank reduced its interest rate swap positions by a net \u20ac0.7bn in 2025 as part of its ongoing interest rate risk management. \nThe following interest rate floors are applied in calculating EAR: 0% for the ECB Refinance Rate and Retail Deposits; -50bps for the ECB Deposit Rate. \n | \n
\n (ii) Foreign Exchange Risk\n
\n \nForeign currency exchange risk is the volatility in earnings resulting from the retranslation of foreign currency denominated assets and liabilities. Consistent with its business model as a domestically focused Retail bank, the Group is predominantly exposed to GBP and USD positions arising from customer deposits denominated in these currencies or branch bureau activities.
\n \nDerivatives (FX swaps and forwards) are executed to minimise the FX exposure. Overnight FX positions are monitored against approved notional limits. It is the responsibility of both Group Treasury and Group Risk to measure and monitor exchange rate risk and maintain the exposure within approved limits. The aggregate euro denominated 31 December 2025 FX position was \u20ac0.6m (31 December 2024 \u20ac3.0m).
\n \n\n (iii) Credit Spread Risk\n
\n \nCredit Spread Risk in the Banking Book (CSRBB) is the risk from market-wide changes to credit and liquidity spreads for a given credit quality on an institution\u2019s banking book. It excludes idiosyncratic credit spread risks.
\n \nIn line with revised regulatory standards, the CSRBB methodology the Group\u2019s credit spread risk exposure is derived on both an earnings (Earnings at Risk (EaR)) and economic value of equity perspective (EVE). This risk is measured on the Group\u2019s bond portfolio and own debt issuances. The Group\u2019s CS01 (impact of 0.01% movement in credit spreads) as at 31 December 2025 was \u20ac1.9m.
\n \nFor further details on market risk see note 36.
\n \n\n 36. Financial risk management\n
\n \n\n Maximum exposure to credit risk before collateral held or other credit enhancements\n
\n \nThe following table outlines the maximum exposure to credit risk before collateral held or other credit enhancements in respect of the Group\u2019s financial assets as at the SOFP date.
\n \n| \n | \n\n \n Note\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n 23 \n | \n
| \n Loans and advances to banks (iii) \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments (ii) \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n 7 \n | \n
| \n Debt securities (i) \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
| \n Loans and advances to customers (iv) \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n \n 29,503\n \n | \n \n 28,113 \n | \n
| \n Commitments \n | \n \n 41 \n | \n \n \n 1,554\n \n | \n \n 1,618 \n | \n
| \n | \n\n | \n\n \n 31,057\n \n | \n \n 29,731 \n | \n
\n The following tables outline the Group\u2019s exposure to credit risk by asset class\n
\n \n\n (i) Debt securities\n
\n \nThe Group is exposed to the credit risk on third parties where the Group holds debt securities (primarily sovereign debt). These exposures are subject to the limitations contained within Board approved policies, with sovereign debt restricted to those countries that have an External Credit Assessment Institution (ECAI) rating of investment grade.
\n \nThe following table gives an indication of the level of creditworthiness of the Group\u2019s debt securities and is based on the ratings prescribed by Moody\u2019s Investor Services Limited and Standard and Poor\u2019s for Belgian covered bond. There are no impaired debt securities as at 31 December 2025 or at 31 December 2024.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating\n \n | \n \n | \n\n | \n
| \n Aaa \n | \n \n \n 1,213\n \n | \n \n 726 \n | \n
| \n Aa1 \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Aa3 \n | \n \n \n 2,429\n \n | \n \n 2,116 \n | \n
| \n A3 \n | \n \n \n 1,137\n \n | \n \n 439 \n | \n
| \n Baa1 \n | \n \n \n -\n \n | \n \n 599 \n | \n
| \n Baa2 \n | \n \n \n 241\n \n | \n \n - \n | \n
| \n Baa3 \n | \n \n \n -\n \n | \n \n 155 \n | \n
| \n \n Total \n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
The following table discloses, by country, the Group\u2019s exposure to sovereign debt and corporate debt as at:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Country\n \n | \n \n | \n\n | \n
| \n Ireland \n | \n \n \n 1,604\n \n | \n \n 1,524 \n | \n
| \n EU \n | \n \n \n 1,012\n \n | \n \n 658 \n | \n
| \n Spain \n | \n \n \n 842\n \n | \n \n 599 \n | \n
| \n France \n | \n \n \n 721\n \n | \n \n 578 \n | \n
| \n Austria \n | \n \n \n 340\n \n | \n \n 292 \n | \n
| \n Portugal \n | \n \n \n 295\n \n | \n \n 439 \n | \n
| \n Italy \n | \n \n \n 241\n \n | \n \n 155 \n | \n
| \n Belgium \n | \n \n \n 220\n \n | \n \n 82 \n | \n
| \n Netherlands \n | \n \n \n 85\n \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n (ii) Derivative financial instruments\n
\n \nThe Group has executed standard ISDA agreements with all of its counterparties. The Group has also executed CSAs with all of its counterparties in respect of all derivative instruments to mitigate its credit risk. As part of these agreements, the Group exchanges collateral in line with movements in the market values of derivative positions daily. FX forward derivatives are settled gross. The Group manages its collateral derivative positions with counterparties on a net basis. The uncollateralised derivative positions are held with investment grade counterparties. The cumulative positive market value of derivative assets at 31 December 2025 was \u20ac24m (31 December 2024: \u20ac59m) which relates to fair value hedge interest rate swaps used to hedge interest rate risk on fixed rate debt securities in issue, subordinated liabilities, fixed rate retail mortgages and fixed rate retail deposits and trading interest rate swaps. See note 14 for further detail.
\n \n\n (iii) Loans and advances to banks\n
\n \nThe Group has a policy to ensure that, where possible, Loans and advances to banks are held with investment grade counterparties with any exceptions subject to prior approval by the BRCC. The following table gives an indication of the level of creditworthiness of the Group\u2019s Loans and advances to banks and is based on credit ratings aligned to recognised External Credit Assessment Institutions, including Moody\u2019s and S&P.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Rating \n \n | \n \n | \n\n | \n
| \n AAA \n | \n \n \n 1,399\n \n | \n \n 1,887 \n | \n
| \n Aa1 \n | \n \n \n -\n \n | \n \n 23 \n | \n
| \n Aa2 \n | \n \n \n 38\n \n | \n \n 6 \n | \n
| \n Aa3 \n | \n \n \n 157\n \n | \n \n 125 \n | \n
| \n A1 \n | \n \n \n 66\n \n | \n \n 90 \n | \n
| \n A2 \n | \n \n \n 59\n \n | \n \n 71 \n | \n
| \n \n Total \n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n
The following sections detail additional disclosures on asset quality.
\n \n\n (iv) Loans and advances to customers\n
\n \n\n Gross customer Loans and advances\n
\n \nThe tables below outline total Loans and advances to customers for the Group analysed by home loan, buy-to-let, commercial, consumer finance and finance leases and hire purchase receivables.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n \n Measured at amortised cost\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Residential mortgages: \n | \n \n | \n\n | \n
| \n Home loan \n | \n \n \n 20,249\n \n | \n \n 19,539 \n | \n
| \n Buy-to-let \n | \n \n \n 376\n \n | \n \n 464 \n | \n
| \n \n Total residential mortgages\n \n | \n \n \n 20,625\n \n | \n \n 20,003 \n | \n
| \n Commercial* \n | \n \n \n 557\n \n | \n \n 493 \n | \n
| \n Consumer finance \n | \n \n \n 607\n \n | \n \n 553 \n | \n
| \n Finance leases and hire purchase receivables \n | \n \n \n 472\n \n | \n \n 466 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Analysed by ECL staging:\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 19,296\n \n | \n \n 19,100 \n | \n
| \n Stage 2 \n | \n \n \n 2,657\n \n | \n \n 2,033 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n - \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Of which at the reporting date \n \n | \n \n | \n\n | \n
| \n Neither past due nor Stage 3 \n | \n \n \n 21,910\n \n | \n \n 21,081 \n | \n
| \n Past due but not Stage 3 \n | \n \n \n 43\n \n | \n \n 52 \n | \n
| \n Stage 3 \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Total measured at amortised cost\n \n | \n \n \n 22,261\n \n | \n \n 21,515 \n | \n
| \n \n Of which are reported as non-performing loans\n \n | \n \n \n 308\n \n | \n \n 382 \n | \n
| \n \n Deferred fees, discounts and business combination related fair value adjustments\n \n | \n \n \n 308\n \n | \n \n 300 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n\n Past due but not Stage 3\n
\n \nThe following tables provide an aged analysis of home loan, buy-to-let and commercial mortgages which are past due but not Stage 3 (excludes consumer finance and finance leases and hire purchase receivables).
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n \n 21\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 24\n \n | \n
| \n 31-60 days \n | \n \n \n 6\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 6\n \n | \n
| \n 61-90 days \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n Total past due not Stage 3\n \n | \n \n \n 30\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 33\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n Fair value of collateral held \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
| \n \n Fair value of collateral held\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 0-30 days \n | \n \n 24 \n | \n \n 1 \n | \n \n 2 \n | \n \n 27 \n | \n
| \n 31-60 days \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n 61-90 days \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Total past due not Stage 3 \n | \n \n 35 \n | \n \n 1 \n | \n \n 2 \n | \n \n 38 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \nCollateral held against residential mortgages is principally comprised of residential properties; their fair value has been estimated based upon the last actual valuation, adjusted to take into account subsequent movement in house prices and is capped at the lower of the loan balance or the valuation amount.
\n \n\n Non-performing loans\n
\n \nNon-performing loans (NPLs) are loans which are credit impaired or loans which are classified as defaulted in accordance with the Group\u2019s definition of default. The Group\u2019s definition of default considers objective indicators of default including the 90 days past due criterion, evidence of exercise of concessions or modifications to terms and conditions and is designed to be consistent with European Banking Authority (EBA) guidance on the definition of forbearance.
\n \nForeclosed assets are assets held on the balance sheet which are obtained by taking possession of collateral or by calling on similar credit enhancements.
\n \nNon-performing assets are defined as NPLs plus foreclosed assets.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n \n 98\n \n | \n \n \n 17\n \n | \n \n \n 15\n \n | \n \n \n 4\n \n | \n \n \n 3\n \n | \n \n \n 137\n \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n \n 41\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n \n 6\n \n | \n \n \n 2\n \n | \n \n \n 51\n \n | \n
| \n NPL is 1-2 years past due \n | \n \n \n 21\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n \n \n 2\n \n | \n \n \n 31\n \n | \n
| \n NPL is 2-5 years past due \n | \n \n \n 30\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 48\n \n | \n
| \n NPL is > 5 years past due \n | \n \n \n 25\n \n | \n \n \n 7\n \n | \n \n \n 4\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 41\n \n | \n
| \n POCI \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n Non-performing loans\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 308\n \n | \n
| \n \n Foreclosed assets\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n Non-performing assets\n \n | \n \n \n 216\n \n | \n \n \n 46\n \n | \n \n \n 21\n \n | \n \n \n 21\n \n | \n \n \n 8\n \n | \n \n \n 312\n \n | \n
| \n \n NPLs as % of gross loans\n \n | \n \n \n 1.1%\n \n | \n \n \n 11.4%\n \n | \n \n \n 3.8%\n \n | \n \n \n 3.5%\n \n | \n \n \n 1.7%\n \n | \n \n \n 1.4%\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n| \n \n 31 December 2024\n \n | \n \n \n Stage 3 \n \n | \n |||||
| \n | \n\n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Commercial*\n \n | \n \n \n Consumer finance\n \n | \n \n \n Finance leases and hire purchase receivables\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n NPL is < 90 days \n | \n \n 113 \n | \n \n 29 \n | \n \n 17 \n | \n \n 6 \n | \n \n 4 \n | \n \n 169 \n | \n
| \n NPL is > 90 days and < 1 year past due \n | \n \n 55 \n | \n \n 10 \n | \n \n - \n | \n \n 4 \n | \n \n 2 \n | \n \n 71 \n | \n
| \n NPL is 1-2 years past due \n | \n \n 34 \n | \n \n 11 \n | \n \n 2 \n | \n \n 2 \n | \n \n 1 \n | \n \n 50 \n | \n
| \n NPL is 2-5 years past due \n | \n \n 30 \n | \n \n 12 \n | \n \n 1 \n | \n \n 3 \n | \n \n 1 \n | \n \n 47 \n | \n
| \n NPL is > 5 years past due \n | \n \n 27 \n | \n \n 9 \n | \n \n 4 \n | \n \n 5 \n | \n \n - \n | \n \n 45 \n | \n
| \n POCI \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Non-performing loans \n | \n \n 259 \n | \n \n 71 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 382 \n | \n
| \n Foreclosed assets \n | \n \n 2 \n | \n \n 5 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n
| \n Non-performing assets \n | \n \n 261 \n | \n \n 76 \n | \n \n 24 \n | \n \n 20 \n | \n \n 8 \n | \n \n 389 \n | \n
| \n NPLs as % of gross loans \n | \n \n 1.3% \n | \n \n 15.3% \n | \n \n 4.9% \n | \n \n 3.6% \n | \n \n 1.7% \n | \n \n 1.8% \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \nNon-performing loans as a percentage of total Loans and advances was 1.4% at 31 December 2025, down from 1.8% at 31 December 2024. The reduction reflects lower new default flows during the year and the sale of the non-performing Glas 3.1 loan portfolio.
\n \n\n Total portfolio loss allowance: SOFP\n
\n \nThe tables below outline the ECL loss allowance total at 31 December 2025 and 31 December 2024 in respect of total customer Loans and advances.
\n \nThe impairment write-back in respect of the total Loans and advances for year ended 31 December 2025 was \u20ac39m, compared to a \u20ac30m write-back for the year ended 31 December 2024.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Loss allowance - SOFP\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 35 \n \n | \n \n 123 \n | \n
| \n Stage 2 \n | \n \n \n 146 \n \n | \n \n 134 \n | \n
| \n Stage 3 \n | \n \n \n 139 \n \n | \n \n 135 \n | \n
| \n \n Total loss allowance\n \n | \n \n \n 320\n \n | \n \n 392 \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Provision coverage ratio*\n \n | \n \n | \n\n | \n
| \n Stage 1 \n | \n \n \n 0.2%\n \n | \n \n 0.6% \n | \n
| \n Stage 2 \n | \n \n \n 5.5%\n \n | \n \n 6.6% \n | \n
| \n Stage 3 \n | \n \n \n 45.0%\n \n | \n \n 35.4% \n | \n
| \n Total provisions/total loans \n | \n \n \n 1.4%\n \n | \n \n 1.8% \n | \n
* Provision coverage ratio is calculated as loss allowance/impairment provision as a percentage of gross loan balance.
\n \n\n Origination profile\n
\n \nLoan origination profile of the residential mortgage loan portfolio before provision for impairment:
\n \nThe table below illustrates that \u20ac1bn or 6% (31 December 2024: 8%) of the residential mortgage portfolio originated before 2006. Between 2006 and 2008 origination was \u20ac3bn or 14% (31 December 2024: 17%) of the residential mortgages. The remaining 80% (31 December 2024: 75%) of residential mortgages were originated between 2009 and 2025.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2002 and before \n | \n \n \n 5,311\n \n | \n \n \n 139\n \n | \n \n \n 296\n \n | \n \n \n 10\n \n | \n
| \n 2003 \n | \n \n \n 3,694\n \n | \n \n \n 153\n \n | \n \n \n 123\n \n | \n \n \n 8\n \n | \n
| \n 2004 \n | \n \n \n 5,648\n \n | \n \n \n 324\n \n | \n \n \n 148\n \n | \n \n \n 12\n \n | \n
| \n 2005 \n | \n \n \n 8,555\n \n | \n \n \n 678\n \n | \n \n \n 264\n \n | \n \n \n 24\n \n | \n
| \n 2006 \n | \n \n \n 11,543\n \n | \n \n \n 1,135\n \n | \n \n \n 341\n \n | \n \n \n 49\n \n | \n
| \n 2007 \n | \n \n \n 9,931\n \n | \n \n \n 1,111\n \n | \n \n \n 354\n \n | \n \n \n 56\n \n | \n
| \n 2008 \n | \n \n \n 6,309\n \n | \n \n \n 689\n \n | \n \n \n 233\n \n | \n \n \n 32\n \n | \n
| \n 2009 \n | \n \n \n 1,928\n \n | \n \n \n 172\n \n | \n \n \n 49\n \n | \n \n \n 4\n \n | \n
| \n 2010 \n | \n \n \n 734\n \n | \n \n \n 53\n \n | \n \n \n 13\n \n | \n \n \n 1\n \n | \n
| \n 2011 \n | \n \n \n 677\n \n | \n \n \n 51\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n 2012 \n | \n \n \n 1,073\n \n | \n \n \n 87\n \n | \n \n \n 11\n \n | \n \n \n 1\n \n | \n
| \n 2013 \n | \n \n \n 1,435\n \n | \n \n \n 127\n \n | \n \n \n 14\n \n | \n \n \n 1\n \n | \n
| \n 2014 \n | \n \n \n 2,496\n \n | \n \n \n 234\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n 2015 \n | \n \n \n 3,463\n \n | \n \n \n 355\n \n | \n \n \n 37\n \n | \n \n \n 3\n \n | \n
| \n 2016 \n | \n \n \n 4,115\n \n | \n \n \n 500\n \n | \n \n \n 44\n \n | \n \n \n 5\n \n | \n
| \n 2017 \n | \n \n \n 5,064\n \n | \n \n \n 690\n \n | \n \n \n 51\n \n | \n \n \n 6\n \n | \n
| \n 2018 \n | \n \n \n 6,529\n \n | \n \n \n 1,008\n \n | \n \n \n 53\n \n | \n \n \n 9\n \n | \n
| \n 2019 \n | \n \n \n 8,295\n \n | \n \n \n 1,401\n \n | \n \n \n 63\n \n | \n \n \n 10\n \n | \n
| \n 2020 \n | \n \n \n 6,778\n \n | \n \n \n 1,272\n \n | \n \n \n 49\n \n | \n \n \n 7\n \n | \n
| \n 2021 \n | \n \n \n 7,745\n \n | \n \n \n 1,646\n \n | \n \n \n 39\n \n | \n \n \n 7\n \n | \n
| \n 2022 \n | \n \n \n 8,712\n \n | \n \n \n 2,122\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2023 \n | \n \n \n 8,073\n \n | \n \n \n 2,063\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n 2024 \n | \n \n \n 6,892\n \n | \n \n \n 1,911\n \n | \n \n \n 7\n \n | \n \n \n 2\n \n | \n
| \n 2025 \n | \n \n \n 9,162\n \n | \n \n \n 2,704\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 134,162\n \n | \n \n \n 20,625\n \n | \n \n \n 2,246\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Residential mortgages portfolio\n \n | \n \n \n Stage 3 residential mortgages portfolio\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance\n \n | \n \n \n Number\n \n | \n \n \n Balance\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n 2001 and before \n | \n \n 4,110 \n | \n \n 91 \n | \n \n 251 \n | \n \n 7 \n | \n
| \n 2002 \n | \n \n 2,549 \n | \n \n 93 \n | \n \n 112 \n | \n \n 5 \n | \n
| \n 2003 \n | \n \n 4,077 \n | \n \n 191 \n | \n \n 149 \n | \n \n 11 \n | \n
| \n 2004 \n | \n \n 6,125 \n | \n \n 386 \n | \n \n 173 \n | \n \n 13 \n | \n
| \n 2005 \n | \n \n 10,033 \n | \n \n 793 \n | \n \n 332 \n | \n \n 34 \n | \n
| \n 2006 \n | \n \n 12,520 \n | \n \n 1,326 \n | \n \n 496 \n | \n \n 76 \n | \n
| \n 2007 \n | \n \n 10,755 \n | \n \n 1,276 \n | \n \n 452 \n | \n \n 79 \n | \n
| \n 2008 \n | \n \n 6,776 \n | \n \n 779 \n | \n \n 279 \n | \n \n 42 \n | \n
| \n 2009 \n | \n \n 2,056 \n | \n \n 190 \n | \n \n 61 \n | \n \n 6 \n | \n
| \n 2010 \n | \n \n 852 \n | \n \n 58 \n | \n \n 14 \n | \n \n 1 \n | \n
| \n 2011 \n | \n \n 731 \n | \n \n 58 \n | \n \n 7 \n | \n \n 1 \n | \n
| \n 2012 \n | \n \n 1,143 \n | \n \n 98 \n | \n \n 13 \n | \n \n 1 \n | \n
| \n 2013 \n | \n \n 1,549 \n | \n \n 143 \n | \n \n 17 \n | \n \n 2 \n | \n
| \n 2014 \n | \n \n 2,646 \n | \n \n 263 \n | \n \n 14 \n | \n \n 2 \n | \n
| \n 2015 \n | \n \n 3,709 \n | \n \n 397 \n | \n \n 38 \n | \n \n 3 \n | \n
| \n 2016 \n | \n \n 4,362 \n | \n \n 557 \n | \n \n 38 \n | \n \n 5 \n | \n
| \n 2017 \n | \n \n 5,348 \n | \n \n 763 \n | \n \n 42 \n | \n \n 7 \n | \n
| \n 2018 \n | \n \n 6,911 \n | \n \n 1,116 \n | \n \n 56 \n | \n \n 8 \n | \n
| \n 2019 \n | \n \n 8,863 \n | \n \n 1,564 \n | \n \n 60 \n | \n \n 10 \n | \n
| \n 2020 \n | \n \n 7,394 \n | \n \n 1,475 \n | \n \n 47 \n | \n \n 6 \n | \n
| \n 2021 \n | \n \n 8,349 \n | \n \n 1,859 \n | \n \n 31 \n | \n \n 5 \n | \n
| \n 2022 \n | \n \n 9,415 \n | \n \n 2,416 \n | \n \n 14 \n | \n \n 3 \n | \n
| \n 2023 \n | \n \n 8,291 \n | \n \n 2,173 \n | \n \n 9 \n | \n \n 2 \n | \n
| \n 2024 \n | \n \n 7,047 \n | \n \n 1,938 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Total \n | \n \n 135,611 \n | \n \n 20,003 \n | \n \n 2,709 \n | \n \n 330 \n | \n
\n Loan-to-value profile\n
\n \n\n Loan-to-value (LTV) of mortgage lending (index linked):\n
\n \nThe LTV ratio is calculated at a property level and is the average of indexed property values in proportion to the outstanding loan balance. LTV is a key input to the impairment provisioning process. The tables below outline the composition of this ratio for the residential loan portfolio.
\n \n\n Actual and average LTVs across principal mortgage portfolios:\n
\n \nThe tables below outline the weighted average LTVs for the total residential mortgage portfolios analysed across home loan and buy-to-let facilities by value. The weighted average LTV on the residential mortgage portfolios is 46% at 31 December 2025 compared to 48% at 31 December 2024.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 60%\n \n | \n \n \n 58%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 25%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 9%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 96%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 2%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 4%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n Weighted average LTV:\n \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 46%\n \n | \n \n \n 48%\n \n | \n \n \n 46%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 65%\n \n | \n \n \n 52%\n \n | \n \n \n 65%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 50%\n \n | \n \n \n 90%\n \n | \n \n \n 56%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 51% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 26% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 11% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 4% \n | \n \n 1% \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 92% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 8% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 48% \n | \n \n 56% \n | \n \n 48% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 68% \n | \n \n 51% \n | \n \n 68% \n | \n
| \n Stage 3 mortgages \n | \n \n 53% \n | \n \n 106% \n | \n \n 64% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which is neither past due nor Stage 3:\n
\n \nThe tables below illustrate that 100% of residential home loan mortgages (31 December 2024: 100%) and 99% of residential buy-to-let mortgages (31 December 2024: 97%) that are neither past due nor stage 3 are in positive equity as at 31 December 2025.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 59%\n \n | \n \n \n 66%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 29%\n \n | \n \n \n 26%\n \n | \n \n \n 29%\n \n | \n
| \n 71% to 90% \n | \n \n \n 12%\n \n | \n \n \n 6%\n \n | \n \n \n 12%\n \n | \n
| \n 91% to 100% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n 100%\n \n | \n \n \n 99%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 121% to 130% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 131% to 140% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 141% to 150% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Subtotal \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 58% \n | \n \n 54% \n | \n
| \n 50% to 70% \n | \n \n 33% \n | \n \n 28% \n | \n \n 33% \n | \n
| \n 71% to 90% \n | \n \n 13% \n | \n \n 9% \n | \n \n 13% \n | \n
| \n 91% to 100% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n Subtotal \n | \n \n 100% \n | \n \n 97% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 111% to 120% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 121% to 130% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 141% to 150% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subtotal \n | \n \n - \n | \n \n 3% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
\n Analysis by LTV of the Group\u2019s residential mortgage lending which are classified as Stage 3:\n
\n \nThe tables below illustrate that 93% of residential home loan mortgages (31 December 2024: 92%) and 76% of residential buy-to-let mortgages (31 December 2024: 68%) that are classified as Stage 3 are in positive equity as at 31 December 2025.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 60%\n \n | \n \n \n 16%\n \n | \n \n \n 53%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 20%\n \n | \n \n \n 23%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 29%\n \n | \n \n \n 11%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 11%\n \n | \n \n \n 3%\n \n | \n
| \n Subtotal \n | \n \n \n 93%\n \n | \n \n \n 76%\n \n | \n \n \n 90%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 7%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n 1%\n \n | \n \n \n 8%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 5%\n \n | \n \n \n 2%\n \n | \n
| \n Subtotal \n | \n \n \n 7%\n \n | \n \n \n 24%\n \n | \n \n \n 10%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n \n Stage 3\n \n | \n \n \n 215\n \n | \n \n \n 43\n \n | \n \n \n 258\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 12% \n | \n \n 45% \n | \n
| \n 50% to 70% \n | \n \n 26% \n | \n \n 18% \n | \n \n 24% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 21% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 2% \n | \n \n 17% \n | \n \n 6% \n | \n
| \n Subtotal \n | \n \n 92% \n | \n \n 68% \n | \n \n 87% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 2% \n | \n \n 6% \n | \n \n 3% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 8% \n | \n \n 3% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 2% \n | \n \n 10% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 8% \n | \n \n 32% \n | \n \n 13% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Stage 3 \n | \n \n 259 \n | \n \n 71 \n | \n \n 330 \n | \n
\n (v) Group portfolios: Collateral in possession\n
\n \nCollateral in possession occurs where the obligor either (i) voluntarily surrenders the property or (ii) the Group takes legal ownership due to the non-repayment of the loan facility. The following tables outline the main movements in this category during the year.
\n \n\n Stock of collateral in possession\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n \n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n
| \n \n Residential collateral in possession\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n 8 \n | \n \n 5 \n | \n
| \n Buy-to-let \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n 30 \n | \n \n 7 \n | \n
| \n \n Total\n \n | \n \n \n 23\n \n | \n \n \n 6\n \n | \n \n 38 \n | \n \n 12 \n | \n
Collateral in possession assets are sold as soon as practicable. These assets which total \u20ac4m as at 31 December 2025 (31 December 2024: \u20ac7m) are included in assets held for sale (see note 16 for further details).
\n \nDuring the year the ownership of no properties were transferred to the Group.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at \n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 3 \n \n | \n \n \n 3 \n \n | \n \n \n 2 \n \n | \n \n \n - \n \n | \n \n \n 1 \n \n | \n
| \n Buy-to-let \n | \n \n \n 12 \n \n | \n \n \n 3 \n \n | \n \n \n 1 \n \n | \n \n \n - \n \n | \n \n \n 2 \n \n | \n
| \n \n Year ended 31 December 2025\n \n | \n \n \n 15 \n \n | \n \n \n 6 \n \n | \n \n \n 3 \n \n | \n \n \n - \n \n | \n \n \n 3 \n \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n| \n \n 31 December 2024\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at\n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n 2 \n | \n \n 1 \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n
| \n Buy-to-let \n | \n \n 22 \n | \n \n 6 \n | \n \n 4 \n | \n \n - \n | \n \n 2 \n | \n
| \n Year ended 31 December 2024 \n | \n \n 24 \n | \n \n 7 \n | \n \n 5 \n | \n \n - \n | \n \n 2 \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n\n (vi) Additional disclosures on forborne loans\n
\n \nThe Group operates a number of mechanisms which are designed to assist borrowers experiencing credit and loan repayment difficulties, which have been developed in accordance with the current Code of Conduct on Mortgages Arrears (CCMA).
\n \nThe tables below analyse loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers for the years ended 31 December 2025 and 2024.
\n \n\n (a) Weighted Average - LTV\n
\n \n\n LTV on total residential mortgages in forbearance\n
\n \nThe below tables illustrate that 94% of residential home loan mortgages (31 December 2024: 94%) and 73% of residential buy-to-let mortgages (31 December 2024: 75%) that are in forbearance are in positive equity as at 31 December 2025.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n \n 61%\n \n | \n \n \n 24%\n \n | \n \n \n 59%\n \n | \n
| \n 50% to 70% \n | \n \n \n 23%\n \n | \n \n \n 19%\n \n | \n \n \n 22%\n \n | \n
| \n 71% to 90% \n | \n \n \n 8%\n \n | \n \n \n 26%\n \n | \n \n \n 9%\n \n | \n
| \n 91% to 100% \n | \n \n \n 2%\n \n | \n \n \n 4%\n \n | \n \n \n 2%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 94%\n \n | \n \n \n 73%\n \n | \n \n \n 92%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n \n 1%\n \n | \n \n \n 6%\n \n | \n \n \n 2%\n \n | \n
| \n 111% to 120% \n | \n \n \n -\n \n | \n \n \n 15%\n \n | \n \n \n 2%\n \n | \n
| \n 121% to 130% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 131% to 140% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n 1%\n \n | \n
| \n 141% to 150% \n | \n \n \n 1%\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 151% to 160% \n | \n \n \n 1%\n \n | \n \n \n 2%\n \n | \n \n \n 1%\n \n | \n
| \n 161% to 170% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n 171% to 180% \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Greater than 180% \n | \n \n \n 1%\n \n | \n \n \n 4%\n \n | \n \n \n 1%\n \n | \n
| \n \n Subtotal\n \n | \n \n \n 6%\n \n | \n \n \n 27%\n \n | \n \n \n 8%\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Total\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n \n \n 100%\n \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n \n 50%\n \n | \n \n \n 76%\n \n | \n \n \n 52%\n \n | \n
| \n Residential mortgages originated in the year \n | \n \n \n 60%\n \n | \n \n \n -\n \n | \n \n \n 60%\n \n | \n
| \n Stage 3 mortgages \n | \n \n \n 56%\n \n | \n \n \n 84%\n \n | \n \n \n 59%\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Home loans\n \n | \n \n \n Buy-to-let\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Less than 50% \n | \n \n 54% \n | \n \n 16% \n | \n \n 49% \n | \n
| \n 50% to 70% \n | \n \n 27% \n | \n \n 18% \n | \n \n 26% \n | \n
| \n 71% to 90% \n | \n \n 10% \n | \n \n 26% \n | \n \n 12% \n | \n
| \n 91% to 100% \n | \n \n 3% \n | \n \n 15% \n | \n \n 4% \n | \n
| \n Subtotal \n | \n \n 94% \n | \n \n 75% \n | \n \n 91% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n 101% to 110% \n | \n \n 1% \n | \n \n 3% \n | \n \n 2% \n | \n
| \n 111% to 120% \n | \n \n 2% \n | \n \n 9% \n | \n \n 2% \n | \n
| \n 121% to 130% \n | \n \n 1% \n | \n \n 3% \n | \n \n 1% \n | \n
| \n 131% to 140% \n | \n \n - \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 141% to 150% \n | \n \n 1% \n | \n \n 1% \n | \n \n 1% \n | \n
| \n 151% to 160% \n | \n \n - \n | \n \n 2% \n | \n \n - \n | \n
| \n 161% to 170% \n | \n \n - \n | \n \n 1% \n | \n \n - \n | \n
| \n 171% to 180% \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Greater than 180% \n | \n \n 1% \n | \n \n 5% \n | \n \n 2% \n | \n
| \n Subtotal \n | \n \n 6% \n | \n \n 25% \n | \n \n 9% \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Total \n | \n \n 100% \n | \n \n 100% \n | \n \n 100% \n | \n
| \n Weighted average LTV: \n | \n \n | \n\n | \n\n | \n
| \n Stock of residential mortgages \n | \n \n 52% \n | \n \n 85% \n | \n \n 57% \n | \n
| \n Residential mortgages originated in the year \n | \n \n 72% \n | \n \n - \n | \n \n 72% \n | \n
| \n Stage 3 mortgages \n | \n \n 58% \n | \n \n 94% \n | \n \n 64% \n | \n
\n (b) Forbearance arrangements - mortgages\n
\n \nThe tables below set out the volume of loans for which the Group has entered formal temporary and permanent forbearance arrangements with customers as at 31 December 2025 and 31 December 2024.
\n \n\n (i) Residential home loan mortgages:\n
\n \nThe incidence of the main type of forbearance arrangements for owner occupied residential mortgages is analysed below:
\n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 12\n \n | \n \n \n 1\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n \n \n 10\n \n | \n \n \n 3\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 607\n \n | \n \n \n 85\n \n | \n \n \n 337\n \n | \n \n \n 48\n \n | \n
| \n Payment moratorium \n | \n \n \n 58\n \n | \n \n \n 7\n \n | \n \n \n 39\n \n | \n \n \n 4\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 443\n \n | \n \n \n 48\n \n | \n \n \n 297\n \n | \n \n \n 31\n \n | \n
| \n Term extension \n | \n \n \n 292\n \n | \n \n \n 20\n \n | \n \n \n 124\n \n | \n \n \n 8\n \n | \n
| \n Hybrid* \n | \n \n \n 148\n \n | \n \n \n 18\n \n | \n \n \n 101\n \n | \n \n \n 11\n \n | \n
| \n Split mortgages** \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n \n \n 61\n \n | \n \n \n 8\n \n | \n
| \n \n Total\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 8 \n | \n \n 1 \n | \n \n 6 \n | \n \n 1 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 32 \n | \n \n 6 \n | \n \n 26 \n | \n \n 4 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 842 \n | \n \n 117 \n | \n \n 416 \n | \n \n 61 \n | \n
| \n Payment moratorium \n | \n \n 65 \n | \n \n 9 \n | \n \n 45 \n | \n \n 6 \n | \n
| \n Arrears capitalisation \n | \n \n 550 \n | \n \n 59 \n | \n \n 348 \n | \n \n 38 \n | \n
| \n Term extension \n | \n \n 355 \n | \n \n 25 \n | \n \n 178 \n | \n \n 13 \n | \n
| \n Hybrid* \n | \n \n 150 \n | \n \n 15 \n | \n \n 118 \n | \n \n 12 \n | \n
| \n Split mortgages** \n | \n \n 74 \n | \n \n 10 \n | \n \n 74 \n | \n \n 10 \n | \n
| \n Total \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 1,211 \n | \n \n 145 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \nThe tables above reflect a decrease of 438 cases in the year to 31 December 2025 for the Group in the number of residential home loan mortgages in forbearance arrangements, a decrease of \u20ac51m. The average balance of forborne loans is \u20ac0.117m at 31 December 2025 (31 December 2024: \u20ac0.117m).
\n \n\n (ii) Residential buy-to-let mortgages:\n
\n \nThe incidence of the main type of forbearance arrangements for residential buy-to-let mortgages is analysed below:
\n \n| \n \n 31 December 2025\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 2\n \n | \n
| \n Reduced payment (less than interest only) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 17\n \n | \n \n \n 4\n \n | \n \n \n 13\n \n | \n \n \n 3\n \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n
| \n Arrears capitalisation \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n
| \n Term extension \n | \n \n \n 16\n \n | \n \n \n 2\n \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n
| \n Hybrid* \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n
| \n Split mortgages** \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 1\n \n | \n
| \n \n Total\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \n| \n \n 31 December 2024\n \n | \n \n \n All loans\n \n | \n \n \n Stage 3\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n 6 \n | \n \n 3 \n | \n \n 5 \n | \n \n 3 \n | \n
| \n Reduced payment (less than interest only) \n | \n \n 2 \n | \n \n 1 \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n 46 \n | \n \n 11 \n | \n \n 34 \n | \n \n 9 \n | \n
| \n Payment moratorium \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Arrears capitalisation \n | \n \n 10 \n | \n \n 3 \n | \n \n 7 \n | \n \n 2 \n | \n
| \n Term extension \n | \n \n 16 \n | \n \n 3 \n | \n \n 10 \n | \n \n 2 \n | \n
| \n Hybrid* \n | \n \n 34 \n | \n \n 11 \n | \n \n 24 \n | \n \n 7 \n | \n
| \n Split mortgages** \n | \n \n 4 \n | \n \n 1 \n | \n \n 4 \n | \n \n 1 \n | \n
| \n \n Total\n \n | \n \n 122 \n | \n \n 34 \n | \n \n 90 \n | \n \n 26 \n | \n
* Hybrid is a combination of two or more forbearance arrangements.
\n \n** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \nThe tables above reflect a decrease of 52 cases in the year to 31 December 2025 for the Group in the number of residential buy-to-let in forbearance arrangements, a decrease of \u20ac19m in balances. The average balance of forborne loans is \u20ac0.214m at 31 December 2025 (31 December 2024: \u20ac0.279m).
\n \n\n (iii) Commercial mortgages\n
\n \nThe incidence of the main type of forbearance arrangements for commercial mortgages is analysed below:
\n \n| \n \n Commercial mortgages*\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balances\n \n | \n \n \n Number\n \n | \n \n \n Balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest only \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 1 \n | \n \n - \n | \n
| \n Reduced payment (greater than interest only) \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n \n 4 \n | \n \n 1 \n | \n
| \n Payment moratorium \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n Arrears capitalisation \n | \n \n \n 7\n \n | \n \n \n 1\n \n | \n \n 11 \n | \n \n 1 \n | \n
| \n Term extension \n | \n \n \n 5\n \n | \n \n \n 1\n \n | \n \n 5 \n | \n \n 1 \n | \n
| \n Hybrid** \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n 2 \n | \n \n 1 \n | \n
| \n Split mortgages*** \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n
| \n \n Total\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n 23 \n | \n \n 4 \n | \n
* The Group\u2019s SME mortgage lending is captured within the table above.
\n \n** Hybrid is a combination of two or more forbearance arrangements.
\n \n*** Split mortgage is where a portion of outstanding debt is deferred until financial ability or circumstances improve.
\n \nThe table above reflects a decrease of 4 cases in the year to 31 December 2025 for the Group in the number of commercial mortgages in forbearance arrangements, with balances remaining unchanged at \u20ac4m.
\n \n\n (c) Reconciliation of movement in forborne loans for all classes\n
\n \nThe tables below provide an analysis of the movement of total forborne loans and Stage 3 forborne loans during the year. It outlines the number and balances of forbearance treatments offered, expired and loans paid down during the year.
\n \n\n (i) Reconciliation of movement of total forborne loans\n
\n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n \n 31 December 2025\n \n | \n \n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2025 \n | \n \n \n 2,076\n \n | \n \n \n 242\n \n | \n \n \n 122\n \n | \n \n \n 34\n \n | \n \n \n 23\n \n | \n \n \n 4\n \n | \n \n \n 2,221\n \n | \n \n \n 280\n \n | \n
| \n New forbearance extended during the year** \n | \n \n \n 276\n \n | \n \n \n 37\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 282\n \n | \n \n \n 38\n \n | \n
| \n Deleveraged loans \n | \n \n \n (159)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (183)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (16)\n \n | \n \n \n (2)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (17)\n \n | \n \n \n (2)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (392)\n \n | \n \n \n (44)\n \n | \n \n \n (19)\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (412)\n \n | \n \n \n (50)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (147)\n \n | \n \n \n (13)\n \n | \n \n \n (12)\n \n | \n \n \n (2)\n \n | \n \n \n (5)\n \n | \n \n \n -\n \n | \n \n \n (164)\n \n | \n \n \n (15)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (7)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n (9)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 1,638\n \n | \n \n \n 191\n \n | \n \n \n 70\n \n | \n \n \n 15\n \n | \n \n \n 19\n \n | \n \n \n 4\n \n | \n \n \n 1,727\n \n | \n \n \n 210\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n** Balance movements are stated net of portfolio re-classification.
\n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loans cases\n \n | \n \n \n Home loans balances\n \n | \n \n \n Buy -to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 3,174 \n | \n \n 393 \n | \n \n 226 \n | \n \n 79 \n | \n \n 42 \n | \n \n 7 \n | \n \n 3,442 \n | \n \n 479 \n | \n
| \n New forbearance extended during the year** \n | \n \n 310 \n | \n \n 37 \n | \n \n 17 \n | \n \n 3 \n | \n \n 2 \n | \n \n 1 \n | \n \n 329 \n | \n \n 41 \n | \n
| \n Deleveraged loans \n | \n \n (543) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (628) \n | \n \n (117) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (5) \n | \n \n (1) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (6) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (749) \n | \n \n (77) \n | \n \n (23) \n | \n \n (5) \n | \n \n (12) \n | \n \n (1) \n | \n \n (784) \n | \n \n (83) \n | \n
| \n - expired loan paid down \n | \n \n (111) \n | \n \n (17) \n | \n \n (16) \n | \n \n (9) \n | \n \n (5) \n | \n \n (2) \n | \n \n (132) \n | \n \n (28) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (10) \n | \n \n - \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 2,076 \n | \n \n 242 \n | \n \n 122 \n | \n \n 34 \n | \n \n 23 \n | \n \n 4 \n | \n \n 2,221 \n | \n \n 280 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n** Balance movements are stated net of portfolio re-classification.
\n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n\n (ii) Reconciliation of movement in forborne loans Stage 3\n
\n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2025\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Opening balance 1 January 2025\n \n | \n \n \n 1,211\n \n | \n \n \n 145\n \n | \n \n \n 90\n \n | \n \n \n 26\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,319\n \n | \n \n \n 175\n \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n \n 225\n \n | \n \n \n 28\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 229\n \n | \n \n \n 28\n \n | \n
| \n Deleveraged loans \n | \n \n \n (158)\n \n | \n \n \n (22)\n \n | \n \n \n (24)\n \n | \n \n \n (10)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (182)\n \n | \n \n \n (32)\n \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n \n (221)\n \n | \n \n \n (26)\n \n | \n \n \n (7)\n \n | \n \n \n (3)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (228)\n \n | \n \n \n (29)\n \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (6)\n \n | \n \n \n (1)\n \n | \n
| \n - expired forbearance treatment \n | \n \n \n (3)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n
| \n - expired loan paid down \n | \n \n \n (68)\n \n | \n \n \n (7)\n \n | \n \n \n (8)\n \n | \n \n \n (1)\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n (78)\n \n | \n \n \n (8)\n \n | \n
| \n Balance shift*** \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n
| \n \n Closing balance of loans in forbearance as at 31 December 2025\n \n | \n \n \n 981\n \n | \n \n \n 114\n \n | \n \n \n 50\n \n | \n \n \n 12\n \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n \n 1,049\n \n | \n \n \n 130\n \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n** Balance movements are stated net of portfolio re-classification.
\n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n| \n | \n\n \n Residential mortgages\n \n | \n \n | \n\n | \n\n | \n\n | \n|||
| \n | \n\n \n Home loan cases\n \n | \n \n \n Home loan balances\n \n | \n \n \n Buy-to-let cases\n \n | \n \n \n Buy-to-let balances\n \n | \n \n \n Commercial cases\n \n | \n \n \n Commercial balances*\n \n | \n \n \n Total cases\n \n | \n \n \n Total balances\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Opening balance 1 January 2024 \n | \n \n 1,741 \n | \n \n 236 \n | \n \n 168 \n | \n \n 61 \n | \n \n 27 \n | \n \n 6 \n | \n \n 1,936 \n | \n \n 303 \n | \n
| \n New Stage 3 forbearance extended during the year** \n | \n \n 319 \n | \n \n 38 \n | \n \n 18 \n | \n \n 5 \n | \n \n 2 \n | \n \n 1 \n | \n \n 339 \n | \n \n 44 \n | \n
| \n Deleveraged loans \n | \n \n (542) \n | \n \n (83) \n | \n \n (81) \n | \n \n (33) \n | \n \n (4) \n | \n \n (1) \n | \n \n (627) \n | \n \n (117) \n | \n
| \n Exited forborne Stage 3, now performing forborne \n | \n \n (272) \n | \n \n (30) \n | \n \n (9) \n | \n \n (2) \n | \n \n (3) \n | \n \n - \n | \n \n (284) \n | \n \n (32) \n | \n
| \n Exited forbearance \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - re-classified to Stage 3 non-forborne \n | \n \n (3) \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (3) \n | \n \n (1) \n | \n
| \n - expired forbearance treatment \n | \n \n (11) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n \n - \n | \n
| \n - expired loan paid down \n | \n \n (21) \n | \n \n (11) \n | \n \n (6) \n | \n \n (5) \n | \n \n (4) \n | \n \n (2) \n | \n \n (31) \n | \n \n (18) \n | \n
| \n Balance shift*** \n | \n \n - \n | \n \n (4) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (4) \n | \n
| \n Closing balance of loans in forbearance as at 31 December 2024 \n | \n \n 1,211 \n | \n \n 145 \n | \n \n 90 \n | \n \n 26 \n | \n \n 18 \n | \n \n 4 \n | \n \n 1,319 \n | \n \n 175 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \n** Balance movements are stated net of portfolio re-classification.
\n \n*** Balance movements in respect of loans which are in forbearance at the start and end of the year.
\n \n\n (vii) Funding profile\n
\n \nThe amounts below for non-derivative financial liabilities is calculated using undiscounted cash flows which include an estimate of future interest payments. Derivative liabilities include contractual undiscounted cash flows on a gross basis if the instrument is settled gross and on a net basis if settled net.
The ALCo monitors sources of funding and their respective maturities with a focus on establishing a stable and cost effective funding profile. Excluding equity, the Group\u2019s funding profile as at the 31 December 2025 can be broken down into the below component parts:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n %\n \n | \n \n \n %\n \n | \n
| \n | \n\n | \n\n | \n
| \n Customer accounts \n | \n \n \n 92\n \n | \n \n 91 \n | \n
| \n Long-term debt \n | \n \n \n 7\n \n | \n \n 8 \n | \n
| \n Short-term debt \n | \n \n \n 1\n \n | \n \n 1 \n | \n
| \n | \n\n \n 100\n \n | \n \n 100 \n | \n
Long-term debt refers to debt with a maturity greater than 12 months from year-end and short-term debt is that which has a maturity of less than 12 months from year-end.
\n \nIn accordance with IFRS 7, Financial Instruments: Disclosures, the following tables present the maturity analysis of financial liabilities on an undiscounted basis, by remaining contractual maturity at the SOFP date. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n \n 104 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104 \n \n | \n
| \n Customer accounts \n | \n \n \n 18,922 \n \n | \n \n \n 2,161 \n \n | \n \n \n 1,096 \n \n | \n \n \n 2,529 \n \n | \n \n \n 763 \n \n | \n \n \n 210 \n \n | \n \n \n 25,681 \n \n | \n
| \n Debt securities in issue \n | \n \n \n 8 \n \n | \n \n \n 16 \n \n | \n \n \n 24 \n \n | \n \n \n 49 \n \n | \n \n \n 97 \n \n | \n \n \n 1,767 \n \n | \n \n \n 1,961 \n \n | \n
| \n Derivative financial instruments \n | \n \n \n 1 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3 \n \n | \n \n \n 4 \n \n | \n
| \n Subordinated liabilities \n | \n \n \n 1\n \n | \n \n \n 2\n \n | \n \n \n 3\n \n | \n \n \n 7 \n \n | \n \n \n 13 \n \n | \n \n \n 449 \n \n | \n \n \n 475 \n \n | \n
| \n Other financial liabilities \n | \n \n \n 100 \n \n | \n \n \n -\n \n | \n \n \n 2 \n \n | \n \n \n 3 \n \n | \n \n \n 6 \n \n | \n \n \n 21 \n \n | \n \n \n 132 \n \n | \n
| \n \n Total liabilities\n \n | \n \n \n 19,136 \n \n | \n \n \n 2,179 \n \n | \n \n \n 1,125 \n \n | \n \n \n 2,588 \n \n | \n \n \n 879 \n \n | \n \n \n 2,450 \n \n | \n \n \n 28,357 \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 18,051 \n | \n \n 1,593 \n | \n \n 949 \n | \n \n 2,031 \n | \n \n 967 \n | \n \n 631 \n | \n \n 24,222 \n | \n
| \n Debt securities in issue \n | \n \n 8 \n | \n \n 16 \n | \n \n 24 \n | \n \n 49 \n | \n \n 97 \n | \n \n 1,864 \n | \n \n 2,058 \n | \n
| \n Derivative financial instruments \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Subordinated liabilities \n | \n \n 1 \n | \n \n 1 \n | \n \n 2 \n | \n \n 4 \n | \n \n 7 \n | \n \n 285 \n | \n \n 300 \n | \n
| \n Other financial liabilities \n | \n \n 95 \n | \n \n - \n | \n \n 2 \n | \n \n 3 \n | \n \n 6 \n | \n \n 25 \n | \n \n 131 \n | \n
| \n Total liabilities \n | \n \n 18,260 \n | \n \n 1,610 \n | \n \n 977 \n | \n \n 2,087 \n | \n \n 1,077 \n | \n \n 2,805 \n | \n \n 26,816 \n | \n
The maturity analysis for credit commitments and guarantees are presented in Note 41.
\n \nWhen managing the Group\u2019s liquidity and funding profile, for products where the contractual maturity date may be different from actual behaviour, the Group uses statistical methodologies to manage liquidity on an expected or behaviourally adjusted basis.
\n \nThe following table details the Group\u2019s liquidity analysis for derivative instruments that do not qualify as hedging instruments. The table has been drawn up based on the undiscounted contractual net cash inflows and outflows on derivative instruments that settle on a net basis and the undiscounted gross inflows and outflows on those derivatives that require gross settlement. When the amount payable or receivable is not fixed, the amount disclosed has been determined by reference to the projected interest rates from the yield curves at the end of the reporting year.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Gross settled:\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n \n 49 \n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n 49 \n \n | \n
| \n - outflow \n | \n \n \n (50)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (50)\n \n | \n
| \n \n Balance at 31 December 2025\n \n | \n \n \n (1)\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n \n (1)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Up to\n \n | \n \n \n 1-3\n \n | \n \n \n 3-6\n \n | \n \n \n 6-12\n \n | \n \n \n 1-2\n \n | \n \n \n Over 2\n \n | \n \n | \n
| \n | \n\n \n 1 month\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n months\n \n | \n \n \n years\n \n | \n \n \n years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Gross settled: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n FX forwards \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n - inflow \n | \n \n 52 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 52 \n | \n
| \n - outflow \n | \n \n (52) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (52) \n | \n
| \n Balance at 31 December 2024 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n (viii) Interest rate gap position\n
\n \nGap analysis is a technique for measuring the Group\u2019s interest rate risk exposure beginning with a maturity/re-pricing schedule that distributes interest sensitive assets, liabilities, and derivative positions into \u201ctime bands\u201d according to their maturity (if fixed rate), time remaining to their next re-pricing (if floating rate) or behavioural convention in order to identify any sources of significant mismatches. The December 2025 IRRBB profile below also includes interest cash flows based on the next re-price date i.e. one month\u2019s interest included for variable rate products and interest until the end of the fixed rate period for fixed rate products. The Non Maturity Deposits are assumed to have a maximum behavioural maturity of 7 years. These will not agree directly with the balances on the consolidated SOFP due to the inclusion of future interest payments.
\n \nA summary of the Group\u2019s EUR interest rate gap position is as follows:
\n \n\n Interest rate re-pricing \n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n \n 9,169\n \n | \n \n \n 1,226\n \n | \n \n \n 2,447\n \n | \n \n \n 15,039\n \n | \n \n \n 3,193\n \n | \n \n \n 31,074\n \n | \n
| \n \n Liabilities\n \n | \n \n \n (7,455)\n \n | \n \n \n (1,861)\n \n | \n \n \n (3,729)\n \n | \n \n \n (13,076)\n \n | \n \n \n (4,470)\n \n | \n \n \n (30,591)\n \n | \n
| \n \n Derivatives \n \n | \n \n \n (1,156)\n \n | \n \n \n 278\n \n | \n \n \n 7\n \n | \n \n \n 1,001\n \n | \n \n \n -\n \n | \n \n \n 130\n \n | \n
| \n \n Interest rate re-pricing gap \n \n | \n \n \n 558\n \n | \n \n \n (357)\n \n | \n \n \n (1,275)\n \n | \n \n \n 2,964\n \n | \n \n \n (1,277)\n \n | \n \n \n 613\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Cumulative interest rate re-pricing gap\n \n | \n \n \n 558\n \n | \n \n \n 201\n \n | \n \n \n (1,074)\n \n | \n \n \n 1,890\n \n | \n \n \n 613\n \n | \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Not more than 3 months\n \n | \n \n \n Over 3 months but not more than 6 months\n \n | \n \n \n Over 6 months but not more than 1 year\n \n | \n \n \n Over 1 year but not more than 5 years\n \n | \n \n \n Over 5 years\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Assets \n | \n \n 10,261 \n | \n \n 1156 \n | \n \n 2,494 \n | \n \n 13,437 \n | \n \n 2,314 \n | \n \n 29,662 \n | \n
| \n Liabilities \n | \n \n (6,347) \n | \n \n (1,657) \n | \n \n (3,650) \n | \n \n (13,491) \n | \n \n (4,367) \n | \n \n (29,512) \n | \n
| \n Derivatives \n | \n \n (1,843) \n | \n \n 51 \n | \n \n - \n | \n \n 2,049 \n | \n \n - \n | \n \n 257 \n | \n
| \n Interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n (450) \n | \n \n (1,156) \n | \n \n 1,995 \n | \n \n (2,053) \n | \n \n 407 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cumulative interest rate re-pricing gap \n | \n \n 2,071 \n | \n \n 1,621 \n | \n \n 465 \n | \n \n 2,460 \n | \n \n 407 \n | \n \n | \n
\n Sensitivity analysis\n
\n \nThe following table outlines the sensitivity of the Group\u2019s NII to a change in interest rates. The NII sensitivity is calculated on a constant balance sheet basis in line with the EBA Guidelines on Interest Rate Risk in the Banking Book (EBA 2022/03).
\n \n| \n \n 31 December 2025\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n \n 10\n \n | \n \n \n 19\n \n | \n
| \n Downwards \n | \n \n \n (12)\n \n | \n \n \n (23)\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n 100bps\n \n | \n \n \n 200bps\n \n | \n
| \n | \n\n \n m\n \n | \n \n \n m\n \n | \n
| \n | \n\n | \n\n | \n
| \n Upwards \n | \n \n 19 \n | \n \n 38 \n | \n
| \n Downwards \n | \n \n (14) \n | \n \n (29) \n | \n
\n Executive Directors\u2019 Remuneration and Pension Benefits\n
\n \n2025 remuneration for Executive Directors who held office for any part of the 2025 financial year was entirely fixed in nature, consisting of basic salary, certain benefits and defined contribution pension entitlements as follows:
\n \n| \n \n Name of Executive Director, Position\n \n | \n \n | \n\n \n 2025\n \n | \n ||||||||
| \n | \n\n \n 1.\n \n\n Fixed Remuneration\n \n | \n \n \n 2.\n \n\n Variable Remuneration\n \n | \n \n \n 3.\n \n\n Extraordinary items\n \n | \n \n \n 4.\n \n\n Pension Expense\n \n | \n \n \n 5.\n \n\n Total Remuneration\n \n | \n \n \n 6.\n \n\n Proportion of Fixed and Variable Remuneration\n \n | \n ||||
| \n \n Note\n \n | \n \n \n Base Salary\n \n | \n \n \n Fees\n \n | \n \n \n Fringe Benefits\n \n | \n \n \n One-year variable\n \n | \n \n \n Multi-year variable\n \n | \n |||||
| \n Eamonn Crowley, CEO \n | \n \n 1 \n | \n \n \u20ac575,941 \n | \n \n \u20ac0 \n | \n \n \u20ac21,806 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac115,188 \n | \n \n \u20ac712,935 \n | \n \n 100% Fixed \n | \n
| \n Barry D\u2019Arcy, \nCFO \n | \n \n 2 \n | \n \n \u20ac362,957 \n | \n \n \u20ac0 \n | \n \n \u20ac16,882 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac47,184 \n | \n \n \u20ac427,023 \n | \n \n 100% Fixed \n | \n
Notes:
\n \n1. Fringe Benefits consist of Car Allowance Benefit and expenses.
\n \n2. Mr D\u2019Arcy was appointed as Chief Financial Officer and as a member of the Board of Directors on 25th February 2025. Fringe Benefits consist of Car Allowance Benefit.
\n \nFor comparison, 2024 Remuneration for Executive Directors who held office for any part of the 2024 financial year was entirely fixed in nature, consisting of basic salary, certain benefits and defined contribution pension entitlements as follows:
\n \n| \n \n Name of Executive Director, Position\n \n | \n \n | \n\n \n 2024\n \n | \n \n | \n||||||||
| \n | \n\n \n 1.\n \n\n Fixed Remuneration\n \n | \n \n \n 2.\n \n\n Variable Remuneration\n \n | \n \n \n 3.\n \n\n Extraordinary items\n \n | \n \n \n 4.\n \n\n Pension Expense\n \n | \n \n \n 5.\n \n\n Total Remuneration\n \n | \n \n \n 6.\n \n\n Proportion of Fixed and Variable Remuneration\n \n | \n |||||
| \n \n Note\n \n | \n \n \n Base Salary\n \n | \n \n \n Fees\n \n | \n \n \n Fringe Benefits\n \n | \n \n \n Loss of Office Payments\n \n | \n \n \n One-year variable\n \n | \n \n \n Multi-year variable\n \n | \n |||||
| \n Eamonn Crowley, CEO \n | \n \n 1 \n | \n \n \u20ac480,000 \n | \n \n \u20ac0 \n | \n \n \u20ac20,000 \n | \n \n | \n\n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac96,000 \n | \n \n \u20ac596,000 \n | \n \n 100% Fixed \n | \n
| \n Nicola O\u2019Brien, CFO \n | \n \n 2 \n | \n \n \u20ac275,296 \n | \n \n \u20ac0 \n | \n \n \u20ac13,497 \n | \n \n \u20ac172,365 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac44,047 \n | \n \n \u20ac505,205 \n | \n \n 100% Fixed \n | \n
Notes:
\n \n1. Fringe Benefits consist of Car Allowance Benefit.
\n \n2. Ms. O\u2019Brien stepped down from the Board effective 29th August 2024. The remuneration disclosed above relates only to that period as an Executive Director. Fringe Benefits consist of Car Allowance and Benefit in Kind relating to the payment of professional body subscriptions.
\n \nAggregate Executive Director Compensation stood at \u20ac1,139,958 in 2025 compared to \u20ac1,101,205 in 2024.
\n \nNo Executive Director was in receipt of any remuneration from any undertaking within the Group other than PTSB Group Holdings plc.
\n \n\n Non-Executive Director Remuneration\n
\n \nThe basic fee structure in place for the Chairperson and Non-Executive Directors in 2025 remained unchanged versus the prior year and is outlined in the table below.
\n \nAggregate fees paid to Non-Executive Directors decreased from \u20ac1,041,523 in 2024 to \u20ac1,012,260 in 2025.
\n \n| \n | \n\n | \n\n \n 2025\n \n | \n |||||||||
| \n \n Name of Director, Position\n \n | \n \n \n Note\n \n | \n \n \n 1. \n \n\n Fixed Remuneration\n \n | \n \n | \n\n \n 2. \n \n\n Variable Remuneration\n \n | \n \n \n 3. \n \n\n Extraordinary items\n \n | \n \n \n 4. \n \n\n Pension Expense\n \n | \n \n \n 5. \n \n\n Total Remuneration\n \n | \n \n \n 6. \n \n\n Proportion of Fixed and Variable Remuneration\n \n | \n |||
| \n | \n\n | \n\n \n Base Salary\n \n | \n \n \n Basic Fees\n \n | \n \n \n Fees Paid\n \n | \n \n \n Fringe Benefits\n \n | \n \n \n One-year variable\n \n | \n \n \n Multi-year variable\n \n | \n ||||
| \n Julie O\u2019Neill \n | \n \n 1 \n | \n \n \u20ac0 \n | \n \n \u20ac320,000 \n | \n \n \u20ac320,000 \n | \n \n \u20ac451 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac320,451 \n | \n \n 100% Fixed \n | \n
| \n Ronan O\u2019Neill \n | \n \n 2 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac63,167 \n | \n \n \u20ac375 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac63,542 \n | \n \n 100% Fixed \n | \n
| \n Ruth Wandh\u00f6fer \n | \n \n 3 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac73,750 \n | \n \n \u20ac465 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac74,215 \n | \n \n 100% Fixed \n | \n
| \n Marian Corcoran \n | \n \n 4 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac73,750 \n | \n \n \u20ac2,125 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac75,875 \n | \n \n 100% Fixed \n | \n
| \n Paul Doddrell \n | \n \n 5 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac73,750 \n | \n \n \u20ac465 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac74,215 \n | \n \n 100% Fixed \n | \n
| \n Celine Fitzgerald \n | \n \n 6 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac76,500 \n | \n \n \u20ac465 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac76,965 \n | \n \n 100% Fixed \n | \n
| \n Anne Bradley \n | \n \n 7 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac75,354 \n | \n \n \u20ac375 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac75,729 \n | \n \n 100% Fixed \n | \n
| \n Catherine Moroney \n | \n \n 8 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac75,354 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac75,354 \n | \n \n 100% Fixed \n | \n
| \n Richard Gildea \n | \n \n 9 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac111,792 \n | \n \n \u20ac110 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac111,902 \n | \n \n 100% Fixed \n | \n
| \n Hugh O\u2019Donnell \n | \n \n 10 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac64,012 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac64,012 \n | \n \n 100% Fixed \n | \n
Notes:
\n \n1. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions and expenses.
\n \n2. Ceased as Non-Executive Director on 31st July 2025. Additional fees paid as Chairperson of the Board Audit Committee, member of the Board Nomination, Culture and Ethics Committee and Senior Independent Director. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n3. Additional fees paid as member of the Board Audit Committee and the Remuneration Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n4. Additional fees paid as member of the Board Risk and Compliance Committee and the Board Nomination, Culture and Ethics Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions and expenses.
\n \n5. Additional fees paid as member of the Board Risk and Compliance Committee and the Board Nomination, Culture and Ethics Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n6. Additional fees paid as Chair of the Remuneration Committee and member of the Nomination, Culture and Ethics Committee. Fringe benefits comprise of Benefit in Kind relating to the payment of professional body subscriptions and expenses.
\n \n7. Additional fees paid as member of the Board Audit Committee, Board Risk and Compliance Committee, and Nomination, Culture and Ethics Committee. Ceased as a member of the Board Risk and Compliance Committee on 31st July 2025 and was appointed to Nominations, Culture and Ethics Committee on 1st August 2025. Fringe benefits comprise of Benefit in Kind relating to the payment of professional body subscriptions.
\n \n8. Additional Fees paid as member of the Board Risk and Compliance Committee, Board Audit Committee and Remuneration Committee. Ceased as a member of the Board Audit Committee on 31st July 2025 and was appointed to Remuneration Committee on 1st August 2025.
\n \n9. Additional Fees paid as Chair of the Board Risk and Compliance Committee, member of the Board Remuneration and Board Audit Committees. Was appointed Senior Independent Director on 1st June 2025 and ceased as a member of the Remuneration Committee on 31st July 2025.
\n \n10. Appointed as Non-Executive Director on 8th April 2025. Additional Fees paid as Chair of Board Audit Committee, and member of Board Risk and Compliance Committee.
\n \nFor comparison, the level of fees paid to the Chairperson and Non-Executive Directors in 2024 is outlined in the table below.
\n \n| \n | \n\n | \n\n \n 2024\n \n | \n |||||||||
| \n \n Name of Director, Position\n \n | \n \n \n Note\n \n | \n \n \n 1. \n \n\n Fixed Remuneration\n \n | \n \n | \n\n \n 2. \n \n\n Variable Remuneration\n \n | \n \n \n 3. \n \n\n Extraordinary items\n \n | \n \n \n 4. \n \n\n Pension Expense\n \n | \n \n \n 5. \n \n\n Total Remuneration\n \n | \n \n \n 6. \n \n\n Proportion of Fixed and Variable Remuneration\n \n | \n |||
| \n | \n\n | \n\n \n Base Salary\n \n | \n \n \n Basic Fees\n \n | \n \n \n Fees Paid\n \n | \n \n \n Fringe Benefits\n \n | \n \n \n One-year variable\n \n | \n \n \n Multi-year variable\n \n | \n ||||
| \n Julie O\u2019Neill \n | \n \n 1 \n | \n \n \u20ac0 \n | \n \n \u20ac320,000 \n | \n \n \u20ac320,000 \n | \n \n \u20ac420 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac320,420 \n | \n \n 100% Fixed \n | \n
| \n Ronan O\u2019Neill \n | \n \n 2 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac115,000 \n | \n \n \u20ac375 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac115,375 \n | \n \n 100% Fixed \n | \n
| \n Donal Courtney \n | \n \n 3 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac72,070 \n | \n \n \u20ac590 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac72,660 \n | \n \n 100% Fixed \n | \n
| \n Ruth Wandh\u00f6fer \n | \n \n 4 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac73,750 \n | \n \n \u20ac110 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac73,860 \n | \n \n 100% Fixed \n | \n
| \n Marian Corcoran \n | \n \n 5 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac73,750 \n | \n \n \u20ac465 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac74,215 \n | \n \n 100% Fixed \n | \n
| \n Paul Doddrell \n | \n \n 6 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac73,750 \n | \n \n \u20ac543 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac74,293 \n | \n \n 100% Fixed \n | \n
| \n Celine Fitzgerald \n | \n \n 7 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac76,500 \n | \n \n \u20ac465 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac76,965 \n | \n \n 100% Fixed \n | \n
| \n Anne Bradley \n | \n \n 8 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac76,500 \n | \n \n \u20ac110 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac76,610 \n | \n \n 100% Fixed \n | \n
| \n Catherine Moroney \n | \n \n 9 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac76,500 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac76,500 \n | \n \n 100% Fixed \n | \n
| \n Richard Gildea \n | \n \n 10 \n | \n \n \u20ac0 \n | \n \n \u20ac60,000 \n | \n \n \u20ac80,625 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac0 \n | \n \n \u20ac80,625 \n | \n \n 100% Fixed \n | \n
Notes:
\n \n1. Ms O\u2019Neill was appointed as a member of the Board on 17 January 2023 and on the 1 February 2023 became a member of the Remuneration Committee and Board Nomination, Culture and Ethics Committee. She does not receive additional fees in these roles. Ms O\u2019Neill was appointed as Board Chairperson on 31 March 2023. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions and expenses.
\n \n2. Additional fees paid as Chairperson of the Board Audit Committee, member of the Board Nomination, Culture and Ethics Committee and Senior Independent Director. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n3. Ceased as Non-Executive Director on 1 October 2024. Additional fees paid as Chairperson of the Board Risk and Compliance Committee, and member of Board Audit Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n4. Additional fees paid as member of the Board Audit Committee and the Remuneration Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n5. Additional fees paid as member of the Board Risk and Compliance Committee and the Board Nomination, Culture and Ethics Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions.
\n \n6. Additional fees paid as member of the Board Risk and Compliance Committee and the Board Nomination, Culture and Ethics Committee. Fringe benefits comprise Benefit in Kind relating to the payment of professional body subscriptions and expenses.
\n \n7. Additional fees paid as Chair of the Remuneration Committee and member of the Nomination, Culture and Ethics Committee. Fringe benefits comprise of Benefit in Kind relating to the payment of professional body subscriptions.
\n \n8. Additional fees paid as member of the Board Audit Committee and Board Risk and Compliance Committee. Fringe benefits comprise of Benefit in Kind relating to the payment of professional body subscriptions.
\n \n9. Additional Fees paid as member of the Board Risk and Compliance Committee and the Board Audit Committee.
\n \n10. Additional Fees paid as Chair of the Board Risk and Compliance Committee and member of the Remuneration and Board Audit Committees.
\n \nThe table below outlines the level of fees paid to the Chairman and Non-Executive Directors, including base fees and further fees for additional Board duties such as chairmanship or membership of a committee. The fee structure remained unchanged in 2025. The 2026 review for Non-Executive Director fees has not yet concluded and further details of any increases granted will be included within next year\u2019s report.
\n \n| \n \n Position:\n \n | \n \n | \n\n \n 2024 Fees\n \n | \n \n \n 2025 Fees\n \n | \n
| \n Board Chairperson \n | \n \n | \n\n \u20ac320,000 \n | \n \n \u20ac320,000 \n | \n
| \n Non-Executive Director (Base Fee) \n | \n \n | \n\n \u20ac60,000 \n | \n \n \u20ac60,000 \n | \n
| \n Senior Independent Director \n | \n \n | \n\n \u20ac22,000 \n | \n \n \u20ac22,000 \n | \n
| \n Board Audit Committee and Board Risk & Compliance Committee \u00a0 \n | \n \n Chairperson \n | \n \n \u20ac27,500 \n | \n \n \u20ac27,500 \n | \n
| \n | \n\n Member \n | \n \n \u20ac8,250 \n | \n \n \u20ac8,250 \n | \n
| \n Remuneration Committee \n | \n \n Chairperson \n | \n \n \u20ac11,000 \n | \n \n \u20ac11,000 \n | \n
| \n Remuneration Committee and Nomination, Culture & Ethics Committee \n | \n \n Member \n | \n \n \u20ac5,500 \n | \n \n \u20ac5,500 \n | \n
\n 42. Related Parties\n
\n \nRelated parties include individuals and entities that can exercise significant influence on operational and financial policies of the Group.
\n \nThe Group has a related party relationship with its Directors, Senior Executives, the Group\u2019s pension schemes, the Minister for Finance and with the Irish Government and Irish Government related entities on the basis that the Irish Government is deemed to have control over the Group.
