Contents
NWM Group
Annual Report and Accounts 2022
1
Page
Strategic report
Performance highlights
2
Outlook
2
Chief Executive’s review
3
Our purpose framework
4
Our business model
5
Strategic progress
7
Operating environment
8
Risk overview
10
Top and emerging threats
12
Section 172 (1) statement
14
Our colleagues
16
Learning and Enterprise
17
Climate-related disclosures
18
Financial review
29
Risk and capital management
33
Report of the directors
81
Statement of directors’ responsibilities
85
Financial statements
86
Risk factors
173
Forward-looking statements
194
Approval of Strategic report
The Strategic report for the year ended 31 December 2022 set out on pages 2 to 28 was approved by the Board of Directors on 16
February 2023.
By order of the Board
Company Secretary
Scott Gibson
16 February 2023
Chairman
Frank Dangeard
Executive Directors
Robert Begbie, CEO
Simon Lowe, CFO
Non-Executive Directors
Vivek Ahuja
Tamsin Rowe
Anne Simpson
Presentation of information
NatWest Markets Plc (‘NWM Plc’) is a wholly owned subsidiary of NatWest Group plc or ‘the ultimate holding company’. The
NatWest Markets Group (‘NWM Group’) comprises NWM Plc and its subsidiary and associated undertakings.
The term ‘NatWest Group’ comprises NatWest Group plc and its subsidiary and associated undertakings.
The term ‘NatWest Markets’ refers to the NatWest Markets operating segment representing the primary business activities for
NWM Group. This segment also forms part of the NatWest Group Commercial & Institutional segment.
Performance highlights
NWM Group
Annual Report and Accounts 2022
2
Against a backdrop of volatile market conditions throughout 2022, we continued to support our customers’ evolving needs with
innovative financing and risk solutions. We progressed on delivering an integrated customer proposition and improved connectivity
across the newly formed NatWest Group Commercial & Institutional segment, which aims to enable us to unlock further opportunities
and to build even deeper relationships with NatWest Group customers in 2023. In a challenging environment, we also made good
progress on building a sustainable business and creating a platform for growth in areas where we plan to expand.
NWM Group reported an operating loss before tax for the year ended 31 December 2022 of £447 million, compared with a loss of
£714 million for the year ended 31 December 2021. Higher income largely reflected improved performance in Fixed Income, in
addition to stronger performance in our Currencies and Capital Markets businesses in 2022. Other operating expenses for the year
under review were £1,048 million compared with £1,167 million for the year ended 31 December 2021, primarily reflecting higher
costs recognised in the prior year in relation to technology investment and the refocusing of NWM Group.
Please refer to the Financial review section on page 29 for further details on the financial performance for the period.
Financial highlights
2022
2021
£m
£m
Total income
689
401
Other operating expenses
(1)
1,048
1,167
Income excl. asset disposals/strategic risk reduction and OCA
(2)
695
459
Operating loss before tax
(447)
(714)
Capital and leverage highlights
(3)
2022
2021
CET1 ratio
(3)
17.2%
17.9%
MREL ratio
(3)
40.4%
42.1%
Leverage ratio
(4)
5.4%
4.3%
Liquidity coverage ratio
253%
205%
RWAs
£21.4bn
£22.7bn
ESG highlights
2022
2021
Climate and sustainable funding and financing
(5)
£12.2bn
£9.7bn
(1)
Excludes litigation and conduct costs.
(2)
Asset disposals/strategic risk reduction includes the costs of exiting positions and the impact of risk-reduction transactions entered into as part of the optimisation of the entity’s
capital usage. OCA refers to own credit adjustments.
(3)
These metrics are shown for NWM Plc. Capital, leverage and risk weighted assets (RWAs) are based on Prudential Regulation Authority (PRA) transitional arrangements for NWM
Plc. Regulatory capital is monitored and reported at NWM Plc level. CET1 stands for Common Equity Tier 1 capital and MREL refers to the minimum requirement for own funds and
eligible liabilities.
(4)
Following the Financial Policy Committee’s planned review of the UK’s leverage ratio framework, the PRA introduced changes to the framework from 1 January 2022. The leverage
ratio for 31 December 2022 in the above table reflects the UK leverage ratio for NWM Plc, as per the new framework. As at 31 December 2021, the UK leverage ratio was 4.8%,
which was calculated under the prior year’s PRA UK leverage methodology.
(5)
This comprises funding and financing for climate and sustainable finance to support transition towards a net-zero and climate-resilient economy. NatWest Group uses its climate and
sustainable funding and financing inclusion criteria (CSFFI criteria) to determine the assets, activities and companies that are eligible to be counted towards its climate and
sustainable funding and financing targets.
Outlook
(1,2)
We aim to generate sustainable and attractive returns over the medium term, with efficient capital usage.
Medium-term outlook
Metric
(3)
Estimate
CET1 ratio
~14%
MREL ratio
(4)
>30%
Leverage ratio
>4%
NWM Plc 2023 funding plan targets £3–5 billion of public benchmark issuance.
(1)
This supersedes all prior guidance.
(2)
The guidance, targets, expectations and trends discussed in this section represent management’s current expectations and are subject to change, including as a result of the
factors described in the ‘Risk factors’ section in this document. These statements constitute forward-looking statements. Refer to ‘Forward-looking statements’ in this document.
(3)
All metrics presented relate to NWM Plc.
(4)
Includes total regulatory capital, non-eligible capital and down streamed internal MREL.
Chief Executive’s review
NWM Group
Annual Report and Accounts 2022
3
2022 has been another challenging year and I am proud of the
way we have supported our customers and managed risk in an
uncertain economic environment.
Delivering on our strategy of sustainable
growth
Our total income was £689 million and the operating loss before
tax for the year was £447 million. This reflected a stronger
current year performance compared to 2021, largely driven by
improved performance in Fixed Income against volatile market
conditions, in addition to stronger performance in both
Currencies and Capital Markets. We continued to reduce
operating costs and progressed in closing legacy matters. We
returned £430 million of capital to NatWest Group via dividends
during the year up to 31 December 2022. We maintained a
robust capital position and reported a strong CET1 ratio of
17.2% and leverage of 5.4%, with our risk-weighted assets
(RWAs) reducing slightly to £21.4 billion reflecting lower levels of
counterparty credit and operational risk, offset partially by
increases in credit and market risk.
Building closer customer relationships
The creation by NatWest Group of the Commercial &
Institutional segment has enhanced our ability to work across
NatWest Group to deliver on opportunities including revenue
growth. We’ve onboarded approximately 650 additional NatWest
Holdings Commercial customers to NatWest Markets for foreign
exchange services and are working closely with our colleagues
in the Wealth segment on further foreign exchange growth
opportunities. We have developed our Capital Markets business
through private financing and continued to support the growth
of our funds business.
Supporting climate transition
We’ve continued to support our customers’ transition to net zero
as well as their broader ESG ambitions and targets. In 2022, we
completed £12.2 billion of climate and sustainable funding and
financing, contributing to the NatWest Group target of £100
billion aimed to be delivered between 1 July 2021 and the end of
2025.
Our progress has also been recognised externally with multiple
awards including at the Environmental Finance Bond Awards
and the Global Capital Covered Bond Awards.
NatWest Group was an active contributor at COP27 and I was
pleased to support discussions with customers, other financial
institutions and industry groups on how banks can help finance
the transition to net zero.
Progressing our digital agenda
Responding to and anticipating our customers’ digital needs will
be important if we’re to differentiate ourselves in the industry.
Financial markets are increasingly embracing distributed ledger
technology and the creation of our Digital Capital Markets team
is helping us to innovate in this exciting growth area. For
example, we delivered two successful pilots of a cross-ledger
debt issuance during the year. We’re also continuing to digitise
and automate processes to enhance the customer experience.
Creating an inclusive, purpose-led culture
I’m pleased with the progress we’ve made on instilling a positive
attitude to progress, change and improvement across the
business. One of the ways we’ve done this is by establishing a
Diversity, Equity and Inclusion Action Committee to share best
practice and agree and drive an action-orientated approach to
how we attract, develop and retain colleagues.
I believe that in 2023 we will be in a strong position to support
the Commercial & Institutional segment by delivering our
products and capabilities to more customers. This will help
generate the sustainable growth we are targeting and ultimately
drive value for all our stakeholders.
Robert Begbie
Chief Executive Officer
Our purpose framework
NWM Group
Annual Report and Accounts 2022
4
Our purpose
As part of NatWest Group, we are aligned to its purpose, which
informs everything we do. We aim to be the partner of choice to
meet the financial markets needs of NatWest Group’s
customers, knowing that when they thrive, so do we. By
providing the expertise, global footprint and products that our
customers need, it enables us to drive sustainable long-term
returns for our business.
Our stakeholders
As a purpose-led organisation, we aim to balance the different
interests of all our stakeholders – customers, colleagues,
communities and shareholders – in our decision-making,
especially when there are difficult choices to be made.
Following our successful purpose workshops in 2021, in 2022 we
built upon this with structured CEO engagement. We developed
a quarter-on-quarter approach for embedding purpose-driven
decision-making into fora such as the Reputational Risk
Committee.
Our growth strategy
Our strategy for growth ensures that we are focused on what
we believe is relevant and right for our customers, society and
the environment. It focuses on how we plan to grow our
business and financial returns to create long-term sustainable
value as part of the Commercial & Institutional segment. We also
aim to maintain our leadership ambition in climate and
sustainable funding and financing and continue to drive
innovation in this area. Finally, we plan to work together across
the segment, leveraging our global platform and continuing to
develop and maintain our purpose-driven culture.
Our values
Our values are at the heart of how we deliver our purpose-led
strategy. In early 2022, having engaged with colleagues,
customers, community stakeholders and suppliers, we launched
our refreshed values of being inclusive, curious, robust,
sustainable and ambitious. These refreshed values now form an
integral part of our cultural identity.
Our positive influence
We recognise the huge responsibilities that our role brings, and
this informs our considered approach. From supporting local
housing associations to funding initiatives for sustainability-
based targets across our global clients, we aim to continue to
have a positive influence on the environment and wider
society.
Aligned to NatWest Group’s purpose are three focus areas
where we believe we can make a long-term, meaningful
contribution to our customers, colleagues and communities:
Climate
Supported by our dedicated Climate and Sustainability teams,
we plan to continue to grow our climate and ESG activities, and
aim to be a leader in climate and sustainable funding and
financing.
Enterprise
We continue to serve more of our core NatWest Group
customers, removing barriers to enterprise and providing
businesses in the UK with the backing they need to grow.
Learning
We are creating the conditions that allow our colleagues to
thrive personally and professionally, while continuing to share
our industry insight with our customers.
Our business model: How we create and protect
value
NWM Group
Annual Report and Accounts 2022
5
Our purpose:
NWM Group aims to be the partner of choice to meet the financial markets needs of NatWest Group customers.
1.
Our key strengths
and resources
Digitally led Currencies and Risk Solutions businesses that are well connected across NatWest Group,
operating seamlessly to deliver for customers.
Innovative Capital Markets platform with industry-leading structuring and distribution expertise, backed
by climate and ESG capabilities.
Clear ambition to play a leading role in climate, ESG and award-winning innovation in sustainable
financing.
Talented and diverse workforce with an inclusive and collaborative culture.
Strong capital and liquidity positions.
2.
Our business
Our customers
As part of NatWest Group, we support our corporate and institutional customers.
We work in close collaboration with teams across NatWest Group to provide capital markets and
risk management solutions to its customers, and we aim to be the partner of choice for our
customers’ financial markets needs.
Our operations
We think and act as one bank for our customers, leveraging NatWest Group’s expertise and shared
services. NWM Group is headquartered in the UK with trading hubs in Asia, Europe and the US.
Financial markets access is offered by NWM Group across NatWest Markets Plc (NWM Plc) and its
subsidiaries, including NatWest Markets Securities Inc. and NatWest Markets N.V. (NWM N.V.).
Our products and solutions
We provide liquidity and risk management in our Currencies and Fixed Income businesses through a
combination of voice and electronic distribution channels. Through our Capital Markets business, we
provide an integrated proposition across financing, solutions and advisory services.
We understand the power of building deep and enduring relationships. One of the ways we do this is
by providing relevant market colour, content and ideas to customers. Our strategists and content
experts across Currencies, Fixed Income and Capital Markets offer industry and economic insights in
the key economies where our customers do business.
We have a sharp focus on digitisation and automation and we offer a range of digital foreign
exchange (FX), fixed income, risk management and international payments options which use our
applications or APIs (application programme interfaces), including Agile Markets, FXmicropay and
Rate Manager.
Fixed Income
We have long-standing expertise in the fixed income markets and offer cash bond, repo and
interest rate derivatives, with a focus on sterling, euros and US dollars, that supports our
customers’ financing and hedging needs. In addition, we provide liquidity and credit for
investment-grade and high-yield bonds and loans for both financial institutions and corporate
issuers.
Currencies
We are an award-winning foreign exchange service provider offering FX spot, forwards, cross-
currency swaps and options, as well as an FX prime service and FX digital solutions.
Capital Markets
We aim to be the partners of choice for our customers. We help them to access global debt capital
markets across a wide variety of products and target markets, including bonds, loans,
commercial paper, medium-term notes (MTNs), private placements, as well as via bespoke
financing solutions and primary lending products. We also provide customers with thought
leadership, advice and products to support their climate and ESG strategies through our ESG and
Climate capital markets platform.
Our business model: How we create and protect value continued
NWM Group
Annual Report and Accounts 2022
6
3.
Value created for
our stakeholders
and society
Also refer to board
engagement with key
stakeholders on page 14.
NatWest Group
–
Provides access to financial markets for NatWest Group customers, through an
integrated proposition and expertise.
–
Consistent return of capital to NatWest Group via dividends paid throughout 2022
totalling £430 million.
Customers
Our support for customers has been recognised by a number of industry awards, including:
–
NatWest Group was awarded ‘Green Bond of the Year for Financial Institutions’, ‘Social
Bond of the Year for Financial Institutions’ and ‘Green Bond use of proceeds Innovation
of the Year’, while NatWest Markets won the award for ‘Lead Manager of the Year,
social bonds - local authority/municipality award’ at the Environmental Finance Bond
Awards 2022.
–
NatWest Markets was named ‘Best Sterling Lead Manager’ and two deals which we
supported as joint bookrunner were voted ‘Best Sterling Deal’ and ‘Deal of the Year’ at
the Global Capital Covered Bond Awards 2022.
–
NatWest Group was named ‘Most Impressive Investment Bank for Corporate Green and
ESG-Linked Bonds’ and ‘Most Impressive FIG House in Sterling’ at the GlobalCapital
Bond Awards 2022.
–
NatWest Markets was recognised as a 2022 Greenwich Leader in United Kingdom
Corporates FX Service Quality and awarded first place for the ninth year running in
2022.
–
We are committed to investing in our workforce. Our integrated wellbeing strategy allows
us to support colleagues, customers and communities, and is a key part of being a purpose-
led organisation.
NatWest Markets investors
–
We maintain a strong capital base and liquidity, providing confidence to existing and
future investors on the stability of NWM Group as a business.
Community and environment
–
We completed a total of £12.2 billion of climate and sustainable funding and financing
(CSFF) in 2022, contributing a cumulative £15.5 billion towards the NatWest Group target
of £100 billion aimed to be delivered between 1 July 2021 and the end of 2025.
Regulators and industry bodies
–
We provide insights via our active participation in trade associations and industry-wide
forums on key topics such as the final stages of the transition away from LIBOR (and in
the US, SOFR or Secured Overnight Financing Rate), the EMIR REFIT (Regulatory
Fitness and Performance Program) and sustainable funding and financing.
–
For more details on our participation in industry-wide climate-related and ESG forums,
refer to our Climate-related disclosures on page 18.
Strategic progress
NWM Group
Annual Report and Accounts 2022
7
A strategy to deliver our purpose and drive sustainable returns.
Strategic priorities
Progress in the year
Our priorities
Supporting
our
customers
Work as part of One
Bank to invest in
growth areas that we
believe matter the
most to our
customers.
The establishment of the NatWest Group
Commercial & Institutional segment provided a
platform for us to deliver a more integrated
experience for our customers and to grow our
business across our product set.
We delivered growth through our corporate FX
business, building on our existing commercial
relationship and improving connectivity with our
Wealth segment.
Support the growth of our
Commercial & Institutional
customer businesses
through collaboration
with our Capital Markets,
Sales & Trading teams.
Build on our momentum
in addressing the climate
challenge and other ESG
matters, as well as our
leading risk solutions
proposition – leveraging
Commercial &
Institutional customer
businesses to support the
transition agenda for our
customers.
Powered by
innovation
and
partnership
Use technology,
leverage our digital
expertise and partner
with leading external
organisations to
deliver excellent
customer experience.
–
We completed the implementation of our
agreement with BNP Paribas for the provision of
house futures and associated back-office services.
–
Following a successful pilot in 2021 we launched
Collection ID, a foreign exchange service in
approximately 40 currencies for multi-currency
receipts, replacing the need for currency accounts
and manual transfers, automating currency
conversion, and providing transparent and
competitive real-time FX rates for our customers.
–
Carbonplace was set up as a separate entity in
December 2022 with a CEO and board, and with
all nine founder financial institutions confirming
their funding requirements.
–
Through our Digital Capital Markets business, we
delivered two successful pilots of cross-ledger debt
issuance and the related legal framework, which
we can build on in 2023.
–
Continue to explore
opportunities to support
customer needs through
innovative technology
solutions.
–
Carbonplace will deliver a
production platform, build
out functionality and
onboard banks,
exchanges and customers
to the platform as it looks
to grow and support the
market for carbon credits.
–
Refine our digital issuance
proposition and
operational readiness for
adoption.
Simple to
deal with
Transform how we
operate and simplify
the business to
improve both
efficiency, and the
customer and
colleague experience.
–
We continued to invest in our API-first approach,
with over 10 APIs now on the Bank of APIs,
supporting our FX and Rates businesses.
–
We have completed the vast majority of colleague
migrations to the NatWest Group technology
platform. This has simplified our technology estate
and improved collaboration across teams.
–
In line with NatWest Group’s strategy, Other
operating expenses has reduced by £119 million
reflecting progress made on underlying cost
reductions.
–
Enterprise-wide adoption
of APIs and leverage
those connections to
deliver value to our
customers.
–
Simplify our technology
estate and ensure all our
people have the
technology they need to
do their role most
effectively.
Sharpened
capital
allocation
Demonstrate effective
capital management
by optimising risk-
weighted assets
(RWAs) and
redeploying capital to
our growth areas.
–
Our Capital Management unit carefully managed
capital allocation and prioritisation, optimising to
support the growth of our segment customer
businesses.
–
We returned £430 million of capital to NatWest
Group via dividends during the year to 31
December 2022.
–
Continue
dividends/capital
allocations to NatWest
Group.
Underpinned by our commitment to sustainability and climate action.
Operating environment
NWM Group
Annual Report and Accounts 2022
8
NWM Group continues to adapt to evolving market trends.
The environment we operate in is constantly changing. Understanding the multiple influences
on our business enables us to be prepared for change, to respond quickly and to create
value for the long term.
Competitive landscape
Overview
NWM Group offers risk management, trading solutions and debt
financing to both financial institutions and UK, European, and US
corporate customers. It competes with large domestic banks,
major international banks and a number of investment banks.
During 2022 continued focus and investment to expand ESG and
sustainable financing solutions, as well as a growing focus on risk
management solutions for customers, have been common themes
across corporate and investment banks. Competition also
continues from non-bank liquidity providers using low-latency and
algorithmic trading to participate in high-volume flow markets.
During 2022 there was solid performance across Fixed income,
Currencies and Commodities (FICC) divisions in the industry, while
mergers and acquisitions were subdued due to market uncertainty
and declining initial public offering (IPO) valuations, with a
particular impact on US banks compared to European banks. The
market experienced stronger performance in currencies, which
benefitted from heightened FX volatility. Institutions servicing debt
capital markets saw increased issuance activity in the first half of
the year, with the second half seeing more focused, sustainability-
driven deal pipelines.
Our response
NWM Group continued to refine and innovate its products and
services to support the needs of corporate and institutional
customers. By doing so, we also looked to preserve strong
market positions in FX and capital markets in our areas of focus,
whilst also evolving our rates risk solutions offering to align with
the needs of our customers.
Economy
Overview
NWM Group’s activities primarily relate to the UK, EU and US,
with the majority of its income from operations in the UK. In all of
these regions economic growth slowed in the second half of 2022
as inflation and interest rates rose. Unemployment stayed low
but asset markets displayed turbulence.
There were big shifts in interest rate expectations, as inflation
looked set to be more entrenched than expected; and these
shifts were associated with falls in bond prices. In the UK this
was exacerbated by political instability and changes in the
direction of fiscal policy, culminating in intervention in the gilt
market by the Bank of England to restore financial stability.
Sterling and the euro weakened against the dollar before
recovering somewhat in the fourth quarter. Major equity indices
showed divergent trends, with US and Asian markets generally
lower at the end of the year, compared to more modest declines
and small gains in Europe and the UK.
Our response
NWM Group’s business and financial position correlates to the
economic conditions, particularly economic growth and the
general level of interest rates and volume of transactions,
prevailing in its primary markets. Despite an uncertain economic
outlook, NWM Group remained focused on meeting the diverse
needs of customers in the UK and internationally.
Regulation
Overview
NWM Group operates in a highly regulated market which
continues to evolve in scope. It is primarily regulated by: the
Financial Conduct Authority and Prudential Regulation Authority
in the UK; De Nederlandsche Bank (Dutch Central Bank) and the
Autoriteit Financiële Markten (the Dutch Authority for the
Financial Markets) in The Netherlands, The Federal Financial
Supervisory Authority (‘BaFin’) in Germany; the Securities and
Exchange Commission, Commodity Futures Trading Commission,
Chicago Mercantile Exchange, Federal Reserve Bank of New
York, Office of the Comptroller of the Currency, and National
Futures Association in the US; and the Monetary Authority of
Singapore, Hong Kong Monetary Authority, and Japan Financial
Services Agency in Asia.
Our response
NWM Group has a global framework to identify, capture and
implement new and changing regulation across its international
footprint. This includes an established prudential programme
which coordinates the regulatory changes encompassed by the
Finalised Basel III framework. The programme oversees required
capital model changes, Internal Models Approach (IMA) eligibility
and business readiness for the revised regulations as well as
required changes across trading, risk, finance and technology; and
simulates the capital impact of the revised regulations. We have
direct engagement with regulatory bodies as and when required to
keep them informed of ongoing compliance with regulations and
market standards, as well as indirect contact via trade associations
to help shape future regulatory requirements.
Climate change
Overview
NWM Group recognises that climate change is a global issue which
has significant implications and inherent risks for our customers,
colleagues, suppliers and partners, as well as for NWM Group
itself. These risks are subject to increasing regulatory, political and
societal change. Conversely, the requirement to reduce carbon
emissions also means NWM Group has a significant role to play in
areas such as the provision of climate and sustainable funding and
financing and in seeking to help reduce the most harmful activities.
Our response
Throughout 2022, NWM Group continued to play a key role in
delivering NatWest Group’s climate ambition and climate-related
targets, and in preparing NatWest Group’s climate transition plan,
while working to help our customers better understand the role
they can play in tackling climate change.
For further details refer to ‘Climate-related disclosures’ section on
page 18 and NatWest Group’s 2022 Climate-related Disclosures
Report on our corporate website at natwestgroup.com.
Operating environment continued
NWM Group
Annual Report and Accounts 2022
9
Technology
Overview
Economic and social impacts continue to influence the market
resulting in industry challenges and opportunities – particularly
around the use of technology to drive customer-centricity and
profitability. The entry of fin techs and disruptors into the market
ensures a focus on the digitalisation of products and services to
meet customer demands through simple, frictionless customer
experiences, including onboarding. Integration and use of data to
personalise, tailor and enhance these experiences is critical to
maximising this opportunity. The continued challenge of
modernising and simplifying complex technology to enable agility
and rapid response to evolve customer needs remains a priority
across the industry.
Our response
In 2022 we continued to support the refocusing of NWM Group to
meet the financial markets needs of NatWest Group customers
as well as positioning ourselves for success as part of the
Commercial & Institutional segment. Our key areas of focus
remained: customers, colleagues and capability. We continued to
focus on designing and delivering digital products and services
for our customers – emphasising the opportunity to deliver
capability across the bank. To support collaboration, we
rationalised and simplified the colleague experience. Building
capability, by enhancing the technology estate through
simplification, modernisation and building resilience, continues to
be a top priority. In line with the One Bank approach, we partner
with our peers across NatWest Group and our technology
suppliers to build a consistent NatWest technology platform.
Cyber threats
Overview
Cyberattacks pose a constant risk to our operations, both in
relation to our own digital estate and indirectly with regards to
our supply chain, reinforcing the importance of due diligence
with the third parties on whom we rely.
Our response
We continue to invest significant resources in the development
and evolution of cybersecurity controls. We perform rigorous
due diligence and governance in relation to our third parties to
ensure they are aligned to our security controls and practices.
Human rights and modern slavery
Overview
At NatWest Markets, we understand that businesses have an
important role to play in promoting respect for human rights
and we seek to promote and respect human rights through the
continued implementation of policies and practices covering our
colleagues, customers and suppliers.
Our response
Our approach to respecting human rights takes into account a
range of international standards and principles including the UN
Guiding Principles on Business and Human Rights (UNGPs). The
NatWest Group Human Rights Position Statement was reviewed
and updated in 2022.
Tackling modern slavery forms an integral part of our approach
to human rights. For the fourth year, our NatWest Markets
colleagues supported the TRIBE Freedom Foundation and raised
over £18,000 to assist its anti-slavery projects, enabling long-
term support for survivors and helping to prevent modern
slavery.
Further information on our approach to human rights, including
our annual Modern Slavery and Human Trafficking Statement,
can be found at natwestgroup.com.
Risk overview
NWM Group
Annual Report and Accounts 2022
10
Effective risk management ensures that NWM Group delivers its long-term strategy and
fulfils its purpose
.
Our approach to risk management
NWM Group operates within NatWest Group’s enterprise-wide
risk management framework (EWRMF), which provides a
common risk language and framework to facilitate effective risk
management. The framework applies to all subsidiary legal
entities and links each component of the framework to help
deliver NWM Group’s strategy in a safe and sustainable way.
Risk culture
NatWest Group’s multi-year programme to enhance risk
management capability at every level of the organisation
continued in 2022, with an ongoing emphasis on risk culture. We
refreshed our approach to risk culture under a new banner of
intelligent risk-taking, intensifying focus on robust risk
management behaviours and practices.
Evolving our risk culture, in line with our purpose-led strategy
and our values across all three lines of defence, enables us to
support better customer outcomes, develop a stronger and
more sustainable business, and deliver an improved cost base.
During 2022, five key outcomes to deliver on the intelligent risk-
taking approach were also identified. These outcomes focused
on behaviours, leadership, risk practices, decision-making, and
roles and responsibilities.
Risk governance
NWM Group’s governance structure facilitates sound risk
management decision-making, in line with standards of good
corporate governance. The Board oversees the effectiveness of
the EWRMF across NWM Group and regularly assesses NWM
Group’s top and emerging threats. In addition, the key risk
committees have the following roles and responsibilities:
The Board Risk Committee (BRC) is responsible for providing
oversight of current and potential future risk exposures, risk
profile, risk appetite and risk culture. The BRC also oversees
the effectiveness of the EWRMF across NWM Group, and
reviews the performance of NWM Group relative to risk
appetite and risk policy.
The Executive Risk Committee (ERC) reviews, challenges and
debates all material risk and control matters across NWM
Group. It supports the CEO and other accountable individuals
in discharging their risk management accountabilities. It
considers NWM Group’s risk profile relative to current and
future strategy and oversees implementation of the risk
management framework.
Three lines of defence
In line with industry best practice and sound risk governance
principles, NWM Group adopts a three lines of defence model of
risk governance. Everyone has a responsibility for the intelligent
management of risk in day-to-day activities. This includes
actively demonstrating risk practices and behaviours that are
consistent with NWM Group’s desired risk culture.
As the second line of defence, the Risk function has a clear
mandate to undertake proactive risk oversight and monitoring
of all risk management activities. The Risk function designs and
maintains the EWRMF. The Chief Risk Officer leads the Risk
function and plays an integral role in advising the Board on
NWM Group’s risk profile. This includes continuous monitoring
activities to confirm that NWM Group engages in sustainable
risk-taking activities in pursuit of strategic objectives.
Risk appetite
The risk appetite framework is a component of the EWRMF and
establishes the extent of permissible risk-taking to support
business outcomes and delivery of the strategy. The EWRMF
sets out the requirements on how risk appetite is implemented
through risk policies and standards and translated into
operational procedures. This consistent approach is followed
for all principal risks, frameworks, tools and techniques to
support efficient and effective consolidation and interpretation.
Risk directory and principal risks
To ensure common language and a consistent approach across
NatWest Group, the risk directory defines and documents all
principal risks that NWM Group may face, categorised into
financial and non-financial risks. The risk directory is an
important component of the EWRMF, underpinning the linkage
between strategy, risk appetite, risk reporting and governance.
Anti-bribery and corruption (ABC)
NWM Group is committed to ensuring it acts responsibly and
ethically, both when pursuing its own business opportunities
and when awarding business. Consequently, it has embedded
appropriate policies, procedures and controls so that its
employees, and any other parties it does business with,
understand these obligations and abide by them whenever they
act for NWM Group. ABC training is mandatory for all staff on
an annual basis, with targeted training appropriate for certain
roles. NWM Group considers ABC risk in its business processes
including, but not limited to, corporate donations, charitable
sponsorships, political activities and commercial sponsorships.
Where appropriate, ABC contract clauses are required in
written agreements.
Risk overview continued
NWM Group
Annual Report and Accounts 2022
11
Enterprise-wide risk management framework
Risk
culture
Risk
governance
Three lines
of defence
Risk
appetite
Common risk language, architecture and approach
Risk directory and principal risks
Financial risks
Non-financial risks
Traded market risk
Non-traded market risk
Conduct risk
Financial crime risk
Credit risk
Capital adequacy
Operational risk
Regulatory compliance risk
Liquidity and funding
Model risk
Earnings stability
Reputational risk
Pension risk
Climate risk
Top and emerging threats
Top and emerging threats are a component of NatWest Group’s
EWRMF and identify and manage threats that could have a
significant negative impact on our ability to operate or deliver
NWM Group’s strategy. They are specific scenarios that usually
combine elements of several principal risks and require a
coordinated management response. Top and emerging threats
are subject to regular review by senior governance forums
including the Board, ERC and BRC.
Horizon scanning is an important activity, enabling NWM Group
to identify, assess and mitigate top and emerging threats
including via strategic planning. A range of methods are used
including internal working groups, scenario analysis and
consulting with external experts to ensure an external
perspective is incorporated. In 2022, there was increased focus
on assessing and understanding how different individual risks
and threats are correlated with each other, including via
scenario analysis. This approach helps to integrate strategic risk
considerations into business processes and planning and
strategy.
Additional areas of risk focus
Model risk
Models are increasingly used as a key basis for informing
important business decisions. It is therefore necessary to
understand the potential for adverse consequences from model
errors and the potential for inappropriate use of modelled
outputs. Ensuring models used by NWM Group are designed
effectively – and that model assumptions and techniques remain
fit for purpose – continued to be a key risk management focus in
2022. This included a programme of ongoing work to upgrade a
number of models to improve performance and compliance with
new regulatory requirements.
Compliance and conduct
Further progress was made on the compliance and conduct
agenda during 2022. These align to a wider programme of work
on the overall NatWest Group EWRMF.
In December 2021, NWM Plc pled guilty in the United States
Federal Court to one count of wire fraud and one count of
securities fraud. This related to historical spoofing conduct by
former employees in US treasuries markets between January
2008 and May 2014 as well as, separately, during approximately
three months in 2018. The Department of Justice (DoJ) monitor
was appointed on 7 October 2022 in line with the plea
agreement. It is envisaged that the DoJ will be engaged in
working with NatWest Markets over a three-year period.
Top and emerging threats
NWM Group
Annual Report and Accounts 2022
12
NWM Group employs a regular process for identifying and managing its top and emerging
threats. These are specific scenarios of concern that could have a significant negative
impact on NWM Group’s ability to operate or meet its strategic objectives. Details of these
threats – and actions taken to mitigate them – are outlined below.
Externally-focused top and emerging threats
Trend
Economic and
political risks
NWM Group was affected by uncertain and volatile economic conditions in
2022 which created a challenging operating environment. The outlook for the
UK and global economy remains uncertain including due to falling economic
activity, high inflation, rising interest rates, elevated energy prices, and the
Russian invasion of Ukraine.
These conditions could deteriorate, depending on a number of factors including
market volatility, volatility in commodity prices, escalating geopolitical tensions
or concerns regarding sovereign debt or sovereign credit ratings. Economic
conditions could also be affected by changing demographics in the markets
that NWM Group serves, including increasing social inequalities or the threat of
new and widespread public health crises (including any future epidemics or
pandemics).