\n \n\n (a) Directors\u2019 and Secretary\u2019s interest \n
\n \nThe interests of the Directors and the Company Secretary, including interests of their close family members in the share capital of the Company are as follows:
\n \n| \n \n Number of beneficial ordinary shares held \n \n | \n \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n Ordinary\n \n | \n \n \n Ordinary\n \n | \n
| \n | \n\n \n Position\n \n | \n \n \n shares\n \n | \n \n \n shares\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Julie O\u2019Neill \n | \n \n Chairperson \n | \n \n 20,000 \n | \n \n 20,000 \n | \n
| \n Eamonn Crowley \n | \n \n Chief Executive Officer \n | \n \n 50,000 \n | \n \n 50,000 \n | \n
| \n Nicola O\u2019Brien (retired 29 August 2024) \n | \n \n Chief Financial Officer \n | \n \n - \n | \n \n - \n | \n
| \n Barry D\u2019Arcy (appointed 25 February 2025) \n | \n \n Chief Financial Officer \n | \n \n - \n | \n \n - \n | \n
| \n Conor Ryan \n | \n \n Company Secretary \n | \n \n 10 \n | \n \n 10 \n | \n
| \n Ronan O\u2019Neill (retired 30 July 2025) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Donal Courtney (retired 01 October 2024) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Ruth Wandh\u00f6fer \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Marian Corcoran \n | \n \n Non-Executive Director \n | \n \n 4,500 \n | \n \n 4,500 \n | \n
| \n Paul Doddrell \n | \n \n Non-Executive Director \n | \n \n 4,046 \n | \n \n 4,046 \n | \n
| \n Celine Fitzgerald \n | \n \n Non-Executive Director \n | \n \n 6,227 \n | \n \n 6,227 \n | \n
| \n Anne Bradley \n | \n \n Non-Executive Director \n | \n \n 6,227 \n | \n \n 6,227 \n | \n
| \n Catherine Moroney \n | \n \n Non-Executive Director \n | \n \n 7,462 \n | \n \n 7,462 \n | \n
| \n Rick Gildea \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Hugh O\u2019Donnell (appointed 08 April 2025) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
Conor Ryan, as trustee of the employee benefit trust set up under the terms of the long-term incentive plan, has non-beneficial interest in 4,580 shares held in the plan (31 December 2024: 4,580).
\n \nThere were no transactions in the above Directors\u2019 and Secretary\u2019s interests between 31 December 2025 and 04 March 2026.
\n \nDetails of the Directors\u2019 remuneration is included in the Directors\u2019 Remuneration Report on pages 121 to 125.
\n \n\n (b) Transactions with key management personnel \n
\n \nKey management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the Group. Key management personnel include Non-Executive Directors, Executive Directors and members of the Executive Committee (ExCo). The Executive Directors and members of the ExCo are listed below:
\n \n| \n \n Members of the ExCo at 31 December 2025\n \n | \n \n | \n
| \n Eamonn Crowley \n | \n \n Chief Executive \n | \n
| \n Barry D\u2019Arcy \n | \n \n Chief Financial Officer \n | \n
| \n Patrick Farrell \n | \n \n Chief Retail Banking Officer \n | \n
| \n Tom Hayes \n | \n \n Chief Technology Officer \n | \n
| \n Ger Mitchell \n | \n \n Chief Customer and People Officer \n | \n
| \n Andrew Walsh \n | \n \n Chief Legal Counsel \n | \n
| \n Peter Vance \n | \n \n Chief Operations Officer \n | \n
| \n Leontia Fannin \n | \n \n Chief Sustainability & Corporate Affairs Officer \n | \n
| \n Fiona McMahon \n | \n \n Chief Risk Officer \n | \n
During the year ended 31 December 2025, the following key management personnel changes occurred:
\n \nBarry D\u2019Arcy was appointed Chief Financial Officer on 25 February 2025; Hugh O'Donnell was appointed Non-Executive Director on 08 April 2025 and Fiona McMahon was appointed Chief Risk Officer on 11 August 2025.
\n \nRonan O\u2019Neil retired as a Non-Executive Director on 30 July 2025.
\n \nNon-Executive Directors are compensated by way of fees. In certain circumstances, expenses incurred by Non-Executive Directors during the normal course of business are paid by the Group and are included in taxable benefits. The compensation of Executive Directors and members of the ExCo comprises salary and other benefits together with pension benefits. Previously they also participated in the Group\u2019s profit sharing, share option schemes and long-term incentive plans. No awards have been issued under these schemes and plans since 2008.
\n \nNumber of key management personnel as at year end is as follows:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2025\n \n | \n
| \n | \n\n | \n\n | \n
| \n Non-Executive Directors \n | \n \n \n 9\n \n | \n \n 9 \n | \n
| \n Executive Directors and Senior Management \n | \n \n \n 9\n \n | \n \n 8 \n | \n
| \n | \n\n \n 18\n \n | \n \n 17 \n | \n
\n (b) (i) Total compensation to Executive and Non-Executive Directors is as follows:\n
\n \n| \n | \n\n \n Year ended \n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n Fees \n | \n \n \n 1,007\n \n | \n \n 1,038 \n | \n
| \n Taxable benefits \n | \n \n \n 5\n \n | \n \n 3 \n | \n
| \n Salary and other benefits \n | \n \n \n 978\n \n | \n \n 789 \n | \n
| \n Loss of office payments* \n | \n \n \n -\n \n | \n \n 172 \n | \n
| \n Pension benefits \n | \n \n | \n\n | \n
| \n - defined contribution \n | \n \n \n 162\n \n | \n \n 140 \n | \n
| \n \n Total\n \n | \n \n \n 2,152 \n \n | \n \n 2,142 \n | \n
* Relates to payments to former CFO
\n \nTotal compensation to other key management personnel is as follows:
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n Taxable benefits \n | \n \n \n 8\n \n | \n \n 4 \n | \n
| \n Salary and other benefits \n | \n \n \n 2,754\n \n | \n \n 2,709 \n | \n
| \n Pension benefits \n | \n \n | \n\n | \n
| \n - defined contribution \n | \n \n \n 413\n \n | \n \n 397 \n | \n
| \n \n Total\n \n | \n \n \n 3,175 \n \n | \n \n 3,110 \n | \n
In 2025, the Chief Financial Officer, Barry D\u2019Arcy, has confirmed that his son completed a student/summer work placement with the Group. The Chairperson has further confirmed that their daughter\u2011in\u2011law is employed by the Group. There were no connected persons to key management personnel employed by the group during 2024
\n \n\n (b) (ii) Balances and transactions with key management personnel:\n
\n \nIn the normal course of its business, the Group had loan balances and transactions with key management personnel and their connected persons. The loans are granted on normal commercial terms and conditions with the exception of certain home loans where Executive Directors and Senior Managers may avail of subsidised loans on the same terms as other eligible management of the Group. All of the loans in the scope of the related party guidelines as outlined under the Companies Act 2014, the Central Bank Related Party lending code 2013 and IAS 24 Related party disclosures are secured, and all interest and principal due at the SOFPn date has been repaid on schedule and therefore, no provision for loan impairment is required. Total outstanding balances of loans, credit cards, overdrafts and deposits are as follows:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Balances\n \n | \n \n | \n\n | \n
| \n Loans \n | \n \n \n 2,588\n \n | \n \n 1,734 \n | \n
| \n Unsecured credit card balances and overdrafts \n | \n \n \n 13\n \n | \n \n 48 \n | \n
| \n Deposits \n | \n \n \n 2,503\n \n | \n \n 1,209 \n | \n
| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n Transactions during the year \n | \n \n | \n\n | \n
| \n Loan advances \n | \n \n \n 999\n \n | \n \n 56 \n | \n
| \n Loan repayments \n | \n \n \n 143\n \n | \n \n 302 \n | \n
| \n Interest received on loans \n | \n \n \n 92\n \n | \n \n 46 \n | \n
| \n Interest paid on deposits \n | \n \n \n (40)\n \n | \n \n (7) \n | \n
\n Loans to Directors\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Balance as at 1 Jan\n \n | \n \n \n Advances during the year\n \n | \n \n \n Principal repaid\n \n | \n \n \n Principal drawn\n \n | \n \n \n Balance\n \n\n as at \n \n\n 31 Dec\n \n | \n \n \n Interest paid\n \n | \n \n \n Maximum balance\n \n | \n
| \n | \n\n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Ronan O\u2019Neill* (retired 30 July 2025) \n | \n \n \n 866 \n \n | \n \n \n - \n \n | \n \n \n 12 \n \n | \n \n \n 60 \n \n | \n \n \n 914 \n \n | \n \n \n 25 \n \n | \n \n \n 926 \n \n | \n
| \n Eamonn Crowley** \n | \n \n \n 40\n \n | \n \n \n 61\n \n | \n \n \n 48\n \n | \n \n \n - \n \n | \n \n \n 53\n \n | \n \n \n 6\n \n | \n \n \n 101\n \n | \n
| \n Catherine Moroney* \n | \n \n \n 13\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n \n - \n \n | \n \n \n 8\n \n | \n \n \n 1\n \n | \n \n \n 13\n \n | \n
| \n | \n\n \n 919 \n \n | \n \n \n 61 \n \n | \n \n \n 65 \n \n | \n \n \n 60 \n \n | \n \n \n 975 \n \n | \n \n \n 32 \n \n | \n \n \n 1,040 \n \n | \n
* Represents a loan for a person connected with this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n** Represents a loan made directly to this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n| \n \n 31 December 2024\n \n | \n \n \n Balance as at 1 Jan\n \n | \n \n \n Advances during the year\n \n | \n \n \n Principal repaid\n \n | \n \n \n Principal drawn\n \n | \n \n \n Balance\n \n\n as at \n \n\n 31 Dec\n \n | \n \n \n Interest paid\n \n | \n \n \n Maximum balance\n \n | \n
| \n | \n\n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Ronan O\u2019Neill* \n | \n \n 629 \n | \n \n 250 \n | \n \n 13 \n | \n \n - \n | \n \n 866 \n | \n \n 27 \n | \n \n 879 \n | \n
| \n Eamonn Crowley** \n | \n \n 2 \n | \n \n 40 \n | \n \n 2 \n | \n \n - \n | \n \n 40 \n | \n \n - \n | \n \n 42 \n | \n
| \n Catherine Moroney* \n | \n \n - \n | \n \n 17 \n | \n \n 4 \n | \n \n - \n | \n \n 13 \n | \n \n 1 \n | \n \n 17 \n | \n
| \n | \n\n 631 \n | \n \n 307 \n | \n \n 19 \n | \n \n - \n | \n \n 919 \n | \n \n 28 \n | \n \n 938 \n | \n
* Represents a loan for a person connected with this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n** Represents a loan made directly to this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n\n (c) Irish Government and Irish Government related entities\n
\n \nThe Minister for Finance continues to be the majority shareholder of the Group (and the ultimate controlling party per IAS 24). The Irish Government is recognised as a related party as the Government is deemed to have control over the Group as defined by IAS 24. The Group has applied the amended IAS 24 which exempts an entity from the related party disclosure requirements in respect of the Government and Government related entities unless transactions are individually or collectively significant. In the normal course of business, the Group has entered into transactions with the Government and Government related entities involving deposits and senior debt.
\n \nThe following are transactions and balances between the Group and the Government and Government related entities that are collectively significant:
\n \n\n (d) Other related party transactions\n
\n \n\n 1.1 Corporate information \n
\n \nPermanent TSB Group Holdings plc (the Company) is a holding company domiciled in Ireland (registration number 474438). Its registered office is situated at 56 - 59, St. Stephen\u2019s Green, Dublin 2, Ireland. The Company\u2019s shares are listed on the main market of the Irish and London Stock Exchanges.
\n \nThe consolidated financial statements include the financial statements of the Company and its subsidiaries (together referred to as the Group) and are prepared up to the end of the financial year, 31 December 2025.
\n \nPermanent TSB plc (PTSB), a 100% owned subsidiary of the Company, is the main trading entity of the Group which is involved in retail banking.
\n \n \nThese consolidated financial statements for the year ended 31 December 2025 were approved by the Board and authorised for issue by the Directors on 4 March 2026.
\n \n \nThe material accounting policies applied in the preparation of the financial statements for the year ended 31 December 2025 are set out below.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfGeneralInformationAboutFinancialStatementsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "NameOfReportingEntityOrOtherMeansOfIdentification": { "value": "Permanent TSB Group Holdings plc", "dimensions": { "concept": "ifrs-full:NameOfReportingEntityOrOtherMeansOfIdentification", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "NameOfUltimateParentOfGroup": { "value": "Permanent TSB Group Holdings plc", "dimensions": { "concept": "ifrs-full:NameOfUltimateParentOfGroup", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "LegalFormOfEntity": { "value": "plc", "dimensions": { "concept": "ifrs-full:LegalFormOfEntity", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DomicileOfEntity": { "value": "Ireland", "dimensions": { "concept": "ifrs-full:DomicileOfEntity", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "CountryOfIncorporation": { "value": "Ireland", "dimensions": { "concept": "ifrs-full:CountryOfIncorporation", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "PrincipalPlaceOfBusiness": { "value": "Ireland", "dimensions": { "concept": "ifrs-full:PrincipalPlaceOfBusiness", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "AddressOfRegisteredOfficeOfEntity": { "value": "56 - 59, St. Stephen\u2019s Green, Dublin 2, Ireland", "dimensions": { "concept": "ifrs-full:AddressOfRegisteredOfficeOfEntity", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfNatureOfEntitysOperationsAndPrincipalActivities": { "value": "Permanent TSB plc (PTSB), a 100% owned subsidiary of the Company, is the main trading entity of the Group which is involved in retail banking", "dimensions": { "concept": "ifrs-full:DescriptionOfNatureOfEntitysOperationsAndPrincipalActivities", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfAuthorisationOfFinancialStatementsExplanatory0": { "value": "\nThese consolidated financial statements for the year ended 31 December 2025 were approved by the Board and authorised for issue by the Directors on 4 March 2026.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfAuthorisationOfFinancialStatementsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfBasisOfPreparationOfFinancialStatementsExplanatory0": { "value": "\n\n 1.2 Basis of preparation\n
\n \n \n\n Statement of compliance\n
\n \n \n \nThese consolidated financial statements comprise of the consolidated income statement, the consolidated statement of comprehensive income (SOCI), the consolidated statement of financial position (SOFP), the consolidated statement of changes in equity (SOCE), the consolidated statement of cash flows (SOCF), the Company SOFP, the Company SOCE, the Company SOCF and the notes to the consolidated and the Company financial statements, which have been prepared in accordance with IFRS and interpretations issued by the IFRS Interpretations Committee (IFRIC) as adopted by the EU and those parts of the Companies Act 2014 applicable to companies reporting under IFRS and EU (Credit Institutions: Financial Statements) Regulations 2015.
\n \n \n \nThe accounting policies have been consistently applied by the Group entities and are consistent with the previous year.
\n \n \n \nThe financial statements include the information that is described as being an integral part of the audited financial statements contained in the Directors\u2019 Report on Remuneration and in Risk Management. Certain tables and related information in the notes to the financial statements, included in boxes and clearly identified as unaudited do not form part of the audited financial statements.
\n \n \n \nThe individual financial statements of the holding company have also been prepared in accordance with IFRS and interpretations issued by IFRIC as adopted by the EU and those parts of the Companies Act 2014 applicable to companies reporting under IFRS. In accordance with section 304(2) of the Companies Act 2014, the Company is availing of the exemption from presenting its individual income statement and related notes to the AGM and from filing it with the Registrar of Companies. See note 43 for further information.
\n \n \n \nThe Company\u2019s profit after tax for the year ended 31 December 2025 was \u20ac46m (31 December 2024: loss \u20ac216m). For further information, see the Company financial statements on pages 396 to 403.
\n \n \n \n\n Basis of measurement\n
\n \n \n \nThe consolidated and Company financial statements have been prepared on the historical cost basis as modified to include the fair valuation of certain financial instruments such as equity securities classified as fair value through other comprehensive income (FVOCI), derivative financial instruments, assets classified as held for sale, financial assets and liabilities designated as hedged items in qualifying fair value hedge relationships, and land and buildings accounted for using the revaluation model.
\n \n \n \n\n Functional and presentation currency\n
\n \n \n \nThese financial statements are presented in Euro, which is the Company\u2019s functional currency. Except where otherwise indicated, financial information presented in Euro has been rounded to the nearest million (m).
\n \n \n \n\n Use of estimates and judgements\n
\n \n \n \nThe preparation of these consolidated and individual financial statements, in conformity with IFRS, requires Management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income, expenses and related disclosures.
\n \n \n \nWhile the actual results may differ from the estimates made, the Directors believe that they are reasonable in the current circumstances based on the best available information at the date of the approval of these consolidated and individual financial statements.
\n \n \n \nAdditional information about key assumptions and judgements are disclosed in the relevant notes for the following areas including significant estimation uncertainty:
\n \n \n \nThe estimates and assumptions are reviewed on an on-going basis and where necessary are revised to reflect current conditions. The principal estimates and assumptions made by Management relate to allowance for credit impairment losses, deferred taxation, fair value of financial instruments and impairment review of subsidiary undertakings.
\n \n \n \nJudgements made by Management that have a significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year are discussed in note 2.
\n \n \n\n 1.4 Comparative information\n
\n \nThe comparative information for 2024 has been prepared on a consistent basis with 2025.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfBasisOfPreparationOfFinancialStatementsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "StatementOfIFRSCompliance0": { "value": "\n\n Statement of compliance\n
\n \nThese consolidated financial statements comprise of the consolidated income statement, the consolidated statement of comprehensive income (SOCI), the consolidated statement of financial position (SOFP), the consolidated statement of changes in equity (SOCE), the consolidated statement of cash flows (SOCF), the Company SOFP, the Company SOCE, the Company SOCF and the notes to the consolidated and the Company financial statements, which have been prepared in accordance with IFRS and interpretations issued by the IFRS Interpretations Committee (IFRIC) as adopted by the EU and those parts of the Companies Act 2014 applicable to companies reporting under IFRS and EU (Credit Institutions: Financial Statements) Regulations 2015.
\n \nThe accounting policies have been consistently applied by the Group entities and are consistent with the previous year.
\n \nThe financial statements include the information that is described as being an integral part of the audited financial statements contained in the Directors\u2019 Report on Remuneration and in Risk Management. Certain tables and related information in the notes to the financial statements, included in boxes and clearly identified as unaudited do not form part of the audited financial statements.
\n \nThe individual financial statements of the holding company have also been prepared in accordance with IFRS and interpretations issued by IFRIC as adopted by the EU and those parts of the Companies Act 2014 applicable to companies reporting under IFRS. In accordance with section 304(2) of the Companies Act 2014, the Company is availing of the exemption from presenting its individual income statement and related notes to the AGM and from filing it with the Registrar of Companies. See note 43 for further information.
\n \nThe Company\u2019s profit after tax for the year ended 31 December 2025 was \u20ac46m (31 December 2024: loss \u20ac216m). For further information, see the Company financial statements on pages 396 to 403.
\n ", "dimensions": { "concept": "ifrs-full:StatementOfIFRSCompliance", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "ExplanationOfMeasurementBasesForFinancialInstrumentsUsedInPreparingFinancialStatementsExplanatory0": { "value": "\n\n Basis of measurement\n
\n \nThe consolidated and Company financial statements have been prepared on the historical cost basis as modified to include the fair valuation of certain financial instruments such as equity securities classified as fair value through other comprehensive income (FVOCI), derivative financial instruments, assets classified as held for sale, financial assets and liabilities designated as hedged items in qualifying fair value hedge relationships, and land and buildings accounted for using the revaluation model.
\n ", "dimensions": { "concept": "ifrs-full:ExplanationOfMeasurementBasesForFinancialInstrumentsUsedInPreparingFinancialStatementsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFunctionalCurrencyExplanatory0": { "value": "\n\n Functional and presentation currency\n
\n \nThese financial statements are presented in Euro, which is the Company\u2019s functional currency. Except where otherwise indicated, financial information presented in Euro has been rounded to the nearest million (m).
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFunctionalCurrencyExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfAccountingJudgementsAndEstimatesExplanatory0": { "value": "\n\n Use of estimates and judgements\n
\n \nThe preparation of these consolidated and individual financial statements, in conformity with IFRS, requires Management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income, expenses and related disclosures.
\n \nWhile the actual results may differ from the estimates made, the Directors believe that they are reasonable in the current circumstances based on the best available information at the date of the approval of these consolidated and individual financial statements.
\n \nAdditional information about key assumptions and judgements are disclosed in the relevant notes for the following areas including significant estimation uncertainty:
\n \nThe estimates and assumptions are reviewed on an on-going basis and where necessary are revised to reflect current conditions. The principal estimates and assumptions made by Management relate to allowance for credit impairment losses, deferred taxation, fair value of financial instruments and impairment review of subsidiary undertakings.
\n \nJudgements made by Management that have a significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year are discussed in note 2.
\n \n\n 2. Critical accounting estimates and judgements\n
\n \nCritical accounting estimates and judgements made by Management in applying accounting policies are set out below.
\n \n\n (a) Allowance for credit losses under IFRS 9 \n
\n \nIFRS 9 requires an impairment allowance to be recorded for ECL on financial assets regardless of whether there has been an actual loss event. There is a requirement to track and assess changes in credit risk on financial instruments since origination and determine whether the credit risk on those financial instruments has increased significantly since initial recognition.
\n \nThe following concepts introduce significant judgement within impairment and have a significant impact on the level of ECL allowances.
\n \n\n \n Determination of significant increase in credit risk (SICR)\n \n
\n \nThe Group\u2019s criteria for assessing whether there has been a significant increase in credit risk can cause some volatility in the classification of performing exposures and the amount of the recognised ECL allowances in any accounting period. This is because, in line with IFRS 9, Stage 1 loans require a 12-month ECL whereas a lifetime ECL is recognised for Stage 2 loans.
\n \nCriteria to determine whether a significant increase in credit risk has occurred at the reporting date are set out in section 3.1, Risk Management.
\n \n\n \n Forward Looking Information (FLI)\n \n
\n \nThe Group has adopted an ECL framework that reflects a component approach using PD, EAD and LGD components calibrated for IFRS 9 purposes. To adequately capture lifetime ECL, the Group also modelled early redemptions as a separate component within the ECL calculation. For long dated Non-Performing Loans, ECL is computed considering the present value of expected cashflows and expected recovery of collateral.
\n \nJudgement is combined with statistical evidence in determining which forward-looking variables are relevant for the Group\u2019s loan portfolios and in determining the extent by which through-the-cycle parameters should be adjusted for FLI to determine point-in-time parameters.
\n \nChanges in FLI variables applied to convert through-the-cycle PD and LGD into point-in-time parameters can either increase or decrease ECL impairment allowances in a particular accounting period. On update, increases in the level of optimism in the FLI variables will cause a decrease in ECL while increases in the level of pessimism in the FLI variables will cause an increase in ECL. These movements could be significant in the accounting period of update.
\n \nIn its calculation of ECL allowance, the Group considers multiple scenarios and possible outcomes together with their probability of occurrence. Scenarios are designed to capture a range of outcomes. Each macroeconomic scenario in the Group\u2019s ECL calculation includes a projection of all relevant macroeconomic variables applied in the models for a five-year period, subsequently reverting to long-run averages.
\n \nThe Group\u2019s approach applies extreme-but-plausible economic scenarios (i.e., underpinned by historical evidence) to estimate the distribution of ECL to which the Group is exposed. Using statistical techniques combined with expert credit judgement, the Group then formulates an unbiased probability weighted estimate of ECL at the reporting date. The Group\u2019s approach to economic scenario development for its residential mortgage portfolios underwent a review during 2025 as part of the redevelopment of the Group\u2019s IFRS 9 models.
\n \nFour scenarios (2024: 3 scenarios) are considered in the Group\u2019s calculation of ECL allowance for residential mortgages at the reporting date. The four-scenario narrative based approach considers current and emerging macroeconomic risks and outlook, which is the dominant approach from a market practice perspective. The base scenario is used for financial planning purposes. The Group considers one scenario that represents a macroeconomic environment that is more favourable to the central scenario and two scenarios that represents a macroeconomic environment that is less favourable to the central scenario. One of these less favourable scenarios represents a moderately adverse macroeconomic environment while the other represents an extreme but plausible environment.
\n \nThe Group has maintained a three-scenario approach in its calculation of ECL allowance for unsecured and SME portfolios. The base scenario is identical to that used for the residential mortgage portfolios. The upside and downside scenarios represent extreme 1 in 20 scenarios backed by Irish historical context and international comparatives. An alignment in approach for all portfolios is expected in 2026 following redevelopment of the Group\u2019s unsecured and SME IFRS 9 models. Macroeconomic scenarios and associated weights are reviewed by the Asset and Liability Committee (\u201cALCo\u201d) before approval for use by the Board Risk and Compliance committee.
\n \nThe tables below compare the key macroeconomic variables and probability weightings used for the year-end ECL process to those used at December 2024. Macroeconomic input parameters were last updated in December 2025.
\n \nThe updated base case scenario reflects marginally higher unemployment forecasts and a worsening GDP outlook vs previous year, due to headwinds in the global economy as a result of geopolitical pressures.
\n \n\n Macroeconomic scenarios and weights for the residential mortgage models:\n
\n \n| \n | \n\n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||||
| \n | \n\n \n Base Case\n \n | \n \n \n Upside 1 Scenario\n \n | \n \n \n Downside 1 Scenario\n \n | \n \n \n Downside 2 Scenario\n \n | \n \n \n Base Case\n \n | \n \n \n Upside Scenario\n \n | \n \n \n Downside Scenario\n \n | \n ||
| \n | \n\n \n Average value over Year 1\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value for the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over Year 1\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Scenario Probability Weighting \n | \n \n | \n\n \n 50%\n \n | \n \n \n 10%\n \n | \n \n \n 30%\n \n | \n \n \n 10%\n \n | \n \n | \n\n 54% \n | \n \n 23% \n | \n \n 23% \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Irish Residential House Prices \n | \n \n \n 2.5%\n \n | \n \n \n 2.2%\n \n | \n \n \n 4.1%\n \n | \n \n \n -0.4%\n \n | \n \n \n -3.0%\n \n | \n \n 3.0% \n | \n \n 2.2% \n | \n \n 12.4% \n | \n \n -9.6% \n | \n
| \n Irish Unemployment Y/E \n | \n \n \n 5.5%\n \n | \n \n \n 4.8%\n \n | \n \n \n 3.9%\n \n | \n \n \n 6.9%\n \n | \n \n \n 10.4%\n \n | \n \n 6.0% \n | \n \n 5.6% \n | \n \n 3.8% \n | \n \n 11.9% \n | \n
| \n Irish GDP \n | \n \n \n 3.5%\n \n | \n \n \n 3.2%\n \n | \n \n \n 3.9%\n \n | \n \n \n 0.6%\n \n | \n \n \n -0.4%\n \n | \n \n 1.0% \n | \n \n 2.4% \n | \n \n 5.4% \n | \n \n -1.9% \n | \n
| \n Consumer Price Index \n | \n \n \n 1.7%\n \n | \n \n \n 1.9%\n \n | \n \n \n 2.2%\n \n | \n \n \n 1.8%\n \n | \n \n \n 2.7%\n \n | \n \n 2.0% \n | \n \n 2.0% \n | \n \n 1.9% \n | \n \n 4.2% \n | \n
| \n ECB Base Rate \n | \n \n \n 2.2%\n \n | \n \n \n 2.2%\n \n | \n \n \n 2.3%\n \n | \n \n \n 2.0%\n \n | \n \n \n 2.6%\n \n | \n \n 2.2% \n | \n \n 2.2% \n | \n \n 0.9% \n | \n \n 3.7% \n | \n
The Group has applied a four scenario approach for residential mortgages at 31 December 2025. This approach is not directly comparable with the three scenario approach applied at 31 December 2024.
\n \n\n Macroeconomic scenarios and weights for the non-residential mortgage models:\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||||
| \n | \n\n \n Base Case\n \n | \n \n \n Upside 2 Scenario\n \n | \n \n \n Downside 3 Scenario\n \n | \n \n \n Base Case\n \n | \n \n \n Upside Scenario\n \n | \n \n \n Downside Scenario\n \n | \n ||
| \n | \n\n \n Average value over Year 1\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value for the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over Year 1\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n \n \n Average value over the forecast period\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Scenario Probability Weighting \n | \n \n | \n\n \n 54%\n \n | \n \n \n 23%\n \n | \n \n \n 23%\n \n | \n \n | \n\n 54% \n | \n \n 23% \n | \n \n 23% \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Irish Residential House Prices \n | \n \n \n 2.5%\n \n | \n \n \n 2.2%\n \n | \n \n \n 12.4%\n \n | \n \n \n -9.2%\n \n | \n \n 3.0% \n | \n \n 2.2% \n | \n \n 12.4% \n | \n \n -9.6% \n | \n
| \n Irish Unemployment Y/E \n | \n \n \n 5.5%\n \n | \n \n \n 4.8%\n \n | \n \n \n 3.8%\n \n | \n \n \n 11.6%\n \n | \n \n 6.0% \n | \n \n 5.6% \n | \n \n 3.8% \n | \n \n 11.9% \n | \n
| \n Irish GDP \n | \n \n \n 3.5%\n \n | \n \n \n 3.2%\n \n | \n \n \n 5.4%\n \n | \n \n \n -1.5%\n \n | \n \n 1.0% \n | \n \n 2.4% \n | \n \n 5.4% \n | \n \n -1.9% \n | \n
| \n Consumer Price Index \n | \n \n \n 1.7%\n \n | \n \n \n 1.9%\n \n | \n \n \n 1.9%\n \n | \n \n \n 4.2%\n \n | \n \n 2.0% \n | \n \n 2.0% \n | \n \n 1.9% \n | \n \n 4.2% \n | \n
| \n ECB Base Rate \n | \n \n \n 2.2%\n \n | \n \n \n 2.2%\n \n | \n \n \n 0.9%\n \n | \n \n \n 3.7%\n \n | \n \n 2.2% \n | \n \n 2.2% \n | \n \n 0.9% \n | \n \n 3.7% \n | \n
The Group has maintained a three scenario approach for non-residential mortgage portfolios at 31 December 2025. Full alignment in approach for all portfolios is expected in 2026 following redevelopment of the Group\u2019s unsecured and SME IFRS 9 models.
\n \nThe macroeconomic scenarios used at the reporting date are described below.
\n \n\n Base scenario\n
\n \nThe base scenario for the Irish economy, which is considered in the ECL measurement of all the Group\u2019s portfolios, has improved since mid-year following the confirmed scope of the US tariff levels on EU imports, the continued strong performance of Irish exports, and the robust underlying economic performance.
\n \nThere has been a continued relatively strong performance in Q3 and into Q4 in the Irish economy, supporting a significantly better outturn for 2025 than was expected early in the year. In particular, the sharp outperformance from stock piling ahead of tariffs in Q1, has driven a forecast 9%+ GDP growth outturn in the Irish economy in 2025, while the underlying economy grows (MDD) at a more sustainable 2.5-3% level.
\n \nThe significant shortfall in housing completion levels in 2025, has further deepened the underlying supply demand imbalance in the Irish housing market, resulting in a further strong upward movement in Residential Property Price Index of 7.3% in 2025. The outlook for house prices remains positive albeit at a lower growth rate, while affordability becomes more stretched across the country.
\n \nOn unemployment the base expectation on the economy reflects a conservative assessment of the weakened outlook in global trade in 2025. Some further marginal weakness in the employment market is built into 2026 as global trade adjusts to the tariff regime however the worst of the tariff threats from earlier in the year have not materialised, decreasing the threat to unemployment in the medium term.
\n \n\n Upside 1 scenario \n
\n \nThe upside 1 scenario used in calculation of ECL allowance for residential mortgage portfolios reflects a much stronger outcome for the Irish economy than in the base scenario and considers accelerated Irish economic recovery driven by global stability.
\n \n\n Downside 1 scenario \n
\n \nThe downside 1 scenario, which is used in calculation of ECL allowance for residential mortgage portfolios, is a moderately adverse scenario reflecting geopolitical threat/tariff risks. In this scenario, a breakdown in trade agreements between EU/US, higher tariffs, and retaliation result in a spike in unemployment from loss of exports both to the US and into the EU.
\n \nThe slowdown in economic activity to a mild recession in Europe pushes down inflationary forces but while Irish inflation decelerates; the higher than target EU inflation significantly curtails monetary stimulus. Irish job losses in the multi-national corporations in Ireland is a key feature of this scenario and an economic slowdown pushes a downward shift in house prices.
\n \n\n Downside 2 scenario \n
\n \nThe downside 2 scenario, which is used in calculation of ECL allowance for residential mortgage portfolios, is an extreme but plausible scenario based on a global recession. In this scenario, significant increase in inflation coupled with major global economic shock results in a major global recession.
\n \nDebt markets see major volatility from the failures of significant non-bank lenders and weaker corporates. This triggers prolonged deceleration in Irish economic activity and a major and sustained increase in unemployment. Higher inflation directly inhibits the ECB\u2019s ability to react to the crisis and fiscal spending is significantly curtailed from the sharp decrease in tax receipts and higher debt costs resulting in a sustained period of house price decreases.
\n \n\n Upside 2 scenario \n
\n \nThe upside 2 scenario used in calculation of ECL allowance for unsecured and SME portfolios is an extreme 1 in 20 positive scenario developed to reflect a much stronger outcome for the Irish economy than the base scenario.
\n \n\n Downside 3 scenario \n
\n \nThe downside 3 scenario, which is used in calculation of ECL allowance for unsecured and SME portfolios, is an extreme scenario backed by Irish historical context and international comparatives. The scenario captures statistical extremes in unemployment, GDP and HPI, while maintaining plausibility as a 1 in 20 scenario.
\n \n\n Scenario application\n
\n \nDetermining probability weightings of the scenarios and forecasting FLI in respect of those scenarios requires a significant degree of Management judgement. The reported ECL allowance is impacted by the probability weighting attributed to each macroeconomic scenario.
\n \nIf the Group were to only use its base case scenario for the measurement of ECL for the residential mortgage portfolios, excluding overlay adjustments to modelled ECL outcomes, the ECL impairment allowance would be \u20ac7m less than reported at 31 December 2025.
\n \nSimilarly, excluding overlay adjustments to modelled ECL outcomes, if the Group were to only apply its upside scenario for the measurement of ECL for the residential mortgage portfolios, the ECL impairment allowance would be \u20ac13m less than reported at 31 December 2025. Whereas, if the Group were to only use its downside 1 scenario, the ECL impairment allowance would be \u20ac6m greater than reported at 31 December 2025 and if the Group were to only use its downside 2 scenario, the ECL impairment allowance would be \u20ac31m greater than reported at 31 December 2025.
\n \nIf the Group were to only use its base case scenario for the measurement of ECL for the unsecured and SME portfolios, excluding overlay adjustments to modelled ECL outcomes, the ECL impairment allowance would be \u20ac9m less than reported at 31 December 2025.
\n \nSimilarly, excluding overlay adjustments to modelled ECL outcomes, if the Group were to only apply its upside scenario for the measurement of ECL for the unsecured and SME portfolios, the ECL impairment allowance would be \u20ac20m less than reported at 31 December 2025. Whereas, if the Group were to only use its downside 3 scenario, the ECL impairment allowance would be \u20ac46m greater than reported at 31 December 2025.
\n \nThe BAC review the adequacy of ECL allowance on a half-yearly basis. Due to the relative sizes of the portfolios, the key judgemental area for the Group is in relation to the level of ECL calculated for the residential mortgage portfolio.
\n \nManagement judgement has been incorporated into the Group\u2019s impairment measurement process for the period and includes:
\n \n\n Impairment measurement\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Modelled ECL \n | \n \n \n 162\n \n | \n \n 256 \n | \n
| \n Non-modelled ECL \n | \n \n \n 84\n \n | \n \n - \n | \n
| \n \n Impairment loss allowance pre management adjustments\n \n | \n \n \n 246\n \n | \n \n 256 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Management adjustments:\n \n | \n \n | \n\n | \n
| \n Applied to impairment model parameters \n | \n \n \n 17\n \n | \n \n 44 \n | \n
| \n \n Overlay adjustments to modelled ECL outcomes:\n \n | \n \n | \n\n | \n
| \n - Non-performing loans \n | \n \n \n -\n \n | \n \n 35 \n | \n
| \n - Model to be developed \n | \n \n \n 9\n \n | \n \n 10 \n | \n
| \n - Forward-looking outlook \n | \n \n \n 24\n \n | \n \n 21 \n | \n
| \n - Model limitations \n | \n \n \n 24\n \n | \n \n 26 \n | \n
| \n \n Total management adjustments\n \n | \n \n \n 74\n \n | \n \n 136 \n | \n
| \n \n Total ECL\n \n | \n \n \n 320\n \n | \n \n 392 \n | \n
\n Non-modelled ECL \u2013 ECL measurement for a cohort of aged residential mortgage defaults\n
\n \nAs part of the Group\u2019s redevelopment of the IFRS 9 Mortgage LGD model during 2025 it was determined that the chosen modelling approach, which is aligned more closely with the Group\u2019s forward looking NPL strategy, did not appropriately capture the risk of elevated loss outcomes for a legacy cohort of aged Stage 3 exposures. The ECL on this cohort is now determined through the application of a Discounted Cash Flow (DCF) measurement method which takes into account current and expected payment patterns on this cohort and assumptions with respect to collateral recoverability. This measurement is expected to be retained until the aged defaults are resolved or no longer material. The total ECL on this cohort (which is included within Stage 3 ECL) is \u20ac84m.
\n \n\n Criteria applied to determine significant increase in credit risk\n
\n \nThe Group considers both quantitative and qualitative measures, including other reasonable and supportable information that would not otherwise be considered, in the assessment of whether a significant increase in credit risk (SICR) has arisen. Further details on the Group\u2019s approach to assessing SICR are set out in section 3.1, Risk Management, Loan impairment. A collective staging assessment applied at December 2024 in respect of a cohort of customers who could be disproportionately impacted by headwinds has been removed as this risk did not materialise in 2025.
\n \n\n Management Adjustments\n
\n \n\n Management adjustment applied to impairment model parameters \n
\n \nAt December 2025, the residential mortgage LGD parameter utilised in the ECL calculation was updated to reflect Management adjustment in respect of proceeds arising from the Glas 3 and 3.1 portfolio loan sales (+\u20ac17m). Changes in individual exposure LGD does not impact staging classification.
\n \n\n Overlay adjustments to modelled ECL outcomes\n
\n \nOverlay adjustments approved for 31 December 2025 (with 2024 comparison where applicable), are set out below and categorised as follows:
\n \n\n \n Non-performing Exposures (NPE)\n \n
\n \nPreviously held overlays in respect of Stage 3 residential mortgage loans that are in default for a prolonged period are removed and have been absorbed within the Group\u2019s Non-modelled Stage 3 ECL measurement.
\n \n\n \n Model to be Built\n \n
\n \nA \u20ac9m overlay has been applied in respect of portfolios which were acquired from Ulster Bank in 2023. This overlay incorporates minimum provision coverage floors, based on pre-determined benchmarks. Given the nature of these acquisitions, the overlay is applied at portfolio level which does not give rise to a staging adjustment. The development of specific impairment models for these portfolios, planned for H1 2026, is expected to remove the requirement for this overlay.
\n \n\n \n Model Limitations\n \n
\n \nA \u20ac24m overlay has been applied to mitigate model\u2011related risks. It incorporates minimum provision coverage floors, informed by internal data and industry benchmarks. This overlay predominantly relates to Stage 2 mortgage exposures. Management is of the view that completion of a full 12-month monitoring cycle for the new residential mortgage ECL models and deployment of a new SME mortgage ECL model is required prior to the unwind of this overlay. The requirement for this overlay is expected to reduce in 2026 as these key milestones in the IFRS 9 Provision Models Programme are met.
\n \n\n \n Forward-Looking Outlook\n \n
\n \nThe Group is forward-looking in its risk identification process to ensure emerging risks are identified. It acknowledges that not all forward-looking adjustments can be considered in IFRS9 models and as a result will require reassessment on a regular basis.
\n \nA \u20ac24m overlay to reflect the uncertainty associated with the current economic headwinds comprises of:
\n \n\n (b) Deferred taxation\n
\n \nAt 31 December 2025, the Group had a net DTA of \u20ac304m (31 December 2024: \u20ac316m), see note 25 for further details.
\n \nDTA are recognised only to the extent that it is probable that future taxable profits will be available against which the asset can be utilised. The recognition of a DTA relies on Management\u2019s judgements surrounding the probability and adequacy of future taxable profits and the reversals of existing taxable temporary differences.
\n \nThe most important judgement relates to Management\u2019s assessment of the recoverability of the DTA relating to carried forward tax losses, being \u20ac307m at 31 December 2025. The full DTA on tax losses relates to tax losses generated in the PTSB legal entity (i.e. no DTA is being recognised on tax losses carried forward in any other Group company).
\n \nThe assessment of recoverability of this asset requires significant judgements to be made regarding the projection of long-term profitability because the period over which recovery extends. In addition, given the Group\u2019s history of recent losses, in accordance with IAS 12, there must be convincing other evidence to underpin this assessment.
\n \nIn making the assessment, the Board considered the following factors:
\n \nTaking the above factors into account, and in the absence of any expiry date for the utilisation of carried forward tax losses in Ireland, the Board have concluded that it is more likely that there will be sufficient taxable profits against which the losses can be utilised and on the basis of the assessment above, continue to recognise \u20ac307m of a DTA on tax losses in the SOFP as at 31 December 2025.
\n \nIn this regard, the Group has carried out an exercise to determine the likely number of years required to utilise the DTA arising on tax losses carried forward. Based on the Group\u2019s latest MTP 2026-2030 and assuming a level of profitability growth consistent with GDP growth of approximately 2%, it will take c. 9 years for the DTA on tax losses of \u20ac307m to be utilised. A level of profitability consistent with GDP growth continues to be considered by Management to be appropriate given the Group\u2019s primarily domestic retail focus and the expectation arising therefrom that, over the long-term, the Group\u2019s performance would be expected to broadly track the performance of the Irish economy, with modest GDP growth expected over the medium term. Management are of the view that a long-term assumed growth rate of 2% is not unreasonable in this context.
\n \nIFRS does not allow for the DTA recognised to be discounted notwithstanding that it is likely to take a number of years for it to be recovered.
\n \nThe expected period of time to full utilisation of the DTA is broadly in line with that at 31 December 2024 where the DTA was expected to be utilised by 2036. Assumptions underpinning the DTA recoverability analysis are broadly in line with prior periods.
\n \nManagement make certain judgements in the process of applying the Group\u2019s accounting policies which may impact on amounts recognised in the financial statements and consequently on taxable profits and the utilisation of tax losses. As set out in note 25, analysis carried out demonstrates that were certain adverse events to arise (see below for further detail of the adverse events considered) it continues to be Management\u2019s view that there would be sufficient future taxable profits against which the full quantum of tax losses carried forward could be utilised, albeit that the period of time over which such utilisation would occur would be extended.
\n \nThe analysis of the estimated utilisation of the DTA arising on tax losses carried forward in the Group is based on the current business model of the Group.
\n \nThe recognition of this asset is dependent on the Group earning sufficient profits to utilise the tax losses. The quantum of and timing of these profits is a source of significant estimation uncertainty. However, as a principle, the Group is expecting to be profitable in the medium term. Consequently, the key uncertainty relates principally to the time period over which these profits will be earned. While the Group may be more or less profitable in certain periods owing to various factors such as the interest rate environment, loan loss provisions, operating costs and the regulatory environment, Management expect that, notwithstanding these, the Group will be profitable over the long term. Consequently, any change to these factors which would ultimately impact on profitability, are highly subjective, but will only impact on the time period over which this asset is recovered.
\n \nAs set out above, in assessing the appropriateness of recognising a DTA on tax losses carried forward, Management has considered the impact of various stress case scenarios on the period of recoverability. The three scenarios identified as having potentially significant implications for the DTA recoverability are (i) adverse changes in the interest rate environment, (ii) increased impairment charges and (iii) increases in operating costs. These stress case scenarios are intended to simulate a situation where there is an economic downturn. If any one of the stress case scenarios were to occur, within a reasonably possible range, it is the Group\u2019s expectation that the time period over which these assets would be unchanged. If all adverse assumptions were to arise the period of recoverability would be extended by 2 years (i.e. full utilisation by 2036). However, Management consider this scenario unlikely. Changes in these assumptions are most impacted by changes to house prices and unemployment, which represent the majority of any expected stress loss which could occur. This position will continue to be reviewed for each reporting period; however, much of this estimation uncertainty may not be resolved for a number of years. Based on the Group\u2019s latest MTP 2026 \u2013 2030, it is Management\u2019s estimate that the expected time period for recovery of the DTA on tax losses to be 9 years, i.e. full utilisation is expected by 2034.
\n \n\n (c) Fair Value of Financial instruments\n
\n \nThe Group\u2019s accounting policy for the determination of fair value of financial instruments is set out in note 1(vii)(e). The best evidence of fair value is quoted prices in an active market. The absence of quoted prices increases reliance on valuation techniques and requires the use of judgement in the estimation of fair value. This judgement includes evaluating available market data, determining the expected cash flows for the instruments, as well as identifying and applying an appropriate discount rate and credit spread.
\n \nValuation techniques that rely on non-observable data require a higher level of Management judgement in estimating the fair value compared to those based on observable data.
\n \nThe quality of market data, valuation techniques and other inputs into the valuation models used are subject to internal review and approval.
\n \nThe Group carries certain financial assets at fair value. In estimating the fair value of these assets and derivatives, the Group seeks to use quoted market prices (level 1). Where quoted market prices are not available, the Group applies valuation techniques which use observable inputs including quoted prices of financial instruments themselves or quoted prices of similar instruments \u2013 in either active or inactive markets (level 2) but where this is not possible, a degree of judgement is used (level 3). Such judgement considerations typically include items such as interest rate yield curves, equity prices, option volatilities and currency rates.
\n \nFurther details of the fair value of financial assets and liabilities are set out in note 35.
\n \n \n\n (d) Impairment review of its subsidiary undertaking\n
\n \n \n \nThe Company carries its investment in its subsidiary undertaking at cost and reviews whether there is any indication of impairment at each reporting date. Impairment testing involves comparing the carrying value of the investment to its recoverable amount. The recoverable amount is the higher of the investment\u2019s fair value or its VIU.
\n \n \n \nAn impairment charge arises if the carrying value exceeds the recoverable amount and where the carrying value is not supported by the estimated discounted future cash flows of the underlying business. Management note that the market capitalisation of the Group is lower than its net assets. It is noted that the market capitalisation does not include a control premium. The recoverable amount of the investment is the higher of its fair value less costs to sell or its VIU. The carrying value of the investment in PTSB is \u20ac1,960m and recoverable amount based on the VIU was \u20ac1,968m resulting in no additional impairment charge for the year (31 December 2024: \u20ac263m impairment charge).
\n \n \n \nThe VIU is the present value of the future free cash flows expected to be derived from the investment, based upon a VIU calculation discounted at an appropriate rate for the investment.
\n \n \n \nThe recoverable amount reflecting Management\u2019s best estimate is sensitive to changes in the following key assumptions:
\n \n \n \n\n Cash flow forecasts\n
\n \n \n \nCash flow forecasts are based on internal management information used for strategic planning for a period of up to five years, after which a long-term growth rate appropriate for the business is applied. The key cash flows in these forecasts are as follows:
\n \n \n \nThe projected cash flows are stress tested with actual performance and verifiable economic data annually to reflect current market conditions and Management\u2019s best estimates of future projections.
\n \n \n \n\n Growth rate\n
\n \n \n \nGrowth rate is determined by reference to long-term economic growth and does not exceed the relevant long-term average growth rate of the industry in which it operates. A growth rate of 2% (31 December 2024: 2.5%) was used.
\n \n \n \n\n Discount rate\n
\n \n \n \nThe discount rate used is a post-tax weighted average cost of capital of the Group of 13.5% (31 December 2024: 11.5%) as the cash flows used in impairment assessment are post-tax cash flows. The discount rate includes an additional risk premium to account for various specific risks. These specific risks are not reflected in the cash flows projected for impairment analysis.
\n \n \n \nThe discount rate is used for various internal pricing models and is benchmarked with the industry averages to cater for any changes in risk profile of the Group.
\n \n \n \n\n Sensitivity analysis\n
\n \n \n \nThe impact of changes in the growth rate, the discount rate and cash flows has been assessed by the Directors:
\n \n \n \nA reasonably possible change in the above assumptions could result in the carrying amount of the investment in subsidiary undertaking exceeding its recoverable amount. The amount by which each assumption must change in order for the recoverable amount to equal the carrying amount is as follows:
\n \n \n \n| \n \n Key Assumption \n \n | \n \n \n Change Increase/(decrease)\n \n | \n
| \n Overall cash flow projections (year 5) \n | \n \n \u20ac (15)m \n | \n
| \n Discount rate \n | \n \n 0.04% \n | \n
| \n Growth Rate \n | \n \n (0.06%) \n | \n
\n 1.3 Going Concern \n
\n \nIn considering Management\u2019s assessment of the Group\u2019s and Company\u2019s ability to continue as a going concern, Management considered the principal risks and uncertainties as they might pertain to the going concern assumption, particularly the liquidity, profitability, and capital position. Management considered these in their current status, and future projections.
\n \nIn doing so, Management considered each risk in turn, and the likelihood of the risk precipitating in the going concern assumptions becoming invalid over the period of assessment, being twelve months from the date of the approval of the financial statements for the year ended 31 December 2025. Management considered realistic alternatives, including downside scenarios applied by the Group and Company to test assumptions and potential outcomes.
\n \n\n Assessment Basis\n
\n \nThe time that the Directors and Management have considered in evaluating the appropriateness of the going concern basis in preparing the Company consolidated financial statements for the twelve months ended 31 December 2025 is a period of twelve months from the date of approval of these financial statements (4 March 2027).
\n \nIn making this assessment, the Directors and Management have considered the Group\u2019s and Company\u2019s 2026-2030 Medium Term Plan (MTP), profitability forecasts, funding and capital resource projections. These projections include both base and stress scenarios applied by the Group and Company together with a number of factors such as the Irish economy, government fiscal policies, the availability of collateral to access funding through third parties and the euro-system, and on-going changes in the regulatory environment.
\n \n\n Economic and political environment \n
\n \nThe Irish economy continued to grow at a steady pace in 2025 and is expected to continue to grow into 2026 albeit at a slower pace. This is supported by a strong labour market, increased Government investment and increasing real wages. However, the high uncertainty and deterioration in global trading conditions are expected to detract from growth.
\n \nIrish inflation increased year on year to 2.8% in December 2025, however it is expected to ease in the medium term.
\n \nFurther to this, the Group and Company continues to be materially reliant on Government and EU policy, and impacted by geopolitical events; such as proposed tariffs imposed by the United States, further policy changes arising from the United States administration which could impact trade, Foreign Direct Investment and public finances, uncertainty around the future trading relationship between Ireland/Eurozone and the United States, ongoing global conflicts, and the introduction of the global minimum corporation tax rate to a sector of the Irish market.
\n \nThe Group and Company reassessed the financial impacts of the economic and political environment through the Group\u2019s and Company\u2019s integrated planning process and believes it is reasonably well positioned to withstand any volatility from economic events through continued management of its financial position through capital management.
\n \n\n Funding & Liquidity \n
\n \nThe Group and Company continued to have sufficient liquidity throughout 2025 and continues to undertake initiatives to improve its liquidity position in the areas of deposits, collateral optimisation, and wholesale markets activity. The Directors and Management have also considered forecasts of the liquidity position over the going concern period, under a range of stress scenarios.
\n \nThe Group and Company continues to hold a significant liquidity buffer at 31 December 2025 that can be easily and readily monetised in a period of stress. The Directors and Management are aware that the Group\u2019s and Company\u2019s ability to effectively utilise its contingent counterbalancing capacity is dependent on the underlying collateral remaining eligible. However, the Directors and Management are satisfied, based on a review of funding plans, interaction with wholesale markets and deposit trends that the required liquidity and funding will be available to the Group and Company during the period of assessment.
\n \nThere are no material uncertainties, which would cast significant doubt on the ability of the Group to continue on a going concern basis over the period of assessment.
\n \n\n Profitability and Capital Adequacy\n
\n \nThe Group and Company made a profit for the year ended 31 December 2025. Directors and Management have reviewed the MTP and based on this, the near-term Irish macro-economic conditions, the Directors and Management are satisfied that the Group and Company are well positioned to continue to deliver profits in future years.
\n \nThe Directors and Management have also considered the Group\u2019s and Company\u2019s forecast capital position, and a deterioration in economic conditions as might arise from an uncertainty from the Group\u2019s and Company\u2019s principal risks. Based on the above considerations, the Directors and Management have assessed and concluded that this does not give rise to a material uncertainty, which would cast significant doubt on the ability of the Group and Company to continue on a going concern basis for the period of assessment.
\n \n\n Conclusion\n
\n \nAs required by IFRS as adopted by the EU, the Directors and Management have considered the principal risks and uncertainties facing the Group and Company as outlined above. Based on the latest and projected financial performance and position, and the options available to the Group and Company, the Directors have concluded that the Group and Company have no material uncertainties, which would cast significant doubt on the going concern assumption and have considered it appropriate to prepare the financial statements on a going concern basis.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfGoingConcernExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfMaterialAccountingPolicyInformationExplanatory0": { "value": "\n\n 1.5 Summary of material accounting policies\n
\n \n \n\n (i) Basis of consolidation\n
\n \n \n \n \n\n Subsidiaries\n
\n \n \n \n \n \nSubsidiaries are those entities (including special purpose entities) controlled by the Group. Control exists when the Group has:
\n \n \n \n \n \nThe financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases. Financial statements of subsidiaries are prepared up to the financial position date. Intercompany transaction balances and unrealised gains/losses on transactions between the Group\u2019s companies are eliminated on consolidation.
\n \n \n \n \n \nThe Company carries its investment in its subsidiary undertaking at cost in the Company financial statements and reviews whether there is any indication of impairment at each reporting date. Impairment testing involves comparing the carrying value of the investment to its recoverable amount. The recoverable amount is the higher of the investment\u2019s fair value or its value in use (VIU). If impairment occurs, this loss is recognised in the income statement.
\n \n \n \n \n \nDetails of principal subsidiaries are included in note 43.
\n \n \n \n \n \n\n Interest in associated undertakings\n
\n \n \n \n \n \nInterest in associated undertakings encompass investments in entities wherein the Group has significant influence over the financial and operating policy decisions of the entity but does not have control. It is presumed that significant influence exists if the Group holds more than 20% of the voting rights in the entity unless it can be demonstrated otherwise. Conversely the Group may hold less than 20% of the voting rights but could be demonstrated to have significant influence.
\n \n \n \n \n \nInterest in associated undertakings are initially recognised at cost and subsequently accounted for using the equity method whereby the investment is increased or decreased each year by the Group\u2019s share of the post-acquisition profit or loss of the associate. The Group\u2019s share of the post-acquisition profit or loss of the associate is recognised in profit or loss and other comprehensive income (OCI).
\n \n \n \n \n \nThe Group continues to decrease the carrying amount of the investment for its share of post-acquisition losses until the carrying amount is zero, unless the Group has incurred a legal or constructive obligation to make payments on behalf of the associate, in which case, these additional losses are provided for and a liability is recognised in this instance.
\n \n \n \n \n\n (ii) Business combinations and goodwill\n
\n \n \n \n \n\n (a) Business combinations\n
\n \n \n \n \n \nThe Group accounts for business combinations, other than those under common control, using the acquisition method when the acquired set of activities and assets meets the definition of a business and control is transferred to the Group (see 1.5(i)).
\n \n \n \n \n \nIn determining whether a particular set of activities and assets is a business, the Group assesses whether the set of assets and activities acquired includes, at a minimum, an input and substantive process and whether the acquired set has the ability to produce outputs.
\n \n \n \n \n \nThe consideration transferred in the acquisition is generally measured at the fair value of the assets transferred, the liabilities incurred to the former owners and equity interest issued by the Group. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. Transaction costs are expensed as incurred, except if related to the issue of debt or equity securities (see (vii) and (a)). The consideration transferred does not include amounts related to the settlement of pre-existing relationships. Such amounts are generally recognised in the income statement. Any contingent consideration is measured at fair value at the date of acquisition. If an obligation to pay contingent consideration that meets the definition of a financial instrument is classified as equity, then it is not remeasured and settlement is accounted for within equity. Otherwise, other contingent consideration is remeasured at fair value at each reporting date and subsequent changes in the fair value of the contingent consideration are recognised in the income statement.
\n \n \n \n \n \n\n (b) Goodwill \n
\n \n \n \n \n \nThe Group measures goodwill as the excess of (i) the consideration transferred; (ii) the amount of any non-controlling interest in the acquired entity; and (iii) acquisition date fair value of any previous equity interest in the acquired entity over the fair value of the net identifiable assets acquired. If those amounts are less than the fair value of the net identifiable assets of the business acquired, the difference is recognised directly in profit or loss as a bargain purchase.
\n \n \n \n \n \nGoodwill is subject to an impairment review at least annually, and, if events or changes in circumstances indicate that the carrying amount may not be recoverable, it is written down through the income statement by the amount of any impairment loss identified in the year.
\n \n \n \n \n\n (iii) Foreign currencies \n
\n \n \n \nForeign currency transactions are translated into the functional currency of each entity, being the currency of the primary environment in which the entity operates at the exchange rate prevailing at the date of the transaction or valuation where items are remeasured. Monetary assets and liabilities denominated in foreign currency are translated at the exchange rates prevailing at the reporting date. Exchange movements are recognised in the income statement. However, exchange movements arising from the translation of equity investments in respect of which an election has been made to present subsequent changes in fair value in OCI are recognised in OCI.
\n \n \n \nNon-monetary assets and liabilities that are measured at fair value in a foreign currency are translated into the functional currency at the spot exchange rate at the date on which the fair value is determined. Non-monetary items that are measured based on historical cost in a foreign currency are translated using the spot exchange rate at the date of the transaction.
\n \n \n \nThe results and financial position of the Group\u2019s subsidiaries which have a functional currency different from Euro are translated into Euro as follows:
\n \n \n \n\n (iv) Recognition of income and expenses\n
\n \n \n \n \n \n \n\n (a) Interest and similar income and expenses\n
\n \n \n \n \n \n \n \nFor all interest bearing financial instruments, interest income or expense is recorded using the effective interest rate (EIR) method.
\n \n \n \n \n \n \n \nThe EIR is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument to:
\n \n \n \n \n \n \n \nThe EIR of a financial asset or financial liability is calculated on initial recognition of a financial asset or a financial liability. In calculating interest income and expense, the EIR is applied to the gross carrying amount of the asset (when the asset is not credit-impaired) or to the amortised cost of the liability. The EIR is also revised for fair value hedge adjustments at the date on which amortisation of the hedge adjustment begins. The calculation of the EIR includes transaction costs, premiums or discounts, and fees paid or received that are an integral part of the EIR. Transaction costs include incremental costs that are directly attributable to the acquisition or issue of a financial asset or financial liability.
\n \n \n \n \n \n \n \nInterest income is calculated by applying the EIR to the gross carrying amount of financial assets, except for:
\n \n \n \n \n \n \n \nInterest income and expense calculated using the effective interest method presented in the consolidated income statement includes:
\n \n \n \n \n \n \n \nOther interest income presented in the consolidated income statement includes interest income on lease receivables.
\n \n \n \n \n \n \n \n\n (b) Fee and commission income and expense \n
\n \n \n \n \n \n \n \nAs outlined above, fee and commission income and expense that are integral to the EIR on a financial asset or liability are included in the measurement of the EIR.
\n \n \n \n \n \n \n \nOther fees and commission income are recognised as the related services are performed. Fee and commission expenses relate mainly to transaction and service fees, which are expensed as the services are received.
\n \n \n \n \n \n \n \n\n (c) Net trading income/(expense)\n
\n \n \n \n \n \n \n \nNet trading income/(expense) comprises gains and losses relating to trading assets and trading liabilities and includes all realised and unrealised fair value changes on derivatives that do not qualify for hedge accounting, dividends and FX differences.
\n \n \n \n \n \n \n \nDividend income is recognised when the right to receive income is established.
\n \n \n \n \n \n \n \n\n (d) Exceptional items\n
\n \n \n \n \n \n \n \nCertain items, by virtue of their nature and amount are disclosed separately in order for the user to obtain appropriate understanding of the financial information. These items would not ordinarily occur while carrying out normal business activities.
\n \n \n \n \n \n \n \nExceptional items include gains and losses on the disposal of businesses, gain on bargain purchase in respect of business combinations, material restructuring costs and material transactions, integration and restructuring costs associated with acquisitions (including potential acquisitions).
\n \n \n \n \n \n \n \nThe definition of exceptional items was refined to exclude gains and losses on material loan deleveraging post 31 December 2021. However, releases on those transactions which occurred prior to this refinement continue to be included in exceptional items is consistent with the treatment of the losses on deleveraging of loans in prior years.
\n \n \n \n \n \n \n\n (e) Bank levy and other regulatory charges\n
\n \n \n \n \n \nBank levy and other regulatory charges consist of DGS fees, Central Bank Industry Funding levy, Single Resolution Fund levy, ECB fees and a bank levy.
\n \n \n \n \n \nA bank levy payable to the Government, is provided for on the occurrence of the event identified by the legislation that triggers the obligation to pay the levy.
\n \n \n \n \n\n (v) Employee Benefits \n
\n \n \n \n\n (a) Defined contribution pension plan\n
\n \n \n \nThe Group operates a number of defined contribution pension schemes, under which the Group pays fixed contributions to a separate entity.
\n \n \n \nThe contribution payable to a defined contribution plan is recorded as an expense under administration, staff and other expenses. Unpaid contributions are recorded as a liability.
\n \n \n \n\n (b) Short term employee benefits \n
\n \n \n \nShort term employee benefits, such as salaries and other benefits, are accounted for on an accruals basis over the period in which the employee\u2019s service is rendered. Bonuses are recognised where the Group has a legal or constructive obligation to employees that can be reliably measured.
\n \n \n \n \n\n (c) Termination payments\n
\n \n \n \n \n \nTermination benefits may be payable when employment is terminated by the Group before the normal retirement date, or whenever an employee accepts voluntary redundancy in exchange for these benefits. The Group recognises termination benefits at the earlier of the following dates: (a) when the Group can no longer withdraw the offer of those benefits; and (b) when the entity recognises costs for a restructuring that is within the scope of IAS 37 and involves the payment of termination benefits. In the case of an offer made to encourage voluntary redundancy, the termination benefits are measured based on the number of employees where the offer is irrevocable. Benefits falling due more than 12 months after the end of the reporting period are discounted to their present value.
\n \n \n \n \n \n\n (vi) Current and deferred taxation \n
\n \n \n \n \n \nTaxation comprises both current and deferred tax. Taxation is recognised as income or expense and included in the income statement except to the extent it relates to a business combination, or items recognised in either OCI or equity. In the former case, taxation is recognised in OCI while in the latter case, taxation is recognised directly in equity. In a business combination the tax amounts are recognised as identifiable assets or liabilities at the acquisition date.
\n \n \n \n \n \nCurrent tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates enacted or substantively enacted at the reporting date and any adjustment to tax payable in respect of previous years (Republic of Ireland (ROI): 12.5%).
\n \n \n \n \n \nDeferred tax is provided using the liability method on all temporary differences except those arising on goodwill not deductible for tax purposes, or on initial recognition of an asset or liability in a transaction that is not a business combination and which at the time of the transaction (i) affects neither accounting nor taxable profit or loss and (ii) does not give rise to equal taxable and deductible temporary differences.
\n \n \n \n \n \nDeferred tax is measured at the tax rates enacted or substantively enacted by the reporting date that are expected to be applied to the temporary differences when they reverse.
\n \n \n \n \n \nDeferred tax liabilities and assets are offset only when they arise in the same tax reporting group and where there is the intention to settle on a net basis, or to realise the asset and settle the liability simultaneously.
\n \n \n \n \n \nDeferred Tax Assets (DTA) and liabilities (DTL) shall be offset if, and only if:
\n \n \n \n \n \nA DTA is recognised for unused tax losses, tax credits and deductible temporary differences, to the extent that it is probable that future taxable profits will be available against which they can be utilised. DTAs are reviewed at each reporting date and are recognised only to the extent that it is probable that the related tax benefit will be realised. DTA and DTL are not discounted in accordance with IAS 12.
\n \n \n \n \n \nUnrecognised DTAs are reassessed at each reporting date and recognised to the extent that it has become probable that future taxable profits will be available against which they can be used.
\n \n \n \n \n \n \n\n (vii) Financial instruments \n
\n \n \n \n \n \n \n \n\n (a) Classification of financial assets \n
\n \n \n \n \n \n \n \nFinancial assets of the Group currently are recorded at fair value and are classified, on initial recognition, as amortised cost designated as fair value hedges, or elected at FVOCI. Purchases and sales of financial assets are recognised on the trade date, being the date on which the Group commits to purchase or sell the asset.
\n \n \n \n \n \n \n \nWith the exception of assets classified as fair value through profit and loss (FVTPL), the initial fair value of a financial asset includes direct and incremental transaction costs. The fair value of assets traded on an active market will be the price that would be received if an asset were to be sold in an orderly transaction between market participants at the measurement date. In the absence of an active market, the Group establishes a fair value using various valuation techniques that use observable and unobservable inputs. These include recent similar transactions of, discounted cash flow projections, option pricing models and other valuation techniques used by market participants.
\n \n \n \n \n \n \nThe classification requirements for debt and equity instruments are described below.
\n \n \n \n \n \n \n\n Debt instruments\n
\n \n \n \n \n \n \n \nDebt instruments, including loans and debt securities, are currently classified as amortised cost.
Classification and subsequent measurement of debt instruments depend on:
\n \n \n \n \n \n \n \n(i)The Group\u2019s business model for managing the asset; and
\n \n \n \n \n \n \n \n(ii) The cash flow characteristics of the asset.
\n \n \n \n \n \n \n\n \n (i) Business model assessment\n \n
\n \n \n \n \n \nThe business model reflects how the Group manages the assets in order to generate cash flows. That is, whether the Group\u2019s objective is solely to collect the contractual cash flows from the assets hold to collect (HTC) or is to collect both the contractual cash flows and cash flows arising from the sale of assets hold to collect and sell (HTC&S). If neither of these is applicable, then the financial assets are classified as part of \u2018other\u2019 business model and measured at FVTPL.
\n \n \n \n \n \nThe Group assesses its business model at a portfolio level based on how it manages groups of financial assets to achieve its business objectives. The observable factors considered include:
\n \n \n \n \n \n\n \n (ii) Cash flow characteristics assessment\n \n
\n \n \n \n \n \nThe Group carries out the cash flow characteristics assessment using the contractual features of an instrument to determine if they give rise to cash flows that are consistent with a basic lending arrangement. Contractual cash flows are consistent with a basic lending arrangement if they represent cash flows that are solely payments of principal and interest (the \u2018SPPI\u2019 test). Principal, for the purpose of this test, is defined as the fair value of the financial asset at initial recognition and may change over the life of the financial asset, for example, due to repayments or amortisation of the premium/discount. Interest is defined as the consideration for the time value of money and credit risk, which are the most significant elements of interest within a lending arrangement. If the Group identifies any contractual features that could significantly modify the cash flows of the instrument such that they introduce exposures to risk or volatility that are inconsistent with a basic lending arrangement, the related financial asset is classified and measured at FVTPL.
\n \n \n \n \n \nThe Group carries out the SPPI test based on an assessment of the contractual features of each product on origination and subsequently at every reporting period. Derivative instruments and equity instruments are not covered by this assessment as they are held at FVTPL (except when equities have been elected to be accounted for at FVOCI).
\n \n \n \n \n \nBased on the above assessments, the Group currently classifies its debt instruments into one category as per below:
\n \n \n \n \n \n \n\n \n Debt instruments measured at amortised cost\n \n
\n \n \n \n \n \n \n \nDebt instruments are measured at amortised cost if they are held within a business model whose objective is to hold the assets to collect contractual cash flows, where those cash flows represent solely payments of principal and interest. After initial measurement, debt instruments in this category are measured at amortised cost. Interest income on these instruments is recognised in interest income using the EIR method.
\n \n \n \n \n \n \n \nThe EIR is the rate that discounts estimated future cash payments or receipts through the expected life of a financial asset to the gross carrying amount of a financial asset. Amortised cost is calculated by taking into account any discount or premium on acquisition, transaction costs and fees that are an integral part of the EIR.
\n \n \n \n \n \n \n \nImpairment on debt instruments measured at amortised cost is calculated using the ECL approach. Loans and debt securities measured at amortised cost are presented net of allowance for ECL in the SOFP within Loans and advances to customers and debt securities and interest income is recognised in net interest income.
\n \n \n \n \n \n \n\n Equity instruments\n
\n \n \n \n \n \nEquity instruments are measured at FVTPL, unless an election is made to designate them at FVOCI upon purchase. For equity instruments measured at FVTPL, changes in fair value are recognised as part of other operating income in the income statement. The Group can elect to classify non-trading equity instruments at FVOCI. The FVOCI election is made upon initial recognition, on an instrument-by-instrument basis and once made is irrevocable. Gains and losses on these instruments including when derecognised/sold are recorded in OCI and are not subsequently reclassified to the income statement. The Group has classified certain equity instruments as FVOCI on initial recognition as per above. Dividends received are recorded in the income statement.
\n \n \n \n \n \n \n\n Reclassifications\n
\n \n \n \n \n \n \n \nFinancial assets are not reclassified subsequent to their initial recognition, except in the period after the Group changes its business model for managing financial assets.
\n \n \n \n \n \n \n \n\n (b) Impairment of financial assets \n
\n \n \n \n \n \n \n \nThe Group recognises loss allowances for ECL for the following financial instruments that are not measured at FVTPL:
\n \n \n \n \n \n \n \n\n Measurement\n
\n \n \n \n \n \n \n \nECL is measured by the Group in a way that reflects:
\n \n \n \n \n \n \n \nThe amount of ECL recognised as a loss allowance depends on the change in credit risk of the financial instrument since origination and whether the credit risk on those financial instruments has increased significantly since initial recognition. In order to determine the appropriate ECL, a financial instrument is allocated to a stage dependent on the credit risk relative to when the financial instrument was originated:
\n \n \n \n \n \n \n \nThe Group has adopted an ECL framework that reflects a component approach using PD, EAD and LGD components calibrated for IFRS 9 purposes. To adequately capture life-time expected losses, the Group also models early redemptions as a separate component within the ECL calculation.
\n \n \n \n \n \n \n \nThe expected cash flows included in the ECL calculation are derived from a) the loan contract b) on the disposal of collateral or c) sale of loans arising from deleveraging of NPLs which are included in the ECL calculation from the point that they meet the following three conditions:
\n \n \n \n \n \n \n \n(i) Selling the loans becomes a recovery method that the Group expects to pursue in a default scenario;
\n \n \n \n \n \n \n \n(ii) The Group is neither legally nor practically prevented from realising the loans using the recovery method; and
\n \n \n \n \n \n \n \n(iii) The Group has reasonable and supportable information upon which to base its expectations and assumptions.
\n \n \n \n \n \n \n \nCredit loss is the difference between all contractual cash flows that are due to an entity in accordance with the contract and all the cash flows that the entity expects to receive (i.e. all cash shortfalls), discounted at the original EIR.
\n \n \n \n \n \n \n \n\n Purchased or originated credit-impaired assets (POCI)\n
\n \n \n \n \n \n \n \nPOCI are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit-impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted EIR basis. ECL are only recognised or released to the extent that there is a subsequent change in ECL.
\n \n \n \n \n \n \n \n\n Expected life\n
\n \n \n \n \n \n \n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \n \n \n \n \n \n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by Management actions.
\n \n \n \n \n \n \n \nFor instruments in Stage 2 or Stage 3, loss allowances will cover ECL over the expected remaining life of the instrument.
\n \n \n \n \n \n \n \n\n Expert Credit Judgement\n
\n \n \n \n \n \n \n \nThe Group\u2019s ECL accounting framework methodology, in line with the requirements of the standard, requires the Group to use its experienced credit judgement to incorporate the estimated impact of factors not captured in the modelled ECL results, in all reporting periods.
\n \n \n \n \n \n \n \n\n Effective Interest Rate\n
\n \n \n \n \n \n \n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted EIR\u2019 for POCI financial assets) or an approximation thereof.
\n \n \n \n \n \n \n \nFor undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n Low credit risk exemption\n
\n \n \n \n \n \n \n \nThe Group applied the low credit risk exemption to sovereign debt securities, reverse repurchase agreements, Loans and advances to banks and certain intercompany positions in scope for impairment under IFRS 9.
\n \n \n \n \n \n \n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n \n \n \n \n \n \n(i) Strong capacity by borrower to meet its contractual cash flow obligations in the near term.;
\n \n \n \n \n \n \n \n(ii) Adverse changes in economic business conditions in the longer term may, but will not necessarily, reduce the ability of the borrower to fulfil its contractual cash flow obligations; and
\n \n \n \n \n \n \n \n(iii) External rating of investment grade or an internal credit rating equivalent.
These exposures are in Stage 1 with a very low credit risk requiring 12-month ECL and contributing minimally to overall ECL.
\n \n \n \n \n \n \n \n\n Modification Policy for Financial Assets\n
\n \n \n \n \n \n \n \nThe Group sometimes renegotiates or otherwise modifies the contractual cash flows of loans to customers. When this happens, the Group assesses whether or not the new items are substantially different to the original terms. The Group does this by considering, among others, the following factors:
\n \n \n \n \n \n \n \nIf the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation of the new financial asset is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit-impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition.
\n \n \n \n \n \n \n \nIf the terms are not substantially different, the renegotiation or modification does not result in derecognition, and the Group calculates the gross carrying amount based on the revised cash flows of the financial asset and recognises a modification gain or loss in profit or loss. The new gross carrying amount is recalculated by discounting the modified cash flows at the original EIR (or credit-adjusted EIR for POCI financial assets).
\n \n \n \n \n \n \n \n\n Write-off policy\n
\n \n \n \n \n \n \n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due to their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off on those financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \n \n \n \n \n \n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n \n \n \n \n \n \n\n Presentation of ECL allowance in the SOFP\n
\n \n \n \n \n \n \n \nThe ECL on financial assets measured at amortised cost is presented as a deduction from the gross carrying amount.
\n \n \n \n \n \n \n \nCredit losses on items not recognised in the SOFP such as undrawn lending commitments (where the loan commitment relates to a loan already recognised as a financial asset), letters of credit and guarantees (other than financial guarantee contracts) are reported under Loans and advances to customers. Credit losses on loan commitments where there is no recognised financial asset are reported under Provisions.
\n \n \n \n \n \n \n \n\n (c) Financial liabilities and equity \n
\n \n \n \n \n \n \n \nFinancial liabilities are currently classified at amortised cost unless mandatorily required to be classified at FVTPL, for example derivatives. Derivative liabilities are dealt with under separate accounting policies. All of the Group\u2019s financial liabilities, other than derivative liabilities, are classified at amortised cost.
\n \n \n \n \n \n \n \nThe classification of instruments as a financial liability or an equity instrument is dependent upon the substance of the contractual arrangement. Instruments which carry a contractual obligation to deliver cash or another financial asset to another entity are classified as financial liabilities. The coupons on these instruments are recognised in the income statement as interest expense using the EIR method. Where the Group has absolute discretion in relation to the payment of coupons and repayment of principal, the instrument is classified as equity and any coupon payments are classified as distributions in the period in which they are made. If the Group purchases its own debt, it is removed from the balance sheet and the difference between the carrying amount of the liability and the consideration paid is included in other operating income, net of any costs or fees incurred.
\n \n \n \n \n \n \n \n\n \n Financial liabilities measured at amortised cost\n \n
\n \n \n \n \n \n \n \nFinancial liabilities include deposits by banks (including Central Banks), customer accounts, debt securities in issue and subordinated debt. The related interest expense is recognised in net interest income.
\n \n \n \n \n \n \n \nDebt securities issued and subordinated debt issued are initially recognised on the date that they originated, while all other financial liabilities are recognised initially on the trade date. Both the date of origination and the trade date is the date the Group becomes a party to the contractual provisions of the instrument.
\n \n \n \n \n \n \n \nAll financial liabilities are recognised initially at fair value, less any directly attributable transaction costs and are subsequently measured at amortised cost and the related interest expense is recognised in the income statement using the EIR method.
\n \n \n \n \n \n \n \n\n \n Equity\n \n
\n \n \n \n \n \n \n \nFinancial instruments classified as equity are accounted for directly in equity less any transaction costs deducted directly from equity. Transaction costs are incremental costs directly attributable to the equity transaction that otherwise would have been avoided. Equity instruments are not subsequently remeasured. Any coupon payments on the instrument are treated as dividends and accounted for, when declared and paid as a distribution out of retained earnings. Equity instruments are issued at arm\u2019s length.
\n \n \n \n \n \n \n \n\n (d) Derecognition of Financial instruments\n
\n \n \n \n \n \n \n \n\n \n Financial assets\n \n
\n \n \n \n \n \n \n \nThe Group derecognises a financial asset when the contractual right to the cash flow from the financial asset expires, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the Group neither transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the financial asset. Control over the assets is represented by the practical ability to sell the transferred asset.
\n \n \n \n \n \n \n \nOn derecognition of a financial asset, the difference between the carrying amount of the asset (or the carrying amount allocated to the portion of the asset derecognised) and the sum of (i) the consideration received (including any new asset obtained less any new liability assumed) and (ii) any cumulative gain or loss that had been recognised in OCI is recognised in profit or loss.
\n \n \n \n \n \n \n \nAny cumulative gain/loss recognised in OCI in respect of equity investment securities designated as at FVOCI is not recognised in profit or loss on derecognition of such securities. Any interest in transferred financial assets that qualify for derecognition that is created or retained by the Group is recognised as a separate asset or liability.
\n \n \n \n \n \n \n \nThe Group enters into transactions whereby it transfers assets recognised on its SOFP, but retains either all or substantially all of the risks and rewards of the transferred assets or a portion of them. In such cases, the transferred assets are not derecognised. Examples of such transactions are securities lending and sale-and-repurchase transactions.
\n \n \n \n \n \n \n \nIn certain transactions, the Group retains the obligation to service the transferred financial asset for a fee. The transferred asset is derecognised if it meets the derecognition criteria. An asset or liability is recognised for the servicing contract if the servicing fee is more than adequate (asset) or is less than adequate (liability) for performing the servicing.
\n \n \n \n \n \n \n \nThe Group sells Loans and advances to customers to Structured Entities (SEs) that in turn issue notes to investors which are collateralised by the purchased assets. For the purpose of disclosure, a transfer of such financial assets may arise if the Group sells assets to a consolidated SE, the transfer of financial assets is from the Group (that includes the consolidated SE) to investors in the notes issued by the SE. The transfer is in the form of the Group assuming an obligation to pass cash flows from the underlying assets to investors in the notes. The securitisation is generally retained in the form of senior or subordinated tranches, or other residual interests (retained interests), however, these securitisations may also occur with entities external to the Group. Retained interests are recognised as debt securities in issue. The Group sells Loans and advances to customers to SEs that are not consolidated SEs and the Group retains no interest in these assets and they are derecognised in their entirety.
\n \n \n \n \n \n \n \n\n \n Financial liabilities\n \n
\n \n \n \n \n \n \n \nThe Group derecognises a financial liability when its contractual obligations are discharged, cancelled, or expired. This may happen when payment is made to the lender; the borrower legally is released from primary responsibility for the financial liability; or if there is an exchange of debt instruments with substantially different terms or a substantial modification of the terms of an existing debt instrument. Derecognition conditions are also satisfied when an entity repurchases its own debt instruments issued previously. When a financial liability is extinguished, any difference between the carrying amount of the financial liability and the consideration paid is recognised in the income statement.
\n \n \n \n \n \n \n \n\n (e) Determination of fair value of financial instruments and other assets\n
\n \n \n \n \n \n \n \nFair value is 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. The fair value measurement is based on the presumption that the transaction to sell the asset, or transfer the liability takes place either in the principal market for the asset or liability, or in the absence of a principal market, in the most advantageous market for the asset or liability which is accessible to the Group.
\n \n \n \n \n \n \n \nThe Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data is available to measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.
\n \n \n \n \n \n \n \nAll assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy based on the lowest level input that is significant to the fair value measurement as a whole and is described as follows:
\n \n \n \n \n \n \n \nFor assets and liabilities that are recognised in the financial statements on a recurring basis, the Group determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period. The Group recognises transfers between levels of the fair value hierarchy as of the end of the reporting period during which the change occurred.
\n \n \n \n \n \n \n \nAn analysis of the fair values of financial instruments, and further details as to how they are measured, are provided in note 35.
\n \n \n \n \n \n \n \n\n (viii) Derivative instruments and hedging \n
\n \n \n \n \n \n \n \nThe Group follows the IFRS 9 model for hedge accounting.
\n \n \n \n \n \n \n \nDerivative instruments used by the Group primarily comprise interest rate swaps and currency forward rate contracts. Such derivative financial instruments are initially recognised at fair value on the date on which a derivative contract is entered into and are subsequently remeasured at fair value. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the fair value is negative.
\n \n \n \n \n \n \n \nFor the purpose of hedge accounting, the Group engages in fair value hedges which is hedging the exposure to changes in the fair value of a recognised asset or liability in relation to interest rate risk.
\n \n \n \n \n \n \n \nAt the inception of a hedge relationship, the Group formally designates and documents the hedge relationship to which it wishes to apply hedge accounting and the Risk Management objective and strategy for undertaking the hedge. The documentation includes identification of the hedging instrument, the hedged item, the nature of the risk being hedged and how the Group will assess whether the hedging relationship meets the hedge effectiveness requirements (including the analysis of sources of hedge ineffectiveness and how the hedge ratio is determined). A hedging relationship qualifies for hedge accounting if it meets all of the following effectiveness requirements:
\n \n \n \n \n \n \n \nCertain derivative instruments do not fulfil the hedge accounting criteria under IFRS 9 and are consequently classified as Held For Trading (HFT). The fair value movement and any interest income/(expense) are included in Net trading income/(expense).
\n \n \n \n \n \n \n \nHedges that meet all the qualifying criteria for hedge accounting are accounted for, as described below:
\n \n \n \n \n \n \n \n \n\n (a) Fair value hedges \n
\n \n \n \n \n \n \n \n \n \nThe Group uses interest rate swaps to hedge its exposure to changes in the fair value of fixed-rate euro notes issued in respect of the EURIBOR benchmark interest rate. The Group hedges interest rate risk only to the extent of the benchmark interest rate because the changes in the fair value of a fixed-rate note issued are significantly influenced by changes in the benchmark interest rate.
\n \n \n \n \n \n \n \n \n \nBefore fair value hedge accounting is applied the Group determines whether an economic relationship between the hedged item and the hedging instrument exists. This is performed by comparing the critical terms of each of the instruments and also regression analysis to assess whether the hedging instrument is expected to be highly effective in offsetting changes in the fair value of the hedged item i.e. that the fair value of the hedged item and the fair value of the hedging instrument move in opposite directions and therefore offset. The Group establishes a hedge ratio by aligning the par amount of the fixed-rate note and the notional amount of the interest rate swap designated as a hedging instrument. The Group then performs regression analysis to ensure that the hedge relationship is highly effective as per above. This analysis is also performed at reporting periods to ensure that the hedge relationship remains highly effective.
\n \n \n \n \n \n \n \n \n \nThe main sources of ineffectiveness will include differences in maturities of the instruments and different interest basis calculations.
\n \n \n \n \n \n \n \n \n \nThe effective portion of fair value gains on hedging derivatives and the gain or loss on the hedged item are recognised in net interest income.
\n \n \n \n \n \n \n \n \n \nFor fair value hedges relating to items carried at amortised cost, any adjustment to carrying value is amortised through profit or loss over the remaining term of the hedge using the EIR method. The EIR amortisation may begin as soon as an adjustment exists and no later than when the hedged item ceases to be adjusted for changes in its fair value attributable to the risk being hedged. If the hedged item is derecognised, the unamortised fair value is recognised immediately in profit or loss.
\n \n \n \n \n \n \n \n \n\n (b) Credit valuation adjustment (CVA)\n
\n \n \n \n \n \n \n \nThe Group is engaged in over the counter (OTC) derivative transactions and considers whether a fair value adjustment for credit risk is required. CVA is considered to reflect the counterparty\u2019s default risk and Debit valuation adjustment (DVA) to reflect own credit risk. There is no specific guidance on the methods used to calculate CVA or DVA which creates challenges in estimation.
\n \n \n \n \n \n \n \nAs a result, IFRS 13 requires entities to consider the effects of credit risk when determining a fair value measurement.
\n \n \n \n \n \n \n \nThe Group mitigates its derivative positions through the use of netting and Credit Support Annex collateral arrangements. The Group does not operationally net positions. The netting and collateral arrangements may be called upon in the event of a default. This allows a counterparty to net all assets and liabilities outstanding with the defaulting counterparty, subject to the agreement when the default event occurs. The collateral arrangements in place require the counterparty in a liability position to place collateral to cover that shortfall. The Group considers and discounts the necessity for any amendments to the valuations to reflect the CVA when calculating the fair value of the derivative positions.
\n \n \n \n \n \n \n \nThe Group monitors this position at every reporting period and assesses if material CVAs become appropriate to be recognised.
\n \n \n \n \n \n \n\n (ix) Cash and cash equivalents \n
\n \n \n \n \n \nCash comprises cash on hand and demand deposits and cash equivalents include liquid investments that are readily convertible to known amounts of cash which are subject to an insignificant risk of change in value and with an original maturity of less than three months.
\n \n \n \n \n \n\n (x) Leases\n
\n \n \n \n \n \n\n (a) Classification of Leases \n
\n \n \n \n \n \nAt inception of a contract, the Group assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. To assess whether a contract conveys the right to control the use of an identified asset, the Group assesses whether:
\n \n \n \n \n \nUnless the lease is of short-term and of low-value assets, where the Group has the right to obtain substantially all of the economic benefits from use of identified assets and has the right to direct the use of the identified asset, a right-of-use asset is recognised in property and equipment and a lease liability is recognised in other liabilities.
\n \n \n \n \n \nIf a lease is assumed as part of a business combination, the Group, subject to not meeting the recognition exemptions as detailed below, will recognise a right-of-use asset and a lease liability as if the lease were a new lease at the acquisition date. The right-of-use assets and lease liability are then measured consistently with the Group\u2019s accounting policy as detailed above, with the lease commencement date being the acquisition date.
\n \n \n \n \n \n\n As a lessee\n
\n \n \n \n \n \nThe Group recognises a right-of-use asset (Property Plant and Equipment) and a lease liability (Other liabilities) at the lease commencement date. The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made at or before the commencement date, plus any initial direct costs incurred and an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located, less any lease incentives received.
\n \n \n \n \n \nThe right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The estimated useful lives of right-of-use assets are determined on the same basis as those of property and equipment. In addition, the right-of-use asset is periodically reduced by impairment losses, if any, and adjusted for certain remeasurements of the lease liability.
\n \n \n \n \n \nThe lease liability is measured at the present value of the lease payments that are not paid at the commencement date, discounted using the incremental borrowing rate. Incremental borrowing rate is the rate of interest that a lessee would have to pay to borrow over a similar term, and with a similar security, the funds necessary to obtain an asset of a similar value to the right of use asset in a similar economic environment. For its incremental borrowing rate, the Group uses its Funds transfer pricing (FTP), which comprises its base cost of funds with add-ons related to regulatory requirements, and term liquidity premium based on the slope of swap curve as a proxy of time value of money. The Group\u2019s FTP is fully reflective of its funding profile and therefore considers it an appropriate reflection of the Group\u2019s borrowing cost. For retail properties, property yield is added as a lease specific adjustment.
\n \n \n \n \n \nLease payments included in the measurement of the lease liability comprise fixed payments, including in-substance fixed payments.
\n \n \n \n \n \nThe lease liability is remeasured, if there is a change in future lease payments arising from a change in index-linked considerations, if there is a change in the Group\u2019s estimate of the amount expected to be payable under a residual value guarantee, or if the Group changes its assessment of whether it will exercise a purchase, extension or termination option.
\n \n \n \n \n \nWhen the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero.
\n \n \n \n \n \n\n Short-term leases and leases of low-value assets\n
\n \n \n \n \n \nThe Group has elected not to recognise right-of-use assets and lease liabilities for short-term leases of vehicles that have a lease term of twelve months or less and leases of low-value assets, including office equipment. The Group recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term. IFRS 16: Short \u2013 term lease exemption.
\n \n \n \n \n \n\n As a lessor\n
\n \n \n \n \n \nWhen the Group acts as a lessor, it determines at lease inception, whether each lease is a finance lease or an operating lease.
\n \n \n \n \n \nTo classify each lease, the Group makes an overall assessment of whether the lease transfers substantially all of the risks and rewards incidental to ownership of the underlying asset. If this is the case, then the lease is a finance lease; if not, then it is an operating lease. As part of this assessment, the Group considers certain indicators such as, whether the lease is for the major part of the economic life of the asset.
\n \n \n \n \n \nWhen assets are held under a finance lease, the present value of the lease payments is recognised as a receivable at an amount equal to the net investment in the lease. The difference between the gross receivable and the present value of the receivable is recognised as unearned finance income. Lease income is included within net interest income and is recognised over the term of the lease reflecting a constant periodic rate of return on the net investment in the lease. Finance lease receivables are recognised within Loans and advances to Customers and the related interest income within net interest income.
\n \n \n \n \n \nThe Group applies the derecognition and impairment requirements in IFRS 9 to the net investments in the lease.
\n \n \n \n \n \nWhen the Group is an intermediate lessor, it accounts for its interests in the head lease and the sub-lease separately. It assesses the lease classification of a sub-lease with reference to the right-of-use asset arising from the head lease, not with reference to the underlying asset. If a head lease is a short-term lease to which the Group applies the exemption described above, then it classifies the sub-lease as an operating lease.
\n \n \n \n \n \nIf an arrangement contains lease and non-lease components, the Group applies IFRS 15 to allocate the consideration in the contract.
\n \n \n \n \n \nThe Group recognises lease payments received under operating leases as income, on a straight-line basis, over the lease term, as part of other income.
\n \n \n \n \n \n \n\n (xi) Property and equipment \n
\n \n \n \n \n \n \n \nLeasehold premises with initial lease terms of less than 50 years and all other equipment are stated at cost less accumulated depreciation and impairment losses. Depreciation is calculated on a straight-line basis to write-off the costs of such assets to their residual value over their estimated useful lives, which are assessed annually.
\n \n \n \n \n \n \n \nFreehold premises (including land) are revalued at least annually by external professional valuers. Any accumulated depreciation (on freehold premises excluding land) at the date of revaluation is eliminated against the gross carrying amount of the asset, and the net amount is restated to the revalued amount of the asset. Any resulting increase in value is credited to OCI and shown as revaluation reserves in shareholders\u2019 equity. Any decrease in value that offsets previous increases of the same asset are charged in OCI and debited against the revaluation reserves directly in equity while all other decreases are charged to the income statement. The revalued premises, excluding the land element, are depreciated to their residual values over their estimated useful lives.
\n \n \n \n \n \n \n \n \nSubsequent costs are included in the asset\u2019s carrying amount, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. At the end of each reporting period the Group assesses whether there is any indication that the property and equipment may be impaired. Where impairment exists, the carrying amount of the asset is reduced to its recoverable amount and the impairment loss is recognised against the revaluation reserve to the extent it is available and any remainder is recognised in the income statement. The depreciation charge for the asset is then adjusted to reflect the asset\u2019s revised carrying amount.
\n \n \n \n \n \n \n \n \nIf an item of property, plant and equipment is disposed of, any gains or losses are recognised in the profit or loss before tax. If the asset being disposed of had previously been revalued then any amount in OCI relating to that asset is reclassified directly to retained earnings on disposal rather than the income statement.
\n \n \n \n \n \n \n \nThe estimated useful lives were updated during 2025 (see 1.9: Change in Accounting Estimate useful life of intangible assets and property, plant, and equipment (PPE)) and are now as follows:
\n \n \n \n \n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Freehold Buildings \n | \n \n 50 years \n | \n \n 50 years \n | \n
| \n Leasehold Buildings \n | \n \n 50 years or term of lease if less than 50 years \n | \n \n 50 years or term of lease if less than 50 years \n | \n
| \n Office Equipment \n | \n \n Up to 15 years \n | \n \n 5 \u2013 7 years \n | \n
| \n Computer Hardware \n | \n \n 3 \u2013 7 years \n | \n \n 3 \u2013 7 years \n | \n
| \n Motor Vehicles \n | \n \n 3 \u2013 5 years \n | \n \n 3 \u2013 5 years \n | \n
| \n Fixtures and fittings \n | \n \n 7 \u2013 15 years \n | \n \n 7 \u2013 10 years \n | \n
\n (xii) Intangible assets (other than goodwill)\n
\n \n \n \n \n \nAcquired computer software is stated at cost, less amortisation and provision for impairment, if any. The external costs and directly attributable internal costs of bringing to use the computer software are capitalised where it is probable that future economic benefits that exceed its cost will flow from its use over more than one year.
\n \n \n \n \n \nCapitalised computer software has a finite life and is amortised on a straight-line basis over a period of between three to eight years (see 1.9(i)).
\n \n \n \n \n \nExpenditure on internally developed software is recognised as an asset when the Group can demonstrate: (i) that the product is technically and commercially feasible; (ii) its intention and ability to complete the development and use the software in a manner that will generate future economic benefits; (iii) and that it can reliably measure the costs to complete the development. The capitalised costs of internally developed software include all costs directly attributable to developing the software and capitalised borrowing costs and are amortised over its useful life. Internally developed software is stated at capitalised cost less accumulated amortisation and any accumulated impairment losses.
\n \n \n \n \n \n \nAt the end of each reporting period the Group assesses whether there is any indication that software may be impaired. An asset\u2019s carrying value is written down immediately to its recoverable amount if the asset\u2019s carrying amount is greater than its estimated recoverable amount. The estimated recoverable amount is the higher of the asset\u2019s fair value less costs to sell or VIU.
\n \n \n \n \n \n \nCosts associated with research activities or maintaining computer software programmes are recognised as an expense as incurred.
\n \n \n \n \n \n\n (xiii) Collateral in possession\n
\n \n \n \n \n \nIn certain circumstances, property is repossessed following foreclosure on loans that are in default. When a property is repossessed, the associated loan relating to that property is derecognised and any provision on that loan is reversed. On initial recognition the collateral in possession is valued at its fair value.
\n \n \n \n \n \nSubsequent to initial recognition, the property is carried at the lower of its cost and net realisable value.
\n \n \n \n \n \n\n (xiv) Assets and liabilities classified as held for sale\n
\n \n \n \n \n \nAn asset or a disposal group is classified as held for sale if the following criteria are met:
\n \n \n \n \n \nWhen assets (or disposal groups), other than financial assets as classified under IFRS 9, or rights under an insurance contract, are initially classified as held for sale, they are measured at the lower of the carrying amount or fair value less costs to sell at the date of reclassification.
\n \n \n \n \n \nImpairment losses subsequent to classification of such assets (or disposal groups) are recognised in the income statement. Increases in fair value less costs to sell of such assets (or disposal groups) that have been classified as held for sale are recognised in the income statement to the extent that the increase is not in excess of any cumulative loss previously recognised in respect of the asset (or disposal group).
\n \n \n \n \n \nWhere the above conditions cease to be met, the assets (or disposal group) are reclassified out of held for sale and included under the appropriate SOFP classifications.
\n \n \n \n \n \nFinancial assets within the scope of IFRS 9, DTAs and income taxes within the scope of IAS 12 continue to be measured in accordance with these standards.
\n \n \n \n \n \n \n\n (xv) Provisions\n
\n \n \n \n \n \n \n \nA provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability.
\n \n \n \n \n \n \n \nA restructuring provision is recognised when there is an approved detailed and formal Restructuring Plan, and the restructuring either has commenced or has been publicly announced. Future operating losses are not permitted to be recognised.
\n \n \n \n \n \n \n \nPresent obligations arising under onerous contracts are recognised and measured as provisions at the present value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the contract. An onerous contract is a contract in which the unavoidable cost of meeting the obligation under the contract exceeds the economic benefits expected to be received under it.
\n \n \n \n \n \n \n \nContingent liabilities are either possible obligations that arise from past events whose existence is dependent on whether some uncertain future events occur which are not wholly within the control of the entity or are a present obligation that arises from a past event but is not recognised because:
\n \n \n \n \n \n \n \n\u2022 It is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or
\n \n \n \n \n \n \n \n\u2022 The amount of the obligation cannot be measured with sufficient reliability.
\n \n \n \n \n \n \n \nContingent liabilities are not recognised but are disclosed unless the probability of their occurrence is remote.
\n \n \n \n \n \n \n \n \nFinancial guarantees are contracts that require the Group to make specified payments to reimburse the holder for a loss that it incurs because a specified debtor fails to make payment when it is due in accordance with the terms of a debt instrument.
\n \n \n \n \n \n \n \n \nLoan commitments are firm commitments to provide credit under pre-specified terms and conditions.
\n \n \n \n \n \n \n \nThe maximum exposure to credit loss under commitments is the contractual amount of the instrument in the event of non-performance by the other party where all counter claims, collateral or security prove worthless. The transfer of economic resources is uncertain and cannot be reasonably measured to be recognised on the SOFP.
\n \n \n \n \n \n \n \nECL held against loan commitments are recognised in Provisions except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers.
\n \n \n \n \n \n \n \n \nFinancial guarantees issued or commitments to provide a loan at a below-market interest rate are initially measured at fair value. Subsequently, they are measured at the higher of the loss allowance determined in accordance with IFRS 9 and the amount initially recognised less, when appropriate, the cumulative amount of income recognised in accordance with the principles of IFRS 15.
\n \n \n \n \n \n \n \n \nOther loan commitments issued are measured at the sum of (i) the loss allowance determined in accordance with IFRS 9 and (ii) the amount of any fees received, less, if the commitment is unlikely to result in a specific lending arrangement, the cumulative amount of income recognised. Derecognition policies in section (vii) (d) above are applied to loan commitments issued and held.
\n \n \n \n \n \n \n \nThe Group has issued no loan commitments that are measured at FVTPL.
\n \n \n \n \n \n \n\n (xvi) Dividends \n
\n \n \n \n \n \nFinal dividends on ordinary shares are recognised in equity in the period in which they are approved by the Company\u2019s shareholders. Interim dividends are recognised in equity in the period in which they are paid.
\n \n \n \n \n\n (xvii) Operating segments\n
\n \n \n \nAn operating segment is a component of the Group that engages in business activities from which it may earn revenues and incur expenses, including revenues and expenses that relate to transactions with any of the Group\u2019s other components, whose operating results are reviewed regularly by the Group Executive Committee (being the chief operating decision maker (CODM)) to make decisions about resources allocated to each segment and assess its performance, and for which discrete financial information is available.
\n \n \n \n \n\n (xviii) Sales and repurchase agreements \n
\n \n \n \n \n \nFinancial assets may be lent for a fee or sold subject to a commitment to repurchase them (\u201crepos\u201d). Such assets are retained on the SOFP when substantially all the risks and rewards of ownership remain with the Group. The assets are reclassified when the transferee has the right by contract to sell or repledge the collateral. The liability to the counterparty is included separately on the SOFP as appropriate in either Deposits by banks or Customer accounts depending on whether the counterparty is a bank or not.
\n \n \n \n \n \nSimilarly, where financial assets are purchased with a commitment to resell (\u201creverse repos\u201d), or where the Group borrows financial assets but does not acquire the risks and rewards of ownership, the transactions are treated as collateralised loans, and the financial assets are not included in the SOFP. The collateralised loan asset is included separately on the SOFP as appropriate in either Loans and advances to banks or Loans and advances to customers.
\n \n \n \n \n \nThe difference between the sale and repurchase price is recognised in net interest income over the life of the agreements using the EIR.
\n \n \n \n \n \nIn certain circumstances, the Group pledges collateral in respect of liabilities or borrowings. Collateral pledged in the form of securities or Loans and advances continues to be recorded on the SOFP. Collateral placed in the form of cash is recorded in Loans and advances to banks or customers. Any interest receivable arising is recorded as interest income.
\n \n \n \n \n\n (xix) Collateral\n
\n \n \n \nThe Group enters into master agreements with counterparties to ensure that in the event of a default, all amounts outstanding with those counterparties will be settled on a net basis. The Group obtains collateral in respect of customer liabilities where this is considered appropriate. The collateral normally takes the form of a lien over the customer\u2019s assets and gives the Group a claim on these assets for both existing and future liabilities. The collateral is not recorded on the Group\u2019s SOFP.
\n \n \n \nThe Group also receives collateral in the form of cash or securities in respect of other credit instruments, such as sale-and-repurchase contracts and derivative contracts, in order to reduce credit risk. Collateral received in the form of securities is not recorded on the SOFP. Collateral received in the form of cash is recorded on the SOFP, with a corresponding liability recognised within deposits from banks or deposits from customers. Any interest payable arising is recorded as interest expense.
\n \n \n \n \n\n (xx) Offsetting\n
\n \n \n \n \n \nFinancial assets and liabilities are offset and the net amount reported in the balance sheet when there is currently a legally enforceable right of set off and there is an intention to settle on a net basis, or realise the asset and settle the liability simultaneously. No impairment loss allowance for ECL is recognised on a financial asset, or portion thereof, which has been offset.
\n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfMaterialAccountingPolicyInformationExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfBasisOfConsolidationExplanatory0": { "value": "\n\n (i) Basis of consolidation\n
\n \n \n\n Subsidiaries\n
\n \n \n \nSubsidiaries are those entities (including special purpose entities) controlled by the Group. Control exists when the Group has:
\n \n \n \nThe financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases. Financial statements of subsidiaries are prepared up to the financial position date. Intercompany transaction balances and unrealised gains/losses on transactions between the Group\u2019s companies are eliminated on consolidation.
\n \n \n \nThe Company carries its investment in its subsidiary undertaking at cost in the Company financial statements and reviews whether there is any indication of impairment at each reporting date. Impairment testing involves comparing the carrying value of the investment to its recoverable amount. The recoverable amount is the higher of the investment\u2019s fair value or its value in use (VIU). If impairment occurs, this loss is recognised in the income statement.
\n \n \n \nDetails of principal subsidiaries are included in note 43.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfBasisOfConsolidationExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForSubsidiariesExplanatory0": { "value": "\n\n Subsidiaries\n
\n \nSubsidiaries are those entities (including special purpose entities) controlled by the Group. Control exists when the Group has:
\n \nThe financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases. Financial statements of subsidiaries are prepared up to the financial position date. Intercompany transaction balances and unrealised gains/losses on transactions between the Group\u2019s companies are eliminated on consolidation.
\n \nThe Company carries its investment in its subsidiary undertaking at cost in the Company financial statements and reviews whether there is any indication of impairment at each reporting date. Impairment testing involves comparing the carrying value of the investment to its recoverable amount. The recoverable amount is the higher of the investment\u2019s fair value or its value in use (VIU). If impairment occurs, this loss is recognised in the income statement.
\n \nDetails of principal subsidiaries are included in note 43.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForSubsidiariesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForInvestmentInAssociates0": { "value": "\n \n\n Interest in associated undertakings\n
\n \n \n \nInterest in associated undertakings encompass investments in entities wherein the Group has significant influence over the financial and operating policy decisions of the entity but does not have control. It is presumed that significant influence exists if the Group holds more than 20% of the voting rights in the entity unless it can be demonstrated otherwise. Conversely the Group may hold less than 20% of the voting rights but could be demonstrated to have significant influence.
\n \n \n \nInterest in associated undertakings are initially recognised at cost and subsequently accounted for using the equity method whereby the investment is increased or decreased each year by the Group\u2019s share of the post-acquisition profit or loss of the associate. The Group\u2019s share of the post-acquisition profit or loss of the associate is recognised in profit or loss and other comprehensive income (OCI).
\n \n \n \nThe Group continues to decrease the carrying amount of the investment for its share of post-acquisition losses until the carrying amount is zero, unless the Group has incurred a legal or constructive obligation to make payments on behalf of the associate, in which case, these additional losses are provided for and a liability is recognised in this instance.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForInvestmentInAssociates", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForTransactionsWithNoncontrollingInterestsExplanatory0": { "value": "\n\n Interest in associated undertakings\n
\n \nInterest in associated undertakings encompass investments in entities wherein the Group has significant influence over the financial and operating policy decisions of the entity but does not have control. It is presumed that significant influence exists if the Group holds more than 20% of the voting rights in the entity unless it can be demonstrated otherwise. Conversely the Group may hold less than 20% of the voting rights but could be demonstrated to have significant influence.
\n \nInterest in associated undertakings are initially recognised at cost and subsequently accounted for using the equity method whereby the investment is increased or decreased each year by the Group\u2019s share of the post-acquisition profit or loss of the associate. The Group\u2019s share of the post-acquisition profit or loss of the associate is recognised in profit or loss and other comprehensive income (OCI).
\n \nThe Group continues to decrease the carrying amount of the investment for its share of post-acquisition losses until the carrying amount is zero, unless the Group has incurred a legal or constructive obligation to make payments on behalf of the associate, in which case, these additional losses are provided for and a liability is recognised in this instance.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForTransactionsWithNoncontrollingInterestsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForBusinessCombinationsAndGoodwillExplanatory0": { "value": "\n\n (ii) Business combinations and goodwill\n
\n \n \n\n (a) Business combinations\n
\n \n \n \nThe Group accounts for business combinations, other than those under common control, using the acquisition method when the acquired set of activities and assets meets the definition of a business and control is transferred to the Group (see 1.5(i)).
\n \n \n \nIn determining whether a particular set of activities and assets is a business, the Group assesses whether the set of assets and activities acquired includes, at a minimum, an input and substantive process and whether the acquired set has the ability to produce outputs.
\n \n \n \nThe consideration transferred in the acquisition is generally measured at the fair value of the assets transferred, the liabilities incurred to the former owners and equity interest issued by the Group. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. Transaction costs are expensed as incurred, except if related to the issue of debt or equity securities (see (vii) and (a)). The consideration transferred does not include amounts related to the settlement of pre-existing relationships. Such amounts are generally recognised in the income statement. Any contingent consideration is measured at fair value at the date of acquisition. If an obligation to pay contingent consideration that meets the definition of a financial instrument is classified as equity, then it is not remeasured and settlement is accounted for within equity. Otherwise, other contingent consideration is remeasured at fair value at each reporting date and subsequent changes in the fair value of the contingent consideration are recognised in the income statement.
\n \n \n \n\n (b) Goodwill \n
\n \n \n \nThe Group measures goodwill as the excess of (i) the consideration transferred; (ii) the amount of any non-controlling interest in the acquired entity; and (iii) acquisition date fair value of any previous equity interest in the acquired entity over the fair value of the net identifiable assets acquired. If those amounts are less than the fair value of the net identifiable assets of the business acquired, the difference is recognised directly in profit or loss as a bargain purchase.
\n \n \n \nGoodwill is subject to an impairment review at least annually, and, if events or changes in circumstances indicate that the carrying amount may not be recoverable, it is written down through the income statement by the amount of any impairment loss identified in the year.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsAndGoodwillExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForBusinessCombinationsExplanatory0": { "value": "\n\n (a) Business combinations\n
\n \nThe Group accounts for business combinations, other than those under common control, using the acquisition method when the acquired set of activities and assets meets the definition of a business and control is transferred to the Group (see 1.5(i)).
\n \nIn determining whether a particular set of activities and assets is a business, the Group assesses whether the set of assets and activities acquired includes, at a minimum, an input and substantive process and whether the acquired set has the ability to produce outputs.
\n \nThe consideration transferred in the acquisition is generally measured at the fair value of the assets transferred, the liabilities incurred to the former owners and equity interest issued by the Group. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. Transaction costs are expensed as incurred, except if related to the issue of debt or equity securities (see (vii) and (a)). The consideration transferred does not include amounts related to the settlement of pre-existing relationships. Such amounts are generally recognised in the income statement. Any contingent consideration is measured at fair value at the date of acquisition. If an obligation to pay contingent consideration that meets the definition of a financial instrument is classified as equity, then it is not remeasured and settlement is accounted for within equity. Otherwise, other contingent consideration is remeasured at fair value at each reporting date and subsequent changes in the fair value of the contingent consideration are recognised in the income statement.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForGoodwillExplanatory0": { "value": "\n\n (b) Goodwill \n
\n \nThe Group measures goodwill as the excess of (i) the consideration transferred; (ii) the amount of any non-controlling interest in the acquired entity; and (iii) acquisition date fair value of any previous equity interest in the acquired entity over the fair value of the net identifiable assets acquired. If those amounts are less than the fair value of the net identifiable assets of the business acquired, the difference is recognised directly in profit or loss as a bargain purchase.
\n \nGoodwill is subject to an impairment review at least annually, and, if events or changes in circumstances indicate that the carrying amount may not be recoverable, it is written down through the income statement by the amount of any impairment loss identified in the year.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForGoodwillExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForForeignCurrencyTranslationExplanatory0": { "value": "\n\n (iii) Foreign currencies \n
\n \nForeign currency transactions are translated into the functional currency of each entity, being the currency of the primary environment in which the entity operates at the exchange rate prevailing at the date of the transaction or valuation where items are remeasured. Monetary assets and liabilities denominated in foreign currency are translated at the exchange rates prevailing at the reporting date. Exchange movements are recognised in the income statement. However, exchange movements arising from the translation of equity investments in respect of which an election has been made to present subsequent changes in fair value in OCI are recognised in OCI.
\n \nNon-monetary assets and liabilities that are measured at fair value in a foreign currency are translated into the functional currency at the spot exchange rate at the date on which the fair value is determined. Non-monetary items that are measured based on historical cost in a foreign currency are translated using the spot exchange rate at the date of the transaction.
\n \nThe results and financial position of the Group\u2019s subsidiaries which have a functional currency different from Euro are translated into Euro as follows:
\n \n\n (iv) Recognition of income and expenses\n
\n \n \n \n \n\n (a) Interest and similar income and expenses\n
\n \n \n \n \n \nFor all interest bearing financial instruments, interest income or expense is recorded using the effective interest rate (EIR) method.
\n \n \n \n \n \nThe EIR is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument to:
\n \n \n \n \n \nThe EIR of a financial asset or financial liability is calculated on initial recognition of a financial asset or a financial liability. In calculating interest income and expense, the EIR is applied to the gross carrying amount of the asset (when the asset is not credit-impaired) or to the amortised cost of the liability. The EIR is also revised for fair value hedge adjustments at the date on which amortisation of the hedge adjustment begins. The calculation of the EIR includes transaction costs, premiums or discounts, and fees paid or received that are an integral part of the EIR. Transaction costs include incremental costs that are directly attributable to the acquisition or issue of a financial asset or financial liability.
\n \n \n \n \n \nInterest income is calculated by applying the EIR to the gross carrying amount of financial assets, except for:
\n \n \n \n \n \nInterest income and expense calculated using the effective interest method presented in the consolidated income statement includes:
\n \n \n \n \n \nOther interest income presented in the consolidated income statement includes interest income on lease receivables.
\n \n \n \n \n \n\n (b) Fee and commission income and expense \n
\n \n \n \n \n \nAs outlined above, fee and commission income and expense that are integral to the EIR on a financial asset or liability are included in the measurement of the EIR.
\n \n \n \n \n \nOther fees and commission income are recognised as the related services are performed. Fee and commission expenses relate mainly to transaction and service fees, which are expensed as the services are received.
\n \n \n \n \n \n\n (c) Net trading income/(expense)\n
\n \n \n \n \n \nNet trading income/(expense) comprises gains and losses relating to trading assets and trading liabilities and includes all realised and unrealised fair value changes on derivatives that do not qualify for hedge accounting, dividends and FX differences.
\n \n \n \n \n \nDividend income is recognised when the right to receive income is established.
\n \n \n \n \n \n\n (d) Exceptional items\n
\n \n \n \n \n \nCertain items, by virtue of their nature and amount are disclosed separately in order for the user to obtain appropriate understanding of the financial information. These items would not ordinarily occur while carrying out normal business activities.
\n \n \n \n \n \nExceptional items include gains and losses on the disposal of businesses, gain on bargain purchase in respect of business combinations, material restructuring costs and material transactions, integration and restructuring costs associated with acquisitions (including potential acquisitions).
\n \n \n \n \n \nThe definition of exceptional items was refined to exclude gains and losses on material loan deleveraging post 31 December 2021. However, releases on those transactions which occurred prior to this refinement continue to be included in exceptional items is consistent with the treatment of the losses on deleveraging of loans in prior years.
\n \n \n \n \n\n (e) Bank levy and other regulatory charges\n
\n \n \n \nBank levy and other regulatory charges consist of DGS fees, Central Bank Industry Funding levy, Single Resolution Fund levy, ECB fees and a bank levy.
\n \n \n \nA bank levy payable to the Government, is provided for on the occurrence of the event identified by the legislation that triggers the obligation to pay the levy.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForExpensesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForRecognitionOfRevenue0": { "value": "\n\n (iv) Recognition of income and expenses\n
\n \n \n\n (a) Interest and similar income and expenses\n
\n \n \n \nFor all interest bearing financial instruments, interest income or expense is recorded using the effective interest rate (EIR) method.
\n \n \n \nThe EIR is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument to:
\n \n \n \nThe EIR of a financial asset or financial liability is calculated on initial recognition of a financial asset or a financial liability. In calculating interest income and expense, the EIR is applied to the gross carrying amount of the asset (when the asset is not credit-impaired) or to the amortised cost of the liability. The EIR is also revised for fair value hedge adjustments at the date on which amortisation of the hedge adjustment begins. The calculation of the EIR includes transaction costs, premiums or discounts, and fees paid or received that are an integral part of the EIR. Transaction costs include incremental costs that are directly attributable to the acquisition or issue of a financial asset or financial liability.
\n \n \n \nInterest income is calculated by applying the EIR to the gross carrying amount of financial assets, except for:
\n \n \n \nInterest income and expense calculated using the effective interest method presented in the consolidated income statement includes:
\n \n \n \nOther interest income presented in the consolidated income statement includes interest income on lease receivables.
\n \n \n \n\n (b) Fee and commission income and expense \n
\n \n \n \nAs outlined above, fee and commission income and expense that are integral to the EIR on a financial asset or liability are included in the measurement of the EIR.
\n \n \n \nOther fees and commission income are recognised as the related services are performed. Fee and commission expenses relate mainly to transaction and service fees, which are expensed as the services are received.
\n \n \n \n\n (c) Net trading income/(expense)\n
\n \n \n \nNet trading income/(expense) comprises gains and losses relating to trading assets and trading liabilities and includes all realised and unrealised fair value changes on derivatives that do not qualify for hedge accounting, dividends and FX differences.
\n \n \n \nDividend income is recognised when the right to receive income is established.
\n \n \n \n\n (d) Exceptional items\n
\n \n \n \nCertain items, by virtue of their nature and amount are disclosed separately in order for the user to obtain appropriate understanding of the financial information. These items would not ordinarily occur while carrying out normal business activities.
\n \n \n \nExceptional items include gains and losses on the disposal of businesses, gain on bargain purchase in respect of business combinations, material restructuring costs and material transactions, integration and restructuring costs associated with acquisitions (including potential acquisitions).
\n \n \n \nThe definition of exceptional items was refined to exclude gains and losses on material loan deleveraging post 31 December 2021. However, releases on those transactions which occurred prior to this refinement continue to be included in exceptional items is consistent with the treatment of the losses on deleveraging of loans in prior years.
\n \n \n\n (e) Bank levy and other regulatory charges\n
\n \nBank levy and other regulatory charges consist of DGS fees, Central Bank Industry Funding levy, Single Resolution Fund levy, ECB fees and a bank levy.
\n \nA bank levy payable to the Government, is provided for on the occurrence of the event identified by the legislation that triggers the obligation to pay the levy.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForRecognitionOfRevenue", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForInterestIncomeAndExpenseExplanatory0": { "value": "\n\n (a) Interest and similar income and expenses\n
\n \nFor all interest bearing financial instruments, interest income or expense is recorded using the effective interest rate (EIR) method.
\n \nThe EIR is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument to:
\n \nThe EIR of a financial asset or financial liability is calculated on initial recognition of a financial asset or a financial liability. In calculating interest income and expense, the EIR is applied to the gross carrying amount of the asset (when the asset is not credit-impaired) or to the amortised cost of the liability. The EIR is also revised for fair value hedge adjustments at the date on which amortisation of the hedge adjustment begins. The calculation of the EIR includes transaction costs, premiums or discounts, and fees paid or received that are an integral part of the EIR. Transaction costs include incremental costs that are directly attributable to the acquisition or issue of a financial asset or financial liability.
\n \nInterest income is calculated by applying the EIR to the gross carrying amount of financial assets, except for:
\n \nInterest income and expense calculated using the effective interest method presented in the consolidated income statement includes:
\n \nOther interest income presented in the consolidated income statement includes interest income on lease receivables.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForInterestIncomeAndExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFeeAndCommissionIncomeAndExpenseExplanatory0": { "value": "\n\n (b) Fee and commission income and expense \n
\n \nAs outlined above, fee and commission income and expense that are integral to the EIR on a financial asset or liability are included in the measurement of the EIR.
\n \nOther fees and commission income are recognised as the related services are performed. Fee and commission expenses relate mainly to transaction and service fees, which are expensed as the services are received.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFeeAndCommissionIncomeAndExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForTradingIncomeAndExpenseExplanatory0": { "value": "\n\n (c) Net trading income/(expense)\n
\n \nNet trading income/(expense) comprises gains and losses relating to trading assets and trading liabilities and includes all realised and unrealised fair value changes on derivatives that do not qualify for hedge accounting, dividends and FX differences.
\n \nDividend income is recognised when the right to receive income is established.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForTradingIncomeAndExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForExceptionalItemsExplanatory0": { "value": "\n\n (d) Exceptional items\n
\n \nCertain items, by virtue of their nature and amount are disclosed separately in order for the user to obtain appropriate understanding of the financial information. These items would not ordinarily occur while carrying out normal business activities.
\n \nExceptional items include gains and losses on the disposal of businesses, gain on bargain purchase in respect of business combinations, material restructuring costs and material transactions, integration and restructuring costs associated with acquisitions (including potential acquisitions).
\n \nThe definition of exceptional items was refined to exclude gains and losses on material loan deleveraging post 31 December 2021. However, releases on those transactions which occurred prior to this refinement continue to be included in exceptional items is consistent with the treatment of the losses on deleveraging of loans in prior years.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForExceptionalItemsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForEmployeeBenefitsExplanatory0": { "value": "\n\n (v) Employee Benefits \n
\n \n\n (a) Defined contribution pension plan\n
\n \nThe Group operates a number of defined contribution pension schemes, under which the Group pays fixed contributions to a separate entity.
\n \nThe contribution payable to a defined contribution plan is recorded as an expense under administration, staff and other expenses. Unpaid contributions are recorded as a liability.
\n \n\n (b) Short term employee benefits \n
\n \nShort term employee benefits, such as salaries and other benefits, are accounted for on an accruals basis over the period in which the employee\u2019s service is rendered. Bonuses are recognised where the Group has a legal or constructive obligation to employees that can be reliably measured.
\n \n \n\n (c) Termination payments\n
\n \n \n \nTermination benefits may be payable when employment is terminated by the Group before the normal retirement date, or whenever an employee accepts voluntary redundancy in exchange for these benefits. The Group recognises termination benefits at the earlier of the following dates: (a) when the Group can no longer withdraw the offer of those benefits; and (b) when the entity recognises costs for a restructuring that is within the scope of IAS 37 and involves the payment of termination benefits. In the case of an offer made to encourage voluntary redundancy, the termination benefits are measured based on the number of employees where the offer is irrevocable. Benefits falling due more than 12 months after the end of the reporting period are discounted to their present value.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForEmployeeBenefitsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForTerminationBenefits0": { "value": "\n\n (c) Termination payments\n
\n \nTermination benefits may be payable when employment is terminated by the Group before the normal retirement date, or whenever an employee accepts voluntary redundancy in exchange for these benefits. The Group recognises termination benefits at the earlier of the following dates: (a) when the Group can no longer withdraw the offer of those benefits; and (b) when the entity recognises costs for a restructuring that is within the scope of IAS 37 and involves the payment of termination benefits. In the case of an offer made to encourage voluntary redundancy, the termination benefits are measured based on the number of employees where the offer is irrevocable. Benefits falling due more than 12 months after the end of the reporting period are discounted to their present value.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForTerminationBenefits", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForDeferredIncomeTaxExplanatory0": { "value": "\n \n\n (vi) Current and deferred taxation \n
\n \n \n \nTaxation comprises both current and deferred tax. Taxation is recognised as income or expense and included in the income statement except to the extent it relates to a business combination, or items recognised in either OCI or equity. In the former case, taxation is recognised in OCI while in the latter case, taxation is recognised directly in equity. In a business combination the tax amounts are recognised as identifiable assets or liabilities at the acquisition date.
\n \n \n \nCurrent tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates enacted or substantively enacted at the reporting date and any adjustment to tax payable in respect of previous years (Republic of Ireland (ROI): 12.5%).
\n \n \n \nDeferred tax is provided using the liability method on all temporary differences except those arising on goodwill not deductible for tax purposes, or on initial recognition of an asset or liability in a transaction that is not a business combination and which at the time of the transaction (i) affects neither accounting nor taxable profit or loss and (ii) does not give rise to equal taxable and deductible temporary differences.
\n \n \n \nDeferred tax is measured at the tax rates enacted or substantively enacted by the reporting date that are expected to be applied to the temporary differences when they reverse.
\n \n \n \nDeferred tax liabilities and assets are offset only when they arise in the same tax reporting group and where there is the intention to settle on a net basis, or to realise the asset and settle the liability simultaneously.
\n \n \n \nDeferred Tax Assets (DTA) and liabilities (DTL) shall be offset if, and only if:
\n \n \n \nA DTA is recognised for unused tax losses, tax credits and deductible temporary differences, to the extent that it is probable that future taxable profits will be available against which they can be utilised. DTAs are reviewed at each reporting date and are recognised only to the extent that it is probable that the related tax benefit will be realised. DTA and DTL are not discounted in accordance with IAS 12.
\n \n \n \nUnrecognised DTAs are reassessed at each reporting date and recognised to the extent that it has become probable that future taxable profits will be available against which they can be used.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDeferredIncomeTaxExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForIncomeTaxExplanatory0": { "value": "\n\n (vi) Current and deferred taxation \n
\n \nTaxation comprises both current and deferred tax. Taxation is recognised as income or expense and included in the income statement except to the extent it relates to a business combination, or items recognised in either OCI or equity. In the former case, taxation is recognised in OCI while in the latter case, taxation is recognised directly in equity. In a business combination the tax amounts are recognised as identifiable assets or liabilities at the acquisition date.
\n \nCurrent tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates enacted or substantively enacted at the reporting date and any adjustment to tax payable in respect of previous years (Republic of Ireland (ROI): 12.5%).
\n \nDeferred tax is provided using the liability method on all temporary differences except those arising on goodwill not deductible for tax purposes, or on initial recognition of an asset or liability in a transaction that is not a business combination and which at the time of the transaction (i) affects neither accounting nor taxable profit or loss and (ii) does not give rise to equal taxable and deductible temporary differences.
\n \nDeferred tax is measured at the tax rates enacted or substantively enacted by the reporting date that are expected to be applied to the temporary differences when they reverse.
\n \nDeferred tax liabilities and assets are offset only when they arise in the same tax reporting group and where there is the intention to settle on a net basis, or to realise the asset and settle the liability simultaneously.
\n \nDeferred Tax Assets (DTA) and liabilities (DTL) shall be offset if, and only if:
\n \nA DTA is recognised for unused tax losses, tax credits and deductible temporary differences, to the extent that it is probable that future taxable profits will be available against which they can be utilised. DTAs are reviewed at each reporting date and are recognised only to the extent that it is probable that the related tax benefit will be realised. DTA and DTL are not discounted in accordance with IAS 12.
\n \nUnrecognised DTAs are reassessed at each reporting date and recognised to the extent that it has become probable that future taxable profits will be available against which they can be used.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIncomeTaxExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFinancialInstrumentsAtFairValueThroughProfitOrLossExplanatory0": { "value": "\n \n \n\n (vii) Financial instruments \n
\n \n \n \n \n \n\n (a) Classification of financial assets \n
\n \n \n \n \n \nFinancial assets of the Group currently are recorded at fair value and are classified, on initial recognition, as amortised cost designated as fair value hedges, or elected at FVOCI. Purchases and sales of financial assets are recognised on the trade date, being the date on which the Group commits to purchase or sell the asset.
\n \n \n \n \n \nWith the exception of assets classified as fair value through profit and loss (FVTPL), the initial fair value of a financial asset includes direct and incremental transaction costs. The fair value of assets traded on an active market will be the price that would be received if an asset were to be sold in an orderly transaction between market participants at the measurement date. In the absence of an active market, the Group establishes a fair value using various valuation techniques that use observable and unobservable inputs. These include recent similar transactions of, discounted cash flow projections, option pricing models and other valuation techniques used by market participants.
\n \n \n \n \nThe classification requirements for debt and equity instruments are described below.
\n \n \n \n \n\n Debt instruments\n
\n \n \n \n \n \nDebt instruments, including loans and debt securities, are currently classified as amortised cost.
Classification and subsequent measurement of debt instruments depend on:
\n \n \n \n \n \n(i)The Group\u2019s business model for managing the asset; and
\n \n \n \n \n \n(ii) The cash flow characteristics of the asset.
\n \n \n \n \n\n \n (i) Business model assessment\n \n
\n \n \n \nThe business model reflects how the Group manages the assets in order to generate cash flows. That is, whether the Group\u2019s objective is solely to collect the contractual cash flows from the assets hold to collect (HTC) or is to collect both the contractual cash flows and cash flows arising from the sale of assets hold to collect and sell (HTC&S). If neither of these is applicable, then the financial assets are classified as part of \u2018other\u2019 business model and measured at FVTPL.
\n \n \n \nThe Group assesses its business model at a portfolio level based on how it manages groups of financial assets to achieve its business objectives. The observable factors considered include:
\n \n \n \n\n \n (ii) Cash flow characteristics assessment\n \n
\n \n \n \nThe Group carries out the cash flow characteristics assessment using the contractual features of an instrument to determine if they give rise to cash flows that are consistent with a basic lending arrangement. Contractual cash flows are consistent with a basic lending arrangement if they represent cash flows that are solely payments of principal and interest (the \u2018SPPI\u2019 test). Principal, for the purpose of this test, is defined as the fair value of the financial asset at initial recognition and may change over the life of the financial asset, for example, due to repayments or amortisation of the premium/discount. Interest is defined as the consideration for the time value of money and credit risk, which are the most significant elements of interest within a lending arrangement. If the Group identifies any contractual features that could significantly modify the cash flows of the instrument such that they introduce exposures to risk or volatility that are inconsistent with a basic lending arrangement, the related financial asset is classified and measured at FVTPL.
\n \n \n \nThe Group carries out the SPPI test based on an assessment of the contractual features of each product on origination and subsequently at every reporting period. Derivative instruments and equity instruments are not covered by this assessment as they are held at FVTPL (except when equities have been elected to be accounted for at FVOCI).
\n \n \n \nBased on the above assessments, the Group currently classifies its debt instruments into one category as per below:
\n \n \n \n \n\n \n Debt instruments measured at amortised cost\n \n
\n \n \n \n \n \nDebt instruments are measured at amortised cost if they are held within a business model whose objective is to hold the assets to collect contractual cash flows, where those cash flows represent solely payments of principal and interest. After initial measurement, debt instruments in this category are measured at amortised cost. Interest income on these instruments is recognised in interest income using the EIR method.
\n \n \n \n \n \nThe EIR is the rate that discounts estimated future cash payments or receipts through the expected life of a financial asset to the gross carrying amount of a financial asset. Amortised cost is calculated by taking into account any discount or premium on acquisition, transaction costs and fees that are an integral part of the EIR.
\n \n \n \n \n \nImpairment on debt instruments measured at amortised cost is calculated using the ECL approach. Loans and debt securities measured at amortised cost are presented net of allowance for ECL in the SOFP within Loans and advances to customers and debt securities and interest income is recognised in net interest income.
\n \n \n \n \n\n Equity instruments\n
\n \n \n \nEquity instruments are measured at FVTPL, unless an election is made to designate them at FVOCI upon purchase. For equity instruments measured at FVTPL, changes in fair value are recognised as part of other operating income in the income statement. The Group can elect to classify non-trading equity instruments at FVOCI. The FVOCI election is made upon initial recognition, on an instrument-by-instrument basis and once made is irrevocable. Gains and losses on these instruments including when derecognised/sold are recorded in OCI and are not subsequently reclassified to the income statement. The Group has classified certain equity instruments as FVOCI on initial recognition as per above. Dividends received are recorded in the income statement.
\n \n \n \n \n\n Reclassifications\n
\n \n \n \n \n \nFinancial assets are not reclassified subsequent to their initial recognition, except in the period after the Group changes its business model for managing financial assets.
\n \n \n \n \n \n\n (b) Impairment of financial assets \n
\n \n \n \n \n \nThe Group recognises loss allowances for ECL for the following financial instruments that are not measured at FVTPL:
\n \n \n \n \n \n\n Measurement\n
\n \n \n \n \n \nECL is measured by the Group in a way that reflects:
\n \n \n \n \n \nThe amount of ECL recognised as a loss allowance depends on the change in credit risk of the financial instrument since origination and whether the credit risk on those financial instruments has increased significantly since initial recognition. In order to determine the appropriate ECL, a financial instrument is allocated to a stage dependent on the credit risk relative to when the financial instrument was originated:
\n \n \n \n \n \nThe Group has adopted an ECL framework that reflects a component approach using PD, EAD and LGD components calibrated for IFRS 9 purposes. To adequately capture life-time expected losses, the Group also models early redemptions as a separate component within the ECL calculation.
\n \n \n \n \n \nThe expected cash flows included in the ECL calculation are derived from a) the loan contract b) on the disposal of collateral or c) sale of loans arising from deleveraging of NPLs which are included in the ECL calculation from the point that they meet the following three conditions:
\n \n \n \n \n \n(i) Selling the loans becomes a recovery method that the Group expects to pursue in a default scenario;
\n \n \n \n \n \n(ii) The Group is neither legally nor practically prevented from realising the loans using the recovery method; and
\n \n \n \n \n \n(iii) The Group has reasonable and supportable information upon which to base its expectations and assumptions.
\n \n \n \n \n \nCredit loss is the difference between all contractual cash flows that are due to an entity in accordance with the contract and all the cash flows that the entity expects to receive (i.e. all cash shortfalls), discounted at the original EIR.
\n \n \n \n \n \n\n Purchased or originated credit-impaired assets (POCI)\n
\n \n \n \n \n \nPOCI are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit-impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted EIR basis. ECL are only recognised or released to the extent that there is a subsequent change in ECL.
\n \n \n \n \n \n\n Expected life\n
\n \n \n \n \n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \n \n \n \n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by Management actions.
\n \n \n \n \n \nFor instruments in Stage 2 or Stage 3, loss allowances will cover ECL over the expected remaining life of the instrument.
\n \n \n \n \n \n\n Expert Credit Judgement\n
\n \n \n \n \n \nThe Group\u2019s ECL accounting framework methodology, in line with the requirements of the standard, requires the Group to use its experienced credit judgement to incorporate the estimated impact of factors not captured in the modelled ECL results, in all reporting periods.
\n \n \n \n \n \n\n Effective Interest Rate\n
\n \n \n \n \n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted EIR\u2019 for POCI financial assets) or an approximation thereof.
\n \n \n \n \n \nFor undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n Low credit risk exemption\n
\n \n \n \n \n \nThe Group applied the low credit risk exemption to sovereign debt securities, reverse repurchase agreements, Loans and advances to banks and certain intercompany positions in scope for impairment under IFRS 9.
\n \n \n \n \n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n \n \n \n \n(i) Strong capacity by borrower to meet its contractual cash flow obligations in the near term.;
\n \n \n \n \n \n(ii) Adverse changes in economic business conditions in the longer term may, but will not necessarily, reduce the ability of the borrower to fulfil its contractual cash flow obligations; and
\n \n \n \n \n \n(iii) External rating of investment grade or an internal credit rating equivalent.
These exposures are in Stage 1 with a very low credit risk requiring 12-month ECL and contributing minimally to overall ECL.
\n \n \n \n \n \n\n Modification Policy for Financial Assets\n
\n \n \n \n \n \nThe Group sometimes renegotiates or otherwise modifies the contractual cash flows of loans to customers. When this happens, the Group assesses whether or not the new items are substantially different to the original terms. The Group does this by considering, among others, the following factors:
\n \n \n \n \n \nIf the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation of the new financial asset is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit-impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition.
\n \n \n \n \n \nIf the terms are not substantially different, the renegotiation or modification does not result in derecognition, and the Group calculates the gross carrying amount based on the revised cash flows of the financial asset and recognises a modification gain or loss in profit or loss. The new gross carrying amount is recalculated by discounting the modified cash flows at the original EIR (or credit-adjusted EIR for POCI financial assets).
\n \n \n \n \n \n\n Write-off policy\n
\n \n \n \n \n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due to their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off on those financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \n \n \n \n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n \n \n \n \n\n Presentation of ECL allowance in the SOFP\n
\n \n \n \n \n \nThe ECL on financial assets measured at amortised cost is presented as a deduction from the gross carrying amount.
\n \n \n \n \n \nCredit losses on items not recognised in the SOFP such as undrawn lending commitments (where the loan commitment relates to a loan already recognised as a financial asset), letters of credit and guarantees (other than financial guarantee contracts) are reported under Loans and advances to customers. Credit losses on loan commitments where there is no recognised financial asset are reported under Provisions.
\n \n \n \n \n \n\n (c) Financial liabilities and equity \n
\n \n \n \n \n \nFinancial liabilities are currently classified at amortised cost unless mandatorily required to be classified at FVTPL, for example derivatives. Derivative liabilities are dealt with under separate accounting policies. All of the Group\u2019s financial liabilities, other than derivative liabilities, are classified at amortised cost.
\n \n \n \n \n \nThe classification of instruments as a financial liability or an equity instrument is dependent upon the substance of the contractual arrangement. Instruments which carry a contractual obligation to deliver cash or another financial asset to another entity are classified as financial liabilities. The coupons on these instruments are recognised in the income statement as interest expense using the EIR method. Where the Group has absolute discretion in relation to the payment of coupons and repayment of principal, the instrument is classified as equity and any coupon payments are classified as distributions in the period in which they are made. If the Group purchases its own debt, it is removed from the balance sheet and the difference between the carrying amount of the liability and the consideration paid is included in other operating income, net of any costs or fees incurred.
\n \n \n \n \n \n\n \n Financial liabilities measured at amortised cost\n \n
\n \n \n \n \n \nFinancial liabilities include deposits by banks (including Central Banks), customer accounts, debt securities in issue and subordinated debt. The related interest expense is recognised in net interest income.
\n \n \n \n \n \nDebt securities issued and subordinated debt issued are initially recognised on the date that they originated, while all other financial liabilities are recognised initially on the trade date. Both the date of origination and the trade date is the date the Group becomes a party to the contractual provisions of the instrument.
\n \n \n \n \n \nAll financial liabilities are recognised initially at fair value, less any directly attributable transaction costs and are subsequently measured at amortised cost and the related interest expense is recognised in the income statement using the EIR method.
\n \n \n \n \n \n\n \n Equity\n \n
\n \n \n \n \n \nFinancial instruments classified as equity are accounted for directly in equity less any transaction costs deducted directly from equity. Transaction costs are incremental costs directly attributable to the equity transaction that otherwise would have been avoided. Equity instruments are not subsequently remeasured. Any coupon payments on the instrument are treated as dividends and accounted for, when declared and paid as a distribution out of retained earnings. Equity instruments are issued at arm\u2019s length.
\n \n \n \n \n \n\n (d) Derecognition of Financial instruments\n
\n \n \n \n \n \n\n \n Financial assets\n \n
\n \n \n \n \n \nThe Group derecognises a financial asset when the contractual right to the cash flow from the financial asset expires, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the Group neither transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the financial asset. Control over the assets is represented by the practical ability to sell the transferred asset.
\n \n \n \n \n \nOn derecognition of a financial asset, the difference between the carrying amount of the asset (or the carrying amount allocated to the portion of the asset derecognised) and the sum of (i) the consideration received (including any new asset obtained less any new liability assumed) and (ii) any cumulative gain or loss that had been recognised in OCI is recognised in profit or loss.
\n \n \n \n \n \nAny cumulative gain/loss recognised in OCI in respect of equity investment securities designated as at FVOCI is not recognised in profit or loss on derecognition of such securities. Any interest in transferred financial assets that qualify for derecognition that is created or retained by the Group is recognised as a separate asset or liability.
\n \n \n \n \n \nThe Group enters into transactions whereby it transfers assets recognised on its SOFP, but retains either all or substantially all of the risks and rewards of the transferred assets or a portion of them. In such cases, the transferred assets are not derecognised. Examples of such transactions are securities lending and sale-and-repurchase transactions.
\n \n \n \n \n \nIn certain transactions, the Group retains the obligation to service the transferred financial asset for a fee. The transferred asset is derecognised if it meets the derecognition criteria. An asset or liability is recognised for the servicing contract if the servicing fee is more than adequate (asset) or is less than adequate (liability) for performing the servicing.
\n \n \n \n \n \nThe Group sells Loans and advances to customers to Structured Entities (SEs) that in turn issue notes to investors which are collateralised by the purchased assets. For the purpose of disclosure, a transfer of such financial assets may arise if the Group sells assets to a consolidated SE, the transfer of financial assets is from the Group (that includes the consolidated SE) to investors in the notes issued by the SE. The transfer is in the form of the Group assuming an obligation to pass cash flows from the underlying assets to investors in the notes. The securitisation is generally retained in the form of senior or subordinated tranches, or other residual interests (retained interests), however, these securitisations may also occur with entities external to the Group. Retained interests are recognised as debt securities in issue. The Group sells Loans and advances to customers to SEs that are not consolidated SEs and the Group retains no interest in these assets and they are derecognised in their entirety.
\n \n \n \n \n \n\n \n Financial liabilities\n \n
\n \n \n \n \n \nThe Group derecognises a financial liability when its contractual obligations are discharged, cancelled, or expired. This may happen when payment is made to the lender; the borrower legally is released from primary responsibility for the financial liability; or if there is an exchange of debt instruments with substantially different terms or a substantial modification of the terms of an existing debt instrument. Derecognition conditions are also satisfied when an entity repurchases its own debt instruments issued previously. When a financial liability is extinguished, any difference between the carrying amount of the financial liability and the consideration paid is recognised in the income statement.
\n \n \n \n \n \n\n (e) Determination of fair value of financial instruments and other assets\n
\n \n \n \n \n \nFair value is 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. The fair value measurement is based on the presumption that the transaction to sell the asset, or transfer the liability takes place either in the principal market for the asset or liability, or in the absence of a principal market, in the most advantageous market for the asset or liability which is accessible to the Group.
\n \n \n \n \n \nThe Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data is available to measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.
\n \n \n \n \n \nAll assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy based on the lowest level input that is significant to the fair value measurement as a whole and is described as follows:
\n \n \n \n \n \nFor assets and liabilities that are recognised in the financial statements on a recurring basis, the Group determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period. The Group recognises transfers between levels of the fair value hierarchy as of the end of the reporting period during which the change occurred.
\n \n \n \n \n \nAn analysis of the fair values of financial instruments, and further details as to how they are measured, are provided in note 35.
\n \n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialInstrumentsAtFairValueThroughProfitOrLossExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFinancialInstrumentsExplanatory0": { "value": "\n \n\n (vii) Financial instruments \n
\n \n \n \n\n (a) Classification of financial assets \n
\n \n \n \nFinancial assets of the Group currently are recorded at fair value and are classified, on initial recognition, as amortised cost designated as fair value hedges, or elected at FVOCI. Purchases and sales of financial assets are recognised on the trade date, being the date on which the Group commits to purchase or sell the asset.
\n \n \n \nWith the exception of assets classified as fair value through profit and loss (FVTPL), the initial fair value of a financial asset includes direct and incremental transaction costs. The fair value of assets traded on an active market will be the price that would be received if an asset were to be sold in an orderly transaction between market participants at the measurement date. In the absence of an active market, the Group establishes a fair value using various valuation techniques that use observable and unobservable inputs. These include recent similar transactions of, discounted cash flow projections, option pricing models and other valuation techniques used by market participants.
\n \n \nThe classification requirements for debt and equity instruments are described below.
\n \n \n\n Debt instruments\n
\n \n \n \nDebt instruments, including loans and debt securities, are currently classified as amortised cost.
Classification and subsequent measurement of debt instruments depend on:
\n \n \n \n(i)The Group\u2019s business model for managing the asset; and
\n \n \n \n(ii) The cash flow characteristics of the asset.
\n \n \n\n \n (i) Business model assessment\n \n
\n \nThe business model reflects how the Group manages the assets in order to generate cash flows. That is, whether the Group\u2019s objective is solely to collect the contractual cash flows from the assets hold to collect (HTC) or is to collect both the contractual cash flows and cash flows arising from the sale of assets hold to collect and sell (HTC&S). If neither of these is applicable, then the financial assets are classified as part of \u2018other\u2019 business model and measured at FVTPL.
\n \nThe Group assesses its business model at a portfolio level based on how it manages groups of financial assets to achieve its business objectives. The observable factors considered include:
\n \n\n \n (ii) Cash flow characteristics assessment\n \n
\n \nThe Group carries out the cash flow characteristics assessment using the contractual features of an instrument to determine if they give rise to cash flows that are consistent with a basic lending arrangement. Contractual cash flows are consistent with a basic lending arrangement if they represent cash flows that are solely payments of principal and interest (the \u2018SPPI\u2019 test). Principal, for the purpose of this test, is defined as the fair value of the financial asset at initial recognition and may change over the life of the financial asset, for example, due to repayments or amortisation of the premium/discount. Interest is defined as the consideration for the time value of money and credit risk, which are the most significant elements of interest within a lending arrangement. If the Group identifies any contractual features that could significantly modify the cash flows of the instrument such that they introduce exposures to risk or volatility that are inconsistent with a basic lending arrangement, the related financial asset is classified and measured at FVTPL.
\n \nThe Group carries out the SPPI test based on an assessment of the contractual features of each product on origination and subsequently at every reporting period. Derivative instruments and equity instruments are not covered by this assessment as they are held at FVTPL (except when equities have been elected to be accounted for at FVOCI).