The UK experienced significant political uncertainty in 2022, which may persist
into the future. This could lead to a loss of confidence in the UK by investors,
which could in turn negatively impact NWM Group. NWM Group also faces
political uncertainty in Scotland, as a result of a possible second Scottish
independence referendum.
A range of complementary approaches is used to mitigate these risks, including
targeted customer reviews, including for customer segments most vulnerable
to inflationary impacts, scenario analysis, stress tests and review of risk
appetite.
Increased
risk
Climate change
Climate-related risks represent a source of systemic risk in the global financial
system. Financial and non-financial risks from climate change can arise
through physical and transition risks. In addition, physical and transition risks
can trigger further losses, stemming directly or indirectly from legal claims,
litigation and conduct liability (referred to as liability risk). As a result, NWM
Group and its customers, suppliers and counterparties face significant climate-
related risks. Further progress was made in 2022 in managing climate-related
risks, including progress with embedding climate risk into NWM Group’s risk
framework, financial planning and development of a transition plan.
The successful implementation of NWM Group’s climate change-related
strategy, ambitions and NatWest Group’s transition plan will depend to a large
extent on many factors and uncertainties beyond NWM Group’s control
including the extent and pace of climate change, including the timing and
manifestation of physical and transition risks, the macroeconomic environment,
the timely implementation and integration of adequate UK government policies,
the effectiveness of actions of governments, legislators, regulators, businesses,
investors, customers and other stakeholders to mitigate the impact of climate
and sustainability-related risks, changes in customer behaviour and demand,
changes in the available technology for mitigation, the roll-out of low carbon
infrastructure and the availability of accurate, verifiable, reliable, consistent
and comparable data.
Stable risk
Cyber threats
NWM Group experiences a constant threat from cyberattacks across the entire
NWM Group and against NWM Group’s supply chain. NWM Group and its supply
chain can be subjected to Distributed Denial of Service and ransomware attacks,
which are a pervasive and significant threat to the global financial services industry.
The focus is to manage the impact of the attacks and sustain availability of services
for NWM Group’s customers. As cyberattacks evolve and become more
sophisticated, NWM Group continues to invest in additional capability designed to
defend against emerging threats.
Increased
risk
Competitive
environment
NWM Group operates in markets that are highly competitive and with
increasing competitive pressures and technology disruption, raising the threat
of reduced revenue and lower profitability. The risks mainly relate to changes
in regulation, developments in financial technology (including digital currency),
new entrants to the market and shifts in customer behaviour. NWM Group
closely monitors the competitive environment and adapts strategy as
appropriate to deliver innovative and compelling propositions for customers.
Stable risk
Top and emerging threats continued
NWM Group
Annual Report and Accounts 2022
13
Regulatory,
legal and
conduct risks
NWM Group is subject to extensive laws and regulations and disclosure
requirements, which present ongoing compliance and conduct risks. NWM
Group implements new regulatory requirements, where applicable, and
incorporates the implications of related changes in its strategic and financial
plans. NWM Group expects government and regulatory focus on the financial
services industry to remain high for the foreseeable future.
Stable risk
Internally-focused top and emerging threats
Trend
Change risk
The implementation of NatWest Group’s purpose-led strategy, including the
refocusing of NWM Group and creation of the Commercial & Institutional segment,
carry significant execution and operational risks. NWM Group continues to
manage and implement change in line with its strategic plans, while assessing
execution risks and taking appropriate mitigating action. In addition, NWM Group
continues to monitor and strengthen its control environment via robust
governance and control frameworks.
Stable risk
Financial crime
Financial crime continues to evolve, whether through fraud, scams, or other criminal
activity. NWM Group has made and continues to make significant, multi-year
investments to strengthen and improve its overall financial crime control framework
with prevention systems and capabilities. As part of its ongoing programme of
investment, there is current and future investment planned to further strengthen
financial crime controls, including investment in new technologies and capabilities to
further enhance customer due diligence, transaction monitoring, sanctions and anti-
bribery and corruption systems. NWM Group continues to work with law enforcement
agencies, industry bodies and regulators to develop intelligence and collaborative
solutions to prevent financial crime.
Decreased
risk
People risk
NWM Group’s success depends on its ability to attract, retain and develop highly-
skilled, qualified and diverse personnel, including for technology and data focused
roles, in a highly competitive market and under internal cost reduction pressures.
A combination of developing a strong people proposition, close monitoring of
attrition levels and colleague wellbeing including versus industry benchmarks are
key mitigants.
Stable risk
Third-party
suppliers
Operational risks arise from NWM Group’s reliance on third-party suppliers and
outsourcing of certain activities across a broad range of activity including the provision
of IT services and the adoption of new technology. While the ineffective management of
risks related to third-party suppliers could adversely affect NWM Group, significant
resources and planning have been devoted to mitigate the risks. This includes robust
due diligence, identification of strategic suppliers, appropriate oversight and monitoring,
and building close working relationships with the third parties on which NWM Group
relies.
Increased risk
Data management
NWM Group relies on the effective use of accurate data to support, monitor,
evaluate, manage and enhance its operations and deliver its strategy. The
availability of current, complete, detailed and accurate data, together with
appropriate governance and accountability for data, is fast becoming a critical
strategic asset, which is subject to increased regulatory focus. Failure to have that
data, or the ineffective use or governance of that data, could result in a failure to
manage and report important risks and opportunities or satisfy customers’
expectations including the inability to deliver innovative products and services.
NWM Group continues to be focused on delivering a long-term data strategy
alongside enhancing control and policy frameworks governing data usage.
Stable risk
Section 172 (1) Statement
NWM Group
Annual Report and Accounts 2022
14
Board engagement with key stakeholders
Here we highlight who our key stakeholders are, what matters to them, and how the NWM
Plc Board engages with them to create value.
What matters to them
How we engaged
Outcome of engagement
Customers
The NWM Plc Board is mindful of
the significance of providing a
reliable service to our customers
and supporting them to manage
their financial risks and achieve
their short- and long-term
financial goals.
The NWM Plc Board received regular
updates on customer issues via reports
from the NWM Plc CEO and business
heads, as well as briefings in relation to
the establishment of the Commercial &
Institutional segment.
The NWM Plc Board was updated on the
nature and extent of financing activity
provided to customers throughout the
reporting period, during which there
were significant changes in
macroeconomic conditions. The NWM
Plc Board was also regularly updated on
resource allocation between different
customer products and segments.
The NWM Plc CEO continued to
meet with customers throughout
the year to understand their
needs and how best these can
be supported by NWM Plc as
part of the Commercial &
Institutional segment.
Colleagues
The NWM Plc Board appreciates
the importance of a wide range of
topics which impact the
workforce, including diversity,
equity and inclusion.
The NWM Plc Board asked colleagues to
share thoughts on what it’s like to work
for NatWest Group, including in NWM
Plc, by completing colleague opinion
surveys.
The NatWest Group-level Colleague
Advisory Panel provided a mechanism
for directors to engage directly with
colleagues on topics of strategic interest.
Colleagues were encouraged to report
any concerns relating to wrongdoing or
misconduct using NatWest Group’s
whistleblowing service, Speak Up.
The NatWest Markets Diversity,
Equity and Inclusion (DE&I)
Action Committee feeds into the
One Bank Diversity, Equity and
Inclusion (DE&I) Action
Committee which has been
established to share best
practice, agree and drive a
focused, action orientated and
impactful One Bank approach
to Diversity, Equity and
Inclusion.
Community and environment
The NWM Plc Board recognises
the growing importance of
climate change and its potential
impact on our society.
The NWM Plc Board received regular
updates on the progress made on green
finance along with dedicated sessions held
in relation to carbon markets, climate
taxonomy and regulation, product labelling
and reporting.
The NWM Plc CEO continued to lead a
forum which oversees NWM Group’s
response to the risks posed by climate
change and explores the opportunities for
growth in the ESG market.
The NWM Plc Board is committed to
managing the wider social,
environmental and economic impacts
of NWM Plc’s operations.
Regulators
The focus of regulatory
engagement in 2022 was on the
strategic change programme and
Go-forward European strategy,
the creation of the Commercial &
Institutional segment, and trading,
including rates and FX.
The NWM Plc Board recognised the
importance of open and continuous
dialogue with regulators, and the NWM Plc
Chairman, executive directors and non-
executive directors had regular meetings
with the PRA and FCA.
The NWM Plc Board received
regular reports on regulatory
matters and outcomes of
engagement from the Chief
Governance and Regulatory
Officer.
Suppliers
The NWM Plc Board is mindful of
the role suppliers play in ensuring
a reliable service is delivered to
customers, and of the importance
of our relationships with key
suppliers.
The NWM Plc Board regularly received
analytics including updates on the transfer
of support functions to NatWest Group and
the creation of the Commercial &
Institutional segment to improve operating
efficiency. This allowed NWM Plc to be
aware of and isolate any issues for
remediation.
The NWM Plc Board received a
post-functionalisation update.
This noted material
improvements in the application
of policy requirements since
ring-fencing and
functionalisation, and provided
an update on the monitoring of
the performance of critical
Internal Service Management
services.
Section 172 (1) Statement continued
NWM Group
Annual Report and Accounts 2022
15
In this statement we describe how our directors have had regard to the matters set out in
section 172(1) (a) to (f) of the Companies Act 2006 (‘section 172’) when performing their
duty to promote the success of the company.
Board engagement with stakeholders
The NWM Plc Board reviews and confirms its key stakeholder
groups for the purposes of section 172 annually. For 2022, these
remained: customers; colleagues; community and environment;
regulators; and suppliers. Examples of how the NWM Plc Board
has engaged with key stakeholders, including the impact of
principal decisions, can be found in this statement and on page
14.
Supporting effective NWM Plc Board discussions and
decision-making
Our purpose continues to influence NWM Plc Board discussions
and decision-making.
Our NWM Plc Board and committee terms of reference reinforce
the importance of considering both our purpose and the matters
set out in section 172 in NWM Plc Board discussions and
decision-making. Our NWM Plc Board and committee paper
template includes a section for authors to explain how their
paper aligns with our purpose, and a separate section for them
to include an assessment of the relevant stakeholder impacts for
the directors to consider.
Our directors are mindful that it is not always possible to
achieve an outcome which meets the requirements, needs
and/or expectations of all stakeholders who are, or may be,
impacted. For decisions which are particularly challenging or
complex, our paper template provides directors with further
information to support purposeful decision-making. This page
uses the ‘Blueprint for Better Business’ framework as a base and
is aligned to our broader purpose framework.
Principal decisions
Principal decisions are those decisions taken by the NWM Plc
Board that are material, or of strategic importance, to the
company or are significant to NWM Plc’s key stakeholders. Set
out below is an example of the principal decisions taken by the
NWM Plc Board during 2022.
The factors considered were:
likely long-term consequences
employee interests
relationships with customers, suppliers and others
the impact on community and environment
maintaining a reputation for high standards of business
conduct
acting accordingly.
Case study: approval of the annual internal capital adequacy
assessment process
What was the decision-making process?
In March 2022, the NWM Plc Board approved the annual
internal capital adequacy assessment process (ICAAP) for
onward submission to the PRA. The purpose of the ICAAP is to
review the capital plan and its alignment to risk appetite along
with the Pillar 2A and 2B assessments.
The NWM Plc Board Risk Committee and NWM Plc Assets and
Liabilities Committee also reviewed the ICAAP in advance of the
NWM Plc Board and recommended them to the NWM Plc Board
for approval.
To support the NWM Plc Board in its decision-making, directors
received comprehensive papers prepared by management
which updated the NWM Plc Board on the vulnerabilities and
scenarios used and considered in the ICAAP, along with the
second line of defence opinion on the execution of the stress-
testing process.
How did the directors fulfil their duties under section 172?
How were stakeholder interests considered? How did the
decision align to our purpose?
In approving the ICAAP, directors were mindful of their duties
under section 172 including the likely long-term consequences
of the decision and whether the ICAAP would support the long-
term sustainable success of the company.
Substantial analysis was completed to evaluate options and
assess the long-term impacts of the ICAAP on key stakeholder
groups (including employees, customers, investors, suppliers and
the community and environment), what their concerns were
likely to be, and the key messages that would support
engagement.
NWM Plc’s ICAAP included a Ukraine scenario that laid out the
observed near-term impacts, the elements of the conflict
reflected in the assessments, and the plans around further
scenario analysis.
There was also extensive engagement with representatives of
NatWest Group to ensure that the approved ICAAP would
support the delivery of NatWest Group’s overarching purpose
and promote a high standard of business conduct. It was
confirmed that the NWM Plc ICAAP scenarios were also being
used for NatWest Group ICAAP and NWM Plc results would be
consolidated into the NatWest Group ICAAP. This engagement
ensured that the NWM Plc Board understood the views of
NatWest Group and could balance these with the interests of
other stakeholders in making their decision to approve the NWM
Plc ICAAP.
The assessments in the ICAAP help ensure the safety and
soundness of the bank, through determining appropriate levels
of capital to hold. The ICAAP thereby ensures that we can
continue to provide vital services to the stakeholders that NWM
Plc serves and achieve NWM Plc’s purpose of championing the
potential of people, families and businesses.
How was our purpose considered as part of the decision?
Considering relevant stakeholder interests is key to purposeful
decision-making. The continued use of the purposeful decision-
making page referred to previously provided the NWM Plc
Board with a detailed analysis of stakeholder considerations and
impacts using the five categories in the ‘Blueprint for Better
Business’ framework, specifically: ‘honest and fair with
customers and suppliers’; ‘a responsible and responsive
employer’; ‘a good citizen’; ‘a guardian for future generations’;
and ‘delivering long-term sustainable performance’. The
relevant stakeholders can then be considered depending on the
decision in hand.
Actions and outcomes
The NWM Plc Board approved the annual internal capital
adequacy assessment process at its meeting on 24 March 2022.
The NWM Plc Board will continue to review and approve the
ICAAP on an annual basis alongside the internal liquidity
adequacy assessment process (ILAAP).
Our colleagues
NWM Group
Annual Report and Accounts 2022
16
By supporting our colleagues in what they do and by ensuring that NWM Group is a great
place to work, we can champion their potential and collectively deliver our purpose.
Our Human Resources (HR) policies and procedures are,
wherever possible, aligned to NatWest Group. Information on
Group-wide progress can be found in the ‘Colleagues’ section in
the NatWest Group 2022 Annual Report and Accounts.
Supporting our colleagues’ wellbeing
During 2022, we have once again focused on supporting and
championing development opportunities for all colleagues and
people managers, including:
Monthly events and engagement email summary sent to global
Front Office and Chief Operating Office teams, spotlighting a
wide range of personal development, extra-curricular and
wellbeing initiatives happening across NWM Group and
NatWest Group.
Monthly ‘This is us learning’ newsletter which includes leaders
sharing their thoughts on learning and development, a
spotlight on a NatWest Group learning and development
initiative and specific/ relevant learning for colleagues in the
NatWest Markets business. The newsletter generated good
engagement from colleagues.
In-person training for people managers: ‘Leading every day’
had 60 attendees in 2022 and was dedicated to the
fundamental best practices of being a line manager. These
sessions will continue in 2023.
‘Talent to watch’ 2022: a development programme for those
identified as upcoming talent by senior management in
NatWest Markets, including a year of exclusive access to
coaching sessions, ‘Insights’ training and Executive Committee
networking opportunities.
Diversity, equity and inclusion (DE&I)
We are focused on developing a community that champions
diversity while creating an inclusive workplace which gives our
people the best opportunity to succeed and grow their careers.
In 2022 we established a Diversity, Equity and Inclusion Action
Committee to share best practice, agree and drive an action-
orientated approach with senior leadership accountability. The
Committee comprises senior leaders and colleagues from across
NWM Group, as well as representatives from our employee-led
networks to ensure we continue to listen to our colleagues’ voices.
The committee is structured around three workstreams: attract,
retain and develop.
Some key deliverables under these workstreams in 2022
included:
Attract:
A collaboration with The Return Hub, an organisation
that specialises in women returning from career breaks. We are
working with The Return Hub on open senior vacancies to try to
increase our pipeline of female talent and to help us to attract
senior women back into the workplace.
Retain:
A full review of our annual promotion process, with the
panel now including Inclusion Interview Ambassadors. The
ambassadors are accredited in interview support and sit on
interview panels, helping to bring diversity, challenge and an
objective lens to the decision-making process.
Develop:
We have also introduced ‘empty chairs’ at senior-level
meetings and committees. This initiative allows members of our
talent population to attend key decision-making and leadership
fora and provides an opportunity to ensure diversity of thought
as well as increasing visibility of colleagues across the business.
We are embedding team-based active bystander learning,
helping to upskill and equip colleagues with the tools to help
them to challenge non-inclusive behaviours.
Targets
We align to the NatWest Group target to have full gender balance
in our CEO-3 and above global roles by 2030. Our NatWest
Markets target for 2022 was 25%, and as at 31 December 2022,
we had 26% women in our top three layers. The reported mean
gender pay gap is 38.4% (median: 31.9%) and the mean gender
bonus gap is 63.2% (median: 65.7%).
The NatWest Markets 2022 target relating to representation of
colleagues from ethnic minority backgrounds in the top four
leadership layers of the organisation was 20%.
As at 31 December
2022, of 78% of colleagues who disclosed their ethnicity, we have
18% of colleagues from ethnic minority backgrounds in our CEO-4
and above positions.
We recognise we have more to do and continue to focus on the
recruitment, retention and advancement of women and colleagues
from ethnic minority backgrounds.
Learning and enterprise
NWM Group
Annual Report and Accounts 2022
17
We are guided by our purpose, with our areas of focus helping us create a positive impact.
You can read about our climate focus from page 18.
As we look to support customers across the Commercial &
Institutional segment with a deeper understanding of issues they
are faced with, including both regulatory changes and global
issues such as climate change – the focus areas of enterprise and
learning are intrinsically linked.
Enterprise
We continue to work across NatWest Group to support initiatives
which remove barriers to enterprise and provide businesses in the
UK with the support they need to grow.
NatWest Group is one of the founding partners of the Sustainable
Markets Initiative (SMI) and is a member of the Financial Services
taskforce. The NatWest Markets business support SMI in a very
practical way by seconding people each year into the SMI for
them to place in their programme of work. We also work with the
SMI and other members to review the actions we can take
through our financing activity to support transformational change.
During 2022, one of the key examples of our focus on enterprise
was at COP27, where the role of agriculture in the transition to
net zero was very prominent. To explore this important topic,
members of NatWest Markets and the broader Commercial &
Institutional segment represented NatWest Group at a workshop
that we ran in collaboration with another SMI taskforce, the Agri
Business taskforce. The purpose of the session was to explore
actionable steps for finance to take to support food systems
change. Leaders came together from across the private sector to
look at problems facing the agricultural sector. This allowed us to
look at this issue from a variety of perspectives, considering both
the short- and long-term impacts for enterprise, and to think
creatively about financing solutions.
An example of how we are demonstrating support for this sector
is our work with our customer, Compass (read more in the 2022
NatWest Group Annual Report and Accounts).
Learning
The creation of the Commercial & Institutional segment has further
supported the One Bank mindset and allowed us to unlock
opportunities across the bank. We recognise that we must first
upskill colleagues so that they feel confident talking to their
customers about broader products and services. We have
continued to do this both with NatWest Markets colleagues and
also with colleagues from across the bank.
ESG and climate
We worked with a combination of third parties and our own
subject matter experts to create a training programme in 2022
that was role-specific, covering a number of themes across ESG
and climate. This learning was supplemented by a number of
formal training programmes, including the University of
Edinburgh’s Climate Change transformation programme and our
internal ESG Learning Hub. Colleagues have been able to join a
number of sessions covering topics ranging from carbon markets
through to greenwashing, as we continue on our ESG learning
journey and evolve our training in line with market developments.
Foreign exchange (FX)
To promote the FX Centre of Excellence within NatWest Group, a
concerted education programme has taken place to help develop
the understanding and knowledge of the FX offering across the
bank. This has included workshops and regular drop-in sessions
with different areas of the bank such as Coutts, Trustee Depository
Services within RBSI, Mid-Market regional and Coverage and
Sector Content banking teams and Structured Finance
colleagues.
This supplements the regular, ongoing markets
updates calls that we deliver to approximately 300 bankers on a
fortnightly basis as well as client insight breakfasts around the
country.
For our junior colleagues, we have put a targeted FX training
programme in place focusing on 10 topics to instil confidence and
empower individuals to have impactful conversations with
stakeholders and customers on our FX product suite and
capabilities.
Customers
We have continued to share our industry insight with customers on
a number of topics including LIBOR, Wholesale Markets Review
and Margin phase 6. We have also run a series of climate and
ESG-focused webinars throughout the year.
Climate-related disclosures
NWM Group
Annual Report and Accounts 2022
18
Basis of reporting
Under the Companies (Strategic Report) (Climate-related Financial Disclosure) Regulations 2022, NWM Group, as a wholly owned
subsidiary of NatWest Group, is currently not required to publish climate-related financial disclosures at the company level. NWM
Group is also not currently in scope of the FCA Policy Statements on the Listing Rules (PS 20/17 and PS 21/23) that require
commercial companies with a UK premium listing – such as NatWest Group - to make climate-related disclosures, consistent with
TCFD recommendations, on a ‘comply or explain’ basis. NatWest Group publishes those climate-related disclosures for the
consolidated group, including NWM Group.
Consistent with previous years, the headings of the TCFD recommendations have been used below within this report. However, use
of the TCFD headings does not necessarily imply that the disclosures in this section are consistent with the relevant TCFD-
recommended disclosures and related guidance, as required by the FCA Listing Rules.
Overview
Throughout 2022, NWM Group continued to support NatWest Group’s climate ambition – to be a leading bank in the UK helping
address the climate challenge. At the same time, we also worked to help our customers better understand the role they can play in
the transition to net zero. The table below summarises the progress NWM Group has made during 2022 with regards to climate-
related risks, opportunities and areas of future focus.
Climate disclosure pillar
2022 progress
Areas of future focus
Governance
Training for NWM Plc Board to continue building
climate knowledge and provide ongoing oversight
of management’s response to climate-related
risks and opportunities.
During 2022, the NWM Climate and Sustainability
Committee (chaired by the NWM CEO) met 10
times to support embedding climate in decision
making in NWM Group, as well as acting as an
escalation route to the NatWest Group Climate
Change Executive Steering Group (CCESG).
Continue to enhance product governance and
visibility of reporting within NWM Group to
increase awareness and understanding.
Build operating rhythm of the newly established
Climate and ESG Product Specialist Forum set
up to review complex technical elements of
specific transactions, in particular key
performance indicators (KPIs).
Continue to review management roles and the
responsibilities framework to incorporate
management of climate-related risks and
opportunities across the Commercial &
Institutional segment.
Strategy
Continued to support our customers in issuing
and/or with the provision of ESG-labelled
products.
Focused resources on product innovation and
market evolution, and actively supporting our
customers with their ESG ratings.
Introduced new partners and encouraged further
collaboration through Carbonplace, a voluntary
carbon market technology platform.
Maintained our position as a leading green,
social, sustainability and sustainability-linked debt
(GSS/S) bookrunner in our chosen markets and
geographies.
Participated in industry working groups
contributing to the development of industry
guidelines and produced a Financial Markets
Standards Board (FMSB) white paper on ESG
rating methodologies.
Considered climate risk within strategic planning
activity as climate data availability evolves.
Contributed to the development of NatWest
Group’s Climate transition plan, with specific
focus on developing the financial institutions (FI)
sector transition considerations.
Analysed the NWM Group banking book loans to
provide an initial view of sector and
counterparty-level financed emissions estimates,
recognising the challenges of assessing financed
emissions for FIs given technical limitations in
carbon footprinting.
In order to further understand and support our
customers and the transition to net zero,
customer transition plan assessments (CTPA)
methodology is being developed by NatWest
Group and will be rolled out across NWM
Group.
In conjunction with the rest of the Commercial &
Institutional segment, build out the product suite
to include trade finance.
Increase ESG engagement in the private finance
business.
Further develop the educational programme
for colleagues and a customer training
workstream in 2023.
Continue to invest in developing technology and
data capabilities for the embedding of climate-
related data into key customer-facing systems,
decision processes and governance.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
19
Overview continued
Risk management
Credit risk: Work commenced to develop and
pilot a more quantitative and automated climate
risk scorecard, incorporating customer transition
plan assessment and scenario analysis.
Greenwashing training was provided to client-
facing staff on a mandatory basis.
An initial suite of key risk indicators (KRIs) was
established and used to monitor climate risk
exposure in NWM Group in 2022.
Market risk: NWM Group identified the market
risk impact of climate risks for fair-valued
positions across the portfolio in 2022.
Credit risk: continued development and launch
of a more quantitative climate risk scorecard.
Operational risk: additional design,
implementation and embedding of climate
change considerations in risk and control
frameworks across NWM Group, further
developing the non-financial climate risk
assessment undertaken in 2022.
Data analysis and technology build to support
future decision-making.
Stress testing and modelling capability will be
examined for further development.
Further greenwashing training will be provided
in 2023.
Metrics and targets
NWM Group has contributed a total of £15.5
billion in the 18 months since the launch of the
£100 billion NatWest Group climate and
sustainable funding and financing target in July
2021.
NWM Group’s exposure to heightened climate-
related risk sectors was updated to enable a
more granular review of climate-related risk
exposure completed at a sub-sector level.
Estimation of NWM Group capital markets
facilitated emissions by sector, based on the
Partnership for Carbon Accounting Financials
(PCAF) consultation paper.
Development of approach for the estimation of
facilitated emissions.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
20
Governance
NWM Plc, as a subsidiary of NatWest Group Plc, is part of the NatWest Group integrated governance structure. The NWM Plc Board
and senior management oversight of climate-related risks and opportunities is supported by embedding climate within our
established governance structure and operating rhythm.
NWM Plc climate governance structure
NWM Plc climate governance structure, together with roles and responsibilities, is summarised in the table below.
Forum
Role/responsibility
Board-level
governance
NWM Plc Board
NWM Plc Board Risk Committee
NWM Plc Audit Committee
The NWM Plc Board approves NWM Group’s strategy and objectives
within the aims of NatWest Group. This includes progress towards
delivering on NatWest Group’s strategy, such as climate ambitions and
targets. During 2022, the NWM Plc Board received updates on progress
towards climate and sustainability funding and financing targets and
transition planning.
The NWM Plc Board Risk Committee (BRC) is responsible for the
oversight of NWM Group’s risk profile. The BRC has been involved in
discussions on the development of NWM Group’s climate risk appetite.
The NWM Plc Audit Committee is responsible for the oversight of the
entity’s material disclosures, including non-financial disclosures.
Executive-level
governance
NWM Climate and Sustainability
Committee
NWM Executive Risk Committee
NWM Executive Disclosure
Committee
NWM Reputational Risk
Committee
The NWM Climate and Sustainability Committee (CSC) is the senior NWM
Group forum which has the objective of assessing and managing climate-
related risks and opportunities. The CSC supports the NWM Group CEO
to discharge the delegated Senior Management Function (SMF)
accountability from the NatWest Group CEO for identifying and managing
financial risks and opportunities arising from climate change, supported
by the NWM Climate Sponsor, the nominated segment representative.
The NWM Executive Risk Committee (ERC) is responsible for the review
and challenge of all climate-related risks. It reviews the risk management
framework and oversees the management of risk appetite.
The NWM Executive Disclosure Committee (EDC) reviews all material
financial and non-financial (including climate) disclosures to ensure they
are made on a timely basis as required by the Disclosure and
Transparency Rules (incorporating the Market Abuse Regulation
(596/2014)) or the Listing Rules and any applicable regulations.
The NWM Reputational Risk Committee (RRC) is responsible for
considering all reputational risks presented by any aspect of our
business activities, including the bank’s involvement in certain
transactions with proposed climate and environmental risks or benefits.
NWM Plc Board-level oversight
NWM Group remains focused on ensuring clear roles and
responsibilities on climate risks and opportunities are in place
across the NWM Plc Board, Board committees, management
forums and individuals.
The NWM Plc Board continues to build climate knowledge and
provides ongoing oversight of management’s response to climate-
related risks and opportunities. During 2022 dedicated sessions
were held in relation to carbon markets, climate taxonomy and
regulation, product labelling and reporting.
During 2022 an area of focus for the NWM Plc Board was the
consideration of the key opportunities and challenges presented by
the NatWest Group transition-planning process.
NWM Plc management’s responsibilities
NatWest Group has adopted an integrated climate governance
structure with legal entity boards and accountable individuals
within business areas ensuring climate considerations are built into
decision-making processes, with clear escalation and reporting
routes in place to the NatWest Group Climate Change Executive
Steering Group (CCESG). The CCESG is responsible for delivery
and implementation of strategic climate ambitions. The CCESG
includes cross-segment and functional representatives, including
the NWM Group CEO.
As part of the integrated cross-bank approach, the NWM CEO has
been designated to support the NatWest Group CEO in discharging
the Senior Management Function 1 (SMF1) accountability for
identifying and managing the risk and opportunities of climate
change in NWM Group.
To support the NWM CEO and accountable individuals with their
responsibilities, and to enhance the integration of climate-related
issues, NWM Group continues to operate the NWM Group Climate
and ESG Programme Delivery Meeting which is overseen by the
NWM CEO-chaired CSC.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
21
Strategy
Climate change has potentially significant implications for NWM Group and our customers, investors, partners, suppliers and colleagues.
NWM Group supports and contributes to NatWest Group’s ambition to be a leading bank in the UK helping to address the climate
challenge, recognising that through our financing activity, NWM Group contributes both directly and indirectly to NatWest Group’s
efforts to tackle what is a global challenge. As a purpose-led organisation, we aim to engage and support our customers’ transition to a
net-zero economy noting that there is a dependency on timely UK Government regulatory policy and technology developments, as well
as on our customers and society to respond. As part of the strategy, it is important to incorporate a balanced approach between
ensuring that the risks are considered and mitigated, while optimising the opportunities that the transition of our customers present.
Climate-related risks
Climate risk is the risk of financial loss or adverse non-financial
impacts associated with climate change, and the political,
economic and environmental responses to it. Climate risk can arise
through either physical, transition or liability risks. Climate change
represents an inherent risk to NWM Group, not only from its
impact on the global economy and the businesses of its customers,
but also through its potential effects on asset values, operational
costs and business models.
To assess climate change transition and physical risk, NWM Group
has undertaken a high-level analysis of political, economic,
sociological, technological, legal and environmental (PESTLE)
factors to facilitate a more informed understanding of the wider
business environment. This exercise supports the further
development of our broader strategic thinking and can be used by
NWM Group to consider potential future business threats and take
action to avoid or minimise their impact. The assessment will be
used to inform decision-making, targeting product development,
the allocation of resources and scenario analysis stress testing.
NWM Group has identified a number of climate-related risks that
may affect our businesses and strategy. NWM Group also
considers climate risk within its strategic planning activity,
including product strategies, to validate the adequacy of its
approach in response to assessed climate risk exposure.
Emissions resulting from NWM Group business activities include
financed emissions attributable to our lending and investments,
facilitated emissions attributable to the underwriting that NWM
Group undertakes, emissions attributable to our trading book
(including fixed income and currencies) and emissions from our
own operations.
NWM Group, as part of NatWest Group, has started to use
financed and facilitated emissions as a potential estimation of the
climate impact of our banking book and underwriting activities.
However, there are data limitations and potential challenges as the
methodologies evolve, impacting both NWM Group’s banking and
trading book exposures.
Financing activities
Financed emissions – Lending and investments
Financed emissions currently play a reduced role within NWM
Group. Drawn lending exposures, as defined by the PCAF
standard only account for approximately 10% of NWM Group’s
total assets as at 31 December 2022; the undrawn loan
commitments are currently excluded, and therefore could
potentially increase the financed emission estimations during
challenging market conditions if called up by the customers.
NWM investments (c£11.5 billion), predominantly relate to
sovereign debt securities and treasury bills (included within our
liquidity portfolio) and FI debt securities in our banking book.
Financed emissions for Sovereigns, Supranationals and Agencies
will be considered in 2023.
Due to a lack of granular availability of customer level climate
data, FI’s are still developing measurement methodologies and
capabilities to assess their scope 3 emissions. Therefore, lending
exposures will cause an increase in estimated financed emission
figures once scope 3 is incorporated. NWM Group, as part of
Natwest Group, is working towards developing interim decision-
making tools until data is readily available across this customer
segment.
Facilitated emissions – Bond Underwriting
During 2022, there was an increased focus on the facilitated
emissions generated by the financial services industry through
intermediation activities and the associated facilitated emissions
that are; (i) off-balance-sheet: representing services rather than
financing and (ii) take the form of “flow” activity- temporary
association with transactions. This resulted in a PCAF Capital
Markets working group that focused on developing a methodology
for estimating facilitated emissions attributable to capital markets
underwriting activities.
Underwriting activities are an important part of the NWM Group
business, and as a result the facilitated emissions attributable to
these underwriting activities could potentially be significant.
Informed by the PCAF consultation paper (September 2022), NWM
Group has performed a preliminary estimation of facilitated
emissions in corporate capital markets transactions. See
illustration of the facilitated emissions associated with our
corporate bond underwriting in the metrics and targets section on
page 28.