\n \nBased on the above assessments, the Group currently classifies its debt instruments into one category as per below:
\n \n \n\n \n Debt instruments measured at amortised cost\n \n
\n \n \n \nDebt instruments are measured at amortised cost if they are held within a business model whose objective is to hold the assets to collect contractual cash flows, where those cash flows represent solely payments of principal and interest. After initial measurement, debt instruments in this category are measured at amortised cost. Interest income on these instruments is recognised in interest income using the EIR method.
\n \n \n \nThe EIR is the rate that discounts estimated future cash payments or receipts through the expected life of a financial asset to the gross carrying amount of a financial asset. Amortised cost is calculated by taking into account any discount or premium on acquisition, transaction costs and fees that are an integral part of the EIR.
\n \n \n \nImpairment on debt instruments measured at amortised cost is calculated using the ECL approach. Loans and debt securities measured at amortised cost are presented net of allowance for ECL in the SOFP within Loans and advances to customers and debt securities and interest income is recognised in net interest income.
\n \n \n\n Equity instruments\n
\n \nEquity instruments are measured at FVTPL, unless an election is made to designate them at FVOCI upon purchase. For equity instruments measured at FVTPL, changes in fair value are recognised as part of other operating income in the income statement. The Group can elect to classify non-trading equity instruments at FVOCI. The FVOCI election is made upon initial recognition, on an instrument-by-instrument basis and once made is irrevocable. Gains and losses on these instruments including when derecognised/sold are recorded in OCI and are not subsequently reclassified to the income statement. The Group has classified certain equity instruments as FVOCI on initial recognition as per above. Dividends received are recorded in the income statement.
\n \n \n\n Reclassifications\n
\n \n \n \nFinancial assets are not reclassified subsequent to their initial recognition, except in the period after the Group changes its business model for managing financial assets.
\n \n \n \n\n (b) Impairment of financial assets \n
\n \n \n \nThe Group recognises loss allowances for ECL for the following financial instruments that are not measured at FVTPL:
\n \n \n \n\n Measurement\n
\n \n \n \nECL is measured by the Group in a way that reflects:
\n \n \n \nThe amount of ECL recognised as a loss allowance depends on the change in credit risk of the financial instrument since origination and whether the credit risk on those financial instruments has increased significantly since initial recognition. In order to determine the appropriate ECL, a financial instrument is allocated to a stage dependent on the credit risk relative to when the financial instrument was originated:
\n \n \n \nThe Group has adopted an ECL framework that reflects a component approach using PD, EAD and LGD components calibrated for IFRS 9 purposes. To adequately capture life-time expected losses, the Group also models early redemptions as a separate component within the ECL calculation.
\n \n \n \nThe expected cash flows included in the ECL calculation are derived from a) the loan contract b) on the disposal of collateral or c) sale of loans arising from deleveraging of NPLs which are included in the ECL calculation from the point that they meet the following three conditions:
\n \n \n \n(i) Selling the loans becomes a recovery method that the Group expects to pursue in a default scenario;
\n \n \n \n(ii) The Group is neither legally nor practically prevented from realising the loans using the recovery method; and
\n \n \n \n(iii) The Group has reasonable and supportable information upon which to base its expectations and assumptions.
\n \n \n \nCredit loss is the difference between all contractual cash flows that are due to an entity in accordance with the contract and all the cash flows that the entity expects to receive (i.e. all cash shortfalls), discounted at the original EIR.
\n \n \n \n\n Purchased or originated credit-impaired assets (POCI)\n
\n \n \n \nPOCI are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit-impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted EIR basis. ECL are only recognised or released to the extent that there is a subsequent change in ECL.
\n \n \n \n\n Expected life\n
\n \n \n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \n \n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by Management actions.
\n \n \n \nFor instruments in Stage 2 or Stage 3, loss allowances will cover ECL over the expected remaining life of the instrument.
\n \n \n \n\n Expert Credit Judgement\n
\n \n \n \nThe Group\u2019s ECL accounting framework methodology, in line with the requirements of the standard, requires the Group to use its experienced credit judgement to incorporate the estimated impact of factors not captured in the modelled ECL results, in all reporting periods.
\n \n \n \n\n Effective Interest Rate\n
\n \n \n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted EIR\u2019 for POCI financial assets) or an approximation thereof.
\n \n \n \nFor undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n Low credit risk exemption\n
\n \n \n \nThe Group applied the low credit risk exemption to sovereign debt securities, reverse repurchase agreements, Loans and advances to banks and certain intercompany positions in scope for impairment under IFRS 9.
\n \n \n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n \n \n(i) Strong capacity by borrower to meet its contractual cash flow obligations in the near term.;
\n \n \n \n(ii) Adverse changes in economic business conditions in the longer term may, but will not necessarily, reduce the ability of the borrower to fulfil its contractual cash flow obligations; and
\n \n \n \n(iii) External rating of investment grade or an internal credit rating equivalent.
These exposures are in Stage 1 with a very low credit risk requiring 12-month ECL and contributing minimally to overall ECL.
\n \n \n \n\n Modification Policy for Financial Assets\n
\n \n \n \nThe Group sometimes renegotiates or otherwise modifies the contractual cash flows of loans to customers. When this happens, the Group assesses whether or not the new items are substantially different to the original terms. The Group does this by considering, among others, the following factors:
\n \n \n \nIf the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation of the new financial asset is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit-impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition.
\n \n \n \nIf the terms are not substantially different, the renegotiation or modification does not result in derecognition, and the Group calculates the gross carrying amount based on the revised cash flows of the financial asset and recognises a modification gain or loss in profit or loss. The new gross carrying amount is recalculated by discounting the modified cash flows at the original EIR (or credit-adjusted EIR for POCI financial assets).
\n \n \n \n\n Write-off policy\n
\n \n \n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due to their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off on those financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \n \n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n \n \n\n Presentation of ECL allowance in the SOFP\n
\n \n \n \nThe ECL on financial assets measured at amortised cost is presented as a deduction from the gross carrying amount.
\n \n \n \nCredit losses on items not recognised in the SOFP such as undrawn lending commitments (where the loan commitment relates to a loan already recognised as a financial asset), letters of credit and guarantees (other than financial guarantee contracts) are reported under Loans and advances to customers. Credit losses on loan commitments where there is no recognised financial asset are reported under Provisions.
\n \n \n \n\n (c) Financial liabilities and equity \n
\n \n \n \nFinancial liabilities are currently classified at amortised cost unless mandatorily required to be classified at FVTPL, for example derivatives. Derivative liabilities are dealt with under separate accounting policies. All of the Group\u2019s financial liabilities, other than derivative liabilities, are classified at amortised cost.
\n \n \n \nThe classification of instruments as a financial liability or an equity instrument is dependent upon the substance of the contractual arrangement. Instruments which carry a contractual obligation to deliver cash or another financial asset to another entity are classified as financial liabilities. The coupons on these instruments are recognised in the income statement as interest expense using the EIR method. Where the Group has absolute discretion in relation to the payment of coupons and repayment of principal, the instrument is classified as equity and any coupon payments are classified as distributions in the period in which they are made. If the Group purchases its own debt, it is removed from the balance sheet and the difference between the carrying amount of the liability and the consideration paid is included in other operating income, net of any costs or fees incurred.
\n \n \n \n\n \n Financial liabilities measured at amortised cost\n \n
\n \n \n \nFinancial liabilities include deposits by banks (including Central Banks), customer accounts, debt securities in issue and subordinated debt. The related interest expense is recognised in net interest income.
\n \n \n \nDebt securities issued and subordinated debt issued are initially recognised on the date that they originated, while all other financial liabilities are recognised initially on the trade date. Both the date of origination and the trade date is the date the Group becomes a party to the contractual provisions of the instrument.
\n \n \n \nAll financial liabilities are recognised initially at fair value, less any directly attributable transaction costs and are subsequently measured at amortised cost and the related interest expense is recognised in the income statement using the EIR method.
\n \n \n \n\n \n Equity\n \n
\n \n \n \nFinancial instruments classified as equity are accounted for directly in equity less any transaction costs deducted directly from equity. Transaction costs are incremental costs directly attributable to the equity transaction that otherwise would have been avoided. Equity instruments are not subsequently remeasured. Any coupon payments on the instrument are treated as dividends and accounted for, when declared and paid as a distribution out of retained earnings. Equity instruments are issued at arm\u2019s length.
\n \n \n \n\n (d) Derecognition of Financial instruments\n
\n \n \n \n\n \n Financial assets\n \n
\n \n \n \nThe Group derecognises a financial asset when the contractual right to the cash flow from the financial asset expires, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the Group neither transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the financial asset. Control over the assets is represented by the practical ability to sell the transferred asset.
\n \n \n \nOn derecognition of a financial asset, the difference between the carrying amount of the asset (or the carrying amount allocated to the portion of the asset derecognised) and the sum of (i) the consideration received (including any new asset obtained less any new liability assumed) and (ii) any cumulative gain or loss that had been recognised in OCI is recognised in profit or loss.
\n \n \n \nAny cumulative gain/loss recognised in OCI in respect of equity investment securities designated as at FVOCI is not recognised in profit or loss on derecognition of such securities. Any interest in transferred financial assets that qualify for derecognition that is created or retained by the Group is recognised as a separate asset or liability.
\n \n \n \nThe Group enters into transactions whereby it transfers assets recognised on its SOFP, but retains either all or substantially all of the risks and rewards of the transferred assets or a portion of them. In such cases, the transferred assets are not derecognised. Examples of such transactions are securities lending and sale-and-repurchase transactions.
\n \n \n \nIn certain transactions, the Group retains the obligation to service the transferred financial asset for a fee. The transferred asset is derecognised if it meets the derecognition criteria. An asset or liability is recognised for the servicing contract if the servicing fee is more than adequate (asset) or is less than adequate (liability) for performing the servicing.
\n \n \n \nThe Group sells Loans and advances to customers to Structured Entities (SEs) that in turn issue notes to investors which are collateralised by the purchased assets. For the purpose of disclosure, a transfer of such financial assets may arise if the Group sells assets to a consolidated SE, the transfer of financial assets is from the Group (that includes the consolidated SE) to investors in the notes issued by the SE. The transfer is in the form of the Group assuming an obligation to pass cash flows from the underlying assets to investors in the notes. The securitisation is generally retained in the form of senior or subordinated tranches, or other residual interests (retained interests), however, these securitisations may also occur with entities external to the Group. Retained interests are recognised as debt securities in issue. The Group sells Loans and advances to customers to SEs that are not consolidated SEs and the Group retains no interest in these assets and they are derecognised in their entirety.
\n \n \n \n\n \n Financial liabilities\n \n
\n \n \n \nThe Group derecognises a financial liability when its contractual obligations are discharged, cancelled, or expired. This may happen when payment is made to the lender; the borrower legally is released from primary responsibility for the financial liability; or if there is an exchange of debt instruments with substantially different terms or a substantial modification of the terms of an existing debt instrument. Derecognition conditions are also satisfied when an entity repurchases its own debt instruments issued previously. When a financial liability is extinguished, any difference between the carrying amount of the financial liability and the consideration paid is recognised in the income statement.
\n \n \n \n\n (e) Determination of fair value of financial instruments and other assets\n
\n \n \n \nFair value is 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. The fair value measurement is based on the presumption that the transaction to sell the asset, or transfer the liability takes place either in the principal market for the asset or liability, or in the absence of a principal market, in the most advantageous market for the asset or liability which is accessible to the Group.
\n \n \n \nThe Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data is available to measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.
\n \n \n \nAll assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy based on the lowest level input that is significant to the fair value measurement as a whole and is described as follows:
\n \n \n \nFor assets and liabilities that are recognised in the financial statements on a recurring basis, the Group determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period. The Group recognises transfers between levels of the fair value hierarchy as of the end of the reporting period during which the change occurred.
\n \n \n \nAn analysis of the fair values of financial instruments, and further details as to how they are measured, are provided in note 35.
\n \n \n \n \n\n (viii) Derivative instruments and hedging \n
\n \n \n \n \n \nThe Group follows the IFRS 9 model for hedge accounting.
\n \n \n \n \n \nDerivative instruments used by the Group primarily comprise interest rate swaps and currency forward rate contracts. Such derivative financial instruments are initially recognised at fair value on the date on which a derivative contract is entered into and are subsequently remeasured at fair value. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the fair value is negative.
\n \n \n \n \n \nFor the purpose of hedge accounting, the Group engages in fair value hedges which is hedging the exposure to changes in the fair value of a recognised asset or liability in relation to interest rate risk.
\n \n \n \n \n \nAt the inception of a hedge relationship, the Group formally designates and documents the hedge relationship to which it wishes to apply hedge accounting and the Risk Management objective and strategy for undertaking the hedge. The documentation includes identification of the hedging instrument, the hedged item, the nature of the risk being hedged and how the Group will assess whether the hedging relationship meets the hedge effectiveness requirements (including the analysis of sources of hedge ineffectiveness and how the hedge ratio is determined). A hedging relationship qualifies for hedge accounting if it meets all of the following effectiveness requirements:
\n \n \n \n \n \nCertain derivative instruments do not fulfil the hedge accounting criteria under IFRS 9 and are consequently classified as Held For Trading (HFT). The fair value movement and any interest income/(expense) are included in Net trading income/(expense).
\n \n \n \n \n \nHedges that meet all the qualifying criteria for hedge accounting are accounted for, as described below:
\n \n \n \n \n \n \n\n (a) Fair value hedges \n
\n \n \n \n \n \n \n \nThe Group uses interest rate swaps to hedge its exposure to changes in the fair value of fixed-rate euro notes issued in respect of the EURIBOR benchmark interest rate. The Group hedges interest rate risk only to the extent of the benchmark interest rate because the changes in the fair value of a fixed-rate note issued are significantly influenced by changes in the benchmark interest rate.
\n \n \n \n \n \n \n \nBefore fair value hedge accounting is applied the Group determines whether an economic relationship between the hedged item and the hedging instrument exists. This is performed by comparing the critical terms of each of the instruments and also regression analysis to assess whether the hedging instrument is expected to be highly effective in offsetting changes in the fair value of the hedged item i.e. that the fair value of the hedged item and the fair value of the hedging instrument move in opposite directions and therefore offset. The Group establishes a hedge ratio by aligning the par amount of the fixed-rate note and the notional amount of the interest rate swap designated as a hedging instrument. The Group then performs regression analysis to ensure that the hedge relationship is highly effective as per above. This analysis is also performed at reporting periods to ensure that the hedge relationship remains highly effective.
\n \n \n \n \n \n \n \nThe main sources of ineffectiveness will include differences in maturities of the instruments and different interest basis calculations.
\n \n \n \n \n \n \n \nThe effective portion of fair value gains on hedging derivatives and the gain or loss on the hedged item are recognised in net interest income.
\n \n \n \n \n \n \n \nFor fair value hedges relating to items carried at amortised cost, any adjustment to carrying value is amortised through profit or loss over the remaining term of the hedge using the EIR method. The EIR amortisation may begin as soon as an adjustment exists and no later than when the hedged item ceases to be adjusted for changes in its fair value attributable to the risk being hedged. If the hedged item is derecognised, the unamortised fair value is recognised immediately in profit or loss.
\n \n \n \n \n \n \n\n (b) Credit valuation adjustment (CVA)\n
\n \n \n \n \n \nThe Group is engaged in over the counter (OTC) derivative transactions and considers whether a fair value adjustment for credit risk is required. CVA is considered to reflect the counterparty\u2019s default risk and Debit valuation adjustment (DVA) to reflect own credit risk. There is no specific guidance on the methods used to calculate CVA or DVA which creates challenges in estimation.
\n \n \n \n \n \nAs a result, IFRS 13 requires entities to consider the effects of credit risk when determining a fair value measurement.
\n \n \n \n \n \nThe Group mitigates its derivative positions through the use of netting and Credit Support Annex collateral arrangements. The Group does not operationally net positions. The netting and collateral arrangements may be called upon in the event of a default. This allows a counterparty to net all assets and liabilities outstanding with the defaulting counterparty, subject to the agreement when the default event occurs. The collateral arrangements in place require the counterparty in a liability position to place collateral to cover that shortfall. The Group considers and discounts the necessity for any amendments to the valuations to reflect the CVA when calculating the fair value of the derivative positions.
\n \n \n \n \n \nThe Group monitors this position at every reporting period and assesses if material CVAs become appropriate to be recognised.
\n \n \n \n \n\n (ix) Cash and cash equivalents \n
\n \n \n \nCash comprises cash on hand and demand deposits and cash equivalents include liquid investments that are readily convertible to known amounts of cash which are subject to an insignificant risk of change in value and with an original maturity of less than three months.
\n \n \n \n\n (x) Leases\n
\n \n \n \n\n (a) Classification of Leases \n
\n \n \n \nAt inception of a contract, the Group assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. To assess whether a contract conveys the right to control the use of an identified asset, the Group assesses whether:
\n \n \n \nUnless the lease is of short-term and of low-value assets, where the Group has the right to obtain substantially all of the economic benefits from use of identified assets and has the right to direct the use of the identified asset, a right-of-use asset is recognised in property and equipment and a lease liability is recognised in other liabilities.
\n \n \n \nIf a lease is assumed as part of a business combination, the Group, subject to not meeting the recognition exemptions as detailed below, will recognise a right-of-use asset and a lease liability as if the lease were a new lease at the acquisition date. The right-of-use assets and lease liability are then measured consistently with the Group\u2019s accounting policy as detailed above, with the lease commencement date being the acquisition date.
\n \n \n \n\n As a lessee\n
\n \n \n \nThe Group recognises a right-of-use asset (Property Plant and Equipment) and a lease liability (Other liabilities) at the lease commencement date. The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made at or before the commencement date, plus any initial direct costs incurred and an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located, less any lease incentives received.
\n \n \n \nThe right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The estimated useful lives of right-of-use assets are determined on the same basis as those of property and equipment. In addition, the right-of-use asset is periodically reduced by impairment losses, if any, and adjusted for certain remeasurements of the lease liability.
\n \n \n \nThe lease liability is measured at the present value of the lease payments that are not paid at the commencement date, discounted using the incremental borrowing rate. Incremental borrowing rate is the rate of interest that a lessee would have to pay to borrow over a similar term, and with a similar security, the funds necessary to obtain an asset of a similar value to the right of use asset in a similar economic environment. For its incremental borrowing rate, the Group uses its Funds transfer pricing (FTP), which comprises its base cost of funds with add-ons related to regulatory requirements, and term liquidity premium based on the slope of swap curve as a proxy of time value of money. The Group\u2019s FTP is fully reflective of its funding profile and therefore considers it an appropriate reflection of the Group\u2019s borrowing cost. For retail properties, property yield is added as a lease specific adjustment.
\n \n \n \nLease payments included in the measurement of the lease liability comprise fixed payments, including in-substance fixed payments.
\n \n \n \nThe lease liability is remeasured, if there is a change in future lease payments arising from a change in index-linked considerations, if there is a change in the Group\u2019s estimate of the amount expected to be payable under a residual value guarantee, or if the Group changes its assessment of whether it will exercise a purchase, extension or termination option.
\n \n \n \nWhen the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero.
\n \n \n \n\n Short-term leases and leases of low-value assets\n
\n \n \n \nThe Group has elected not to recognise right-of-use assets and lease liabilities for short-term leases of vehicles that have a lease term of twelve months or less and leases of low-value assets, including office equipment. The Group recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term. IFRS 16: Short \u2013 term lease exemption.
\n \n \n \n\n As a lessor\n
\n \n \n \nWhen the Group acts as a lessor, it determines at lease inception, whether each lease is a finance lease or an operating lease.
\n \n \n \nTo classify each lease, the Group makes an overall assessment of whether the lease transfers substantially all of the risks and rewards incidental to ownership of the underlying asset. If this is the case, then the lease is a finance lease; if not, then it is an operating lease. As part of this assessment, the Group considers certain indicators such as, whether the lease is for the major part of the economic life of the asset.
\n \n \n \nWhen assets are held under a finance lease, the present value of the lease payments is recognised as a receivable at an amount equal to the net investment in the lease. The difference between the gross receivable and the present value of the receivable is recognised as unearned finance income. Lease income is included within net interest income and is recognised over the term of the lease reflecting a constant periodic rate of return on the net investment in the lease. Finance lease receivables are recognised within Loans and advances to Customers and the related interest income within net interest income.
\n \n \n \nThe Group applies the derecognition and impairment requirements in IFRS 9 to the net investments in the lease.
\n \n \n \nWhen the Group is an intermediate lessor, it accounts for its interests in the head lease and the sub-lease separately. It assesses the lease classification of a sub-lease with reference to the right-of-use asset arising from the head lease, not with reference to the underlying asset. If a head lease is a short-term lease to which the Group applies the exemption described above, then it classifies the sub-lease as an operating lease.
\n \n \n \nIf an arrangement contains lease and non-lease components, the Group applies IFRS 15 to allocate the consideration in the contract.
\n \n \n \nThe Group recognises lease payments received under operating leases as income, on a straight-line basis, over the lease term, as part of other income.
\n \n \n \n \n\n (xi) Property and equipment \n
\n \n \n \n \n \nLeasehold premises with initial lease terms of less than 50 years and all other equipment are stated at cost less accumulated depreciation and impairment losses. Depreciation is calculated on a straight-line basis to write-off the costs of such assets to their residual value over their estimated useful lives, which are assessed annually.
\n \n \n \n \n \nFreehold premises (including land) are revalued at least annually by external professional valuers. Any accumulated depreciation (on freehold premises excluding land) at the date of revaluation is eliminated against the gross carrying amount of the asset, and the net amount is restated to the revalued amount of the asset. Any resulting increase in value is credited to OCI and shown as revaluation reserves in shareholders\u2019 equity. Any decrease in value that offsets previous increases of the same asset are charged in OCI and debited against the revaluation reserves directly in equity while all other decreases are charged to the income statement. The revalued premises, excluding the land element, are depreciated to their residual values over their estimated useful lives.
\n \n \n \n \n \n \nSubsequent costs are included in the asset\u2019s carrying amount, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. At the end of each reporting period the Group assesses whether there is any indication that the property and equipment may be impaired. Where impairment exists, the carrying amount of the asset is reduced to its recoverable amount and the impairment loss is recognised against the revaluation reserve to the extent it is available and any remainder is recognised in the income statement. The depreciation charge for the asset is then adjusted to reflect the asset\u2019s revised carrying amount.
\n \n \n \n \n \n \nIf an item of property, plant and equipment is disposed of, any gains or losses are recognised in the profit or loss before tax. If the asset being disposed of had previously been revalued then any amount in OCI relating to that asset is reclassified directly to retained earnings on disposal rather than the income statement.
\n \n \n \n \n \nThe estimated useful lives were updated during 2025 (see 1.9: Change in Accounting Estimate useful life of intangible assets and property, plant, and equipment (PPE)) and are now as follows:
\n \n \n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Freehold Buildings \n | \n \n 50 years \n | \n \n 50 years \n | \n
| \n Leasehold Buildings \n | \n \n 50 years or term of lease if less than 50 years \n | \n \n 50 years or term of lease if less than 50 years \n | \n
| \n Office Equipment \n | \n \n Up to 15 years \n | \n \n 5 \u2013 7 years \n | \n
| \n Computer Hardware \n | \n \n 3 \u2013 7 years \n | \n \n 3 \u2013 7 years \n | \n
| \n Motor Vehicles \n | \n \n 3 \u2013 5 years \n | \n \n 3 \u2013 5 years \n | \n
| \n Fixtures and fittings \n | \n \n 7 \u2013 15 years \n | \n \n 7 \u2013 10 years \n | \n
\n (xii) Intangible assets (other than goodwill)\n
\n \n \n \nAcquired computer software is stated at cost, less amortisation and provision for impairment, if any. The external costs and directly attributable internal costs of bringing to use the computer software are capitalised where it is probable that future economic benefits that exceed its cost will flow from its use over more than one year.
\n \n \n \nCapitalised computer software has a finite life and is amortised on a straight-line basis over a period of between three to eight years (see 1.9(i)).
\n \n \n \nExpenditure on internally developed software is recognised as an asset when the Group can demonstrate: (i) that the product is technically and commercially feasible; (ii) its intention and ability to complete the development and use the software in a manner that will generate future economic benefits; (iii) and that it can reliably measure the costs to complete the development. The capitalised costs of internally developed software include all costs directly attributable to developing the software and capitalised borrowing costs and are amortised over its useful life. Internally developed software is stated at capitalised cost less accumulated amortisation and any accumulated impairment losses.
\n \n \n \n \nAt the end of each reporting period the Group assesses whether there is any indication that software may be impaired. An asset\u2019s carrying value is written down immediately to its recoverable amount if the asset\u2019s carrying amount is greater than its estimated recoverable amount. The estimated recoverable amount is the higher of the asset\u2019s fair value less costs to sell or VIU.
\n \n \n \n \nCosts associated with research activities or maintaining computer software programmes are recognised as an expense as incurred.
\n \n \n \n\n (xiii) Collateral in possession\n
\n \n \n \nIn certain circumstances, property is repossessed following foreclosure on loans that are in default. When a property is repossessed, the associated loan relating to that property is derecognised and any provision on that loan is reversed. On initial recognition the collateral in possession is valued at its fair value.
\n \n \n \nSubsequent to initial recognition, the property is carried at the lower of its cost and net realisable value.
\n \n \n \n\n (xiv) Assets and liabilities classified as held for sale\n
\n \n \n \nAn asset or a disposal group is classified as held for sale if the following criteria are met:
\n \n \n \nWhen assets (or disposal groups), other than financial assets as classified under IFRS 9, or rights under an insurance contract, are initially classified as held for sale, they are measured at the lower of the carrying amount or fair value less costs to sell at the date of reclassification.
\n \n \n \nImpairment losses subsequent to classification of such assets (or disposal groups) are recognised in the income statement. Increases in fair value less costs to sell of such assets (or disposal groups) that have been classified as held for sale are recognised in the income statement to the extent that the increase is not in excess of any cumulative loss previously recognised in respect of the asset (or disposal group).
\n \n \n \nWhere the above conditions cease to be met, the assets (or disposal group) are reclassified out of held for sale and included under the appropriate SOFP classifications.
\n \n \n \nFinancial assets within the scope of IFRS 9, DTAs and income taxes within the scope of IAS 12 continue to be measured in accordance with these standards.
\n \n \n \n \n\n (xv) Provisions\n
\n \n \n \n \n \nA provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability.
\n \n \n \n \n \nA restructuring provision is recognised when there is an approved detailed and formal Restructuring Plan, and the restructuring either has commenced or has been publicly announced. Future operating losses are not permitted to be recognised.
\n \n \n \n \n \nPresent obligations arising under onerous contracts are recognised and measured as provisions at the present value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the contract. An onerous contract is a contract in which the unavoidable cost of meeting the obligation under the contract exceeds the economic benefits expected to be received under it.
\n \n \n \n \n \nContingent liabilities are either possible obligations that arise from past events whose existence is dependent on whether some uncertain future events occur which are not wholly within the control of the entity or are a present obligation that arises from a past event but is not recognised because:
\n \n \n \n \n \n\u2022 It is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or
\n \n \n \n \n \n\u2022 The amount of the obligation cannot be measured with sufficient reliability.
\n \n \n \n \n \nContingent liabilities are not recognised but are disclosed unless the probability of their occurrence is remote.
\n \n \n \n \n \n \nFinancial guarantees are contracts that require the Group to make specified payments to reimburse the holder for a loss that it incurs because a specified debtor fails to make payment when it is due in accordance with the terms of a debt instrument.
\n \n \n \n \n \n \nLoan commitments are firm commitments to provide credit under pre-specified terms and conditions.
\n \n \n \n \n \nThe maximum exposure to credit loss under commitments is the contractual amount of the instrument in the event of non-performance by the other party where all counter claims, collateral or security prove worthless. The transfer of economic resources is uncertain and cannot be reasonably measured to be recognised on the SOFP.
\n \n \n \n \n \nECL held against loan commitments are recognised in Provisions except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers.
\n \n \n \n \n \n \nFinancial guarantees issued or commitments to provide a loan at a below-market interest rate are initially measured at fair value. Subsequently, they are measured at the higher of the loss allowance determined in accordance with IFRS 9 and the amount initially recognised less, when appropriate, the cumulative amount of income recognised in accordance with the principles of IFRS 15.
\n \n \n \n \n \n \nOther loan commitments issued are measured at the sum of (i) the loss allowance determined in accordance with IFRS 9 and (ii) the amount of any fees received, less, if the commitment is unlikely to result in a specific lending arrangement, the cumulative amount of income recognised. Derecognition policies in section (vii) (d) above are applied to loan commitments issued and held.
\n \n \n \n \n \nThe Group has issued no loan commitments that are measured at FVTPL.
\n \n \n \n \n\n (xvi) Dividends \n
\n \n \n \nFinal dividends on ordinary shares are recognised in equity in the period in which they are approved by the Company\u2019s shareholders. Interim dividends are recognised in equity in the period in which they are paid.
\n \n \n\n (xvii) Operating segments\n
\n \nAn operating segment is a component of the Group that engages in business activities from which it may earn revenues and incur expenses, including revenues and expenses that relate to transactions with any of the Group\u2019s other components, whose operating results are reviewed regularly by the Group Executive Committee (being the chief operating decision maker (CODM)) to make decisions about resources allocated to each segment and assess its performance, and for which discrete financial information is available.
\n \n \n\n (xviii) Sales and repurchase agreements \n
\n \n \n \nFinancial assets may be lent for a fee or sold subject to a commitment to repurchase them (\u201crepos\u201d). Such assets are retained on the SOFP when substantially all the risks and rewards of ownership remain with the Group. The assets are reclassified when the transferee has the right by contract to sell or repledge the collateral. The liability to the counterparty is included separately on the SOFP as appropriate in either Deposits by banks or Customer accounts depending on whether the counterparty is a bank or not.
\n \n \n \nSimilarly, where financial assets are purchased with a commitment to resell (\u201creverse repos\u201d), or where the Group borrows financial assets but does not acquire the risks and rewards of ownership, the transactions are treated as collateralised loans, and the financial assets are not included in the SOFP. The collateralised loan asset is included separately on the SOFP as appropriate in either Loans and advances to banks or Loans and advances to customers.
\n \n \n \nThe difference between the sale and repurchase price is recognised in net interest income over the life of the agreements using the EIR.
\n \n \n \nIn certain circumstances, the Group pledges collateral in respect of liabilities or borrowings. Collateral pledged in the form of securities or Loans and advances continues to be recorded on the SOFP. Collateral placed in the form of cash is recorded in Loans and advances to banks or customers. Any interest receivable arising is recorded as interest income.
\n \n \n\n (xix) Collateral\n
\n \nThe Group enters into master agreements with counterparties to ensure that in the event of a default, all amounts outstanding with those counterparties will be settled on a net basis. The Group obtains collateral in respect of customer liabilities where this is considered appropriate. The collateral normally takes the form of a lien over the customer\u2019s assets and gives the Group a claim on these assets for both existing and future liabilities. The collateral is not recorded on the Group\u2019s SOFP.
\n \nThe Group also receives collateral in the form of cash or securities in respect of other credit instruments, such as sale-and-repurchase contracts and derivative contracts, in order to reduce credit risk. Collateral received in the form of securities is not recorded on the SOFP. Collateral received in the form of cash is recorded on the SOFP, with a corresponding liability recognised within deposits from banks or deposits from customers. Any interest payable arising is recorded as interest expense.
\n \n \n\n (xx) Offsetting\n
\n \n \n \nFinancial assets and liabilities are offset and the net amount reported in the balance sheet when there is currently a legally enforceable right of set off and there is an intention to settle on a net basis, or realise the asset and settle the liability simultaneously. No impairment loss allowance for ECL is recognised on a financial asset, or portion thereof, which has been offset.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFinancialAssetsExplanatory0": { "value": "\n\n (vii) Financial instruments \n
\n \n\n (a) Classification of financial assets \n
\n \nFinancial assets of the Group currently are recorded at fair value and are classified, on initial recognition, as amortised cost designated as fair value hedges, or elected at FVOCI. Purchases and sales of financial assets are recognised on the trade date, being the date on which the Group commits to purchase or sell the asset.
\n \nWith the exception of assets classified as fair value through profit and loss (FVTPL), the initial fair value of a financial asset includes direct and incremental transaction costs. The fair value of assets traded on an active market will be the price that would be received if an asset were to be sold in an orderly transaction between market participants at the measurement date. In the absence of an active market, the Group establishes a fair value using various valuation techniques that use observable and unobservable inputs. These include recent similar transactions of, discounted cash flow projections, option pricing models and other valuation techniques used by market participants.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfDebtSecuritiesExplanatory0": { "value": "\n\n Debt instruments\n
\n \nDebt instruments, including loans and debt securities, are currently classified as amortised cost.
Classification and subsequent measurement of debt instruments depend on:
\n \n(i)The Group\u2019s business model for managing the asset; and
\n \n(ii) The cash flow characteristics of the asset.
\n \n\n 17. Debt securities\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n Total HTC\n \n | \n \n \n Total HTC\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Government bonds \n | \n \n \n 5,160\n \n | \n \n 4,259 \n | \n
| \n Covered bonds \n | \n \n \n 200\n \n | \n \n 68 \n | \n
| \n \n Gross debt securities\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
As at 31 December 2025, all unpledged debt securities are available to be used and are eligible as collateral (though eligibility will depend on the criteria of the counterparty) in sale and repurchase agreements.
\n \nDebt securities that are managed on a (HTC) business model basis are accounted for at amortised cost.
\n \nGovernment bonds of \u20ac5.2bn (31 December 2024: \u20ac4.3bn) comprise of Irish, Spanish, Portuguese, French, Italian, Belgian, Austrian and EU government bonds which are classified as HTC.
\n \nCovered bonds of \u20ac0.2bn (31 December 2024: \u20ac0.1bn) comprise of French, Belgian and Dutch corporate bonds which are classified as HTC.
\n \nThe HTC securities represent a portfolio of securities structured for the purpose of collecting contractual cashflows to maturity. The Group had no HTC&S debt securities as at 31 December 2025 and 31 December 2024.
\n \nAt 31 December 2025, debt securities at amortised cost with a fair value of \u20ac89m (31 December 2024: \u20ac371m) had been pledged to third parties in sale and repurchase agreements. The Group has not derecognised any securities delivered in such sale and repurchase agreements on the SOFP.
\n \nAll debt securities at 31 December 2025 are stage 1 for ECL purposes.
\n \n\n (A) HTC\n
\n \nThe movement in HTC securities is classified as follows:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n HTC\n \n | \n \n \n HTC\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n As at 1 January\n \n | \n \n \n 4,327 \n \n | \n \n 3,256 \n | \n
| \n Additions \n | \n \n \n 1,271 \n \n | \n \n 1,212 \n | \n
| \n Maturities \n | \n \n \n (281)\n \n | \n \n (170) \n | \n
| \n Interest net of cash receipts \n | \n \n \n 8 \n \n | \n \n 7 \n | \n
| \n Amortisation of premium/(discount) \n | \n \n \n 35 \n \n | \n \n 22 \n | \n
| \n \n Total\n \n | \n \n \n 5,360\n \n | \n \n 4,327 \n | \n
\n (b) Amounts arising from impairment provisioning on debt securities:\n
\n \n\n Held at amortised cost\n
\n \nAs at 31 December 2025, the amount arising from ECL on debt securities measured at amortised cost is \u20ac0.6m (31 December 2024: \u20ac0.6m). The ECL on debt instruments measured at amortised cost is offset against the carrying amount of the assets in the SOFP.
\n \n\n 28. Debt securities in issue\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n At amortised cost\n \n | \n \n | \n\n | \n
| \n Bonds and medium-term notes \n | \n \n \n 1,723 \n \n | \n \n 1,731 \n | \n
| \n | \n\n \n 1,723 \n \n | \n \n 1,731 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Maturity analysis\n \n | \n \n | \n\n | \n
| \n Repayable in less than 1 year \n | \n \n \n 56 \n \n | \n \n 56 \n | \n
| \n Repayable in greater than 1 year but less than 5 years \n | \n \n \n 1,667 \n \n | \n \n 1,168 \n | \n
| \n Repayable in greater than 5 years \n | \n \n \n - \n \n | \n \n 507 \n | \n
| \n | \n\n \n 1,723 \n \n | \n \n 1,731 \n | \n
\n Bonds and medium-term notes\n
\n \n\u20ac650m of Senior Unsecured Medium Term Notes are currently hedged for interest rate risk (31 December 2024: \u20ac1,650m). At 31 December 2025, debt securities in issue includes \u20ac9m hedge adjustment (31 December 2024: \u20ac33m). Further details are included in note 14 of the financial statements.
\n \nDuring 2025, interest rate swaps designated as hedging instruments for \u20ac1,000m of Debt securities in Issue were terminated. In accordance with IFRS 9, hedge accounting was discontinued from the termination date, as the hedging instruments ceased to exist.
\n \nOn the termination date, the cumulative fair value hedge adjustment attributable to the hedged debt security was calculated and incorporated into the bond\u2019s amortisation schedule. This adjustment has been reflected in the EIR and will be amortised to the income statement over the remaining contractual life of the debt security.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfDebtSecuritiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForLoansAndReceivablesExplanatory0": { "value": "\n\n \n Debt instruments measured at amortised cost\n \n
\n \nDebt instruments are measured at amortised cost if they are held within a business model whose objective is to hold the assets to collect contractual cash flows, where those cash flows represent solely payments of principal and interest. After initial measurement, debt instruments in this category are measured at amortised cost. Interest income on these instruments is recognised in interest income using the EIR method.
\n \nThe EIR is the rate that discounts estimated future cash payments or receipts through the expected life of a financial asset to the gross carrying amount of a financial asset. Amortised cost is calculated by taking into account any discount or premium on acquisition, transaction costs and fees that are an integral part of the EIR.
\n \nImpairment on debt instruments measured at amortised cost is calculated using the ECL approach. Loans and debt securities measured at amortised cost are presented net of allowance for ECL in the SOFP within Loans and advances to customers and debt securities and interest income is recognised in net interest income.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForLoansAndReceivablesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForReclassificationOfFinancialInstrumentsExplanatory0": { "value": "\n\n Reclassifications\n
\n \nFinancial assets are not reclassified subsequent to their initial recognition, except in the period after the Group changes its business model for managing financial assets.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForReclassificationOfFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForImpairmentOfFinancialAssetsExplanatory0": { "value": "\n\n (b) Impairment of financial assets \n
\n \nThe Group recognises loss allowances for ECL for the following financial instruments that are not measured at FVTPL:
\n \n\n Measurement\n
\n \nECL is measured by the Group in a way that reflects:
\n \nThe amount of ECL recognised as a loss allowance depends on the change in credit risk of the financial instrument since origination and whether the credit risk on those financial instruments has increased significantly since initial recognition. In order to determine the appropriate ECL, a financial instrument is allocated to a stage dependent on the credit risk relative to when the financial instrument was originated:
\n \nThe Group has adopted an ECL framework that reflects a component approach using PD, EAD and LGD components calibrated for IFRS 9 purposes. To adequately capture life-time expected losses, the Group also models early redemptions as a separate component within the ECL calculation.
\n \nThe expected cash flows included in the ECL calculation are derived from a) the loan contract b) on the disposal of collateral or c) sale of loans arising from deleveraging of NPLs which are included in the ECL calculation from the point that they meet the following three conditions:
\n \n(i) Selling the loans becomes a recovery method that the Group expects to pursue in a default scenario;
\n \n(ii) The Group is neither legally nor practically prevented from realising the loans using the recovery method; and
\n \n(iii) The Group has reasonable and supportable information upon which to base its expectations and assumptions.
\n \nCredit loss is the difference between all contractual cash flows that are due to an entity in accordance with the contract and all the cash flows that the entity expects to receive (i.e. all cash shortfalls), discounted at the original EIR.
\n \n\n Purchased or originated credit-impaired assets (POCI)\n
\n \nPOCI are excluded from the general 3 stage impairment model in IFRS 9. POCI assets are financial assets that are credit-impaired on initial recognition. POCI assets are recorded at fair value at original recognition and interest income is subsequently recognised on a credit-adjusted EIR basis. ECL are only recognised or released to the extent that there is a subsequent change in ECL.
\n \n\n Expected life\n
\n \nWhen measuring ECL, the Group must consider the maximum contractual period over which the Group is exposed to credit risk. All contractual terms should be considered when determining the expected life, including prepayment options, extension and rollover options. For most instruments, the expected life is limited to the remaining contractual life, adjusted as applicable for expected prepayments.
\n \nFor certain revolving credit facilities that do not have a fixed maturity (e.g. credit cards and overdrafts), the expected life is estimated based on the period over which the Group is exposed to credit risk and where the credit losses would not be mitigated by Management actions.
\n \nFor instruments in Stage 2 or Stage 3, loss allowances will cover ECL over the expected remaining life of the instrument.
\n \n\n Expert Credit Judgement\n
\n \nThe Group\u2019s ECL accounting framework methodology, in line with the requirements of the standard, requires the Group to use its experienced credit judgement to incorporate the estimated impact of factors not captured in the modelled ECL results, in all reporting periods.
\n \n\n Effective Interest Rate\n
\n \nThe discount rate used by the Group in measuring ECL is the EIR (or \u2018credit-adjusted EIR\u2019 for POCI financial assets) or an approximation thereof.
\n \nFor undrawn commitments, the EIR, or an approximation thereof, is applied when recognising the financial assets resulting from the loan commitment.
\n Low credit risk exemption\n
\n \nThe Group applied the low credit risk exemption to sovereign debt securities, reverse repurchase agreements, Loans and advances to banks and certain intercompany positions in scope for impairment under IFRS 9.
\n \nThe Group considers credit risk on a financial instrument low if it meets the following conditions:
\n \n(i) Strong capacity by borrower to meet its contractual cash flow obligations in the near term.;
\n \n(ii) Adverse changes in economic business conditions in the longer term may, but will not necessarily, reduce the ability of the borrower to fulfil its contractual cash flow obligations; and
\n \n(iii) External rating of investment grade or an internal credit rating equivalent.
These exposures are in Stage 1 with a very low credit risk requiring 12-month ECL and contributing minimally to overall ECL.
\n \n\n Modification Policy for Financial Assets\n
\n \nThe Group sometimes renegotiates or otherwise modifies the contractual cash flows of loans to customers. When this happens, the Group assesses whether or not the new items are substantially different to the original terms. The Group does this by considering, among others, the following factors:
\n \nIf the terms are substantially different, the Group derecognises the original financial asset and recognises a new asset at fair value and recalculates a new EIR for the asset. The date of renegotiation of the new financial asset is consequently considered to be the date of initial recognition for impairment calculation purposes, including for the purpose of determining whether a SICR has occurred. However, the Group also assesses whether the new financial asset recognised is deemed to be credit-impaired at initial recognition, especially in circumstances where the renegotiation was driven by the debtor being unable to make the originally agreed payments. Differences in the carrying amount are also recognised in profit or loss as a gain or loss on derecognition.
\n \nIf the terms are not substantially different, the renegotiation or modification does not result in derecognition, and the Group calculates the gross carrying amount based on the revised cash flows of the financial asset and recognises a modification gain or loss in profit or loss. The new gross carrying amount is recalculated by discounting the modified cash flows at the original EIR (or credit-adjusted EIR for POCI financial assets).
\n \n\n Write-off policy\n
\n \nThe Group writes off an impaired financial asset (and the related impairment allowance), either partially or in full, when there is no realistic prospect of recovery or on foot of a negotiated settlement. Indicators that there is no prospect of recovery include the borrower being deemed unable to pay due to their financial circumstances or the cost to be incurred in seeking recovery is likely to exceed the amount of the write-off. In circumstances where the net realisable value of any collateral has been determined and there is no reasonable expectation of further recovery, write-off may be earlier than collateral realisation. Write-off on those financial assets subject to enforcement activity will take place on conclusion of the enforcement process.
\n \nIn subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses in the income statement.
\n \n\n Presentation of ECL allowance in the SOFP\n
\n \nThe ECL on financial assets measured at amortised cost is presented as a deduction from the gross carrying amount.
\n \nCredit losses on items not recognised in the SOFP such as undrawn lending commitments (where the loan commitment relates to a loan already recognised as a financial asset), letters of credit and guarantees (other than financial guarantee contracts) are reported under Loans and advances to customers. Credit losses on loan commitments where there is no recognised financial asset are reported under Provisions.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfFinancialAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFinancialLiabilitiesExplanatory0": { "value": "\n\n (c) Financial liabilities and equity \n
\n \nFinancial liabilities are currently classified at amortised cost unless mandatorily required to be classified at FVTPL, for example derivatives. Derivative liabilities are dealt with under separate accounting policies. All of the Group\u2019s financial liabilities, other than derivative liabilities, are classified at amortised cost.
\n \nThe classification of instruments as a financial liability or an equity instrument is dependent upon the substance of the contractual arrangement. Instruments which carry a contractual obligation to deliver cash or another financial asset to another entity are classified as financial liabilities. The coupons on these instruments are recognised in the income statement as interest expense using the EIR method. Where the Group has absolute discretion in relation to the payment of coupons and repayment of principal, the instrument is classified as equity and any coupon payments are classified as distributions in the period in which they are made. If the Group purchases its own debt, it is removed from the balance sheet and the difference between the carrying amount of the liability and the consideration paid is included in other operating income, net of any costs or fees incurred.
\n \n\n \n Financial liabilities measured at amortised cost\n \n
\n \nFinancial liabilities include deposits by banks (including Central Banks), customer accounts, debt securities in issue and subordinated debt. The related interest expense is recognised in net interest income.
\n \nDebt securities issued and subordinated debt issued are initially recognised on the date that they originated, while all other financial liabilities are recognised initially on the trade date. Both the date of origination and the trade date is the date the Group becomes a party to the contractual provisions of the instrument.
\n \nAll financial liabilities are recognised initially at fair value, less any directly attributable transaction costs and are subsequently measured at amortised cost and the related interest expense is recognised in the income statement using the EIR method.
\n \n\n \n Equity\n \n
\n \nFinancial instruments classified as equity are accounted for directly in equity less any transaction costs deducted directly from equity. Transaction costs are incremental costs directly attributable to the equity transaction that otherwise would have been avoided. Equity instruments are not subsequently remeasured. Any coupon payments on the instrument are treated as dividends and accounted for, when declared and paid as a distribution out of retained earnings. Equity instruments are issued at arm\u2019s length.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialLiabilitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForDerecognitionOfFinancialInstrumentsExplanatory0": { "value": "\n\n (d) Derecognition of Financial instruments\n
\n \n\n \n Financial assets\n \n
\n \nThe Group derecognises a financial asset when the contractual right to the cash flow from the financial asset expires, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the Group neither transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the financial asset. Control over the assets is represented by the practical ability to sell the transferred asset.
\n \nOn derecognition of a financial asset, the difference between the carrying amount of the asset (or the carrying amount allocated to the portion of the asset derecognised) and the sum of (i) the consideration received (including any new asset obtained less any new liability assumed) and (ii) any cumulative gain or loss that had been recognised in OCI is recognised in profit or loss.
\n \nAny cumulative gain/loss recognised in OCI in respect of equity investment securities designated as at FVOCI is not recognised in profit or loss on derecognition of such securities. Any interest in transferred financial assets that qualify for derecognition that is created or retained by the Group is recognised as a separate asset or liability.
\n \nThe Group enters into transactions whereby it transfers assets recognised on its SOFP, but retains either all or substantially all of the risks and rewards of the transferred assets or a portion of them. In such cases, the transferred assets are not derecognised. Examples of such transactions are securities lending and sale-and-repurchase transactions.
\n \nIn certain transactions, the Group retains the obligation to service the transferred financial asset for a fee. The transferred asset is derecognised if it meets the derecognition criteria. An asset or liability is recognised for the servicing contract if the servicing fee is more than adequate (asset) or is less than adequate (liability) for performing the servicing.
\n \nThe Group sells Loans and advances to customers to Structured Entities (SEs) that in turn issue notes to investors which are collateralised by the purchased assets. For the purpose of disclosure, a transfer of such financial assets may arise if the Group sells assets to a consolidated SE, the transfer of financial assets is from the Group (that includes the consolidated SE) to investors in the notes issued by the SE. The transfer is in the form of the Group assuming an obligation to pass cash flows from the underlying assets to investors in the notes. The securitisation is generally retained in the form of senior or subordinated tranches, or other residual interests (retained interests), however, these securitisations may also occur with entities external to the Group. Retained interests are recognised as debt securities in issue. The Group sells Loans and advances to customers to SEs that are not consolidated SEs and the Group retains no interest in these assets and they are derecognised in their entirety.
\n \n\n \n Financial liabilities\n \n
\n \nThe Group derecognises a financial liability when its contractual obligations are discharged, cancelled, or expired. This may happen when payment is made to the lender; the borrower legally is released from primary responsibility for the financial liability; or if there is an exchange of debt instruments with substantially different terms or a substantial modification of the terms of an existing debt instrument. Derecognition conditions are also satisfied when an entity repurchases its own debt instruments issued previously. When a financial liability is extinguished, any difference between the carrying amount of the financial liability and the consideration paid is recognised in the income statement.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDerecognitionOfFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFairValueMeasurementExplanatory0": { "value": "\n\n (e) Determination of fair value of financial instruments and other assets\n
\n \nFair value is 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. The fair value measurement is based on the presumption that the transaction to sell the asset, or transfer the liability takes place either in the principal market for the asset or liability, or in the absence of a principal market, in the most advantageous market for the asset or liability which is accessible to the Group.
\n \nThe Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data is available to measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.
\n \nAll assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy based on the lowest level input that is significant to the fair value measurement as a whole and is described as follows:
\n \nFor assets and liabilities that are recognised in the financial statements on a recurring basis, the Group determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period. The Group recognises transfers between levels of the fair value hierarchy as of the end of the reporting period during which the change occurred.
\n \nAn analysis of the fair values of financial instruments, and further details as to how they are measured, are provided in note 35.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFairValueMeasurementExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsAndHedgingExplanatory0": { "value": "\n \n\n (viii) Derivative instruments and hedging \n
\n \n \n \nThe Group follows the IFRS 9 model for hedge accounting.
\n \n \n \nDerivative instruments used by the Group primarily comprise interest rate swaps and currency forward rate contracts. Such derivative financial instruments are initially recognised at fair value on the date on which a derivative contract is entered into and are subsequently remeasured at fair value. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the fair value is negative.
\n \n \n \nFor the purpose of hedge accounting, the Group engages in fair value hedges which is hedging the exposure to changes in the fair value of a recognised asset or liability in relation to interest rate risk.
\n \n \n \nAt the inception of a hedge relationship, the Group formally designates and documents the hedge relationship to which it wishes to apply hedge accounting and the Risk Management objective and strategy for undertaking the hedge. The documentation includes identification of the hedging instrument, the hedged item, the nature of the risk being hedged and how the Group will assess whether the hedging relationship meets the hedge effectiveness requirements (including the analysis of sources of hedge ineffectiveness and how the hedge ratio is determined). A hedging relationship qualifies for hedge accounting if it meets all of the following effectiveness requirements:
\n \n \n \nCertain derivative instruments do not fulfil the hedge accounting criteria under IFRS 9 and are consequently classified as Held For Trading (HFT). The fair value movement and any interest income/(expense) are included in Net trading income/(expense).
\n \n \n \nHedges that meet all the qualifying criteria for hedge accounting are accounted for, as described below:
\n \n \n \n \n\n (a) Fair value hedges \n
\n \n \n \n \n \nThe Group uses interest rate swaps to hedge its exposure to changes in the fair value of fixed-rate euro notes issued in respect of the EURIBOR benchmark interest rate. The Group hedges interest rate risk only to the extent of the benchmark interest rate because the changes in the fair value of a fixed-rate note issued are significantly influenced by changes in the benchmark interest rate.
\n \n \n \n \n \nBefore fair value hedge accounting is applied the Group determines whether an economic relationship between the hedged item and the hedging instrument exists. This is performed by comparing the critical terms of each of the instruments and also regression analysis to assess whether the hedging instrument is expected to be highly effective in offsetting changes in the fair value of the hedged item i.e. that the fair value of the hedged item and the fair value of the hedging instrument move in opposite directions and therefore offset. The Group establishes a hedge ratio by aligning the par amount of the fixed-rate note and the notional amount of the interest rate swap designated as a hedging instrument. The Group then performs regression analysis to ensure that the hedge relationship is highly effective as per above. This analysis is also performed at reporting periods to ensure that the hedge relationship remains highly effective.
\n \n \n \n \n \nThe main sources of ineffectiveness will include differences in maturities of the instruments and different interest basis calculations.
\n \n \n \n \n \nThe effective portion of fair value gains on hedging derivatives and the gain or loss on the hedged item are recognised in net interest income.
\n \n \n \n \n \nFor fair value hedges relating to items carried at amortised cost, any adjustment to carrying value is amortised through profit or loss over the remaining term of the hedge using the EIR method. The EIR amortisation may begin as soon as an adjustment exists and no later than when the hedged item ceases to be adjusted for changes in its fair value attributable to the risk being hedged. If the hedged item is derecognised, the unamortised fair value is recognised immediately in profit or loss.
\n \n \n \n \n\n (b) Credit valuation adjustment (CVA)\n
\n \n \n \nThe Group is engaged in over the counter (OTC) derivative transactions and considers whether a fair value adjustment for credit risk is required. CVA is considered to reflect the counterparty\u2019s default risk and Debit valuation adjustment (DVA) to reflect own credit risk. There is no specific guidance on the methods used to calculate CVA or DVA which creates challenges in estimation.
\n \n \n \nAs a result, IFRS 13 requires entities to consider the effects of credit risk when determining a fair value measurement.
\n \n \n \nThe Group mitigates its derivative positions through the use of netting and Credit Support Annex collateral arrangements. The Group does not operationally net positions. The netting and collateral arrangements may be called upon in the event of a default. This allows a counterparty to net all assets and liabilities outstanding with the defaulting counterparty, subject to the agreement when the default event occurs. The collateral arrangements in place require the counterparty in a liability position to place collateral to cover that shortfall. The Group considers and discounts the necessity for any amendments to the valuations to reflect the CVA when calculating the fair value of the derivative positions.
\n \n \n \nThe Group monitors this position at every reporting period and assesses if material CVAs become appropriate to be recognised.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsAndHedgingExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsExplanatory0": { "value": "\n\n (viii) Derivative instruments and hedging \n
\n \nThe Group follows the IFRS 9 model for hedge accounting.
\n \nDerivative instruments used by the Group primarily comprise interest rate swaps and currency forward rate contracts. Such derivative financial instruments are initially recognised at fair value on the date on which a derivative contract is entered into and are subsequently remeasured at fair value. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the fair value is negative.
\n \nFor the purpose of hedge accounting, the Group engages in fair value hedges which is hedging the exposure to changes in the fair value of a recognised asset or liability in relation to interest rate risk.
\n \nAt the inception of a hedge relationship, the Group formally designates and documents the hedge relationship to which it wishes to apply hedge accounting and the Risk Management objective and strategy for undertaking the hedge. The documentation includes identification of the hedging instrument, the hedged item, the nature of the risk being hedged and how the Group will assess whether the hedging relationship meets the hedge effectiveness requirements (including the analysis of sources of hedge ineffectiveness and how the hedge ratio is determined). A hedging relationship qualifies for hedge accounting if it meets all of the following effectiveness requirements:
\n \nCertain derivative instruments do not fulfil the hedge accounting criteria under IFRS 9 and are consequently classified as Held For Trading (HFT). The fair value movement and any interest income/(expense) are included in Net trading income/(expense).
\n \nHedges that meet all the qualifying criteria for hedge accounting are accounted for, as described below:
\n \n \n\n (a) Fair value hedges \n
\n \n \n \nThe Group uses interest rate swaps to hedge its exposure to changes in the fair value of fixed-rate euro notes issued in respect of the EURIBOR benchmark interest rate. The Group hedges interest rate risk only to the extent of the benchmark interest rate because the changes in the fair value of a fixed-rate note issued are significantly influenced by changes in the benchmark interest rate.
\n \n \n \nBefore fair value hedge accounting is applied the Group determines whether an economic relationship between the hedged item and the hedging instrument exists. This is performed by comparing the critical terms of each of the instruments and also regression analysis to assess whether the hedging instrument is expected to be highly effective in offsetting changes in the fair value of the hedged item i.e. that the fair value of the hedged item and the fair value of the hedging instrument move in opposite directions and therefore offset. The Group establishes a hedge ratio by aligning the par amount of the fixed-rate note and the notional amount of the interest rate swap designated as a hedging instrument. The Group then performs regression analysis to ensure that the hedge relationship is highly effective as per above. This analysis is also performed at reporting periods to ensure that the hedge relationship remains highly effective.
\n \n \n \nThe main sources of ineffectiveness will include differences in maturities of the instruments and different interest basis calculations.
\n \n \n \nThe effective portion of fair value gains on hedging derivatives and the gain or loss on the hedged item are recognised in net interest income.
\n \n \n \nFor fair value hedges relating to items carried at amortised cost, any adjustment to carrying value is amortised through profit or loss over the remaining term of the hedge using the EIR method. The EIR amortisation may begin as soon as an adjustment exists and no later than when the hedged item ceases to be adjusted for changes in its fair value attributable to the risk being hedged. If the hedged item is derecognised, the unamortised fair value is recognised immediately in profit or loss.
\n \n \n\n (b) Credit valuation adjustment (CVA)\n
\n \nThe Group is engaged in over the counter (OTC) derivative transactions and considers whether a fair value adjustment for credit risk is required. CVA is considered to reflect the counterparty\u2019s default risk and Debit valuation adjustment (DVA) to reflect own credit risk. There is no specific guidance on the methods used to calculate CVA or DVA which creates challenges in estimation.
\n \nAs a result, IFRS 13 requires entities to consider the effects of credit risk when determining a fair value measurement.
\n \nThe Group mitigates its derivative positions through the use of netting and Credit Support Annex collateral arrangements. The Group does not operationally net positions. The netting and collateral arrangements may be called upon in the event of a default. This allows a counterparty to net all assets and liabilities outstanding with the defaulting counterparty, subject to the agreement when the default event occurs. The collateral arrangements in place require the counterparty in a liability position to place collateral to cover that shortfall. The Group considers and discounts the necessity for any amendments to the valuations to reflect the CVA when calculating the fair value of the derivative positions.
\n \nThe Group monitors this position at every reporting period and assesses if material CVAs become appropriate to be recognised.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForHedgingExplanatory0": { "value": "\n\n (a) Fair value hedges \n
\n \nThe Group uses interest rate swaps to hedge its exposure to changes in the fair value of fixed-rate euro notes issued in respect of the EURIBOR benchmark interest rate. The Group hedges interest rate risk only to the extent of the benchmark interest rate because the changes in the fair value of a fixed-rate note issued are significantly influenced by changes in the benchmark interest rate.
\n \nBefore fair value hedge accounting is applied the Group determines whether an economic relationship between the hedged item and the hedging instrument exists. This is performed by comparing the critical terms of each of the instruments and also regression analysis to assess whether the hedging instrument is expected to be highly effective in offsetting changes in the fair value of the hedged item i.e. that the fair value of the hedged item and the fair value of the hedging instrument move in opposite directions and therefore offset. The Group establishes a hedge ratio by aligning the par amount of the fixed-rate note and the notional amount of the interest rate swap designated as a hedging instrument. The Group then performs regression analysis to ensure that the hedge relationship is highly effective as per above. This analysis is also performed at reporting periods to ensure that the hedge relationship remains highly effective.
\n \nThe main sources of ineffectiveness will include differences in maturities of the instruments and different interest basis calculations.
\n \nThe effective portion of fair value gains on hedging derivatives and the gain or loss on the hedged item are recognised in net interest income.
\n \nFor fair value hedges relating to items carried at amortised cost, any adjustment to carrying value is amortised through profit or loss over the remaining term of the hedge using the EIR method. The EIR amortisation may begin as soon as an adjustment exists and no later than when the hedged item ceases to be adjusted for changes in its fair value attributable to the risk being hedged. If the hedged item is derecognised, the unamortised fair value is recognised immediately in profit or loss.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForHedgingExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyToDetermineComponentsOfCashAndCashEquivalents0": { "value": "\n\n (ix) Cash and cash equivalents \n
\n \nCash comprises cash on hand and demand deposits and cash equivalents include liquid investments that are readily convertible to known amounts of cash which are subject to an insignificant risk of change in value and with an original maturity of less than three months.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyToDetermineComponentsOfCashAndCashEquivalents", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForLeasesExplanatory0": { "value": "\n\n (x) Leases\n
\n \n\n (a) Classification of Leases \n
\n \nAt inception of a contract, the Group assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. To assess whether a contract conveys the right to control the use of an identified asset, the Group assesses whether:
\n \nUnless the lease is of short-term and of low-value assets, where the Group has the right to obtain substantially all of the economic benefits from use of identified assets and has the right to direct the use of the identified asset, a right-of-use asset is recognised in property and equipment and a lease liability is recognised in other liabilities.
\n \nIf a lease is assumed as part of a business combination, the Group, subject to not meeting the recognition exemptions as detailed below, will recognise a right-of-use asset and a lease liability as if the lease were a new lease at the acquisition date. The right-of-use assets and lease liability are then measured consistently with the Group\u2019s accounting policy as detailed above, with the lease commencement date being the acquisition date.
\n \n\n As a lessee\n
\n \nThe Group recognises a right-of-use asset (Property Plant and Equipment) and a lease liability (Other liabilities) at the lease commencement date. The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made at or before the commencement date, plus any initial direct costs incurred and an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located, less any lease incentives received.
\n \nThe right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The estimated useful lives of right-of-use assets are determined on the same basis as those of property and equipment. In addition, the right-of-use asset is periodically reduced by impairment losses, if any, and adjusted for certain remeasurements of the lease liability.
\n \nThe lease liability is measured at the present value of the lease payments that are not paid at the commencement date, discounted using the incremental borrowing rate. Incremental borrowing rate is the rate of interest that a lessee would have to pay to borrow over a similar term, and with a similar security, the funds necessary to obtain an asset of a similar value to the right of use asset in a similar economic environment. For its incremental borrowing rate, the Group uses its Funds transfer pricing (FTP), which comprises its base cost of funds with add-ons related to regulatory requirements, and term liquidity premium based on the slope of swap curve as a proxy of time value of money. The Group\u2019s FTP is fully reflective of its funding profile and therefore considers it an appropriate reflection of the Group\u2019s borrowing cost. For retail properties, property yield is added as a lease specific adjustment.
\n \nLease payments included in the measurement of the lease liability comprise fixed payments, including in-substance fixed payments.
\n \nThe lease liability is remeasured, if there is a change in future lease payments arising from a change in index-linked considerations, if there is a change in the Group\u2019s estimate of the amount expected to be payable under a residual value guarantee, or if the Group changes its assessment of whether it will exercise a purchase, extension or termination option.
\n \nWhen the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero.
\n \n\n Short-term leases and leases of low-value assets\n
\n \nThe Group has elected not to recognise right-of-use assets and lease liabilities for short-term leases of vehicles that have a lease term of twelve months or less and leases of low-value assets, including office equipment. The Group recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term. IFRS 16: Short \u2013 term lease exemption.
\n \n\n As a lessor\n
\n \nWhen the Group acts as a lessor, it determines at lease inception, whether each lease is a finance lease or an operating lease.
\n \nTo classify each lease, the Group makes an overall assessment of whether the lease transfers substantially all of the risks and rewards incidental to ownership of the underlying asset. If this is the case, then the lease is a finance lease; if not, then it is an operating lease. As part of this assessment, the Group considers certain indicators such as, whether the lease is for the major part of the economic life of the asset.
\n \nWhen assets are held under a finance lease, the present value of the lease payments is recognised as a receivable at an amount equal to the net investment in the lease. The difference between the gross receivable and the present value of the receivable is recognised as unearned finance income. Lease income is included within net interest income and is recognised over the term of the lease reflecting a constant periodic rate of return on the net investment in the lease. Finance lease receivables are recognised within Loans and advances to Customers and the related interest income within net interest income.
\n \nThe Group applies the derecognition and impairment requirements in IFRS 9 to the net investments in the lease.
\n \nWhen the Group is an intermediate lessor, it accounts for its interests in the head lease and the sub-lease separately. It assesses the lease classification of a sub-lease with reference to the right-of-use asset arising from the head lease, not with reference to the underlying asset. If a head lease is a short-term lease to which the Group applies the exemption described above, then it classifies the sub-lease as an operating lease.
\n \nIf an arrangement contains lease and non-lease components, the Group applies IFRS 15 to allocate the consideration in the contract.
\n \nThe Group recognises lease payments received under operating leases as income, on a straight-line basis, over the lease term, as part of other income.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForLeasesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForDepreciationExpenseExplanatory0": { "value": "\n \n\n (xi) Property and equipment \n
\n \n \n \nLeasehold premises with initial lease terms of less than 50 years and all other equipment are stated at cost less accumulated depreciation and impairment losses. Depreciation is calculated on a straight-line basis to write-off the costs of such assets to their residual value over their estimated useful lives, which are assessed annually.
\n \n \n \nFreehold premises (including land) are revalued at least annually by external professional valuers. Any accumulated depreciation (on freehold premises excluding land) at the date of revaluation is eliminated against the gross carrying amount of the asset, and the net amount is restated to the revalued amount of the asset. Any resulting increase in value is credited to OCI and shown as revaluation reserves in shareholders\u2019 equity. Any decrease in value that offsets previous increases of the same asset are charged in OCI and debited against the revaluation reserves directly in equity while all other decreases are charged to the income statement. The revalued premises, excluding the land element, are depreciated to their residual values over their estimated useful lives.
\n \n \n \n \nSubsequent costs are included in the asset\u2019s carrying amount, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. At the end of each reporting period the Group assesses whether there is any indication that the property and equipment may be impaired. Where impairment exists, the carrying amount of the asset is reduced to its recoverable amount and the impairment loss is recognised against the revaluation reserve to the extent it is available and any remainder is recognised in the income statement. The depreciation charge for the asset is then adjusted to reflect the asset\u2019s revised carrying amount.
\n \n \n \n \nIf an item of property, plant and equipment is disposed of, any gains or losses are recognised in the profit or loss before tax. If the asset being disposed of had previously been revalued then any amount in OCI relating to that asset is reclassified directly to retained earnings on disposal rather than the income statement.
\n \n \n \nThe estimated useful lives were updated during 2025 (see 1.9: Change in Accounting Estimate useful life of intangible assets and property, plant, and equipment (PPE)) and are now as follows:
\n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Freehold Buildings \n | \n \n 50 years \n | \n \n 50 years \n | \n
| \n Leasehold Buildings \n | \n \n 50 years or term of lease if less than 50 years \n | \n \n 50 years or term of lease if less than 50 years \n | \n
| \n Office Equipment \n | \n \n Up to 15 years \n | \n \n 5 \u2013 7 years \n | \n
| \n Computer Hardware \n | \n \n 3 \u2013 7 years \n | \n \n 3 \u2013 7 years \n | \n
| \n Motor Vehicles \n | \n \n 3 \u2013 5 years \n | \n \n 3 \u2013 5 years \n | \n
| \n Fixtures and fittings \n | \n \n 7 \u2013 15 years \n | \n \n 7 \u2013 10 years \n | \n
\n (xi) Property and equipment \n
\n \nLeasehold premises with initial lease terms of less than 50 years and all other equipment are stated at cost less accumulated depreciation and impairment losses. Depreciation is calculated on a straight-line basis to write-off the costs of such assets to their residual value over their estimated useful lives, which are assessed annually.
\n \nFreehold premises (including land) are revalued at least annually by external professional valuers. Any accumulated depreciation (on freehold premises excluding land) at the date of revaluation is eliminated against the gross carrying amount of the asset, and the net amount is restated to the revalued amount of the asset. Any resulting increase in value is credited to OCI and shown as revaluation reserves in shareholders\u2019 equity. Any decrease in value that offsets previous increases of the same asset are charged in OCI and debited against the revaluation reserves directly in equity while all other decreases are charged to the income statement. The revalued premises, excluding the land element, are depreciated to their residual values over their estimated useful lives.
\n \n \nSubsequent costs are included in the asset\u2019s carrying amount, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. At the end of each reporting period the Group assesses whether there is any indication that the property and equipment may be impaired. Where impairment exists, the carrying amount of the asset is reduced to its recoverable amount and the impairment loss is recognised against the revaluation reserve to the extent it is available and any remainder is recognised in the income statement. The depreciation charge for the asset is then adjusted to reflect the asset\u2019s revised carrying amount.
\n \n \nIf an item of property, plant and equipment is disposed of, any gains or losses are recognised in the profit or loss before tax. If the asset being disposed of had previously been revalued then any amount in OCI relating to that asset is reclassified directly to retained earnings on disposal rather than the income statement.
\n \nThe estimated useful lives were updated during 2025 (see 1.9: Change in Accounting Estimate useful life of intangible assets and property, plant, and equipment (PPE)) and are now as follows:
\n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Freehold Buildings \n | \n \n 50 years \n | \n \n 50 years \n | \n
| \n Leasehold Buildings \n | \n \n 50 years or term of lease if less than 50 years \n | \n \n 50 years or term of lease if less than 50 years \n | \n
| \n Office Equipment \n | \n \n Up to 15 years \n | \n \n 5 \u2013 7 years \n | \n
| \n Computer Hardware \n | \n \n 3 \u2013 7 years \n | \n \n 3 \u2013 7 years \n | \n
| \n Motor Vehicles \n | \n \n 3 \u2013 5 years \n | \n \n 3 \u2013 5 years \n | \n
| \n Fixtures and fittings \n | \n \n 7 \u2013 15 years \n | \n \n 7 \u2013 10 years \n | \n
Subsequent costs are included in the asset\u2019s carrying amount, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. At the end of each reporting period the Group assesses whether there is any indication that the property and equipment may be impaired. Where impairment exists, the carrying amount of the asset is reduced to its recoverable amount and the impairment loss is recognised against the revaluation reserve to the extent it is available and any remainder is recognised in the income statement. The depreciation charge for the asset is then adjusted to reflect the asset\u2019s revised carrying amount.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfNonfinancialAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForIntangibleAssetsOtherThanGoodwillExplanatory0": { "value": "\n\n (xii) Intangible assets (other than goodwill)\n
\n \nAcquired computer software is stated at cost, less amortisation and provision for impairment, if any. The external costs and directly attributable internal costs of bringing to use the computer software are capitalised where it is probable that future economic benefits that exceed its cost will flow from its use over more than one year.
\n \nCapitalised computer software has a finite life and is amortised on a straight-line basis over a period of between three to eight years (see 1.9(i)).
\n \nExpenditure on internally developed software is recognised as an asset when the Group can demonstrate: (i) that the product is technically and commercially feasible; (ii) its intention and ability to complete the development and use the software in a manner that will generate future economic benefits; (iii) and that it can reliably measure the costs to complete the development. The capitalised costs of internally developed software include all costs directly attributable to developing the software and capitalised borrowing costs and are amortised over its useful life. Internally developed software is stated at capitalised cost less accumulated amortisation and any accumulated impairment losses.
\n \n \nAt the end of each reporting period the Group assesses whether there is any indication that software may be impaired. An asset\u2019s carrying value is written down immediately to its recoverable amount if the asset\u2019s carrying amount is greater than its estimated recoverable amount. The estimated recoverable amount is the higher of the asset\u2019s fair value less costs to sell or VIU.
\n \n \nCosts associated with research activities or maintaining computer software programmes are recognised as an expense as incurred.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsOtherThanGoodwillExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForImpairmentOfAssetsExplanatory0": { "value": "\nAt the end of each reporting period the Group assesses whether there is any indication that software may be impaired. An asset\u2019s carrying value is written down immediately to its recoverable amount if the asset\u2019s carrying amount is greater than its estimated recoverable amount. The estimated recoverable amount is the higher of the asset\u2019s fair value less costs to sell or VIU.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForCollateralExplanatory0": { "value": "\n\n (xiii) Collateral in possession\n
\n \nIn certain circumstances, property is repossessed following foreclosure on loans that are in default. When a property is repossessed, the associated loan relating to that property is derecognised and any provision on that loan is reversed. On initial recognition the collateral in possession is valued at its fair value.
\n \nSubsequent to initial recognition, the property is carried at the lower of its cost and net realisable value.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForCollateralExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForNoncurrentAssetsOrDisposalGroupsClassifiedAsHeldForSaleExplanatory0": { "value": "\n\n (xiv) Assets and liabilities classified as held for sale\n
\n \nAn asset or a disposal group is classified as held for sale if the following criteria are met:
\n \nWhen assets (or disposal groups), other than financial assets as classified under IFRS 9, or rights under an insurance contract, are initially classified as held for sale, they are measured at the lower of the carrying amount or fair value less costs to sell at the date of reclassification.
\n \nImpairment losses subsequent to classification of such assets (or disposal groups) are recognised in the income statement. Increases in fair value less costs to sell of such assets (or disposal groups) that have been classified as held for sale are recognised in the income statement to the extent that the increase is not in excess of any cumulative loss previously recognised in respect of the asset (or disposal group).
\n \nWhere the above conditions cease to be met, the assets (or disposal group) are reclassified out of held for sale and included under the appropriate SOFP classifications.
\n \nFinancial assets within the scope of IFRS 9, DTAs and income taxes within the scope of IAS 12 continue to be measured in accordance with these standards.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForNoncurrentAssetsOrDisposalGroupsClassifiedAsHeldForSaleExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForContingentLiabilitiesAndContingentAssetsExplanatory0": { "value": "\n \n\n (xv) Provisions\n
\n \n \n \nA provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability.
\n \n \n \nA restructuring provision is recognised when there is an approved detailed and formal Restructuring Plan, and the restructuring either has commenced or has been publicly announced. Future operating losses are not permitted to be recognised.
\n \n \n \nPresent obligations arising under onerous contracts are recognised and measured as provisions at the present value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the contract. An onerous contract is a contract in which the unavoidable cost of meeting the obligation under the contract exceeds the economic benefits expected to be received under it.
\n \n \n \nContingent liabilities are either possible obligations that arise from past events whose existence is dependent on whether some uncertain future events occur which are not wholly within the control of the entity or are a present obligation that arises from a past event but is not recognised because:
\n \n \n \n\u2022 It is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or
\n \n \n \n\u2022 The amount of the obligation cannot be measured with sufficient reliability.
\n \n \n \nContingent liabilities are not recognised but are disclosed unless the probability of their occurrence is remote.
\n \n \n \n \nFinancial guarantees are contracts that require the Group to make specified payments to reimburse the holder for a loss that it incurs because a specified debtor fails to make payment when it is due in accordance with the terms of a debt instrument.
\n \n \n \n \nLoan commitments are firm commitments to provide credit under pre-specified terms and conditions.
\n \n \n \nThe maximum exposure to credit loss under commitments is the contractual amount of the instrument in the event of non-performance by the other party where all counter claims, collateral or security prove worthless. The transfer of economic resources is uncertain and cannot be reasonably measured to be recognised on the SOFP.
\n \n \n \nECL held against loan commitments are recognised in Provisions except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers.
\n \n \n \n \nFinancial guarantees issued or commitments to provide a loan at a below-market interest rate are initially measured at fair value. Subsequently, they are measured at the higher of the loss allowance determined in accordance with IFRS 9 and the amount initially recognised less, when appropriate, the cumulative amount of income recognised in accordance with the principles of IFRS 15.
\n \n \n \n \nOther loan commitments issued are measured at the sum of (i) the loss allowance determined in accordance with IFRS 9 and (ii) the amount of any fees received, less, if the commitment is unlikely to result in a specific lending arrangement, the cumulative amount of income recognised. Derecognition policies in section (vii) (d) above are applied to loan commitments issued and held.
\n \n \n \nThe Group has issued no loan commitments that are measured at FVTPL.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForContingentLiabilitiesAndContingentAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForProvisionsExplanatory0": { "value": "\n\n (xv) Provisions\n
\n \nA provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability.
\n \nA restructuring provision is recognised when there is an approved detailed and formal Restructuring Plan, and the restructuring either has commenced or has been publicly announced. Future operating losses are not permitted to be recognised.
\n \nPresent obligations arising under onerous contracts are recognised and measured as provisions at the present value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the contract. An onerous contract is a contract in which the unavoidable cost of meeting the obligation under the contract exceeds the economic benefits expected to be received under it.
\n \nContingent liabilities are either possible obligations that arise from past events whose existence is dependent on whether some uncertain future events occur which are not wholly within the control of the entity or are a present obligation that arises from a past event but is not recognised because:
\n \n\u2022 It is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or
\n \n\u2022 The amount of the obligation cannot be measured with sufficient reliability.
\n \nContingent liabilities are not recognised but are disclosed unless the probability of their occurrence is remote.
\n \n \nFinancial guarantees are contracts that require the Group to make specified payments to reimburse the holder for a loss that it incurs because a specified debtor fails to make payment when it is due in accordance with the terms of a debt instrument.
\n \n \nLoan commitments are firm commitments to provide credit under pre-specified terms and conditions.
\n \nThe maximum exposure to credit loss under commitments is the contractual amount of the instrument in the event of non-performance by the other party where all counter claims, collateral or security prove worthless. The transfer of economic resources is uncertain and cannot be reasonably measured to be recognised on the SOFP.
\n \nECL held against loan commitments are recognised in Provisions except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers.
\n \n \nFinancial guarantees issued or commitments to provide a loan at a below-market interest rate are initially measured at fair value. Subsequently, they are measured at the higher of the loss allowance determined in accordance with IFRS 9 and the amount initially recognised less, when appropriate, the cumulative amount of income recognised in accordance with the principles of IFRS 15.
\n \n \nOther loan commitments issued are measured at the sum of (i) the loss allowance determined in accordance with IFRS 9 and (ii) the amount of any fees received, less, if the commitment is unlikely to result in a specific lending arrangement, the cumulative amount of income recognised. Derecognition policies in section (vii) (d) above are applied to loan commitments issued and held.
\n \nThe Group has issued no loan commitments that are measured at FVTPL.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForProvisionsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForFinancialGuaranteesExplanatory0": { "value": "\nFinancial guarantees are contracts that require the Group to make specified payments to reimburse the holder for a loss that it incurs because a specified debtor fails to make payment when it is due in accordance with the terms of a debt instrument.
\n \nFinancial guarantees issued or commitments to provide a loan at a below-market interest rate are initially measured at fair value. Subsequently, they are measured at the higher of the loss allowance determined in accordance with IFRS 9 and the amount initially recognised less, when appropriate, the cumulative amount of income recognised in accordance with the principles of IFRS 15.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialGuaranteesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForDividendsExplanatory0": { "value": "\n\n (xvi) Dividends \n
\n \nFinal dividends on ordinary shares are recognised in equity in the period in which they are approved by the Company\u2019s shareholders. Interim dividends are recognised in equity in the period in which they are paid.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDividendsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForRepurchaseAndReverseRepurchaseAgreementsExplanatory0": { "value": "\n\n (xviii) Sales and repurchase agreements \n
\n \nFinancial assets may be lent for a fee or sold subject to a commitment to repurchase them (\u201crepos\u201d). Such assets are retained on the SOFP when substantially all the risks and rewards of ownership remain with the Group. The assets are reclassified when the transferee has the right by contract to sell or repledge the collateral. The liability to the counterparty is included separately on the SOFP as appropriate in either Deposits by banks or Customer accounts depending on whether the counterparty is a bank or not.
\n \nSimilarly, where financial assets are purchased with a commitment to resell (\u201creverse repos\u201d), or where the Group borrows financial assets but does not acquire the risks and rewards of ownership, the transactions are treated as collateralised loans, and the financial assets are not included in the SOFP. The collateralised loan asset is included separately on the SOFP as appropriate in either Loans and advances to banks or Loans and advances to customers.
\n \nThe difference between the sale and repurchase price is recognised in net interest income over the life of the agreements using the EIR.
\n \nIn certain circumstances, the Group pledges collateral in respect of liabilities or borrowings. Collateral pledged in the form of securities or Loans and advances continues to be recorded on the SOFP. Collateral placed in the form of cash is recorded in Loans and advances to banks or customers. Any interest receivable arising is recorded as interest income.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForRepurchaseAndReverseRepurchaseAgreementsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForOffsettingOfFinancialInstrumentsExplanatory0": { "value": "\n\n (xx) Offsetting\n
\n \nFinancial assets and liabilities are offset and the net amount reported in the balance sheet when there is currently a legally enforceable right of set off and there is an intention to settle on a net basis, or realise the asset and settle the liability simultaneously. No impairment loss allowance for ECL is recognised on a financial asset, or portion thereof, which has been offset.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForOffsettingOfFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfInitialApplicationOfStandardsOrInterpretations0": { "value": "\n\n 1.6 Application of new and revised IFRS\n
\n \nIn 2025, the Group assessed the impact of new and revised pronouncement of IFRSs which took effect during the year. The changes to IFRSs during 2025 did not have material impact on the Group\u2019s financial statements. The Group has not early adopted any of the changes described below.
\n ", "dimensions": { "concept": "ifrs-full:DescriptionOfInitialApplicationOfStandardsOrInterpretations", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfExpectedImpactOfInitialApplicationOfNewStandardsOrInterpretations0": { "value": "\n\n 1.7 Impact of other accounting standards with effective periods beginning on or after 1 January 2025.\n
\n \nThe following table outlines the new pronouncements coming into effect for accounting periods on or after 1 January 2025 and, did not have a significant impact on the financial statements.
| \n \n Accounting Standard\n \n\n Update\n \n | \n \n \n Description of Change\n \n | \n \n \n Key impacts\n \n | \n \n \n Effective Date\n \n | \n
| \n Lack of Exchangeability (Amendments to IAS 21) \n | \n \n Provides guidance to specify when a currency is exchangeable and how to determine the exchange rate when it is not. \n | \n \n This amendment has no material impact on current or future reporting. \n | \n \n Annual periods beginning on or after 1 January 2025. \n | \n
\n 1.8 Impact of other accounting standards with effective periods beginning on or after 1 January 2026.\n
\n \nThe following table outlines the new pronouncements coming into effect for accounting periods on or after 1 January 2026 and, with the exception of IFRS 18, are not deemed to have a significant impact on the financial statements.
\n \n| \n \n Accounting Standard\n \n\n Update\n \n | \n \n \n Description of Change\n \n | \n \n \n Key impacts\n \n | \n \n \n Effective\n \n\n Date\n \n | \n
| \n \n Amendments IFRS 9 and IFRS 7 regarding the classification and measurement of financial instruments\n \n | \n \n The amendments clarify: \n1) the date of recognition and derecognition of some financial assets and liabilities with a new exception for some financial liabilities settled through an electronic cash transfer system; \n2) include further guidance for assessing whether a financial asset meets the solely payments of principal and interest (SPPI) criterion; and \n3) new disclosures are added for certain instruments with contractual terms that can change cash flows (such as some instruments with features linked to the achievement of environment, social and governance (ESG) targets) and the amendment updates disclosures for equity instruments designated at FVOCI. \n | \n \n 1) The amendments clarify that a financial liability is derecognised on the settlement date with an exception for financial liabilities settled using an electronic payment system. These financial liabilities can be derecognised before settlement if an entity makes an accounting policy choice to do so and certain conditions are met. The conditions include that the entity has no practical ability to withdraw, stop or cancel the payment instruction; the entity has no practical ability to access the cash to be used for settlement as a result of the payment instruction; and the settlement risk associated with the electronic payment system being used to make the payment is insignificant. The Group expect to make this accounting policy choice. \n2) No material impact for the SPPI test is expected. \n3) No material impact as a result of the new disclosures is expected. \n | \n \n Annual reporting periods beginning on or after 1 January 2026. \n | \n
| \n \n Amendments to IFRS 9 and IFRS 7 regarding power purchase arrangements \n \n | \n \n The amendments aim at enabling entities to include information in their financial statements that in the IASB\u2019s view more faithfully represents contracts referencing nature-dependent electricity. \n | \n \n This amendment is expected to have no material impact on current or future reporting. \n | \n \n Applicable to annual reporting periods beginning on or after 1 January 2026. \n | \n
| \n \n Accounting Standard\n \n\n Update\n \n | \n \n \n Description of Change\n \n | \n \n \n Key impacts\n \n | \n \n \n Effective\n \n\n Date\n \n | \n
| \n \n Annual Improvements to IFRS Accounting Standards \u2014 Volume 11\n \n | \n \n The pronouncement comprises the following amendments: \nIFRS 1: Hedge accounting by a first-time adopter \nIFRS 7: Gain or loss on derecognition \nIFRS 7: Disclosure of deferred difference between fair value and transaction price \nIFRS 7: Introduction and credit risk disclosures \nIFRS 9: Lessee derecognition of lease liabilities \nIFRS 9: Transaction price \nIFRS 10: Determination of a \u2018de facto agent\u2019 \nIAS 7: Cost method \n | \n \n This amendment is expected to have no material impact on current or future reporting. \n | \n \n Applicable to annual reporting periods beginning on or after 1 January 2026. \n | \n
| \n \n IFRS 18 Presentation and Disclosures in Financial Statements\n \n | \n \n IFRS 18 Presentation and Disclosure in Financial Statements will replace IAS 1 Presentation of Financial Statements and introduces new requirements for the presentation and disclosure of information in the financial statements. \n | \n \n IFRS 18 introduces the following key new requirements: \nEntities are required to classify all income and expenses into five categories in the statement of profit or loss, namely operating, investing, financing, discontinued operations and income tax categories. Entities are also required to present a newly defined operating profit subtotal. Entities\u2019 net profit will not change. \nManagement-defined performance measures (MPMs) are required for disclosure in a single note in the financial statements. \nEnhanced guidance is provided on how to group information in the financial statements. \nIn addition, all entities are required to use the operating profit subtotal as the starting point for the SOCF when presenting operating cash flows under the indirect method. \nThe Group is still in the process of assessing the impact of the new accounting standard, particularly with respect to the structure of the Group\u2019s statement of profit or loss, the SOCF and the additional disclosures required for MPMs and Aggregation/Disaggregation. The Group is also assessing the impact on how information is grouped in the financial statements, including for items currently labelled as \u2018other\u2019. \n | \n \n Applicable to annual reporting periods beginning on or after 1 January 2027. \nExpected to be endorsed for use in the EU in Q1 2026. \n | \n
| \n \n Accounting Standard\n \n\n Update\n \n | \n \n \n Description of Change\n \n | \n \n \n Key impacts\n \n | \n \n \n Effective\n \n\n Date\n \n | \n
| \n \n IFRS 19 Subsidiaries without Public Accountability: Disclosures\n \n | \n \n IFRS 19 specifies the disclosure requirements an eligible subsidiary is permitted to apply instead of the disclosure requirements in other IFRS Accounting Standards. \n | \n \n This amendment is expected to have no material impact on current or future reporting. \n | \n \n Applicable to annual reporting periods beginning on or after 1 January 2027. Not yet endorsed for use in the EU. \n | \n
\n 1.9 Change in Accounting Estimates\n
\n \n\n Change in Accounting Estimate of useful life of intangible assets and property, plant and equipment (PPE)\n
\n \nIn accordance with IAS 16 and IAS 38, Management completed a review of the Group\u2019s asset register to determine if the estimated range used for the Useful Estimated Life (UEL) of Intangible Assets and Property, Plant and Equipment remains appropriate.
\n \nAs a result of this review, Management have revised the UEL of certain categories of Intangible Assets and Property, Plant and Equipment as follows:
\n \n| \n \n Asset Category\n \n | \n \n \n Previous UEL (years)\n \n | \n \n \n New UEL (years)\n \n | \n
| \n | \n\n | \n\n | \n
| \n Office equipment \n | \n \n 5 \u2013 7 \n | \n \n 15 \n | \n
| \n Fixtures and fittings \n | \n \n 7 \u2013 10 \n | \n \n 7 \u2013 15 \n | \n
| \n Computer hardware \n | \n \n 3 \u2013 7 \n | \n \n Various (up to 7) \n | \n
| \n Laptops and other IT peripherals \n | \n \n 3 \n | \n \n 3 \n | \n
| \n Other hardware \n | \n \n Various \n | \n \n 7 \n | \n
| \n Intangible fixed assets / Capitalised computer software \n | \n \n 5 \u2013 7 \n | \n \n 5 \u2013 8 \n | \n
| \n - Strategic Commercial \n | \n \n 5 \u2013 7 \n | \n \n 8 \n | \n
| \n - Strategic Regulatory \n | \n \n 5 \n | \n \n 8 \n | \n
Under IAS 16 and IAS 38, a change in useful life is deemed to be a change in accounting estimate as it relates to a change in circumstances (in accordance with IAS 8), and not a change in accounting policy. In this regard, there is no requirement for prior period adjustments to the 2024 comparatives in the Group\u2019s 2025 Financial Statements as a result of this change.
\n \nThe change in estimate primarily affects the depreciation and amortisation expense recognised in the current and future periods. The impact on the current year is estimated to be a reduction in the depreciation and amortisation charge of approximately \u20ac16m, offset by other movements in the depreciation and amortisation charges for the year. For future periods, the change impacts the timing of depreciation and amortisation rather than the total charge.
\n \nThe preparation of these consolidated financial statements, in conformity with IFRS, requires Management to make assumptions, estimates and judgements that affect the reported amounts of income, expenses, assets and liabilities and the accompanying disclosures. Uncertainty about these assumptions and estimates could result in outcomes that may require a material adjustment to the carrying amount of the assets or liabilities affected in future periods.
\n \nThe current economic climate, with continued geopolitical instability, elevates the uncertainty associated with judgements, estimates and assumptions made by Management. The Irish economy demonstrated continued resilience in the current economic climate in 2025. The results of the actions taken by the Government, EBA and CBI point toward a positive trajectory. The Directors and Management, however, remain cautious and risk remains in the medium to long-term that the Irish banking sector will continue to face challenges, particularly due to higher capital requirements and new and emerging risks.
\n \nWhile the actual results may differ from the estimates made, the Directors believe that they are reasonable in the current circumstances based on the best available information at the date of the approval of these consolidated financial statements.
\n \nAssumptions, estimates and judgements are revised on an ongoing basis and where necessary are revised to reflect current conditions and updated information.
\n \n\n Change in Accounting Estimate on ECL.\n
\n \nSee note 2 (a) for further details of change.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfChangesInAccountingPoliciesAccountingEstimatesAndErrorsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfImpairmentOfAssetsExplanatory0": { "value": "\n\n (d) Impairment review of its subsidiary undertaking\n
\n \nThe Company carries its investment in its subsidiary undertaking at cost and reviews whether there is any indication of impairment at each reporting date. Impairment testing involves comparing the carrying value of the investment to its recoverable amount. The recoverable amount is the higher of the investment\u2019s fair value or its VIU.
\n \nAn impairment charge arises if the carrying value exceeds the recoverable amount and where the carrying value is not supported by the estimated discounted future cash flows of the underlying business. Management note that the market capitalisation of the Group is lower than its net assets. It is noted that the market capitalisation does not include a control premium. The recoverable amount of the investment is the higher of its fair value less costs to sell or its VIU. The carrying value of the investment in PTSB is \u20ac1,960m and recoverable amount based on the VIU was \u20ac1,968m resulting in no additional impairment charge for the year (31 December 2024: \u20ac263m impairment charge).
\n \nThe VIU is the present value of the future free cash flows expected to be derived from the investment, based upon a VIU calculation discounted at an appropriate rate for the investment.
\n \nThe recoverable amount reflecting Management\u2019s best estimate is sensitive to changes in the following key assumptions:
\n \n\n Cash flow forecasts\n
\n \nCash flow forecasts are based on internal management information used for strategic planning for a period of up to five years, after which a long-term growth rate appropriate for the business is applied. The key cash flows in these forecasts are as follows:
\n \nThe projected cash flows are stress tested with actual performance and verifiable economic data annually to reflect current market conditions and Management\u2019s best estimates of future projections.
\n \n\n Growth rate\n
\n \nGrowth rate is determined by reference to long-term economic growth and does not exceed the relevant long-term average growth rate of the industry in which it operates. A growth rate of 2% (31 December 2024: 2.5%) was used.
\n \n\n Discount rate\n
\n \nThe discount rate used is a post-tax weighted average cost of capital of the Group of 13.5% (31 December 2024: 11.5%) as the cash flows used in impairment assessment are post-tax cash flows. The discount rate includes an additional risk premium to account for various specific risks. These specific risks are not reflected in the cash flows projected for impairment analysis.
\n \nThe discount rate is used for various internal pricing models and is benchmarked with the industry averages to cater for any changes in risk profile of the Group.
\n \n\n Sensitivity analysis\n
\n \nThe impact of changes in the growth rate, the discount rate and cash flows has been assessed by the Directors:
\n \nA reasonably possible change in the above assumptions could result in the carrying amount of the investment in subsidiary undertaking exceeding its recoverable amount. The amount by which each assumption must change in order for the recoverable amount to equal the carrying amount is as follows:
\n \n| \n \n Key Assumption \n \n | \n \n \n Change Increase/(decrease)\n \n | \n
| \n Overall cash flow projections (year 5) \n | \n \n \u20ac (15)m \n | \n
| \n Discount rate \n | \n \n 0.04% \n | \n
| \n Growth Rate \n | \n \n (0.06%) \n | \n
\n 3. Operating segments \n
\n \n \n \nThe Group reports one operating segment which reflects the internal management reporting structure of the Group and how the Chief
\n \n \n \nOperating Decision Maker (CODM) assesses performance and allocates resources. The ExCo as the CODM is responsible for implementing the strategic management of the Group as guided by the Board. The ExCo reviews key performance indicators and internal management reports on a monthly basis.
\n \n \n \nIn line with IFRS 8, the Group also reports revenue from external customers for each major group of products and services. The amount of
\n \n \n \nrevenue reported is based on the financial information used to produce the Group\u2019s financial statements.
\n \n \n \nThe Group has assessed its operating segments and continues to be satisfied that there is only one operating segment based on reporting to
\n \n \n \nthe CODM, in accordance with IFRS 8. The requirements of IFRS 8 will continue to be assessed on an ongoing basis as the Group\u2019s business develops.
\n \n ", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForSegmentReportingExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfEntitysReportableSegmentsExplanatory0": { "value": "\n\n 3. Operating segments \n
\n \nThe Group reports one operating segment which reflects the internal management reporting structure of the Group and how the Chief
\n \nOperating Decision Maker (CODM) assesses performance and allocates resources. The ExCo as the CODM is responsible for implementing the strategic management of the Group as guided by the Board. The ExCo reviews key performance indicators and internal management reports on a monthly basis.
\n \nIn line with IFRS 8, the Group also reports revenue from external customers for each major group of products and services. The amount of
\n \nrevenue reported is based on the financial information used to produce the Group\u2019s financial statements.
\n \nThe Group has assessed its operating segments and continues to be satisfied that there is only one operating segment based on reporting to
\n \nthe CODM, in accordance with IFRS 8. The requirements of IFRS 8 will continue to be assessed on an ongoing basis as the Group\u2019s business develops.
\n \n \n \n\n 3.1 Revenue from external customers split by products and services\n
\n \n \n \n \n \nThe sources from which the Group earns external revenue are: interest income; fee and commission income; net trading income; and other operating income. Total revenue from external customers was \u20ac989m (31 December 2024: \u20ac1,002m). The main products from which the Group earns external revenue include: mortgages; consumer finance; treasury assets; and wholesale funding. The interest income from these products is set out in the table below. Interest income from external customers split by product:
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Mortgages \n | \n \n \n 663\n \n | \n \n 673 \n | \n
| \n Consumer finance* \n | \n \n \n 73\n \n | \n \n 74 \n | \n
| \n Treasury assets \n | \n \n \n 99\n \n | \n \n 65 \n | \n
| \n Wholesale funding** \n | \n \n \n 43\n \n | \n \n 87 \n | \n
| \n \n Total\n \n | \n \n \n 878\n \n | \n \n 899 \n | \n
* Consumer Finance comprises income from term loans, credit cards, overdrafts and asset financing.
\n \n \n \n \n \n** Wholesale funding comprises Loans and advances to other banks.
\n \n \n \n \n\n 3.2 Profit for the year based on geographical location\n
\n \n \n \nDuring the year ended 31 December 2025 the Group\u2019s profit was incurred solely in Ireland. During the year ended 31 December 2024 the Group\u2019s profit was incurred solely in Ireland.
\n \n \n \n\n 3.3 Assets and liabilities based on geographical location\n
\n \n \n \nAll assets and liabilities were held in Ireland at 31 December 2025 and 31 December 2024.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfEntitysReportableSegmentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfRevenueFromContractsWithCustomersExplanatory0": { "value": "\n \n\n 3.1 Revenue from external customers split by products and services\n
\n \n \n \nThe sources from which the Group earns external revenue are: interest income; fee and commission income; net trading income; and other operating income. Total revenue from external customers was \u20ac989m (31 December 2024: \u20ac1,002m). The main products from which the Group earns external revenue include: mortgages; consumer finance; treasury assets; and wholesale funding. The interest income from these products is set out in the table below. Interest income from external customers split by product:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Mortgages \n | \n \n \n 663\n \n | \n \n 673 \n | \n
| \n Consumer finance* \n | \n \n \n 73\n \n | \n \n 74 \n | \n
| \n Treasury assets \n | \n \n \n 99\n \n | \n \n 65 \n | \n
| \n Wholesale funding** \n | \n \n \n 43\n \n | \n \n 87 \n | \n
| \n \n Total\n \n | \n \n \n 878\n \n | \n \n 899 \n | \n
* Consumer Finance comprises income from term loans, credit cards, overdrafts and asset financing.
\n \n \n \n** Wholesale funding comprises Loans and advances to other banks.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfRevenueFromContractsWithCustomersExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfRevenueExplanatory0": { "value": "\n\n 3.1 Revenue from external customers split by products and services\n
\n \nThe sources from which the Group earns external revenue are: interest income; fee and commission income; net trading income; and other operating income. Total revenue from external customers was \u20ac989m (31 December 2024: \u20ac1,002m). The main products from which the Group earns external revenue include: mortgages; consumer finance; treasury assets; and wholesale funding. The interest income from these products is set out in the table below. Interest income from external customers split by product:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Mortgages \n | \n \n \n 663\n \n | \n \n 673 \n | \n
| \n Consumer finance* \n | \n \n \n 73\n \n | \n \n 74 \n | \n
| \n Treasury assets \n | \n \n \n 99\n \n | \n \n 65 \n | \n
| \n Wholesale funding** \n | \n \n \n 43\n \n | \n \n 87 \n | \n
| \n \n Total\n \n | \n \n \n 878\n \n | \n \n 899 \n | \n
* Consumer Finance comprises income from term loans, credit cards, overdrafts and asset financing.
\n \n** Wholesale funding comprises Loans and advances to other banks.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfRevenueExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfInterestIncomeExpenseExplanatory0": { "value": "\n\n 3.2 Profit for the year based on geographical location\n
\n \nDuring the year ended 31 December 2025 the Group\u2019s profit was incurred solely in Ireland. During the year ended 31 December 2024 the Group\u2019s profit was incurred solely in Ireland.
\n \n\n 3.3 Assets and liabilities based on geographical location\n
\n \nAll assets and liabilities were held in Ireland at 31 December 2025 and 31 December 2024.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfInterestIncomeExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfInterestIncomeExplanatory0": { "value": "\n \n \n\n 4. Net interest income\n
\n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Interest income\n \n | \n \n | \n\n | \n
| \n Loans and advances to customers \n | \n \n \n 706 \n \n | \n \n 718 \n | \n
| \n Loans and advances to banks \n | \n \n \n 43 \n \n | \n \n 87 \n | \n
| \n Debt securities and other fixed-income securities \n | \n \n \n 99 \n \n | \n \n 65 \n | \n
| \n \n Interest income calculated using the EIR method\n \n | \n \n \n 848 \n \n | \n \n 870 \n | \n
| \n Other interest income* \n | \n \n \n 30 \n \n | \n \n 29 \n | \n
| \n \n Total interest income\n \n | \n \n \n 878 \n \n | \n \n 899 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Interest expense\n \n | \n \n | \n\n | \n
| \n Deposits from banks \n | \n \n \n (3)\n \n | \n \n (23) \n | \n
| \n Due to customers \n | \n \n \n (184)\n \n | \n \n (139) \n | \n
| \n Debt securities in issue \n | \n \n \n (92)\n \n | \n \n (114) \n | \n
| \n Loans and advances to banks \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Subordinated liabilities \n | \n \n \n (7)\n \n | \n \n (9) \n | \n
| \n Lease liabilities \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Interest expense \n | \n \n \n (288)\n \n | \n \n (287) \n | \n
| \n \n Net interest income\n \n | \n \n \n 590 \n \n | \n \n 612 \n | \n
* Other interest income consists of interest income on lease receivables.
\n \n \n \n \n \nNet interest income includes a charge of \u20ac43m (31 December 2024: \u20ac32m) in respect of deferred acquisition costs and \u20ac20m (31 December 2024: \u20ac22m) amortisation on the business combination related fair value adjustments. Other interest income includes a charge of \u20ac3m (31 December 2024: \u20ac2m) in respect of deferred acquisition costs and \u20ac1m (31 December 2024: \u20ac2m) amortisation on the business combination related fair value adjustments.
\n \n \n \n \n \nDebt securities in issue includes \u20ac7m net interest income on derivatives that are in a hedge relationships (31 December 2024: \u20ac12m net interest expense) and subordinated liabilities contains \u20ac2m net interest income on derivatives that are in a hedge relationships (31 December 2024: \u20ac1m net interest expense).
\n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfInterestIncomeExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfInterestExpenseExplanatory0": { "value": "\n \n\n 4. Net interest income\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Interest income\n \n | \n \n | \n\n | \n
| \n Loans and advances to customers \n | \n \n \n 706 \n \n | \n \n 718 \n | \n
| \n Loans and advances to banks \n | \n \n \n 43 \n \n | \n \n 87 \n | \n
| \n Debt securities and other fixed-income securities \n | \n \n \n 99 \n \n | \n \n 65 \n | \n
| \n \n Interest income calculated using the EIR method\n \n | \n \n \n 848 \n \n | \n \n 870 \n | \n
| \n Other interest income* \n | \n \n \n 30 \n \n | \n \n 29 \n | \n
| \n \n Total interest income\n \n | \n \n \n 878 \n \n | \n \n 899 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Interest expense\n \n | \n \n | \n\n | \n
| \n Deposits from banks \n | \n \n \n (3)\n \n | \n \n (23) \n | \n
| \n Due to customers \n | \n \n \n (184)\n \n | \n \n (139) \n | \n
| \n Debt securities in issue \n | \n \n \n (92)\n \n | \n \n (114) \n | \n
| \n Loans and advances to banks \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Subordinated liabilities \n | \n \n \n (7)\n \n | \n \n (9) \n | \n
| \n Lease liabilities \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Interest expense \n | \n \n \n (288)\n \n | \n \n (287) \n | \n
| \n \n Net interest income\n \n | \n \n \n 590 \n \n | \n \n 612 \n | \n
* Other interest income consists of interest income on lease receivables.
\n \n \n \nNet interest income includes a charge of \u20ac43m (31 December 2024: \u20ac32m) in respect of deferred acquisition costs and \u20ac20m (31 December 2024: \u20ac22m) amortisation on the business combination related fair value adjustments. Other interest income includes a charge of \u20ac3m (31 December 2024: \u20ac2m) in respect of deferred acquisition costs and \u20ac1m (31 December 2024: \u20ac2m) amortisation on the business combination related fair value adjustments.
\n \n \n \nDebt securities in issue includes \u20ac7m net interest income on derivatives that are in a hedge relationships (31 December 2024: \u20ac12m net interest expense) and subordinated liabilities contains \u20ac2m net interest income on derivatives that are in a hedge relationships (31 December 2024: \u20ac1m net interest expense).
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfInterestExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfProfitLossFromOperatingActivitiesExplanatory0": { "value": "\n\n 4. Net interest income\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Interest income\n \n | \n \n | \n\n | \n
| \n Loans and advances to customers \n | \n \n \n 706 \n \n | \n \n 718 \n | \n
| \n Loans and advances to banks \n | \n \n \n 43 \n \n | \n \n 87 \n | \n
| \n Debt securities and other fixed-income securities \n | \n \n \n 99 \n \n | \n \n 65 \n | \n
| \n \n Interest income calculated using the EIR method\n \n | \n \n \n 848 \n \n | \n \n 870 \n | \n
| \n Other interest income* \n | \n \n \n 30 \n \n | \n \n 29 \n | \n
| \n \n Total interest income\n \n | \n \n \n 878 \n \n | \n \n 899 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Interest expense\n \n | \n \n | \n\n | \n
| \n Deposits from banks \n | \n \n \n (3)\n \n | \n \n (23) \n | \n
| \n Due to customers \n | \n \n \n (184)\n \n | \n \n (139) \n | \n
| \n Debt securities in issue \n | \n \n \n (92)\n \n | \n \n (114) \n | \n
| \n Loans and advances to banks \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Subordinated liabilities \n | \n \n \n (7)\n \n | \n \n (9) \n | \n
| \n Lease liabilities \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Interest expense \n | \n \n \n (288)\n \n | \n \n (287) \n | \n
| \n \n Net interest income\n \n | \n \n \n 590 \n \n | \n \n 612 \n | \n
* Other interest income consists of interest income on lease receivables.
\n \nNet interest income includes a charge of \u20ac43m (31 December 2024: \u20ac32m) in respect of deferred acquisition costs and \u20ac20m (31 December 2024: \u20ac22m) amortisation on the business combination related fair value adjustments. Other interest income includes a charge of \u20ac3m (31 December 2024: \u20ac2m) in respect of deferred acquisition costs and \u20ac1m (31 December 2024: \u20ac2m) amortisation on the business combination related fair value adjustments.
\n \nDebt securities in issue includes \u20ac7m net interest income on derivatives that are in a hedge relationships (31 December 2024: \u20ac12m net interest expense) and subordinated liabilities contains \u20ac2m net interest income on derivatives that are in a hedge relationships (31 December 2024: \u20ac1m net interest expense).
\n \n \n\n 5. Net fee and commission income\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Fee and commission income\n \n | \n \n | \n\n | \n
| \n Retail banking and credit card fees \n | \n \n \n 91 \n \n | \n \n 86 \n | \n
| \n Brokerage and insurance commission \n | \n \n \n 12 \n \n | \n \n 11 \n | \n
| \n Other fees and commission income \n | \n \n \n 1 \n \n | \n \n 1 \n | \n
| \n \n Fee and commission income\n \n | \n \n \n 104 \n \n | \n \n 98 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Fee and commission expense*\n \n | \n \n \n (46)\n \n | \n \n (43) \n | \n
| \n \n Net fee and commission income\n \n | \n \n \n 58 \n \n | \n \n 55 \n | \n
* Fees and commission expenses primarily comprises of retail banking and credit card fees.
\n \n \n \n\n 6. Net trading Income\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Held-for-trading\n \n | \n \n | \n\n | \n
| \n Trading Swaps \n | \n \n \n 2 \n \n | \n \n - \n | \n
| \n Foreign exchange swaps \n | \n \n \n 3 \n \n | \n \n 2 \n | \n
| \n \n Net trading income\n \n | \n \n \n 5 \n \n | \n \n 2 \n | \n
\n 7. Administrative, staff and other expenses (excluding exceptional items)\n
\n \n \n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Staff costs (as detailed below) \n | \n \n \n 231\n \n | \n \n 233 \n | \n
| \n Other general and administrative expenses \n | \n \n \n 184\n \n | \n \n 186 \n | \n
| \n \n Administrative, staff and other expenses (excluding exceptional items)\n \n | \n \n \n 415\n \n | \n \n 419 \n | \n
Administrative, staff and other expenses (excluding exceptional items) includes costs of \u20ac3.7m relating to legacy legal cases (2024: \u20ac3m).
\n \n \n \n \n \n \n \n \n\n Fees paid to the Group\u2019s auditors for services outlined below\n
\n \n \n \n \n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Statutory auditor\u2019s remuneration (including expenses and excluding VAT) \n | \n \n | \n\n | \n
| \n - Audit of the individual and the Group financial statements \n | \n \n \n 2.2\n \n | \n \n 2.0 \n | \n
| \n - Other assurance services* \n | \n \n \n 0.4\n \n | \n \n 0.6 \n | \n
| \n - Other non-audit services** \n | \n \n \n 0.1\n \n | \n \n 0.2 \n | \n
* Other assurance services in 2025 & 2024 relate to interim financial statement review, CSRD Regulations and Country by Country Reporting.
\n \n \n \n \n \n \n \n \n \n** Other non-audit services in 2025 & 2024 include ID&V vendor assessment and Euro Note Programmes.
\n \n \n \n \n \n \n \n \n \n \n\n Staff costs\n
\n \n \n \n \n \n \n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Wages and salaries (including commission payable to sales staff) \n | \n \n \n 207\n \n | \n \n 205 \n | \n
| \n Social insurance \n | \n \n \n 23\n \n | \n \n 22 \n | \n
| \n Pension costs (payments to defined contribution pension schemes) \n | \n \n \n 21\n \n | \n \n 21 \n | \n
| \n \n Total staff costs\n \n | \n \n \n 251\n \n | \n \n 248 \n | \n
| \n Staff costs capitalised \n | \n \n \n (20)\n \n | \n \n (15) \n | \n
| \n \n Total staff costs included in the Income Statement\n \n | \n \n \n 231\n \n | \n \n 233 \n | \n
Staff redundancy for the year ended 31 December 2025 and 31 December 2024 are included as part of note 9 exceptional Items.
\n \n \n \n \n \n \n \n \n \n \n \nStaff costs of \u20ac20m (31 December 2024: \u20ac15m), have been capitalised to intangible assets (see note 24), as the cost incurred was directly related to developing software and it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Therefore, these costs are excluded from staff costs.
\n \n \n \n \n \n \n \n \n \n \n\n Staff numbers\n
\n \n \n \n \n \n \n \n \n \nClosing and average number of staff (including Executive Directors) employed during the year are as follows:
\n \n \n \n \n \n \n \n \n \n| \n | \n\n \n Closing staff numbers*\n \n | \n \n \n Average staff numbers\n \n | \n ||
| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n \n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Customer facing \n | \n \n \n 1,047\n \n | \n \n 1,198 \n | \n \n \n 1,112\n \n | \n \n 1,194 \n | \n
| \n Non-customer facing \n | \n \n \n 1,979\n \n | \n \n 2,161 \n | \n \n \n 2,111\n \n | \n \n 2,155 \n | \n
| \n Total number of staff \n | \n \n \n 3,026 \n \n | \n \n 3,359 \n | \n \n \n 3,223 \n \n | \n \n 3,349 \n | \n
* Closing staff numbers are calculated on a full time equivalent (FTE) basis.
\n \n \n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfProfitLossFromOperatingActivitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfFeeAndCommissionIncomeExpenseExplanatory0": { "value": "\n\n 5. Net fee and commission income\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Fee and commission income\n \n | \n \n | \n\n | \n
| \n Retail banking and credit card fees \n | \n \n \n 91 \n \n | \n \n 86 \n | \n
| \n Brokerage and insurance commission \n | \n \n \n 12 \n \n | \n \n 11 \n | \n
| \n Other fees and commission income \n | \n \n \n 1 \n \n | \n \n 1 \n | \n
| \n \n Fee and commission income\n \n | \n \n \n 104 \n \n | \n \n 98 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Fee and commission expense*\n \n | \n \n \n (46)\n \n | \n \n (43) \n | \n
| \n \n Net fee and commission income\n \n | \n \n \n 58 \n \n | \n \n 55 \n | \n
* Fees and commission expenses primarily comprises of retail banking and credit card fees.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFeeAndCommissionIncomeExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfTradingIncomeExpenseExplanatory0": { "value": "\n\n 6. Net trading Income\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Held-for-trading\n \n | \n \n | \n\n | \n
| \n Trading Swaps \n | \n \n \n 2 \n \n | \n \n - \n | \n
| \n Foreign exchange swaps \n | \n \n \n 3 \n \n | \n \n 2 \n | \n
| \n \n Net trading income\n \n | \n \n \n 5 \n \n | \n \n 2 \n | \n
\n 7. Administrative, staff and other expenses (excluding exceptional items)\n
\n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Staff costs (as detailed below) \n | \n \n \n 231\n \n | \n \n 233 \n | \n
| \n Other general and administrative expenses \n | \n \n \n 184\n \n | \n \n 186 \n | \n
| \n \n Administrative, staff and other expenses (excluding exceptional items)\n \n | \n \n \n 415\n \n | \n \n 419 \n | \n
Administrative, staff and other expenses (excluding exceptional items) includes costs of \u20ac3.7m relating to legacy legal cases (2024: \u20ac3m).
\n \n \n \n \n \n \n\n Fees paid to the Group\u2019s auditors for services outlined below\n
\n \n \n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Statutory auditor\u2019s remuneration (including expenses and excluding VAT) \n | \n \n | \n\n | \n
| \n - Audit of the individual and the Group financial statements \n | \n \n \n 2.2\n \n | \n \n 2.0 \n | \n
| \n - Other assurance services* \n | \n \n \n 0.4\n \n | \n \n 0.6 \n | \n
| \n - Other non-audit services** \n | \n \n \n 0.1\n \n | \n \n 0.2 \n | \n
* Other assurance services in 2025 & 2024 relate to interim financial statement review, CSRD Regulations and Country by Country Reporting.
\n \n \n \n \n \n \n \n** Other non-audit services in 2025 & 2024 include ID&V vendor assessment and Euro Note Programmes.
\n \n \n \n \n \n \n \n \n\n Staff costs\n
\n \n \n \n \n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Wages and salaries (including commission payable to sales staff) \n | \n \n \n 207\n \n | \n \n 205 \n | \n
| \n Social insurance \n | \n \n \n 23\n \n | \n \n 22 \n | \n
| \n Pension costs (payments to defined contribution pension schemes) \n | \n \n \n 21\n \n | \n \n 21 \n | \n
| \n \n Total staff costs\n \n | \n \n \n 251\n \n | \n \n 248 \n | \n
| \n Staff costs capitalised \n | \n \n \n (20)\n \n | \n \n (15) \n | \n
| \n \n Total staff costs included in the Income Statement\n \n | \n \n \n 231\n \n | \n \n 233 \n | \n
Staff redundancy for the year ended 31 December 2025 and 31 December 2024 are included as part of note 9 exceptional Items.
\n \n \n \n \n \n \n \n \n \nStaff costs of \u20ac20m (31 December 2024: \u20ac15m), have been capitalised to intangible assets (see note 24), as the cost incurred was directly related to developing software and it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Therefore, these costs are excluded from staff costs.
\n \n \n \n \n \n \n \n \n\n Staff numbers\n
\n \n \n \n \n \n \n \nClosing and average number of staff (including Executive Directors) employed during the year are as follows:
\n \n \n \n \n \n \n \n| \n | \n\n \n Closing staff numbers*\n \n | \n \n \n Average staff numbers\n \n | \n ||
| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n \n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Customer facing \n | \n \n \n 1,047\n \n | \n \n 1,198 \n | \n \n \n 1,112\n \n | \n \n 1,194 \n | \n
| \n Non-customer facing \n | \n \n \n 1,979\n \n | \n \n 2,161 \n | \n \n \n 2,111\n \n | \n \n 2,155 \n | \n
| \n Total number of staff \n | \n \n \n 3,026 \n \n | \n \n 3,359 \n | \n \n \n 3,223 \n \n | \n \n 3,349 \n | \n
* Closing staff numbers are calculated on a full time equivalent (FTE) basis.
\n \n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfGeneralAndAdministrativeExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfExpensesExplanatory0": { "value": "\n \n\n 7. Administrative, staff and other expenses (excluding exceptional items)\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Staff costs (as detailed below) \n | \n \n \n 231\n \n | \n \n 233 \n | \n
| \n Other general and administrative expenses \n | \n \n \n 184\n \n | \n \n 186 \n | \n
| \n \n Administrative, staff and other expenses (excluding exceptional items)\n \n | \n \n \n 415\n \n | \n \n 419 \n | \n
Administrative, staff and other expenses (excluding exceptional items) includes costs of \u20ac3.7m relating to legacy legal cases (2024: \u20ac3m).
\n \n \n \n \n\n Fees paid to the Group\u2019s auditors for services outlined below\n
\n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Statutory auditor\u2019s remuneration (including expenses and excluding VAT) \n | \n \n | \n\n | \n
| \n - Audit of the individual and the Group financial statements \n | \n \n \n 2.2\n \n | \n \n 2.0 \n | \n
| \n - Other assurance services* \n | \n \n \n 0.4\n \n | \n \n 0.6 \n | \n
| \n - Other non-audit services** \n | \n \n \n 0.1\n \n | \n \n 0.2 \n | \n
* Other assurance services in 2025 & 2024 relate to interim financial statement review, CSRD Regulations and Country by Country Reporting.
\n \n \n \n \n \n** Other non-audit services in 2025 & 2024 include ID&V vendor assessment and Euro Note Programmes.
\n \n \n \n \n \n \n\n Staff costs\n
\n \n \n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Wages and salaries (including commission payable to sales staff) \n | \n \n \n 207\n \n | \n \n 205 \n | \n
| \n Social insurance \n | \n \n \n 23\n \n | \n \n 22 \n | \n
| \n Pension costs (payments to defined contribution pension schemes) \n | \n \n \n 21\n \n | \n \n 21 \n | \n
| \n \n Total staff costs\n \n | \n \n \n 251\n \n | \n \n 248 \n | \n
| \n Staff costs capitalised \n | \n \n \n (20)\n \n | \n \n (15) \n | \n
| \n \n Total staff costs included in the Income Statement\n \n | \n \n \n 231\n \n | \n \n 233 \n | \n
Staff redundancy for the year ended 31 December 2025 and 31 December 2024 are included as part of note 9 exceptional Items.
\n \n \n \n \n \n \n \nStaff costs of \u20ac20m (31 December 2024: \u20ac15m), have been capitalised to intangible assets (see note 24), as the cost incurred was directly related to developing software and it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Therefore, these costs are excluded from staff costs.
\n \n \n \n \n \n \n\n Staff numbers\n
\n \n \n \n \n \nClosing and average number of staff (including Executive Directors) employed during the year are as follows:
\n \n \n \n \n \n| \n | \n\n \n Closing staff numbers*\n \n | \n \n \n Average staff numbers\n \n | \n ||
| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n \n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Customer facing \n | \n \n \n 1,047\n \n | \n \n 1,198 \n | \n \n \n 1,112\n \n | \n \n 1,194 \n | \n
| \n Non-customer facing \n | \n \n \n 1,979\n \n | \n \n 2,161 \n | \n \n \n 2,111\n \n | \n \n 2,155 \n | \n
| \n Total number of staff \n | \n \n \n 3,026 \n \n | \n \n 3,359 \n | \n \n \n 3,223 \n \n | \n \n 3,349 \n | \n
* Closing staff numbers are calculated on a full time equivalent (FTE) basis.
\n \n \n \n\n 9. Exceptional items\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Voluntary severance and other (a) \n | \n \n \n 42 \n \n | \n \n 2 \n | \n
| \n Impairment arising from deleveraging of loans (b) \n | \n \n \n - \n \n | \n \n (2) \n | \n
| \n \n Exceptional cost/(release)\n \n | \n \n \n 42 \n \n | \n \n - \n | \n
(a) Voluntary severance and other costs of \u20ac42m (31 December 2024: \u20ac2m) relate to costs incurred as part of the Group\u2019s voluntary severance scheme (\u20ac35m), additional costs arising in respect of a previous disposal of a business (\u20ac4m) and costs relating to the commencement of the Formal Sale Process (\u20ac3m).
\n \n(b) The definition of exceptional items was refined to exclude profit or loss on material loan deleveraging post 31 December 2021 (including any increase in impairment arising solely as a result of the sale of loans) due to the sale of loans becoming part of the Group\u2019s normal recovery strategy.
\n \nDuring 2025, warranty provisions and accruals of \u20acnil (31 December 2024: \u20ac2m) were released in relation to loan deleveraging transactions that the Group executed pre 31 December 2021.
\n \nThe Group considers these releases as exceptional as the warranties were previously recorded through exceptional impairment. This treatment is consistent with the treatment of losses on deleveraging of loans in prior years.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfExpensesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfExpensesByNatureExplanatory0": { "value": "\n\n 7. Administrative, staff and other expenses (excluding exceptional items)\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Staff costs (as detailed below) \n | \n \n \n 231\n \n | \n \n 233 \n | \n
| \n Other general and administrative expenses \n | \n \n \n 184\n \n | \n \n 186 \n | \n
| \n \n Administrative, staff and other expenses (excluding exceptional items)\n \n | \n \n \n 415\n \n | \n \n 419 \n | \n
Administrative, staff and other expenses (excluding exceptional items) includes costs of \u20ac3.7m relating to legacy legal cases (2024: \u20ac3m).
\n \n \n\n Fees paid to the Group\u2019s auditors for services outlined below\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Statutory auditor\u2019s remuneration (including expenses and excluding VAT) \n | \n \n | \n\n | \n
| \n - Audit of the individual and the Group financial statements \n | \n \n \n 2.2\n \n | \n \n 2.0 \n | \n
| \n - Other assurance services* \n | \n \n \n 0.4\n \n | \n \n 0.6 \n | \n
| \n - Other non-audit services** \n | \n \n \n 0.1\n \n | \n \n 0.2 \n | \n
* Other assurance services in 2025 & 2024 relate to interim financial statement review, CSRD Regulations and Country by Country Reporting.
\n \n \n \n** Other non-audit services in 2025 & 2024 include ID&V vendor assessment and Euro Note Programmes.
\n \n \n \n \n\n Staff costs\n
\n \n \n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Wages and salaries (including commission payable to sales staff) \n | \n \n \n 207\n \n | \n \n 205 \n | \n
| \n Social insurance \n | \n \n \n 23\n \n | \n \n 22 \n | \n
| \n Pension costs (payments to defined contribution pension schemes) \n | \n \n \n 21\n \n | \n \n 21 \n | \n
| \n \n Total staff costs\n \n | \n \n \n 251\n \n | \n \n 248 \n | \n
| \n Staff costs capitalised \n | \n \n \n (20)\n \n | \n \n (15) \n | \n
| \n \n Total staff costs included in the Income Statement\n \n | \n \n \n 231\n \n | \n \n 233 \n | \n
Staff redundancy for the year ended 31 December 2025 and 31 December 2024 are included as part of note 9 exceptional Items.
\n \n \n \n \n \nStaff costs of \u20ac20m (31 December 2024: \u20ac15m), have been capitalised to intangible assets (see note 24), as the cost incurred was directly related to developing software and it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Therefore, these costs are excluded from staff costs.
\n \n \n \n \n\n Staff numbers\n
\n \n \n \nClosing and average number of staff (including Executive Directors) employed during the year are as follows:
\n \n \n \n| \n | \n\n \n Closing staff numbers*\n \n | \n \n \n Average staff numbers\n \n | \n ||
| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n \n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Customer facing \n | \n \n \n 1,047\n \n | \n \n 1,198 \n | \n \n \n 1,112\n \n | \n \n 1,194 \n | \n
| \n Non-customer facing \n | \n \n \n 1,979\n \n | \n \n 2,161 \n | \n \n \n 2,111\n \n | \n \n 2,155 \n | \n
| \n Total number of staff \n | \n \n \n 3,026 \n \n | \n \n 3,359 \n | \n \n \n 3,223 \n \n | \n \n 3,349 \n | \n
* Closing staff numbers are calculated on a full time equivalent (FTE) basis.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfExpensesByNatureExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfAuditorsRemunerationExplanatory0": { "value": "\n\n Fees paid to the Group\u2019s auditors for services outlined below\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Statutory auditor\u2019s remuneration (including expenses and excluding VAT) \n | \n \n | \n\n | \n
| \n - Audit of the individual and the Group financial statements \n | \n \n \n 2.2\n \n | \n \n 2.0 \n | \n
| \n - Other assurance services* \n | \n \n \n 0.4\n \n | \n \n 0.6 \n | \n
| \n - Other non-audit services** \n | \n \n \n 0.1\n \n | \n \n 0.2 \n | \n
* Other assurance services in 2025 & 2024 relate to interim financial statement review, CSRD Regulations and Country by Country Reporting.
\n \n** Other non-audit services in 2025 & 2024 include ID&V vendor assessment and Euro Note Programmes.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfAuditorsRemunerationExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfEmployeeBenefitsExplanatory0": { "value": "\n \n\n Staff costs\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Wages and salaries (including commission payable to sales staff) \n | \n \n \n 207\n \n | \n \n 205 \n | \n
| \n Social insurance \n | \n \n \n 23\n \n | \n \n 22 \n | \n
| \n Pension costs (payments to defined contribution pension schemes) \n | \n \n \n 21\n \n | \n \n 21 \n | \n
| \n \n Total staff costs\n \n | \n \n \n 251\n \n | \n \n 248 \n | \n
| \n Staff costs capitalised \n | \n \n \n (20)\n \n | \n \n (15) \n | \n
| \n \n Total staff costs included in the Income Statement\n \n | \n \n \n 231\n \n | \n \n 233 \n | \n
Staff redundancy for the year ended 31 December 2025 and 31 December 2024 are included as part of note 9 exceptional Items.
\n \n \n \nStaff costs of \u20ac20m (31 December 2024: \u20ac15m), have been capitalised to intangible assets (see note 24), as the cost incurred was directly related to developing software and it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Therefore, these costs are excluded from staff costs.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfEmployeeBenefitsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfInformationAboutEmployeesExplanatory0": { "value": "\n\n Staff costs\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Wages and salaries (including commission payable to sales staff) \n | \n \n \n 207\n \n | \n \n 205 \n | \n
| \n Social insurance \n | \n \n \n 23\n \n | \n \n 22 \n | \n
| \n Pension costs (payments to defined contribution pension schemes) \n | \n \n \n 21\n \n | \n \n 21 \n | \n
| \n \n Total staff costs\n \n | \n \n \n 251\n \n | \n \n 248 \n | \n
| \n Staff costs capitalised \n | \n \n \n (20)\n \n | \n \n (15) \n | \n
| \n \n Total staff costs included in the Income Statement\n \n | \n \n \n 231\n \n | \n \n 233 \n | \n
Staff redundancy for the year ended 31 December 2025 and 31 December 2024 are included as part of note 9 exceptional Items.
\n \nStaff costs of \u20ac20m (31 December 2024: \u20ac15m), have been capitalised to intangible assets (see note 24), as the cost incurred was directly related to developing software and it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Therefore, these costs are excluded from staff costs.
\n \n\n Staff numbers\n
\n \nClosing and average number of staff (including Executive Directors) employed during the year are as follows:
\n \n| \n | \n\n \n Closing staff numbers*\n \n | \n \n \n Average staff numbers\n \n | \n ||
| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n \n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Customer facing \n | \n \n \n 1,047\n \n | \n \n 1,198 \n | \n \n \n 1,112\n \n | \n \n 1,194 \n | \n
| \n Non-customer facing \n | \n \n \n 1,979\n \n | \n \n 2,161 \n | \n \n \n 2,111\n \n | \n \n 2,155 \n | \n
| \n Total number of staff \n | \n \n \n 3,026 \n \n | \n \n 3,359 \n | \n \n \n 3,223 \n \n | \n \n 3,349 \n | \n
* Closing staff numbers are calculated on a full time equivalent (FTE) basis.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfInformationAboutEmployeesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfOtherOperatingExpenseExplanatory0": { "value": "\n\n 8. Bank levy and other regulatory charges\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Bank levy \n | \n \n \n 23\n \n | \n \n 23 \n | \n
| \n Other regulatory charges \n | \n \n \n 2\n \n | \n \n 10 \n | \n
| \n \n Bank levy and other regulatory charges\n \n | \n \n \n 25\n \n | \n \n 33 \n | \n
Other regulatory charges include \u20ac3m for the Central Bank Industry Funding Levy (CBI) (31 December 2024: \u20ac4m) and \u20ac2m related to other regulatory charges (31 December 2024: \u20ac2m), partially offset by the reversal of a \u20ac3m accrual relating to the Deposit Guarantee Scheme (DGS), which no longer applies as the scheme is now fully funded.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfOtherOperatingExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfDeferredTaxesExplanatory0": { "value": "\n \n\n 10. Taxation\n
\n \n \n \n\n (a) Analysis of taxation charge\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Current taxation\n \n | \n \n | \n\n | \n
| \n Charge for current year \n | \n \n \n 1\n \n | \n \n 1 \n | \n
| \n | \n\n \n 1\n \n | \n \n 1 \n | \n
| \n \n Deferred taxation\n \n | \n \n | \n\n | \n
| \n Origination and reversal of temporary differences \n | \n \n \n 13\n \n | \n \n (4) \n | \n
| \n \n Deferred taxation recognised in the income statement (note 25)\n \n | \n \n \n 13\n \n | \n \n (4) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Taxation charged to income statement\n \n | \n \n \n 14\n \n | \n \n (3) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Effective tax rate\n \n | \n \n \n 11%\n \n | \n \n (2%) \n | \n
The Group taxation for the year ended 31 December 2025 was \u20ac14m charge (31 December 2024: \u20ac3m credit). The current tax charge of \u20ac1m (31 December 2024: \u20ac1m) arises on trading income and certain non trading transactions, subject to the chargeable gains regime. Please refer to note 25 \u2018Deferred taxation\u2019 for details of the components of deferred taxation.
\n \n \n \n\n (b) Reconciliation of standard to effective tax rate\n
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Profit on the Group activities before tax\n \n | \n \n \n 128\n \n | \n \n 159 \n | \n
| \n | \n\n | \n\n | \n
| \n Tax calculated at standard ROI corporation tax rate of 12.5% (2024: 12.5%) \n | \n \n \n 16\n \n | \n \n 20 \n | \n
| \n Previously unrecognised tax losses \n | \n \n \n -\n \n | \n \n (16) \n | \n
| \n Adjustments of tax for prior periods \n | \n \n \n -\n \n | \n \n (6) \n | \n
| \n Other \n | \n \n \n (2)\n \n | \n \n (1) \n | \n
| \n \n Taxation charged to income statement\n \n | \n \n \n 14\n \n | \n \n (3) \n | \n
\n (c) Tax effects of each component of OCI\n
\n \n \n \n| \n | \n\n \n Year ended 31 December 2025\n \n | \n ||
| \n | \n\n \n Gross\n \n | \n \n \n Tax\n \n | \n \n \n Net\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Revaluation of property \n | \n \n \n (4)\n \n | \n \n \n 1\n \n | \n \n \n (3)\n \n | \n
| \n - Current tax on property disposal \n | \n \n \n (5)\n \n | \n \n \n 1\n \n | \n \n \n (4)\n \n | \n
| \n - Deferred tax on property disposal \n | \n \n \n 5\n \n | \n \n \n (1)\n \n | \n \n \n 4\n \n | \n
| \n Fair value reserve: \n | \n \n | \n\n | \n\n | \n
| \n - Change in fair value of equity instruments \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n - Current tax on equity instrument disposal \n | \n \n \n (8)\n \n | \n \n \n 2\n \n | \n \n \n (6)\n \n | \n
| \n - Deferred tax on equity instrument disposal \n | \n \n \n 8\n \n | \n \n \n (2)\n \n | \n \n \n 6\n \n | \n
| \n \n 31 December 2025\n \n | \n \n \n (4)\n \n | \n \n \n 1\n \n | \n \n \n (3)\n \n | \n
| \n | \n\n \n Year ended 31 December 2024\n \n | \n ||
| \n | \n\n \n Gross\n \n | \n \n \n Tax\n \n | \n \n \n Net\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Revaluation of property \n | \n \n (11) \n | \n \n 4 \n | \n \n (7) \n | \n
| \n - Current tax on property disposal \n | \n \n (1) \n | \n \n - \n | \n \n (1) \n | \n
| \n - Deferred tax on property disposal \n | \n \n 1 \n | \n \n - \n | \n \n 1 \n | \n
| \n Fair value reserve: \n | \n \n | \n\n | \n\n | \n
| \n - Change in fair value of equity instruments \n | \n \n 4 \n | \n \n (1) \n | \n \n 3 \n | \n
| \n - Current tax on equity instrument disposal \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n - Deferred tax on equity instrument disposal \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 31 December 2024 \n | \n \n (7) \n | \n \n 3 \n | \n \n (4) \n | \n
\n 25. Deferred taxation\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Deferred tax liabilities \n | \n \n \n (14)\n \n | \n \n (15) \n | \n
| \n Deferred tax assets \n | \n \n \n 318\n \n | \n \n 331 \n | \n
| \n \n Net deferred tax assets \n \n | \n \n \n 304\n \n | \n \n 316 \n | \n
Net deferred tax assets are attributable to the following:
\n \n| \n \n 2025\n \n | \n \n \n At 1 January\n \n | \n \n \n Recognised in income statement\n \n | \n \n \n Recognised in other comprehensive income\n \n | \n \n \n At 31 December\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Property and equipment (including right of use assets) \n | \n \n \n (13)\n \n | \n \n \n 1\n \n | \n \n \n (1)\n \n | \n \n \n (13)\n \n | \n
| \n Unrealised gains/(losses) on assets/liabilities \n | \n \n \n (2)\n \n | \n \n \n -\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n
| \n Losses carried forward, generated/(utilised) in the period \n | \n \n \n 323\n \n | \n \n \n (16)\n \n | \n \n \n -\n \n | \n \n \n 307\n \n | \n
| \n Other temporary differences \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n
| \n Other Liabilities (including lease liabilities) \n | \n \n \n 4\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n
| \n | \n\n \n 316\n \n | \n \n \n (13)\n \n | \n \n \n 1\n \n | \n \n \n 304\n \n | \n
| \n \n 2024\n \n | \n \n \n At 1 January\n \n | \n \n \n Recognised in income statement\n \n | \n \n \n Recognised in other comprehensive income\n \n | \n \n \n At 31 December\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Property and equipment (including right of use assets) \n | \n \n (17) \n | \n \n - \n | \n \n 4 \n | \n \n (13) \n | \n
| \n Unrealised gains/(losses) on assets/liabilities \n | \n \n (1) \n | \n \n - \n | \n \n (1) \n | \n \n (2) \n | \n
| \n Losses carried forward, movements comprised of \n | \n \n 323 \n | \n \n - \n | \n \n - \n | \n \n 323 \n | \n
| \n - Losses generated/(utilised) in the period \n | \n \n - \n | \n \n (16) \n | \n \n - \n | \n \n (16) \n | \n
| \n - Losses previously unrecognised tax losses \n | \n \n - \n | \n \n 16 \n | \n \n - \n | \n \n 16 \n | \n
| \n Other temporary differences \n | \n \n - \n | \n \n 4 \n | \n \n - \n | \n \n 4 \n | \n
| \n Other Liabilities (including lease liabilities) \n | \n \n 4 \n | \n \n - \n | \n \n - \n | \n \n 4 \n | \n
| \n | \n\n 309 \n | \n \n 4 \n | \n \n 3 \n | \n \n 316 \n | \n
The Group applied Deferred Tax related to Assets and Liabilities arising from a Single Transaction (Amendments to IAS 12) from 1 January 2023. Following the amendments, the Group has recognised a separate DTA in relation to its lease liabilities and a DTL in relation to its right-of-use assets.
\n \nIn line with the requirements of IAS 12 \u201cDeferred Tax Assets\u201d, Management and Directors formed the view that there should be sufficient future taxable profits within the PTSB legal entity against which PTSB tax losses carried forward can be used. Management and Directors have reviewed this position as at 31 December 2025 and remain of the view that it is appropriate to continue to recognise a DTA on the full quantum of tax losses carried forward in PTSB. This information is based on the following supporting evidence: (i) a review of the quantum of tax losses carried forward in PTSB in conjunction with forecasted profitability (the projections used having been approved by the Board of Directors). This review demonstrated that it is probable that there will be sufficient future taxable profits within PTSB against which the full quantum of tax losses carried forward can be utilised; (ii) the consideration of forecasting risks, including sensitivity analysis on the financial projections used (including an analysis of the effects of higher than expected impairment levels and lower than expected net interest margin). This analysis demonstrated, were certain adverse events to occur, that it would remain probable that there would be sufficient future taxable profits within PTSB against which the full quantum of tax losses carried forward could be utilised, albeit that the period of time over which such utilisation would occur would be extended; and (iii) the consideration of a number of other factors which may impact the utilisation of the tax losses including the macroeconomic environment, progress made on the Group\u2019s NPL strategy and the Group\u2019s financial position. These factors are set out in further details in note 2, Critical accounting estimates and judgements.
\n \nUnder current Irish tax legislation there is no time restriction on the utilisation of trading losses. Therefore, the tax losses carried forward in PTSB are available for utilisation against profits of the same trade in any future period. Also, the Directors are satisfied that taxable future profits should be available to recover the remaining DTA.
\n \nThe total unrecognised DTA on carried forward tax losses at 31 December 2025 amounted to \u20ac8m (31 December 2024: \u20ac20m).
\n \nIncluded in the overall DTA is a DTA of \u20acnil in relation to Permanent TSB Group Holdings plc (31 December 2024: \u20acnil).
\n \nIn accordance with IFRS these balances are recognised on an undiscounted basis.
\n \n\n Pillar 2 \u2013 minimum effective tax rate\n
\n \nIn 2021 the Economic Co-operation and Development (OECD) released the 15% minimum effective tax rate (\u201cPillar 2\u201d) Model Rules. Pillar 2 legislation has been enacted in Ireland, effective 1 January 2024. The Group has performed an assessment of the Group\u2019s potential exposure to Pillar 2 income taxes. Based on the assessment performed, the Group is in scope of the Pillar 2 legislation for the Group\u2019s financial year beginning 1 January 2025. The Group will continue to assess the application of Pillar 2 legislation for future reporting periods. The Group has applied the IAS 12 temporary exception to the accounting for deferred taxes arising from the implementation of the Pillar 2 rules.
\n \nFor year ended 31 December 2025, the Group has assessed its exposure to Pillar 2 top-up taxes and confirms that no current tax expense has been recognised in respect of Pillar 2 income taxes as a result of the application of the five year exclusion for large-scale domestic groups.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfDeferredTaxesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfIncomeTaxExplanatory0": { "value": "\n\n 10. Taxation\n
\n \n\n (a) Analysis of taxation charge\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Current taxation\n \n | \n \n | \n\n | \n
| \n Charge for current year \n | \n \n \n 1\n \n | \n \n 1 \n | \n
| \n | \n\n \n 1\n \n | \n \n 1 \n | \n
| \n \n Deferred taxation\n \n | \n \n | \n\n | \n
| \n Origination and reversal of temporary differences \n | \n \n \n 13\n \n | \n \n (4) \n | \n
| \n \n Deferred taxation recognised in the income statement (note 25)\n \n | \n \n \n 13\n \n | \n \n (4) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Taxation charged to income statement\n \n | \n \n \n 14\n \n | \n \n (3) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Effective tax rate\n \n | \n \n \n 11%\n \n | \n \n (2%) \n | \n
The Group taxation for the year ended 31 December 2025 was \u20ac14m charge (31 December 2024: \u20ac3m credit). The current tax charge of \u20ac1m (31 December 2024: \u20ac1m) arises on trading income and certain non trading transactions, subject to the chargeable gains regime. Please refer to note 25 \u2018Deferred taxation\u2019 for details of the components of deferred taxation.
\n \n\n (b) Reconciliation of standard to effective tax rate\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Profit on the Group activities before tax\n \n | \n \n \n 128\n \n | \n \n 159 \n | \n
| \n | \n\n | \n\n | \n
| \n Tax calculated at standard ROI corporation tax rate of 12.5% (2024: 12.5%) \n | \n \n \n 16\n \n | \n \n 20 \n | \n
| \n Previously unrecognised tax losses \n | \n \n \n -\n \n | \n \n (16) \n | \n
| \n Adjustments of tax for prior periods \n | \n \n \n -\n \n | \n \n (6) \n | \n
| \n Other \n | \n \n \n (2)\n \n | \n \n (1) \n | \n
| \n \n Taxation charged to income statement\n \n | \n \n \n 14\n \n | \n \n (3) \n | \n
\n (c) Tax effects of each component of OCI\n
\n \n| \n | \n\n \n Year ended 31 December 2025\n \n | \n ||
| \n | \n\n \n Gross\n \n | \n \n \n Tax\n \n | \n \n \n Net\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Revaluation of property \n | \n \n \n (4)\n \n | \n \n \n 1\n \n | \n \n \n (3)\n \n | \n
| \n - Current tax on property disposal \n | \n \n \n (5)\n \n | \n \n \n 1\n \n | \n \n \n (4)\n \n | \n
| \n - Deferred tax on property disposal \n | \n \n \n 5\n \n | \n \n \n (1)\n \n | \n \n \n 4\n \n | \n
| \n Fair value reserve: \n | \n \n | \n\n | \n\n | \n
| \n - Change in fair value of equity instruments \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n - Current tax on equity instrument disposal \n | \n \n \n (8)\n \n | \n \n \n 2\n \n | \n \n \n (6)\n \n | \n
| \n - Deferred tax on equity instrument disposal \n | \n \n \n 8\n \n | \n \n \n (2)\n \n | \n \n \n 6\n \n | \n
| \n \n 31 December 2025\n \n | \n \n \n (4)\n \n | \n \n \n 1\n \n | \n \n \n (3)\n \n | \n
| \n | \n\n \n Year ended 31 December 2024\n \n | \n ||
| \n | \n\n \n Gross\n \n | \n \n \n Tax\n \n | \n \n \n Net\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Revaluation of property \n | \n \n (11) \n | \n \n 4 \n | \n \n (7) \n | \n
| \n - Current tax on property disposal \n | \n \n (1) \n | \n \n - \n | \n \n (1) \n | \n
| \n - Deferred tax on property disposal \n | \n \n 1 \n | \n \n - \n | \n \n 1 \n | \n
| \n Fair value reserve: \n | \n \n | \n\n | \n\n | \n
| \n - Change in fair value of equity instruments \n | \n \n 4 \n | \n \n (1) \n | \n \n 3 \n | \n
| \n - Current tax on equity instrument disposal \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n - Deferred tax on equity instrument disposal \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n 31 December 2024 \n | \n \n (7) \n | \n \n 3 \n | \n \n (4) \n | \n
\n 11. Earnings per ordinary share\n
\n \n\n (a) Basic earnings per ordinary share\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Weighted average number of ordinary shares in issue and ranking for dividend excluding treasury shares \n | \n \n \n 544,991,596\n \n | \n \n 545,458,174 \n | \n
| \n | \n\n | \n\n | \n
| \n Profit for the year attributable to equity holders \n | \n \n \n \u20ac114m\n \n | \n \n \u20ac162m \n | \n
| \n Less AT1 coupon paid (see note 33) \n | \n \n \n (\u20ac43m)\n \n | \n \n (\u20ac43m) \n | \n
| \n Profit for the year attributable to equity holders less AT1 coupon paid \n | \n \n \n \u20ac71m\n \n | \n \n \u20ac119m \n | \n
| \n | \n\n | \n\n | \n
| \n \n Basic earnings per ordinary share (\u20ac cent) \n \n | \n \n \n 13.0\n \n | \n \n 21.7 \n | \n
\n (b) Diluted earnings per ordinary share\n
\n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Weighted average number of ordinary shares excluding treasury shares held under employee benefit trust used in the calculation of diluted earnings per share \n | \n \n \n 544,991,596\n \n | \n \n 545,458,174 \n | \n
| \n \n Diluted earnings per ordinary share (\u20ac cent)\n \n | \n \n \n 13.0 \n \n | \n \n 21.7 \n | \n
Diluted earnings per ordinary share is calculated by adjusting the weighted average number of ordinary shares outstanding to assume
\n \nconversion of all dilutive potential ordinary shares.