Trading activities
Our trading book activities (which include fixed income and
currencies) are also impacted by climate-related risks. Preliminary
analysis carried out in 2022 (see page 24 on Traded Market Risk)
indicated that climate risk drivers were not likely to put NWM
Group out of appetite for market risk. However, given the nature
of the assets, current monitoring methodologies and tools are still
immature and evolving. We have commenced with preliminary
tools which are focused on the sectors in NWM Group trading
activities where there is heightened climate risk to fair value
positions.
Due to the size of the trading book within the NWM Group
business, the associated emissions have potential to be significant.
However, at present, the scale of these emissions is uncertain
given that trading book positions can be more short term and
dynamic in nature compared to the banking book. This is currently
an industry-wide challenge with no agreed approach on
quantification of trading book related emissions.
A growing focus on carbon markets within the financial sector, as
well as within NWM Group will require close monitoring of the
nature and use of carbon credits to ensure that robust controls are
implemented for the verification of projects as well as the sale of
carbon credits. As carbon credits can act as a facilitator enabling
high-emitting exposures to be worked out, controls are required to
ensure appropriate use within customer climate strategies and
transition plans.
Other risks
Whilst the NatWest Group environmental, social and ethical (ESE)
risk framework helps us assess and manage reputational risks
associated with our lending and loan underwriting activities, these
policies are not applied to our bond underwriting activities or
trading business and as a result, potentially increase the
reputational risk in this area. However, in February 2020, NatWest
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
22
Group stated that it planned to stop lending and underwriting to
companies with more than 15% of activities relating to thermal and
lignite coal unless they had a Credible Transition Plan in line with
the 2015 Paris Agreement in place by end of 2021 and to stop
lending and underwriting to major oil and gas producers unless
they had a Credible Transition Plan aligned with the 2015 Paris
Agreement in place by the end of 2021.
There will be reliance on the modelling of climate-related risks
which depends on access to accurate, reliable, consistent and
comparable climate and sustainability-related data from
counterparties or customers. Ongoing monitoring and verification
will be required to ensure the outcomes are rational and can
provide decision-making trajectory in the first instance. This will
require ongoing training and up-skilling across the functions and
customer-facing teams.
For further information on how NWM Group identifies and
assesses climate-related risks, please refer to the Risk and capital
management section on page 77 and our identified Climate-
related Risk Factors on page 184.
Climate-related opportunities
We continue to facilitate our customers in accessing financing,
advice and expertise. NWM Group is supporting NatWest Group’s
climate ambitions by contributing to the following key strategic
themes.
Supporting customers and the transition to net zero
During 2022, we continued to support our customers in lead
managing a broad range of green, social, and sustainability (GSS)
bonds, sustainability-linked bonds (SLBs) and underwriting
sustainability-linked loans (SLLs).
As part of the expansion of environmental and societal-focused
products, we closed three ESG-linked repos (with total
commitment of £27.6 million) and two ESG-linked FX transactions.
We also continued to act as dealers for six ESG-labelled
commercial paper programmes and helped set up one new
programme in this asset class in 2022, as well as distributing a
notional amount of £295million in ESG deposits, as part of the
NatWest Markets Short Term ESG Product Framework.
In 2022 NWM Group contributed £12.2 billion of climate and
sustainable funding and financing towards NatWest Group’s £100
billion target (to be achieved between 1 July 2021 and the end of
2025). Key transaction highlights include
(1)
:
€5 billion five-year green OBL (‘Bundesobligationen’) by
Germany, its first OBL green bond syndication.
inaugural dual tranche sustainability bond for Compass Group,
which contributes towards its net-zero goals and is the first of
its kind in the catering sector.
€500 million green bond for Alliander N.V, further to NWM
Group supporting the company with the update of its green
finance framework, in which the issuer used reasonable efforts
to align the selection criteria of the eligible green asset
categories against the Technical Screening Criteria for Climate
Change Mitigation of the EU Taxonomy (Climate Delegated
Act of June 2021).
€500 million inaugural green bond for Achmea B.V., after
launching its Green Finance Framework in 2022.
As a result, we maintained our position as a leading green, social
and sustainability and sustainability-linked (GSS/S) debt book
runner in our chosen markets and geographies ranking number
one lead manager for UK Financial Institutions Group (FIG)
(2,3)
and
UK corporate GSS/S debt issuance
(3)
.
Our support for customers
has been recognised by three industry awards in 2022:
GlobalCapital Bond Awards
(4)
for Most Impressive Bank for Green
and ESG-Linked Bonds, IJGlobal ESG Awards
(5)
for ESG Financial
Adviser Award (Europe) and Environmental Finance Bond Awards
receiving the award for Lead manager of the year, social bonds –
local authority/municipality
(6)
.
In addition, for mid-sized corporates, engagement was
strengthened through greater focus on their ESG activity that
could be financed in the private placement market.
Carbon markets
As one of several financial institutions that has helped develop
Carbonplace
(7)
- a carbon marketplace which harnesses
blockchain-enabled technology that aims to provide a record of
ownership and enable trading of certified carbon-credits, NatWest
Group has introduced new partners to join the carbon settlement
platform and continues to have active conversations with
interested parties to enable the purchase and settlement of
voluntary carbon credits (VCCs), giving customers greater access
to a wide range of VCCs.
NWM Group engaged with customers across several sectors to
understand their needs and has developed its customer
proposition which will enable the execution of purchase and sale of
VCCs (removal and avoidance credits), to support our UK
customers in their transition to net zero.
Powerful partnerships and collaboration
Thought leadership and building capabilities
NWM Group’s subject matter experts have delivered 197 articles
and 85 events
(8)
throughout 2022 across a variety of climate and
ESG themes aimed at assisting our customers’ learning journeys
incorporating climate, environmental and social elements. As part
of this agenda, NWM Group also contributed a chapter on
‘sustainable treasury teams’ for a book entitled
Responsible
Investment in Fixed Income Markets
, published in October 2022 by
Routledge further supporting customer education on the need to
transition to net zero.
In addition to the articles, podcasts and webinars accessible to all
colleagues, targeted training was also undertaken in 2022, such as
an Introduction to Greenwashing, as well as a session on
sustainability-linked products jointly hosted with a law firm. A new
training programme for front office and functional roles will be
rolled out in 2023.
(1)
Selected deal announcements:
Client stories | NatWest Corporates and Institutions
(2)
Financial Institutions Group includes banks, insurance companies, real estate, funds and trusts and other investment entities.
(3)
Source: Dealogic, 31 December 2022 – excludes money market and short-term debt. GSS/S – Green, Social, Sustainability and Sustainability-linked
(4)
Global Capital Bond Awards recognise NatWest | NatWest Corporates and Institutions
(5)
https://www.ijglobal.com/articles/167854/ijglobal-esg-financial-adviser-europe-natwest
(6)
Lead manager of the year, social bonds - local authority/municipality: NatWest Markets - Environmental Finance (environmental-finance.com).
(7)
Carbonplace is a voluntary carbon market technology platform being developed by nine financial institutions: BNP Paribas, CIBC, Itaú Unibanco, National Australia Bank, NatWest Group,
Standard Chartered, BBVA, SMBC and UBS. The platform will provide the infrastructure to facilitate trading solutions for voluntary carbon credits.
(8)
Number includes 21 podcasts delivered during 2022.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
23
Strategy continued
We have an ambition to work collaboratively with our
partners, stakeholders and peers to contribute to the
NatWest Group climate ambition. During 2022, NWM
Group participated in and influenced a number of industry
working groups:
Partnership for Carbon Accounting Financials (PCAF)
facilitated emissions working group
: We contributed to the
work aimed at developing an industry standard to measure
and report facilitated emissions in capital markets transactions.
FMSB ESG Ratings working group
: We chaired the group to
produce a white paper examining ESG rating methodologies
and data collection processes that has fed into the
International Organization of Securities Commissions (IOSCO),
European Securities and Markets Authority (ESMA) and
Financial Conduct Authority (FCA) working groups.
International Capital Markets Association (ICMA) Sustainable
commercial paper task force
:
We acted as coordinator and
contributed to setting industry standards for this asset class.
Getting our own house in order
Own operational footprint
NatWest Group’s target to reduce our direct own operations
carbon footprint by 50% by 2025, against a 2019 baseline applies
to NWM Group and, therefore, emissions attributable to NWM own
operations are subsumed into NatWest Group’s estimation of own
operational footprint for the consolidated group.
Data and technology
NWM Group is progressing towards embedding relevant data, both
internal and from third-party ESG data providers, which will be
used to support the decision-making process across all business
units in the organisation.
We believe that this integration will support our alignment with
legal and regulatory expectations, as well as NWM Group’s
implementation and future refinement of the NatWest Group’s
Climate transition plan, although we continue to recognise the
significant challenges related to the availability of accurate, reliable
and verifiable data.
NWM Group’s role in the NatWest Group
Climate transition plan
In February 2023, NatWest Group published its initial Climate
transition plan. NWM Group does not have its own climate
transition plan at an entity level although NatWest Group’s climate
transition planning work, including its initial Climate transition plan
encompasses the NWM Group balance sheet.
NWM Group’s work focussed on the development of a qualitative
Customer Transition Plan Assessment (CTPA) for FIs. In parallel,
this work is connected with the Climate Risk Scorecards (CRS).
NWM Group’s suite of climate and ESG products and services also
support NatWest Group customers’ transition strategies.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
24
Risk management
How climate-related risks are integrated into
NWM Group’s risk management processes
Climate risk is the risk of financial loss or adverse non-financial
impacts associated with climate change, and the political,
economic and environmental responses to it. Climate risk can arise
through either physical, transition or liability risks. Climate change
represents an inherent risk to NWM Group, not only from its
impact on the global economy and the businesses of its customers,
but also through its potential effects on asset values, operational
costs and business models.
Climate risk is recognised as a principal risk as well as a factor
affecting other financial and non-financial risks. During 2022 NWM
Group has continued to mature our integration of climate risk
within NatWest Group’s risk management. Climate risk was first
included as a principal risk in the NatWest Group risk directory in
early 2021, alongside an iterative multi-year approach for full
integration. The timing of this multi-year journey reflects both the
complexity of the task and the evolving nature of climate data
capabilities and supporting tools.
During 2021, a first-generation implementation of climate risk
maturity was achieved for NWM Group. This required the
application of predominantly qualitative approaches, concentrated
within priority sectors or customers to be implemented. During
2022, we enhanced our level of maturity. This has seen an
increase in the application of quantitative analysis, the increased
utilisation of data within decision-making, risk monitoring and risk
reporting. There are still gaps in data availability and a lack of
consistency in the data available through third-party sources
which contributes to the substantial uncertainties in accurately
modelling and reporting on climate sustainability information as
well as making internal risk management decisions.
In 2022, NWM Group has also started to use a number of key risk
indicators, including limits and triggers, to provide the CSC with
regular base-level information on exposure to climate risk such as
exposure to sectors which are at heightened climate risk. In 2023
we plan to develop these into operational limits, initially in shadow
form while the data and limits are tested. NatWest Group has also
developed updated risk appetite measures which are planned to
be implemented in 2023.
Our processes for identifying, assessing and
managing climate-related risks
Climate risk is classified as a top and emerging threat to NWM
Group and considered as part of NWM Group’s top and emerging
threats framework.
The effective management of climate risk requires the full
integration of climate-related risk factors into strategic planning,
transactions and decision-making.
Relative significance
Climate risk is considered relatively significant where NWM
Group’s exposure to a principal risk could be taken outside of
appetite due to climate-related risk factors.
During 2022, NWM Group assessed whether climate-related risk
factors could be considered “relatively significant” to take NWM
Group’s exposure to a principal risk outside of appetite.
The assessment identified the following principal risks as most
exposed to climate-related impacts:
credit risk
operational risk
reputational risk
conduct risk
regulatory compliance risk.
Where this has been identified, enhancements may be required to
the respective risk framework so it is adequate to respond to
climate-related risk, and many of these are summarised in the Risk
Management section. Some of the work already being undertaken
enhances the relevant risk frameworks, for example, within credit
risk - more quantitative scorecards are being developed and within
conduct risk - NWM Group has enhanced its product governance
policies and procedures to include a number of climate and ESG
considerations. During 2023, work will be undertaken to make
further enhancements to the risk framework to respond to climate-
related risks.
Additionally, NWM Group’s exposures to climate-related risks have
been recognised as potentially significant to other principal risks:
pension risk, capital risk, liquidity and funding risk, market risk and
model risk, which will be monitored accordingly.
A non-financial climate risk assessment was undertaken in 2022
and there will need to be additional design, implementation and
embedding of climate change considerations in risk and control
frameworks across NWM Group as a result of that assessment.
The potential impact of NWM Group’s activities on climate change
risk as a causal factor for principal risks will be regularly
reassessed and managed through the annual refresh of the
NatWest Group Enterprise Wide Risk Management Framework
(EWRMF) and its individual components.
Scenario analysis: executed analysis and capability build
Climate scenario analysis is a critical tool to help identify and
develop strategies to manage the impacts that climate change
may have on NatWest Group, the wider economy and society.
Traded market risk
Climate change has the potential to affect all market risk factors
that NWM Group is exposed to. Climate regulatory guidance is in
its infancy for traded market risk. However, NWM Group is
enhancing its climate market risk framework and building climate
into scenario analysis and risk appetite. In 2022 NWM Group
developed a first-generation short-term climate transition stress
test.
The scenario assessed the impact of a disorderly transition to a
low-carbon economy on fair-valued positions in NWM Group. It
explores hypothetical new EU and UK regulation mandating firms
to reduce carbon emissions across all scopes by 50% by 2030, with
a government carbon tax from 2025. These shocks are applied
instantaneously across the issuer and counterparty credit spread
risks in the trading book. Scenarios are expected to be refined
further as improved data becomes available.
As regulatory guidance develops, NWM Group will continue to
develop a range of key metrics and internal reporting tools to
assess and monitor climate-related risks and opportunities.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
25
Risk management continued
Credit risk
NWM Group credit book exposures were included in an internal
climate scenario analysis, carried out to support participation in
the 2021 CBES. This modelled stage 3 credit impairments under
three climate pathways: early action, late action, and no additional
action scenarios. Traded risk was excluded, which aligned with the
CBES guidelines. Modelling showed NWM Group is most exposed
to transition risk and principally a late transition.
ICAAP
A priority area of focus for NWM Group as a part of NatWest
Group over 2022 has been to continue to enhance how we
incorporate climate risk into our capital adequacy assessment
process (ICAAP) and strategic planning process. This ensures that
we appropriately capitalise for what we expect are likely to be the
most material source of climate risk on our business over the
capital planning horizon. NWM Group 2021 ICAAP assessment
included a forward-looking view of our capital adequacy under a
scenario leveraging the CBES ‘Late Action’ scenario, featuring a
disruptive transition. Our approach will be enhanced for the 2022
ICAAP exercise to utilise our sectoral scenario modelling to embed
transition risk within the macroeconomic variables. This will help
capture the risk where we are exposed to sectors expected to be
impacted more by the climate transition.
Longer-term model development strategy
NWM Group is focused on developing transition-risk modelling to
incorporate stress macro factors and fair valued risk in the NWM
Group banking book as well as the expansion of physical risk
methodology, which is a multi-year journey. In addition, as NWM
Group ingests more climate data, we will examine the climate
stress testing operating model, including development of scenario
model analysis.
Climate risk scorecards
Having launched initial qualitative climate risk scorecards in 2021,
during 2022 NWM Group as part of NatWest Group, rolled out
additional scorecards across the wholesale portfolio aligned to
underlying PD models. Qualitative scorecards now cover
approximately 90% of the NatWest Group wholesale Exposure at
Default
(1)
.
The insights generated by the qualitative scorecards allow us to
better assess climate-related risks and opportunities at both a
wholesale portfolio and individual wholesale customer level. To
support this, a visualisation tool for use by colleagues in
interpreting the scorecard data outputs has been developed in
2022. This is the starting point to allow us to identify, assess and
manage climate risk and to provide the right support to customers.
In parallel with the roll-out of qualitative climate risk scorecards,
over 2022 NWM Group has started to develop a more quantitative
and automated climate risk scorecard methodology. This
approach takes insights from the development and implementation
of the initial suite of scorecards and builds upon this by making
better use of existing climate risk analytics capabilities e.g., climate
risk scenario analysis. The outputs continue to be a relative, rather
than absolute, measure of both physical and transition risk.
From 2023 NWM Group will start to expand the methodology
across the majority of the wholesale portfolio and once fully
developed, we aim for it to be used within credit decisioning.
NWM N.V. Group sector environmental risk materiality
assessment
In 2022 NWM N.V. Group piloted an initial limited environmental
risk materiality assessment, with the aim to understand how
environmental risks could potentially impact the NWM N.V. Group’s
lending book.
This initial assessment was undertaken (i) at the sector level top-
down assessment, which helped NWM N.V. Group to identify
sectors with high and very high environmental risk; and (ii) at the
counterparty level, a bottom-up assessment, which provided
insights of the sensitivities of how environmental risk could
potentially have an impact on the financial performance for a small
sample of selected counterparties. Given the limitations of data
availability, NWM N.V. Group used a combination of counterparty
data and third-party data to complete the initial pilot assessment.
NWM N.V. Group intends on further detailing the assessments and
extending them to more counterparties.
Building on this body of work, NWM Group, together with NWM
N.V. Group, has undertaken an initial scoping exercise, also
focused on potential product development and growth
opportunities linked to nature and biodiversity.
How colleague education helps us manage climate risk
Developing colleague knowledge of climate risk is a key part of the
bank’s climate risk policy. We recognise that gaps and limitations
in climate expertise and capabilities would inhibit our ability to
effectively manage climate risk, which we are trying to minimise
through role-based climate training.
NWM Group have focused on role-specific training for ESG
education including greenwashing training provided to customer-
facing colleagues on a mandatory basis. We worked with individual
business area representatives across NWM Group to consult on
the training completed, and outstanding role-specific requirements.
This was used to focus our 2022 training plan, in which sessions
were delivered with tracked attendance ensuring maximum staff
coverage. We have focused on ESG ‘technical’ training delivered
locally with a blend of internal and external training leads and
continued to make available the University of Edinburgh Climate
Change programme to NWM Group colleagues.
(1)
Excludes sovereign exposure, where we apply the Country Climate Change Vulnerability Index to assess the level of climate risk, and Central Items relating to liquidity management
activities.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
26
Metrics and targets
NWM Group does not estimate or report own operations or financed emissions estimates at an entity level. However, the NatWest
Group own operations emissions estimates include NWM Group operations and NWM Group lending is included in the estimates of
financed emissions reported in the NatWest Group climate-related disclosures report. Financed emissions are GHG emissions that
NatWest Group finances through its lending and investment activity. These activities fall within Scope 3, category 15 of the GHG
Protocol.
Financed emissions currently play a reduced role within NWM Group. Drawn lending exposures, as defined by the PCAF standard are
only approximately 10% of NWM Group’s total assets as at 31 December 2022; the undrawn loan commitments of £13.9 billion as at 31
December 2022 could potentially increase the financed emission estimations during challenging market conditions if called up by the
customers.
This section includes the metrics used to assess climate-related risks and opportunities as relevant to NWM Group.
Heightened climate-related risk sectors
The table below highlights all sectors with NWM Group exposure
(1,2)
classified as heightened climate risk. NatWest Group updated the
heightened climate-related risk methodology in 2022
(1)
to enable a more granular review of climate-related risk exposure to its
business to be completed at a sub-sector level. Exposure is based on loans, loan commitments and contingent obligations. The loans
reported in the table below include all NWM Group lending to customers, including lending contributing to the climate and sustainable
funding and financing target.
The total exposure to heightened climate-related risk sectors and portfolios increased by £0.8 billion during the year ending 31
December 2022. Items of note include:
Increase in exposures across several sectors, including Power utilities, was principally driven by the planned transfer of Western
European Large Corporate Customers from NatWest Holdings to NatWest Markets N.V.
Increased heightened exposure in the Oil and gas sector by £0.3 billion compared with 31 December 2021 was mainly driven by
commodity traders where NWM Group has supported existing customers with additional liquidity facilities during 2022.
As at 31 December 2022, the exposure to Oil and gas majors amounted to £0.29 billion (31 December 2021 – £0.27 billion),
representing 49% of the total exposure to the oil and gas sector.
Exposure to coal customers (within the Power utilities sector), as defined in the credible transition plan (CTP) assessment
(5)
completed in 2021, was £0.19 billion as at 31 December 2022 (£0.18 billion as at 31 December 2021).
31 December 2022
31 December 2021
Off-
Total
As a % of
Off-
Total
As a % of
balance
sector
Of which:
NWM
balance
sector
Of which:
NWM
Loans
(1)
sheet
(4)
exposure
(3)
heightened
Group
Loans
(1)
sheet
(2)
exposure
heightened
Group
Sector/Portfolio
£m
£m
£m
£m
%
£m
£m
£m
£m
%
Wholesale sectors
Commercial real estate
70
110
180
180
0.7%
97
182
279
279
1.4%
Housing associations
22
—
22
22
0.1%
23
—
23
23
0.1%
Power utilities
118
2,597
2,715
1,025
4.0%
88
1,398
1,486
477
2.4%
Construction
102
76
178
178
0.7%
—
76
76
76
0.4%
Agriculture
2
1
3
3
0.0%
40
1
41
41
0.2%
Land transport and logistics
71
315
386
280
1.1%
75
231
306
256
1.3%
Leisure
1
158
159
1
0.0%
3
304
307
72
0.4%
Oil and gas
23
550
573
573
2.2%
269
40
309
309
1.5%
Building materials
8
19
27
27
0.1%
3
12
15
15
0.1%
Airlines and aerospace
23
412
435
171
0.7%
7
207
214
170
0.8%
Automotive
45
625
670
670
2.6%
49
686
735
735
3.6%
Water and waste
32
256
288
165
0.6%
55
209
264
122
0.6%
Industrials
90
276
366
45
0.2%
5
263
268
—
0.0%
Mining and metals
3
—
3
3
0.0%
3
—
3
3
0.0%
Chemicals
13
64
77
77
0.3%
—
62
62
62
0.3%
Shipping
2
14
16
16
0.1%
—
1
1
1
0.0%
Retail
9
522
531
—
0.0%
—
293
293
—
0.0%
Total exposure
634
5,995
6,629
3,436
13.4%
717
3,965
4,682
2,641
13.1%
Total NWM Group all sectors
11,337
14,534
25,871
3,436
8,547
11,714
20,261
2,641
(1)
Refer to NatWest Group 2022 Climate-related Disclosures Report section 4.2 for further details of the identification and review process.
(2)
Loans to customers and banks – amortised cost and FVOCI. This table shows gross loans only. Debt securities to heightened climate-related risk sectors of £63m as at 31 December
2022 (£49m in the commercial real estate sector and £14m in the Retail sector) are not included in this table – total NWM Group debt securities and treasury bills – amortised cost
and FVOCI equate to £11.8 billion as at 31 December 2022 (£8.4 billion at as 31 December 2021).
(3)
Total NWM Group all sectors includes balances to the Financial institutions sector of £9.9bn which contains securitisations and leveraged loans. Underlying exposures for leveraged
loans and securitisations are generally diversified and are primarily managed as an Asset class at a client level rather than via sector frameworks. As such the Financial Institutions
sector has not been further analysed to consider exposures which may otherwise be included within sectors that are exposed to heightened climate risk.
(4)
Total off-balance sheet includes undrawn loan commitments of £13.9bn and contingent liabilities of £0.6bn.
(5)
Further details of NatWest Group’s approach to the assessment of credible transition plans for oil and gas majors and coal customers can be found on page 30 of the 2021 NatWest
Group Climate-related Disclosure Report.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
27
Metrics and targets continued
Climate and sustainable funding and financing
(1)
As part of supporting customers’ transition to net zero, NatWest
Group (including NWM Group) have a target to provide £100 billion
climate and sustainable funding and financing between July 2021
and end 2025. NatWest Group uses its climate and sustainable
funding and financing inclusion (CSFFI) criteria
(1)
to determine the
assets, activities and companies that are eligible to be included
within its climate and sustainable funding and financing targets.
In the 18 months since the £100 billion target began, NatWest
Group has completed £32.6 billion of climate and sustainable
funding and financing, including £15.5 billion from NWM Group
(2)
.
In the year ended 31 December 2022, climate and sustainable
funding and financing aligned bonds and private placements
account for 25% of the total lead managed or placed transactions
by NWM Group (c.21% for full year 2021, using the 2022 criteria
(1)
to include sustainability for a like for like comparison).
The table below summarises NWM Group climate and sustainable funding and financing activity.
Full year ended
Full year ended
Cumulative progress
31 December
31 December
towards 100bn
2022
2021
target
(2)
Climate and sustainable funding and financing
(1)
£m
£m
£m
Underwriting
Green and Sustainability bond public issuances and private placements
(3)
9,953
8,227
12,730
Green loan underwriting
(3)
—
153
Sustainability-linked bonds and private placements
(4)
790
201
991
Wider financing within the CSFFI
(5)
75
430
75
Total underwriting
10,818
9,011
13,976
Lending
Sustainability-linked loans
(4)
1,344
639
1,691
Total
12,162
9,650
15,487
Notes
(1)
For the full year ended 31 December 2022, the NatWest Group 2021 CSFFI criteria published in October 2021 have been used to determine the assets, activities and companies that
are eligible to be counted. For the year ended 31 December 2021, the CSFFI criteria published in February 2021 were applied. The revised CSFFI criteria published in December 2022
will be used from 1 January 2023. Full details of the CSFFI criteria can be found at natwestgroup.com
(2)
The £15,487 million climate and sustainable funding and financing contribution towards the £100 billion target is comprised of £3,325 million recorded in second half of 2021 and £12,162
million in 2022.
(3)
Underwriting of specific use-of-proceeds debt capital market issuances for project expenditures, as well as green loan commitments when customers meet the CSFFI criteria.
Amounts represent the NWM Group share of the notional (total underwriting amount lead managed or placed by NWM Group), based on the number of underwriters within a
specific deal. During the year ended 31 December 2022, 52 green bonds and private placements totalling a notional amount of £41.6 billion (53 deals, £38.7 billion during full year
2021), account for 20% of the total lead managed or placed transactions by NWM Group during the period (c.16% for full year 2021). The CSFFI criteria allow for the inclusion of
eligible sustainability bonds, which began to be reported from 1 January 2022 (20 deals, CSFF contribution £2.2 billion in the year ended 31 December 2022).
(4)
Sustainability-Linked Loans, Bonds and private placements made to customers, in line with Loan Market Association (LMA) Sustainability-Linked Loan principles and International
Capital Market Association (ICMA) Sustainability-Linked Bond principles where deal targets include green performance indicators, aligned to CSFFI criteria.
(5)
In addition to transactions that directly meet CSFFI criteria based on use of proceeds for green purposes, the CSFFI criteria also includes wider financing (including bonds and
private placements) to a customer who can evidence (to NatWest Group’s satisfaction through review of the customers’ profit and loss statement or balance sheet): 50% or more
of revenues from the categories and sectors outlined in the criteria, or for fund clients 75% of assets under management invested in assets that meet the CSFFI criteria, or for
Real Estate and Utilities companies 75% of their assets in categories or sectors outlined by the CSFFI criteria. The NWM Group balance for 2022 represents Private placements.
Climate-related disclosures continued
NWM Group
Annual Report and Accounts 2022
28
Metrics and targets continued
Estimates of Facilitated emissions on corporate bond
underwriting
Banks play a key role as facilitators between issuers and investors,
by offering and conducting financial intermediation activities
critical to the functioning of capital markets.
Although PCAF’s own methodology for financed emissions
accounting continues to develop to provide an industry-wide
approach, there is an increasing demand for additional disclosure
by facilitators – such as NWM Group - to address intermediation
activities and the associated facilitated emissions.
Facilitation activities differ from on balance sheet lending in two
respects: they are off-balance sheet (representing services rather
than financing) and they can take the form of a flow activity
(temporary association with transactions) rather than a stock
activity (recorded on the balance sheet). The PCAF Working Group
gathered to support the development of a standard to estimate
facilitated emissions, agreed that facilitated emissions need to be
reported separately from financed emissions and are not additive
with financed emissions.
To support the development of a standard to measure and report
facilitated emissions related to underwriting of corporate capital
markets transactions across the industry, NWM Group joined the
PCAF Working Group on Capital Markets Activities in January
2022.
The PCAF working group published a proposed methodology
(1)
for
facilitated emissions for capital market instruments in September
2022 prior to its consultation period. In the absence of a finalised
standard, NWM Group has used the recommendations of the
PCAF consultation paper as the basis of our methodology to
inform the estimation of facilitated emissions.
Facilitated emissions metrics presented relate only to capital
markets corporate bond underwriting activities (per PCAF) and not
any other intermediation or flow activities and services such as
secondary trading. As PCAF guidance evolves, NWM Group aims
to further develop and align its methodology to estimate on its
facilitated emissions. For the time being, it is important to note that
the amounts presented are estimates.
The chart below shows NWM Group’s percentage of underwriting by corporate sector, including climate and sustainable funding and
financing underwriting, with estimated facilitated emissions percentages in 2022. Estimated facilitated emissions percentage reflects the
percentage for a sector based on total estimated facilitated emissions for NWM Group.
Underwriting is an important part of the NWM Group business and
the facilitated emissions related to this activity could potentially be
significant. The adjacent analysis indicates the following:
the estimated facilitated emissions from the Power utilities
sector constitutes 50% of NWM Group’s estimated facilitated
emissions, of which 63% are green bonds
(2)
that are expected
to have a lower emissions footprint. However, the same
emission intensity was applied regardless of issuance type.
The second highest contributing sector is the Automotive
industry with 15% of the estimated facilitated emissions, while
only representing 3% of NWM Group’s total underwriting.
Building materials make up 14% of the estimated facilitated
emissions; however, all of these issuances, were green
bonds
(2)
.
The remaining 10 sectors contributed 21% to the estimated
facilitated emissions analysis making up 66% of the total
underwriting of which 20% were green and sustainability
bonds
(2)
.
NWM Group Methodology used for estimation.
(1) The PCAF consultation paper
(1)
recommends splitting the responsibility amongst the transaction lead managers (passive and active)
based on volumes, which we source from Dealogic. This determines the proportion of the ‘facilitated’ part of the transaction each
arranger takes responsibility for, thus providing the volume against which facilitated emissions is estimated
(3,4)
. Co-managers are not
counted and therefore such volumes are not taken into consideration.
(2) The PCAF consultation paper
(1)
defines an issuer as solely corporates that issue a debt or equity capital markets instrument. FI and
SSA issuers were out of scope for the initial terms of reference for the PCAF working group and the proposed methodology included in
the consultation paper.
(3) NWM Group has decided to apply a 100% weighting for the emissions estimation for the corporate capital markets transactions
versus the Global Systemically Important Banks (G-SIB)
(1)
alternative at 17% also considered within the consultation paper.
(4) Identifying emissions to customers: where available, economic intensities from NatWest Group’s financed emissions modelling are
extracted for customers for which volumes have been sourced following steps 1 and 2 above. Economic intensities are applied to
volumes, to estimate facilitated emissions.
(5) Unmatched customers: For those customers that cannot be matched, the relevant emission sector averages are used
(5,6)
.
(6) Currently, green bonds do not have an explicit emissions footprint and therefore NWM Group shows the breakdown of conventional
versus green bonds to highlight the expected difference of estimated facilitated emissions associated with the bond underwriting.
(1)
September 2022 - PCAF launches public consultation on Capital Markets Facilitated Emissions methodology (carbonaccountingfinancials.com)
(2)
NatWest Group 2021 CSFFI criteria published in October 2021 have been used to determine the assets, activities and companies that are eligible to be counted.
(3)
NWM Group has chosen to recognise the entire volume amount in the year of underwriting as opposed to over the life of the security.
(4)
Percentage underwriting refers to NWM allocation which is calculated using Dealogic Tranche Value face (GBP) / no. of Tranche Lead Managers.
(5)
NWM Group source customer level emission data if possible. Where customer level data is not available, emission sector averages are used for emission intensities from 2021 and if not
available 2020 data is applied against 2022 underwriting volumes.
(6)
The use of 2020 emission intensities may not incorporate recent changes in business activities and could result in the estimation of a higher rate of facilitated emissions for the sector.
Financial review
NWM Group
Annual Report and Accounts 2022
29
Presentation of information
NatWest Markets Plc (‘NWM Plc’) is a wholly owned subsidiary
of NatWest Group plc or ‘the ultimate holding company’. The
term ‘NWM Group’ or ‘we’ refers to NWM Plc and its subsidiary
and associated undertakings.
The term ‘NatWest Group’ refers to NatWest Group plc and its
subsidiary and associated undertakings. The term ‘NWH Group’
refers to NatWest Holdings Limited (‘NWH’) and its subsidiary
and associated undertakings.
The term ‘NatWest Bank Plc’ or
‘NWB Plc’ refers to National Westminster Bank Plc.
NWM Group publishes its financial statements in pounds
sterling (‘£’ or ‘sterling’). The abbreviations ‘£m’ and ‘£bn’
represent millions and thousands of millions of pounds sterling,
respectively, and references to ‘pence’ represent pence where
amounts are denominated in pound sterling (‘GBP’). Reference
to ‘dollars’ or ‘$’ are to United States of America (‘US’) dollars.
The abbreviations ‘$m’ and ‘$bn’ represent millions and
thousands of millions of dollars, respectively. The abbreviation
‘€’ represents the ‘euro’, and the abbreviations ‘€m’ and ‘€bn’
represent millions and thousands of millions of euros,
respectively.
Non-IFRS financial measures
NWM Group prepares its financial statements in accordance
with generally accepted accounting principles (GAAP). This
document contains a number of adjusted or alternative
performance measures, also known as non-GAAP or non-IFRS
performance measures. These measures are adjusted for
certain items which management believe are not representative
of the underlying performance of the business and which
distort period-on-period comparison. These non-IFRS measures
provide users of the financial statements with a consistent basis
for comparing business performance between financial periods
and information on elements of performance that are one-off in
nature. The non-IFRS measures also include the calculation of
metrics that are used throughout the banking industry. These
non-IFRS measures are not measures within the scope of IFRS
and are not a substitute for IFRS measures. Refer to the
section, ‘non-IFRS financial measures’, on page 172 for further
information and calculations of non-IFRS financial measures
included throughout this document, and, where relevant, the
most directly comparable IFRS financial measures.
Performance overview
NWM Group reported a loss for the year ended 31 December
2022 of £264 million compared with a loss of £491 million for
the year ended 31 December 2021. Higher income largely
reflected stronger performance across the product suite in
2022 compared with the prior year. Operating expenses for the
current year were slightly lower than in 2021, as an increase in
litigation and conduct costs was offset by a decrease in other
operating expenses.
Financial performance
Income of £689 million in 2022 was up by £288 million
compared with £401 million in 2021. The increase was
largely driven by Fixed Income performance, which
continued to be impacted by challenging market conditions
but improved compared with the prior year, and stronger
performances in Currencies, as FX volatility heightened
during the current year, and in Capital Markets.
Operating expenses of £1,128 million were £22 million lower
compared with £1,150 million in 2021. Litigation and
conduct costs of £80 million reflected ongoing progress in
closing legacy matters, and were up by £97 million
compared with £17 million credit in 2021. Other operating
expenses of £1,048 million were £119 million lower than
£1,167 million in 2021, largely reflecting higher costs
recognised in the prior year in relation to technology
investment and the refocusing of NWM Group.
Impairment losses were £8 million in 2022, compared with
releases of £35 million in 2021
which were largely driven by
credit improvements and releases on individual exposures.
NWM Group’s total assets and liabilities decreased by £13.2
billion and £12.4 billion to £189.8 billion and £183.2 billion
respectively at 31 December 2022, compared with the prior
year. The decreases were primarily driven by reductions in
trading assets and liabilities, largely reflecting risk
management activity undertaken in the current year, in
addition to lower derivative fair values, largely driven by
market volatility in 2022 including increases in interest rates
across major currencies and the strengthening of USD.
Total dividends paid to NatWest Group plc during the year
ended 31 December 2022 amounted to £430 million.
Capital and leverage
Total NWM Plc RWAs were £21.4 billion at 31 December
2022, compared with £22.7 billion at 31 December 2021.
The decrease in the year reflected lower levels of
counterparty credit and operational risk, offset partially by
increases in credit and market risk.
NWM Plc’s Common Equity Tier 1 (CET1) ratio was 17.2%
at 31 December 2022, compared with 17.9% at 31
December 2021. The decrease in the year was largely
driven by dividends paid to NatWest Group plc and other
reserve movements, partially offset by the decrease in
RWAs.
NWM Plc’s leverage ratio, calculated in accordance with
changes to the UK’s leverage ratio framework introduced
by the PRA which came into effect from 1 January 2022,
was 5.4% at 31 December 2022. As at 31 December 2021,
the UK leverage ratio was 4.8%, which was calculated
under the prior year’s UK leverage methodology.
Total MREL for NWM Plc at 31 December 2022 was £8.7
billion, or 40.4% of RWAs, compared with £9.6 billion or
42.1% of RWAs at 31 December 2021. The decrease in the
year was largely due to the redemption of two internal
instruments issued to NatWest Group plc of €1.1 billion and
€1.0 billion respectively, offset by a new internal instrument
issued to NatWest Group plc of $1.1 billion.
Liquidity and funding
NWM Plc’s liquidity portfolio at 31 December 2022 was
£18.6 billion with an LCR of 253%, compared with £16.1
billion and an LCR of 205% at 31 December 2021. Stressed
coverage ratio was 199% at 31 December 2022, compared
with 146% at 31 December 2021.
NWM Plc issued £4.6 billion of public benchmark
transactions during 2022 against guidance of £4-5 billion of
public benchmark issuance in full year 2022. Transactions
included a benchmark transaction under the US MTN
programme of $1.5 billion of notes, five benchmark
transactions under the EMTN programme across EUR, CHF
and our inaugural GBP benchmark amounting to £3.1 billion
of notes, and an inaugural transaction under the AUD debt
issuance programme of AUD 0.6 billion of notes. NWM Plc
also raised funding in other formats throughout the year
such as private placements and secured note transactions.
On 13 January 2023, NWM Plc issued a total of €1.5 billion
of notes under the EMTN programme in benchmark
transactions.
Financial review continued
NWM Group
Annual Report and Accounts 2022
30
NWM Group business review
The table below presents a segmental analysis of key lines of NWM Group’s income statement. Commentary refers to the table
below as well as the statutory income statement presented on page 97.
2022
2021
Central
Central
NatWest
items &
NatWest
items &
Markets
other
Total
Markets
other
Total
Variance
Income statement
£m
£m
£m
£m
£m
£m
£m
%
Net interest income
91
—
91
8
—
8
83
1,038
Non-interest income
601
(3)
598
401
(8)
393
205
52
Total income
692
(3)
689
409
(8)
401
288
72
Litigation and conduct costs
(22)
(58)
(80)
—
17
17
(97)
(571)
Other operating expenses
(1)
(1,033)
(15)
(1,048)
(1,157)
(10)
(1,167)
119
(10)
Operating expenses
(1,055)
(73)
(1,128)
(1,157)
7
(1,150)
22
(2)
Operating loss before impairment losses/releases
(363)
(76)
(439)
(748)
(1)
(749)
310
(41)
Impairment (losses)/releases
(8)
—
(8)
35
—
35
(43)
(123)
Operating loss before tax
(371)
(76)
(447)
(713)
(1)
(714)
267
(37)
Tax credit
183
223
(40)
(18)
Loss for the year
(264)
(491)
227
(46)
Income
(2)
Fixed Income
40
—
40
(64)
—
(64)
104
(163)
Currencies
513
—
513
427
—
427
86
20
Capital Markets
398
—
398
336
—
336
62
18
Capital Management Unit and other
(3)
(62)
(3)
(65)
(35)
(8)
(43)
(22)
51
Income including shared revenue,
before asset disposals and OCA
889
(3)
886
664
(8)
656
230
35
Revenue shared with or paid to fellow
NatWest Group subsidiaries
(191)
—
(191)
(197)
—
(197)
6
(3)
Income excluding asset disposals and OCA
698
(3)
695
467
(8)
459
236
51
Asset disposals/Strategic risk reduction
(4)
(48)
—
(48)
(64)
—
(64)
16
(25)
Own credit adjustments (OCA)
42
—
42
6
—
6
36
600
Total income
692
(3)
689
409
(8)
401
288
72
(1)
A presentational change was made in Q1 2022 whereby strategic costs are included within Other operating expenses and not reported separately.
(2)
Product performance includes gross income earned on a NatWest Group-wide basis, including amounts contributed to other NatWest Group subsidiaries. Income including shared
revenue, before asset disposals and OCA includes revenue share from other NatWest Group subsidiaries but before revenue share is paid to or contributed to those subsidiaries.
(3)
Capital Management Unit was set up in Q3 2020 to manage the capital usage and optimisation across all parts of NatWest Markets. The income shown here materially relates to
legacy positions. Other relates to income booked to the Central items & other operating segment.
(4)
Asset disposals/Strategic risk reduction relates to the costs of exiting positions, which includes changes in carrying value to align to the expected exit valuation, and the impact of
risk reduction transactions entered into as part of the optimisation of the entity’s capital usage.
Income
Net interest income was £91 million for 2022, compared with
£8 million in 2021. Net interest income largely represents
interest income from lending activity and capital hedges, offset
by interest expense from the funding costs of the business. The
movement compared with the prior year largely reflected
growth in lending and reduced funding costs for the business
driven by the ongoing repayment of legacy debt.
Non-interest income increased by £205 million to £598 million,
compared with £393 million in 2021. The increase was largely
driven by Fixed Income performance, which continued to be
impacted by challenging market conditions but improved
compared with the prior year, and stronger performances in
Currencies, as FX volatility heightened during the current year,
and in Capital Markets. Own credit adjustments were £42
million for 2022, reflecting the widening of credit spreads,
compared with £6 million in 2021.
Operating expenses
Operating expenses of £1,128 million in the current year were
£22 million lower than £1,150 million in 2021. Litigation and
conduct costs of £80 million reflected ongoing progress in
closing legacy matters, and were up by £97 million compared
with £17 million credit in 2021. Other operating expenses of
£1,048 million were £119 million lower than £1,167 million in
2021, largely reflecting higher costs recognised in the prior
year in relation to technology investment and the refocusing of
NWM Group.
Impairments
Impairment losses were £8 million in 2022, compared with
releases of £35 million in 2021 which were largely driven by
credit improvements and releases on individual exposures.
Tax credit
The 2022 tax credit of £183 million on operating loss before tax
of £447 million is higher than the expected tax credit based on
the UK corporation tax rate of 19%. There is non-taxable
income from the RPI uplift on UK Government index linked gilts
and a tax credit for the banking surcharge, partially offset by a
decrease in the carrying value of the deferred tax asset in
respect of losses. Refer to note 7 Tax for further information.
NatWest Markets segment
The operating loss before tax was £371 million compared with
a loss of £713 million in 2021. Income excluding asset disposals
and own credit adjustments of £698 million was £231 million
higher than £467 million in 2021, largely reflecting stronger
performance across the product suite in the current year.
Operating expenses of £1,055 million were £102 million lower
than £1,157 million in 2021, largely reflecting higher costs
recognised in the prior year in relation to technology
investment and the refocusing of NWM Group.
Central items & other segment
The operating loss before tax was £76 million compared with a
loss of £1 million in 2021. Litigation and conduct costs of £58
million reflected ongoing progress in closing legacy matters,
and were up by £75 million from £17 million credit in 2021.
Financial review continued
NWM Group
Annual Report and Accounts 2022
31
NWM Group business review continued
Balance sheet profile as at 31 December 2022
NWM Group’s balance sheet profile is summarised below. Commentary refers to the tables below as well as the consolidated
balance sheet on page 98.
Assets
Liabilities
2022
2021
2022
2021
£bn
£bn
£bn
£bn
Cash and balances at central banks
17.0
16.6
Securities
9.9
25.0
9.5
25.0
Short positions
Reverse repos
(1)
21.5
20.7
23.7
19.4
Repos
(2)
Derivative cash collateral posted
(3)
12.7
12.0
17.7
17.6
Derivative cash collateral received
(4)
Other trading assets
1.2
1.4
1.9
2.5
Other trading liabilities
Total trading assets
45.3
59.1
52.8
64.5
Total trading liabilities
Loans - amortised cost
11.3
8.4
6.7
4.1
Deposits - amortised cost
Settlement balances
2.6
2.1
2.0
2.1
Settlement balances
Amounts due from holding company
Amounts due to holding company
and fellow subsidiaries
0.7
1.5
6.2
6.1
and fellow subsidiaries
Other financial assets
11.9
8.8
21.1
19.3
Other financial liabilities
Other assets
0.8
0.9
0.8
1.0
Other liabilities
Funded assets
89.6
97.4
89.6
97.1
Liabilities excluding derivatives
Derivative assets
100.2
105.6
93.6
98.5
Derivative liabilities
Total assets
189.8
203.0
183.2
195.6
Total liabilities
of which:
23.5
21.1
wholesale funding
(5)
7.7
9.2
short-term wholesale funding
(5)
Net derivative assets
3.5
3.6
5.6
2.9
Net derivative liabilities
(1)
Comprises bank reverse repos of £4.6 billion (2021 - £3.9 billion) and customer reverse repos of £16.9 billion (2021 - £16.8 billion).
(2)
Comprises bank repos of £1.6 billion (2021 - £0.8 billion) and customer repos of £22.1 billion (2021 - £18.6 billion).
(3)
Comprises derivative cash collateral posted relating to banks of £4.6 billion (2021 - £4.3 billion) and customers of £8.1 billion (2021 - £7.7 billion).
(4)
Comprises derivative cash collateral received relating to banks of £7.5 billion (2021 - £8.1 billion) and customers of £10.2 billion (2021 - £9.5 billion).
(5)
Predominantly comprises bank deposits (excluding repos), debt securities in issue and third-party subordinated liabilities.
Total assets and liabilities
decreased by £13.2 billion and
£12.4 billion to £189.8 billion and £183.2 billion respectively at
31 December 2022, compared with £203.0 billion and £195.6
billion at 31 December 2021. The decreases were primarily
driven by reductions in trading assets and liabilities, largely
reflecting risk management activity undertaken in the current
year, in addition to lower derivative fair values, largely driven
by market volatility in 2022 including increases in interest rates
across major currencies and the strengthening of USD.
Trading assets
which primarily relate to client-led activity as
well as derivative cash collateral posted, decreased by £13.8
billion to £45.3 billion at 31 December 2022 from £59.1 billion at
31 December 2021, mainly driven by a reduction in securities
reflecting risk management activity undertaken in the current
year, partially offset by increases in derivative cash collateral
posted and reverse repos.
Trading liabilities
decreased by
£11.7 billion to £52.8 billion at 31 December 2022 from £64.5
billion at 31 December 2021, mainly driven by a reduction in
short positions reflecting risk management activity undertaken
in the current year, partially offset by an increase in repos.
Derivative assets and derivative liabilities
were down by £5.4
billion to £100.2 billion and by £4.9 billion to £93.6 billion
respectively compared with year end 2021. The decreases in
mark-to-market values were largely driven by market volatility
in 2022 including increases in interest rates across major
currencies and the strengthening of USD.
Loans to customers – amortised cost
increased by £2.7 billion
to £10.2 billion at 31 December 2022, mainly driven by new
lending in the current year.
Other financial assets
increased by £3.1 billion to £11.9 billion,
largely reflecting an increase in held-to-collect securities
purchased to support customer primary issuance.
Other financial liabilities
increased to £21.1 billion from £19.3
billion at 31 December 2021, driven by new issuance partially
offset by maturities, and includes £16.4 billion of medium-term
notes issued.
Board of directors and secretary
NWM Group
Annual Report and Accounts 2022
32
Board and committees
Chairman
Frank Dangeard
Chairman of the Board and Chairman of the Nominations and
Governance Committee
Executive directors
Robert Begbie
Chief Executive Officer
Simon Lowe
Chief Financial Officer
Independent non-executive directors
Vivek Ahuja
Chairman of Board Risk Committee
Anne Simpson
Chairman of Audit Committee
Tamsin Rowe
Chairman of the Performance and Remuneration Committee
Board changes in 2022
David King resigned as Chief Financial Officer on 31 March
2022.
Simon Lowe was appointed as Chief Financial Officer on 28
July 2022.
Sarah Wilkinson resigned from the Board on 26 September
2022.
Auditors
Ernst & Young LLP
Chartered Accountants and Statutory Auditor
25 Churchill Place
London E14 5EY
Registered office
36 St Andrew Square
Edinburgh EH2 2YB
Principal office
NatWest Markets Plc
250 Bishopsgate
London EC2M 4AA
NatWest Markets N.V.
Claude Debussylaan 94
1082 MD Amsterdam
The Netherlands
NatWest Markets Holdings USA Inc
.
600 Washington Blvd
Stamford
CT 06901 USA
NatWest Markets Plc
Registered in Scotland No. SC090312
Risk and capital management
NWM Group
Annual Report and Accounts 2022
33
Presentation of information
Where marked as audited in the section header, certain
information in the Risk and capital management section (pages
33 to 80) is within the scope of the independent auditor’s
report. Risk and capital management is generally conducted on
an overall basis within NatWest Group such that common
policies, procedures, frameworks and models apply across
NatWest Group. Therefore, for the most part, discussion on
these qualitative aspects reflects those in NatWest Group as
relevant for the businesses and operations in NWM Group.
Risk management framework
Introduction
NWM Group operates under NatWest Group’s enterprise-wide
risk management framework, which is centred on the
embedding of a strong risk culture. The framework ensures the
governance, capabilities and methods are in place to facilitate
risk management and decision-making across the organisation.
The framework ensures that NWM Group’s principal risks –
which are detailed in this section – are appropriately controlled
and managed. It sets out the standards and objectives for risk
management as well as defining the division of roles and
responsibilities.
This seeks to ensure a consistent approach to risk management
across NWM Group. It aligns risk management with NWM
Group’s overall strategic objectives.
The framework, which is designed and maintained by NatWest
Group’s independent Risk function, is owned by the NatWest
Group Chief Risk Officer. It is reviewed and approved annually
by the NatWest Group Board. The framework incorporates risk
governance, NatWest Group’s three lines of defence operating
model and the Risk function’s mandate.
Risk appetite, supported by a robust set of principles, policies
and practices, defines the levels of tolerance for a variety of
risks and provides a structured approach to risk-taking within
agreed boundaries.
While all NWM Group colleagues are responsible for managing
risk, the Risk function provides oversight and monitoring of risk
management activities, including the implementation of the
framework and adherence to its supporting policies, standards
and operational procedures. The Chief Risk Officer plays an
integral role in providing the Board with advice on NWM
Group’s risk profile, the performance of its controls and in
providing challenge where a proposed business strategy may
exceed risk tolerance.
In addition, there is a process to identify and manage top and
emerging threats, which are those that could have a significant
negative impact on NWM Group’s ability to meet its strategic
objectives. Both top and emerging threats may incorporate
aspects of – or correlate to – a number of principal risks and
are reported alongside them to the Board on a regular basis.
Page
Risk management framework
Introduction
33
Culture
34
Governance
35
Risk appetite
37
Identification and measurement
38
Mitigation
38
Stress testing
38
Market risk
Traded market risk
42
Non-traded market risk
45
Capital, liquidity and funding risk
Definitions and sources
48
Key developments in 2022
49
Capital management
49
Liquidity and funding management
49
Minimum requirements
50
Measurement
50
Credit risk
Key developments
54
Impairment, provisioning and write-offs
55
Economic loss drivers and ECL sensitivity
58
Trading activities and banking activities
65
Pension risk
75
Compliance & conduct risk
76
Financial crime risk
76
Climate risk
77
Operational risk
78
Model risk
79
Reputational risk
80
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
34
Risk management framework continued
Culture
Risk culture is at the heart of NWM Group’s risk management
framework and its risk management practice. In 2022, the
approach to risk culture was refreshed under the new banner
of Intelligent Risk Taking to re-intensify focus on robust risk
management behaviours and practices. NWM Group expects
leaders to act as role models for strong risk behaviours and
practices building clarity, developing capability and motivating
employees to reach the required standards set out in the
Intelligent Risk-Taking approach. Colleagues are expected to:
Consistently role-model the values and behaviours in Our
Code, based on strong ethical standards which underpin
Our Purpose.
Empower others to take risks aligned to NWM Group’s
strategy, explore issues from a fresh perspective, and tackle
challenges in new and better ways across organisational
boundaries.
Manage risk in line with appropriate risk appetite.
Ensure each decision made keeps NWM Group, colleagues,
customers, communities and shareholders safe and secure.
Understand their role in managing risk, remaining clear and
capable, grounded in knowledge of regulatory obligations.
Consider risk in all actions and decisions.
Escalate risks and issues early; taking action to mitigate
risks and learning from mistakes and near-misses, reporting
and communicating these transparently.
Challenge others’ attitudes, ideas and actions.
The target Intelligent Risk-Taking behaviours are embedded in
NatWest Group’s Critical People Capabilities and are clearly
aligned to the core values of inclusive, curious, robust,
sustainable and ambitious. These aim to act as an effective
basis for a strong risk culture because the Critical People
Capabilities form the basis of all recruitment and selection
processes.
Training
Enabling employees to have the capabilities and confidence to
manage risk is core to NatWest Group’s learning strategy.
NatWest Group offers a wide range of learning, both technical
and behavioural, across the risk disciplines. This training may
be mandatory, role-specific or for personal development.
Mandatory learning for all staff is focused on keeping
employees, customers and NatWest Group safe. This is easily
accessed online and is assigned to each person according to
their role and business area. The system allows monitoring at
all levels to ensure completion.
Our Code
NatWest Group’s conduct guidance, Our Code, provides
direction on expected behaviour and sets out the standards of
conduct that support the values. The code explains the effect of
decisions that are taken and describes the principles that must
be followed.
These principles cover conduct-related issues as well as wider
business activities. They focus on desired outcomes, with
practical guidelines to align the values with commercial
strategy and actions. The embedding of these principles
facilitates sound decision-making and a clear focus on good
customer outcomes.
Where appropriate, if conduct falls short of NatWest Group’s
required standards, the accountability review process is used to
assess how this should be reflected in pay outcomes for the
individuals concerned. The NatWest Group remuneration policy
ensures that the remuneration arrangements for all employees
reflect the principles and standards prescribed by the PRA
rulebook and the FCA handbook. Any employee falling short of
the expected standards would also be subject to internal
disciplinary policies and procedures. If appropriate, the relevant
authority would be notified.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
35
Risk management framework continued
Governance
Committee structure
The diagram shows NWM Plc’s risk committee structure in 2022 and the main purposes of each committee.
(1)
The NWM Chief Executive Officer has established the Executive Committee to support him in discharging his individual responsibilities in managing the day to day activities of NWM.
(2)
The Executive Risk Committee is chaired by the NWM Chief Risk Officer and supports him in discharging his risk management accountabilities.
(3)
The Operating Committee is chaired by the NWM Chief Operating Officer and supports him in discharging his individual accountabilities in accordance with the authority delegated
to him by the NWM Chief Executive Officer.
(4)
The Climate & Sustainability Committee is chaired by the NWM Chief Executive Officer and supports him in discharging his climate risk accountabilities.
(5)
The Assets & Liabilities Committee is chaired by the NWM Chief Financial Officer and supports him in discharging his individual accountabilities relating to treasury and balance
sheet management.
(6)
The Pension Committee is chaired by the NWM Chief Financial Officer and supports him in discharging his individual accountabilities relating to the management of NatWest
Markets’ pension schemes.
(7)
The Financial Crime Risk Committee, the E-Trading Oversight Committee, the Reputational Risk Committee, the Valuations Committee, the Enterprise-Wide Risk Committee, the
Policy Approval Committee, the Model Risk Committee, the Provisions Committee and the Credit Risk Committee are not shown here. They support the Executive Risk Committee in
discharging its risk management responsibilities.
Assets &
Liabilities
Committee
(5)
Executive Risk
Committee
(2)
Executive
Committee
(1)
Pension
Committee
(6)
NWM Plc Board of
Directors
Board Risk
Committee
Audit Committee
Climate &
Sustainability
Committee
(4)
NWM Securities
Japan Limited
Board
NWM N.V.
Supervisory
Board
NWM Securities
Inc Board
Considers the
financial risks posed
by climate change as
well as the progress
against NWM’s
regulatory and
strategic climate
commitments.
Reviews, challenges
and debates all
material and
enterprise-wide risk
and control matters.
Manages and oversees
the NWM Group other
than those aspects
reserved to the
NatWest Group plc
Board or
an appropriate
Board Committee.
Oversees
management of
NWM Group’s
current and future
balance sheet
aligned with chosen
business strategy
and approved risk
appetite
.
Considers the financial
strategy, risk
management and policy
implications
of NatWest Markets’
pension schemes.
Provides oversight and
challenge on current
and potential future
risk exposures, future
risk strategy and the
effectiveness of the risk
management
framework.
Monitors the integrity
of financial statements
and formal
announcements
relating to actual and
forecast performance.
Operating
Committee
(3)
Oversees all aspects of
NWM Group’s control
environment and
delivers the adoption of
Group-wide risk
frameworks.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
36
Risk management framework continued
Governance
Risk management structure
The diagram shows NWM Group’s risk management structure in 2022.
(1)
The NWM Chief Risk Officer reports directly to the NWM Chief Executive Officer and the NatWest Group Chief Risk Officer. The NWM Chief Risk Officer also has an additional
reporting line to the chair of the NWM Board Risk Committee, and a right of access to the committee.
(2)
The NWM Group Risk function is independent and provides oversight of risk management activities to ensure risks are adequately monitored and controlled. The heads of risk work
closely with the NWM N.V. Chief Risk Officer, the US Head of Risk and the Chief Risk Officer Asia Pacific to ensure consistency across the international businesses.
(3)
The NWH Group Risk function provides services across NatWest Group, including – where agreed – to the NWM Chief Risk Officer. These services are managed, as applicable,
through service level agreements and resource augmentation agreements.
(4)
The role holder sits in NWH Group but is directed by the NWM Chief Risk Officer.
NatWest
Group Chief
Risk Officer
NWM Chief
Risk Officer
NWM Chief
Executive
Officer
Head of Financial Crime
Head of Credit Risk
Head of Traded Market
Risk
(4)
Risk Chief Operating
Officer and Head of
Operational Risk, Model
Risk and Trading Oversight
NatWest Group
Chief Executive
Officer
NWM N.V.
Chief Risk Officer
Asia Pacific
Chief Risk Officer
US Head of Risk
Head of Capital
Optimisation Risk
Head of Conduct &
Compliance
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
37
Risk management framework continued
Three lines of defence
NatWest Group uses the industry-standard three lines of
defence model to articulate accountabilities and responsibilities
for managing risk. This supports the embedding of effective risk
management throughout the organisation.
First line of defence
The first line of defence incorporates most roles in NatWest
Group, including those in the customer-facing businesses,
Technology and Services as well as support functions such as
People and Transformation, Legal and Finance.
The first line of defence is empowered to take risks within the
constraints of the risk management framework, policies, risk
appetite statements set by NatWest Group and measures set by
the NWM Group Board.
The first line of defence is responsible for managing its direct
risks, and with the support of specialist functions, it is also
responsible for managing its consequential risks, by identifying,
assessing, mitigating, monitoring and reporting risks.
Second line of defence
The second line of defence comprises the Risk function and is
independent of the first line.
The second line of defence is empowered to design and
maintain the risk management framework and its components.
It undertakes proactive risk oversight and continuous
monitoring activities to confirm that NWM Group engages in
permissible and sustainable risk-taking activities.
The second line of defence advises on, monitors, challenges,
approves and escalates where required and reports on the risk-
taking activities of the first line, ensuring that these are within
the constraints of the risk management framework, policies,
risk appetite statements set by NatWest Group and measures
set by the NWM Group Board.
Third line of defence
The third line of defence is the Internal Audit function and is
independent of the first and second lines.
The third line of defence is responsible for providing
independent assurance to the NatWest Group Board, its
subsidiary legal entity boards and executive management on
the overall design and operating effectiveness of the risk
management framework and its components. This includes the
adequacy and effectiveness of key internal controls,
governance and the risk management in place to monitor,
manage and mitigate the principal risks to NatWest Group and
its subsidiary companies achieving their objectives.
The third line of defence executes its duties freely and
objectively in accordance with the Chartered Institute of
Internal Auditors’ Code of Ethics and International Standards
on independence and objectivity.
Risk appetite
Risk appetite defines the type and aggregate level of risk NWM
Group is willing to accept in pursuit of its strategic objectives
and business plans. Risk appetite supports sound risk-taking,
the promotion of robust risk practices and risk behaviours, and
is calibrated annually.
For certain principal risks, risk capacity defines the maximum
level of risk NWM Group can assume before breaching
constraints determined by regulatory capital and liquidity
requirements, the operational environment, and from a conduct
perspective. Establishing risk capacity helps determine where
risk appetite should be set, ensuring there is a buffer between
internal risk appetite and NWM Group’s ultimate capacity to
absorb losses.
Risk appetite framework
The risk appetite framework supports effective risk
management by promoting sound risk-taking through a
structured approach, within agreed boundaries. It also ensures
emerging threats and risk-taking activities that might be out of
appetite are identified, assessed, escalated and addressed in a
timely manner.
To facilitate this, a detailed annual review of the framework is
carried out. The review includes:
Assessing the adequacy of the framework compared to
internal and external expectations.
Ensuring the framework remains effective and acts as a
strong control environment for risk appetite.
Assessing the level of embedding of risk appetite across the
organisation.
The Board reviews and approves the risk appetite framework
annually.
Establishing risk appetite
In line with the risk appetite framework, risk appetite is
maintained across NWM Group through risk appetite
statements. These are in place for all principal risks and
describe the extent and type of activities that can be
undertaken.
Risk appetite statements consist of qualitative statements of
appetite supported by risk limits and triggers that operate as a
defence against excessive risk-taking. Risk measures and their
associated limits are an integral part of the risk appetite
approach and a key part of embedding risk appetite in day-to-
day risk management decisions. A clear tolerance for each
principal risk is set in alignment with business activities.
The annual process of reviewing and updating risk appetite
statements is completed alongside the business and financial
planning process. This ensures that plans and risk appetite are
appropriately aligned.
The Board sets risk appetite for all principal risks to help ensure
NWM Group is well placed to meet its priorities and long-term
targets, even in challenging economic environments. This
supports NWM Group in remaining resilient and secure as it
pursues its strategic business objectives.
NWM Group’s risk profile is continually monitored and
frequently reviewed. Management focus is concentrated on all
principal risks as well as the top and emerging threats that may
correlate to them. Risk profile relative to risk appetite is
reported regularly to senior management and the Board.
NatWest Group policies directly support the qualitative aspects
of risk appetite. They define the qualitative expectations,
guidance and standards that stipulate the nature and extent of
permissible risk-taking and are consistently applied across
NatWest Group and its subsidiaries.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
38
Risk management framework continued
Identification and measurement
Identification and measurement within the risk management
process comprises:
Regular assessment of the overall risk profile, incorporating
market developments and trends, as well as external and
internal factors.
Monitoring of the risks associated with lending and credit
exposures.
Assessment of trading and non-trading portfolios.
Review of potential risks in new business activities and
processes.
Analysis of potential risks in any complex and unusual
business transactions.
The financial and non-financial risks that NWM Group faces are
detailed in the NatWest Group Risk Directory. This provides a
common risk language to ensure consistent terminology is used
across NWM Group. The NatWest Group Risk Directory is
subject to annual review to ensure it continues to fully reflect
the risks that NWM Group faces.
Mitigation
Mitigation is a critical aspect of ensuring that risk profile
remains within risk appetite. Risk mitigation strategies are
discussed and agreed within NWM Group.
When evaluating possible strategies, costs and benefits, residual
risks (risks that are retained) and secondary risks (those that
arise from risk mitigation actions themselves) are also
considered. Monitoring and review processes are in place to
evaluate results. Early identification, and effective management
of changes in legislation and regulation are critical to the
successful mitigation of compliance and conduct risk. The
effects of all changes are managed to ensure the timely
achievement of compliance. Those changes assessed as having
a high or medium-high impact are managed more closely.
Emerging threats that could affect future results and
performance are also closely monitored. Action is taken to
mitigate potential risks as and when required. Further in-depth
analysis, including the stress testing of exposures, is also
carried out.
Stress testing
Stress testing – capital management
Stress testing is a key risk management tool and a fundamental
component of NatWest Group’s approach to capital
management. It is used to quantify and evaluate the potential
impact of specified changes to risk factors on the financial
strength of NWM Group, including its capital position.
Stress testing includes:
Scenario testing, which examines the impact of a
hypothetical future state to define changes in risk factors.
Sensitivity testing, which examines the impact of an
incremental change to one or more risk factors.
The process for stress testing consists of four broad stages:
Define
scenarios
Identify macro and NWM Group specific
vulnerabilities and risks.
Define and calibrate scenarios to examine
risks and vulnerabilities.
Formal governance process to agree
scenarios.
Assess
impact
Translate scenarios into risk drivers.
Assess impact to current and projected
P&L and balance sheet across NWM
Group.
Calculate
results and
assess
implications
Aggregate impacts into overall results.
Results form part of the risk management
process.
Scenario results are used to inform NWM
Group’s business and capital plans.
Develop and
agree
management
actions
Scenario results are analysed by subject
matter experts. Appropriate management
actions are then developed.
Scenario results and management actions
are reviewed by the relevant Executive
Risk Committees and Board Risk
Committees and agreed by the relevant
Boards.
Stress testing is used widely across NatWest Group, including at
NWM Group level. The diagram below summarises key areas of
focus.
Specific areas that involve capital management include:
Strategic financial and capital planning
– by assessing the
impact of sensitivities and scenarios on the capital plan and
capital ratios.