\n \nNo adjustment to the weighted average number of ordinary shares for the effects of dilutive potential ordinary shares was required for the year ended 31 December 2025 or 31 December 2024, as the AT1 securities issued in 2022 and 2020 have no conversion features within the securities.
\n \n\n Weighted average number of ordinary shares*\n
\n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n Number of ordinary shares in issue at 1 January (note 33) \n | \n \n \n 544,996,176\n \n | \n \n 545,589,119 \n | \n
| \n | \n\n | \n\n | \n
| \n Treasury shares held (note 33) \n | \n \n \n (4,580)\n \n | \n \n (4,580) \n | \n
| \n | \n\n | \n\n | \n
| \n Net movements during the year \n | \n \n | \n\n | \n
| \n Weighted average shares bought back** \n | \n \n \n -\n \n | \n \n (126,365) \n | \n
| \n Weighted average number of ordinary shares \n | \n \n \n 544,991,596\n \n | \n \n 545,458,174 \n | \n
* When calculating the earnings per share, the weighted average number of ordinary shares outstanding during the year and all years presented shall be adjusted for events other than the conversion of potential ordinary shares that have changed the number of ordinary shares without a corresponding change in reserves.
\n \n** On the 14 October 2024 the Group completed a share buyback of 592,943 ordinary shares. See note 33 for further details.
\n \nThere are no instruments with a potential to be converted to ordinary shares at 31 December 2025. The AT1 securities issued in 2022 and 2020 have no conversion features within the securities.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfEarningsPerShareExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfRestrictedCashAndCashEquivalentsExplanatory0": { "value": "\n \n \n\n 12. Cash and cash equivalents\n
\n \n \n \n \n \nFor the purpose of the SOCF, cash and cash equivalents comprise the following:
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n \n 75 \n \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n \n 25 \n \n | \n \n 23 \n | \n
| \n Loans and advances to banks repayable on demand (maturity of less than 3 months) (note 13) \n | \n \n \n 1,719 \n \n | \n \n 2,202 \n | \n
| \n \n Cash and cash equivalents as per SOCF\n \n | \n \n \n 1,819 \n \n | \n \n 2,297 \n | \n
At 31 December 2025, restricted cash of \u20ac158m (31 December 2024: \u20ac181m) (which is within Loans and advances to banks repayable on demand) consists of cash of \u20ac158m (31 December 2024: \u20ac180m) held by the Group\u2019s securitisation entities and \u20acnil (31 December 2024: \u20ac1m) which relates to cash collateral placed with counterparties in relation to derivative positions and repurchase agreements.
\n \n \n \n \n \nThe following contractual restrictions apply to our securitisation vehicles cash balances:
\n \n \n \n \n \n\n 12. Cash and cash equivalents\n
\n \n \n \nFor the purpose of the SOCF, cash and cash equivalents comprise the following:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n \n 75 \n \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n \n 25 \n \n | \n \n 23 \n | \n
| \n Loans and advances to banks repayable on demand (maturity of less than 3 months) (note 13) \n | \n \n \n 1,719 \n \n | \n \n 2,202 \n | \n
| \n \n Cash and cash equivalents as per SOCF\n \n | \n \n \n 1,819 \n \n | \n \n 2,297 \n | \n
At 31 December 2025, restricted cash of \u20ac158m (31 December 2024: \u20ac181m) (which is within Loans and advances to banks repayable on demand) consists of cash of \u20ac158m (31 December 2024: \u20ac180m) held by the Group\u2019s securitisation entities and \u20acnil (31 December 2024: \u20ac1m) which relates to cash collateral placed with counterparties in relation to derivative positions and repurchase agreements.
\n \n \n \nThe following contractual restrictions apply to our securitisation vehicles cash balances:
\n \n \n \n\n 12. Cash and cash equivalents\n
\n \nFor the purpose of the SOCF, cash and cash equivalents comprise the following:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n \n 75 \n \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n \n 25 \n \n | \n \n 23 \n | \n
| \n Loans and advances to banks repayable on demand (maturity of less than 3 months) (note 13) \n | \n \n \n 1,719 \n \n | \n \n 2,202 \n | \n
| \n \n Cash and cash equivalents as per SOCF\n \n | \n \n \n 1,819 \n \n | \n \n 2,297 \n | \n
At 31 December 2025, restricted cash of \u20ac158m (31 December 2024: \u20ac181m) (which is within Loans and advances to banks repayable on demand) consists of cash of \u20ac158m (31 December 2024: \u20ac180m) held by the Group\u2019s securitisation entities and \u20acnil (31 December 2024: \u20ac1m) which relates to cash collateral placed with counterparties in relation to derivative positions and repurchase agreements.
\n \nThe following contractual restrictions apply to our securitisation vehicles cash balances:
\n \n\n 13. Loans and advances to banks\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Held at amortised cost\n \n | \n \n | \n\n | \n
| \n Placed with central banks \n | \n \n \n 1,398 \n \n | \n \n 1,887 \n | \n
| \n Placed with other banks \n | \n \n \n 321 \n \n | \n \n 315 \n | \n
| \n \n Loans and advances to banks\n \n | \n \n \n 1,719 \n \n | \n \n 2,202 \n | \n
Placements with other banks includes restricted cash of \u20ac158m (31 December 2024: \u20ac181m) of which \u20ac158m (31 December 2024: \u20ac180m) is held by the Group\u2019s securitisation entities and \u20acnil (31 December 2024: \u20ac1m) which relates to cash collateral placed with counterparties in relation to derivative positions and repurchase agreements. The fair value of collateral pledged by counterparties in relation to reverse repurchase agreements at 31 December 2025 is \u20acnil (31 December 2024: \u20ac341m).
\n \n \n \nLoans and advances to banks amounting to \u20ac1,719m (31 December 2024: \u20ac2,202m) have a maturity of less than three months and therefore have been treated as cash and cash equivalents, with the exception of restricted cash as noted above.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfCashAndBankBalancesAtCentralBanksExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfLoansAndAdvancesToBanksExplanatory0": { "value": "\n\n 13. Loans and advances to banks\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Held at amortised cost\n \n | \n \n | \n\n | \n
| \n Placed with central banks \n | \n \n \n 1,398 \n \n | \n \n 1,887 \n | \n
| \n Placed with other banks \n | \n \n \n 321 \n \n | \n \n 315 \n | \n
| \n \n Loans and advances to banks\n \n | \n \n \n 1,719 \n \n | \n \n 2,202 \n | \n
Placements with other banks includes restricted cash of \u20ac158m (31 December 2024: \u20ac181m) of which \u20ac158m (31 December 2024: \u20ac180m) is held by the Group\u2019s securitisation entities and \u20acnil (31 December 2024: \u20ac1m) which relates to cash collateral placed with counterparties in relation to derivative positions and repurchase agreements. The fair value of collateral pledged by counterparties in relation to reverse repurchase agreements at 31 December 2025 is \u20acnil (31 December 2024: \u20ac341m).
\n \nLoans and advances to banks amounting to \u20ac1,719m (31 December 2024: \u20ac2,202m) have a maturity of less than three months and therefore have been treated as cash and cash equivalents, with the exception of restricted cash as noted above.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfLoansAndAdvancesToBanksExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfDerivativeFinancialInstrumentsExplanatory0": { "value": "\n\n 14. Derivative financial instruments\n
\n \nDerivative instruments are used by the Group, for Risk Management purposes, to hedge against interest rate risk and foreign currency risk.
\n \nCertain derivative instruments, while being economic hedges, do not fulfil the hedge accounting criteria under IFRS 9 and are consequently classified as HFT. All derivatives are carried at fair value.
\n \nThe derivative instruments used by the Group include:
\n \nFurther details on the Group\u2019s Risk Management policies in connection with Derivatives and the policy surrounding Hedge Accounting are set out in section 3.3 of the Risk Management Report.
\n \nThe notional amounts and fair values of derivative instruments held by the Group are set out in the table below:
\n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n | \n\n \n Contract/\n \n\n notional amount\n \n | \n \n \n Fair \n \n\n value \n \n\n asset\n \n | \n \n \n Fair \n \n\n value \n \n\n liability\n \n | \n \n \n Contract/ notional amount\n \n | \n \n \n Fair \n \n\n value \n \n\n asset\n \n | \n \n \n Fair \n \n\n value \n \n\n liability\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Derivatives held for hedging\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest rate swaps \n | \n \n \n 1,011\n \n | \n \n \n 21\n \n | \n \n \n (4)\n \n | \n \n 1,900 \n | \n \n 59 \n | \n \n - \n | \n
| \n | \n\n \n 1,011\n \n | \n \n \n 21\n \n | \n \n \n (4)\n \n | \n \n 1,900 \n | \n \n 59 \n | \n \n - \n | \n
| \n \n Derivatives held for trading\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Currency Forwards \n | \n \n \n 49\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 51 \n | \n \n - \n | \n \n - \n | \n
| \n Interest rate swaps \n | \n \n \n 199\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n | \n\n \n 248\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n 51 \n | \n \n - \n | \n \n - \n | \n
| \n \n Derivative financial instruments as per the SOFP\n \n | \n \n \n 1,259\n \n | \n \n \n 24\n \n | \n \n \n (4)\n \n | \n \n 1,951 \n | \n \n 59 \n | \n \n - \n | \n
\n Fair value hedges on interest rate risk\n
\n \nThe Group uses fair value hedge accounting for hedge relationships to protect against changes in the fair value of financial assets and financial liabilities due to movements in interest rates. The Group uses interest rate swaps to hedge interest rate risk. The financial instruments that are currently hedged for interest rate risk are fixed rate debt securities in issue, subordinated liabilities, fixed rate retail mortgages and fixed rate retail deposits. During 2025 fixed rate retail mortgages and fixed rate retail deposits were added to the Group hedging strategy. All hedging instruments are included within derivative financial instruments on the balance sheet and hedged ineffectiveness is included within net trading income in the income statement (31 December 2025 \u20acnil, 31 December 2024 \u20acnil).
\n \nDuring 2025, interest rate swaps designated as hedging instruments for \u20ac1,000m of Debt Securities in Issue were terminated. In accordance with IFRS 9, hedge accounting was discontinued from the termination date, as the hedging instruments ceased to exist. On the termination date, the cumulative fair value hedge adjustment attributable to the hedged debt security was calculated and incorporated into the bond\u2019s amortisation schedule. This adjustment has been reflected in the EIR and will be amortised to the income statement over the remaining contractual life of the debt security.
\n \nIn September 2025 c. 80% (\u20ac200m) of the \u20ac250m Tier 2 instrument was repurchased. The hedge adjustment on the repurchase date was calculated and included in the carrying value used for the calculation of the gain on repurchase recognised in net other operating income/expense. The hedge adjustment was not retained on the balance sheet and amortised as the portion of the T2 instrument that it related to was derecognised from the balance sheet. The swap remains in place and the hedging portion of the swap will be rebalanced going forward. The portion relating to the repurchased bond will be recognised as a trading position with gains/losses and net interest income/expense recognised in net trading income/expense.
\n \nThe Group held the following interest rate swaps as hedging instruments in fair value hedges of interest rate risk at 31 December 2025 and 31 December 2024.
\n \n\n Fair value hedges - interest rate swaps\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Less than 1 month\n \n | \n \n \n 1 to 3 months\n \n | \n \n \n 3 months to 1 year\n \n | \n \n \n 1 to 5 years\n \n | \n \n \n 5 years +\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities:\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Hedges of debt securities in issue*\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 650\n \n | \n \n \n -\n \n | \n
| \n Average interest rate (%) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3.17%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Hedges of subordinated debt*\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n \n 300\n \n | \n \n \n -\n \n | \n
| \n Average interest rate (%) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 3.48%\n \n | \n \n \n 2.27%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Hedges of retail deposits**\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n
| \n Average interest rate (%) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1.82%\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Hedges of retail mortgages***\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n
| \n Average interest rate (%) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1.84%\n \n | \n \n \n -\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Less than 1 month\n \n | \n \n \n 1 to 3 months\n \n | \n \n \n 3 months to 1 year\n \n | \n \n \n 1 to 5 years\n \n | \n \n \n 5 years +\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Liabilities: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Hedges of debt securities in issue* \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 1,650 \n | \n \n - \n | \n
| \n Average interest rate (%) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 2.85% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Hedges of subordinated debt* \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 250 \n | \n \n - \n | \n
| \n Average interest rate (%) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 3.48% \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Hedges of retail deposits** \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Average interest rate (%) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Hedges of retail mortgages*** \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Nominal principal amount (\u20acm) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Average interest rate (%) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
* The fixed rate on the interest rate swaps detailed above are swapped out for variable 3 month Euribor. The swaps pay 3 month EURIBOR on a quarterly basis and receive fixed on annual basis.
\n \n** The fixed rate on the interest rate swaps detailed above are swapped out for variable 1 month Euribor. The swaps pay 1 month EURIBOR on a monthly basis and receive fixed on annual basis.
\n \n*** The fixed rate on the interest rate swaps detailed above are swapped out for variable 1 month Euribor. The swaps receive 1 month EURIBOR on a monthly basis and pay fixed on annual basis.
\n \nThe tables below set out the amounts relating to items designated as (a) hedging instruments and (b) hedged items in fair value hedges of interest rate risk, together with the related hedge ineffectiveness at 31 December 2025 and December 2024.
\n \n\n (a) Hedging Instruments\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Nominal\n \n | \n \n \n Assets\n \n | \n \n \n Liabilities\n \n | \n \n \n Line item in SOFP where the hedging instrument is included\n \n | \n \n \n Change in fair value used for calculating hedge ineffectiveness for the year\n \n | \n \n \n Hedge ineffectiveness recognised in the income statement\n \n | \n \n \n Line item in the income statement that included hedge ineffectiveness\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest rate swaps hedging: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Debt securities in issue \n | \n \n \n 650\n \n | \n \n \n 20\n \n | \n \n \n -\n \n | \n \n \n Derivative assets\n \n | \n \n \n (24)\n \n | \n \n \n -\n \n | \n \n \n Net trading income\n \n | \n
| \n Subordinated debt \n | \n \n \n 351\n \n | \n \n \n 1\n \n | \n \n \n (4)\n \n | \n \n \n Derivative Assets / Derivative Liabilities\n \n | \n \n \n (7)\n \n | \n \n \n -\n \n | \n \n \n Net trading income\n \n | \n
| \n Retail mortgages \n | \n \n \n 5\n \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n Derivative Assets\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n Net trading income\n \n | \n
| \n Retail deposits \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n (5)\n \n | \n \n \n Derivative Liabilities\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n Net trading income\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Nominal\n \n | \n \n \n Assets\n \n | \n \n \n Liabilities\n \n | \n \n \n Line item in SOFP where the hedging instrument is included\n \n | \n \n \n Change in fair value used for calculating hedge ineffectiveness for the year\n \n | \n \n \n Hedge ineffectiveness recognised in the income statement\n \n | \n \n \n Line item in the income statement that included hedge ineffectiveness\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest rate swaps hedging: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Debt securities in issue \n | \n \n 1,650 \n | \n \n 53 \n | \n \n - \n | \n \n Derivative assets \n | \n \n 19 \n | \n \n - \n | \n \n Net trading income \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Subordinated debt \n | \n \n 250 \n | \n \n 6 \n | \n \n - \n | \n \n Derivative assets \n | \n \n - \n | \n \n - \n | \n \n Net trading income \n | \n
\n (b) Hedged Items\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Carrying amount of hedged items recognised in the SOFP\n \n | \n \n \n Accumulated amount of fair value hedge adjustments on the hedged items included in the carrying amount of the hedged item\n \n | \n \n \n Line item in the SOFP where hedged item is included\n \n | \n \n \n Change in fair value of hedged items used for calculating hedge ineffectiveness for the year\n \n | \n \n \n Accumulated amount of fair value hedge adjustments remaining in the SOFP for any hedged items that have ceased to be adjusted for hedging\n \n | \n ||
| \n | \n\n \n Assets\n \n | \n \n \n Liabilities\n \n | \n \n \n Assets\n \n | \n \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Debt securities in issue \n | \n \n \n -\n \n | \n \n \n (686)\n \n | \n \n \n -\n \n | \n \n \n (9)\n \n | \n \n \n Debt securities in issue\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n
| \n Subordinated debt \n | \n \n - \n | \n \n \n (347)\n \n | \n \n \n 2\n \n | \n \n - \n | \n \n \n Subordinated liabilities\n \n | \n \n \n 7\n \n | \n \n \n -\n \n | \n
| \n Retail mortgages \n | \n \n \n 5\n \n | \n \n - \n | \n \n \n -\n \n | \n \n - \n | \n \n \n Loans and advances to Customers\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Retail deposits \n | \n \n - \n | \n \n \n (5)\n \n | \n \n - \n | \n \n \n -\n \n | \n \n \n Customer Accounts\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Carrying amount of hedged items recognised in the SOFP\n \n | \n \n \n Accumulated amount of fair value hedge adjustments on the hedged items included in the carrying amount of the hedged item\n \n | \n \n \n Line item in the SOFP where hedged item is included\n \n | \n \n \n Change in fair value of hedged items used for calculating hedge ineffectiveness for the year\n \n | \n \n \n Accumulated amount of fair value hedge adjustments remaining in the SOFP for any hedged items that have ceased to be adjusted for hedging\n \n | \n ||
| \n | \n\n \n Assets\n \n | \n \n \n Liabilities\n \n | \n \n \n Assets\n \n | \n \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Debt securities in issue \n | \n \n - \n | \n \n (1,731) \n | \n \n - \n | \n \n (33) \n | \n \n Debt securities in issue \n | \n \n (19) \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Subordinated debt \n | \n \n - \n | \n \n (257) \n | \n \n - \n | \n \n (5) \n | \n \n Subordinated liabilities \n | \n \n - \n | \n \n - \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n | \n\n \n Contract/\n \n\n notional amount\n \n | \n \n \n Fair \n \n\n value \n \n\n asset\n \n | \n \n \n Fair \n \n\n value \n \n\n liability\n \n | \n \n \n Contract/ notional amount\n \n | \n \n \n Fair \n \n\n value \n \n\n asset\n \n | \n \n \n Fair \n \n\n value \n \n\n liability\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Derivatives held for hedging\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Interest rate swaps \n | \n \n \n 1,011\n \n | \n \n \n 21\n \n | \n \n \n (4)\n \n | \n \n 1,900 \n | \n \n 59 \n | \n \n - \n | \n
| \n | \n\n \n 1,011\n \n | \n \n \n 21\n \n | \n \n \n (4)\n \n | \n \n 1,900 \n | \n \n 59 \n | \n \n - \n | \n
| \n \n Derivatives held for trading\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Currency Forwards \n | \n \n \n 49\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 51 \n | \n \n - \n | \n \n - \n | \n
| \n Interest rate swaps \n | \n \n \n 199\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n | \n\n \n 248\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n 51 \n | \n \n - \n | \n \n - \n | \n
| \n \n Derivative financial instruments as per the SOFP\n \n | \n \n \n 1,259\n \n | \n \n \n 24\n \n | \n \n \n (4)\n \n | \n \n 1,951 \n | \n \n 59 \n | \n \n - \n | \n
\n 15. Other assets\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Loan sale receivable \n | \n \n \n 44 \n \n | \n \n - \n | \n
| \n Other \n | \n \n \n 7 \n \n | \n \n 7 \n | \n
| \n | \n\n \n 51 \n \n | \n \n 7 \n | \n
Other assets include \u20ac7m relating to the Group\u2019s Interest First deposit product at 31 December 2025 (31 December 2024: \u20ac6m). Loan sale receivable at 31 December 2025 relates to the amount due from the purchaser of a predominately NPL portfolio (\u201cGlas 3.1\u201d), which was received in January 2026. In August 2025, the Group agreed the sale of the Glas 3.1 portfolio. The portfolio gross balance on the SOFP was \u20ac73m with a net book value of \u20ac47m. In line with IFRS 9, the assets have been derecognised from the SOFP at the date when all economic risk and rewards passed to the purchaser and a receivable of \u20ac44m has been recorded for the outstanding cash consideration. As a result of the transaction, a \u20ac6m loss was recorded through the 2025 Income Statement in Credit Impairment, Loans and advances to customers as required under IFRS 9. The proceeds from the sale were received on January 30th 2026.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfOtherAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfNoncurrentAssetsHeldForSaleAndDiscontinuedOperationsExplanatory0": { "value": "\n \n\n 16. Assets classified as held for sale\n
\n \n \n \nAt 31 December 2025, assets classified as held for sale of \u20ac5m (2024: \u20ac12m) comprise of:
\n \n \n \n\n 16. Assets classified as held for sale\n
\n \nAt 31 December 2025, assets classified as held for sale of \u20ac5m (2024: \u20ac12m) comprise of:
\n \n\n 18. Equity securities\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n As at 1 January \n | \n \n \n 9\n \n | \n \n 5 \n | \n
| \n Revaluation \n | \n \n \n -\n \n | \n \n 4 \n | \n
| \n Disposal \n | \n \n \n (8)\n \n | \n \n - \n | \n
| \n \n Total equity securities\n \n | \n \n \n 1\n \n | \n \n 9 \n | \n
The carrying value of equity securities can be analysed as follows:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Unlisted \n | \n \n \n 1\n \n | \n \n 9 \n | \n
| \n \n Gross equity securities\n \n | \n \n \n 1\n \n | \n \n 9 \n | \n
The Group holds Series B preferred stock in Visa Inc. at 31 December 2025 with a value of \u20ac1m (31 December 2024: \u20ac9m). These were fair valued at Series A \u20acnil and Series B \u20ac1m at 31 December 2025 (31 December 2024: \u20ac7m and \u20ac2m) and are recognised in the SOFP at FVOCI.
\n \nDuring 2025, the Group disposed of its holding of Visa Series A shares for \u20ac8m. This holding comprised Series A preferred stock valued at \u20ac1m issued by Visa Inc. in 2025 upon the conversion of Series B preferred stock, together with additional Series A preferred stock valued at \u20ac7m that was issued in 2024 following a similar conversion.
\n \nThe fair value of the preferred stock Series A is classified as Level 1 and the fair value of the preferred stock Series B is classified as Level 3, as the valuation of these preferred stock includes inputs that are based on unobservable data (refer to note 35 for details).
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFinancialAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfPrepaymentsAndOtherAssetsExplanatory0": { "value": "\n\n 19. Prepayments and contract assets\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Visa prepayments \n | \n \n \n 126 \n \n | \n \n 30 \n | \n
| \n Other prepayments \n | \n \n \n 42 \n \n | \n \n 33 \n | \n
| \n | \n\n \n 168 \n \n | \n \n 63 \n | \n
\n 20. Loans and advances to customers\n
\n \nLoans and advances by category are set out below:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Residential mortgages\n \n | \n \n | \n\n | \n
| \n - Held through special purpose entities \n | \n \n \n 4,404 \n \n | \n \n 5,342 \n | \n
| \n - Held directly \n | \n \n \n 16,221 \n \n | \n \n 14,661 \n | \n
| \n \n Total residential mortgages\n \n | \n \n \n 20,625 \n \n | \n \n 20,003 \n | \n
| \n \n Commercial*\n \n | \n \n \n 557 \n \n | \n \n 493 \n | \n
| \n \n Consumer finance\n \n | \n \n \n 607 \n \n | \n \n 553 \n | \n
| \n \n Finance leases and hire purchase receivables\n \n | \n \n \n 472 \n \n | \n \n 466 \n | \n
| \n \n Gross Loans and advances to customers\n \n | \n \n \n 22,261 \n \n | \n \n 21,515 \n | \n
| \n Less: provision for impairment (note 21) \n | \n \n \n (320)\n \n | \n \n (392) \n | \n
| \n Deferred fees, discounts and business combination related fair value adjustments \n | \n \n \n 308 \n \n | \n \n 300 \n | \n
| \n \n Net Loans and advances to customers\n \n | \n \n \n 22,249 \n \n | \n \n 21,423 \n | \n
* The Group\u2019s SME mortgage lending is captured within the Commercial line above.
\n \nLoans and advances can be analysed into tracker, fixed and variable rate loans as follows:
\n \n| \n | \n\n \n Gross Loans and advances to customers\n \n | \n \n \n Net Loans and advances to customers\n \n | \n ||
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Tracker rate \n | \n \n \n 2,312 \n \n | \n \n 2,692 \n | \n \n \n 2,219 \n \n | \n \n 2,563 \n | \n
| \n Variable rate \n | \n \n \n 4,307 \n \n | \n \n 4,669 \n | \n \n \n 4,156 \n \n | \n \n 4,525 \n | \n
| \n Fixed rate \n | \n \n \n 15,642 \n \n | \n \n 14,154 \n | \n \n \n 15,566 \n \n | \n \n 14,035 \n | \n
| \n \n Gross Loans and advances to customers\n \n | \n \n \n 22,261 \n \n | \n \n 21,515 \n | \n \n \n 21,941 \n \n | \n \n 21,123 \n | \n
| \n Deferred fees, discounts and business combination related fair value adjustments \n | \n \n \n 308 \n \n | \n \n 300 \n | \n \n \n 308 \n \n | \n \n 300 \n | \n
| \n \n Gross Loans and advances to customers and deferred fees\n \n | \n \n \n 22,569 \n \n | \n \n 21,815 \n | \n \n \n 22,249 \n \n | \n \n 21,423 \n | \n
The Group has established a number of securitisation entities. This involved transferring the Group\u2019s interest in pools of residential mortgages to a number of special purpose entities which issued mortgage-backed floating-rate notes to fund the purchase of the interest in the mortgage pools. The notes are secured by a first fixed charge over the residential mortgages in each pool and may be sold to investors or held by the Group and used as collateral for borrowings.
\n \nDetails of the residential mortgage pools sold to special purpose entities and the notes issued by the special purpose entities are included below:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Residential mortgages held through special purpose entities \n | \n \n \n 4,404\n \n | \n \n 5,342 \n | \n
| \n Notes issued by special purpose entities \n | \n \n | \n\n | \n
| \n - rated \n | \n \n \n 4,221\n \n | \n \n 5,164 \n | \n
| \n - unrated \n | \n \n \n 262\n \n | \n \n 262 \n | \n
The notes issued by these special purpose entities comprise the following:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Rated notes, available for collateral* \n | \n \n \n 3,322\n \n | \n \n 4,265 \n | \n
| \n Rated notes, unavailable for collateral \n | \n \n \n 899\n \n | \n \n 899 \n | \n
| \n Unrated notes \n | \n \n \n 262\n \n | \n \n 262 \n | \n
| \n | \n\n \n 4,483\n \n | \n \n 5,426 \n | \n
* The eligibility of available collateral will depend on the criteria of the counterparty.
\n \nLoans and advances balance movement for the year ended 31 December 2025 and the year ended 31 December 2024 is set out in the following tables:
\n \n| \n | \n\n \n Non-credit impaired\n \n | \n \n \n Credit impaired\n \n | \n \n \n Total\n \n | \n ||
| \n | \n\n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n POCI\n \n | \n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Balance as at 1 January 2025\n \n | \n \n \n 19,100\n \n | \n \n \n 2,033\n \n | \n \n \n 382\n \n | \n \n \n -\n \n | \n \n \n 21,515\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n New assets originated* \n | \n \n \n 3,015\n \n | \n \n \n 208\n \n | \n \n \n 2\n \n | \n \n \n -\n \n | \n \n \n 3,225\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Stage transfers:\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Transfers from Stage 1 to Stage 2 \n | \n \n \n (1,460)\n \n | \n \n \n 1,460\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Transfers to Stage 3 \n | \n \n \n (25)\n \n | \n \n \n (77)\n \n | \n \n \n 102\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Transfers from Stage 2 to Stage 1 \n | \n \n \n 682\n \n | \n \n \n (682)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Transfers from Stage 3 \n | \n \n \n 5\n \n | \n \n \n 46\n \n | \n \n \n (51)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n Net movement arising from transfer of Stage\n \n | \n \n \n (798)\n \n | \n \n \n 747\n \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n \n (2,020)\n \n | \n \n \n (330)\n \n | \n \n \n (42)\n \n | \n \n \n -\n \n | \n \n \n (2,392)\n \n | \n
| \n Decrease due to write offs \n | \n \n \n (1)\n \n | \n \n \n (1)\n \n | \n \n \n (11)\n \n | \n \n \n -\n \n | \n \n \n (13)\n \n | \n
| \n Disposals \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (74)\n \n | \n \n \n -\n \n | \n \n \n (74)\n \n | \n
| \n \n Balance as at 31 December 2025\n \n | \n \n \n 19,296\n \n | \n \n \n 2,657\n \n | \n \n \n 308\n \n | \n \n \n -\n \n | \n \n \n 22,261\n \n | \n
* Loan originations are net of repayments in the year and are shown in the year end stage.
\n \n| \n | \n\n \n Non-credit impaired\n \n | \n \n \n Credit impaired\n \n | \n \n \n Total\n \n | \n ||
| \n | \n\n \n Stage 1\n \n | \n \n \n Stage 2\n \n | \n \n \n Stage 3\n \n | \n \n \n POCI\n \n | \n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Balance as at 1 January 2024 \n | \n \n 19,057 \n | \n \n 1,913 \n | \n \n 718 \n | \n \n - \n | \n \n 21,688 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n New assets originated* \n | \n \n 2,228 \n | \n \n 212 \n | \n \n 2 \n | \n \n - \n | \n \n 2,442 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Stage Transfers: \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Transfers from Stage 1 to Stage 2 \n | \n \n (711) \n | \n \n 711 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Transfers to Stage 3 \n | \n \n (36) \n | \n \n (96) \n | \n \n 132 \n | \n \n - \n | \n \n - \n | \n
| \n Transfers from Stage 2 to Stage 1 \n | \n \n 465 \n | \n \n (465) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Transfers from Stage 3 \n | \n \n 4 \n | \n \n 57 \n | \n \n (61) \n | \n \n - \n | \n \n - \n | \n
| \n Net movement arising from transfer of Stage \n | \n \n (278) \n | \n \n 207 \n | \n \n 71 \n | \n \n - \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Redemptions and repayments \n | \n \n (1,906) \n | \n \n (297) \n | \n \n (49) \n | \n \n - \n | \n \n (2,252) \n | \n
| \n Decrease due to write offs \n | \n \n (1) \n | \n \n (2) \n | \n \n (19) \n | \n \n - \n | \n \n (22) \n | \n
| \n Disposals \n | \n \n - \n | \n \n - \n | \n \n (341) \n | \n \n - \n | \n \n (341) \n | \n
| \n Balance as at 31 December 2024 \n | \n \n 19,100 \n | \n \n 2,033 \n | \n \n 382 \n | \n \n - \n | \n \n 21,515 \n | \n
* Loan originations are net of repayments in the year and are shown in the year end stage.
\n \n\n Amounts receivable under finance leases and hire purchase receivables\n
\n \nThe following balances principally comprise of leasing arrangements and hire purchase agreements of vehicles, plant, machinery and equipment:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Gross receivables\n \n | \n \n | \n\n | \n
| \n Not later than 1 year \n | \n \n \n 189\n \n | \n \n 184 \n | \n
| \n Later than 1 year and not later than 2 years \n | \n \n \n 143\n \n | \n \n 146 \n | \n
| \n Later than 2 years and not later than 3 years \n | \n \n \n 102\n \n | \n \n 99 \n | \n
| \n Later than 3 years and not later than 4 years \n | \n \n \n 61\n \n | \n \n 60 \n | \n
| \n Later than 4 years and not later than 5 years \n | \n \n \n 25\n \n | \n \n 26 \n | \n
| \n Later than 5 years \n | \n \n \n 7\n \n | \n \n 7 \n | \n
| \n \n Total\n \n | \n \n \n 527\n \n | \n \n 522 \n | \n
| \n Unearned future finance income \n | \n \n \n (55)\n \n | \n \n (56) \n | \n
| \n Deferred costs incurred on origination \n | \n \n \n 6\n \n | \n \n 6 \n | \n
| \n \n Present value of minimum payments\n \n | \n \n \n 478\n \n | \n \n 472 \n | \n
| \n ECL allowance for uncollectible minimum payments receivable \n | \n \n \n (19)\n \n | \n \n (19) \n | \n
\n 22. Interest in associated undertakings\n
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Vianova DAC (previously named Clearpay DAC) \n | \n \n \n 2 \n \n | \n \n 1 \n | \n
| \n First Home Scheme Ireland \n | \n \n \n 30 \n \n | \n \n 20 \n | \n
| \n | \n\n \n 32 \n \n | \n \n 21 \n | \n
The Group owns a non-controlling interest in Vianova DAC (previously named Clearpay DAC) (33%) as at 31 December 2025. This investment is accounted for under the equity method in the consolidated financial statements and has a carrying value of \u20ac2m at 31 December 2025 (31 December 2024: \u20ac1m). This investment will be increased or decreased by the Group\u2019s share of the profit or loss which will be assessed annually.
\n \n \n \n \n \nIn 2024, the Group ceased recognising its investment in Synch Payments DAC as it was liquidated on 26 February 2024.
\n \n \n \n \n \nOn 1 July 2022, the Group invested in First Home Scheme Ireland DAC along with the Irish Government, AIB and Bank of Ireland. First Home Scheme Ireland DAC is incorporated and operates in the Republic of Ireland providing equity support to future homeowners by taking a beneficial interest in residential dwellings which enables customers to purchase these residential dwellings. The participants fund these purchases, as well as costs, through a loan facility. The Group owns a non-controlling interest of 25% as 31 December 2025. This investment in associate is accounted for under the equity method in the consolidated financial statements and was initially recognised at cost (\u20ac11m) being the Group\u2019s agreed 13.5% contribution rate. During 2025, the investment was increased by \u20ac10m (31 December 2024: \u20ac4m).
\n \n \n \n \n \nThe Group has presented summarised financial information of the First Home Scheme Ireland DAC in line with IFRS 12 below, as well as a reconciliation of the summarised financial information to the carrying value above.
\n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Summarised Statement of financial position\n \n | \n \n | \n\n | \n
| \n Current assets \n | \n \n \n 60 \n \n | \n \n 41 \n | \n
| \n Cash and cash equivalents \n | \n \n \n 60 \n \n | \n \n 41 \n | \n
| \n Non-current assets \n | \n \n \n 365 \n \n | \n \n 226 \n | \n
| \n Current liabilities \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Non-current liabilities \n | \n \n \n (425)\n \n | \n \n (266) \n | \n
| \n Non-current financial liabilities \n | \n \n \n (425)\n \n | \n \n (266) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Summarised Income statement\n \n | \n \n | \n\n | \n
| \n Other operating income* \n | \n \n \n 18 \n \n | \n \n 13 \n | \n
| \n Operating expenses \n | \n \n \n (7)\n \n | \n \n (7) \n | \n
| \n Finance expense \n | \n \n \n (11)\n \n | \n \n (6) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Reconciliation of summarised financial information to carrying value\n \n | \n \n | \n\n | \n
| \n 1 January \n | \n \n \n 20 \n \n | \n \n 15 \n | \n
| \n Share of loan facility** \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
| \n Drawdowns of loan facility*** \n | \n \n \n 9 \n \n | \n \n 3 \n | \n
| \n 31 December \n | \n \n \n 30 \n \n | \n \n 20 \n | \n
* Other operating income is a revenue equivalent for this associate.
\n \n \n \n \n \n** The Group\u2019s share of the loan facility represents the Group\u2019s share of the interest accrued on the loan facility and the Group\u2019s share of the fair value movement of the scheme.
\n \n \n \n \n \n*** The total drawdowns on the loan facility are disclosed in the notes to the First Home Scheme Ireland DAC financial statements. The amount above represents the Group\u2019s contributions.
\n \n \n \n \n \nIn presenting details of the associates of the Group, the exemption permitted by Section 316 of the Companies Act 2014 has been availed of and the Group will annex a full listing of associates to its annual return to the Companies Registration Office.
\n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfInvestmentsAccountedForUsingEquityMethodExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfNoncontrollingInterestsExplanatory0": { "value": "\n \n\n 22. Interest in associated undertakings\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Vianova DAC (previously named Clearpay DAC) \n | \n \n \n 2 \n \n | \n \n 1 \n | \n
| \n First Home Scheme Ireland \n | \n \n \n 30 \n \n | \n \n 20 \n | \n
| \n | \n\n \n 32 \n \n | \n \n 21 \n | \n
The Group owns a non-controlling interest in Vianova DAC (previously named Clearpay DAC) (33%) as at 31 December 2025. This investment is accounted for under the equity method in the consolidated financial statements and has a carrying value of \u20ac2m at 31 December 2025 (31 December 2024: \u20ac1m). This investment will be increased or decreased by the Group\u2019s share of the profit or loss which will be assessed annually.
\n \n \n \nIn 2024, the Group ceased recognising its investment in Synch Payments DAC as it was liquidated on 26 February 2024.
\n \n \n \nOn 1 July 2022, the Group invested in First Home Scheme Ireland DAC along with the Irish Government, AIB and Bank of Ireland. First Home Scheme Ireland DAC is incorporated and operates in the Republic of Ireland providing equity support to future homeowners by taking a beneficial interest in residential dwellings which enables customers to purchase these residential dwellings. The participants fund these purchases, as well as costs, through a loan facility. The Group owns a non-controlling interest of 25% as 31 December 2025. This investment in associate is accounted for under the equity method in the consolidated financial statements and was initially recognised at cost (\u20ac11m) being the Group\u2019s agreed 13.5% contribution rate. During 2025, the investment was increased by \u20ac10m (31 December 2024: \u20ac4m).
\n \n \n \nThe Group has presented summarised financial information of the First Home Scheme Ireland DAC in line with IFRS 12 below, as well as a reconciliation of the summarised financial information to the carrying value above.
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Summarised Statement of financial position\n \n | \n \n | \n\n | \n
| \n Current assets \n | \n \n \n 60 \n \n | \n \n 41 \n | \n
| \n Cash and cash equivalents \n | \n \n \n 60 \n \n | \n \n 41 \n | \n
| \n Non-current assets \n | \n \n \n 365 \n \n | \n \n 226 \n | \n
| \n Current liabilities \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Non-current liabilities \n | \n \n \n (425)\n \n | \n \n (266) \n | \n
| \n Non-current financial liabilities \n | \n \n \n (425)\n \n | \n \n (266) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Summarised Income statement\n \n | \n \n | \n\n | \n
| \n Other operating income* \n | \n \n \n 18 \n \n | \n \n 13 \n | \n
| \n Operating expenses \n | \n \n \n (7)\n \n | \n \n (7) \n | \n
| \n Finance expense \n | \n \n \n (11)\n \n | \n \n (6) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Reconciliation of summarised financial information to carrying value\n \n | \n \n | \n\n | \n
| \n 1 January \n | \n \n \n 20 \n \n | \n \n 15 \n | \n
| \n Share of loan facility** \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
| \n Drawdowns of loan facility*** \n | \n \n \n 9 \n \n | \n \n 3 \n | \n
| \n 31 December \n | \n \n \n 30 \n \n | \n \n 20 \n | \n
* Other operating income is a revenue equivalent for this associate.
\n \n \n \n** The Group\u2019s share of the loan facility represents the Group\u2019s share of the interest accrued on the loan facility and the Group\u2019s share of the fair value movement of the scheme.
\n \n \n \n*** The total drawdowns on the loan facility are disclosed in the notes to the First Home Scheme Ireland DAC financial statements. The amount above represents the Group\u2019s contributions.
\n \n \n \nIn presenting details of the associates of the Group, the exemption permitted by Section 316 of the Companies Act 2014 has been availed of and the Group will annex a full listing of associates to its annual return to the Companies Registration Office.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfNoncontrollingInterestsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfSignificantInvestmentsInAssociatesExplanatory0": { "value": "\n\n 22. Interest in associated undertakings\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Vianova DAC (previously named Clearpay DAC) \n | \n \n \n 2 \n \n | \n \n 1 \n | \n
| \n First Home Scheme Ireland \n | \n \n \n 30 \n \n | \n \n 20 \n | \n
| \n | \n\n \n 32 \n \n | \n \n 21 \n | \n
The Group owns a non-controlling interest in Vianova DAC (previously named Clearpay DAC) (33%) as at 31 December 2025. This investment is accounted for under the equity method in the consolidated financial statements and has a carrying value of \u20ac2m at 31 December 2025 (31 December 2024: \u20ac1m). This investment will be increased or decreased by the Group\u2019s share of the profit or loss which will be assessed annually.
\n \nIn 2024, the Group ceased recognising its investment in Synch Payments DAC as it was liquidated on 26 February 2024.
\n \nOn 1 July 2022, the Group invested in First Home Scheme Ireland DAC along with the Irish Government, AIB and Bank of Ireland. First Home Scheme Ireland DAC is incorporated and operates in the Republic of Ireland providing equity support to future homeowners by taking a beneficial interest in residential dwellings which enables customers to purchase these residential dwellings. The participants fund these purchases, as well as costs, through a loan facility. The Group owns a non-controlling interest of 25% as 31 December 2025. This investment in associate is accounted for under the equity method in the consolidated financial statements and was initially recognised at cost (\u20ac11m) being the Group\u2019s agreed 13.5% contribution rate. During 2025, the investment was increased by \u20ac10m (31 December 2024: \u20ac4m).
\n \nThe Group has presented summarised financial information of the First Home Scheme Ireland DAC in line with IFRS 12 below, as well as a reconciliation of the summarised financial information to the carrying value above.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Summarised Statement of financial position\n \n | \n \n | \n\n | \n
| \n Current assets \n | \n \n \n 60 \n \n | \n \n 41 \n | \n
| \n Cash and cash equivalents \n | \n \n \n 60 \n \n | \n \n 41 \n | \n
| \n Non-current assets \n | \n \n \n 365 \n \n | \n \n 226 \n | \n
| \n Current liabilities \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Non-current liabilities \n | \n \n \n (425)\n \n | \n \n (266) \n | \n
| \n Non-current financial liabilities \n | \n \n \n (425)\n \n | \n \n (266) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Summarised Income statement\n \n | \n \n | \n\n | \n
| \n Other operating income* \n | \n \n \n 18 \n \n | \n \n 13 \n | \n
| \n Operating expenses \n | \n \n \n (7)\n \n | \n \n (7) \n | \n
| \n Finance expense \n | \n \n \n (11)\n \n | \n \n (6) \n | \n
| \n | \n\n | \n\n | \n
| \n \n Reconciliation of summarised financial information to carrying value\n \n | \n \n | \n\n | \n
| \n 1 January \n | \n \n \n 20 \n \n | \n \n 15 \n | \n
| \n Share of loan facility** \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
| \n Drawdowns of loan facility*** \n | \n \n \n 9 \n \n | \n \n 3 \n | \n
| \n 31 December \n | \n \n \n 30 \n \n | \n \n 20 \n | \n
* Other operating income is a revenue equivalent for this associate.
\n \n** The Group\u2019s share of the loan facility represents the Group\u2019s share of the interest accrued on the loan facility and the Group\u2019s share of the fair value movement of the scheme.
\n \n*** The total drawdowns on the loan facility are disclosed in the notes to the First Home Scheme Ireland DAC financial statements. The amount above represents the Group\u2019s contributions.
\n \nIn presenting details of the associates of the Group, the exemption permitted by Section 316 of the Companies Act 2014 has been availed of and the Group will annex a full listing of associates to its annual return to the Companies Registration Office.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfSignificantInvestmentsInAssociatesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfPropertyPlantAndEquipmentExplanatory0": { "value": "\n \n\n 23. Property and equipment\n
\n \n \n \n| \n | \n\n | \n\n | \n\n | \n\n \n Right-of-use assets*\n \n | \n \n | \n|
| \n | \n\n \n Land and buildings \u2013 measured under the revaluation model\n \n | \n \n \n Fixtures and fittings\n \n | \n \n \n Held at cost office and computer equipment\n \n | \n \n \n Leased buildings\n \n | \n \n \n Leased motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n \n 2025\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Cost or valuation\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n 71 \n \n | \n \n \n 159 \n \n | \n \n \n 120 \n \n | \n \n \n 70 \n \n | \n \n \n 5 \n \n | \n \n \n 425 \n \n | \n
| \n Additions \n | \n \n \n -\n \n | \n \n \n 8 \n \n | \n \n \n 4 \n \n | \n \n \n 14 \n \n | \n \n \n 2 \n \n | \n \n \n 28 \n \n | \n
| \n Revaluations \n | \n \n \n 5 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5 \n \n | \n
| \n Depreciation write-back on revaluation \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n
| \n Disposals or cancellations \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n At 31 December \n \n | \n \n \n 75 \n \n | \n \n \n 167 \n \n | \n \n \n 124 \n \n | \n \n \n 84 \n \n | \n \n \n 7 \n \n | \n \n \n 457 \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Accumulated depreciation \n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n -\n \n | \n \n \n (103)\n \n | \n \n \n (98)\n \n | \n \n \n (37)\n \n | \n \n \n (4)\n \n | \n \n \n (242)\n \n | \n
| \n Provided in the year \n | \n \n \n (1)\n \n | \n \n \n (6)\n \n | \n \n \n (5)\n \n | \n \n \n (14)\n \n | \n \n \n (1)\n \n | \n \n \n (27)\n \n | \n
| \n Eliminate on revaluation \n | \n \n \n 1 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1 \n \n | \n
| \n \n At 31 December \n \n | \n \n \n -\n \n | \n \n \n (109)\n \n | \n \n \n (103)\n \n | \n \n \n (51)\n \n | \n \n \n (5)\n \n | \n \n \n (268)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Net book value at 31 December \n \n | \n \n \n 75 \n \n | \n \n \n 58 \n \n | \n \n \n 21 \n \n | \n \n \n 33 \n \n | \n \n \n 2 \n \n | \n \n \n 189 \n \n | \n
* For further details on right-of-use assets refer to note 32.
\n \n \n \nOf the \u20ac5m net revaluation gain, \u20ac4m is included in the revaluation reserve in the SOCI and \u20ac1m impairment write-back is recognised on land and buildings in the income statement.
\n \n \n \n| \n | \n\n | \n\n | \n\n | \n\n \n Right-of-use assets*\n \n | \n \n | \n|
| \n | \n\n \n Land and buildings \u2013 measured under the revaluation model\n \n | \n \n \n Fixtures and fittings\n \n | \n \n \n Held at cost office and computer equipment\n \n | \n \n \n Leased buildings\n \n | \n \n \n Leased motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n \n 2024\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cost or valuation \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n 86 \n | \n \n 147 \n | \n \n 118 \n | \n \n 65 \n | \n \n 3 \n | \n \n 419 \n | \n
| \n Additions \n | \n \n - \n | \n \n 12 \n | \n \n 2 \n | \n \n 5 \n | \n \n 2 \n | \n \n 21 \n | \n
| \n Revaluations \n | \n \n (11) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n
| \n Depreciation write-back on revaluation \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (1) \n | \n
| \n Disposals or cancellations \n | \n \n (3) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (3) \n | \n
| \n At 31 December \n | \n \n 71 \n | \n \n 159 \n | \n \n 120 \n | \n \n 70 \n | \n \n 5 \n | \n \n 425 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Accumulated depreciation\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n - \n | \n \n (93) \n | \n \n (87) \n | \n \n (31) \n | \n \n (3) \n | \n \n (214) \n | \n
| \n Provided in the year \n | \n \n (1) \n | \n \n (10) \n | \n \n (11) \n | \n \n (6) \n | \n \n (1) \n | \n \n (29) \n | \n
| \n Eliminate on revaluation \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 1 \n | \n
| \n At 31 December \n | \n \n - \n | \n \n (103) \n | \n \n (98) \n | \n \n (37) \n | \n \n (4) \n | \n \n (242) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net book value at 31 December \n | \n \n 71 \n | \n \n 56 \n | \n \n 22 \n | \n \n 33 \n | \n \n 1 \n | \n \n 183 \n | \n
* For further details on right-of-use assets refer to note 32.
\n \n \n \nOf the \u20ac11m net revaluation loss, \u20ac11m is included in the revaluation reserve in the SOCI and no impairment write-back is recognised on land and buildings in the income statement.
\n \n \n \nThe net book value of land and buildings includes the following:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Land \n | \n \n \n 25 \n \n | \n \n 24 \n | \n
| \n Buildings - freehold fair value \n | \n \n \n 50 \n \n | \n \n 47 \n | \n
| \n Buildings - fixtures and fittings \n | \n \n \n 48 \n \n | \n \n 45 \n | \n
| \n Buildings - leasehold \n | \n \n \n 43 \n \n | \n \n 44 \n | \n
| \n | \n\n \n 166 \n \n | \n \n 160 \n | \n
Buildings \u2013 leasehold includes \u20ac10m (31 December 2024: \u20ac11m) of fixtures and fittings within leased buildings.
\n \n \n \nFreehold land and buildings as at 31 December 2025 held at fair value was \u20ac75m (31 December 2024: \u20ac71m). The historic cost of land and buildings under the cost model is \u20ac41m (31 December 2024: \u20ac43m).
\n \n \n \n\n Revaluation measurement of Group\u2019s land and buildings\n
\n \n \n \nThe Group\u2019s freehold land and buildings are stated at their revalued amounts, being the fair value at the date of revaluation less any accumulated depreciation recognised from the date of the latest revaluation. On the date of revaluation any accumulated depreciation is eliminated. The fair value measurements of the Group\u2019s freehold land and buildings as at 31 December 2025 and 31 December 2024 were performed by independent professional valuers having appropriate qualifications and recent experience in the fair value measurement of properties in the locations and categories being valued. The effective date of revaluation is 31 October 2025 and 31 October 2024.
\n \n \n \nThe fair value of the freehold land and buildings was determined based on a market comparable approach that reflects recent transaction prices for similar properties using capitalisation yields ranging from 6.77% to 10.25%. There has been no change to the valuation techniques in 2025.
\n \n \n \nDetails of the freehold land and buildings and information regarding the fair value hierarchy as defined in the Group\u2019s accounting policy as at 31 December 2025 and 31 December 2024 are as follows:
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total fair value\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Land \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25 \n \n | \n \n \n 25 \n \n | \n
| \n Buildings - freehold \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 50 \n \n | \n \n \n 50 \n \n | \n
| \n | \n\n \n -\n \n | \n \n \n -\n \n | \n \n \n 75 \n \n | \n \n \n 75 \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total fair value\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Land \n | \n \n - \n | \n \n - \n | \n \n 24 \n | \n \n 24 \n | \n
| \n Buildings - freehold \n | \n \n - \n | \n \n - \n | \n \n 47 \n | \n \n 47 \n | \n
| \n | \n\n - \n | \n \n - \n | \n \n 71 \n | \n \n 71 \n | \n
\n Key unobservable inputs\n
\n \n \n \nThe following table summarises the valuation techniques and inputs used in the determination of freehold land and building values
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Cap Yield\n \n | \n \n \n Rent per sqm\n \n | \n ||||
| \n | \n\n \n %\n \n | \n \n \n \u20ac\n \n | \n ||||
| \n | \n\n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n \n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Freehold Land and Buildings \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Urban Centres \n | \n \n \n 6.77%\n \n | \n \n \n 8.25%\n \n | \n \n \n 6.98%\n \n | \n \n \n 223\n \n | \n \n \n 1,700\n \n | \n \n \n 641\n \n | \n
| \n Urban Other \n | \n \n \n 7.50%\n \n | \n \n \n 9.75%\n \n | \n \n \n 8.15%\n \n | \n \n \n 210\n \n | \n \n \n 700\n \n | \n \n \n 346\n \n | \n
| \n Rural \n | \n \n \n 8.00%\n \n | \n \n \n 10.25%\n \n | \n \n \n 8.96%\n \n | \n \n \n 108\n \n | \n \n \n 269\n \n | \n \n \n 207\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Cap Yield\n \n | \n \n \n Rent per sqm\n \n | \n ||||
| \n | \n\n \n %\n \n | \n \n \n \u20ac\n \n | \n ||||
| \n | \n\n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n \n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Freehold Land and Buildings \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Urban Centres \n | \n \n 6.64% \n | \n \n 8.50% \n | \n \n 6.87% \n | \n \n 237 \n | \n \n 1,700 \n | \n \n 626 \n | \n
| \n Urban Other \n | \n \n 7.50% \n | \n \n 9.75% \n | \n \n 8.15% \n | \n \n 210 \n | \n \n 770 \n | \n \n 351 \n | \n
| \n Rural \n | \n \n 8.00% \n | \n \n 10.50% \n | \n \n 8.99% \n | \n \n 108 \n | \n \n 269 \n | \n \n 202 \n | \n
Interrelationship between key unobservable inputs and fair value measurement.
\n \n \n \nThe estimated fair value would increase/(decrease) if:
\n \n \n \n\n 23. Property and equipment\n
\n \n| \n | \n\n | \n\n | \n\n | \n\n \n Right-of-use assets*\n \n | \n \n | \n|
| \n | \n\n \n Land and buildings \u2013 measured under the revaluation model\n \n | \n \n \n Fixtures and fittings\n \n | \n \n \n Held at cost office and computer equipment\n \n | \n \n \n Leased buildings\n \n | \n \n \n Leased motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n \n 2025\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Cost or valuation\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n 71 \n \n | \n \n \n 159 \n \n | \n \n \n 120 \n \n | \n \n \n 70 \n \n | \n \n \n 5 \n \n | \n \n \n 425 \n \n | \n
| \n Additions \n | \n \n \n -\n \n | \n \n \n 8 \n \n | \n \n \n 4 \n \n | \n \n \n 14 \n \n | \n \n \n 2 \n \n | \n \n \n 28 \n \n | \n
| \n Revaluations \n | \n \n \n 5 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5 \n \n | \n
| \n Depreciation write-back on revaluation \n | \n \n \n (1)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n
| \n Disposals or cancellations \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n At 31 December \n \n | \n \n \n 75 \n \n | \n \n \n 167 \n \n | \n \n \n 124 \n \n | \n \n \n 84 \n \n | \n \n \n 7 \n \n | \n \n \n 457 \n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Accumulated depreciation \n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n -\n \n | \n \n \n (103)\n \n | \n \n \n (98)\n \n | \n \n \n (37)\n \n | \n \n \n (4)\n \n | \n \n \n (242)\n \n | \n
| \n Provided in the year \n | \n \n \n (1)\n \n | \n \n \n (6)\n \n | \n \n \n (5)\n \n | \n \n \n (14)\n \n | \n \n \n (1)\n \n | \n \n \n (27)\n \n | \n
| \n Eliminate on revaluation \n | \n \n \n 1 \n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1 \n \n | \n
| \n \n At 31 December \n \n | \n \n \n -\n \n | \n \n \n (109)\n \n | \n \n \n (103)\n \n | \n \n \n (51)\n \n | \n \n \n (5)\n \n | \n \n \n (268)\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Net book value at 31 December \n \n | \n \n \n 75 \n \n | \n \n \n 58 \n \n | \n \n \n 21 \n \n | \n \n \n 33 \n \n | \n \n \n 2 \n \n | \n \n \n 189 \n \n | \n
* For further details on right-of-use assets refer to note 32.
\n \nOf the \u20ac5m net revaluation gain, \u20ac4m is included in the revaluation reserve in the SOCI and \u20ac1m impairment write-back is recognised on land and buildings in the income statement.
\n \n| \n | \n\n | \n\n | \n\n | \n\n \n Right-of-use assets*\n \n | \n \n | \n|
| \n | \n\n \n Land and buildings \u2013 measured under the revaluation model\n \n | \n \n \n Fixtures and fittings\n \n | \n \n \n Held at cost office and computer equipment\n \n | \n \n \n Leased buildings\n \n | \n \n \n Leased motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n \n 2024\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cost or valuation \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n 86 \n | \n \n 147 \n | \n \n 118 \n | \n \n 65 \n | \n \n 3 \n | \n \n 419 \n | \n
| \n Additions \n | \n \n - \n | \n \n 12 \n | \n \n 2 \n | \n \n 5 \n | \n \n 2 \n | \n \n 21 \n | \n
| \n Revaluations \n | \n \n (11) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (11) \n | \n
| \n Depreciation write-back on revaluation \n | \n \n (1) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (1) \n | \n
| \n Disposals or cancellations \n | \n \n (3) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n (3) \n | \n
| \n At 31 December \n | \n \n 71 \n | \n \n 159 \n | \n \n 120 \n | \n \n 70 \n | \n \n 5 \n | \n \n 425 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Accumulated depreciation\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n - \n | \n \n (93) \n | \n \n (87) \n | \n \n (31) \n | \n \n (3) \n | \n \n (214) \n | \n
| \n Provided in the year \n | \n \n (1) \n | \n \n (10) \n | \n \n (11) \n | \n \n (6) \n | \n \n (1) \n | \n \n (29) \n | \n
| \n Eliminate on revaluation \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 1 \n | \n
| \n At 31 December \n | \n \n - \n | \n \n (103) \n | \n \n (98) \n | \n \n (37) \n | \n \n (4) \n | \n \n (242) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Net book value at 31 December \n | \n \n 71 \n | \n \n 56 \n | \n \n 22 \n | \n \n 33 \n | \n \n 1 \n | \n \n 183 \n | \n
* For further details on right-of-use assets refer to note 32.
\n \nOf the \u20ac11m net revaluation loss, \u20ac11m is included in the revaluation reserve in the SOCI and no impairment write-back is recognised on land and buildings in the income statement.
\n \nThe net book value of land and buildings includes the following:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Land \n | \n \n \n 25 \n \n | \n \n 24 \n | \n
| \n Buildings - freehold fair value \n | \n \n \n 50 \n \n | \n \n 47 \n | \n
| \n Buildings - fixtures and fittings \n | \n \n \n 48 \n \n | \n \n 45 \n | \n
| \n Buildings - leasehold \n | \n \n \n 43 \n \n | \n \n 44 \n | \n
| \n | \n\n \n 166 \n \n | \n \n 160 \n | \n
Buildings \u2013 leasehold includes \u20ac10m (31 December 2024: \u20ac11m) of fixtures and fittings within leased buildings.
\n \nFreehold land and buildings as at 31 December 2025 held at fair value was \u20ac75m (31 December 2024: \u20ac71m). The historic cost of land and buildings under the cost model is \u20ac41m (31 December 2024: \u20ac43m).
\n \n\n Revaluation measurement of Group\u2019s land and buildings\n
\n \nThe Group\u2019s freehold land and buildings are stated at their revalued amounts, being the fair value at the date of revaluation less any accumulated depreciation recognised from the date of the latest revaluation. On the date of revaluation any accumulated depreciation is eliminated. The fair value measurements of the Group\u2019s freehold land and buildings as at 31 December 2025 and 31 December 2024 were performed by independent professional valuers having appropriate qualifications and recent experience in the fair value measurement of properties in the locations and categories being valued. The effective date of revaluation is 31 October 2025 and 31 October 2024.
\n \nThe fair value of the freehold land and buildings was determined based on a market comparable approach that reflects recent transaction prices for similar properties using capitalisation yields ranging from 6.77% to 10.25%. There has been no change to the valuation techniques in 2025.
\n \nDetails of the freehold land and buildings and information regarding the fair value hierarchy as defined in the Group\u2019s accounting policy as at 31 December 2025 and 31 December 2024 are as follows:
\n \n| \n \n 31 December 2025\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total fair value\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Land \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25 \n \n | \n \n \n 25 \n \n | \n
| \n Buildings - freehold \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 50 \n \n | \n \n \n 50 \n \n | \n
| \n | \n\n \n -\n \n | \n \n \n -\n \n | \n \n \n 75 \n \n | \n \n \n 75 \n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total fair value\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Land \n | \n \n - \n | \n \n - \n | \n \n 24 \n | \n \n 24 \n | \n
| \n Buildings - freehold \n | \n \n - \n | \n \n - \n | \n \n 47 \n | \n \n 47 \n | \n
| \n | \n\n - \n | \n \n - \n | \n \n 71 \n | \n \n 71 \n | \n
\n Key unobservable inputs\n
\n \nThe following table summarises the valuation techniques and inputs used in the determination of freehold land and building values
\n \n| \n \n 31 December 2025\n \n | \n \n \n Cap Yield\n \n | \n \n \n Rent per sqm\n \n | \n ||||
| \n | \n\n \n %\n \n | \n \n \n \u20ac\n \n | \n ||||
| \n | \n\n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n \n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Freehold Land and Buildings \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Urban Centres \n | \n \n \n 6.77%\n \n | \n \n \n 8.25%\n \n | \n \n \n 6.98%\n \n | \n \n \n 223\n \n | \n \n \n 1,700\n \n | \n \n \n 641\n \n | \n
| \n Urban Other \n | \n \n \n 7.50%\n \n | \n \n \n 9.75%\n \n | \n \n \n 8.15%\n \n | \n \n \n 210\n \n | \n \n \n 700\n \n | \n \n \n 346\n \n | \n
| \n Rural \n | \n \n \n 8.00%\n \n | \n \n \n 10.25%\n \n | \n \n \n 8.96%\n \n | \n \n \n 108\n \n | \n \n \n 269\n \n | \n \n \n 207\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Cap Yield\n \n | \n \n \n Rent per sqm\n \n | \n ||||
| \n | \n\n \n %\n \n | \n \n \n \u20ac\n \n | \n ||||
| \n | \n\n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n \n \n Low\n \n | \n \n \n High\n \n | \n \n \n weighted average\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Freehold Land and Buildings \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Urban Centres \n | \n \n 6.64% \n | \n \n 8.50% \n | \n \n 6.87% \n | \n \n 237 \n | \n \n 1,700 \n | \n \n 626 \n | \n
| \n Urban Other \n | \n \n 7.50% \n | \n \n 9.75% \n | \n \n 8.15% \n | \n \n 210 \n | \n \n 770 \n | \n \n 351 \n | \n
| \n Rural \n | \n \n 8.00% \n | \n \n 10.50% \n | \n \n 8.99% \n | \n \n 108 \n | \n \n 269 \n | \n \n 202 \n | \n
Interrelationship between key unobservable inputs and fair value measurement.
\n \nThe estimated fair value would increase/(decrease) if:
\n \n\n 24. Intangible assets\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n \n Software\n \n | \n \n \n Internally Generated\n \n | \n \n \n Separately Acquired\n \n | \n \n \n Total\n \n | \n \n \n Internally Generated\n \n | \n \n \n Separately Acquired\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cost \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n 442\n \n | \n \n \n 6\n \n | \n \n \n 448\n \n | \n \n 355 \n | \n \n 5 \n | \n \n 360 \n | \n
| \n Additions \n | \n \n \n 106\n \n | \n \n \n 1\n \n | \n \n \n 107\n \n | \n \n 87 \n | \n \n 1 \n | \n \n 88 \n | \n
| \n \n At 31 December\n \n | \n \n \n 548\n \n | \n \n \n 7\n \n | \n \n \n 555\n \n | \n \n 442 \n | \n \n 6 \n | \n \n 448 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Accumulated amortisation \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n (232)\n \n | \n \n \n (3)\n \n | \n \n \n (235)\n \n | \n \n (171) \n | \n \n (2) \n | \n \n (173) \n | \n
| \n Provided in the year \n | \n \n \n (56)\n \n | \n \n \n (1)\n \n | \n \n \n (57)\n \n | \n \n (61) \n | \n \n (1) \n | \n \n (62) \n | \n
| \n \n At 31 December\n \n | \n \n \n (288)\n \n | \n \n \n (4)\n \n | \n \n \n (292)\n \n | \n \n (232) \n | \n \n (3) \n | \n \n (235) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Net book value at 31 December\n \n | \n \n \n 260\n \n | \n \n \n 3\n \n | \n \n \n 263\n \n | \n \n 210 \n | \n \n 3 \n | \n \n 213 \n | \n
Research and development expenditure in the period to 31 December 2025 was \u20ac26m (31 December 2024: \u20ac27m) and is included in note 7: Administrative, staff and other expenses (excluding exceptional items).
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfDepreciationAndAmortisationExpenseExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfIntangibleAssetsExplanatory0": { "value": "\n\n 24. Intangible assets\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n \n Software\n \n | \n \n \n Internally Generated\n \n | \n \n \n Separately Acquired\n \n | \n \n \n Total\n \n | \n \n \n Internally Generated\n \n | \n \n \n Separately Acquired\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cost \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n 442\n \n | \n \n \n 6\n \n | \n \n \n 448\n \n | \n \n 355 \n | \n \n 5 \n | \n \n 360 \n | \n
| \n Additions \n | \n \n \n 106\n \n | \n \n \n 1\n \n | \n \n \n 107\n \n | \n \n 87 \n | \n \n 1 \n | \n \n 88 \n | \n
| \n \n At 31 December\n \n | \n \n \n 548\n \n | \n \n \n 7\n \n | \n \n \n 555\n \n | \n \n 442 \n | \n \n 6 \n | \n \n 448 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Accumulated amortisation \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n At 1 January \n | \n \n \n (232)\n \n | \n \n \n (3)\n \n | \n \n \n (235)\n \n | \n \n (171) \n | \n \n (2) \n | \n \n (173) \n | \n
| \n Provided in the year \n | \n \n \n (56)\n \n | \n \n \n (1)\n \n | \n \n \n (57)\n \n | \n \n (61) \n | \n \n (1) \n | \n \n (62) \n | \n
| \n \n At 31 December\n \n | \n \n \n (288)\n \n | \n \n \n (4)\n \n | \n \n \n (292)\n \n | \n \n (232) \n | \n \n (3) \n | \n \n (235) \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Net book value at 31 December\n \n | \n \n \n 260\n \n | \n \n \n 3\n \n | \n \n \n 263\n \n | \n \n 210 \n | \n \n 3 \n | \n \n 213 \n | \n
Research and development expenditure in the period to 31 December 2025 was \u20ac26m (31 December 2024: \u20ac27m) and is included in note 7: Administrative, staff and other expenses (excluding exceptional items).
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfIntangibleAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfRepurchaseAndReverseRepurchaseAgreementsExplanatory0": { "value": "\n \n\n 26. Deposits by banks\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Placed by other banks and institutions on repurchase agreements \n | \n \n \n 89 \n \n | \n \n 65 \n | \n
| \n Other deposits \n | \n \n \n 15 \n \n | \n \n 40 \n | \n
| \n \n Deposits by banks\n \n | \n \n \n 104 \n \n | \n \n 105 \n | \n
Securities which are sold under agreements to repurchase are secured by Irish and other eligible bonds. These agreements are completed under market standard Global Master Repurchase Agreements. The fair value of the financial assets pledged under existing agreement to repurchase is \u20ac89m at 31 December 2025 (31 December 2024: \u20ac371m). Other deposits include \u20ac15m (31 December 2024: \u20ac40m) of cash collateral placed with PTSB in relation to derivative positions and repurchase agreements.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfRepurchaseAndReverseRepurchaseAgreementsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfDepositsFromBanksExplanatory0": { "value": "\n\n 26. Deposits by banks\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Placed by other banks and institutions on repurchase agreements \n | \n \n \n 89 \n \n | \n \n 65 \n | \n
| \n Other deposits \n | \n \n \n 15 \n \n | \n \n 40 \n | \n
| \n \n Deposits by banks\n \n | \n \n \n 104 \n \n | \n \n 105 \n | \n
Securities which are sold under agreements to repurchase are secured by Irish and other eligible bonds. These agreements are completed under market standard Global Master Repurchase Agreements. The fair value of the financial assets pledged under existing agreement to repurchase is \u20ac89m at 31 December 2025 (31 December 2024: \u20ac371m). Other deposits include \u20ac15m (31 December 2024: \u20ac40m) of cash collateral placed with PTSB in relation to derivative positions and repurchase agreements.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfDepositsFromBanksExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfDepositsFromCustomersExplanatory0": { "value": "\n\n 27. Customer accounts\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Term deposits \n | \n \n \n 6,114\n \n | \n \n 5,104 \n | \n
| \n Demand deposits \n | \n \n \n 7,717\n \n | \n \n 7,520 \n | \n
| \n Current accounts \n | \n \n \n 9,544\n \n | \n \n 9,187 \n | \n
| \n Notice and other accounts \n | \n \n \n 2,224\n \n | \n \n 2,309 \n | \n
| \n \n Customer accounts\n \n | \n \n \n 25,599\n \n | \n \n 24,120 \n | \n
All customer accounts above are held at amortised cost.
\n \nAt 31 December 2025, the Group held corporate deposits of \u20ac1,570m (31 December 2024: \u20ac1,468m).
\n \nAn analysis of the contractual maturity profile of customer accounts is set out in the liquidity risk section of note 36 of the consolidated financial statements.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfDepositsFromCustomersExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfOtherLiabilitiesExplanatory0": { "value": "\n \n\n 29. Other liabilities\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Amounts falling due within one year\n \n | \n \n | \n\n | \n
| \n PAYE and social insurance \n | \n \n \n 6\n \n | \n \n 6 \n | \n
| \n Other taxation including deposit interest retention tax (DIRT) \n | \n \n \n 12\n \n | \n \n 12 \n | \n
| \n Creditor accruals \n | \n \n \n 72\n \n | \n \n 67 \n | \n
| \n Other* \n | \n \n \n 9\n \n | \n \n 9 \n | \n
| \n Lease liability (see note 32 for further information on lease liabilities) \n | \n \n \n 6\n \n | \n \n 6 \n | \n
| \n \n Total amounts falling due within one year\n \n | \n \n \n 105\n \n | \n \n 100 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Amounts falling due greater than one year\n \n | \n \n | \n\n | \n
| \n Lease liability (see note 32 for further information on lease liabilities) \n | \n \n \n 26 \n \n | \n \n 29 \n | \n
| \n \n Total amounts falling due greater than one year\n \n | \n \n \n 26 \n \n | \n \n 29 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Total other liabilities \n \n | \n \n \n 131 \n \n | \n \n 129 \n | \n
* Other includes liability of \u20ac8m for Visa balances at 31 December 2025 (31 December 2024: \u20ac8m).
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfOtherLiabilitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfAccruedExpensesAndOtherLiabilitiesExplanatory0": { "value": "\n\n 29. Other liabilities\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Amounts falling due within one year\n \n | \n \n | \n\n | \n
| \n PAYE and social insurance \n | \n \n \n 6\n \n | \n \n 6 \n | \n
| \n Other taxation including deposit interest retention tax (DIRT) \n | \n \n \n 12\n \n | \n \n 12 \n | \n
| \n Creditor accruals \n | \n \n \n 72\n \n | \n \n 67 \n | \n
| \n Other* \n | \n \n \n 9\n \n | \n \n 9 \n | \n
| \n Lease liability (see note 32 for further information on lease liabilities) \n | \n \n \n 6\n \n | \n \n 6 \n | \n
| \n \n Total amounts falling due within one year\n \n | \n \n \n 105\n \n | \n \n 100 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Amounts falling due greater than one year\n \n | \n \n | \n\n | \n
| \n Lease liability (see note 32 for further information on lease liabilities) \n | \n \n \n 26 \n \n | \n \n 29 \n | \n
| \n \n Total amounts falling due greater than one year\n \n | \n \n \n 26 \n \n | \n \n 29 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Total other liabilities \n \n | \n \n \n 131 \n \n | \n \n 129 \n | \n
* Other includes liability of \u20ac8m for Visa balances at 31 December 2025 (31 December 2024: \u20ac8m).
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfAccruedExpensesAndOtherLiabilitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfProvisionsExplanatory0": { "value": "\n\n 30. Provisions\n
\n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n ||||||
| \n | \n\n \n Restructuring costs\n \n | \n \n \n Provision for legacy, legal and compliance liabilities\n \n | \n \n \n Other\n \n | \n \n \n Total\n \n | \n \n \n Restructuring costs\n \n | \n \n \n Provision for legacy, legal and compliance liabilities\n \n | \n \n \n Other\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n As at 1 January\n \n | \n \n \n 1\n \n | \n \n \n 17\n \n | \n \n \n 28\n \n | \n \n \n 46\n \n | \n \n 2 \n | \n \n 13 \n | \n \n 25 \n | \n \n 40 \n | \n
| \n Provisions made during the year \n | \n \n \n 1\n \n | \n \n \n 15\n \n | \n \n \n 53\n \n | \n \n \n 69\n \n | \n \n - \n | \n \n 13 \n | \n \n 5 \n | \n \n 18 \n | \n
| \n Write-back of provisions during the year \n | \n \n \n -\n \n | \n \n \n (1)\n \n | \n \n \n (4)\n \n | \n \n \n (5)\n \n | \n \n - \n | \n \n (3) \n | \n \n (2) \n | \n \n (5) \n | \n
| \n Provisions used during the year \n | \n \n \n (1)\n \n | \n \n \n (12)\n \n | \n \n \n (33)\n \n | \n \n \n (46)\n \n | \n \n (1) \n | \n \n (6) \n | \n \n - \n | \n \n (7) \n | \n
| \n \n As at 31 December\n \n | \n \n \n 1\n \n | \n \n \n 19\n \n | \n \n \n 44\n \n | \n \n \n 64\n \n | \n \n 1 \n | \n \n 17 \n | \n \n 28 \n | \n \n 46 \n | \n
The provision at 31 December 2025 is \u20ac64m (31 December 2024: \u20ac46m) which is comprised of the following:
\n \n\n Restructuring costs\n
\n \nThe Group has \u20ac0.4m provided for the Enterprise Transformation programme which began in 2020 (31 December 2024: \u20ac0.4m).
\n \nThe Group remains a lessee on a non-cancellable lease over a property that it no longer occupies following a restructure in 2013. The remaining Restructuring provision of \u20ac0.5m primarily relates to dilapidation costs associated with this property (31 December 2024: \u20ac0.6m).
\n \n\n Provision for legacy, legal and compliance liabilities\n
\n \nAs at 31 December 2025, the Group had provisions of \u20ac19m relating to legal, compliance and other costs of ongoing disputes in relation to legacy business issues (31 December 2024: \u20ac17m).
\n \nA provision of \u20ac15m was made during 2025 relating to legal, compliance and other costs of ongoing disputes in relation to legacy business issues. \u20ac2m of this relates to Expected Credit Loss (ECL) (31 December 2024: \u20ac4m) held against loan commitments (see note 41 for further detail; where the loan commitment relates to a loan already recognised as a finance asset, the ECL is recognised in Loans and advances to customers).
\n \nManagement has exercised judgement in arriving at the estimated provision in respect of the potential liabilities.
\n \n\n Other\n
\n \nAs at 31 December 2025, included in the provision of \u20ac44m (31 December 2024: \u20ac28m) are indemnities and guarantees provided by the Group, together with further costs relating to the purchasing and deleveraging of various asset portfolios.
\n \nDuring 2025, the Group provided for \u20ac35m in relation to a voluntary severance programme. Of this provision, \u20ac29m was utilised during 2025, with the remaining \u20ac6m expected to be utilised in 2026.
\n \nThe Group also provided for \u20ac13.4m in 2025 for restoration, removal and disposal costs related to right-of-use lease assets in accordance with IFRS 16.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfProvisionsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfSubordinatedLiabilitiesExplanatory0": { "value": "\n\n 31. Subordinated liabilities\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n At amortised cost:\n \n | \n \n | \n\n | \n
| \n Subordinated Tier 2 capital notes \n | \n \n \n 347\n \n | \n \n 257 \n | \n
| \n | \n\n \n 347\n \n | \n \n 257 \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Maturity date\n \n | \n \n | \n\n | \n
| \n Repayable in less than 1 year \n | \n \n \n 1\n \n | \n \n 3 \n | \n
| \n Repayable in greater than 1 year but less than 5 years \n | \n \n \n -\n \n | \n \n - \n | \n
| \n Repayable in greater than 5 years \n | \n \n \n 346\n \n | \n \n 254 \n | \n
| \n | \n\n \n 347\n \n | \n \n 257 \n | \n
\n Tier 2 capital notes \u2013 PTSBGH\n
\n \nIn May 2021, PTSBGH issued \u20ac250m of Tier 2 capital notes at a fixed rate of 3% per annum. In September 2025, as part of a Liability Management exercise, c. 80% of the issued Tier 2 capital notes were redeemed. The remaining nominal balance of the issuance of \u20ac51m will mature on 19 August 2031 with a call date of any date from and including 19 May 2026 to and including 19 August 2026 with the call subject to approval of the regulatory authorities, with approval conditional on meeting the requirements of the Capital Requirements Regulation.
\n \nThe interest rate will be reset, in the event that the securities are not called, on 19 August 2026 to Euro 5 year Mid Swap rate plus a margin of 3.221% per annum. The loan is subordinated and ranks as Tier 2 capital with interest paid annually in arrears on 19 August. The loan may be subject to the exercise of Irish Statutory loss absorption powers by the relevant resolution authority.
\n \nIn September 2025, PTSBGH issued \u20ac300m of Tier 2 capital notes at a fixed rate of 3.875% per annum. The notes mature on 22 December 2035 with a call date of any date from and including 22 September 2030 to and including 22 December 2030 with the call subject to approval of the regulatory authorities, with approval conditional on meeting the requirements of the Capital Requirements Regulation.
\n \nThe interest rate will be reset, in the event that the securities are not called, on 22 December 2030 to Euro 5 year Mid Swap rate plus a margin of 1.550% per annum. The loan is subordinated and ranks as Tier 2 capital with interest paid annually in arrears on 22 December. The loan may be subject to the exercise of Irish Statutory loss absorption powers by the relevant resolution authority.
\n \nThe Tier 2 capital notes are currently hedged for interest rate risk. At 31 December 2025, subordinated liabilities contain a \u20ac2m hedge adjustment (31 December 2024: \u20ac5m). Further details on hedging are included in note 14 of the financial statements.
\n \nIn the event of winding up of PTSBGH, the Tier 2 capital notes will be:
\n \nThe Group did not have any defaults of principal or interest or other breaches with respect to its subordinated liabilities during the years ended 31 December 2025 and 31 December 2024.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfSubordinatedLiabilitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfLeasesExplanatory0": { "value": "\n\n 32. Leases\n
\n \n| \n \n Right-of-use assets*\n \n | \n \n \n Land and buildings\n \n | \n \n \n Motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n As at 1 January 2025\n \n | \n \n \n 33\n \n | \n \n \n 1\n \n | \n \n \n 34\n \n | \n
| \n Additions \n | \n \n \n 14\n \n | \n \n \n 1\n \n | \n \n \n 15\n \n | \n
| \n Lease exits and cancellations \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Depreciation of right-of-use assets \n | \n \n \n (14)\n \n | \n \n \n (1)\n \n | \n \n \n (15)\n \n | \n
| \n \n Balance as at 31 December 2025\n \n | \n \n \n 33\n \n | \n \n \n 1\n \n | \n \n \n 34\n \n | \n
| \n \n Right-of-use assets*\n \n | \n \n \n Land and buildings\n \n | \n \n \n Motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n As at 1 January 2024 \n | \n \n 34 \n | \n \n - \n | \n \n 34 \n | \n
| \n Additions \n | \n \n 5 \n | \n \n 2 \n | \n \n 7 \n | \n
| \n Lease exits and cancellations \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Depreciation of right-of-use assets \n | \n \n (6) \n | \n \n (1) \n | \n \n (7) \n | \n
| \n Balance as at 31 December 2024 \n | \n \n 33 \n | \n \n 1 \n | \n \n 34 \n | \n
| \n \n Lease liabilities*\n \n | \n \n \n Land and buildings\n \n | \n \n \n Motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n As at 1 January 2025\n \n | \n \n \n 34\n \n | \n \n \n 1\n \n | \n \n \n 35\n \n | \n
| \n Additions \n | \n \n \n 2\n \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n
| \n Lease exits or cancellations \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Repayment of lease liabilities \n | \n \n \n (5)\n \n | \n \n \n (1)\n \n | \n \n \n (6)\n \n | \n
| \n \n Balance as at 31 December 2025\n \n | \n \n \n 31\n \n | \n \n \n 1\n \n | \n \n \n 32\n \n | \n
| \n \n Lease liabilities*\n \n | \n \n \n Land and buildings\n \n | \n \n \n Motor vehicles\n \n | \n \n \n Total\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n As at 1 January 2024 \n | \n \n 35 \n | \n \n - \n | \n \n 35 \n | \n
| \n Additions \n | \n \n 5 \n | \n \n 2 \n | \n \n 7 \n | \n
| \n Lease exits or cancellations \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Repayment of lease liabilities \n | \n \n (6) \n | \n \n (1) \n | \n \n (7) \n | \n
| \n Balance as at 31 December 2024 \n | \n \n 34 \n | \n \n 1 \n | \n \n 35 \n | \n
* Right-of-use assets are included in Property and equipment and lease liabilities are included in other liabilities.
\n \n| \n \n Lease liabilities\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Maturity analysis - contractual undiscounted cash flows*\n \n | \n \n | \n\n | \n
| \n Less than one year \n | \n \n \n 7\n \n | \n \n 6 \n | \n
| \n One to five years \n | \n \n \n 19\n \n | \n \n 19 \n | \n
| \n More than five years \n | \n \n \n 8\n \n | \n \n 12 \n | \n
| \n \n Total undiscounted lease liabilities\n \n | \n \n \n 34\n \n | \n \n 37 \n | \n
| \n \n Lease liabilities included in the SOFP\n \n | \n \n \n 32\n \n | \n \n 35 \n | \n
| \n Current lease liability \n | \n \n \n 6\n \n | \n \n 6 \n | \n
| \n Non-current lease liability \n | \n \n \n 26\n \n | \n \n 29 \n | \n
* The maturity analysis of undiscounted lease liabilities is disclosed in note 36.
\n \n\n Amounts recognised in income statement\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Interest on lease liabilities* \n | \n \n \n (1)\n \n | \n \n (1) \n | \n
| \n Expenses relating to short-term leases \n | \n \n \n -\n \n | \n \n (1) \n | \n
| \n Depreciation of right-of-use assets \n | \n \n \n (15)\n \n | \n \n (7) \n | \n
| \n \n Total charge in income statement\n \n | \n \n \n (16)\n \n | \n \n (9) \n | \n
* Interest expense on the lease liabilities amounted to \u20ac0.9m (31 December 2024: \u20ac0.6m) whereas expenses relating to short-term leases amounted to \u20ac0m (31 December 2024: \u20ac0.8m) and is included in Administrative, staff and other expenses (excluding exceptional items).
\n \n\n Amounts recognised in statement of cash flow\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Operating cashflows:\n \n | \n \n | \n\n | \n
| \n Short-term leases \n | \n \n \n -\n \n | \n \n (1) \n | \n
| \n \n Financing cashflows:\n \n | \n \n | \n\n | \n
| \n Cash outflow for leases principal and interest \n | \n \n \n (6)\n \n | \n \n (7) \n | \n
| \n \n Total\n \n | \n \n \n (6)\n \n | \n \n (8) \n | \n
\n As a lessee\n
\n \n\n \n (i) Real estate\n \n
\n \nThe Group leases retail properties for its branch operations. The lease term of retail properties typically run for a period of 10-35 years. The Group does not have variable lease payments and its leases do not contain extension options.
\n \n\n (ii) Vehicles\n
\n \nThe Group leases vehicles with lease terms of three to five years. The Group has no option to purchase the assets at the end of the contract term and it does not guarantee the residual value of the leased assets at the end of the contract term.
\n \n\n (iii) Sub-leases\n
\n \nThe Group has no sub-leases as at 31 December 2025 (31 December 2024: no sub-leases). Further details on \u2018leases as a lessor\u2019 are included in note 1 of the financial statements.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfLeasesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfShareCapitalReservesAndOtherEquityInterestExplanatory0": { "value": "\n\n 33. Share capital, reserves and other equity instruments\n
\n \n\n Share capital\n
\n \nShare capital is the funds raised as a result of a share issue and comprises the ordinary shares of the holding company Permanent TSB Group Holdings plc.
\n \nThe holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at meetings of the Group. All ordinary shares rank equally with regard to the Group\u2019s residual assets.
\n \n\n Authorised share capital \n
\n \n| \n \n 31 December 2025\n \n | \n \n | \n\n \n 31 December 2025\n \n | \n
| \n | \n\n \n Number of shares\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Ordinary shares of \u20ac0.50 each \n | \n \n \n 1,550,000,000\n \n | \n \n \n 775\n \n | \n
| \n \n 31 December 2024\n \n | \n \n | \n\n \n 31 December 2024\n \n | \n
| \n | \n\n \n Number of shares\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n Ordinary shares of \u20ac0.50 each \n | \n \n 1,550,000,000 \n | \n \n 775 \n | \n
\n Issued share capital \n
\n \n \n \nThe movement in the number of paid up ordinary shares is as follows:
\n \n \n \n| \n \n Balances as at 31 December 2025\n \n | \n \n \n \u20ac 0.50 Ordinary shares\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n As at 1 January 2025\n \n | \n \n \n 544,996,176\n \n | \n \n | \n
| \n \n Movement \n \n | \n \n \n -\n \n | \n \n | \n
| \n \n As at 31 December 2025\n \n | \n \n \n 544,996,176\n \n | \n \n | \n
| \n \n Issued share capital (\u20acm)\n \n | \n \n \n 272\n \n | \n \n \n 272\n \n | \n
| \n \n Shares held under employee benefit trust\n \n | \n \n | \n\n \n 4,580\n \n | \n
| \n \n % of authorised capital issued\n \n | \n \n | \n\n \n 35%\n \n | \n
| \n \n Balances as at 31 December 2024\n \n | \n \n \n \u20ac 0.50 Ordinary shares\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n | \n
| \n As at 1 January 2024 \n | \n \n 545,589,119 \n | \n \n | \n
| \n Movement* \n | \n \n (592,943) \n | \n \n | \n
| \n As at 31 December 2024 \n | \n \n 544,996,176 \n | \n \n | \n
| \n Issued share capital (\u20acm) \n | \n \n 272 \n | \n \n 272 \n | \n
| \n Shares held under employee benefit trust \n | \n \n | \n\n 4,580 \n | \n
| \n % of authorised capital issued \n | \n \n | \n\n 35% \n | \n
* In 2024 Permanent TSB Group Holdings plc completed a share buyback of 592,943 ordinary shares at a price of \u20ac1.74 per ordinary share totalling \u20ac1m. The shares were recognised as treasury shares upon repurchase and were subsequently cancelled. The nominal amount, \u20ac0.3m was transferred from share capital to the capital redemption reserve with the total repurchase amount of \u20ac1m being deducted from retained earnings in addition to \u20ac1m of related transaction costs. The number of ordinary shares in issue at 31 December 2025 was 544,996,176 (31 December 2024: \u20ac544,996,176).
\n \n \n\n Share Premium\n
\n \nThe share premium reserve represents the excess of amounts received for share issues less associated issue costs over the par value of those shares of the Company.
\n \n \n\n Other Reserves \n
\n \n \n \n\n \n Revaluation reserve (Non-distributable)\n \n
\n \n \n \nThe revaluation reserve is a non-distributable reserve comprising unrealised gains or losses, net of tax, on the revaluation of owner occupied properties.
\n \n \n \n\n \n Fair value reserve (Non-distributable) \n \n
\n \n \n \nThe fair value reserve comprises:
\n \n \n \nThis amount is increased by the amount of loss allowance and is disposed of by the end of the year.
\n \n \n \n\n Other capital reserves (Non-distributable)\n
\n \n \n \nOther capital reserves includes \u20ac1,087m capital issued by the Company net of \u20ac7m capital redemption reserve arising from the repurchase and cancellation of shares and \u20ac224m incurred in the cancellation of the share capital and share premium of PTSB on the incorporation of the Company. \u20ac1m was transferred into the capital redemption reserve during 2024 as a result of the share buyback.
\n \n \n \n\n Retained earnings\n
\n \n \n \nRetained earnings include distributable and non-distributable earnings. This reserve represents the retained earnings of the holding Company and subsidiaries after consolidation adjustments.
\n \n \n \n\u20ac43m (2024: \u20ac43m) coupon interest on the AT1 securities was paid from this reserve during 2025.
\n \n \n \n\n Other equity instruments - Non-distributable\n
\n \n \n \n\n Additional tier 1 securities\n
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n As at 1 January \n | \n \n \n 368\n \n | \n \n 368 \n | \n
| \n \n Redemption during the period\n \n | \n \n | \n\n | \n
| \n Additional Tier 1 Securities (issued 2020) \n | \n \n \n (123)\n \n | \n \n - \n | \n
| \n Profit \n | \n \n \n 43\n \n | \n \n 43 \n | \n
| \n AT1 coupon paid \n | \n \n \n (43)\n \n | \n \n (43) \n | \n
| \n Additional tier 1 securities \n | \n \n \n 245\n \n | \n \n 368 \n | \n
On 26 October 2022, PTSBGH issued additional \u20ac250m AT1 Fixed Rate Reset Perpetual Temporary Write Down Securities. The transaction costs incurred were \u20ac5m. The first reset date for the fixed rate is 26 April 2028. The AT1 securities are perpetual and redeemable financial instruments with an interest rate of 13.25% which is paid on a semi-annual basis in arrears on 26 April and 26 October of each year, commencing on 26 April 2023. The Company may, at its sole discretion, redeem the AT1 securities in full on any day falling in the period commencing 26 October 2027 and the first reset date above and on every interest payment date thereafter (subject to the approval of the Supervisory Authority) at the prevailing principal amount together with accrued but unpaid interest. In addition, the securities are redeemable at the option of the Company for certain regulatory or tax reasons, subject to regulatory approval. On the first reset date on 26 April 2028, in the event the securities are not redeemed, interest will be reset to Euro 5 year Mid Swap rate plus a margin of 10.546% (converted from an annual to a semi-annual rate). The Company may elect at its full discretion at any time to cancel permanently (in whole or in part) the interest amount otherwise scheduled to be paid on an interest payment date.
\n \n \n \nThe Company may use such cancelled payments without restriction, including to make distributions or any other payments to the holders of its shares or any other securities issued by the Company. Any cancellation of interest payments will be permanent and on a non-cumulative basis and such cancellation will not give rise to or impose any restriction on the Company.
\n \n \n \nUnder the EU (Bank Recovery and Resolution) Regulations 2015, these securities are loss absorbing at the point of non-viability.
\n \n \n \nOn the occurrence of a trigger event, at any time, any accrued and unpaid interest up to (but excluding) the write down date shall be automatically and irrevocably cancelled, and the then Prevailing Principal Amount of each Security shall be automatically and irrevocably reduced by the write down amount. This will occur if the CET1 Capital Ratio of PTSB or the Group at any time falls below 7%. Subsequent to any write-down event the Company may, at its sole discretion, write-up some or all of the written-down principal amount of the AT1 instrument provided regulatory capital requirements and the securities rank behind the claims against the Group of all other subordinated and unsubordinated creditors.
\n \n \n \nOn 25 November 2020, PTSBGH issued \u20ac125m nominal value of AT1 Perpetual Temporary Write Down Securities as part of a capital raise. The AT1 securities were redeemed in full on 25 November 2025, following the attainment of the required approval of the Supervisory Authority.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfShareCapitalReservesAndOtherEquityInterestExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfIssuedCapitalExplanatory0": { "value": "\n\n Issued share capital \n
\n \nThe movement in the number of paid up ordinary shares is as follows:
\n \n| \n \n Balances as at 31 December 2025\n \n | \n \n \n \u20ac 0.50 Ordinary shares\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n As at 1 January 2025\n \n | \n \n \n 544,996,176\n \n | \n \n | \n
| \n \n Movement \n \n | \n \n \n -\n \n | \n \n | \n
| \n \n As at 31 December 2025\n \n | \n \n \n 544,996,176\n \n | \n \n | \n
| \n \n Issued share capital (\u20acm)\n \n | \n \n \n 272\n \n | \n \n \n 272\n \n | \n
| \n \n Shares held under employee benefit trust\n \n | \n \n | \n\n \n 4,580\n \n | \n
| \n \n % of authorised capital issued\n \n | \n \n | \n\n \n 35%\n \n | \n
| \n \n Balances as at 31 December 2024\n \n | \n \n \n \u20ac 0.50 Ordinary shares\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n | \n
| \n As at 1 January 2024 \n | \n \n 545,589,119 \n | \n \n | \n
| \n Movement* \n | \n \n (592,943) \n | \n \n | \n
| \n As at 31 December 2024 \n | \n \n 544,996,176 \n | \n \n | \n
| \n Issued share capital (\u20acm) \n | \n \n 272 \n | \n \n 272 \n | \n
| \n Shares held under employee benefit trust \n | \n \n | \n\n 4,580 \n | \n
| \n % of authorised capital issued \n | \n \n | \n\n 35% \n | \n
* In 2024 Permanent TSB Group Holdings plc completed a share buyback of 592,943 ordinary shares at a price of \u20ac1.74 per ordinary share totalling \u20ac1m. The shares were recognised as treasury shares upon repurchase and were subsequently cancelled. The nominal amount, \u20ac0.3m was transferred from share capital to the capital redemption reserve with the total repurchase amount of \u20ac1m being deducted from retained earnings in addition to \u20ac1m of related transaction costs. The number of ordinary shares in issue at 31 December 2025 was 544,996,176 (31 December 2024: \u20ac544,996,176).
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfIssuedCapitalExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfReservesAndOtherEquityInterestExplanatory0": { "value": "\n\n Other Reserves \n
\n \n\n \n Revaluation reserve (Non-distributable)\n \n
\n \nThe revaluation reserve is a non-distributable reserve comprising unrealised gains or losses, net of tax, on the revaluation of owner occupied properties.
\n \n\n \n Fair value reserve (Non-distributable) \n \n
\n \nThe fair value reserve comprises:
\n \nThis amount is increased by the amount of loss allowance and is disposed of by the end of the year.
\n \n\n Other capital reserves (Non-distributable)\n
\n \nOther capital reserves includes \u20ac1,087m capital issued by the Company net of \u20ac7m capital redemption reserve arising from the repurchase and cancellation of shares and \u20ac224m incurred in the cancellation of the share capital and share premium of PTSB on the incorporation of the Company. \u20ac1m was transferred into the capital redemption reserve during 2024 as a result of the share buyback.
\n \n\n Retained earnings\n
\n \nRetained earnings include distributable and non-distributable earnings. This reserve represents the retained earnings of the holding Company and subsidiaries after consolidation adjustments.
\n \n\u20ac43m (2024: \u20ac43m) coupon interest on the AT1 securities was paid from this reserve during 2025.
\n \n\n Other equity instruments - Non-distributable\n
\n \n\n Additional tier 1 securities\n
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n As at 1 January \n | \n \n \n 368\n \n | \n \n 368 \n | \n
| \n \n Redemption during the period\n \n | \n \n | \n\n | \n
| \n Additional Tier 1 Securities (issued 2020) \n | \n \n \n (123)\n \n | \n \n - \n | \n
| \n Profit \n | \n \n \n 43\n \n | \n \n 43 \n | \n
| \n AT1 coupon paid \n | \n \n \n (43)\n \n | \n \n (43) \n | \n
| \n Additional tier 1 securities \n | \n \n \n 245\n \n | \n \n 368 \n | \n
On 26 October 2022, PTSBGH issued additional \u20ac250m AT1 Fixed Rate Reset Perpetual Temporary Write Down Securities. The transaction costs incurred were \u20ac5m. The first reset date for the fixed rate is 26 April 2028. The AT1 securities are perpetual and redeemable financial instruments with an interest rate of 13.25% which is paid on a semi-annual basis in arrears on 26 April and 26 October of each year, commencing on 26 April 2023. The Company may, at its sole discretion, redeem the AT1 securities in full on any day falling in the period commencing 26 October 2027 and the first reset date above and on every interest payment date thereafter (subject to the approval of the Supervisory Authority) at the prevailing principal amount together with accrued but unpaid interest. In addition, the securities are redeemable at the option of the Company for certain regulatory or tax reasons, subject to regulatory approval. On the first reset date on 26 April 2028, in the event the securities are not redeemed, interest will be reset to Euro 5 year Mid Swap rate plus a margin of 10.546% (converted from an annual to a semi-annual rate). The Company may elect at its full discretion at any time to cancel permanently (in whole or in part) the interest amount otherwise scheduled to be paid on an interest payment date.
\n \nThe Company may use such cancelled payments without restriction, including to make distributions or any other payments to the holders of its shares or any other securities issued by the Company. Any cancellation of interest payments will be permanent and on a non-cumulative basis and such cancellation will not give rise to or impose any restriction on the Company.
\n \nUnder the EU (Bank Recovery and Resolution) Regulations 2015, these securities are loss absorbing at the point of non-viability.
\n \nOn the occurrence of a trigger event, at any time, any accrued and unpaid interest up to (but excluding) the write down date shall be automatically and irrevocably cancelled, and the then Prevailing Principal Amount of each Security shall be automatically and irrevocably reduced by the write down amount. This will occur if the CET1 Capital Ratio of PTSB or the Group at any time falls below 7%. Subsequent to any write-down event the Company may, at its sole discretion, write-up some or all of the written-down principal amount of the AT1 instrument provided regulatory capital requirements and the securities rank behind the claims against the Group of all other subordinated and unsubordinated creditors.
\n \nOn 25 November 2020, PTSBGH issued \u20ac125m nominal value of AT1 Perpetual Temporary Write Down Securities as part of a capital raise. The AT1 securities were redeemed in full on 25 November 2025, following the attainment of the required approval of the Supervisory Authority.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfReservesAndOtherEquityInterestExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfAnalysisOfOtherComprehensiveIncomeByItemExplanatory0": { "value": "\n\n 34. Analysis of other comprehensive income\n
\n \nThe analysis of OCI below provides additional details regarding the information provided in the primary statements and should be read in conjunction with the consolidated SOCE.
\n \n| \n \n 31 December 2025\n \n | \n \n \n Revaluation reserve\n \n | \n \n \n Fair value reserve\n \n | \n \n \n Total \n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Other comprehensive income/(expense), net of tax\n \n | \n \n | \n\n | \n\n | \n
| \n Revaluation of property \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n Fair value reserve (equity instruments) \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n Change in fair value of equity instruments \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n \n Total other comprehensive income/(expense), net of tax\n \n | \n \n \n 3\n \n | \n \n \n -\n \n | \n \n \n 3\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Revaluation reserve\n \n | \n \n \n Fair value reserve\n \n | \n \n \n Total \n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Other comprehensive income/(expense), net of tax \n | \n \n | \n\n | \n\n | \n
| \n Revaluation of property \n | \n \n (7) \n | \n \n - \n | \n \n (7) \n | \n
| \n Fair value reserve (equity instruments) \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Change in fair value of equity instruments \n | \n \n - \n | \n \n 3 \n | \n \n 3 \n | \n
| \n \n Total other comprehensive income/(expense), net of tax\n \n | \n \n (7) \n | \n \n 3 \n | \n \n (4) \n | \n
\n 35. Measurement basis and fair values of financial instruments\n
\n \n \n \n \n \n \n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1. The table below sets out an overview of financial instruments held by the Group and their fair values.
\n \n \n \n \n \n \n \n \n \n\n (a) Measurement basis and fair value of financial instruments\n
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n \n 51\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5,360\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,249\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25,599\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,714\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 9\n \n | \n \n \n 1,723\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 349\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n 347\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 23 \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 2,202 \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 4,327 \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n - \n | \n \n 9 \n | \n \n - \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 21,423 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 24,120 \n | \n \n 24,062 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,698 \n | \n \n - \n | \n \n - \n | \n \n 33 \n | \n \n 1,731 \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 129 \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 252 \n | \n \n - \n | \n \n - \n | \n \n 5 \n | \n \n 257 \n | \n \n 250 \n | \n
The following table sets out the fair value of financial instruments that the Group holds at 31 December 2025. It categorises these financial instruments into the relevant level on the fair value hierarchy.
\n \n \n \n \n \n \n \n \n \nThe fair values of financial instruments are measured according to the following fair value hierarchy:
\n \n \n \n \n \n \n \n \n \n\n Basis and fair values of financial instruments\n
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n 5,172\n \n | \n \n \n 112\n \n | \n \n \n -\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,810\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,723\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 347\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n 4,145 \n | \n \n 108 \n | \n \n - \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n 9 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n 21,456 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n 24,062 \n | \n \n - \n | \n \n 24,062 \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,731 \n | \n \n - \n | \n \n 1,822 \n | \n \n - \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 257 \n | \n \n - \n | \n \n 250 \n | \n \n - \n | \n \n 250 \n | \n
\n (b) Fair value measurement principles \n
\n \n \n \n \n \n \n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1 and note 2 and contains details on the critical accounting estimates and judgements made by management in relation to the fair value measurement of financial instruments. The fair value of a financial instrument 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.
\n \n \n \n \n \n \n \n \n \nWhere possible, the Group calculates fair value using observable market prices in an active market. Where market prices are not available, fair values are determined using valuation techniques. These techniques are subjective in nature and may involve assumptions which are based upon Management\u2019s view of market conditions at year end, which may not necessarily be indicative of any subsequent fair value. Any minor changes in the assumptions used could have a significant impact on the resulting estimated fair values and, as a result, it may be difficult for the users to make a reasonable comparison of the fair value information disclosed in this note, against that disclosed by other financial institutions or to evaluate the Group\u2019s financial position and, therefore, are advised to exercise caution in interpreting these fair values. Also, the fair values disclosed above do not represent, nor should it be interpreted to represent, the underlying value of the Group as a going concern at the reporting date.
\n \n \n \n \n \n \n \n \n \n\n Financial assets and financial liabilities not subsequently measured at fair value \n
\n \n \n \n \n \n \n \n \n \nOther than derivative financial instruments and equity securities, all other financial assets and liabilities are not measured at fair value at the reporting date. A description of the methods and assumptions used to calculate fair values of these assets and liabilities is set out below.
\n \n \n \n \n \n \n \n \n \n\n Cash at bank\n
\n \n \n \n \n \n \n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature in an active market.
\n \n \n \n \n \n \n \n \n \n\n Items in course of collection \n
\n \n \n \n \n \n \n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature.
\n \n \n \n \n \n \n \n \n \n\n Loans and advances to banks \n
\n \n \n \n \n \n \n \n \n \nFor the purposes of fair value valuation, Loans and advances to banks have been treated as cash and cash equivalents. These Loans and advances are repayable on demand and short-term in nature; hence, the fair value of each financial instrument is equal to their carrying value.
\n \n \n \n \n \n \n \n \n \n\n Loans and advances to customers \n
\n \n \n \n \n \n \n \n \n \nLoans and advances to customers are carried net of impairments. The Group uses a discounted cash flow valuation model to estimate the fair value for the ROI residential and commercial mortgages. Cash flows are discounted using the current weighted average interest rate based on the specific portfolio. The fair value calculation also takes into account loan impairment provisions at the balance sheet date. The carrying value of the consumer finance portfolio is considered equal to its fair value due to its short duration.
\n \n \n \n \n \n \n \n \n \n\n Debt securities (HTC securities)\n
\n \n \n \n \n \n \n \n \n \nDebt securities at 31 December 2025 are \u20ac5,360m (31 December 2024 \u20ac4,327m) and consist of HTC securities (Government and Covered securities). HTC securities are derived from observable inputs through independent pricing sources such as Bloomberg.
\n \n \n \n \n \n \n \n \n \n\n Deposits by banks/customer accounts\n
\n \n \n \n \n \n \n \n \n \nThe estimated fair value of deposit liabilities and current accounts with no stated maturity which are repayable on demand (including non-interest bearing deposits), approximates to their carrying value. The estimated fair value of fixed-interest bearing deposits and other borrowings is based on discounted cash flows using interest rates for new deposits with similar remaining maturities.
\n \n \n \n \n \n \n \n \n \n\n Debt securities in issue/subordinated liabilities\n
\n \n \n \n \n \n \n \n \n \nThe fair values of debt securities in issue/subordinated liabilities are derived from observable inputs through independent pricing sources such as Bloomberg. All instruments are hedged for interest rate risk. Further details on hedging are included in note 14 of the financial statements. Where a readily available market price is unavailable in relation to the instrument, an estimated price is calculated using observable market data for similar instruments. If observable market data is not available, an appropriate credit spread linked to similar instruments, is used within the valuation technique. The fair values of debt securities in issue and subordinated liabilities include the fair value hedge adjustment in relation to interest rate swaps. Since 2023, due to changes in market conditions, quoted prices in active markets are no longer available for these instruments. However, there is sufficient information available to measure the fair value of these instruments based on observable market inputs. Therefore, debt securities in issue and subordinated liabilities are now classified as Level 2 in the fair value hierarchy.
\n \n \n \n \n \n \n \n \n \n\n Financial assets and financial liabilities subsequently measured at fair value\n
\n \n \n \n \n \n \n \n \n \nOn initial recognition, all financial instruments are measured at fair value. Derivative financial instruments are fair valued through profit or loss.
\n \n \n \n \n \n \n \n \n \n\n Derivative financial instruments\n
\n \n \n \n \n \n \n \n \n \nThe fair values of derivatives are determined using valuation techniques such as discounted cash flow and pricing models which are commonly used by market participants. These valuations are provided by third party sources and the models used incorporate observable market inputs such as current interest rate, time to maturity, forward foreign exchange rates, yield curves and volatility measures.
\n \n \n \n \n \n \n \n \n \n\n Equity securities \n
\n \n \n \n \n \n \n \n \n \nThe Group holds Series B preferred stock in Visa Inc. at 31 December 2025 with a value of \u20ac1m (31 December 2024: \u20ac9m). These were fair valued at Series A \u20acnil and Series B \u20ac1m at 31 December 2025 (31 December 2024: \u20ac7m and \u20ac2m) and are recognised in the SOFP at FVOCI.
\n \n \n \n \n \n \n \n \n \nThe fair values of the Series A preferred stock in Visa Inc. is classified as Level 1 and the fair value of the Series B preferred stock is classified as Level 3, as the valuation of these preferred stock includes inputs that are based on unobservable data.
\n \n \n \n \n \n \n \n \n \nFair value measurements recognised in the SOFP
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n Reconciliation of level 3 fair value measurements of financial assets\n
\n \n \n \n \n \n \n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Equity Instruments\n \n | \n \n | \n\n | \n
| \n As at 1 January \n | \n \n \n 2 \n \n | \n \n 5 \n | \n
| \n Revaluation movement in OCI \u2013 Fair value reserve (equity instruments) \n | \n \n \n (1)\n \n | \n \n 4 \n | \n
| \n Conversion of Series B preferred stock to Series A preferred stock \n | \n \n \n - \n \n | \n \n (7) \n | \n
| \n \n As at 31 December\n \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
There were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial assets except for the conversion of Series B preferred stock to Series A preferred stock in 2024.
\n \n \n \n \n \n \n \n \n \n\n Level 3 fair value measurements of financial liabilities\n
\n \n \n \n \n \n \n \n \n \nThere were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial liabilities.
\n \n \n \n \n \n \n \n \n \n\n Level 3 sensitivity analysis\n
\n \n \n \n \n \n \n \n \n \nThe table below sets out information about significant unobservable inputs used in measuring financial instruments categorised as Level 3 in the fair value hierarchy.
\n \n \n \n \n \n \n \n \n \n\n Financial instruments\n
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable inputs \n \n | \n \n \n Range of estimates for unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Visa Inc. Series B Preferred Stock\n \n | \n \n \n Quoted market price (Discounted)*\n \n | \n \n \n Final share conversion rate\n \n | \n \n \n 0 - 90%\n \n | \n \n \n 1\n \n | \n \n \n 0 - 90%\n \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable \n \n\n inputs \n \n | \n \n \n Range of estimates for \n \n\n unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Visa Inc. Series B Preferred Stock \n | \n \n Quoted market price (Discounted)* \n | \n \n Final share conversion rate \n | \n \n 0 - 90% \n | \n \n 2 \n | \n \n 0 - 90% \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n \n \n \n \n \n \n\n Significant unobservable inputs\n
\n \n \n \n \n \n \n \n \n \n\n \n Visa Inc. Series B preferred stock \n \n
\n \n \n \n \n \n \n \n \n \nThe Series B preferred stock was fair valued at \u20ac1m at 31 December 2025 (31 December 2024: \u20ac2m) and is recognised in the SOFP at FVOCI.
\n \n \n \n \n \n \n \n \n \nValuation Methodology: The Visa Inc. Class A Common stock price and conversion ratios were applied to the PTSB shareholding of Visa Inc. Series B preferred shares at 31 December 2025 and 31 December 2024. Future conversions are calculated using discounted cash follows. The stock was revalued at the year-end exchange rate.
\n \n \n \n \n \n \n \n \n \nUnobservable input: The unobservable inputs are the discount factor used to discount the future conversions of Series B preferred stock.
\n \n \n \n \n \n \n \n \n \nThe Visa Inc. Series B preferred stock is denominated in US dollars and is exposed to FX risk.
\n \n \n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfFinancialInstrumentsDesignatedAtFairValueThroughProfitOrLossExplanatory0": { "value": "\n \n \n \n\n 35. Measurement basis and fair values of financial instruments\n
\n \n \n \n \n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1. The table below sets out an overview of financial instruments held by the Group and their fair values.
\n \n \n \n \n \n \n \n\n (a) Measurement basis and fair value of financial instruments\n
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n \n 51\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5,360\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,249\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25,599\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,714\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 9\n \n | \n \n \n 1,723\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 349\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n 347\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 23 \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 2,202 \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 4,327 \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n - \n | \n \n 9 \n | \n \n - \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 21,423 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 24,120 \n | \n \n 24,062 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,698 \n | \n \n - \n | \n \n - \n | \n \n 33 \n | \n \n 1,731 \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 129 \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 252 \n | \n \n - \n | \n \n - \n | \n \n 5 \n | \n \n 257 \n | \n \n 250 \n | \n
The following table sets out the fair value of financial instruments that the Group holds at 31 December 2025. It categorises these financial instruments into the relevant level on the fair value hierarchy.
\n \n \n \n \n \n \n \nThe fair values of financial instruments are measured according to the following fair value hierarchy:
\n \n \n \n \n \n \n \n\n Basis and fair values of financial instruments\n
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n 5,172\n \n | \n \n \n 112\n \n | \n \n \n -\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,810\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,723\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 347\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n 4,145 \n | \n \n 108 \n | \n \n - \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n 9 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n 21,456 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n 24,062 \n | \n \n - \n | \n \n 24,062 \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,731 \n | \n \n - \n | \n \n 1,822 \n | \n \n - \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 257 \n | \n \n - \n | \n \n 250 \n | \n \n - \n | \n \n 250 \n | \n
\n (b) Fair value measurement principles \n
\n \n \n \n \n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1 and note 2 and contains details on the critical accounting estimates and judgements made by management in relation to the fair value measurement of financial instruments. The fair value of a financial instrument 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.
\n \n \n \n \n \n \n \nWhere possible, the Group calculates fair value using observable market prices in an active market. Where market prices are not available, fair values are determined using valuation techniques. These techniques are subjective in nature and may involve assumptions which are based upon Management\u2019s view of market conditions at year end, which may not necessarily be indicative of any subsequent fair value. Any minor changes in the assumptions used could have a significant impact on the resulting estimated fair values and, as a result, it may be difficult for the users to make a reasonable comparison of the fair value information disclosed in this note, against that disclosed by other financial institutions or to evaluate the Group\u2019s financial position and, therefore, are advised to exercise caution in interpreting these fair values. Also, the fair values disclosed above do not represent, nor should it be interpreted to represent, the underlying value of the Group as a going concern at the reporting date.
\n \n \n \n \n \n \n \n\n Financial assets and financial liabilities not subsequently measured at fair value \n
\n \n \n \n \n \n \n \nOther than derivative financial instruments and equity securities, all other financial assets and liabilities are not measured at fair value at the reporting date. A description of the methods and assumptions used to calculate fair values of these assets and liabilities is set out below.
\n \n \n \n \n \n \n \n\n Cash at bank\n
\n \n \n \n \n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature in an active market.
\n \n \n \n \n \n \n \n\n Items in course of collection \n
\n \n \n \n \n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature.
\n \n \n \n \n \n \n \n\n Loans and advances to banks \n
\n \n \n \n \n \n \n \nFor the purposes of fair value valuation, Loans and advances to banks have been treated as cash and cash equivalents. These Loans and advances are repayable on demand and short-term in nature; hence, the fair value of each financial instrument is equal to their carrying value.
\n \n \n \n \n \n \n \n\n Loans and advances to customers \n
\n \n \n \n \n \n \n \nLoans and advances to customers are carried net of impairments. The Group uses a discounted cash flow valuation model to estimate the fair value for the ROI residential and commercial mortgages. Cash flows are discounted using the current weighted average interest rate based on the specific portfolio. The fair value calculation also takes into account loan impairment provisions at the balance sheet date. The carrying value of the consumer finance portfolio is considered equal to its fair value due to its short duration.
\n \n \n \n \n \n \n \n\n Debt securities (HTC securities)\n
\n \n \n \n \n \n \n \nDebt securities at 31 December 2025 are \u20ac5,360m (31 December 2024 \u20ac4,327m) and consist of HTC securities (Government and Covered securities). HTC securities are derived from observable inputs through independent pricing sources such as Bloomberg.
\n \n \n \n \n \n \n \n\n Deposits by banks/customer accounts\n
\n \n \n \n \n \n \n \nThe estimated fair value of deposit liabilities and current accounts with no stated maturity which are repayable on demand (including non-interest bearing deposits), approximates to their carrying value. The estimated fair value of fixed-interest bearing deposits and other borrowings is based on discounted cash flows using interest rates for new deposits with similar remaining maturities.
\n \n \n \n \n \n \n \n\n Debt securities in issue/subordinated liabilities\n
\n \n \n \n \n \n \n \nThe fair values of debt securities in issue/subordinated liabilities are derived from observable inputs through independent pricing sources such as Bloomberg. All instruments are hedged for interest rate risk. Further details on hedging are included in note 14 of the financial statements. Where a readily available market price is unavailable in relation to the instrument, an estimated price is calculated using observable market data for similar instruments. If observable market data is not available, an appropriate credit spread linked to similar instruments, is used within the valuation technique. The fair values of debt securities in issue and subordinated liabilities include the fair value hedge adjustment in relation to interest rate swaps. Since 2023, due to changes in market conditions, quoted prices in active markets are no longer available for these instruments. However, there is sufficient information available to measure the fair value of these instruments based on observable market inputs. Therefore, debt securities in issue and subordinated liabilities are now classified as Level 2 in the fair value hierarchy.
\n \n \n \n \n \n \n \n\n Financial assets and financial liabilities subsequently measured at fair value\n
\n \n \n \n \n \n \n \nOn initial recognition, all financial instruments are measured at fair value. Derivative financial instruments are fair valued through profit or loss.
\n \n \n \n \n \n \n \n\n Derivative financial instruments\n
\n \n \n \n \n \n \n \nThe fair values of derivatives are determined using valuation techniques such as discounted cash flow and pricing models which are commonly used by market participants. These valuations are provided by third party sources and the models used incorporate observable market inputs such as current interest rate, time to maturity, forward foreign exchange rates, yield curves and volatility measures.
\n \n \n \n \n \n \n \n\n Equity securities \n
\n \n \n \n \n \n \n \nThe Group holds Series B preferred stock in Visa Inc. at 31 December 2025 with a value of \u20ac1m (31 December 2024: \u20ac9m). These were fair valued at Series A \u20acnil and Series B \u20ac1m at 31 December 2025 (31 December 2024: \u20ac7m and \u20ac2m) and are recognised in the SOFP at FVOCI.
\n \n \n \n \n \n \n \nThe fair values of the Series A preferred stock in Visa Inc. is classified as Level 1 and the fair value of the Series B preferred stock is classified as Level 3, as the valuation of these preferred stock includes inputs that are based on unobservable data.
\n \n \n \n \n \n \n \nFair value measurements recognised in the SOFP
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n Reconciliation of level 3 fair value measurements of financial assets\n
\n \n \n \n \n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Equity Instruments\n \n | \n \n | \n\n | \n
| \n As at 1 January \n | \n \n \n 2 \n \n | \n \n 5 \n | \n
| \n Revaluation movement in OCI \u2013 Fair value reserve (equity instruments) \n | \n \n \n (1)\n \n | \n \n 4 \n | \n
| \n Conversion of Series B preferred stock to Series A preferred stock \n | \n \n \n - \n \n | \n \n (7) \n | \n
| \n \n As at 31 December\n \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
There were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial assets except for the conversion of Series B preferred stock to Series A preferred stock in 2024.
\n \n \n \n \n \n \n \n\n Level 3 fair value measurements of financial liabilities\n
\n \n \n \n \n \n \n \nThere were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial liabilities.
\n \n \n \n \n \n \n \n\n Level 3 sensitivity analysis\n
\n \n \n \n \n \n \n \nThe table below sets out information about significant unobservable inputs used in measuring financial instruments categorised as Level 3 in the fair value hierarchy.
\n \n \n \n \n \n \n \n\n Financial instruments\n
\n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable inputs \n \n | \n \n \n Range of estimates for unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Visa Inc. Series B Preferred Stock\n \n | \n \n \n Quoted market price (Discounted)*\n \n | \n \n \n Final share conversion rate\n \n | \n \n \n 0 - 90%\n \n | \n \n \n 1\n \n | \n \n \n 0 - 90%\n \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable \n \n\n inputs \n \n | \n \n \n Range of estimates for \n \n\n unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Visa Inc. Series B Preferred Stock \n | \n \n Quoted market price (Discounted)* \n | \n \n Final share conversion rate \n | \n \n 0 - 90% \n | \n \n 2 \n | \n \n 0 - 90% \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n \n \n \n \n\n Significant unobservable inputs\n
\n \n \n \n \n \n \n \n\n \n Visa Inc. Series B preferred stock \n \n
\n \n \n \n \n \n \n \nThe Series B preferred stock was fair valued at \u20ac1m at 31 December 2025 (31 December 2024: \u20ac2m) and is recognised in the SOFP at FVOCI.
\n \n \n \n \n \n \n \nValuation Methodology: The Visa Inc. Class A Common stock price and conversion ratios were applied to the PTSB shareholding of Visa Inc. Series B preferred shares at 31 December 2025 and 31 December 2024. Future conversions are calculated using discounted cash follows. The stock was revalued at the year-end exchange rate.
\n \n \n \n \n \n \n \nUnobservable input: The unobservable inputs are the discount factor used to discount the future conversions of Series B preferred stock.
\n \n \n \n \n \n \n \nThe Visa Inc. Series B preferred stock is denominated in US dollars and is exposed to FX risk.
\n \n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFinancialInstrumentsDesignatedAtFairValueThroughProfitOrLossExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfFinancialInstrumentsAtFairValueThroughProfitOrLossExplanatory0": { "value": "\n \n \n\n 35. Measurement basis and fair values of financial instruments\n
\n \n \n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1. The table below sets out an overview of financial instruments held by the Group and their fair values.
\n \n \n \n \n \n\n (a) Measurement basis and fair value of financial instruments\n
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n \n 51\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5,360\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,249\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25,599\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,714\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 9\n \n | \n \n \n 1,723\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 349\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n 347\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 23 \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 2,202 \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 4,327 \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n - \n | \n \n 9 \n | \n \n - \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 21,423 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 24,120 \n | \n \n 24,062 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,698 \n | \n \n - \n | \n \n - \n | \n \n 33 \n | \n \n 1,731 \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 129 \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 252 \n | \n \n - \n | \n \n - \n | \n \n 5 \n | \n \n 257 \n | \n \n 250 \n | \n
The following table sets out the fair value of financial instruments that the Group holds at 31 December 2025. It categorises these financial instruments into the relevant level on the fair value hierarchy.
\n \n \n \n \n \nThe fair values of financial instruments are measured according to the following fair value hierarchy:
\n \n \n \n \n \n\n Basis and fair values of financial instruments\n
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n 5,172\n \n | \n \n \n 112\n \n | \n \n \n -\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,810\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,723\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 347\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n 4,145 \n | \n \n 108 \n | \n \n - \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n 9 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n 21,456 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n 24,062 \n | \n \n - \n | \n \n 24,062 \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,731 \n | \n \n - \n | \n \n 1,822 \n | \n \n - \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 257 \n | \n \n - \n | \n \n 250 \n | \n \n - \n | \n \n 250 \n | \n
\n (b) Fair value measurement principles \n
\n \n \n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1 and note 2 and contains details on the critical accounting estimates and judgements made by management in relation to the fair value measurement of financial instruments. The fair value of a financial instrument 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.
\n \n \n \n \n \nWhere possible, the Group calculates fair value using observable market prices in an active market. Where market prices are not available, fair values are determined using valuation techniques. These techniques are subjective in nature and may involve assumptions which are based upon Management\u2019s view of market conditions at year end, which may not necessarily be indicative of any subsequent fair value. Any minor changes in the assumptions used could have a significant impact on the resulting estimated fair values and, as a result, it may be difficult for the users to make a reasonable comparison of the fair value information disclosed in this note, against that disclosed by other financial institutions or to evaluate the Group\u2019s financial position and, therefore, are advised to exercise caution in interpreting these fair values. Also, the fair values disclosed above do not represent, nor should it be interpreted to represent, the underlying value of the Group as a going concern at the reporting date.
\n \n \n \n \n \n\n Financial assets and financial liabilities not subsequently measured at fair value \n
\n \n \n \n \n \nOther than derivative financial instruments and equity securities, all other financial assets and liabilities are not measured at fair value at the reporting date. A description of the methods and assumptions used to calculate fair values of these assets and liabilities is set out below.
\n \n \n \n \n \n\n Cash at bank\n
\n \n \n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature in an active market.
\n \n \n \n \n \n\n Items in course of collection \n
\n \n \n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature.
\n \n \n \n \n \n\n Loans and advances to banks \n
\n \n \n \n \n \nFor the purposes of fair value valuation, Loans and advances to banks have been treated as cash and cash equivalents. These Loans and advances are repayable on demand and short-term in nature; hence, the fair value of each financial instrument is equal to their carrying value.
\n \n \n \n \n \n\n Loans and advances to customers \n
\n \n \n \n \n \nLoans and advances to customers are carried net of impairments. The Group uses a discounted cash flow valuation model to estimate the fair value for the ROI residential and commercial mortgages. Cash flows are discounted using the current weighted average interest rate based on the specific portfolio. The fair value calculation also takes into account loan impairment provisions at the balance sheet date. The carrying value of the consumer finance portfolio is considered equal to its fair value due to its short duration.
\n \n \n \n \n \n\n Debt securities (HTC securities)\n
\n \n \n \n \n \nDebt securities at 31 December 2025 are \u20ac5,360m (31 December 2024 \u20ac4,327m) and consist of HTC securities (Government and Covered securities). HTC securities are derived from observable inputs through independent pricing sources such as Bloomberg.
\n \n \n \n \n \n\n Deposits by banks/customer accounts\n
\n \n \n \n \n \nThe estimated fair value of deposit liabilities and current accounts with no stated maturity which are repayable on demand (including non-interest bearing deposits), approximates to their carrying value. The estimated fair value of fixed-interest bearing deposits and other borrowings is based on discounted cash flows using interest rates for new deposits with similar remaining maturities.
\n \n \n \n \n \n\n Debt securities in issue/subordinated liabilities\n
\n \n \n \n \n \nThe fair values of debt securities in issue/subordinated liabilities are derived from observable inputs through independent pricing sources such as Bloomberg. All instruments are hedged for interest rate risk. Further details on hedging are included in note 14 of the financial statements. Where a readily available market price is unavailable in relation to the instrument, an estimated price is calculated using observable market data for similar instruments. If observable market data is not available, an appropriate credit spread linked to similar instruments, is used within the valuation technique. The fair values of debt securities in issue and subordinated liabilities include the fair value hedge adjustment in relation to interest rate swaps. Since 2023, due to changes in market conditions, quoted prices in active markets are no longer available for these instruments. However, there is sufficient information available to measure the fair value of these instruments based on observable market inputs. Therefore, debt securities in issue and subordinated liabilities are now classified as Level 2 in the fair value hierarchy.
\n \n \n \n \n \n\n Financial assets and financial liabilities subsequently measured at fair value\n
\n \n \n \n \n \nOn initial recognition, all financial instruments are measured at fair value. Derivative financial instruments are fair valued through profit or loss.
\n \n \n \n \n \n\n Derivative financial instruments\n
\n \n \n \n \n \nThe fair values of derivatives are determined using valuation techniques such as discounted cash flow and pricing models which are commonly used by market participants. These valuations are provided by third party sources and the models used incorporate observable market inputs such as current interest rate, time to maturity, forward foreign exchange rates, yield curves and volatility measures.
\n \n \n \n \n \n\n Equity securities \n
\n \n \n \n \n \nThe Group holds Series B preferred stock in Visa Inc. at 31 December 2025 with a value of \u20ac1m (31 December 2024: \u20ac9m). These were fair valued at Series A \u20acnil and Series B \u20ac1m at 31 December 2025 (31 December 2024: \u20ac7m and \u20ac2m) and are recognised in the SOFP at FVOCI.
\n \n \n \n \n \nThe fair values of the Series A preferred stock in Visa Inc. is classified as Level 1 and the fair value of the Series B preferred stock is classified as Level 3, as the valuation of these preferred stock includes inputs that are based on unobservable data.
\n \n \n \n \n \nFair value measurements recognised in the SOFP
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n Reconciliation of level 3 fair value measurements of financial assets\n
\n \n \n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Equity Instruments\n \n | \n \n | \n\n | \n
| \n As at 1 January \n | \n \n \n 2 \n \n | \n \n 5 \n | \n
| \n Revaluation movement in OCI \u2013 Fair value reserve (equity instruments) \n | \n \n \n (1)\n \n | \n \n 4 \n | \n
| \n Conversion of Series B preferred stock to Series A preferred stock \n | \n \n \n - \n \n | \n \n (7) \n | \n
| \n \n As at 31 December\n \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
There were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial assets except for the conversion of Series B preferred stock to Series A preferred stock in 2024.
\n \n \n \n \n \n\n Level 3 fair value measurements of financial liabilities\n
\n \n \n \n \n \nThere were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial liabilities.
\n \n \n \n \n \n\n Level 3 sensitivity analysis\n
\n \n \n \n \n \nThe table below sets out information about significant unobservable inputs used in measuring financial instruments categorised as Level 3 in the fair value hierarchy.
\n \n \n \n \n \n\n Financial instruments\n
\n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable inputs \n \n | \n \n \n Range of estimates for unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Visa Inc. Series B Preferred Stock\n \n | \n \n \n Quoted market price (Discounted)*\n \n | \n \n \n Final share conversion rate\n \n | \n \n \n 0 - 90%\n \n | \n \n \n 1\n \n | \n \n \n 0 - 90%\n \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable \n \n\n inputs \n \n | \n \n \n Range of estimates for \n \n\n unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Visa Inc. Series B Preferred Stock \n | \n \n Quoted market price (Discounted)* \n | \n \n Final share conversion rate \n | \n \n 0 - 90% \n | \n \n 2 \n | \n \n 0 - 90% \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n \n \n\n Significant unobservable inputs\n
\n \n \n \n \n \n\n \n Visa Inc. Series B preferred stock \n \n
\n \n \n \n \n \nThe Series B preferred stock was fair valued at \u20ac1m at 31 December 2025 (31 December 2024: \u20ac2m) and is recognised in the SOFP at FVOCI.
\n \n \n \n \n \nValuation Methodology: The Visa Inc. Class A Common stock price and conversion ratios were applied to the PTSB shareholding of Visa Inc. Series B preferred shares at 31 December 2025 and 31 December 2024. Future conversions are calculated using discounted cash follows. The stock was revalued at the year-end exchange rate.
\n \n \n \n \n \nUnobservable input: The unobservable inputs are the discount factor used to discount the future conversions of Series B preferred stock.
\n \n \n \n \n \nThe Visa Inc. Series B preferred stock is denominated in US dollars and is exposed to FX risk.
\n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFinancialInstrumentsAtFairValueThroughProfitOrLossExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfFairValueOfFinancialInstrumentsExplanatory0": { "value": "\n \n\n 35. Measurement basis and fair values of financial instruments\n
\n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1. The table below sets out an overview of financial instruments held by the Group and their fair values.
\n \n \n \n\n (a) Measurement basis and fair value of financial instruments\n
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n \n 51\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5,360\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,249\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25,599\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,714\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 9\n \n | \n \n \n 1,723\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 349\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n 347\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 23 \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 2,202 \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 4,327 \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n - \n | \n \n 9 \n | \n \n - \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 21,423 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 24,120 \n | \n \n 24,062 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,698 \n | \n \n - \n | \n \n - \n | \n \n 33 \n | \n \n 1,731 \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 129 \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 252 \n | \n \n - \n | \n \n - \n | \n \n 5 \n | \n \n 257 \n | \n \n 250 \n | \n
The following table sets out the fair value of financial instruments that the Group holds at 31 December 2025. It categorises these financial instruments into the relevant level on the fair value hierarchy.
\n \n \n \nThe fair values of financial instruments are measured according to the following fair value hierarchy:
\n \n \n \n\n Basis and fair values of financial instruments\n
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n 5,172\n \n | \n \n \n 112\n \n | \n \n \n -\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,810\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,723\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 347\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n 4,145 \n | \n \n 108 \n | \n \n - \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n 9 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n 21,456 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n 24,062 \n | \n \n - \n | \n \n 24,062 \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,731 \n | \n \n - \n | \n \n 1,822 \n | \n \n - \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 257 \n | \n \n - \n | \n \n 250 \n | \n \n - \n | \n \n 250 \n | \n
\n (b) Fair value measurement principles \n
\n \n \n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1 and note 2 and contains details on the critical accounting estimates and judgements made by management in relation to the fair value measurement of financial instruments. The fair value of a financial instrument 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.
\n \n \n \nWhere possible, the Group calculates fair value using observable market prices in an active market. Where market prices are not available, fair values are determined using valuation techniques. These techniques are subjective in nature and may involve assumptions which are based upon Management\u2019s view of market conditions at year end, which may not necessarily be indicative of any subsequent fair value. Any minor changes in the assumptions used could have a significant impact on the resulting estimated fair values and, as a result, it may be difficult for the users to make a reasonable comparison of the fair value information disclosed in this note, against that disclosed by other financial institutions or to evaluate the Group\u2019s financial position and, therefore, are advised to exercise caution in interpreting these fair values. Also, the fair values disclosed above do not represent, nor should it be interpreted to represent, the underlying value of the Group as a going concern at the reporting date.
\n \n \n \n\n Financial assets and financial liabilities not subsequently measured at fair value \n
\n \n \n \nOther than derivative financial instruments and equity securities, all other financial assets and liabilities are not measured at fair value at the reporting date. A description of the methods and assumptions used to calculate fair values of these assets and liabilities is set out below.
\n \n \n \n\n Cash at bank\n
\n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature in an active market.
\n \n \n \n\n Items in course of collection \n
\n \n \n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature.
\n \n \n \n\n Loans and advances to banks \n
\n \n \n \nFor the purposes of fair value valuation, Loans and advances to banks have been treated as cash and cash equivalents. These Loans and advances are repayable on demand and short-term in nature; hence, the fair value of each financial instrument is equal to their carrying value.
\n \n \n \n\n Loans and advances to customers \n
\n \n \n \nLoans and advances to customers are carried net of impairments. The Group uses a discounted cash flow valuation model to estimate the fair value for the ROI residential and commercial mortgages. Cash flows are discounted using the current weighted average interest rate based on the specific portfolio. The fair value calculation also takes into account loan impairment provisions at the balance sheet date. The carrying value of the consumer finance portfolio is considered equal to its fair value due to its short duration.
\n \n \n \n\n Debt securities (HTC securities)\n
\n \n \n \nDebt securities at 31 December 2025 are \u20ac5,360m (31 December 2024 \u20ac4,327m) and consist of HTC securities (Government and Covered securities). HTC securities are derived from observable inputs through independent pricing sources such as Bloomberg.
\n \n \n \n\n Deposits by banks/customer accounts\n
\n \n \n \nThe estimated fair value of deposit liabilities and current accounts with no stated maturity which are repayable on demand (including non-interest bearing deposits), approximates to their carrying value. The estimated fair value of fixed-interest bearing deposits and other borrowings is based on discounted cash flows using interest rates for new deposits with similar remaining maturities.
\n \n \n \n\n Debt securities in issue/subordinated liabilities\n
\n \n \n \nThe fair values of debt securities in issue/subordinated liabilities are derived from observable inputs through independent pricing sources such as Bloomberg. All instruments are hedged for interest rate risk. Further details on hedging are included in note 14 of the financial statements. Where a readily available market price is unavailable in relation to the instrument, an estimated price is calculated using observable market data for similar instruments. If observable market data is not available, an appropriate credit spread linked to similar instruments, is used within the valuation technique. The fair values of debt securities in issue and subordinated liabilities include the fair value hedge adjustment in relation to interest rate swaps. Since 2023, due to changes in market conditions, quoted prices in active markets are no longer available for these instruments. However, there is sufficient information available to measure the fair value of these instruments based on observable market inputs. Therefore, debt securities in issue and subordinated liabilities are now classified as Level 2 in the fair value hierarchy.
\n \n \n \n\n Financial assets and financial liabilities subsequently measured at fair value\n
\n \n \n \nOn initial recognition, all financial instruments are measured at fair value. Derivative financial instruments are fair valued through profit or loss.
\n \n \n \n\n Derivative financial instruments\n
\n \n \n \nThe fair values of derivatives are determined using valuation techniques such as discounted cash flow and pricing models which are commonly used by market participants. These valuations are provided by third party sources and the models used incorporate observable market inputs such as current interest rate, time to maturity, forward foreign exchange rates, yield curves and volatility measures.
\n \n \n \n\n Equity securities \n
\n \n \n \nThe Group holds Series B preferred stock in Visa Inc. at 31 December 2025 with a value of \u20ac1m (31 December 2024: \u20ac9m). These were fair valued at Series A \u20acnil and Series B \u20ac1m at 31 December 2025 (31 December 2024: \u20ac7m and \u20ac2m) and are recognised in the SOFP at FVOCI.
\n \n \n \nThe fair values of the Series A preferred stock in Visa Inc. is classified as Level 1 and the fair value of the Series B preferred stock is classified as Level 3, as the valuation of these preferred stock includes inputs that are based on unobservable data.
\n \n \n \nFair value measurements recognised in the SOFP
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n Reconciliation of level 3 fair value measurements of financial assets\n
\n \n \n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Equity Instruments\n \n | \n \n | \n\n | \n
| \n As at 1 January \n | \n \n \n 2 \n \n | \n \n 5 \n | \n
| \n Revaluation movement in OCI \u2013 Fair value reserve (equity instruments) \n | \n \n \n (1)\n \n | \n \n 4 \n | \n
| \n Conversion of Series B preferred stock to Series A preferred stock \n | \n \n \n - \n \n | \n \n (7) \n | \n
| \n \n As at 31 December\n \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
There were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial assets except for the conversion of Series B preferred stock to Series A preferred stock in 2024.
\n \n \n \n\n Level 3 fair value measurements of financial liabilities\n
\n \n \n \nThere were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial liabilities.
\n \n \n \n\n Level 3 sensitivity analysis\n
\n \n \n \nThe table below sets out information about significant unobservable inputs used in measuring financial instruments categorised as Level 3 in the fair value hierarchy.
\n \n \n \n\n Financial instruments\n
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable inputs \n \n | \n \n \n Range of estimates for unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Visa Inc. Series B Preferred Stock\n \n | \n \n \n Quoted market price (Discounted)*\n \n | \n \n \n Final share conversion rate\n \n | \n \n \n 0 - 90%\n \n | \n \n \n 1\n \n | \n \n \n 0 - 90%\n \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable \n \n\n inputs \n \n | \n \n \n Range of estimates for \n \n\n unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Visa Inc. Series B Preferred Stock \n | \n \n Quoted market price (Discounted)* \n | \n \n Final share conversion rate \n | \n \n 0 - 90% \n | \n \n 2 \n | \n \n 0 - 90% \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n \n \n\n Significant unobservable inputs\n
\n \n \n \n\n \n Visa Inc. Series B preferred stock \n \n
\n \n \n \nThe Series B preferred stock was fair valued at \u20ac1m at 31 December 2025 (31 December 2024: \u20ac2m) and is recognised in the SOFP at FVOCI.
\n \n \n \nValuation Methodology: The Visa Inc. Class A Common stock price and conversion ratios were applied to the PTSB shareholding of Visa Inc. Series B preferred shares at 31 December 2025 and 31 December 2024. Future conversions are calculated using discounted cash follows. The stock was revalued at the year-end exchange rate.
\n \n \n \nUnobservable input: The unobservable inputs are the discount factor used to discount the future conversions of Series B preferred stock.
\n \n \n \nThe Visa Inc. Series B preferred stock is denominated in US dollars and is exposed to FX risk.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFairValueOfFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfFairValueMeasurementExplanatory0": { "value": "\n\n 35. Measurement basis and fair values of financial instruments\n
\n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1. The table below sets out an overview of financial instruments held by the Group and their fair values.
\n \n\n (a) Measurement basis and fair value of financial instruments\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n \n \n 24\n \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n \n 51\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 5,360\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,249\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 25,599\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,714\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 9\n \n | \n \n \n 1,723\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 349\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (2)\n \n | \n \n \n 347\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Held at \n \n\n amortised cost\n \n | \n \n \n At fair value through OCI\n \n | \n \n \n At fair value through \n \n\n profit or loss\n \n | \n \n \n Designated as fair value hedges\n \n | \n \n \n Total carrying \n \n\n value\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 23 \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 2,202 \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n 7 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 7 \n | \n \n 7 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 4,327 \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n - \n | \n \n 9 \n | \n \n - \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 21,423 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 105 \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 24,120 \n | \n \n 24,062 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,698 \n | \n \n - \n | \n \n - \n | \n \n 33 \n | \n \n 1,731 \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n 129 \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 252 \n | \n \n - \n | \n \n - \n | \n \n 5 \n | \n \n 257 \n | \n \n 250 \n | \n
The following table sets out the fair value of financial instruments that the Group holds at 31 December 2025. It categorises these financial instruments into the relevant level on the fair value hierarchy.
\n \nThe fair values of financial instruments are measured according to the following fair value hierarchy:
\n \n\n Basis and fair values of financial instruments\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 5,360\n \n | \n \n \n 5,172\n \n | \n \n \n 112\n \n | \n \n \n -\n \n | \n \n \n 5,284\n \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n 1\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n \n 22,249\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 22,810\n \n | \n \n \n 22,810\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 25,599\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n \n \n -\n \n | \n \n \n 25,581\n \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 1,723\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n \n \n -\n \n | \n \n \n 1,802\n \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n \n \n -\n \n | \n \n \n 131\n \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 347\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n \n \n -\n \n | \n \n \n 352\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Total Carrying value\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Fair value\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash at bank \n | \n \n 12 \n | \n \n 72 \n | \n \n 72 \n | \n \n - \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in course of collection \n | \n \n 12 \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n 4,327 \n | \n \n 4,145 \n | \n \n 108 \n | \n \n - \n | \n \n 4,253 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n 9 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n Loans and advances to customers \n | \n \n 20 \n | \n \n 21,423 \n | \n \n - \n | \n \n - \n | \n \n 21,456 \n | \n \n 21,456 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks \n | \n \n 26 \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n 24,120 \n | \n \n - \n | \n \n 24,062 \n | \n \n - \n | \n \n 24,062 \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n 1,731 \n | \n \n - \n | \n \n 1,822 \n | \n \n - \n | \n \n 1,822 \n | \n
| \n Other financial liabilities \n | \n \n 29 \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n \n - \n | \n \n 129 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n 257 \n | \n \n - \n | \n \n 250 \n | \n \n - \n | \n \n 250 \n | \n
\n (b) Fair value measurement principles \n
\n \nThe Group\u2019s accounting policy on valuation of financial instruments is described in note 1 and note 2 and contains details on the critical accounting estimates and judgements made by management in relation to the fair value measurement of financial instruments. The fair value of a financial instrument 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.
\n \nWhere possible, the Group calculates fair value using observable market prices in an active market. Where market prices are not available, fair values are determined using valuation techniques. These techniques are subjective in nature and may involve assumptions which are based upon Management\u2019s view of market conditions at year end, which may not necessarily be indicative of any subsequent fair value. Any minor changes in the assumptions used could have a significant impact on the resulting estimated fair values and, as a result, it may be difficult for the users to make a reasonable comparison of the fair value information disclosed in this note, against that disclosed by other financial institutions or to evaluate the Group\u2019s financial position and, therefore, are advised to exercise caution in interpreting these fair values. Also, the fair values disclosed above do not represent, nor should it be interpreted to represent, the underlying value of the Group as a going concern at the reporting date.