Risk appetite
– by gaining a better understanding of the
drivers of, and the underlying risks associated with, risk
appetite.
Risk monitoring
– by monitoring the risks and horizon-
scanning events that could potentially affect NatWest
Group’s financial strength and capital position.
Risk mitigation
– by identifying actions to mitigate risks, or
those that could be taken, in the event of adverse changes
to the business or economic environment. Principal risk
mitigating actions are documented in NWM Group’s
recovery plan.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
39
Risk management framework continued
Reverse stress testing is also carried out in order to identify and
assess scenarios that would cause NWM Group’s business
model to become unviable. Reverse stress testing allows
potential vulnerabilities in the business model to be examined
more fully.
Capital sufficiency – going concern forward-looking view
Going concern capital requirements are examined on a
forward-looking basis – including as part of the annual
budgeting process – by assessing the resilience of capital
adequacy and leverage ratios under hypothetical future states.
These assessments include assumptions about regulatory and
accounting factors (such as IFRS 9). They incorporate
economic variables and key assumptions on balance sheet and
P&L drivers, such as impairments, to demonstrate that NWM
Group and its operating subsidiaries maintain sufficient capital.
A range of future states are tested. In particular, capital
requirements are assessed:
Based on a forecast of future business performance, given
expectations of economic and market conditions over the
forecast period.
Based on a forecast of future business performance under
adverse economic and market conditions over the forecast
period. Scenarios of different severity may be examined.
The examination of capital requirements under both normal
and adverse economic and market conditions enables NatWest
Group to determine whether its projected business
performance meets internal plans and regulatory capital
requirements.
The potential impact of normal and adverse economic and
market conditions on capital requirements is assessed through
stress testing, the results of which are not only used widely
across NatWest Group but also by the regulators to set specific
capital buffers. NatWest Group takes part in stress tests run by
regulatory authorities to test industry-wide vulnerabilities under
crystallising global and domestic systemic risks.
Under stress testing, the peak-to-trough change in CET1 may
be affected by the transitions from Stage 1 to Stage 2 in stress
conditions. Stress and peak-to-trough movements are used to
help assess the amount of capital NWM Group needs to hold in
stress conditions in accordance with the capital risk appetite
framework.
Internal assessment of capital adequacy
An internal assessment of material risks is carried out annually
to enable an evaluation of the amount, type and distribution of
capital required to cover these risks. This is referred to as the
Internal Capital Adequacy Assessment Process (ICAAP). The
ICAAP consists of a point-in-time assessment of exposures and
risks at the end of the financial year together with a forward-
looking stress capital assessment. The ICAAP is approved by
the Board and submitted to the PRA.
The ICAAP is used to form a view of capital adequacy
separately to the minimum regulatory requirements. The ICAAP
is used by the PRA to assess NWM Group’s specific capital
requirements through the Pillar 2 framework.
Capital allocation
NWM Group has mechanisms to allocate capital across its
businesses. These aim to optimise the use of capital resources
taking into account applicable regulatory requirements,
strategic and business objectives and risk appetite. The
framework for allocating capital is approved by the CFO with
support from the Assets & Liabilities Committee.
Governance
Capital management is subject to substantial review and
governance. The Board approves the capital plans, including
those for key legal entities and businesses as well as the results
of the stress tests relating to those capital plans.
Stress testing – liquidity
Liquidity risk monitoring and contingency planning
A suite of tools is used to monitor, limit and stress test the
liquidity and funding risks on the balance sheet. Limit
frameworks are in place to control the level of liquidity risk,
asset and liability mismatches and funding concentrations.
Liquidity and funding risks are reviewed at significant legal
entity and business levels daily, with performance reported to
the Assets & Liabilities Committee on a regular basis. Liquidity
Condition Indicators are monitored daily. This ensures any
build-up of stress is detected early and the response escalated
appropriately through recovery planning.
Internal assessment of liquidity
Under the liquidity risk management framework, NWM Group
maintains the Internal Liquidity Adequacy Assessment Process.
This includes assessment of net stressed liquidity outflows
under a range of extreme but plausible stress scenarios
detailed in the following table.
Type
Description
Idiosyncratic
scenario
The market perceives NWM Group to be
suffering from a severe stress event, which
results in an immediate assumption of
increased credit risk or concerns over
solvency.
Market-wide
scenario
A market stress event affecting all
participants in a market through contagion,
potential counterparty failure and other
market risks. NWM Group is affected under
this scenario but no more severely than
any other participants with equivalent
exposure.
Combined
scenario
This scenario models the combined impact
of an idiosyncratic and market stress
occurring at once, severely affecting
funding markets and the liquidity of some
assets.
NWM Group uses the most severe outcome to set the internal
stress testing scenario which underpins its internal liquidity risk
appetite. This complements the regulatory liquidity coverage
ratio requirement.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
40
Risk management framework continued
Stress testing – recovery and resolution planning
Within NWM Group, both NWM Plc and NWM N.V. each have a
recovery plan explaining how they would identify and respond
to a financial stress event and restore their financial position so
that they remain viable on an ongoing basis.
The recovery plan ensures risks that could delay the
implementation of a recovery strategy are highlighted and
preparations are made to minimise the impact of these risks.
Preparations include:
Developing a series of recovery indicators to provide early
warning of potential stress events.
Clarifying roles, responsibilities and escalation routes to
minimise uncertainty or delay.
Developing a recovery playbook to provide a concise
description of the actions required during recovery.
Detailing a range of options to address different stress
conditions.
Appointing dedicated option owners to reduce the risk of
delay and capacity concerns.
The plan is intended to enable critical services and products to
be maintained, as well as core business lines while operating
within risk appetite and restoring financial condition. It is
assessed for appropriateness on an ongoing basis and is
updated annually. The NWM Plc plan is reviewed and approved
by the Board prior to submission to the PRA each year.
Fire drill simulations of possible recovery events are used to
test the effectiveness of the recovery plans. The fire drills are
designed to replicate possible financial stress conditions and
allow senior management to rehearse the responses and
decisions that may be required in an actual stress event. The
results and lessons learnt from the fire drills are used to
enhance the overall approach to recovery planning.
Under the resolution assessment part of the PRA rulebook,
NatWest Group is required to carry out an assessment of its
preparations for resolution, submit a report of the assessment
to the PRA and publish a summary of this report.
Resolution would be implemented if NatWest Group was
assessed by the UK authorities to have failed and the
appropriate regulator put it into resolution. The process of
resolution is owned and implemented by the Bank of England
(as the UK resolution authority). NatWest Group ensures
ongoing maintenance and enhancements of its resolution
capabilities, in line with regulatory requirements.
Stress testing – market risk
Non-traded market risk
Non-traded exposures are reported to the PRA on a quarterly
basis. This provides the regulator with an overview of NatWest
Group’s banking book interest rate exposure. The report
includes detailed product information analysed by interest rate
driver and other characteristics, including accounting
classification, currency and counterparty type.
Scenario analysis based on hypothetical adverse scenarios is
performed on non-traded exposures as part of the Bank of
England and European Banking Authority stress test exercises.
NatWest Group also produces an internal scenario analysis as
part of its financial planning cycles.
Non-traded exposures are capitalised through the ICAAP. This
covers gap risk, basis risk, credit spread risk, pipeline risk,
structural foreign exchange risk, prepayment risk, equity risk
and accounting volatility risk. The ICAAP is completed with a
combination of value and earnings measures. The total non-
traded market risk capital requirement is determined by adding
the different charges for each sub risk type. The ICAAP
methodology captures at least ten years of historical volatility,
produced with a 99% confidence level. Methodologies are
reviewed by NatWest Group Model Risk and the results are
approved by the NatWest Group Technical Asset & Liability
Management Committee.
Non-traded market risk stress results are combined with those
for other risks into the capital plan presented to the Board. The
cross-risk capital planning process is conducted once a year,
with a planning horizon of five years. The scenario narratives
cover both regulatory scenarios and macroeconomic scenarios
identified by NatWest Group.
Vulnerability-based stress testing begins with the analysis of a
portfolio and expresses its key vulnerabilities in terms of
plausible, vulnerability scenarios under which the portfolio
would suffer material losses. These scenarios can be historical,
macroeconomic or forward-looking/hypothetical. Vulnerability-
based stress testing is used for internal management
information and is not subject to limits. The results for relevant
scenarios are reported to senior management.
Traded market risk
NatWest Markets carries out regular market risk stress testing
to identify vulnerabilities and potential losses in excess of, or
not captured in, value-at-risk. The calculated stresses measure
the impact of changes in risk factors on the fair values of the
trading portfolios.
NatWest Markets conducts historical, macroeconomic and
vulnerability-based stress testing. Historical stress testing is a
measure that is used for internal management. Using the
historical simulation framework employed for value-at-risk, the
current portfolio is stressed using historical data since 1
January 2005. This methodology simulates the impact of the
99.9 percentile loss that would be incurred by historical risk
factor movements over the period, assuming variable holding
periods specific to the risk factors and the businesses.
Historical stress tests form part of the market risk limit
framework and their results are reported regularly to senior
management. Macroeconomic stress tests are carried out
periodically as part of the bank-wide, cross-risk capital
planning process. The scenario narratives are translated into
risk factor shocks using historical events and insights by
economists, risk managers and the first line.
Market risk stress results are combined with those for other
risks into the capital plan presented to the Board. The cross-
risk capital planning process is conducted once a year, with a
planning horizon of five years. The scenario narratives cover
both regulatory scenarios and macroeconomic scenarios.
Vulnerability-based stress testing begins with the analysis of a
portfolio and expresses its key vulnerabilities in terms of
plausible vulnerability scenarios under which the portfolio
would suffer material losses. These scenarios can be historical,
macroeconomic or forward-looking/hypothetical. Vulnerability-
based stress testing is used for internal management
information and is not subject to limits. The results for relevant
scenarios are reported to senior management.
Internal scenarios
During 2022, NWM Group continued to review and refine its
internal scenarios where appropriate.
In addition, NWM Group vulnerabilities are considered as part
of the development of all NatWest Group-wide integrated
scenarios and exercises.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
41
Risk management framework continued
Regulatory stress testing
The Bank of England returned to the annual cyclical scenario
(ACS) stress test framework in 2022 and published the scenario
on 26 September 2022. This follows two years of COVID-19
crisis-related stress testing and the decision to postpone the
test in March following Russia’s invasion of Ukraine. NWM
Group contributed to NatWest Group’s participation in this
stress test and the results will be published in summer 2023
and, along with other relevant information, will be used to help
inform NatWest Group capital buffers (both the UK
countercyclical capital buffer rate and PRA buffers).
The 2022 stress test aims to assess the impact of a UK and
global macroeconomic stress on UK banks, spanning a five-
year period from Q3 2022 to Q2 2027. It is a coherent ‘tail risk’
scenario designed to be severe and broad enough to assess the
resilience of UK banks to a range of adverse shocks.
The stress scenario is broadly similar to the 2019 ACS and
more severe overall than the global financial crisis, with the key
difference being elevated levels of inflation. Annual UK inflation
averages around 11% over the first three years of the scenario,
while peaking at 17% in early 2023 and does not begin to fall
until the second half of the year.
The stress is based on an end-of-June 2022 balance sheet
starting position.
Further details on the scenario and ACS stress test can be
found at
https://www.bankofengland.co.uk/stress-
testing/2022/key-elements-of-the-2022-stress-test
.
Following the UK’s exit from the European Union on 31
December 2020, only relevant European subsidiaries of
NatWest Group will take part in the European Banking
Authority stress tests going forward. NatWest Group itself will
not participate.
NWM Group also contributed to NatWest Group’s submission to
the Bank of England’s Climate Biennial Exploratory Scenario
conducted in late 2021 and early 2022.
In addition to its participation in NatWest Group’s stress testing
programme, NWM Group has a further regulatory commitment
in relation to its traded risk model approvals for market risk
(IMA) and counterparty credit risk (IMM). A robust stress
testing framework is a regulatory requirement.
The purpose of this stress testing framework includes the
identification of possible causes of large losses, an estimation of
their size and potential impact on capital adequacy together
with the identification of steps that could be taken to manage
those exposures as required. Such risk management-led stress
testing covers both traded market risk and counterparty credit
risk and is used to monitor and set risk appetite.
The requirements of NWM Group’s stress testing programme
are codified in NWM Group’s stress testing policy and
associated mandatory procedures.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
42
risk
(audited)
NWM Group is exposed to traded market risk through its
trading activities and to non-traded market risk through its
banking activities. Traded and non-traded market risk
exposures are managed and discussed separately. The traded
market risk section begins below. The non-traded market risk
section begins on page 45.
Pension-related activities also give rise to market risk. Refer to
page 75 for more information on risk related to pensions.
Traded market risk
Definition
(audited)
Traded market risk is the risk arising from changes in fair value
on positions, assets, liabilities or commitments in trading
portfolios as a result of fluctuations in market prices.
Sources of risk
(audited)
Traded market risk mainly arises from NWM Group’s trading
activities. These activities provide a range of financing, risk
management and investment services to clients – including
corporations and financial institutions – around the world. From
a market risk perspective, activities are focused on rates;
currencies; and traded credit.
NWM Group undertakes transactions in financial instruments
including debt securities, as well as securities financing and
derivatives.
The key categories of traded market risk are interest rate risk,
credit spread risk and foreign currency price risk.
Trading activities may also give rise to counterparty credit risk.
For further detail, refer to the Credit risk section.
Key developments in 2022
The year was marked by periods of increased market
volatility reflecting UK political developments, global
inflationary concerns and the invasion of Ukraine.
The significant volatility in Gilts, sterling swaps and inflation
entered the rolling window for VaR calculation during 2022.
However, traded VaR and SVaR remained within appetite
and, on an average basis, decreased compared to 2021,
aided by NWM Group’s continued disciplined approach to
risk-taking.
Governance
(audited)
Market risk policy statements set out the governance and risk
management framework. Responsibility for identifying,
measuring, monitoring and controlling market risk arising from
trading activities lies with the relevant trading business. The
Market Risk function independently advises on, monitors and
challenges the risk-taking activities undertaken by the trading
business ensuring these are within the constraints of the
market risk framework, policies, and risk appetite statements
and measures.
Risk appetite
NWM Group’s qualitative appetite for traded market risk is set
out in the traded market risk appetite statement. Quantitative
appetite is expressed in terms of exposure limits. The limits at
NWM Group level comprise value-at-risk (VaR), stressed value-
at-risk (SVaR) and stress-testing limits. More details on these
are provided on the following pages.
For each trading business, a document known as a dealing
authority compiles details of all applicable limits and trading
restrictions. The desk-level mandates comprise qualitative limits
related to the product types within the scope of each desk, as
well as quantitative metrics specific to the desk’s market risk
exposures. These additional limits and metrics aim to control
various risk dimensions such as exposure size, aged inventory,
currency and tenor.
The limits are reviewed to reflect changes in risk appetite,
business plans, portfolio composition and the market and
economic environments and recalibrated to ensure that they
remain aligned to NWM Group RWA targets. Limit reviews
focus on optimising the alignment between traded market risk
exposure and capital usage.
To ensure approved limits are not breached and that NWM
Group remains within its risk appetite, triggers have been set
such that if exposures exceed a specified level, action plans are
developed by the relevant business and the Market Risk
function and implemented.
For more detail on risk appetite, refer to page 37.
Monitoring and mitigation
Traded market risk is identified and assessed by gathering,
analysing, monitoring and reporting market risk information at
desk, business and NWM Group-wide levels. Industry expertise,
continued system developments and techniques such as stress
testing are also used to enhance the effectiveness of the
identification and assessment of all material market risks.
Traded market risk exposures are monitored against limits and
analysed daily. A daily report summarising the position of
exposures against limits at desk, business and NWM Group
levels is provided to senior management and market risk
managers across the function. Limit reporting is supplemented
with regulatory capital and stress testing information as well as
ad-hoc reporting.
A risk review of trading businesses is undertaken weekly with
senior risk and front office staff. This includes a review of profit
and loss drivers, notable position concentrations and other
positions of concern.
Business profit and loss performance is monitored
automatically through loss triggers which, if breached, require
a remedial action plan to be agreed between the Market Risk
function and the business. The loss triggers are set using both a
fall-from-peak approach and an absolute loss level. In addition,
regular updates on traded market risk positions are provided to
NWM Group’s Executive Risk Committee and Board Risk
Committee.
NWM Group
Annual Report and Accounts 2022
Measurement
(audited)
NWM Group uses VaR, SVaR and the incremental risk charge
to measure traded market risk. Risks that are not adequately
captured by VaR or SVaR are captured by the Risks Not In VaR
(RNIV) framework to ensure that NWM Group is adequately
capitalised for market risk. In addition, stress testing is used to
identify any vulnerabilities and potential losses.
The key inputs into these measurement methods are market
data and risk factor sensitivities. Sensitivities refer to the
changes in trade or portfolio value that result from small
changes in market parameters that are subject to the market
risk limit framework. Revaluation ladders are used in place of
sensitivities to capture the impact of large moves in risk factors
or the joint impact of two risk factors.
The suite of internal metrics used for risk management
purposes at NWM Group level have been designed to capture
correlation effects and to allow for an aggregated view of
traded market risk across risk types, markets and business lines
while also taking into account the characteristics of each risk
type.
Value-at-risk
For internal risk management purposes, VaR assumes a time
horizon of one trading day and a confidence level of 99%.
The internal VaR model – which captures all trading book
positions including those products approved by the regulator –
is based on a historical simulation, utilising market data from
the previous 500 days on an equally-weighted basis.
The model also captures the potential impact of interest rate
risk, credit spread risk, foreign currency price risk, equity price
risk and commodity price risk.
When simulating potential movements in such risk factors, a
combination of absolute, relative and rescaled returns is used.
The performance and adequacy of the VaR model are tested
regularly through the following processes:
Back-testing: Internal and regulatory back-testing is
conducted on a daily basis. For further information on
back-testing, refer to the following page.
Ongoing model validation: VaR model performance is
assessed both regularly and, on an ad-hoc basis if market
conditions or portfolio profile change significantly.
Model Risk Management review: As part of the model
lifecycle, all risk models (including the VaR model) are
independently reviewed to ensure the model is still fit for
purpose given current market conditions and portfolio
profile. For further detail on the independent model
validation carried out by Model Risk Management, refer to
page 79. More information relating to pricing and market
risk models is presented in the NatWest Group Pillar 3
Report.
One-day 99% traded internal VaR
(audited)
The table below shows one-day 99% internal VaR for the trading portfolios of NWM Group, split by exposure type.
2022
2021
Average
Maximum
Minimum
Period end
Average
Maximum
Minimum
Period end
Traded internal VaR (1-day 99%)
£m
£m
£m
£m
£m
£m
£m
£m
Interest rate
7.3
12.6
4.1
9.0
10.4
25.3
4.5
8.9
Credit spread
7.8
12.0
6.0
6.4
11.3
13.4
9.4
10.7
Currency
3.1
8.0
1.2
1.5
3.4
9.4
1.7
2.2
Equity
—
0.3
—
—
0.4
0.8
—
0.2
Commodity
—
—
—
—
0.1
0.5
—
—
Diversification
(1)
(7.5)
(6.8)
(12.3)
(10.5)
Total
10.7
15.1
7.2
10.1
13.3
23.9
9.3
11.5
(1)
NWM Group benefits from diversification across various financial instrument types, currencies and markets. The extent of the diversification benefit depends on the correlation
between the assets and risk factors in the portfolio at a particular time. The diversification factor is the sum of the VaR on individual risk types less the total portfolio VaR.
On an average basis, total traded VaR was lower in 2022
than in 2021 despite the increased market volatility related
to sterling Gilts, swaps and inflation entering the rolling
window for VaR calculation during 2022.
The decrease in average interest rate VaR reflected the
lower tenor basis risk in sterling flow trading in 2022 than in
2021. This followed the application of a regulator-approved
update to the VaR model in Q3 2021 to address the impact
of the transition from LIBOR to alternative risk-free rates.
Credit spread VaR also decreased, mainly because the
heightened market volatility in March 2020, resulting from
the onset of the COVID-19 crisis, dropped out of the VaR
window during H1 2022.
NWM Group
Annual Report and Accounts 2022
VaR back-testing
The main approach employed to assess the VaR model’s ongoing performance is back-testing, which counts the number of days
when a loss exceeds the corresponding daily VaR estimate, measured at a 99% confidence level.
Two types of profit and loss (P&L) are used in back-testing comparisons: Actual P&L and Hypothetical P&L. For more details on the
back-testing approach and the differences between internal and regulatory VaR, refer to the Market risk section of the NatWest
Group Pillar 3 Report.
The table below shows regulatory back-testing exceptions in NWM Plc for the 250-business-day period to 31 December 2022 for
one-day 99% traded regulatory VaR compared with Actual and Hypothetical (Hypo) P&L.
Back-testing exceptions
Actual
Hypo
NWM Plc
10
16
In the 250-day rolling window to 31 December 2022, NWM
Plc experienced 10 Actual and 16 Hypothetical VaR P&L
back-testing exceptions.
Most of these occurred during H1 2022, reflecting
significant market volatility in sterling Gilts, swaps and
inflation due to UK political developments, global
inflationary concerns and the invasion of Ukraine.
A prospective update to make the VaR model more
sensitive to recent market conditions has been submitted to
the PRA.
The table below shows internal back-testing exceptions in the major NWM businesses for the 250-business-day period to 31
December 2022. Internal back-testing compares one-day 99% traded internal VaR with Actual and Hypo P&L.
Back-testing exceptions
Actual
Hypo
Rates
2
6
Currencies
—
7
Credit
—
—
xVA
1
1
The exceptions in the Rates business were mainly driven by
market moves in sterling, euro and US dollar rates and
sterling inflation.
The exceptions in the Currencies business were mainly
driven by market moves related to sterling, the euro and
the US dollar.
The total xVA loss was driven by a loss due to the default of
a counterparty.
Stressed VaR (SVaR)
As with VaR, the SVaR methodology produces estimates of the potential change in the market value of a portfolio, over a specified
time horizon, at a given confidence level. SVaR is a VaR-based measure using historical data from a one-year period of stressed
market conditions. A simulation of 99% VaR is run on the current portfolio for each 250-day period from 2005 to the current VaR
date, moving forward one day at a time. The SVaR is the worst VaR outcome of the simulated results.
This is in contrast with VaR, which is based on a rolling 500-day historical data set. A time horizon of ten trading days is assumed
with a confidence level of 99%. NWM Group’s internal traded SVaR model captures all trading book positions.
The table below analyses 10-day 99% internal SVaR for the trading portfolios of NWM Group.
2022
2021
Average
Maximum
Minimum
Period end
Average
Maximum
Minimum
Period end
£m
£m
£m
£m
£m
£m
£m
£m
Total internal traded SVaR
70
206
34
40
95
175
46
66
Traded SVaR was, on an average basis, lower in 2022 than in 2021, following the reduction in tenor basis risk in sterling flow
trading resulting from the VaR model update in Q3 2021.
NWM Group
Annual Report and Accounts 2022
Risks Not In VaR (RNIVs)
The RNIV framework is used to identify and quantify market
risks that are not fully captured by the internal VaR and SVaR
models.
RNIV calculations form an integral part of ongoing model and
data improvement efforts to capture all market risks in scope
for model approval in VaR and SVaR.
For further qualitative and quantitative disclosures on RNIVs,
refer to the Market risk section of the NatWest Group Pillar 3
Report.
Stress testing
For information on stress testing, refer to page 38.
Incremental risk charge (IRC)
The IRC model quantifies the impact of rating migration and
default events on the market value of instruments with
embedded credit risk (in particular, bonds and credit default
swaps) held in the trading book. It further captures basis risk
between different instruments, maturities and reference
entities. For further qualitative and quantitative disclosures on
the IRC, refer to the Market risk section of the NatWest Group
Pillar 3 Report.
Non-traded market risk
Definition
(audited)
Non-traded market risk is the risk to the value of assets or
liabilities outside the trading book, or the risk to income, that
arises from changes in market prices such as interest rates,
foreign exchange rates and equity prices, or from changes in
managed rates.
Sources of risk
(audited)
The key sources of non-traded market risk are interest rate
risk, credit spread risk, foreign exchange risk and equity risk.
For detailed qualitative and quantitative information on each of
these risk types, refer to the separate sub-sections starting on
the following page.
Key developments in 2022
NWM Plc’s non-traded internal VaR decreased on an
average basis compared to 2021, driven by a decrease in
credit spread VaR. This was driven by the COVID-19-
related market volatility in March 2020 dropping out of the
VaR calculation window and by changes in fair value loan
positions. Interest rate VaR increased reflecting higher
volatility in interest rates, particularly in sterling, towards
year-end.
NWM Plc maintains a structural hedge of its common equity
and reserves. At 31 December 2022, the notional amount of
the structural hedge in place was £3.3 billion (£3.9 billion at
31 December 2021). NWM N.V. implemented a structural
hedge of its common equity and reserves in 2022; at 31
December 2022, the notional amount of this hedge, in
sterling equivalent terms, was £1.6 billion.
Governance
(audited)
Responsibility for identifying, measuring, monitoring and
controlling market risk arising from non-trading activities lies
with the relevant business. Oversight is provided by NWM
Group’s Non-Traded Market Risk function.
Risk positions are reported regularly to NWM Group’s Executive
Risk Committee and the Board Risk Committee, as well as to
the Assets & Liabilities Committee (ALCo). Non-traded market
risk policy statements set out the governance and risk
management framework.
Non-traded market risk is managed separately on both sides of
the ring-fence. It is aggregated and monitored against risk
appetite at both NWM Plc and NatWest Group levels.
Risk appetite
NWM Group’s qualitative appetite is set out in the non-traded
market risk appetite statement.
Its quantitative appetite is expressed in terms of exposure
limits. At the NWM Plc level, the Board limit comprises a VaR
measure. This is supplemented with SVaR, sensitivities
(including to the CET1 ratio), earnings-at-risk and economic-
value-of-equity measures monitored at Executive governance
level.
To ensure limits are not breached and that NWM Plc remains
within its risk appetite, triggers have been set such that if
exposures exceed a specified level, action plans are developed
by the business, Non-Traded Market Risk and Finance for
implementation. Limits are reviewed regularly to reflect
changes in risk appetite, business plans, portfolio composition
and the external environment. For further information on risk
appetite, refer to page 37.
NWM Group
Annual Report and Accounts 2022
Non-traded internal VaR (one-day 99%)
(audited)
The market risk exposures arising as a result of banking activities are measured using a combination of value-based metrics (VaR
and sensitivities) and earnings-based metrics. The following table shows NWM Plc’s one-day internal banking book VaR at a 99%
confidence level, split by risk type. VaR values for each year are calculated based on one-day values for each of the 12 month-end
reporting dates. For NWM N.V., refer to the appropriate key point below the table.
2022
2021
Average
Maximum
Minimum
Period end
Average
Maximum
Minimum
Period end
NWM Plc
£m
£m
£m
£m
£m
£m
£m
£m
Interest rate
4.1
7.0
2.3
5.8
2.8
3.4
2.1
2.6
Credit spread
3.5
4.7
3.0
3.9
5.8
7.8
4.4
4.9
Foreign exchange rate
3.6
4.8
2.8
4.7
4.8
5.9
4.3
4.4
Equity risk
1.4
2.6
1.1
1.1
2.8
3.1
2.5
2.6
Diversification
(1)
(5.1)
(5.6)
(7.8)
(7.0)
Total
7.5
9.9
5.7
9.9
8.4
10.9
6.4
7.5
(1)
NWM Plc benefits from diversification across various financial instrument types, currencies and markets. The extent of the diversification benefit depends on the correlation between
the assets and risk factors in the portfolio at a particular time. The diversification factor is the sum of the VaR on individual risk types less the total portfolio VaR.
In NWM Plc, total non-traded internal VaR decreased on an
average basis, driven by the decrease in credit spread VaR.
This was driven by the COVID-19-related market volatility
in March 2020 dropping out of the VaR calculation window
during H1 2022, and by changes in fair value loan positions.
Foreign exchange and equity risks also decreased,
offsetting the increase in interest rate risk.
Interest rate VaR increased reflecting higher volatility in
interest rates, particularly in sterling, towards year-end.
Equity risk VaR decreased due to disposals of legacy equity
investments.
In NWM N.V., in sterling equivalent terms, non-traded VaR
was £0.6 million on an average basis (2021 - £0.9 million)
and £0.4 million on a period end basis (2021 - £0.5 million).
Interest rate risk
Non-traded interest rate risk (NTIRR) mainly arises from capital
hedges, in portfolios held for liquidity purposes and from interest
rate repricing mismatches between assets and liabilities in other
portfolios. When aggregated, these products form portfolios of
assets and liabilities with varying degrees of sensitivity to
changes in market interest rates. Mismatches can give rise to
volatility in net interest income as interest rates vary.
NTIRR comprises the following three primary risk types:
Gap risk: arises from the timing of rate changes in non-
trading book instruments. The extent of gap risk depends on
whether changes to the term structure of interest rates
occur consistently across the yield curve (parallel risk) or
differentially by period (non-parallel risk).
Basis risk: captures the impact of relative changes in interest
rates for financial instruments that have similar tenors but
are priced using different interest rate indices, or on the
same interest rate indices but with different tenors.
Option risk: arises from option derivative positions or from
optional elements embedded in assets, liabilities and/or off-
balance sheet items, where NWM Group or its customer can
alter the level and timing of their cash flows.
To manage exposures within appetite, NWM Group aggregates
its interest rate positions and hedges these externally using cash
and derivatives (primarily interest rate swaps).
Credit spread risk
Credit spread risk arises from the potential adverse economic
impact of a change in the spread between bond (or other
credit-sensitive instrument) yields and swap rates, where the
portfolios are accounted at fair value through other
comprehensive income. Credit risk also arises on loan portfolios
classified at fair value.
To ensure NWM Group can continue to meet its obligations in
the event that access to wholesale funding markets is restricted,
it maintains a liquidity buffer in the form of bond portfolios –
comprising primarily high-quality securities – and central bank
cash.
Credit spread risk is monitored daily through sensitivities and
VaR measures. Exposures and limit utilisations are reported to
senior management on a regular basis. The dealing mandates in
place for the bond portfolios further mitigate the risk by
imposing constraints by duration, asset class and credit rating.
NWM Group
Annual Report and Accounts 2022
Foreign exchange risk
Non-traded foreign exchange risk arises from two main
sources:
Structural foreign exchange rate risk – mainly arises from
the capital deployed in foreign subsidiaries and branches.
Transactional foreign exchange rate risk – arises from
customer transactions and profits and losses that are in a
currency other than the functional currency.
Structural foreign exchange rate risk is assessed and managed
by NWM Plc Treasury, with the aim of reducing NWM Plc’s solo
CET1 ratio sensitivity to unexpected movements in spot foreign
exchange rates.
The position is managed within risk appetite levels under
delegated authority from NWM Plc ALCo. The sensitivity of the
CET1 ratio to exchange rates is reported to NWM Plc senior
management monthly.
Gains or losses arising from the retranslation of net investments
in overseas operations are recognised in equity reserves and
reduce the sensitivity of capital ratios to foreign exchange rate
movements primarily arising from the retranslation of non-
sterling denominated RWAs.
Foreign exchange exposures arising from customer
transactions are hedged by businesses on a regular basis in line
with NatWest Group policy.
Foreign exchange exposures
(audited)
The table below shows NWM Group’s structural foreign currency exposures.
Net investments in
foreign operations
Net investment
hedges
Structural foreign
currency exposures
Economic hedges
Residual
structural foreign
currency
exposures
2022
£m
£m
£m
£m
£m
US dollar
(1)
1,239
(303)
936
(936)
—
Euro
2,702
(420)
2,282
—
2,282
Swiss franc
184
(184)
—
—
—
Other non-sterling
390
(78)
312
—
312
4,515
(985)
3,530
(936)
2,594
2021
US dollar
(1)
1,250
(260)
990
(853)
137
Euro
2,400
(221)
2,179
—
2,179
Swiss franc
171
(171)
—
—
—
Other non-sterling
392
(69)
323
—
323
4,213
(721)
3,492
(853)
2,639
(1)
Economic hedges of US dollar net investments in foreign operations represent US dollar equity securities that do not qualify as net investment hedges for accounting purposes.
Sterling weakened against the US dollar, to 1.21 at 31
December 2022 compared to 1.35 at 31 December 2021. It
also weakened against the euro, to 1.13 at 31 December
2022 compared to 1.19 at 31 December 2021.
Changes in foreign currency exchange rates affect equity in
proportion to structural foreign currency exposure. For
example, a 5% strengthening or weakening in foreign
currencies against sterling would result in a gain or loss of
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
48
NWM Group continually ensures a comprehensive approach is
taken to the management of capital, liquidity and funding,
underpinned by frameworks, risk appetite and policies, to
manage and mitigate capital, liquidity & funding risks. The
framework ensures the tools and capability are in place to
facilitate the management and mitigation of risk ensuring the
Group operates within its regulatory requirements and risk
appetite.
Definitions
(audited)
Regulatory capital consists of reserves and instruments issued
that are available, have a degree of permanency and are
capable of absorbing losses. A number of strict conditions are
set by applicable regulations to determine capital eligibility.