\n \n\n Financial assets and financial liabilities not subsequently measured at fair value \n
\n \nOther than derivative financial instruments and equity securities, all other financial assets and liabilities are not measured at fair value at the reporting date. A description of the methods and assumptions used to calculate fair values of these assets and liabilities is set out below.
\n \n\n Cash at bank\n
\n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature in an active market.
\n \n\n Items in course of collection \n
\n \nThe fair value of these financial instruments is equal to their carrying value due to these instruments being repayable on demand and short-term in nature.
\n \n\n Loans and advances to banks \n
\n \nFor the purposes of fair value valuation, Loans and advances to banks have been treated as cash and cash equivalents. These Loans and advances are repayable on demand and short-term in nature; hence, the fair value of each financial instrument is equal to their carrying value.
\n \n\n Loans and advances to customers \n
\n \nLoans and advances to customers are carried net of impairments. The Group uses a discounted cash flow valuation model to estimate the fair value for the ROI residential and commercial mortgages. Cash flows are discounted using the current weighted average interest rate based on the specific portfolio. The fair value calculation also takes into account loan impairment provisions at the balance sheet date. The carrying value of the consumer finance portfolio is considered equal to its fair value due to its short duration.
\n \n\n Debt securities (HTC securities)\n
\n \nDebt securities at 31 December 2025 are \u20ac5,360m (31 December 2024 \u20ac4,327m) and consist of HTC securities (Government and Covered securities). HTC securities are derived from observable inputs through independent pricing sources such as Bloomberg.
\n \n\n Deposits by banks/customer accounts\n
\n \nThe estimated fair value of deposit liabilities and current accounts with no stated maturity which are repayable on demand (including non-interest bearing deposits), approximates to their carrying value. The estimated fair value of fixed-interest bearing deposits and other borrowings is based on discounted cash flows using interest rates for new deposits with similar remaining maturities.
\n \n\n Debt securities in issue/subordinated liabilities\n
\n \nThe fair values of debt securities in issue/subordinated liabilities are derived from observable inputs through independent pricing sources such as Bloomberg. All instruments are hedged for interest rate risk. Further details on hedging are included in note 14 of the financial statements. Where a readily available market price is unavailable in relation to the instrument, an estimated price is calculated using observable market data for similar instruments. If observable market data is not available, an appropriate credit spread linked to similar instruments, is used within the valuation technique. The fair values of debt securities in issue and subordinated liabilities include the fair value hedge adjustment in relation to interest rate swaps. Since 2023, due to changes in market conditions, quoted prices in active markets are no longer available for these instruments. However, there is sufficient information available to measure the fair value of these instruments based on observable market inputs. Therefore, debt securities in issue and subordinated liabilities are now classified as Level 2 in the fair value hierarchy.
\n \n\n Financial assets and financial liabilities subsequently measured at fair value\n
\n \nOn initial recognition, all financial instruments are measured at fair value. Derivative financial instruments are fair valued through profit or loss.
\n \n\n Derivative financial instruments\n
\n \nThe fair values of derivatives are determined using valuation techniques such as discounted cash flow and pricing models which are commonly used by market participants. These valuations are provided by third party sources and the models used incorporate observable market inputs such as current interest rate, time to maturity, forward foreign exchange rates, yield curves and volatility measures.
\n \n\n Equity securities \n
\n \nThe Group holds Series B preferred stock in Visa Inc. at 31 December 2025 with a value of \u20ac1m (31 December 2024: \u20ac9m). These were fair valued at Series A \u20acnil and Series B \u20ac1m at 31 December 2025 (31 December 2024: \u20ac7m and \u20ac2m) and are recognised in the SOFP at FVOCI.
\n \nThe fair values of the Series A preferred stock in Visa Inc. is classified as Level 1 and the fair value of the Series B preferred stock is classified as Level 3, as the valuation of these preferred stock includes inputs that are based on unobservable data.
\n \nFair value measurements recognised in the SOFP
\n \n| \n \n 31 December 2025\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial assets measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Financial liabilities measured at fair value\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n \n \n -\n \n | \n \n \n 4\n \n | \n
| \n \n 31 December 2024\n \n | \n \n \n Note\n \n | \n \n \n Level 1\n \n | \n \n \n Level 2\n \n | \n \n \n Level 3\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial assets measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n
| \n Equity instruments \n | \n \n 18 \n | \n \n 7 \n | \n \n - \n | \n \n 2 \n | \n \n 9 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Financial liabilities measured at fair value \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instrument \n | \n \n 14 \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
\n Reconciliation of level 3 fair value measurements of financial assets\n
\n \n| \n | \n\n \n 2025\n \n | \n \n \n 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Equity Instruments\n \n | \n \n | \n\n | \n
| \n As at 1 January \n | \n \n \n 2 \n \n | \n \n 5 \n | \n
| \n Revaluation movement in OCI \u2013 Fair value reserve (equity instruments) \n | \n \n \n (1)\n \n | \n \n 4 \n | \n
| \n Conversion of Series B preferred stock to Series A preferred stock \n | \n \n \n - \n \n | \n \n (7) \n | \n
| \n \n As at 31 December\n \n | \n \n \n 1 \n \n | \n \n 2 \n | \n
There were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial assets except for the conversion of Series B preferred stock to Series A preferred stock in 2024.
\n \n\n Level 3 fair value measurements of financial liabilities\n
\n \nThere were no transfers between level 1, level 2 or level 3 of the fair value hierarchy during 2025 or 2024 for financial liabilities.
\n \n\n Level 3 sensitivity analysis\n
\n \nThe table below sets out information about significant unobservable inputs used in measuring financial instruments categorised as Level 3 in the fair value hierarchy.
\n \n\n Financial instruments\n
\n \n| \n \n 31 December 2025\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable inputs \n \n | \n \n \n Range of estimates for unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Visa Inc. Series B Preferred Stock\n \n | \n \n \n Quoted market price (Discounted)*\n \n | \n \n \n Final share conversion rate\n \n | \n \n \n 0 - 90%\n \n | \n \n \n 1\n \n | \n \n \n 0 - 90%\n \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n| \n \n 31 December 2024\n \n | \n \n \n Valuation technique \n \n | \n \n \n Significant unobservable \n \n\n inputs \n \n | \n \n \n Range of estimates for \n \n\n unobservable inputs\n \n | \n \n \n Fair value\n \n\n \u20acm\n \n | \n \n \n Ranges of estimates\n \n\n changes in the fair value\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Visa Inc. Series B Preferred Stock \n | \n \n Quoted market price (Discounted)* \n | \n \n Final share conversion rate \n | \n \n 0 - 90% \n | \n \n 2 \n | \n \n 0 - 90% \n | \n
* Discount has been applied for illiquidity and the conversion rate variability of the Visa Inc. Series B Preferred stock.
\n \n\n Significant unobservable inputs\n
\n \n\n \n Visa Inc. Series B preferred stock \n \n
\n \nThe Series B preferred stock was fair valued at \u20ac1m at 31 December 2025 (31 December 2024: \u20ac2m) and is recognised in the SOFP at FVOCI.
\n \nValuation Methodology: The Visa Inc. Class A Common stock price and conversion ratios were applied to the PTSB shareholding of Visa Inc. Series B preferred shares at 31 December 2025 and 31 December 2024. Future conversions are calculated using discounted cash follows. The stock was revalued at the year-end exchange rate.
\n \nUnobservable input: The unobservable inputs are the discount factor used to discount the future conversions of Series B preferred stock.
\n \nThe Visa Inc. Series B preferred stock is denominated in US dollars and is exposed to FX risk.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfFairValueMeasurementExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfCollateralExplanatory0": { "value": "\n \n \n \n \n\n (v) Group portfolios: Collateral in possession\n
\n \n \n \n \n \n \n \n \n \nCollateral in possession occurs where the obligor either (i) voluntarily surrenders the property or (ii) the Group takes legal ownership due to the non-repayment of the loan facility. The following tables outline the main movements in this category during the year.
\n \n \n \n \n \n \n \n \n \n\n Stock of collateral in possession\n
\n \n \n \n \n \n \n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n \n \n Number\n \n | \n \n \n Balance outstanding at transfer of ownership\n \n | \n
| \n \n Residential collateral in possession\n \n | \n \n | \n\n \n \u20acm\n \n | \n \n | \n\n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 5\n \n | \n \n \n 2\n \n | \n \n 8 \n | \n \n 5 \n | \n
| \n Buy-to-let \n | \n \n \n 18\n \n | \n \n \n 4\n \n | \n \n 30 \n | \n \n 7 \n | \n
| \n \n Total\n \n | \n \n \n 23\n \n | \n \n \n 6\n \n | \n \n 38 \n | \n \n 12 \n | \n
Collateral in possession assets are sold as soon as practicable. These assets which total \u20ac4m as at 31 December 2025 (31 December 2024: \u20ac7m) are included in assets held for sale (see note 16 for further details).
\n \n \n \n \n \n \n \n \n \nDuring the year the ownership of no properties were transferred to the Group.
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at \n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n \n 3 \n \n | \n \n \n 3 \n \n | \n \n \n 2 \n \n | \n \n \n - \n \n | \n \n \n 1 \n \n | \n
| \n Buy-to-let \n | \n \n \n 12 \n \n | \n \n \n 3 \n \n | \n \n \n 1 \n \n | \n \n \n - \n \n | \n \n \n 2 \n \n | \n
| \n \n Year ended 31 December 2025\n \n | \n \n \n 15 \n \n | \n \n \n 6 \n \n | \n \n \n 3 \n \n | \n \n \n - \n \n | \n \n \n 3 \n \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n \n \n \n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Number of disposals\n \n | \n \n \n Balance \n \n\n outstanding at\n \n\n transfer of ownership\n \n | \n \n \n Gross sales proceeds\n \n | \n \n \n Costs to sell\n \n | \n \n \n Pre \n \n\n provisioning \n \n\n loss on sale*\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n Collateral in possession \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Home loans \n | \n \n 2 \n | \n \n 1 \n | \n \n 1 \n | \n \n - \n | \n \n - \n | \n
| \n Buy-to-let \n | \n \n 22 \n | \n \n 6 \n | \n \n 4 \n | \n \n - \n | \n \n 2 \n | \n
| \n Year ended 31 December 2024 \n | \n \n 24 \n | \n \n 7 \n | \n \n 5 \n | \n \n - \n | \n \n 2 \n | \n
* Calculated as gross sales proceeds less balance outstanding at transfer of ownership less costs to sell. These losses are provided for as part of the impairment provisioning process.
\n \n \n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfCollateralExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfObjectivesPoliciesAndProcessesForManagingCapitalExplanatory0": { "value": "\n\n 37. Capital management \n
\n \nThe core objective of the Group\u2019s capital management policy is to ensure that the Group complies with its regulatory capital requirements and maintains sufficient capital to cover its business risks and support its strategy. The Group has an established Internal Capital Adequacy Assessment Process (ICAAP) to ensure that it is adequately capitalised against the inherent risks to which its business operations are exposed and to maintain an appropriate level of capital to meet the minimum capital requirements. The Board has overall responsibility for the completeness and implementation of the ICAAP. The ICAAP is subject to review and evaluation by the Regulator.
\n \nThe management of capital within the Group is monitored on an ongoing basis by the Board and various Executive and Board Committees in accordance with Board approved policy.
\n \nThe Group\u2019s regulatory capital comprises of three Tiers:
\n \nThe Group\u2019s 31 December 2025 regulatory Pillar 2 Requirement (P2R) reduced by -0.25% to 3.00% (31 December 2024: 3.25%) and an Other Systemically Important Institution (O-SII) buffer of 0.5% is effective 1 January 2025.
The Group\u2019s 31 December 2025 regulatory CET1 capital requirement is 10.69% (31 December 2024: 10.33%). The CET1 ratio requirement of 10.69% consists of Pillar 1 minimum requirement of 4.50% (31 December 2024: 4.50%), P2R of 1.69%* (31 December 2024: 1.83%), Capital Conservation Buffer (CCB) of 2.50% (31 December 2024: 2.50%), Countercyclical Buffer (CCyB) of 1.50% (31 December 2024: 1.50%) and the application of a 0.50% O-SII buffer (31 December 2024: Nil).
\n \nThe Group\u2019s Total Capital requirement of 15.50% at 31 December 2025 (31 December 2024: 15.25%) consists of Pillar 1 minimum requirement of 8.00% (31 December 2024: 8.00%), P2R of 3.00% (31 December 2024: 3.25%), CCB of 2.50% (31 December 2024: 2.50%), CCyB of 1.50% (31 December 2024: 1.50%) and O-SII buffer of 0.50% (31 December 2024: Nil).
\n \nThese requirements exclude Pillar 2 Guidance (P2G) which is not publicly disclosed.
\n \n* 56.25% of P2R must be made up of CET1
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfObjectivesPoliciesAndProcessesForManagingCapitalExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfOtherCurrentAssetsExplanatory0": { "value": "\n \n \n \n\n 38. Current/non-current assets and liabilities\n
\n \n \n \n \n \n \n \nThe following table provides an analysis of certain asset and liability line items as at 31 December 2025 and 31 December 2024. The analysis includes amounts expected to be recovered or settled no more than 12 months after the SOFP date (current) and more than 12 months after the SOFP date (non-current).
\n \n \n \n \n \n \n \n| \n | \n\n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n | \n\n \n Note\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash and balances at central banks \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n 72 \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 14\n \n | \n \n \n 10\n \n | \n \n \n 24\n \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n 7 \n | \n \n - \n | \n \n 7 \n | \n
| \n Assets classified as held for sale \n | \n \n 16 \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 653\n \n | \n \n \n 4,707\n \n | \n \n \n 5,360\n \n | \n \n 138 \n | \n \n 4,189 \n | \n \n 4,327 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Prepayments and contract assets \n | \n \n 19 \n | \n \n \n 168\n \n | \n \n \n -\n \n | \n \n \n 168\n \n | \n \n 63 \n | \n \n - \n | \n \n 63 \n | \n
| \n Loans and advance to customers \n | \n \n 20 \n | \n \n \n 3,659\n \n | \n \n \n 18,590\n \n | \n \n \n 22,249\n \n | \n \n 2,685 \n | \n \n 18,738 \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks including central banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 24,640\n \n | \n \n \n 959\n \n | \n \n \n 25,599\n \n | \n \n 22,557 \n | \n \n 1,563 \n | \n \n 24,120 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 4\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 56\n \n | \n \n \n 1,667\n \n | \n \n \n 1,723\n \n | \n \n 56 \n | \n \n 1,675 \n | \n \n 1,731 \n | \n
| \n Other liabilities \n | \n \n 29 \n | \n \n \n 105\n \n | \n \n \n 26\n \n | \n \n \n 131\n \n | \n \n 100 \n | \n \n 29 \n | \n \n 129 \n | \n
| \n Accruals \n | \n \n | \n\n \n 12\n \n | \n \n \n -\n \n | \n \n \n 12\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Provisions \n | \n \n 30 \n | \n \n \n 29\n \n | \n \n \n 35\n \n | \n \n \n 64\n \n | \n \n 13 \n | \n \n 33 \n | \n \n 46 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 1\n \n | \n \n \n 346\n \n | \n \n \n 347\n \n | \n \n 3 \n | \n \n 254 \n | \n \n 257 \n | \n
\n 38. Current/non-current assets and liabilities\n
\n \n \n \n \n \nThe following table provides an analysis of certain asset and liability line items as at 31 December 2025 and 31 December 2024. The analysis includes amounts expected to be recovered or settled no more than 12 months after the SOFP date (current) and more than 12 months after the SOFP date (non-current).
\n \n \n \n \n \n| \n | \n\n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n | \n\n \n Note\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash and balances at central banks \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n 72 \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 14\n \n | \n \n \n 10\n \n | \n \n \n 24\n \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n 7 \n | \n \n - \n | \n \n 7 \n | \n
| \n Assets classified as held for sale \n | \n \n 16 \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 653\n \n | \n \n \n 4,707\n \n | \n \n \n 5,360\n \n | \n \n 138 \n | \n \n 4,189 \n | \n \n 4,327 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Prepayments and contract assets \n | \n \n 19 \n | \n \n \n 168\n \n | \n \n \n -\n \n | \n \n \n 168\n \n | \n \n 63 \n | \n \n - \n | \n \n 63 \n | \n
| \n Loans and advance to customers \n | \n \n 20 \n | \n \n \n 3,659\n \n | \n \n \n 18,590\n \n | \n \n \n 22,249\n \n | \n \n 2,685 \n | \n \n 18,738 \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks including central banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 24,640\n \n | \n \n \n 959\n \n | \n \n \n 25,599\n \n | \n \n 22,557 \n | \n \n 1,563 \n | \n \n 24,120 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 4\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 56\n \n | \n \n \n 1,667\n \n | \n \n \n 1,723\n \n | \n \n 56 \n | \n \n 1,675 \n | \n \n 1,731 \n | \n
| \n Other liabilities \n | \n \n 29 \n | \n \n \n 105\n \n | \n \n \n 26\n \n | \n \n \n 131\n \n | \n \n 100 \n | \n \n 29 \n | \n \n 129 \n | \n
| \n Accruals \n | \n \n | \n\n \n 12\n \n | \n \n \n -\n \n | \n \n \n 12\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Provisions \n | \n \n 30 \n | \n \n \n 29\n \n | \n \n \n 35\n \n | \n \n \n 64\n \n | \n \n 13 \n | \n \n 33 \n | \n \n 46 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 1\n \n | \n \n \n 346\n \n | \n \n \n 347\n \n | \n \n 3 \n | \n \n 254 \n | \n \n 257 \n | \n
\n 38. Current/non-current assets and liabilities\n
\n \n \n \nThe following table provides an analysis of certain asset and liability line items as at 31 December 2025 and 31 December 2024. The analysis includes amounts expected to be recovered or settled no more than 12 months after the SOFP date (current) and more than 12 months after the SOFP date (non-current).
\n \n \n \n| \n | \n\n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n | \n\n \n Note\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash and balances at central banks \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n 72 \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 14\n \n | \n \n \n 10\n \n | \n \n \n 24\n \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n 7 \n | \n \n - \n | \n \n 7 \n | \n
| \n Assets classified as held for sale \n | \n \n 16 \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 653\n \n | \n \n \n 4,707\n \n | \n \n \n 5,360\n \n | \n \n 138 \n | \n \n 4,189 \n | \n \n 4,327 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Prepayments and contract assets \n | \n \n 19 \n | \n \n \n 168\n \n | \n \n \n -\n \n | \n \n \n 168\n \n | \n \n 63 \n | \n \n - \n | \n \n 63 \n | \n
| \n Loans and advance to customers \n | \n \n 20 \n | \n \n \n 3,659\n \n | \n \n \n 18,590\n \n | \n \n \n 22,249\n \n | \n \n 2,685 \n | \n \n 18,738 \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks including central banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 24,640\n \n | \n \n \n 959\n \n | \n \n \n 25,599\n \n | \n \n 22,557 \n | \n \n 1,563 \n | \n \n 24,120 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 4\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 56\n \n | \n \n \n 1,667\n \n | \n \n \n 1,723\n \n | \n \n 56 \n | \n \n 1,675 \n | \n \n 1,731 \n | \n
| \n Other liabilities \n | \n \n 29 \n | \n \n \n 105\n \n | \n \n \n 26\n \n | \n \n \n 131\n \n | \n \n 100 \n | \n \n 29 \n | \n \n 129 \n | \n
| \n Accruals \n | \n \n | \n\n \n 12\n \n | \n \n \n -\n \n | \n \n \n 12\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Provisions \n | \n \n 30 \n | \n \n \n 29\n \n | \n \n \n 35\n \n | \n \n \n 64\n \n | \n \n 13 \n | \n \n 33 \n | \n \n 46 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 1\n \n | \n \n \n 346\n \n | \n \n \n 347\n \n | \n \n 3 \n | \n \n 254 \n | \n \n 257 \n | \n
\n 38. Current/non-current assets and liabilities\n
\n \nThe following table provides an analysis of certain asset and liability line items as at 31 December 2025 and 31 December 2024. The analysis includes amounts expected to be recovered or settled no more than 12 months after the SOFP date (current) and more than 12 months after the SOFP date (non-current).
\n \n| \n | \n\n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||||
| \n | \n\n \n Note\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n \n \n Current\n \n | \n \n \n Non-current\n \n | \n \n \n Total\n \n | \n
| \n | \n\n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Cash and balances at central banks \n | \n \n 12 \n | \n \n \n 75\n \n | \n \n \n -\n \n | \n \n \n 75\n \n | \n \n 72 \n | \n \n - \n | \n \n 72 \n | \n
| \n Items in the course of collection \n | \n \n 12 \n | \n \n \n 25\n \n | \n \n \n -\n \n | \n \n \n 25\n \n | \n \n 23 \n | \n \n - \n | \n \n 23 \n | \n
| \n Loans and advances to banks \n | \n \n 13 \n | \n \n \n 1,719\n \n | \n \n \n -\n \n | \n \n \n 1,719\n \n | \n \n 2,202 \n | \n \n - \n | \n \n 2,202 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 14\n \n | \n \n \n 10\n \n | \n \n \n 24\n \n | \n \n - \n | \n \n 59 \n | \n \n 59 \n | \n
| \n Other assets \n | \n \n 15 \n | \n \n \n 51\n \n | \n \n \n -\n \n | \n \n \n 51\n \n | \n \n 7 \n | \n \n - \n | \n \n 7 \n | \n
| \n Assets classified as held for sale \n | \n \n 16 \n | \n \n \n 5\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Debt securities \n | \n \n 17 \n | \n \n \n 653\n \n | \n \n \n 4,707\n \n | \n \n \n 5,360\n \n | \n \n 138 \n | \n \n 4,189 \n | \n \n 4,327 \n | \n
| \n Equity securities \n | \n \n 18 \n | \n \n \n -\n \n | \n \n \n 1\n \n | \n \n \n 1\n \n | \n \n - \n | \n \n 9 \n | \n \n 9 \n | \n
| \n Prepayments and contract assets \n | \n \n 19 \n | \n \n \n 168\n \n | \n \n \n -\n \n | \n \n \n 168\n \n | \n \n 63 \n | \n \n - \n | \n \n 63 \n | \n
| \n Loans and advance to customers \n | \n \n 20 \n | \n \n \n 3,659\n \n | \n \n \n 18,590\n \n | \n \n \n 22,249\n \n | \n \n 2,685 \n | \n \n 18,738 \n | \n \n 21,423 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Deposits by banks including central banks \n | \n \n 26 \n | \n \n \n 104\n \n | \n \n \n -\n \n | \n \n \n 104\n \n | \n \n 105 \n | \n \n - \n | \n \n 105 \n | \n
| \n Customer accounts \n | \n \n 27 \n | \n \n \n 24,640\n \n | \n \n \n 959\n \n | \n \n \n 25,599\n \n | \n \n 22,557 \n | \n \n 1,563 \n | \n \n 24,120 \n | \n
| \n Derivative financial instruments \n | \n \n 14 \n | \n \n \n 1\n \n | \n \n \n 3\n \n | \n \n \n 4\n \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Debt securities in issue \n | \n \n 28 \n | \n \n \n 56\n \n | \n \n \n 1,667\n \n | \n \n \n 1,723\n \n | \n \n 56 \n | \n \n 1,675 \n | \n \n 1,731 \n | \n
| \n Other liabilities \n | \n \n 29 \n | \n \n \n 105\n \n | \n \n \n 26\n \n | \n \n \n 131\n \n | \n \n 100 \n | \n \n 29 \n | \n \n 129 \n | \n
| \n Accruals \n | \n \n | \n\n \n 12\n \n | \n \n \n -\n \n | \n \n \n 12\n \n | \n \n 12 \n | \n \n - \n | \n \n 12 \n | \n
| \n Provisions \n | \n \n 30 \n | \n \n \n 29\n \n | \n \n \n 35\n \n | \n \n \n 64\n \n | \n \n 13 \n | \n \n 33 \n | \n \n 46 \n | \n
| \n Subordinated liabilities \n | \n \n 31 \n | \n \n \n 1\n \n | \n \n \n 346\n \n | \n \n \n 347\n \n | \n \n 3 \n | \n \n 254 \n | \n \n 257 \n | \n
\n 39. Transfer of financial assets\n
\n \nIn the ordinary course of business, the Group enters into transactions that result in the transfer of financial assets of Loans and advances to customers and debt securities. In accordance with note 1.5 (vii), the transferred financial assets continue to be either recognised in their entirety or to the extent of the Group\u2019s continuing involvement, or are derecognised in their entirety.
\n \nThe Group transfers financial assets primarily through the following transactions:
\n \n\n (a) Transferred financial assets that are not derecognised in their entirety\n
\n \n\n \n Sale and repurchase agreements\n \n
\n \nSale and repurchase agreements are transactions in which the Group sells a security and simultaneously agrees to repurchase it (or an asset that is substantially the same) at a fixed price on a future date. The Group continues to recognise the securities in their entirety in the Statement of Financial Position as Loans and advances to customers (note 20) and debt securities (note 17) because it retains substantially all the risks and rewards of ownership. The cash consideration received is recognised as a financial asset and a financial liability is recognised for the obligation to pay the repurchase price. As the Group sells the contractual rights to the cash flows of the securities it does not have the ability to use or pledge as collateral the transferred assets during the term of the arrangement. The carrying value of repurchase agreements at 31 December 2025 is \u20ac89m (31 December 2024: \u20ac65m).
\n \n\n \n Securitisations\n \n
\n \nThe Group sells Loans and advances to customers to SEs that in turn issue notes to investors which are collateralised by the purchased assets. For the purpose of disclosure in this note, a transfer of such financial assets may arise if the Group sells assets to a consolidated SE, the transfer of financial assets is from the Group (that includes the consolidated SE) to investors in the notes issued by the SE. The transfer is in the form of the Group assuming an obligation to pass cash flows from the underlying assets to investors in the notes.
\n \nAlthough the Group does not own more than half of the voting power of the Fastnet entities, it has the power to control the relevant activities of the SE and the ability to affect the variable returns of the investee and hence these SEs are consolidated. In these cases, the consideration received from the investors in the notes in the form of cash is recognised as a financial asset and a corresponding financial liability is recognised. Therefore, the Group is exposed to substantially all the risks and rewards of ownership including credit and market risk of the transferred assets.
\n \nWhen the Group transfers assets as part of the securitisation transactions it does not have the ability to use or pledge as collateral the transferred assets during the term of the arrangement.
\n \nThe table below sets out an overview of carrying amounts and fair values related to transferred financial assets that are not derecognised in their entirety and associated liabilities.
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n ||
| \n | \n\n \n Sale and repurchase agreements\n \n | \n \n \n Securitisations\n \n | \n \n \n Sale and repurchase agreements\n \n | \n \n \n Securitisations\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n Carrying amount of assets \n | \n \n \n 90\n \n | \n \n \n -\n \n | \n \n 377 \n | \n \n - \n | \n
| \n Carrying amount of associated liabilities \n | \n \n \n 89\n \n | \n \n \n -\n \n | \n \n 365 \n | \n \n - \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities that have recourse only to the transferred financial assets\n \n | \n \n | \n\n | \n\n | \n\n | \n
| \n Fair value of assets \n | \n \n \n 89\n \n | \n \n \n -\n \n | \n \n 371 \n | \n \n - \n | \n
| \n Fair value of associated liabilities \n | \n \n \n 89\n \n | \n \n \n -\n \n | \n \n 365 \n | \n \n - \n | \n
| \n \n Net position\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n 6 \n | \n \n - \n | \n
\n (b) Transferred financial assets that are derecognised in their entirety\n
\n \nThe Group has not transferred any financial assets that were derecognised in their entirety where the Group has continuing involvement in a transferred asset.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfTransfersOfFinancialAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfOffsettingOfFinancialAssetsAndFinancialLiabilitiesExplanatory0": { "value": "\n\n 40. Offsetting financial assets and financial liabilities\n
\n \nIn accordance with IAS 32, Financial Instruments: Presentation, the Group reports financial assets and financial liabilities on a net basis on the SOFP only if there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis, or to realise the asset and settle the liability simultaneously. This is disclosed in the table below in the \u201cEffect of offsetting on the SOFP\u201d section.
\n \nThe gross amounts of derivative assets and liabilities and their net amounts disclosed in the below tables have been measured in the SOFP at fair value.
\n \nThe tables below also disclose (in the \u201cRelated amounts not offset in the SOFP\u201d section) the impact of master netting agreements and other similar agreements on all derivative financial instruments and similar financial instruments that are subject to master netting agreements or similar agreements, but do not qualify for netting on the balance sheet. The similar financial instruments include securitisations and sale and repurchase agreements. The similar agreements include global master repurchase agreements. It highlights the amounts that could be potentially offset on the SOFP and those amounts covered by collateral placed with or by counterparties to these trades.
\n \nThe tables highlight the amounts that have been offset on the SOFP and those amounts covered by collateral placed with or by counterparties to these trades. It does not highlight where right of offset is available in the event of a default, as allowed under ISDA master agreements.
\n \nThe tables below also provide analysis of derivative financial assets and liabilities and repurchase and reverse repurchase agreements subject to offsetting, enforceable master netting agreements and global master repurchase agreements:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n |||||
| \n | \n\n \n Effect of offsetting on the SOFP\n \n | \n \n \n Related amounts not offset in the SOFP\n \n | \n ||||
| \n | \n\n \n Gross financial assets/ (liabilities) recognised\n \n | \n \n \n Gross financial (liabilities)/assets offset\n \n | \n \n \n Net amounts reported on the SOFP\n \n | \n \n \n Financial instruments\n \n | \n \n \n Cash collateral\n \n | \n \n \n Net amount\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Assets\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instruments \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n (15)\n \n | \n \n \n 9\n \n | \n
| \n | \n\n \n 24\n \n | \n \n \n -\n \n | \n \n \n 24\n \n | \n \n \n -\n \n | \n \n \n (15)\n \n | \n \n \n 9\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n \n Liabilities\n \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instruments \n | \n \n \n (4)\n \n | \n \n \n -\n \n | \n \n \n (4)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n \n \n (4)\n \n | \n
| \n Repurchase Agreements \n | \n \n \n 89\n \n | \n \n \n -\n \n | \n \n \n 89\n \n | \n \n \n (89)\n \n | \n \n \n -\n \n | \n \n \n -\n \n | \n
| \n | \n\n \n 85\n \n | \n \n \n -\n \n | \n \n \n 85\n \n | \n \n \n (89)\n \n | \n \n \n -\n \n | \n \n \n (4)\n \n | \n
| \n | \n\n \n 31 December 2024\n \n | \n |||||
| \n | \n\n \n Effect of offsetting on the SOFP\n \n | \n \n \n Related amounts not offset in the SOFP\n \n | \n ||||
| \n | \n\n \n Gross financial assets/ (liabilities) recognised\n \n | \n \n \n Gross financial (liabilities)/assets offset\n \n | \n \n \n Net amounts reported on the SOFP\n \n | \n \n \n Financial instruments\n \n | \n \n \n Cash collateral\n \n | \n \n \n Net amount\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Assets \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instruments \n | \n \n 59 \n | \n \n - \n | \n \n 59 \n | \n \n - \n | \n \n (39) \n | \n \n 20 \n | \n
| \n Reverse Repurchase Agreements \n | \n \n 300 \n | \n \n (300) \n | \n \n - \n | \n \n - \n | \n \n (1) \n | \n \n (1) \n | \n
| \n | \n\n 359 \n | \n \n (300) \n | \n \n 59 \n | \n \n - \n | \n \n (40) \n | \n \n 19 \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Liabilities \n | \n \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Derivative financial instruments \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n \n - \n | \n
| \n Repurchase Agreements \n | \n \n 365 \n | \n \n (300) \n | \n \n 65 \n | \n \n (65) \n | \n \n - \n | \n \n - \n | \n
| \n | \n\n 365 \n | \n \n (300) \n | \n \n 65 \n | \n \n (65) \n | \n \n - \n | \n \n - \n | \n
\n 41. Commitments and Contingencies \n
\n \n \n \nThe table below provides the contractual amounts of irrevocable capital commitments. Even though these obligations are not recognised in SOFP they do involve credit risk. The maximum exposure to credit loss under commitments is the contractual amount of the instrument in the event of non-performance by the other party where all counter claims, collateral or security prove worthless. The transfer of economic resources is uncertain and cannot be reasonably measured to be recognised on the SOFP.
\n \n \n \n \n| \n \n Credit commitments\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Guarantees and irrevocable letters of credit\n \n | \n \n \n 2 \n \n | \n \n 2 \n | \n
| \n | \n\n | \n\n | \n
| \n Commitments to extend credit \n | \n \n | \n\n | \n
| \n - less than 1 year \n | \n \n \n 1,509 \n \n | \n \n 1,573 \n | \n
| \n - 1 year and over \n | \n \n \n 43 \n \n | \n \n 43 \n | \n
| \n \n Total commitments to extend credit\n \n | \n \n \n 1,552 \n \n | \n \n 1,616 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Total credit commitments\n \n | \n \n \n 1,554 \n \n | \n \n 1,618 \n | \n
\n Other contingencies\n
\n \n \n \n \n \nThe Group, like all other banks, is subject to litigation in the normal course of its business. Based on legal advice, other than matters referred to in note 30, the Group does not believe that any such litigation will have a material effect on its income statement or SOFP.
\n \n \n \n \n \nA number of different statutory and regulatory bodies, including the CBI, commenced investigations into a series of transactions involving deposits placed by Irish Life Assurance plc with Irish Bank Resolution Corporation (formerly Anglo Irish Bank) (on 31 March 2008, 26 September 2008, 29 September 2008 and 30 September 2008). While these investigations commenced a number of years ago, they were put on hold pending the determination of criminal proceedings against a number of individuals in respect of the same transactions. The Group understands that those criminal proceedings have concluded and so the Group is waiting to see if the investigations, which, from the Group\u2019s perspective, have been dormant for some time will now be re-commenced.
\n \n \n \n \n \nAs part of the agreement in August 2011 to dispose of Irish Life International Limited, the Group provided certain indemnities and warranties to the purchaser under a number of identified scenarios. If the Group is required to make any reimbursements under these identified scenarios, the impact on the financial statements could be material. Based on the facts currently known, it is not practicable at this time to predict the final outcome this could have, nor the timing and possible impact on the Group.
\n \n \n \n \n \nLike other banks, in the normal course of business, customers bring complaints to the Financial Services and Pensions Ombudsman (FSPO) in relation to a variety of issues. The Group considers the applicability of FSPO decisions and findings to other customers in similar circumstances. The Group provides for any issues that might arise, where based on legal advice, the Directors believe that it is more likely than not that an outflow of resources embodying economic benefits, will be required to settle a present obligation arising from a past event. The Group has no such present obligation arising from FSPO complaints, however it will continue to keep FSPO complaints and decisions under review to assess if they identify any issues which could be of broader impact to other customers. Based on the facts currently known and the current stages that the FSPO\u2019s complaints process is at, it is not practicable at this time to predict the final outcome of FSPO complaints, nor the timing and possible impact on the Group.
\n \n \n \n \n \nAs at 31 December 2025 ECL of \u20ac6m (31 December 2024: \u20ac4m) held against loan commitments are recognised in Provisions (note 30), except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers (note 20).
\n \n \n \n \n \nOn 1 July 2022, the Group invested in First Home Scheme Ireland DAC, along with the State, AIB and Bank of Ireland. The Group committed \u20ac54m in funding to the First Home Scheme Ireland DAC. \u20ac30m was recognised in the SOFP in respect of the scheme as at 31 December 2025 (31 December 2024: \u20ac20m).
\n \n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfCommitmentsAndContingentLiabilitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfOtherProvisionsContingentLiabilitiesAndContingentAssetsExplanatory0": { "value": "\n\n 41. Commitments and Contingencies \n
\n \nThe table below provides the contractual amounts of irrevocable capital commitments. Even though these obligations are not recognised in SOFP they do involve credit risk. The maximum exposure to credit loss under commitments is the contractual amount of the instrument in the event of non-performance by the other party where all counter claims, collateral or security prove worthless. The transfer of economic resources is uncertain and cannot be reasonably measured to be recognised on the SOFP.
\n \n \n| \n \n Credit commitments\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Guarantees and irrevocable letters of credit\n \n | \n \n \n 2 \n \n | \n \n 2 \n | \n
| \n | \n\n | \n\n | \n
| \n Commitments to extend credit \n | \n \n | \n\n | \n
| \n - less than 1 year \n | \n \n \n 1,509 \n \n | \n \n 1,573 \n | \n
| \n - 1 year and over \n | \n \n \n 43 \n \n | \n \n 43 \n | \n
| \n \n Total commitments to extend credit\n \n | \n \n \n 1,552 \n \n | \n \n 1,616 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Total credit commitments\n \n | \n \n \n 1,554 \n \n | \n \n 1,618 \n | \n
\n Other contingencies\n
\n \n \n \nThe Group, like all other banks, is subject to litigation in the normal course of its business. Based on legal advice, other than matters referred to in note 30, the Group does not believe that any such litigation will have a material effect on its income statement or SOFP.
\n \n \n \nA number of different statutory and regulatory bodies, including the CBI, commenced investigations into a series of transactions involving deposits placed by Irish Life Assurance plc with Irish Bank Resolution Corporation (formerly Anglo Irish Bank) (on 31 March 2008, 26 September 2008, 29 September 2008 and 30 September 2008). While these investigations commenced a number of years ago, they were put on hold pending the determination of criminal proceedings against a number of individuals in respect of the same transactions. The Group understands that those criminal proceedings have concluded and so the Group is waiting to see if the investigations, which, from the Group\u2019s perspective, have been dormant for some time will now be re-commenced.
\n \n \n \nAs part of the agreement in August 2011 to dispose of Irish Life International Limited, the Group provided certain indemnities and warranties to the purchaser under a number of identified scenarios. If the Group is required to make any reimbursements under these identified scenarios, the impact on the financial statements could be material. Based on the facts currently known, it is not practicable at this time to predict the final outcome this could have, nor the timing and possible impact on the Group.
\n \n \n \nLike other banks, in the normal course of business, customers bring complaints to the Financial Services and Pensions Ombudsman (FSPO) in relation to a variety of issues. The Group considers the applicability of FSPO decisions and findings to other customers in similar circumstances. The Group provides for any issues that might arise, where based on legal advice, the Directors believe that it is more likely than not that an outflow of resources embodying economic benefits, will be required to settle a present obligation arising from a past event. The Group has no such present obligation arising from FSPO complaints, however it will continue to keep FSPO complaints and decisions under review to assess if they identify any issues which could be of broader impact to other customers. Based on the facts currently known and the current stages that the FSPO\u2019s complaints process is at, it is not practicable at this time to predict the final outcome of FSPO complaints, nor the timing and possible impact on the Group.
\n \n \n \nAs at 31 December 2025 ECL of \u20ac6m (31 December 2024: \u20ac4m) held against loan commitments are recognised in Provisions (note 30), except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers (note 20).
\n \n \n \nOn 1 July 2022, the Group invested in First Home Scheme Ireland DAC, along with the State, AIB and Bank of Ireland. The Group committed \u20ac54m in funding to the First Home Scheme Ireland DAC. \u20ac30m was recognised in the SOFP in respect of the scheme as at 31 December 2025 (31 December 2024: \u20ac20m).
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfOtherProvisionsContingentLiabilitiesAndContingentAssetsExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfCommitmentsExplanatory0": { "value": "\n| \n \n Credit commitments\n \n | \n \n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20acm\n \n | \n \n \n \u20acm\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Guarantees and irrevocable letters of credit\n \n | \n \n \n 2 \n \n | \n \n 2 \n | \n
| \n | \n\n | \n\n | \n
| \n Commitments to extend credit \n | \n \n | \n\n | \n
| \n - less than 1 year \n | \n \n \n 1,509 \n \n | \n \n 1,573 \n | \n
| \n - 1 year and over \n | \n \n \n 43 \n \n | \n \n 43 \n | \n
| \n \n Total commitments to extend credit\n \n | \n \n \n 1,552 \n \n | \n \n 1,616 \n | \n
| \n | \n\n | \n\n | \n
| \n \n Total credit commitments\n \n | \n \n \n 1,554 \n \n | \n \n 1,618 \n | \n
\n Other contingencies\n
\n \nThe Group, like all other banks, is subject to litigation in the normal course of its business. Based on legal advice, other than matters referred to in note 30, the Group does not believe that any such litigation will have a material effect on its income statement or SOFP.
\n \nA number of different statutory and regulatory bodies, including the CBI, commenced investigations into a series of transactions involving deposits placed by Irish Life Assurance plc with Irish Bank Resolution Corporation (formerly Anglo Irish Bank) (on 31 March 2008, 26 September 2008, 29 September 2008 and 30 September 2008). While these investigations commenced a number of years ago, they were put on hold pending the determination of criminal proceedings against a number of individuals in respect of the same transactions. The Group understands that those criminal proceedings have concluded and so the Group is waiting to see if the investigations, which, from the Group\u2019s perspective, have been dormant for some time will now be re-commenced.
\n \nAs part of the agreement in August 2011 to dispose of Irish Life International Limited, the Group provided certain indemnities and warranties to the purchaser under a number of identified scenarios. If the Group is required to make any reimbursements under these identified scenarios, the impact on the financial statements could be material. Based on the facts currently known, it is not practicable at this time to predict the final outcome this could have, nor the timing and possible impact on the Group.
\n \nLike other banks, in the normal course of business, customers bring complaints to the Financial Services and Pensions Ombudsman (FSPO) in relation to a variety of issues. The Group considers the applicability of FSPO decisions and findings to other customers in similar circumstances. The Group provides for any issues that might arise, where based on legal advice, the Directors believe that it is more likely than not that an outflow of resources embodying economic benefits, will be required to settle a present obligation arising from a past event. The Group has no such present obligation arising from FSPO complaints, however it will continue to keep FSPO complaints and decisions under review to assess if they identify any issues which could be of broader impact to other customers. Based on the facts currently known and the current stages that the FSPO\u2019s complaints process is at, it is not practicable at this time to predict the final outcome of FSPO complaints, nor the timing and possible impact on the Group.
\n \nAs at 31 December 2025 ECL of \u20ac6m (31 December 2024: \u20ac4m) held against loan commitments are recognised in Provisions (note 30), except where the loan commitment relates to a loan already recognised as a financial asset. In this case the ECL is recognised in Loans and advances to customers (note 20).
\n \nOn 1 July 2022, the Group invested in First Home Scheme Ireland DAC, along with the State, AIB and Bank of Ireland. The Group committed \u20ac54m in funding to the First Home Scheme Ireland DAC. \u20ac30m was recognised in the SOFP in respect of the scheme as at 31 December 2025 (31 December 2024: \u20ac20m).
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfContingentLiabilitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfRelatedPartyExplanatory0": { "value": "\n \n\n 42. Related Parties\n
\n \n \n \nRelated parties include individuals and entities that can exercise significant influence on operational and financial policies of the Group.
\n \n \n \nThe Group has a related party relationship with its Directors, Senior Executives, the Group\u2019s pension schemes, the Minister for Finance and with the Irish Government and Irish Government related entities on the basis that the Irish Government is deemed to have control over the Group.
\n \n \n \n \n\n (a) Directors\u2019 and Secretary\u2019s interest \n
\n \n \n \n \n \nThe interests of the Directors and the Company Secretary, including interests of their close family members in the share capital of the Company are as follows:
\n \n \n \n \n \n| \n \n Number of beneficial ordinary shares held \n \n | \n \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n Ordinary\n \n | \n \n \n Ordinary\n \n | \n
| \n | \n\n \n Position\n \n | \n \n \n shares\n \n | \n \n \n shares\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Julie O\u2019Neill \n | \n \n Chairperson \n | \n \n 20,000 \n | \n \n 20,000 \n | \n
| \n Eamonn Crowley \n | \n \n Chief Executive Officer \n | \n \n 50,000 \n | \n \n 50,000 \n | \n
| \n Nicola O\u2019Brien (retired 29 August 2024) \n | \n \n Chief Financial Officer \n | \n \n - \n | \n \n - \n | \n
| \n Barry D\u2019Arcy (appointed 25 February 2025) \n | \n \n Chief Financial Officer \n | \n \n - \n | \n \n - \n | \n
| \n Conor Ryan \n | \n \n Company Secretary \n | \n \n 10 \n | \n \n 10 \n | \n
| \n Ronan O\u2019Neill (retired 30 July 2025) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Donal Courtney (retired 01 October 2024) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Ruth Wandh\u00f6fer \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Marian Corcoran \n | \n \n Non-Executive Director \n | \n \n 4,500 \n | \n \n 4,500 \n | \n
| \n Paul Doddrell \n | \n \n Non-Executive Director \n | \n \n 4,046 \n | \n \n 4,046 \n | \n
| \n Celine Fitzgerald \n | \n \n Non-Executive Director \n | \n \n 6,227 \n | \n \n 6,227 \n | \n
| \n Anne Bradley \n | \n \n Non-Executive Director \n | \n \n 6,227 \n | \n \n 6,227 \n | \n
| \n Catherine Moroney \n | \n \n Non-Executive Director \n | \n \n 7,462 \n | \n \n 7,462 \n | \n
| \n Rick Gildea \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Hugh O\u2019Donnell (appointed 08 April 2025) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
Conor Ryan, as trustee of the employee benefit trust set up under the terms of the long-term incentive plan, has non-beneficial interest in 4,580 shares held in the plan (31 December 2024: 4,580).
\n \n \n \n \n \nThere were no transactions in the above Directors\u2019 and Secretary\u2019s interests between 31 December 2025 and 04 March 2026.
\n \n \n \n \n \nDetails of the Directors\u2019 remuneration is included in the Directors\u2019 Remuneration Report on pages 121 to 125.
\n \n \n \n \n \n\n (b) Transactions with key management personnel \n
\n \n \n \n \n \nKey management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the Group. Key management personnel include Non-Executive Directors, Executive Directors and members of the Executive Committee (ExCo). The Executive Directors and members of the ExCo are listed below:
\n \n \n \n \n \n| \n \n Members of the ExCo at 31 December 2025\n \n | \n \n | \n
| \n Eamonn Crowley \n | \n \n Chief Executive \n | \n
| \n Barry D\u2019Arcy \n | \n \n Chief Financial Officer \n | \n
| \n Patrick Farrell \n | \n \n Chief Retail Banking Officer \n | \n
| \n Tom Hayes \n | \n \n Chief Technology Officer \n | \n
| \n Ger Mitchell \n | \n \n Chief Customer and People Officer \n | \n
| \n Andrew Walsh \n | \n \n Chief Legal Counsel \n | \n
| \n Peter Vance \n | \n \n Chief Operations Officer \n | \n
| \n Leontia Fannin \n | \n \n Chief Sustainability & Corporate Affairs Officer \n | \n
| \n Fiona McMahon \n | \n \n Chief Risk Officer \n | \n
During the year ended 31 December 2025, the following key management personnel changes occurred:
\n \n \n \nBarry D\u2019Arcy was appointed Chief Financial Officer on 25 February 2025; Hugh O'Donnell was appointed Non-Executive Director on 08 April 2025 and Fiona McMahon was appointed Chief Risk Officer on 11 August 2025.
\n \n \n \nRonan O\u2019Neil retired as a Non-Executive Director on 30 July 2025.
\n \n \n \nNon-Executive Directors are compensated by way of fees. In certain circumstances, expenses incurred by Non-Executive Directors during the normal course of business are paid by the Group and are included in taxable benefits. The compensation of Executive Directors and members of the ExCo comprises salary and other benefits together with pension benefits. Previously they also participated in the Group\u2019s profit sharing, share option schemes and long-term incentive plans. No awards have been issued under these schemes and plans since 2008.
\n \n \n \nNumber of key management personnel as at year end is as follows:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2025\n \n | \n
| \n | \n\n | \n\n | \n
| \n Non-Executive Directors \n | \n \n \n 9\n \n | \n \n 9 \n | \n
| \n Executive Directors and Senior Management \n | \n \n \n 9\n \n | \n \n 8 \n | \n
| \n | \n\n \n 18\n \n | \n \n 17 \n | \n
\n (b) (i) Total compensation to Executive and Non-Executive Directors is as follows:\n
\n \n \n \n| \n | \n\n \n Year ended \n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n Fees \n | \n \n \n 1,007\n \n | \n \n 1,038 \n | \n
| \n Taxable benefits \n | \n \n \n 5\n \n | \n \n 3 \n | \n
| \n Salary and other benefits \n | \n \n \n 978\n \n | \n \n 789 \n | \n
| \n Loss of office payments* \n | \n \n \n -\n \n | \n \n 172 \n | \n
| \n Pension benefits \n | \n \n | \n\n | \n
| \n - defined contribution \n | \n \n \n 162\n \n | \n \n 140 \n | \n
| \n \n Total\n \n | \n \n \n 2,152 \n \n | \n \n 2,142 \n | \n
* Relates to payments to former CFO
\n \n \n \nTotal compensation to other key management personnel is as follows:
\n \n \n \n| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n Taxable benefits \n | \n \n \n 8\n \n | \n \n 4 \n | \n
| \n Salary and other benefits \n | \n \n \n 2,754\n \n | \n \n 2,709 \n | \n
| \n Pension benefits \n | \n \n | \n\n | \n
| \n - defined contribution \n | \n \n \n 413\n \n | \n \n 397 \n | \n
| \n \n Total\n \n | \n \n \n 3,175 \n \n | \n \n 3,110 \n | \n
In 2025, the Chief Financial Officer, Barry D\u2019Arcy, has confirmed that his son completed a student/summer work placement with the Group. The Chairperson has further confirmed that their daughter\u2011in\u2011law is employed by the Group. There were no connected persons to key management personnel employed by the group during 2024
\n \n \n \n\n (b) (ii) Balances and transactions with key management personnel:\n
\n \n \n \nIn the normal course of its business, the Group had loan balances and transactions with key management personnel and their connected persons. The loans are granted on normal commercial terms and conditions with the exception of certain home loans where Executive Directors and Senior Managers may avail of subsidised loans on the same terms as other eligible management of the Group. All of the loans in the scope of the related party guidelines as outlined under the Companies Act 2014, the Central Bank Related Party lending code 2013 and IAS 24 Related party disclosures are secured, and all interest and principal due at the SOFPn date has been repaid on schedule and therefore, no provision for loan impairment is required. Total outstanding balances of loans, credit cards, overdrafts and deposits are as follows:
\n \n \n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n \n Balances\n \n | \n \n | \n\n | \n
| \n Loans \n | \n \n \n 2,588\n \n | \n \n 1,734 \n | \n
| \n Unsecured credit card balances and overdrafts \n | \n \n \n 13\n \n | \n \n 48 \n | \n
| \n Deposits \n | \n \n \n 2,503\n \n | \n \n 1,209 \n | \n
| \n | \n\n \n Year ended\n \n | \n \n \n Year ended\n \n | \n
| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n \n \u20ac\u2019000 \n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n
| \n Transactions during the year \n | \n \n | \n\n | \n
| \n Loan advances \n | \n \n \n 999\n \n | \n \n 56 \n | \n
| \n Loan repayments \n | \n \n \n 143\n \n | \n \n 302 \n | \n
| \n Interest received on loans \n | \n \n \n 92\n \n | \n \n 46 \n | \n
| \n Interest paid on deposits \n | \n \n \n (40)\n \n | \n \n (7) \n | \n
\n Loans to Directors\n
\n \n \n \n| \n \n 31 December 2025\n \n | \n \n \n Balance as at 1 Jan\n \n | \n \n \n Advances during the year\n \n | \n \n \n Principal repaid\n \n | \n \n \n Principal drawn\n \n | \n \n \n Balance\n \n\n as at \n \n\n 31 Dec\n \n | \n \n \n Interest paid\n \n | \n \n \n Maximum balance\n \n | \n
| \n | \n\n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Ronan O\u2019Neill* (retired 30 July 2025) \n | \n \n \n 866 \n \n | \n \n \n - \n \n | \n \n \n 12 \n \n | \n \n \n 60 \n \n | \n \n \n 914 \n \n | \n \n \n 25 \n \n | \n \n \n 926 \n \n | \n
| \n Eamonn Crowley** \n | \n \n \n 40\n \n | \n \n \n 61\n \n | \n \n \n 48\n \n | \n \n \n - \n \n | \n \n \n 53\n \n | \n \n \n 6\n \n | \n \n \n 101\n \n | \n
| \n Catherine Moroney* \n | \n \n \n 13\n \n | \n \n \n -\n \n | \n \n \n 5\n \n | \n \n \n - \n \n | \n \n \n 8\n \n | \n \n \n 1\n \n | \n \n \n 13\n \n | \n
| \n | \n\n \n 919 \n \n | \n \n \n 61 \n \n | \n \n \n 65 \n \n | \n \n \n 60 \n \n | \n \n \n 975 \n \n | \n \n \n 32 \n \n | \n \n \n 1,040 \n \n | \n
* Represents a loan for a person connected with this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n \n \n** Represents a loan made directly to this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n \n \n| \n \n 31 December 2024\n \n | \n \n \n Balance as at 1 Jan\n \n | \n \n \n Advances during the year\n \n | \n \n \n Principal repaid\n \n | \n \n \n Principal drawn\n \n | \n \n \n Balance\n \n\n as at \n \n\n 31 Dec\n \n | \n \n \n Interest paid\n \n | \n \n \n Maximum balance\n \n | \n
| \n | \n\n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n \n \n \u20ac\u2019000\n \n | \n
| \n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n\n | \n
| \n Ronan O\u2019Neill* \n | \n \n 629 \n | \n \n 250 \n | \n \n 13 \n | \n \n - \n | \n \n 866 \n | \n \n 27 \n | \n \n 879 \n | \n
| \n Eamonn Crowley** \n | \n \n 2 \n | \n \n 40 \n | \n \n 2 \n | \n \n - \n | \n \n 40 \n | \n \n - \n | \n \n 42 \n | \n
| \n Catherine Moroney* \n | \n \n - \n | \n \n 17 \n | \n \n 4 \n | \n \n - \n | \n \n 13 \n | \n \n 1 \n | \n \n 17 \n | \n
| \n | \n\n 631 \n | \n \n 307 \n | \n \n 19 \n | \n \n - \n | \n \n 919 \n | \n \n 28 \n | \n \n 938 \n | \n
* Represents a loan for a person connected with this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n \n \n** Represents a loan made directly to this Director in accordance with section 307(3) of the Companies Act 2014.
\n \n \n \n\n (c) Irish Government and Irish Government related entities\n
\n \n \n \nThe Minister for Finance continues to be the majority shareholder of the Group (and the ultimate controlling party per IAS 24). The Irish Government is recognised as a related party as the Government is deemed to have control over the Group as defined by IAS 24. The Group has applied the amended IAS 24 which exempts an entity from the related party disclosure requirements in respect of the Government and Government related entities unless transactions are individually or collectively significant. In the normal course of business, the Group has entered into transactions with the Government and Government related entities involving deposits and senior debt.
\n \n \n \nThe following are transactions and balances between the Group and the Government and Government related entities that are collectively significant:
\n \n \n \n\n (d) Other related party transactions\n
\n \n \n \n\n (a) Directors\u2019 and Secretary\u2019s interest \n
\n \n \n \nThe interests of the Directors and the Company Secretary, including interests of their close family members in the share capital of the Company are as follows:
\n \n \n \n| \n \n Number of beneficial ordinary shares held \n \n | \n \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n \n Ordinary\n \n | \n \n \n Ordinary\n \n | \n
| \n | \n\n \n Position\n \n | \n \n \n shares\n \n | \n \n \n shares\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n Julie O\u2019Neill \n | \n \n Chairperson \n | \n \n 20,000 \n | \n \n 20,000 \n | \n
| \n Eamonn Crowley \n | \n \n Chief Executive Officer \n | \n \n 50,000 \n | \n \n 50,000 \n | \n
| \n Nicola O\u2019Brien (retired 29 August 2024) \n | \n \n Chief Financial Officer \n | \n \n - \n | \n \n - \n | \n
| \n Barry D\u2019Arcy (appointed 25 February 2025) \n | \n \n Chief Financial Officer \n | \n \n - \n | \n \n - \n | \n
| \n Conor Ryan \n | \n \n Company Secretary \n | \n \n 10 \n | \n \n 10 \n | \n
| \n Ronan O\u2019Neill (retired 30 July 2025) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Donal Courtney (retired 01 October 2024) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Ruth Wandh\u00f6fer \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Marian Corcoran \n | \n \n Non-Executive Director \n | \n \n 4,500 \n | \n \n 4,500 \n | \n
| \n Paul Doddrell \n | \n \n Non-Executive Director \n | \n \n 4,046 \n | \n \n 4,046 \n | \n
| \n Celine Fitzgerald \n | \n \n Non-Executive Director \n | \n \n 6,227 \n | \n \n 6,227 \n | \n
| \n Anne Bradley \n | \n \n Non-Executive Director \n | \n \n 6,227 \n | \n \n 6,227 \n | \n
| \n Catherine Moroney \n | \n \n Non-Executive Director \n | \n \n 7,462 \n | \n \n 7,462 \n | \n
| \n Rick Gildea \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
| \n Hugh O\u2019Donnell (appointed 08 April 2025) \n | \n \n Non-Executive Director \n | \n \n - \n | \n \n - \n | \n
Conor Ryan, as trustee of the employee benefit trust set up under the terms of the long-term incentive plan, has non-beneficial interest in 4,580 shares held in the plan (31 December 2024: 4,580).
\n \n \n \nThere were no transactions in the above Directors\u2019 and Secretary\u2019s interests between 31 December 2025 and 04 March 2026.
\n \n \n \nDetails of the Directors\u2019 remuneration is included in the Directors\u2019 Remuneration Report on pages 121 to 125.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfTreasurySharesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DescriptionOfAccountingPolicyForTransactionsWithRelatedPartiesExplanatory0": { "value": "\n \n\n (b) Transactions with key management personnel \n
\n \n \n \nKey management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the Group. Key management personnel include Non-Executive Directors, Executive Directors and members of the Executive Committee (ExCo). The Executive Directors and members of the ExCo are listed below:
\n \n \n \n| \n \n Members of the ExCo at 31 December 2025\n \n | \n \n | \n
| \n Eamonn Crowley \n | \n \n Chief Executive \n | \n
| \n Barry D\u2019Arcy \n | \n \n Chief Financial Officer \n | \n
| \n Patrick Farrell \n | \n \n Chief Retail Banking Officer \n | \n
| \n Tom Hayes \n | \n \n Chief Technology Officer \n | \n
| \n Ger Mitchell \n | \n \n Chief Customer and People Officer \n | \n
| \n Andrew Walsh \n | \n \n Chief Legal Counsel \n | \n
| \n Peter Vance \n | \n \n Chief Operations Officer \n | \n
| \n Leontia Fannin \n | \n \n Chief Sustainability & Corporate Affairs Officer \n | \n
| \n Fiona McMahon \n | \n \n Chief Risk Officer \n | \n
\n 43. Principal subsidiary undertakings and interest in subsidiaries and structured entities \n
\n \n \n \nUnder IFRS 10 \u2018Consolidated financial statements\u2019, the Group has control over an entity when it has the power to direct relevant activities that significantly affect the investee return, it is exposed or has rights to variable returns from its involvement in the investee and has the ability to affect those returns through its powers over the entity.
\n \n \n \nA subsidiary is considered material if the value of the consolidated total assets at the end of the financial year of the subsidiary and the entities it controls (if any) is more than 1% of the total assets of the Group.
\n \n \n \nThe key subsidiary of the parent meeting the criteria outlined above is:
\n \n \n \n| \n | \n\n \n Nature of\n \n | \n \n \n Incorporated\n \n | \n \n \n % of ordinary\n \n | \n
| \n \n Name and registered office\n \n | \n \n \n business\n \n | \n \n \n in\n \n | \n \n \n shares held\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Held directly by the company:\n \n | \n \n | \n\n | \n\n | \n
| \n Permanent TSB plc \n | \n \n | \n\n | \n\n | \n
| \n 56-59 St. Stephen\u2019s Green, Dublin 2 \n | \n \n Retail banking \n | \n \n Ireland \n | \n \n 100 \n | \n
In presenting details of the principal subsidiary undertakings, the exemption permitted by section 315 (a) (i) of the Companies Act 2014 in relation to disclosing related undertaking net assets or profit or loss, has been availed of, and the Company will annex a full listing of Group undertakings to its annual return to the Companies Registration Office.
\n \n \n \nThe reporting date for each of the Group\u2019s principal subsidiary entities is 31 December.
\n \n \n \nThe principal country of operation of each company is the country in which it is incorporated.
\n \n \n \nThe registered office of Permanent TSB Group Holdings plc is 56-59 St. Stephen\u2019s Green, Dublin 2.
\n \n \n \n\n (a) Company\u2019s interest in subsidiary undertakings\n
\n \n \n \nThe Company is the ultimate holding company of the Group while PTSB is a 100% subsidiary of the Company. The investment in PTSB is carried at the recoverable amount in the holding company SOFP.
\n \n \n \nAt 31 December 2025 the investment amounted to \u20ac1,960m (31 December 2024: \u20ac2,083m). The Group carried out an impairment assessment using a combination of internal group models and externally available data to inform their view of the recoverable amount of investment. As the VIU was higher than the carrying value, in line with IAS 36, no additional impairment charge was taken (31 December 2024: \u20ac263m). See Company SOFP on page 397 for further details.
\n \n \n \n\n (b) Structured entities (SEs)\n
\n \n \n \nA structured entity is an entity in which voting or similar rights are not the dominant factor in deciding control. SEs are generally created to achieve a narrow and well-defined objective with restrictions around their on-going activities. Depending on the Group\u2019s power to direct the relevant activities of the investee and its exposure or rights to variable returns from its involvement in the investee and the ability to use its power over the investee to affect the amount of the investor\u2019s return, it may consolidate the entity.
\n \n \n \n\n Control and voting rights\n
\n \n \n \nThe Directors of the individual SEs are independent of the Group and neither the Group nor any of its subsidiaries have voting rights in the share capital of these entities. The Group initiated the setup of these SEs and, as architect dictated the terms relating to the operation of these SEs. The Group, as administrator, provides services to the individual SEs. The Group, as administrator, has power to:
\n \n \n \nThe key activities performed by the Group\u2019s subsidiaries as administrator is:
\n \n \n \nThese two items highlight the power the Group has to direct the relevant activities of these entities that significantly affect the investee returns and the ability to use its power to affect variable returns of investors.
\n \n \n \nThe Group provides funding to each of these vehicles by way of a subordinated loan and has an entitlement to deferred consideration. The Group is exposed to the variable returns of the SE\u2019s through the subordinated loan and the deferred consideration.
\n \n \n \nThe Group currently has four SEs in issue in the ROI the details of which are outlined below.
\n \n \n \n| \n | \n\n \n Sub loan provided\n \n | \n
| \n | \n\n | \n
| \n \n SEs setup with Residential Mortgages\n \n | \n \n | \n
| \n - Fastnet Securities 16 DAC \n | \n \n \u221a \n | \n
| \n - Fastnet Securities 17 DAC \n | \n \n \u221a \n | \n
| \n - Fastnet Securities 18 DAC \n | \n \n \u221a \n | \n
| \n - Fastnet Securities 19 DAC \n | \n \n \u221a \n | \n
Although the Group does not own more than half of the voting power, it has the power to control the relevant activities of the SE and the ability to affect the variable returns of the investee and hence these SEs are consolidated. In these cases, the consideration received from the investors in the notes in the form of cash is recognised as a financial asset and a corresponding financial liability is recognised.
\n \n \n \nAt 31 December 2025, restricted cash of \u20ac158m (31 December 2024: \u20ac180m) relates to cash held by the Group\u2019s securitisation.
\n \n ", "dimensions": { "concept": "ifrs-full:DisclosureOfInterestsInOtherEntitiesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfSignificantInvestmentsInSubsidiariesExplanatory0": { "value": "\n\n 43. Principal subsidiary undertakings and interest in subsidiaries and structured entities \n
\n \nUnder IFRS 10 \u2018Consolidated financial statements\u2019, the Group has control over an entity when it has the power to direct relevant activities that significantly affect the investee return, it is exposed or has rights to variable returns from its involvement in the investee and has the ability to affect those returns through its powers over the entity.
\n \nA subsidiary is considered material if the value of the consolidated total assets at the end of the financial year of the subsidiary and the entities it controls (if any) is more than 1% of the total assets of the Group.
\n \nThe key subsidiary of the parent meeting the criteria outlined above is:
\n \n| \n | \n\n \n Nature of\n \n | \n \n \n Incorporated\n \n | \n \n \n % of ordinary\n \n | \n
| \n \n Name and registered office\n \n | \n \n \n business\n \n | \n \n \n in\n \n | \n \n \n shares held\n \n | \n
| \n | \n\n | \n\n | \n\n | \n
| \n \n Held directly by the company:\n \n | \n \n | \n\n | \n\n | \n
| \n Permanent TSB plc \n | \n \n | \n\n | \n\n | \n
| \n 56-59 St. Stephen\u2019s Green, Dublin 2 \n | \n \n Retail banking \n | \n \n Ireland \n | \n \n 100 \n | \n
In presenting details of the principal subsidiary undertakings, the exemption permitted by section 315 (a) (i) of the Companies Act 2014 in relation to disclosing related undertaking net assets or profit or loss, has been availed of, and the Company will annex a full listing of Group undertakings to its annual return to the Companies Registration Office.
\n \nThe reporting date for each of the Group\u2019s principal subsidiary entities is 31 December.
\n \nThe principal country of operation of each company is the country in which it is incorporated.
\n \nThe registered office of Permanent TSB Group Holdings plc is 56-59 St. Stephen\u2019s Green, Dublin 2.
\n \n\n (a) Company\u2019s interest in subsidiary undertakings\n
\n \nThe Company is the ultimate holding company of the Group while PTSB is a 100% subsidiary of the Company. The investment in PTSB is carried at the recoverable amount in the holding company SOFP.
\n \nAt 31 December 2025 the investment amounted to \u20ac1,960m (31 December 2024: \u20ac2,083m). The Group carried out an impairment assessment using a combination of internal group models and externally available data to inform their view of the recoverable amount of investment. As the VIU was higher than the carrying value, in line with IAS 36, no additional impairment charge was taken (31 December 2024: \u20ac263m). See Company SOFP on page 397 for further details.
\n \n\n (b) Structured entities (SEs)\n
\n \nA structured entity is an entity in which voting or similar rights are not the dominant factor in deciding control. SEs are generally created to achieve a narrow and well-defined objective with restrictions around their on-going activities. Depending on the Group\u2019s power to direct the relevant activities of the investee and its exposure or rights to variable returns from its involvement in the investee and the ability to use its power over the investee to affect the amount of the investor\u2019s return, it may consolidate the entity.
\n \n\n Control and voting rights\n
\n \nThe Directors of the individual SEs are independent of the Group and neither the Group nor any of its subsidiaries have voting rights in the share capital of these entities. The Group initiated the setup of these SEs and, as architect dictated the terms relating to the operation of these SEs. The Group, as administrator, provides services to the individual SEs. The Group, as administrator, has power to:
\n \nThe key activities performed by the Group\u2019s subsidiaries as administrator is:
\n \nThese two items highlight the power the Group has to direct the relevant activities of these entities that significantly affect the investee returns and the ability to use its power to affect variable returns of investors.
\n \nThe Group provides funding to each of these vehicles by way of a subordinated loan and has an entitlement to deferred consideration. The Group is exposed to the variable returns of the SE\u2019s through the subordinated loan and the deferred consideration.
\n \nThe Group currently has four SEs in issue in the ROI the details of which are outlined below.
\n \n| \n | \n\n \n Sub loan provided\n \n | \n
| \n | \n\n | \n
| \n \n SEs setup with Residential Mortgages\n \n | \n \n | \n
| \n - Fastnet Securities 16 DAC \n | \n \n \u221a \n | \n
| \n - Fastnet Securities 17 DAC \n | \n \n \u221a \n | \n
| \n - Fastnet Securities 18 DAC \n | \n \n \u221a \n | \n
| \n - Fastnet Securities 19 DAC \n | \n \n \u221a \n | \n
Although the Group does not own more than half of the voting power, it has the power to control the relevant activities of the SE and the ability to affect the variable returns of the investee and hence these SEs are consolidated. In these cases, the consideration received from the investors in the notes in the form of cash is recognised as a financial asset and a corresponding financial liability is recognised.
\n \nAt 31 December 2025, restricted cash of \u20ac158m (31 December 2024: \u20ac180m) relates to cash held by the Group\u2019s securitisation.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfSignificantInvestmentsInSubsidiariesExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } }, "DisclosureOfEffectOfChangesInForeignExchangeRatesExplanatory0": { "value": "\n\n 44. Reporting currency and exchange rates\n
\n \nThe consolidated financial statements are presented in millions of Euro.
\n \nThe following table shows the closing and average rates used by the Group for the current year-end and prior year-end:
\n \n| \n | \n\n \n 31 December 2025\n \n | \n \n \n 31 December 2024\n \n | \n
| \n | \n\n | \n\n | \n
| \n \u20ac / \u00a3 exchange rate \n | \n \n | \n\n | \n
| \n Closing \n | \n \n \n 0.8726\n \n | \n \n 0.8292 \n | \n
| \n Average \n | \n \n \n 0.8569\n \n | \n \n 0.8450 \n | \n
| \n | \n\n | \n\n | \n
| \n \u20ac / US$ exchange rate \n | \n \n | \n\n | \n
| \n Closing \n | \n \n \n 1.1750\n \n | \n \n 1.0389 \n | \n
| \n Average \n | \n \n \n 1.1318\n \n | \n \n 1.0808 \n | \n
\n 45. Events after the reporting period \n
\n \nSubsequent to the SOFP date, as outlined in note 15, the Glas 3.1 sale proceeds were received.
\n \nOn 21 January 2026, the Group announced that the Central Bank of Ireland had approved the Group\u2019s redeveloped suite of IRB mortgage models. The models became operational on 30 January 2026.
\n \nAfter the balance sheet date, the Board of Directors proposed a dividend of \u20ac10m (1.835 cent per share) in respect of the financial year ended 31 December 2025. The proposed dividend is subject to approval by shareholders at the Company\u2019s AGM and if approved, the dividend will be paid on 19 May 2026.
\n \nNo other items, transactions or events that would materially impact the consolidated financial statements and require adjustment or disclosure to these consolidated financial statements have occurred between the reporting date of 31 December 2025 and the date of the approval of these financial statements by the Board of Directors on 4 March 2026.
\n ", "dimensions": { "concept": "ifrs-full:DisclosureOfEventsAfterReportingPeriodExplanatory", "language": "en", "entity": "scheme:635400DTNHVYGZODKQ93", "period": "2025-01-01T00:00:00/2026-01-01T00:00:00" } } } }