Capital risk is the risk that there is or will be insufficient capital
and loss absorbing debt instruments to operate effectively
including meeting minimum regulatory requirements for capital,
leverage and MREL, operating within Board approved NWM
Group risk appetite and supporting strategic goals.
Liquidity consists of assets that can be readily converted to
cash within a short timeframe and with a reliable value.
Liquidity risk is the risk of being unable to meet financial
obligations as and when they fall due.
Funding consists of on-balance sheet liabilities that are used to
provide cash to finance assets. Funding risk is the risk of not
maintaining a diversified, stable and cost-effective funding
base.
Liquidity and funding risks arise in a number of ways, including
through the maturity transformation role that banks perform.
The risks are dependent on factors such as:
Maturity profile;
Composition of sources and uses of funding;
The quality and size of the liquidity portfolio;
Credit ratings;
Wholesale market conditions; and
Depositor and investor behaviour.
Sources
(audited)
Capital
The eligibility of instruments and financial resources as
regulatory capital is laid down by applicable regulation. Capital
is categorised by applicable regulation under two tiers (Tier 1
and Tier 2) according to the ability to absorb losses on either a
going or gone concern basis, degree of permanency and the
ranking of loss absorption. There are three broad categories of
capital across these two tiers:
CET1 capital - CET1 capital must be perpetual and capable
of unrestricted and immediate use to cover risks or losses
as soon as these occur. This includes ordinary shares issued
and retained earnings.
Additional Tier 1 (AT1) capital - This is the second type of
loss absorbing capital and must be capable of absorbing
losses on a going concern basis. These instruments are
perpetual in nature, with an initial call period of at least five
years from issue and are written off or converted into CET1
capital if a pre-specified CET1 ratio is reached. The sum of
CET1 and AT1 capital is referred to as Tier 1 capital.
Tier 2 capital - Tier 2 capital is the bank entities’
supplementary capital and provides loss absorption on a
gone concern basis. Gone concern refers to the situation in
which resources must be available to enable an orderly
resolution, in the event that the Bank of England (BoE)
deems that NWM Plc has failed. Tier 2 capital absorbs
losses after Tier 1 capital. It typically consists of
subordinated debt securities with a minimum initial maturity
of five years.
Minimum requirement for own funds and eligible liabilities
(MREL)
In addition to capital, other specific loss absorbing instruments,
including senior notes with a residual maturity of at least one
year issued by NWM Plc, may be used to cover certain gone
concern capital requirements.
Liquidity
NWM Group maintains a prudent approach to the definition of
liquidity resources. Liquidity resources are divided into primary
and secondary liquidity as follows:
Primary liquid assets include cash and balances at central
banks, Treasury bills and other high-quality government
and US agency bonds.
Secondary liquid assets are eligible as collateral for local
central bank liquidity facilities. These assets may include
lower-quality bonds and eligible loans that are retained on
balance sheet and pre-positioned with a central bank so
that they may be converted into additional sources of
liquidity at very short notice.
Funding
NWM Group’s primary funding sources are as follows:
Type
Description
Wholesale
markets
Includes:
Short-term (less than 1 year)
unsecured money market funding.
Commercial paper and certificates
of deposit.
Secured repo market funding.
Term debt
Includes:
Long-term (typically more than 1
year) senior unsecured and secured
debt securities.
Long-term subordinated liabilities.
Internal capital
and MREL
Includes:
Equity, AT1, Tier 2 capital
instruments and MREL issued to
NatWest Group plc (under the
Single Point of Entry regime).
NWM Group
Annual Report and Accounts 2022
Managing capital, liquidity and funding requirements:
regulated entities
In line with paragraph 135 of IAS 1 ‘Presentation of Financial
Statements’, NWM Group manages capital having regard to
regulatory requirements. Regulatory capital, MREL, RWA and
leverage is monitored and reported on an individual regulated
bank legal entity basis (‘bank entity’), which is the CRR
transitional basis as relevant in the UK and EU.
Liquidity metrics including the LCR are presented for the solo
legal entity as regulated by the PRA. Disclosures for funding
sources and notes issued are presented for NWM Group rather
than for NatWest Markets Plc.
Key developments in 2022
NWM Plc’s RWAs decreased by £1.3 billion to £21.4 billion
at 31 December 2022, reflecting lower levels of
counterparty credit and operational risk, partially offset by
increases in credit and market risk.
NWM Plc’s CET1 ratio decreased by 70 basis points to
17.2% at 31 December 2022, from 17.9% at 31 December
2021, largely driven by dividends paid to NatWest Group plc
and other reserve movements, partially offset by the
decrease in RWAs.
The leverage ratio at 31 December 2022 of 5.4% has been
calculated in accordance with changes to the UK’s leverage
ratio framework introduced by the PRA which came into
effect from 1 January 2022. As at 31 December 2021, the
UK leverage ratio was 4.8%, which was calculated under
the prior year’s UK leverage methodology.
NWM Plc’s MREL at 31 December 2022 was £8.7 billion, or
40.4% of RWAs, compared to £9.6 billion or 42.1% of RWAs
at 31 December 2021. The decrease in the year was largely
due to the redemption of a €1.1 billion internal instrument
and a €1.0 billion internal instrument, offset by a new
internal instrument of $1.1 billion issued to NatWest Group
plc.
The NWM Plc liquidity portfolio was £18.6 billion at 31
December 2022, an increase of £2.5 billion from £16.1
billion at the prior year end.
The LCR for NWM Plc was 253% at 31 December 2022,
compared with 205% at 31 December 2021.
Capital management
Capital management is the process by which banks ensure that
they have sufficient capital and other loss absorbing
instruments to operate effectively. This includes meeting
minimum regulatory requirements, operating within Board-
approved risk appetite, maintaining credit ratings and
supporting strategic goals. Capital management is critical in
supporting banks businesses. Capital management within NWM
Group is executed in accordance with the NatWest Group-wide
framework.
NWM Plc’s capital plans are produced and updated by the bank
on a monthly basis. This process includes integration into
NatWest Group’s wider annual budgeting process and is
summarised below. Other elements of capital management,
including risk appetite and stress testing, are set out on pages
37 and 38.
Produce
capital
plans
A capital plan is produced for NWM Plc
using a five-year planning horizon under
expected and stress conditions. Stressed
capital plans are produced to support
internal stress testing through the ICAAP
or for regulatory purposes.
A shorter term (rolling 12 month) forecast
is updated frequently in response to actual
performance, changes in internal and
external business environment and to
manage risks and opportunities.
Assess
capital
adequacy
Capital plans are developed to ensure that
capital of sufficient quantity and quality is
planned to be available to support NWM
Group’s business and strategic plans over
the planning horizon within approved risk
appetite, as determined via stress testing,
and minimum regulatory requirements.
Impact assessment captures input from
across NWM Group including from
businesses.
Inform
capital
actions
Capital planning informs potential capital
actions including managing capital through
new issuance, redemptions or internal
transactions.
Decisions on capital actions will be
influenced by strategic and regulatory
requirements, the cost and prevailing
market conditions.
As part of capital planning, NWM Group
will monitor its portfolio of capital
securities and assess the optimal blend.
Capital planning is one of the tools that NWM Group uses to
monitor and manage capital adequacy risk on a going and
gone concern basis, including the risk of excessive leverage.
Liquidity and funding management
Liquidity and funding management follows a similar process to
that outlined above for capital.
Liquidity portfolio management
The size of the portfolio is determined by reference to NWM
Group’s liquidity risk appetite. Consistent with NatWest Group,
NWM Group retains a prudent approach to setting the
composition of the liquidity portfolio, which is subject to internal
policies and limits covering quality of counterparty, maturity
mix and currency mix. NWM Group categorises its liquidity
portfolio, including its locally managed liquidity portfolios, into
primary and secondary liquid assets. The majority of the NWM
Plc portfolio is managed by NatWest Holdings Treasury on
behalf of NWM Plc, for which the NatWest Markets Treasurer is
responsible.
NatWest Markets Securities Inc. and NatWest Markets N.V.,
both of which are significant operating subsidiaries of NWM Plc,
hold locally managed liquidity portfolios to comply with local
regulations that differ from PRA rules.
The liquidity value of the portfolio is determined by taking
current market prices and applying a discount or haircut, to
determine a liquidity value that represents the amount of cash
that can be generated by the asset.
Funding risk management
NWM Group manages funding risk through a comprehensive
framework which measures and monitors the funding risk on
the balance sheet.
The long-term obligations of NWM Group must be met with
diverse and stable funding sources, the behavioural maturity of
these liabilities must at a minimum equal those of the assets.
NWM Group
Annual Report and Accounts 2022
Minimum requirements
Capital ratios
The Bank entities are subject to minimum capital requirements relative to RWAs. The table below summarises the CRR end-point
minimum requirements of capital to RWAs that NWM Plc is expected to meet.
Type
CET1
Total Tier 1
Total capital
Minimum capital requirements
4.5%
6.0%
8.0%
Capital conservation buffer
(1)
2.5%
2.5%
2.5%
Countercyclical capital buffer
(1)
0.5%
0.5%
0.5%
Total
(2)
7.5%
9.0%
11.0%
(1)
The institution specific countercyclical capital buffer requirement is based on the weighted average of geographical exposures. The Financial Policy Committee (FPC) increased UK
countercyclical capital buffer rate from 0% to 1% from 13 December 2022, with a further increase from 1% to 2% anticipated from 5 July 2023. Foreign exposures may be subject to
different countercyclical capital buffer rates dependent on the rate set in those jurisdictions. The capital conservation buffer and the countercyclical capital buffer are required to be
met with CET1 capital only.
(2)
In addition, NWM Plc is subject to Pillar 2A requirements which are not disclosed publicly.
Leverage ratio
At present, NWM Plc only has a leverage ratio reporting requirement, and not a regulatory minimum leverage requirement.
Following the publication of the new UK leverage ratio framework on 8 October 2021, NWM Plc will be subject to the minimum
leverage requirement from 1 January 2023.
Liquidity ratio
NWM Plc has a minimum liquidity coverage ratio (LCR) requirement under the PRA framework of 100%.
Measurement
Capital, RWAs and leverage
Capital resources, RWAs and leverage based on the PRA transitional arrangements for NWM Plc are set out below. Regulatory
capital is monitored and reported at legal entity level for large subsidiaries of NatWest Group.
2022
2021
Capital adequacy ratios
%
%
CET1
17.2
17.9
Tier 1
20.4
21.0
Total
25.7
25.9
Total MREL
40.4
42.1
Capital
£m
£m
CET1
(1)
3,682
4,072
Tier 1
4,361
4,755
Total
5,502
5,870
Total MREL
(2)
8,652
9,555
RWAs
Credit risk
7,110
6,878
Counterparty credit risk
5,682
6,854
Market risk
7,152
6,934
Operational risk
1,478
2,020
Total RWAs
21,422
22,686
(1)
CET1 includes £250 million foreseeable ordinary dividend deduction in December 2021. There is no foreseeable ordinary dividend deduction in December 2022.
(2)
Includes senior debt instruments issued to NatWest Group plc with a regulatory value of £3.2 billion (2021 - £3.7 billion).
Leverage
The leverage ratio for December 2022 has been calculated in accordance with the Leverage Ratio (CRR) part of the PRA rulebook.
The comparatives reflect the previous CRR framework which was applicable prior to 1 January 2022.
2022
2021
Leverage exposure (£m)
(3)
81,083
110,603
Tier 1 capital (£m)
4,361
4,755
Leverage ratio (%)
(4)
5.4
4.3
(3)
Leverage exposure is broadly aligned to the accounting value of on and off-balance sheet exposures, subject to specific adjustments for derivatives, securities financing positions
and off-balance sheet exposures.
(4)
Following the Financial Policy Committee’s planned review of the UK’s leverage ratio framework, the PRA has introduced changes to the framework from 1 January 2022. The
leverage ratio for 31 December 2022 in the above table reflects the UK leverage ratio for NWM Plc, as per the new framework. As at 31 December 2021, the UK leverage ratio was
4.8%, which was calculated under the prior year’s PRA UK leverage methodology.
NWM Group
Annual Report and Accounts 2022
Leverage exposure
The leverage exposure for December 2022 has been calculated in accordance with the Leverage Exposure (CRR) part of the PRA
rulebook. The comparatives reflect the previous CRR framework which was applicable prior to 1 January 2022.
2022
2021
Leverage
£m
£m
Cash and balances at central banks
13,467
12,294
Trading assets
27,301
41,222
Derivatives
96,258
103,042
Net loans to customers
27,011
21,988
Other assets
5,024
4,008
Total assets
169,061
182,554
Derivatives
- netting
(95,223)
(106,317)
- potential future exposures
16,540
32,235
Securities financing transactions gross up
2,862
1,298
Undrawn commitments
5,239
4,993
Regulatory deductions and other adjustments
(3,077)
(3,186)
Exclusion of core UK-group exposures
(852)
(974)
Claims on central banks
(13,467)
—
Leverage exposure
(1)
81,083
110,603
(1)
Following the Financial Policy Committee’s planned review of the UK’s leverage ratio framework, the PRA has introduced changes to the framework from 1 January 2022. The
leverage exposure for December 2022 in the above table reflects the UK leverage exposure for NWM Plc, as per the new framework. As at 31 December 2021, the UK leverage
exposure was £98,317 million which was calculated under the prior year’s PRA UK leverage methodology.
Liquidity portfolio
(audited)
The table below shows the liquidity portfolio by LCR product, with the incorporation of discounts (or haircuts) used within the
internal stressed outflow coverage liquidity risk measure. Secondary liquidity comprises assets eligible for discount at central
banks, which do not form part of the liquid asset portfolio for LCR or stressed outflow coverage purposes.
Liquidity value
(1)
2022
2021
NatWest Markets Plc
£m
£m
Cash and balances at central banks
13,472
12,277
AAA to AA- rated governments
4,766
3,457
A+ and lower rated governments
59
18
Government guaranteed issuers, public sector entities and government sponsored entities
13
13
International organisations and multilateral development banks
182
140
LCR level 1 bonds
5,020
3,628
LCR level 1 assets
18,492
15,905
LCR level 2 assets
—
—
Non-LCR eligible assets
—
—
Primary liquidity
18,492
15,905
Secondary liquidity
(2)
68
190
Total liquidity value
18,560
16,095
The table below shows the liquidity value of the liquidity portfolio by currency.
GBP
USD
EUR
Other
Total
Total liquidity portfolio
£m
£m
£m
£m
£m
2022
8,660
3,379
6,460
61
18,560
2021
7,947
3,010
5,120
18
16,095
(1)
Liquidity value is aligned to the internal stressed outflow coverage, which is stated after discounts (or haircuts) are applied to the instruments.
(2)
Comprises assets eligible for discounting at the Bank of England and other central banks.
NWM Group
Annual Report and Accounts 2022
Funding sources
(audited)
The table below shows NWM Group’s carrying values of the principal funding sources based on contractual maturity.
2022
2021
Short-term less
than 1 year
Long-term
more than 1
year
Total
Short-term
less
then 1 year
Long-term
more than 1
year
Total
£m
£m
£m
£m
£m
£m
Bank deposits
2,427
642
3,069
1,244
564
1,808
of which: repos (amortised cost)
799
—
799
522
—
522
Customer deposits
3,353
261
3,614
2,161
107
2,268
of which: repos (amortised cost)
—
254
254
—
—
—
Trading liabilities
(1)
Repos
(2)
23,740
—
23,740
19,389
—
19,389
Derivative cash collateral received
17,663
—
17,663
17,619
—
17,619
Other bank and customer deposits
414
654
1,068
832
704
1,536
Debt securities in issue
54
743
797
178
796
974
41,871
1,397
43,268
38,018
1,500
39,518
Other financial liabilities
Customer deposits (designated at fair value)
253
797
1,050
568
—
568
Debt securities in issue
commercial paper and certificates of deposits
3,084
85
3,169
5,179
115
5,294
medium term notes (MTNs)
2,368
14,050
16,418
2,693
9,737
12,430
Subordinated liabilities
206
260
466
275
688
963
5,911
15,192
21,103
8,715
10,540
19,255
Amounts due to holding company and fellow subsidiaries
(3)
MREL
2,199
974
3,173
939
2,919
3,858
Other bank and customer deposits
1,288
—
1,288
623
—
623
Subordinated liabilities
—
1,519
1,519
—
1,464
1,464
3,487
2,493
5,980
1,562
4,383
5,945
Total funding
57,049
19,985
77,034
51,700
17,094
68,794
Of which: available in resolution
(4)
2,753
6,010
(1)
Funding sources excludes short positions of £9,524 million (2021 - £24,964 million) reflected as trading liabilities on the balance sheet.
(2)
Comprises Central and other bank repos of £1,642 million (2021 - £827 million), other financial institution repos of £19,354 million (2021 - £16,935 million) and other corporate repos
of £2,744 million (2021 - £1,627 million).
(3)
Amounts due to holding company and fellow subsidiaries relating to non-financial instruments of £211 million (2021 - £181 million) and intercompany settlement balances of £26
million (2021 – Nil) have been excluded from the table.
(4)
Eligible liabilities (as defined in the Banking Act 2009 as amended from time to time) that meet the eligibility criteria set out in the regulations, rules, policies, guidelines, or
NWM Group
Annual Report and Accounts 2022
Senior notes and subordinated liabilities - residual maturity profile by instrument type
(audited)
The table below shows NWM Group’s debt securities in issue, subordinated liabilities and internal resolution instruments by residual
maturity.
Trading
liabilities
Other financial liabilities
Debt securities in issue
Amounts due to holding
company and fellow
subsidiaries
Debt securities
in issue
MTNs
Commercial
paper and CDs
MTNs
Subordinated
li
abilities
Total
Internal MREL
Subordinated
liabilities
Total notes in
issue
2022
£m
£m
£m
£m
£m
£m
£m
£m
Less than 1 year
54
3,084
2,368
206
5,658
2,199
—
7,911
1-3 years
474
73
9,011
—
9,084
974
830
11,362
3-5 years
37
12
4,403
18
4,433
—
—
4,470
More than 5 years
232
—
636
242
878
—
689
1,799
Total
797
3,169
16,418
466
20,053
3,173
1,519
25,542
2021
Less than 1 year
178
5,179
2,693
275
8,147
939
—
9,264
1-3 years
335
105
4,907
222
5,234
2,919
824
9,312
3-5 years
112
10
4,425
21
4,456
—
—
4,568
More than 5 years
349
—
405
445
850
—
640
1,839
Total
974
5,294
12,430
963
18,687
3,858
1,464
24,983
The table below shows the currency breakdown of total notes in
issue.
GBP
USD
EUR
Other
Total
2022
£m
£m
£m
£m
£m
Commercial paper and CDs
496
679
1,994
—
3,169
MTNs
1,301
5,249
7,991
2,674
17,215
External subordinated liabilities
19
102
345
—
466
Internal MREL due to NatWest Group plc
—
3,173
—
—
3,173
Subordinated liabilities due to NatWest Group plc
—
689
830
—
1,519
Total
1,816
9,892
11,160
2,674
25,542
2021 Total
853
9,156
13,467
1,507
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
54
Definition
(audited)
Credit risk is the risk that customers, counterparties or issuers
fail to meet their contractual obligation to settle outstanding
amounts.
Sources of risk
(audited)
The principal sources of credit risk for NWM Group are lending,
off-balance sheet products, derivatives and securities financing,
debt securities, and settlement risk through trading activities.
Key developments in 2022
(audited)
The credit profile remained stable, but the outlook is
uncertain from inflationary pressure, compounded by rising
interest rates and geopolitical tension. NWM Group has yet
to see signs of financial stress materially affect customers’
ability to repay.
Expected credit loss (ECL) reduced during 2022, primarily
reflecting a fall in Stage 3 cases. Overall ECL coverage
decreased for the same reason.
Current and potential credit exposure increased in context
of business growth. The effect of inflation on customers
continues to be assessed. Sector appetite is reviewed
regularly and where appropriate adjusted for those sectors
most effected by current economic and geopolitical
conditions.
NWM Group continued to progress embedding climate
change considerations in credit assessment and monitoring,
including scenario analysis to assess the materiality of
climate change risks.
Governance
(audited)
The Credit Risk function provides oversight and challenge of
frontline credit risk management activities. Authority is
delegated to credit risk officers who operate within designated
limits set at a customer level and a portfolio level.
Governance activities include:
Defining credit risk appetite measures for the management
of concentration risk and credit policy to establish the key
causes of risk in the process of providing credit and the
controls that must be in place to mitigate them.
Approving and monitoring operational limits for business
segments and credit limits for customers.
Oversight of the first line of defence to ensure that credit
risk remains within the appetite set by the Board and that
controls are being operated adequately and effectively.
Assessing the adequacy of ECL provisions including
approving key IFRS 9 inputs (such as significant increase in
credit risk (SICR) thresholds) and any necessary in-model
and post model adjustments through provisions and model
committees.
Development and approval of credit grading models.
A Credit Risk Committee provides oversight of the overall credit
risk profile and sector/product/asset class concentrations.
Risk appetite
Credit risk appetite aligns to the strategic risk appetite set by
the Board and is set and monitored through a risk appetite
framework.
The framework has been designed to reflect factors that
influence the ability to operate within risk appetite. Tools such
as stress testing and economic capital are used to measure
credit risk volatility and develop links between the framework
and risk appetite limits.
Four formal frameworks are used, classifying, measuring and
monitoring credit risk exposure across single name, sector and
country concentrations and product and asset classes with
heightened risk characteristics.
The framework is supported by a suite of transactional
acceptance standards that set out the risk parameters within
which businesses should operate.
Credit policy standards are in place and are expressed as a set
of mandatory controls.
Identification and measurement
Credit stewardship
(audited)
Risks are identified through relationship management and credit
stewardship of customers and portfolios. Credit risk stewardship
takes place throughout the customer relationship, beginning
with the initial approval. It includes the application of credit
assessment standards, credit risk mitigation and collateral,
ensuring that credit documentation is complete and appropriate,
carrying out regular portfolio or customer reviews and problem
debt identification and management.
Asset quality
(audited)
All credit grades map to an asset quality (AQ) scale, used for
financial reporting. This AQ scale is based on Basel probability
of defaults. Performing loans are defined as AQ1-AQ9 (where
the probability of default (PD) is less than 100%) and defaulted
non-performing loans as AQ10 or Stage 3 under IFRS 9 (where
the PD is 100%). Loans are defined as defaulted when the
payment status becomes 90 days past due, or earlier if there is
clear evidence that the borrower is unlikely to repay, for
example bankruptcy or insolvency.
Counterparty credit risk
Counterparty credit risk arises from the obligations of customers
under derivative and securities financing transactions. It is a
material part of NWM Group’s credit risk.
NWM Group mitigates counterparty credit risk through
collateralisation and netting agreements, which allow amounts
owed by NWM Group to a counterparty to be netted against
amounts the counterparty owes NWM Group.
Mitigation
Mitigation techniques, as set out in the appropriate credit
policies and transactional acceptance standards, are used in the
management of credit portfolios across NWM Group. These
techniques mitigate credit concentrations in relation to an
individual customer, a borrower group or a collection of related
borrowers. Where possible, customer credit balances are netted
against obligations. Mitigation tools can include structuring a
security interest in a physical or financial asset, the use of credit
derivatives including credit default swaps, credit-linked debt
instruments and securitisation structures, and the use of
guarantees and similar instruments (for example, credit
insurance) from related and third parties.
Assessment and monitoring
Customers – including corporates, banks and other financial
institutions – are grouped by industry sectors and geography as
well as by product/asset class and are managed on an
individual basis. Customers are aggregated as a single risk
when sufficiently interconnected.
NWM Group
Annual Report and Accounts 2022
A credit assessment is carried out before credit facilities are
made available to customers. The assessment process is
dependent on the complexity of the transaction. Credit
approvals are subject to environmental, social and governance
risk policies which restrict exposure to certain highly carbon
intensive industries as well as those with potentially heightened
reputational impacts. Customer specific climate risk
commentary is now mandatory.
In response to COVID-19, a new framework was introduced to
categorise clients in a consistent manner across the Wholesale
portfolio, based on the effect of COVID-19 on their financial
position and outlook in relation to the sector risk appetite. This
framework has been retained, updated and aligned with the
Risk of Credit Loss framework (further details below) to consider
viability impacts more generally beyond those directly related to
COVID-19 and classification via the framework is now
mandatory and must be refreshed at least annually. The
framework extends to all Wholesale borrowing customers in
assessing whether customers exhibit a SICR, if support is
considered to be granting forbearance and the time it would
take for customers to return to operating within transactional
acceptance standards.
For lower risk transactions below specific thresholds, credit
decisions can be approved through self-sanctioning within the
business. This process is facilitated through systems, strategies
and policy rules.
For all other transactions, credit is only granted to customers
following joint approval by an approver from the business and
the credit risk function, or by two credit officers. The joint
business and credit approvers act within a delegated approval
authority under the Wholesale Credit Authorities Framework
Policy. The level of delegated authority held by approvers is
dependent on their experience and expertise with only a small
number of senior executives holding the highest approval
authority. Both business and credit approvers are accountable
for the quality of each decision taken, although the credit risk
approver holds ultimate sanctioning authority.
Transactional acceptance standards provide detailed
transactional lending and risk acceptance metrics and
structuring guidance. As such, these standards provide a
mechanism to manage risk appetite at the customer/transaction
level and are supplementary to the established credit risk
appetite.
Credit grades and loss given default (LGD) are reviewed and, if
appropriate, reapproved annually. The review process assesses
borrower performance, including reconfirmation or adjustment
of risk parameter estimates; the adequacy of security;
compliance with terms and conditions; and refinancing risk.
Problem debt management
Early problem identification
Each sector has defined early warning indicators to identify
customers experiencing financial difficulty, and to increase
monitoring if needed. Early warning indicators may be internal,
such as a customer’s bank account activity, or external, such as
a publicly listed customer’s share price. If early warning
indicators show a customer is experiencing potential or actual
difficulty, or if relationship managers or credit officers identify
other signs of financial difficulty, they may decide to classify the
customer within the Risk of Credit Loss framework. Broader
macro-economic trends including commodity prices, foreign
exchange rates and consumer and government spend are also
tracked, helping inform decisions on sector risk appetite.
Customer level early warning indicators are regularly reviewed
to ensure alignment with prevailing economic conditions,
ensuring both the volume and focus of alerts is aligned to the
point-in-time risk within each sector.
The aligned Risk of Credit Loss and viability framework
This framework focuses on all Wholesale customers to provide
early identification of credit deterioration, support intelligent
risk-taking, ensure fair and consistent customer outcomes and
provide key insights into Wholesale lending portfolios. Expert
judgment is applied by experienced credit risk officers to classify
cases into categories that reflect progressively deteriorating
credit risk to NWM Group. There are two classifications in the
framework that apply to non-defaulted customers who are in
financial stress – Heightened Monitoring and Risk of Credit Loss.
For the purposes of provisioning, all exposures categorised as
Heightened Monitoring or Risk of Credit Loss are categorised as
Stage 2 and subject to a lifetime loss assessment. The
framework also applies to those customers that have met NWM
Group’s default criteria (AQ10 exposures). Defaulted exposures
are categorised as Stage 3 impaired for provisioning purposes.
Customers classified in the Heightened Monitoring category are
those who are still performing but have certain characteristics –
such as trading issues, covenant breaches, material PD
downgrades and past due facilities – that may affect the ability
to meet repayment obligations. Heightened Monitoring
customers require pre-emptive actions to return or maintain
their facilities within risk appetite.
Risk of Credit Loss customers are performing customers that
have met the criteria for Heightened Monitoring and also pose a
risk of credit loss to NWM Group in the next 12 months should
mitigating action not be taken or not be successful.
Once classified as either Heightened Monitoring or Risk of Credit
Loss, a number of mandatory actions are taken in accordance
with policies. Actions include a review of the customer’s credit
grade, facility and security documentation and the valuation of
security. Depending on the severity of the financial difficulty and
the size of the exposure, the customer relationship strategy is
reassessed by credit officers, by specialist credit risk or
relationship management units in the relevant business, or by
Restructuring.
Restructuring
Where customers are categorised as Risk of Credit Loss,
relationships are mainly managed by the Restructuring team in
NatWest Bank Plc as a service to NWM Group. The team
protects NWM Group’s capital by working with corporate and
commercial customers to support their turnaround and recovery
strategies and enable them to return to mainstream banking.
Forbearance
(audited)
Forbearance takes place when a concession is made on the
contractual terms of a loan/debt in response to a customer’s
financial difficulties. The aim of forbearance is to support and
restore the customer to financial health while minimising risk.
The type of forbearance offered is tailored to the customer’s
individual circumstances and may involve covenant waivers,
amendments to margins, payment concessions and loan
rescheduling (including extensions in contractual maturity),
capitalisation of arrears, and debt forgiveness or debt-for-equity
swaps.
Credit grading models
Credit grading models is the collective term used to describe all
models, frameworks and methodologies used to calculate PD,
exposure at default (EAD), LGD, maturity and the production of
credit grades.
Credit grading models are designed to provide:
An assessment of customer and transaction characteristics.
A meaningful differentiation of credit risk.
Accurate internal default rate, loss and exposure estimates
that are used in the capital calculation or wider risk
management purposes.
NWM Group
Annual Report and Accounts 2022
Impairment, provisioning and write-offs
(audited)
In the overall assessment of credit risk, impairment provisioning
and write-offs are used as key indicators of credit quality.
NWM Group’s IFRS 9 provisioning models, which use existing
Basel models as a starting point, incorporate term structures
and forward-looking information. Regulatory conservatism
within the Basel models has been removed as appropriate to
comply with the IFRS 9 requirement for unbiased ECL estimates.
Five key areas may materially influence the measurement of
credit impairment under IFRS 9 – two of these relate to model
build and three relate to model application:
Model build:
The determination of economic indicators that have most
influence on credit loss for each portfolio and the severity of
impact (this leverages existing stress testing models which
are reviewed annually).
The build of term structures to extend the determination of
the risk of loss beyond 12 months that will influence the
impact of lifetime loss for exposures in Stage 2.
Model application:
The assessment of the SICR and the formation of a
framework capable of consistent application.
The determination of asset lifetimes that reflect behavioural
characteristics while also representing management actions
and processes (using historical data and experience).
The choice of forward-looking economic scenarios and their
respective probability weights.
Refer to Accounting policies note 9 for further details.
IFRS 9 ECL model design principles
(audited)
Modelling of ECL for IFRS 9 follows the conventional approach
to divide the estimation of credit losses into its component parts
of PD, LGD and EAD.
To meet IFRS 9 requirements, the PD, LGD and EAD parameters
differ from their Pillar 1 internal ratings based (IRB) counterparts
in the following aspects:
Unbiased – material regulatory conservatism has been
removed from IFRS 9 parameters to produce unbiased
estimates.
Point-in-time – IFRS 9 parameters reflect actual economic
conditions at the reporting date instead of long-run average
or downturn conditions.
Forward-looking – IFRS 9 PD estimates and, where
appropriate, EAD and LGD estimates reflect forward-looking
economic conditions.
Lifetime measurement – IFRS 9 PD, LGD and EAD are
provided as multi-period term structures up to exposure
lifetimes instead of over a fixed one-year horizon.
IFRS 9 requires that at each reporting date, an entity shall
assess whether the credit risk on an account has increased
significantly since initial recognition. Part of this assessment
requires a comparison to be made between the current lifetime
PD (i.e. the PD over the remaining lifetime at the reporting date)
and the equivalent lifetime PD as determined at the date of
initial recognition.
For assets originated before IFRS 9 was introduced, comparable
lifetime origination PDs did not exist. These have been
retrospectively created using the relevant model inputs
applicable at initial recognition.
PD estimates
PD models use a point-in-time/through-the-cycle framework to
convert one-year regulatory PDs into point-in-time estimates
that reflect economic conditions at the reporting date. The
framework utilises credit cycle indices (CCIs) for a
comprehensive set of region/industry segments. Further detail
on CCIs is provided in the Economic loss driver’s section.
One-year point-in-time PDs are extended to forward-looking
lifetime PDs using a conditional transition matrix approach and
a set of econometric forecasting models.
LGD estimates
The general approach for the IFRS 9 LGD models is to leverage
corresponding IRB LGD models with bespoke adjustments to
ensure estimates are unbiased and, where relevant, forward-
looking.
Forward-looking economic information is incorporated into LGD
estimates using the existing CCI framework. For low-default
portfolios, including sovereigns and banks, loss data is too
scarce to substantiate estimates that vary with economic
conditions. Consequently, for these portfolios, LGD estimates
are assumed to be constant throughout the projection horizon.
EAD estimates
EAD values are projected using product specific credit
conversion factors (CCFs), closely following the product
segmentation and approach of the respective Basel model.
However, the CCFs are estimated over multi-year time horizons
and contain no regulatory conservatism or downturn
assumptions.
No explicit forward-looking information is incorporated, on the
basis of analysis showing the temporal variation in CCFs is
mainly attributable to changes in exposure management
practices rather than economic conditions.
NWM Group
Annual Report and Accounts 2022
Governance and post model adjustments
(audited)
The IFRS 9 PD, EAD and LGD models are subject to NWM
Group’s model risk policy that stipulates periodic model
monitoring, periodic re-validation and defines approval
procedures and authorities according to model materiality.
Various post model adjustments were applied where
management judged they were necessary to ensure an
adequate level of overall ECL provision. All post model
adjustments were subject to formal approval through
provisioning governance, and were categorised as follows:
Deferred model calibrations – ECL adjustments where PD
model monitoring indicated that actual defaults were below
estimated levels but where it was judged that an implied
ECL release was not supportable due to the influence of
government support schemes on default levels in the past
two years. As a consequence, any potential ECL release was
deferred and retained on the balance sheet until modelled
ECL levels are affirmed by new model parallel runs or
similar analyses.
Economic uncertainty – ECL adjustments primarily arising
from uncertainties associated with the high inflation
environment as well as supply chain disruption, along with
the residual effect of COVID-19 and government support
schemes. In all cases, management judged that additional
ECL was required until further credit performance data
became available as the full effects of these issues matures.
Other adjustments – ECL adjustments where it was judged
that the modelled ECL required amendment.
Post model adjustments will remain a key focus area of NWM
Group’s ongoing ECL adequacy assessment process. A holistic
framework has been established including reviewing a range of
economic data, external benchmark information and portfolio
performance trends with a particular focus on segments of the
portfolio that are likely to be more susceptible to the high
inflation environment and supply chain disruption.
ECL post model adjustments
(audited)
The table below shows ECL post model adjustments.
2022
2021
£m
£m
Deferred model calibrations
—
—
Economic uncertainty
1
2
Other adjustments
—
—
Total
1
2
Of which:
- Stage 1
—
—
- Stage 2
1
2
- Stage 3
—
—
NWM Group
Annual Report and Accounts 2022
Significant increase in credit risk (SICR)
(audited)
Exposures that are considered significantly credit deteriorated
since initial recognition are classified in Stage 2 and assessed
for lifetime ECL measurement (exposures not considered
deteriorated carry a 12-month ECL). NWM Group has adopted
a framework to identify deterioration based primarily on
relative movements in lifetime PD supported by additional
qualitative backstops. The principles applied are consistent
across NWM Group and align to credit risk management
practices, where appropriate.
The framework comprises the following elements:
IFRS 9 lifetime PD assessment (the primary driver)
– on
modelled portfolios, the assessment is based on the relative
deterioration in forward-looking lifetime PD and is assessed
monthly. To assess whether credit deterioration has
occurred, the residual lifetime PD at balance sheet date
(which PD is established at date of initial recognition) is
compared to the current PD. If the current lifetime PD
exceeds the residual origination PD by more than a
threshold amount, deterioration is assumed to have
occurred and the exposure transferred into Stage 2 for a
lifetime loss assessment. In broad terms, a doubling of PD
would indicate a SICR. However, the PD uplift must be at
least 0.1%.
Qualitative high-risk backstops
– the PD assessment is
complemented with the use of qualitative high-risk
backstops to further inform whether significant
deterioration in lifetime risk of default has occurred. The
qualitative high-risk backstop assessment includes the use
of the mandatory 30+ days past due backstop, as
prescribed by IFRS 9 guidance, and other features such as
forbearance support and exposures managed within the
Risk of Credit Loss framework.
The criteria are based on a significant amount of empirical
analysis and seek to meet three key objectives:
Criteria effectiveness – the criteria should be effective in
identifying significant credit deterioration and prospective
default population.
Stage 2 stability – the criteria should not introduce
unnecessary volatility in the Stage 2 population.
Portfolio analysis – the criteria should produce results which
are intuitive when reported as part of the wider credit
portfolio.
Monitoring the effect on relative PD deterioration when
originating new lending at times of weaker economic outlook
(therefore, higher PDs at initial recognition) is important to
ensure SICR criteria remains effective.
Provisioning for forbearance
Provisions for forborne loans are assessed in accordance with
normal provisioning policies. The customer’s financial position
and prospects – as well as the likely effect of the forbearance,
including any concessions granted, and revised PD or LGD
gradings – are considered in order to establish whether an
impairment provision increase is required.
Loans granted forbearance are individually credit assessed in
most cases. Performing loans subject to forbearance treatment
are categorised as Stage 2 and subject to a lifetime loss
assessment.
Forbearance may result in the value of the outstanding debt
exceeding the present value of the estimated future cash flows.
This difference will lead to a customer being classified as non-
performing.
In the case of non-performing forborne loans, an individual loan
impairment provision assessment generally takes place prior to
forbearance being granted. The amount of the loan impairment
provision may change once the terms of the forbearance are
known, resulting in an additional provision charge or a release
of the provision in the period the forbearance is granted.
The transfer of loans from impaired to performing status
follows assessment by relationship managers and credit. When
no further losses are anticipated and the customer is expected
to meet the loan’s revised terms, any provision is written-off or
released and the balance of the loan can be returned to
performing status once exit criteria, as set out by regulatory
guidance, is met.
Asset lifetimes
(audited)
The choice of initial recognition and asset duration is another
critical judgment in determining the quantum of lifetime losses
that apply.
The date of initial recognition reflects the date that a
transaction (or account) was first recognised on the
balance sheet; the PD recorded at that time provides the
baseline used for subsequent determination of SICR as
detailed above.
For asset duration, the approach applied in line with IFRS 9
requirements is:
Term lending – the contractual maturity date, reduced for
behavioural trends where appropriate (such as, expected
prepayment and amortisation).
Revolving facilities – asset duration is based on annual
customer review schedules and will be set to the next
review date.
Economic loss drivers
(audited)
Introduction
The portfolio segmentation and selection of economic loss
drivers for IFRS 9 follow closely the approach used in stress
testing. To enable robust modelling the forecasting models for
each portfolio segment (defined by product or asset class and
where relevant, industry sector and region) are based on a
selected, small number of economic variables, (typically three
to four) that best explain the temporal variations in portfolio
loss rates. The process to select economic loss drivers involves
empirical analysis and expert judgment.
The most material economic loss drivers for the UK portfolios
include UK gross domestic product (GDP), world GDP, the
unemployment rate, the house price index, and the Bank of
England base rate. Similar metrics are used for other key
country exposures in NWM Group.
Economic scenarios
At 31 December 2022, the range of anticipated future
economic conditions was defined by a set of four internally
developed scenarios and their respective probabilities. In
addition to the base case, they comprised upside, downside
and extreme downside scenarios. The scenarios primarily
reflected the current risks faced by the economy, particularly
related to high inflation resulting in a fall in real household
income, economic slowdown, a rise in unemployment and asset
price declines.
NWM Group
Annual Report and Accounts 2022
Economic loss drivers
(audited)
For 2022, the four scenarios were deemed appropriate in
capturing the uncertainty in economic forecasts and the non-
linearity in outcomes under different scenarios. These four
scenarios were developed to provide sufficient coverage across
potential rises in unemployment, inflation, asset price declines
and the degree of permanent damage to the economy, around
which there remains pronounced levels of uncertainty.
Upside
– This scenario assumes a robust growth through 2023
as consumers dip into excess savings built up since the COVID-
19 pandemic and further helped by fiscal support and strong
business investment. The labour market remains resilient, with
the unemployment rate remaining below pre-COVID-19 levels.
Inflation retraces sharply and that does not necessitate
significantly more tightening. The housing market slows down
compared to the previous year but still remains robust.
Base case
– High inflation and significant monetary policy
tightening leads to a mild recession in 2023. Fiscal support
remains key in containing the impact. Unemployment rate rises
modestly but job losses are contained. Inflation moderates over
medium-term and falls to the target levels in 2024. Housing
market experiences price decline and lower activity but the
extent of the decline is lower than that experienced during
prior stresses.
Since 31 December 2021, the outlook has deteriorated as
energy prices surged and cost of living crisis intensified. As a
result, the base case is more pessimistic. The mild recession in
2023 contrasts with last year’s assumption of a muted growth.
House price correction contrasts with previous year’s
assumptions of a modest growth. In previous scenario,
unemployment rate was expected to increase very modestly
while inflation and interest rate rises last year were also
relatively muted.
Downside
– Inflation rises on the back of further energy price
spikes. The high inflation environment leads to the economy
falling under recession. As demand dries up, inflation rapidly
declines. Policy rates are raised initially but then quickly eased
to assist in recovery. Unemployment is more than the base
case scenario while house prices experience declines
comparable to previous episodes of stress.
Extreme downside
– This scenario assumes high and persistent
inflation. Households see the highest recorded decline in real
income. Policy rate rises to levels last seen in early 2000.
Resulting economic recession is deep and leads to widespread
job losses. House prices lose approximately a third of their
value while unemployment rate rises to level above those seen
during the 2008 financial crisis.
The previous year’s extreme downside also included a deep
recession, labour market deterioration and asset price falls, but
the current scenario explores these risks in a high inflation,
high rates environment.
The tables and commentary below provide details of the key
economic loss drivers under the four scenarios.
The main macroeconomic variables for each of the four
scenarios used for ECL modelling are set out in the main
macroeconomic variables table below. The compound annual
growth rate (CAGR) for GDP is shown. It also shows the five-
year average for unemployment and the Bank of England base
rate. The house price index and commercial real estate figures
show the total change in each asset over five years.
Main macroeconomic variables
2022
2021
Upside
Base case
Downside
Extreme
downside
Weighted
average
Upside
Base case
Downside
Extreme
downside
Weighted
average
Five-year summary
%
%
%
%
%
%
%
%
%
%
GDP - CAGR
1.6
0.8
0.2
(0.2)
0.7
2.4
1.7
1.4
0.6
1.8
Unemployment - average
3.9
4.6
5.1
7.2
5.0
3.5
4.2
4.8
6.7
4.2
House price index - total change
21.5
(1.3)
(6.0)
(22.4)
(1.3)
22.7
12.1
4.3
(5.3)
12.8
Bank of England base rate - average
2.6
3.3
1.5
4.9
3.1
1.5
0.8
0.7
(0.5)
0.9
Commercial real estate price - total change
(0.1)
(14.4)
(17.2)
(38.3)
(16.1)
18.2
7.2
5.5
(6.4)
9.5
Consumer price index - CAGR
2.4
3.0
3.1
7.0
3.6
2.7
2.5
3.1
1.5
2.6
UK stock price index - total change
22.6
13.9
1.8
(8.5)
9.5
36.6
24.9
12.5
0.2
24.7
World GDP - CAGR
3.7
3.3
1.6
1.0
2.7
3.5
3.2
2.6
0.6
3.1
Probability weight
18.6
45.0
20.8
15.6
30.0
45.0
20.0
5.0
(1)
The five year period starts after Q3 2022 for 31 December 2022 and Q3 2021 for 31 December 2021.
(2)
CAGR and total change figures are not comparable with 31 December 2021 data, as the starting quarters are different.
NWM Group
Annual Report and Accounts 2022
Probability weightings of scenarios
A subjective approach for assigning probability weight was used
during COVID-19 due to the scale of the economic effect of
COVID-19 and the range of recovery paths. Similarly, a
subjective approach was used up to 30
September 2022, to
reflect the deteriorating outlook and shifting balance of risks in
the given set of scenarios. However, NWM Group’s quantitative
approach to IFRS 9 multiple economic scenarios (MES) involves
selecting a suitable set of discrete scenarios to characterise the
distribution of risks in the economic outlook and assigning
appropriate probability weights. This quantitative approach has
been reinstated
and is used for 31 December 2022.
The approach involves comparing UK GDP paths for NWM
Group’s scenarios against a set of 1,000 model runs, following
which, a percentile in the distribution is established that most
closely corresponded to the scenario. Probability weight for
base case is set first based on judgement, while probability
weights for the alternate scenarios are assigned based on these
percentiles scores.
The assigned probability weights were judged to be aligned with
the subjective assessment of balance of the risks in the
economy. Since 31 December 2021, high inflation posed
significant challenge to the economy and there is considerable
uncertainty to the economic outlook, with respect to persistence
and range of outcomes on inflation and its subsequent effects
on household real income and economic activity. Given that
backdrop, NWM Group judges it appropriate to assign higher
probability weights on downside-biased scenarios than at 31
December 2021. It presents good coverage to the range of
outcomes assumed in the scenarios, including the potential for a
robust recovery on the upside and exceptionally challenging
outcomes on the downside. A 18.6% weighting was applied to
the upside scenario, a 45.0% weighting applied to the base case
scenario, a 20.8% weighting applied to the downside scenario
and a 15.6% weighting applied to the extreme downside
scenario. Compared to 30 June 2022, the probability weights
were broadly similar, but with additional modest downside skew.
NWM Group
Annual Report and Accounts 2022
Economic loss drivers
UK gross domestic product (£bn)
Q1 2022
Q1 2023
Q1 2024
Q1 2025
Q1 2026
Q1 2027
2000
2100
2200
2300
2400
2500
Upside
Base case
Downside
Extreme downside
Bank of England base rate (%)
Q1 2019
Q1 2020
Q1 2021
Q1 2022
Q1 2023
Q1 2024
Q1 2025
Q1 2026
Q1 2027
0
1
2
3
4
5
6
7
Upside
Base case
Downside
Extreme downside
UK unemployment rate (%)
Q1 2019
Q1 2020
Q1 2021
Q1 2022
Q1 2023
Q1 2024
Q1 2025
Q1 2026
Q1 2027
0
1
2
3
4
5
6
7
8
9
Upside
Base case
Downside
Extreme downside
NWM Group
Annual Report and Accounts 2022
Economic loss drivers
(audited)
Annual figures
GDP - annual growth
Commercial real estate price - four quarter change
Upside
Base case
Downside
Extreme
downdside
Weighted
average
Upside
Base case
Downside
Extreme
downside
Weighted
average
%
%
%
%
%
%
%
%
%
%
2022
4.4
4.4
4.4
4.4
4.4
2022
(2.6)
(2.6)
(2.6)
(2.6)
(2.6)
2023
2.2
(0.9)
(2.8)
(3.1)
(1.1)
2023
2.1
(8.4)
(19.7)
(22.4)
(11.0)
2024
1.9
0.7
(0.4)
(1.6)
0.4
2024
1.9
(0.5)
2.8
(29.1)
(3.2)
2025
1.2
1.0
1.9
1.2
1.3
2025
2.7
1.3
3.7
6.7
2.6
2026
1.2
1.4
1.2
1.2
1.3
2026
2.2
1.0
3.8
8.5
2.6
2027
1.4
1.5
1.1
1.2
1.4
2027
0.6
1.0
2.3
8.6
2.0
Unemployment rate - annual average
Consumer price index - four quarter change
Upside
Base case
Downside
Extreme
downside
Weighted
average
Upside
Base case
Downside
Extreme
downside
Weighted
average
%
%
%
%
%
%
%
%
%
%
2022
3.8
3.8
3.8
3.8
3.8
2022
11.2
11.2
11.2
11.2
11.2
2023
3.9
4.4
5.0
6.0
4.7
2023
2.2
3.7
6.0
17.0
6.0
2024
3.9
4.9
5.7
8.4
5.4
2024
1.0
2.7
1.0
8.8
3.1
2025
4.0
4.8
5.2
8.0
5.2
2025
2.0
2.0
2.0
2.7
2.1
2026
4.0
4.6
5.0
7.4
5.0
2026
2.0
1.9
2.0
2.3
2.0
2027
4.0
4.3
5.1
6.7
4.8
2027
2.0
1.9
2.0
2.0
2.0
House price index - four quarter change
UK stock price index - four quarter change
Upside
Base case
Downside
Extreme
downside
Weighted
average
Upside
Base case
Downside
Extreme
downside
Weighted
average
%
%
%
%
%
%
%
%
%
%
2022
6.9
6.9
6.9
6.9
6.9
2022
(3.4)
(3.4)
(3.4)
(3.4)
(3.4)
2023
7.5
(7.8)
(13.7)
(10.4)
(6.6)
2023
9.1
4.1
(20.6)
(45.0)
(7.8)
2024
4.5
(0.9)
(7.7)
(15.2)
(3.2)
2024
4.0
1.9
9.7
24.9
5.9
2025
3.0
2.9
4.8
(8.3)
1.8
2025
4.5
4.0
8.8
16.7
6.4
2026
3.5
3.4
8.3
7.2
4.8
2026
4.9
4.4
7.0
11.0
5.8
2027
3.4
3.4
6.3
6.6
4.3
2027
4.0
4.3
6.6
9.9
5.4
Bank of England base rate - annual average
Upside
Base case
Downside
Extreme
downside
Weighted
average
%
%
%
%
%
2022
1.49
1.49
1.49
1.49
1.49
2023
3.27
3.94
2.94
5.38
3.83
2024
2.71
3.75
1.00
5.95
3.33
2025
2.29
3.25
1.00
5.28
2.92
2026
2.25
3.00
1.00
4.46
2.67
2027
2.06
2.75
1.00
3.64
2.40
Worst points
31 December 2022
31 December 2021
Downside
Extreme
downside
Weighted
average
Downside
Extreme
downside
Weighted
average
%
Quarter
%
Quarter
%
%
Quarter
%
Quarter
%
GDP
(3.9)
Q4 2023
(5.4)
Q4 2023
(1.5)
(1.8)
Q1 2022
(7.9)
Q1 2022
—
Unemployment rate (peak)
6.0
Q1 2024
8.5
Q3 2024
5.4
5.4
Q1 2023
9.4
Q4 2022
4.5
House price index
(21.3)
Q1 2025
(31.7)
Q3 2025
(10.6)
(3.0)
Q3 2023
(26.0)
Q2 2023
—
Bank of England base rate
4.0
Q1 2023
6.0
Q1 2024
4.1
1.5
Q4 2022
(0.5)
Q2 2022
1.2
Commercial real estate price
(26.8)
Q4 2023
(50.3)
Q3 2024
(21.8)
(2.5)
Q1 2022
(29.8)
Q3 2022
—
Consumer price index
15.7
Q1 2023
17.0
Q4 2023
11.7
7.9
Q4 2022
4.3
Q1 2022
5.5
UK stock price index
(24.0)
Q4 2023
(47.3)
Q4 2023
(11.7)
(12.2)
Q1 2022
(37.1)
Q2 2022
(1.2)
(1)
For the unemployment rate, the figures show the peak levels. For the Bank of England base rate, the figures show highest or lowest levels. For the consumer price index, the figures
show the highest annual percentage change. For other parameters, the figures show falls relative to the starting period.
The calculations are performed over five years, with a
starting point of Q3 2022 for 31 December 2022 scenarios.
NWM Group
Annual Report and Accounts 2022
Economic loss drivers
(audited)
Use of the scenarios in lending
The lending ECL methodology is based on the concept of CCIs.
The CCIs represent all relevant economic loss drivers for a
region/industry segment aggregated into a single index value
that describes the loss rate conditions in the respective
segment relative to its long-run average. A CCI value of zero
corresponds to loss rates at long-run average levels, a positive
CCI value corresponds to loss rates below long-run average
levels and a negative CCI value corresponds to loss rates above
long-run average levels.
The individual economic scenarios are translated into forward-
looking projections of CCIs using a set of econometric models.
Subsequently the CCI projections for the individual scenarios
are averaged into a single central CCI projection according to
the given scenario probabilities. The central CCI projection is
then overlaid with an additional mean reversion assumption to
gradually revert to the long-run average CCI value of zero in
the outer years of the projection horizon.
Finally, ECL is calculated using a Monte Carlo approach by
averaging PD and LGD values arising from many CCI paths
simulated around the central CCI projection.
The rationale for the approach is the long-standing observation
that loss rates in the portfolios tend to follow regular cycles.
This allows NWM Group to enrich the range and depth of future
economic conditions embedded in the final ECL beyond what
would be obtained from using the discrete macro-economic
scenarios alone.
UK economic uncertainty
The high inflation environment and supply chain disruption are
presenting significant headwinds for some businesses and
sectors. These are a result of various factors and in many
cases are compounding and look set to remain a feature of the
economic environment into 2023. NWM Group has considered
where these are most likely to affect the customer base.
Furthermore, the rising cost of borrowing during 2022 for
businesses presents an additional affordability challenge for
many borrowers.
The effects of these risks are not expected to be fully captured
by forward-looking credit modelling, particularly given the
unique high inflation environment, low unemployment base-
case outlook. Any incremental ECL effects for these risks will
be captured via post model adjustments and are detailed
further in the Governance and post model adjustments section.
Model monitoring and enhancement
Throughout 2022, default rates moderately increased but
remained generally at, or somewhat below, pre-COVID-19
levels. This is based on a normalised view removing the effects
of the new definition of default, introduced from 1 January
2022, in accordance with new prudential regulation. As in 2021,
model recalibrations to adjust for overprediction have been
deferred where applicable, based on the judgment that default
rate actuals may still be supressed as a result of government
support provided throughout COVID-19.
The economic response models do not include direct inflation
drivers, due to low inflation seen throughout the data history
available for modelling (typically starting in early 2000s with
some variation across products).
The effect of inflation is deemed to be partially reflected
through other drivers present in the models, especially in
lending, where new models with a higher weight on stock price
indices were introduced for the most material portfolios.
As detailed in the Governance and post model adjustments
section, ECL adjustments were applied where management
judged inflation risk was not fully reflected through the models.
The use of direct inflation drivers in the economic response
models will be reviewed considering additional credit outcome
data in 2023.
NWM Group
Annual Report and Accounts 2022
Measurement uncertainty and ECL sensitivity
analysis
(audited)
The recognition and measurement of ECL is complex and
involves the use of significant judgment and estimation,
particularly in times of economic volatility and uncertainty. This
includes the formulation and incorporation of multiple forward-
looking economic conditions into ECL to meet the measurement
objective of IFRS 9. The ECL provision is sensitive to the model
inputs and economic assumptions underlying the estimate.
The focus of the simulations is on ECL provisioning
requirements on performing exposures in Stage 1 and Stage 2.
The simulations are run on a stand-alone basis and are
independent of each other; the potential ECL impacts reflect
the simulated impact at 31 December 2022. Scenario impacts
on SICR should be considered when evaluating the ECL
movements of Stage 1 and Stage 2. In all scenarios the total
exposure was the same but exposure by stage varied in each
scenario.
Stage 3 provisions are not subject to the same level of
measurement uncertainty – default is an observed event as at
the balance sheet date. Stage 3 provisions therefore were not
considered in this analysis.
The impact arising from the base case, upside, downside and
extreme downside scenarios was simulated. In the simulations,
NWM Group has assumed that the economic macro variables
associated with these scenarios replace the existing base case
economic assumptions, giving them a 100% probability
weighting and therefore serving as a single economic scenario.
These scenarios were applied to all modelled portfolios in the
analysis below, with the simulation impacting both PDs and
LGDs. Post model adjustments included in the ECL estimates
that were modelled were sensitised in line with the modelled
ECL movements, but those that were judgmental in nature,
primarily those for deferred model calibrations and economic
uncertainty, were not (refer to the Governance and post model
adjustments section). As expected, the scenarios create
differing impacts on ECL by portfolio and the impacts are
deemed reasonable. In this simulation, it is assumed that
existing modelled relationships between key economic variables
and loss drivers hold, but in practice other factors would also
have an impact, for example, potential customer behaviour
changes and policy changes by lenders that might impact on
the wider availability of credit.
NWM Group’s core criterion to identify a SICR is founded on PD
deterioration, as discussed above. Under the simulations, PDs
change and result in exposures moving between Stage 1 and
Stage 2 contributing to the ECL impact.
31 December 2022
Actual
Base scenario
Moderate upside
scenario
Moderate
downside
scenario
Extreme
downside
scenario
Stage 1 modelled loans (£m)
10,941
11,054
11,159
10,566
9,622
Stage 1 modelled ECL (£m)
20
17
13
24
30
Stage 1 coverage (%)
0.18%
0.15%
0.12%
0.23%
0.31%
Stage 2 modelled loans (£m)
490
377
272
865
1,809
Stage 2 modelled ECL (£m)
8
4
4
12
38
Stage 2 coverage (%)
1.63%
1.06%
1.47%
1.39%
2.10%
Stage 1 and Stage 2 modelled loans (£m)
11,431
11,431
11,431
11,431
11,431
Stage 1 and Stage 2 modelled ECL (£m)
28
21
17
36
68
Stage 1 and Stage 2 coverage (%)
0.24%
0.18%
0.15%
0.31%
0.59%
Variance – (lower)/higher to actual total Stage 1 and Stage 2 ECL
(£m)
(7)
(11)
8
40
Reconciliation to Stage 1 and Stage 2 flow exposure (£m)
Modelled loans
11,431
11,431
11,431
11,431
11,431
Other asset classes
28,935
28,935
28,935
28,935
28,935
(1)
Variations in future undrawn exposure values across the scenarios are modelled, however the exposure position reported is that used to calculate modelled ECL as at 31 December
2022 and therefore does not include variation in future undrawn exposure values.
(2)
Reflects ECL for all modelled exposure in scope for IFRS 9. The analysis excludes non-modelled portfolios and exposures relating to bonds and cash.
(3)
All simulations are run on a stand-alone basis and are independent of each other, with the potential ECL impact reflecting the simulated impact as at 31 December 2022. The
simulations change the composition of Stage 1 and Stage 2 exposure, but total exposure is unchanged under each scenario as the loan population is static.
(4)
Refer to the Economic loss drivers’ section for details of economic scenarios.
(5)
Refer to the NWM Group 2021 Annual Report and Accounts for 2021 comparatives.
Measurement uncertainty and ECL adequacy
(audited)
The changes in the economic outlook and scenarios used in the
IFRS 9 MES framework at 31 December 2022 resulted in an
increase in modelled ECL. Given that continued uncertainty
remains due to the high inflation environment and supply chain
disruption, NWM Group utilised a framework of quantitative and
qualitative measures to support the directional change and
levels of ECL coverage, including economic data, credit
performance insights and problem debt trends. This was
particularly important for consideration of post model
adjustments.
As the effects of the high inflation environment and supply chain
disruption evolve during 2022 and into 2023 and government
support schemes have to be serviced, there is a risk of credit
deterioration. However, the income statement effect of this will
be mitigated by the forward-looking provisions retained on the
balance sheet at 31 December 2022.There are a number of key
factors that could drive further downside to impairments,
through deteriorating economic and credit metrics and
increased stage migration as credit risk increases for more
customers. Such factors would include an adverse deterioration
in GDP and unemployment in the economies in which NWM
Group operates.
NWM Group
Annual Report and Accounts 2022
Credit risk – Trading activities
This section details the credit risk profile of NWM Group's trading activities.
Securities financing transactions and collateral
(audited)
The table below shows securities financing transactions in NWM Group. Balance sheet captions include balances held at all
classifications under IFRS.
Reverse repos
Repos
Total
Of which: can
be offset
Outside netting
arrangements
Total
Of which: can
be offset
Outside netting
arrangements
2022
£m
£m
£m
£m
£m
£m
Gross
36,945
36,411
534
39,340
34,857
4,483
IFRS offset
(14,547)
(14,547)
—
(14,547)
(14,547)
—
Carrying value
22,398
21,864
534
24,793
20,310
4,483
Master netting arrangements
(2,445)
(2,445)
—
(2,445)
(2,445)
—
Securities collateral
(19,221)
(19,221)
—
(17,865)
(17,865)
—
Potential for offset not recognised under IFRS
(21,666)
(21,666)
—
(20,310)
(20,310)
—
Net
732
198
534
4,483
—
4,483
2021
Gross
45,511
44,861
650
44,333
43,186
1,147
IFRS offset
(24,422)
(24,422)
—
(24,422)
(24,422)
—
Carrying value
21,089
20,439
650
19,911
18,764
1,147
Master netting arrangements
(900)
(900)
—
(900)
(900)
—
Securities collateral
(19,467)
(19,467)
—
(17,863)
(17,863)
—
Potential for offset not recognised under IFRS
(20,367)
(20,367)
—
(18,763)
(18,763)
—
Net
722
72
650
1,148
1
1,147
Debt securities
(audited)
The table below shows debt securities held at mandatory fair value through profit or loss by issuer as well as ratings based on the
lowest of Standard & Poor’s, Moody’s and Fitch.
Central and local government
UK
US
Other
Financial
insitutions
Corporate
Total
2022
£m
£m
£m
£m
£m
£m
AAA
—
—
469
766
3
1,238
AA to AA+
—
2,345
1,042
1,114
21
4,522
A to AA-
2,205
—
372
77
29
2,683
BBB- to A-
—
—
916
149
296
1,361
Non-investment grade
—
—
—
65
49
114
Unrated
—
—
—
1
3
4
Total
2,205
2,345
2,799
2,172
401
9,922
Short positions
(2,313)
(1,293)
(3,936)
(1,875)
(107)
(9,524)
2021
AAA
—
—
2,011
838
—
2,849
AA to AA+
—
3,329
3,145
1,401
62
7,937
A to AA-
6,919
—
1,950
308
57
9,234
BBB- to A-
—
—
3,792
346
513
4,651
Non-investment grade
—
—
31
163
82
276
Unrated
—
—
—
3
3
6
Total
6,919
3,329
10,929
3,059
717
24,953
Short positions
(9,790)
(56)
(12,907)
(2,074)
(137)
(24,964)
NWM Group
Annual Report and Accounts 2022
Derivatives
(audited)
The table below shows third party derivatives by type of contract. The master netting agreements and collateral shown do not
result in a net presentation on the balance sheet under IFRS.
2022
2021
Notional
GBP
USD
EUR
Other
Total
Assets
Liabilities
Notional
Assets
Liabilities
£bn
£bn
£bn
£bn
£bn
£m
£m
£bn
£m
£m
Gross exposure
101,020
95,478
104,614
97,500
IFRS offset
(2,509)
(2,509)
—
—
Carrying value
2,574
4,238
5,475
1,183
13,470
98,511
92,969
11,718
104,614
97,500
Of which:
Interest rate
(1)
2,276
2,843
4,922
278
10,319
52,529
47,873
8,558
66,091
57,955
Exchange rate
296
1,390
545
905
3,136
45,746
44,821
3,146
38,369
39,202
Credit
2
5
8
—
15
236
275
14
154
343
Carrying value
13,470
98,511
92,969
11,718
104,614
97,500
Counterparty mark-to-market
netting
(76,722)
(76,722)
(83,633)
(83,633)
Cash collateral
(14,064)
(9,480)
(14,938)
(9,902)
Securities collateral
(4,210)
(1,185)
(2,428)
(1,070)
Net exposure
3,515
5,582
3,615
2,895
Banks
(2)
647
669
314
404
Other financial institutions
(3)
1,724
1,936
1,549
1,515
Corporate
(4)
1,062
2,890
1,683
905
Government
(5)
82
87
69
71
Net exposure
3,515
5,582
3,615
2,895
UK
1,257
2,753
1,940
1,030
Europe
1,195
1,990
709
1,008
US
753
626
645
653
RoW
310
213
321
204
Net exposure
3,515
5,582
3,615
2,895
Asset quality of uncollateralised
derivative assets
AQ1-AQ4
3,001
2,909
AQ5-AQ8
498
649
AQ9-AQ10
16
57
Net exposure
3,515
3,615
(1)
The notional amount of interest rate derivatives includes £7,651 billion (2021 – £5,830 billion) in respect of contracts cleared through central clearing counterparties.
(2)
Transactions with certain counterparties with which NWM Group has netting arrangements but collateral is not posted on a daily basis; certain transactions with specific terms that
may not fall within netting and collateral arrangements; derivative positions in certain jurisdictions where the collateral agreements are not deemed to be legally enforceable.
(3)
Includes transactions with securitisation vehicles and funds where collateral posting is contingent on NWM Group’s external rating.
(4)
Mainly large corporates with which NWM Group may have netting arrangements in place, but operational capability does not support collateral posting.
(5)
Sovereigns and supranational entities with no collateral arrangements, collateral arrangements that are not considered enforceable, or one-way collateral agreements in their
favour.
NWM Group
Annual Report and Accounts 2022
Derivatives: settlement basis and central counterparties
(audited)
The table below shows the third-party derivative notional and fair value by trading and settlement method.
Notional
Asset
Liability
Traded over the counter
Traded on
recognised
exchanges
Settled by central
counterparties
Not settled by
central
counterparties
Total
Traded on
recognised
exchanges
Traded over
the counter
Traded on
recognised
exchanges
Traded over
the counter
2022
£bn
£bn
£bn
£bn
£m
£m
£m
£m
Interest rate
707
7,651
1,961
10,319
113
52,416
33
47,840
Exchange rate
2
—
3,134
3,136
—
45,746
—
44,821
Credit
—
—
15
15
—
236
—
275
Equity and commodity
—
—
—
—
—
—
—
—
Total
709
7,651
5,110
13,470
113
98,398
33
92,936
2021
Interest rate
723
5,830
2,005
8,558
—
66,091
—
57,955
Exchange rate
2
—
3,144
3,146
—
38,369
—
39,202
Credit
—
—
14
14
—
154
—
343
Equity and commodity
—
—
—
—
—
—
—
—
Total
725
5,830
5,163
11,718
—
104,614
—
97,500
Credit risk – Net credit exposures for banking and trading activities
Asset quality
(audited)
The table below shows the current and potential exposure by high-level asset class and asset quality. It represents total credit risk
for assets held in the banking book in addition to counterparty credit risk for traded products. Refer to page 71 for a mapping of
AQ band to probability of default range and indicative external credit rating.
Cash &
balances at
central banks
Sovereign debt
securities
Loans and
other lending
Other debt
securities
Collateralised
rate risk
management
Uncollateralised
rate risk
management
Repo and
reverse repo
Off-balance
sheet items
Leasing
Total
2022
£m
£m
£m
£m
£m
£m
£m
£m
£m
£m
AQ1-AQ4
17,007
5,695
9,987
5,538
2,360
1,964
1,659
596
29
44,835
AQ5-AQ8
—
—
687
305
164
327
25
21
—
1,529
AQ9
—
—
23
—
2
13
—
—
—
38
AQ10
—
—
47
1
—
—
—
—
—
48
Current exposure
17,007
5,695
10,744
5,844
2,526
2,304
1,684
617
29
46,450
Potential exposure
17,007
5,695
24,235
5,844
11,488
4,749
2,206
1,715
29
72,968
2021
AQ1-AQ4
16,645
5,176
6,998
3,060
2,355
1,520
510
669
49
36,982
AQ5-AQ8
—
—
534
238
327
428
10
29
—
1,566
AQ9
—
—
23
—
2
52
—
—
—
77
AQ10
—
—
21
1
—
2
—
—
—
24
Current exposure
16,645
5,176
7,576
3,299
2,684
2,002
520
698
49
38,649
Potential exposure
16,645
5,176
18,065
3,299
10,493
3,865
1,590
2,014
49
61,196
Measured against NWM Group’s asset quality scale, 96%
(2021 – 96%) of total current exposure was rated in the
AQ1-AQ4 bands, which in the context of external credit
ratings was equivalent to an investment grade rating of
BBB- or better.
The increase in total current and potential credit exposure
reflected increased business volumes.
NWM Group
Annual Report and Accounts 2022
Credit risk – Banking activities
Introduction
This section details the credit risk profile of NWM Group’s banking activities. Refer to accounting policies note 2.3 and note 2.10 to
the financial statements for policies and critical judgments relating to impairment loss determination.
Financial instruments within the scope of the IFRS 9 ECL framework
(audited)
Refer to Note 9 to the financial statements for balance sheet analysis of financial assets that are classified as amortised cost or fair
value through other comprehensive income (FVOCI), the starting point for IFRS 9 ECL framework assessment.
Financial assets
31 December 2022
31 December 2021
Gross
ECL
Net
Gross
ECL
Net
£bn
£bn
£bn
£bn
£bn
£bn
Balance sheet total gross amortised cost and FVOCI
42.8
36.0
In scope of IFRS 9 ECL framework
40.1
33.6
% in scope
94%
93%
Loans to customers - in scope - amortised cost
10.2
—
10.2
7.5
0.1
7.4
Loans to customers - in scope - FVOCI
0.1
—
0.1
0.1
—
0.1
Loans to banks - in scope - amortised cost
1.0
—
1.0
0.9
—
0.9
Total loans - in scope
11.3
—
11.3
8.5
0.1
8.4
Stage 1
10.8
—
10.8
8.3
—
8.3
Stage 2
0.5
—
0.5
0.1
—
0.1
Stage 3
—
—
—
0.1
0.1
—
Other financial assets - in scope - amortised cost
22.8
—
22.8
19.8
—
19.8
Other financial assets - in scope - FVOCI
6.0
—
6.0
5.3
—
5.3
Total other financial assets - in scope
28.8
—
28.8
25.1
—
25.1
Stage 1
28.8
—
28.8
25.0
—
25.0
Stage 2
—
—
—
0.1
—
0.1
Stage 3
—
—
—
Out of scope of IFRS 9 ECL framework
2.7
na
2.7
2.4
na
2.4
Loans to customers - out of scope - amortised cost
—
na
—
—
na
—
Loans to banks - out of scope - amortised cost
0.2
na
0.2
—
na
—
Other financial assets - out of scope - amortised cost
2.6
na
2.6
2.2
na
2.2
Other financial assets - out of scope - FVOCI
(0.1)
na
(0.1)
0.2
na
0.2
na = not applicable
The assets outside the scope of IFRS 9 ECL framework were as
follows:
Settlement balances, items in the course of collection, cash
balances and other non-credit risk assets of £2.7 billion
(2021 – £2.2 billion). These were assessed as having no ECL
unless there was evidence that they were defaulted.
Equity shares of £0.1 billion (2021 – £0.1 billion) as not
within the IFRS 9 ECL framework by definition.
Fair value adjustments on loans and debt securities hedged
by interest rate swaps, where the underlying loan was
within the IFRS 9 ECL scope of £(0.2) billion (2021 – £0.1
billion).
In scope assets also include an additional £0.4 billion (2021 –
£0.7 billion) of inter-Group assets not shown in the table above.
Contingent liabilities and commitments
In addition to contingent liabilities and commitments disclosed
in Note 25 to the financial statements, reputationally-committed
limits are also included in the scope of the IFRS 9 ECL
framework. These were offset by £0.2 billion (2021 – £0.2
billion) out of scope balances primarily related to facilities that,
if drawn, would not be classified as amortised cost or FVOCI, or
undrawn limits relating to financial assets exclusions. Total
contingent liabilities (including financial guarantees) and
commitments within IFRS 9 ECL scope of £14.7 billion (2021 –
£11.7 billion) comprised Stage 1 £13.3 billion (2021 – £11.4
billion); Stage 2 £1.4 billion (2021 – £0.3 billion); and Stage 3 nil
(2021 – nil).
The ECL relating to off balance sheet exposures was nil (2021 –
nil). The total ECL in the remainder of the credit risk section of
£0.1 billion included ECL for both on and off-balance sheet
exposures.
NWM Group
Annual Report and Accounts 2022
Portfolio summary
(audited)
The table below shows gross loans and ECL, by stage, within the scope of the IFRS 9 ECL framework.
2022
2021
£m
£m
Loans - amortised cost and FVOCI
Stage 1
10,791
8,301
Stage 2
497
147
Stage 3
49
99
Of which: individual
37
91
Of which: collective
12
8
Inter-Group
(1)
434
731
Total
11,771
9,278
ECL provisions
Stage 1
20
6
Stage 2
8
3
Stage 3
26
75
Of which: individual
15
68
Of which: collective
11
7
Total
54
84
ECL provisions coverage
(2)
Stage 1 (%)
0.19
0.07
Stage 2 (%)
1.61
2.04
Stage 3 (%)
53.06
75.76
Total
0.48
0.98
Impairment (releases)/losses
ECL (release)/charge
Stage 1
8
(14)
Stage 2
14
(11)
Stage 3
(14)
(9)
Of which: individual
(15)
(6)
Of which: collective
1
(3)
Third party
8
(34)
Inter-Group
—
(1)
Total
8
(35)
Amounts written-off
55
67
Of which: individual
55
43
(1)
NWM Group’s intercompany assets were classified in Stage 1. The ECL for these loans was £0.4 million (2021 – £0.2 million).
(2)
ECL provisions coverage is calculated as ECL provisions divided by loans - amortised cost and FVOCI. It is calculated on third party loans and total ECL provisions.
(3)
The table shows gross loans only and excludes amounts that are outside the scope of the ECL framework. Refer to the financial instruments within the scope of the IFRS 9 ECL
framework section for further details. Other financial assets within the scope of the IFRS 9 ECL framework were cash and balances at central banks totalling £17.0 billion (2021 –
£16.6 billion) and debt securities of £11.8 billion (2021 – £8.4 billion).
(4)
The stage allocation of the ECL charge was aligned to the stage transition approach that underpins the analysis in the Flow statement section.
NWM Group
Annual Report and Accounts 2022
Sector analysis – portfolio summary
(audited)
The table below shows financial assets and off-balance sheet exposures gross of ECL and related ECL provisions, impairment by
sector, asset quality and geographical region based on the country of operation of the customer. The tables below report only
third-party exposures and related ECL provisions, charges and write-offs.
Property
Corporate
FI (1)
Sovereign
Total
2022
£m
£m
£m
£m
£m
Loans by geography
201
853
9,913
370
11,337
- UK
48
239
3,564
72
3,923
- Other Europe
153
468
2,706
202
3,529
- RoW
—
146
3,643
96
3,885
Loans by stage
201
853
9,913
370
11,337
- Stage 1
35
592
9,797
367
10,791
- Stage 2
151
230
116
—
497
- Stage 3
15
31
—
3
49
of which: individual
12
22
—
3
37
of which: collective
3
9
—
—
12
Weighted average life*
- ECL measurement (years)
2
3
3
—
3
Weighted average 12 months PDs*
- IFRS 9 (%)
2.64
2.75
0.20
0.04
0.41
- Basel (%)
0.68
1.49
0.13
0.03
0.22
ECL provisions by geography
10
26
14
4
54
- UK
4
8
9
1
22
- Other Europe
6
9
2
—
17
- RoW
—
9
3
3
15
ECL provisions by stage
10
26
14
4
54
- Stage 1
1
5
12
2
20
- Stage 2
1
5
2
—
8
- Stage 3
8
16
—
2
26
of which: individual
5
8
—
2
15
of which: collective
3
8
—
—
11
ECL provisions coverage (%)
4.98
3.05
0.14
1.08
0.48
- Stage 1 (%)
2.86
0.84
0.12
0.54
0.19
- Stage 2 (%)
0.66
2.17
1.72
—
1.61
- Stage 3 (%)
53.33
51.61
—
66.67
53.06
ECL (release)/charge - Third party
(5)
5
7
1
8
Amounts written-off
—
55
—
—
55
Other financial assets by asset quality
(2)
49
14
6,097
22,619
28,779
- AQ1-AQ4
—
—
5,777
22,619
28,396
- AQ5-AQ8
49
14
320
—
383
- AQ9
—
—
—
—
—
Off-balance sheet
204
7,204
7,067
59
14,534
- Loan commitments
190
7,180
6,481
59
13,910
- Financial guarantees
14
24
586
—
624
Off-balance sheet by asset quality
(2)
204
7,204
7,067
59
14,534
- AQ1-AQ4
168
6,620
6,864
59
13,711
- AQ5-AQ8
34
582
203
—
819
- AQ9
—
—
—
—
—
- AQ10
2
2
—
—
4
*Not within audit scope.
For the notes to this table refer to the following page.
NWM Group
Annual Report and Accounts 2022
Sector analysis – portfolio summary
(audited)
Property
Corporate
FI (1)
Sovereign
Total
2021
£m
£m
£m
£m
£m
Loans by geography
122
773
7,353
299
8,547
- UK
43
172
2,780
54
3,049
- Other Europe
78
447
1,374
174
2,073
- RoW
1
154
3,199
71
3,425
Loans by stage
122
773
7,353
299
8,547
- Stage 1
107
614
7,284
296
8,301
- Stage 2
—
81
66
—
147
- Stage 3
15
78
3
3
99
of which: individual
12
73
3
3
91
of which: collective
3
5
—
—
8
Weighted average life*
- ECL measurement (years)
1
4
4
1
3
Weighted average 12 months PDs*
- IFRS 9 (%)
0.20
0.97
0.12
0.02
0.18
- Basel (%)
0.66
1.83
0.15
0.02
0.28
ECL provisions by geography
9
65
7
3
84
- UK
6
10
3
1
20
- Other Europe
3
5
2
—
10
- RoW
—
50
2
2
54
ECL provisions by stage
9
65
7
3
84
- Stage 1
—
—
5
1
6
- Stage 2
—
1
2
—
3
- Stage 3
9
64
—
2
75
of which: individual
7
59
—
2
68
of which: collective
2
5
—
—
7
ECL provisions coverage (%)
7.38
8.41
0.10
1.00
0.98
- Stage 1 (%)
—
—
0.07
0.34
0.07
- Stage 2 (%)
—
1.23
3.03
—
2.04
- Stage 3 (%)
60.00
82.05
—
66.67
75.76
ECL (release)/charge - Third party
—
(8)
(25)
(1)
(34)
Amounts written-off
—
39
28
—
67
Other financial assets by asset quality
(2)
55
—
3,563
21,465
25,083
- AQ1-AQ4
—
—
3,181
21,465
24,646
- AQ5-AQ8
55
—
382
—
437
- AQ9
—
—
—
—
—
Off-balance sheet
270
4,954
6,453
37
11,714
- Loan commitments
251
4,857
5,864
37
11,009
- Financial guarantees
19
97
589
—
705
Off-balance sheet by asset quality
(2)
270
4,954
6,453
37
11,714
- AQ1-AQ4
190
4,204
6,102
37
10,533
- AQ5-AQ8
78
737
348
—
1,163
- AQ9
—
—
—
—
—
- AQ10
2
13
3
—
18
*Not within audit scope.
(1)
Financial institutions (FI) include transactions, such as securitisations, where the underlying assets may be in other sectors.
(2)
AQ bandings are based on Basel PDs and mapping is as follows:
Internal asset quality band
Probability of default range
Indicative S&P rating
AQ1
0% -0.034%
AAA to AA
AQ2
0.034% - 0.048%
AA to AA-
AQ3
0.048% - 0.095%
A+ to A
AQ4
0.095% - 0.381%
BBB+ to BBB-
AQ5
0.381% - 1.076%
BB+ to BB
AQ6
1.076% - 2.153%
BB- to B+
AQ7
2.153% - 6.089%
B+ to B
AQ8
6.089% - 17.222%
B- to CCC+
AQ9
17.222% - 100%
CCC to C
AQ10
100%
D
NWM Group
Annual Report and Accounts 2022
Sector analysis – portfolio summary
(audited)
The table below shows ECL by stage, for selected sectors of the Wholesale portfolios
Loans - amortised cost and FVOCI
Off-balance sheet
ECL provisions
Stage 1
Stage 2
Stage 3
Total
Stage 1
Stage 2
Stage 3
Total
2022
£m
£m
£m
£m
Loan
commitments
Contingent
liabilities
£m
£m
£m
£m
Property*
35
151
15
201
190
14
1
1
8
10
Financial institutions
9,797
116
—
9,913
6,481
586
12
2
—
14
Sovereign
367
—
3
370
59
—
2
—
2
4
Corporate
592
230
31
853
7,180
24
5
5
16
26
Of which:
Agriculture*
—
2
—
2
1
—
—
—
—
—
Airlines and aerospace*
—
22
1
23
412
—
—
1
1
2
Automotive*
2
43
—
45
623
2
—
1
—
1
Chemicals*
13
—
—
13
64
—
—
—
—
—
Health
41
2
1
44
—
—
—
—
1
1
Industrials*
34
56
—
90
271
5
1
—
—
1
Land transport and logistics*
18
53
—
71
314
1
—
1
—
1
Leisure*
1
—
—
1
158
—
—
—
—
—
Mining & metals*
—
—
3
3
—
—
—
—
3
3
Oil and gas*
3
—
20
23
549
1
—
—
2
2
Power Utilities*
118
—
—
118
2,595
2
1
—
—
1
Retail*
9
—
—
9
518
4
—
—
—
—
Shipping*
2
—
—
2
14
—
—
—
—
—
Water & Waste*
32
—
—
32
256
—
—
—
—
—
Total
10,791
497
49
11,337
13,910
624
20
8
26
54
2021
Property*
107
—
15
122
251
19
—
—
9
9
Financial institutions
7,284
66
3
7,353
5,864
589
5
2
—
7
Sovereign
296
—
3
299
37
—
1
—
2
3
Corporate
614
81
78
773
4,857
97
—
1
64
65
Of which:
Agriculture*
—
—
40
40
1
—
—
—
40
40
Airlines and aerospace*
—
—
7
7
163
44
—
—
6
6
Automotive*
10
39
—
49
686
—
—
1
—
1
Chemicals*
—
—
—
—
62
—
—
—
—
—
Health
27
—
2
29
150
—
—
—
1
1
Industrials*
5
—
—
5
229
34
—
—
—
—
Land transport and logistics*
74
1
—
75
230
1
—
—
—
—
Leisure*
—
3
—
3
304
—
—
—
—
—
Mining & metals*
—
—
3
3
—
—
—
—
—
3
3
Oil and gas*
252
—
17
269
39
1
—
—
4
4
Power Utilities*
87
—
1
88
1,396
2
—
—
1
1
Retail*
—
—
—
—
289
4
—
—
—
—
Shipping*
—
—
—
—
—
1
—
—
—
—
Water & Waste*
55
—
—
55
209
—
—
—
—
—
Total
8,301
147
99
8,547
11,009
705
6
3
75
84
(1)
Financial institutions (FI) include transactions, such as securitisations, where the underlying assets may be in other sectors.
* Wholesale sectors marked with an asterisk contain an element of exposure classified as heightened climate-related risk – refer to the 2022 NWG Climate-related Disclosures Report for
further information.
NWM Group
Annual Report and Accounts 2022
Sector analysis – portfolio summary
(audited)
Forbearance
The table below shows forbearance, Heightened Monitoring and Risk of Credit Loss by sector. This table show current exposure
but reflects risk transfers where there is a guarantee by another customer.
FI
Property
Sovereign
Other corporate
Total
2022
£m
£m
£m
£m
£m
Forbearance (flow)
—
—
—
20
20
Forbearance (stock)
—
—
—
45
45
Heightened Monitoring and Risk of Credit Loss
—
—
—
7
7
2021
Forbearance (flow)
1
5
—
5
11
Forbearance (stock)
1
5
—
62
68
Heightened Monitoring and Risk of Credit Loss
15
22
—
5
42
Credit risk enhancement and mitigation
(audited)
The table below shows exposures of modelled portfolios within the scope of the ECL framework and related credit risk
enhancement and mitigation (CREM).
Maximum credit risk
CREM by type
CREM coverage
Exposure post CREM
Gross
exposure
ECL
Total
Stage 3
Financial (1)
Property
Other (2)
Total
Stage 3
Total
Stage 3
2022
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
Financial assets
Cash and balances at central
banks
17.0
—
17.0
—
—
—
—
—
—
17.0
—
Loans - amortised cost
(3)
11.3
—
11.3
—
1.1
—
—
1.1
—
10.2
—
Debt securities
11.8
—
11.8
—
—
—
—
—
—
11.8
—
Total financial assets
40.1
—
40.1
—
1.1
—
—
1.1
—
39.0
—
Contingent liabilities
and commitments
14.5
—
14.5
—
1.6
0.1
—
1.7
—
12.8
—
Total off-balance sheet
14.5
—
14.5
—
1.6
0.1
—
1.7
—
12.8
—
Total exposure
54.6
—
54.6
—
2.7
0.1
—
2.8
—
51.8
—
2021
Financial assets
Cash and balances at central banks
16.6
—
16.6
—
—
—
—
—
—
16.6
—
Loans - amortised cost
(3)
8.5
0.1
8.4
—
0.7
—
—
0.7
—
7.7
—
Debt securities
8.4
—
8.4
—
—
—
—
—
—
8.4
—
Total financial assets
33.5
0.1
33.4
—
0.7
—
—
0.7
—
32.7
—
Contingent liabilities
and commitments
11.7
—
11.7
—
1.3
—
—
1.3
—
10.4
—
Total off-balance sheet
11.7
—
11.7
—
1.3
—
—
1.3
—
10.4
—
Total exposure
45.2
0.1
45.1
—
2.0
—
—
2.0
—
43.1
—
(1)
Includes cash and securities collateral.
(2)
Includes guarantees and charges over trade debtors.
(3)
NWM Group holds collateral in respect of individual loans – amortised cost to banks and customers. This collateral includes mortgages over property; charges over business assets
such as plant and equipment, inventories and trade debtors; and guarantees of lending from parties other than the borrower. NWM Group obtains collateral in the form of securities
in reverse repurchase agreements. Collateral values are capped at the value of the loan.
NWM Group
Annual Report and Accounts 2022
Flow statement
(audited)
The flow statement that follows shows the main ECL and
related income statement movements. It also shows the
changes in ECL as well as the changes in related financial
assets used in determining ECL. Due to differences in scope,
exposures may differ from those reported in other tables,
principally in relation to exposures in Stage 1 and Stage 2.
These differences do not have a material ECL impact. Other
points to note:
Financial assets include treasury liquidity portfolios,
comprising balances at central banks and debt securities,
as well as loans. Both modelled and non-modelled portfolios
are included.
Stage transfers (for example, exposures moving from Stage
1 into Stage 2) are a key feature of the ECL movements,
with the net re-measurement cost of transitioning to a
worse stage being a primary driver of income statement
charges. Similarly, there is an ECL benefit for accounts
improving stage.
Changes in risk parameters shows the reassessment of the
ECL within a given stage, including any ECL overlays and
residual income statement gains or losses at the point of
write-off or accounting write-down.
Other (P&L only items) includes any subsequent changes in
the value of written-down assets along with other direct
write-off items such as direct recovery costs. Other (P&L
only items) affects the income statement but does not affect
balance sheet ECL movements.
Amounts written-off represent the gross asset written-down
against accounts with ECL, including the net asset write-
down for any debt sale activity.
Stage 1
Stage 2
Stage 3
Total
Financial
assets
ECL
Financial
assets
ECL
Financial
assets
ECL
Financial
assets
ECL
NWM Group
£m
£m
£m
£m
£m
£m
£m
£m
At 1 January 2022
33,383
6
197
3
95
75
33,675
84
Currency translation and other adjustments
1,632
—
12
—
3
1
1,647
1
Inter-Group transfers
65
—
—
—
—
—
65
—
Transfers from Stage 1 to Stage 2
(1,353)
(2)
1,353
2
—
—
—
—
Transfers from Stage 2 to Stage 1
824
7
(824)
(7)
—
—
—
—
Net re-measurement of ECL on stage transfer
(6)
12
—
6
Changes in risk parameters
7
1
—
8
Other changes in net exposure
5,324
8
(243)
1
11
1
5,092
10
Other (P&L only items)
(1)
—
(15)
(16)
Income statement (releases)/charges
8
14
(14)
8
Amounts written-off
—
—
(4)
(4)
(51)
(51)
(55)
(55)
At 31 December 2022
39,875
20
491
8
58
26
40,424
54
Net carrying amount
39,855
483
32
40,370
At 1 January 2021
33,327
12
1,671
49
167
132
35,165
193
2021 movements
56
(6)
(1,474)
(46)
(72)
(57)
(1,490)
(109)
At 31 December 2021
33,383
6
197
3
95
75
33,675
84
Net carrying amount
33,377
194
20
33,591
Stage 1 and Stage 2 combined ECL increased due to business growth and economic outlook. Stage 3 declined due to write
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
75
Pension risk
Definition
Pension risk is defined in a consistent manner to the regulatory
definition as the inability to meet contractual obligations and
other liabilities to the established employee or related company
pension scheme.
Sources of risk
NWM Group has exposure to pension risk through its defined
benefit schemes worldwide. The two largest NWM Group
schemes are the AA and the NatWest Markets sections of The
NatWest Group Pension Fund with a combined £0.9 billion of
assets and £0.6 billion of liabilities at 31 December 2022 (2021 –
£1.4 billion of assets and £1.1 billion of liabilities). Refer to Note
5 to the financial statements, for further details on NWM
Group’s pension obligations, including sensitivities to the main
risk factors.
Pension scheme liabilities vary with changes in long-term
interest rates and inflation as well as with pensionable salaries,
the longevity of scheme members and legislation. Pension
scheme assets vary with changes in interest rates, inflation
expectations, credit spreads, exchange rates, and equity and
property prices. NWM Group is exposed to the risk that the
schemes’ assets, together with future returns and additional
future contributions, are estimated to be insufficient to meet
liabilities as they fall due. In such circumstances, NWM Group
could be obliged (or might choose) to make additional
contributions to the schemes or be required to hold additional
capital to mitigate this risk.
Key developments in 2022
There have been no material changes to NWM Group’s
exposure to pension risk during the year.
Despite market
volatility through the year, the AA and NatWest Markets
sections remained resilient, primarily due to their interest
rate and inflation hedging strategy, as well as limited
exposure to equities. Furthermore, the AA and NatWest
Markets sections held sufficient collateral through the year
in relation to their liability hedging portfolios, without the
need to sell assets to meet collateral requirements.
Governance
The Pension Committee, chaired by the Chief Financial Officer,
reviews and monitors risk management, asset and liability
strategy and financing issues on behalf of NWM Group. As part
of its remit, the Committee:
Considers the financial strategy, risk management and
policy implications of NWM Group pension schemes.
Reviews and recommends NWM Group pension risk
appetite to the NWM Group Executive Risk Committee and
the NWM Group Board Risk Committee.
Reviews the pension impact on the capital plan for NWM
Group and escalates any concerns to the NWM Group
Assets & Liabilities Committee.
The performance of NatWest Group’s material pension funds
(including those sponsored by NWM Group) is reviewed by
NatWest Group’s Assets & Liabilities Committee.
For further information on governance, refer to page 35.
Risk appetite
NWM Group maintains an independent view of the risk inherent
in its pension funds. NWM Group has an annually reviewed
pension risk appetite statement, incorporating defined metrics
against which risk is measured.
Policies and standards are in place to provide formal controls
for pension risk reporting, modelling, governance and stress
testing. A pension risk policy, which sits within the NWM Group
enterprise-wide risk management framework, is also in place
and is subject to associated framework controls.
Monitoring and measurement
Pension risk is monitored by the NWM Group Executive Risk
Committee and the NWM Group Board Risk Committee by way
of the monthly risk management report, whilst the NatWest
Group Asset & Liability Management Committee receives
updates on the performance of NatWest Group’s material
pension funds.
Stress tests are carried out each year on NWM Group’s
material defined benefit pension schemes. These tests are also
used to satisfy the requests of regulatory bodies such as the
Bank of England.
The stress testing framework includes pension risk capital
calculations for the purposes of the Internal Capital Adequacy
Assessment Process as well as additional stress tests for a
number of internal management purposes. The results of the
stress tests and their consequential impact on NWM Group’s
balance sheet, income statement and capital position are
incorporated into NWM Group’s and overall NatWest Group
stress test results.
Mitigation
Following risk mitigation measures taken by the Trustee in
recent years, the AA and the NatWest Markets sections of the
NatWest Group Pension Fund are now well protected against
interest rate and inflation risks and are being run on a low
investment risk basis with relatively small equity risk
exposure.
The AA and the NatWest Markets sections of the
NatWest Group Pension Fund also use derivatives to manage
the allocation of the portfolio to different asset classes and to
manage risk within asset classes.
The potential impact of climate change is one of the factors
considered in managing the assets of the pension schemes. The
Trustee monitors the risk to its investments from changes in the
global economy and invests, where return justifies the risk, in
sectors that reduce the world’s reliance on fossil fuels, or that
may otherwise promote environmental benefits. Further details
regarding the Trustee’s approach to managing climate change
risk can be found in its Responsible Ownership Policy and its
net zero commitment. During the year, the Trustee also
produced its first climate disclosures as required by The
Occupational Pension Schemes (Climate Change Governance
and Reporting) Regulations 2021.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
76
Compliance and conduct risk
Definition
Compliance risk is the risk that NWM Group fails to observe the
letter and spirit of all relevant laws, codes, rules, regulations
and standards of good market practice.
Conduct risk is the risk of inappropriate behaviour towards
customers, or in the markets in which NWM Group operates,
which leads to unfair or inappropriate customer outcomes.
The consequences of failing to meet compliance and/or
conduct responsibilities can be significant and could result, for
example, in legal action, regulatory enforcement, material
financial loss and/or reputational damage.
Sources of risk
Compliance and conduct risks exist across all stages of NWM
Group’s relationships with its customers and arise from a
variety of activities including product design, marketing and
sales, complaint handling, staff training, and handling of
confidential inside information.
As set out in Note 25 to the financial statements, members of
NatWest Group are party to legal proceedings and are subject
to investigation and other regulatory action in the UK, the US
and other jurisdictions.
Key developments in 2022
Further progress was made on the compliance agenda
during 2022. The first line of defence ring-fencing hub –
which was established to provide an aggregated view of
ring-fencing compliance and risk management – continues
to work across business segments, functions and legal
entities.
From a conduct risk perspective, the focus on consumer
protection increased significantly during 2022, given the
cost-of-living challenges and their impact on customers in
vulnerable situations. The FCA’s increased expectations
under its consumer duty initiative was also a key
development, and the establishment of the consumer duty
‘One Bank’ programme will ensure continued focus upon
the required ‘paradigm shift’ in the levels of consumer
protection required.
In December 2021, NatWest Markets Plc pled guilty to one
count of wire fraud and one count of securities fraud,
related to historical spoofing conduct by former employees
in US Treasuries markets, between 2008 and 2014 and,
separately, during approximately three months in 2018. In
line with the plea agreement with DOJ, an independent
monitor was appointed in 2022.
The monitor will be
engaged in working with NatWest Markets over a three-
year period.
More generally, work is also ongoing to further enhance the
conduct and compliance risk framework so that it is aligned
to a wider programme of work on the overall risk
management framework.
Governance
NWM Group defines appropriate standards of compliance and
conduct and ensures adherence to those standards through its
risk management framework. Relevant compliance and
conduct matters are escalated through the Executive Risk
Committee and Board Risk Committee.
Risk appetite
Risk appetite for compliance and conduct risks is set at Board
level. Risk appetite statements articulate the levels of risk that
legal entities, businesses and functions work within when
pursuing their strategic objectives and business plans.
A range of controls are operated to ensure the business
delivers good customer outcomes and is conducted in
accordance with legal and regulatory requirements. A suite of
policies addressing compliance and conduct risks set
appropriate standards across NWM Group including some
NatWest Group policies and procedures. Ongoing monitoring
and targeted assurance are carried out as appropriate.
Monitoring and measurement
Compliance and conduct risks are measured and managed
through ongoing assessment and reporting to NWM Group’s
senior risk committees and at Board level. The compliance and
conduct risk framework facilitates the consistent monitoring
and measurement of compliance with laws and regulations and
the delivery of consistently good customer outcomes. The first
line of defence is responsible for effective risk identification,
reporting and monitoring, with oversight, challenge and review
by the second line. Compliance and conduct risk management
is also integrated into NWM Group’s strategic planning cycle.
Mitigation
Activity to mitigate the most material compliance and conduct
risks is carried out across NWM Group with specific areas of
focus in the customer-facing businesses and legal entities.
Examples of mitigation include consideration of customer needs
in business and product planning, targeted training, conflicts of
interest management, market conduct surveillance, complaints
management, mapping of priority regulatory requirements and
independent monitoring activity. Internal policies help support a
strong customer and market conduct focus across NWM Group.
Financial crime risk
Definition
Financial crime risk is the risk that NatWest
Group's products
and services are intentionally or unintentionally used to
facilitate financial crime in the form of money laundering,
terrorist financing, bribery and corruption, sanctions and tax
evasion, as well as external or internal fraud.
Sources of risk
Financial crime risk may be present if NWM Group’s customers,
employees or third parties undertake or facilitate financial
crime, or if NWM Group’s products or services are intentionally
or unintentionally
used to facilitate such crime. Financial crime
risk is an inherent risk across all lines of business.
Key developments in 2022
As part of customer due diligence remediation, priority
cohorts were remediated in both NWM Group and NWM
N.V. Group.
The implementation of release five of the transaction
monitoring system Quantexa Fusion, which brought trade
and incoming payment data into scope of monitoring.
The preparation and support for regulatory assessments
and visits.
The publication of refreshed global NWM Group financial
crime standards, implementing the new requirements in the
Group-wide L2 Standards, revised local uplifts and general
enhancements.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
77
Financial crime risk continued
Governance
The Financial Crime Risk Committee (FCRC), which is chaired
by the Head of Compliance & Financial Crime, is NWM Group’s
principal financial crime risk management forum. The
committee reviews and, where appropriate, escalates material
financial crime risks and issues across NWM Group to the NWM
Executive Risk Committee and NWM Board Risk Committee.
Additionally, NWM Group is represented on NatWest Group’s
Financial Crime Executive Steering Group, which oversees
financial crime risk management, operational performance, and
transformation matters across NatWest Group.
The Fraud Executive Steering Group, which is chaired by the
Chief Information Officer, is the core governance committee for
fraud. It oversees fraud risk management, operational
performance, and investment matters including decision-
making and escalations to relevant senior committees.
Risk appetite
There is no appetite to operate in an environment where
systems and controls do not enable the effective identification,
assessment, monitoring, management and mitigation of
financial crime risk. NWM Group’s systems and controls must
be comprehensive and proportionate to the nature, scale and
complexity of its businesses.
NWM Group operates a framework with preventative and
detective controls designed to mitigate the risk that it could
facilitate financial crime. These controls are supported by a
suite of policies, procedures and guidance to ensure they
operate effectively.
Monitoring and measurement
Financial crime risks are identified and reported through
continuous risk management and regular reporting to NWM
Group’s senior risk committees and the NatWest Group Board.
Quantitative and qualitative data is reviewed and assessed to
measure whether financial crime risk is within risk appetite.
Mitigation
Through the financial crime framework, relevant policies,
systems, processes and controls are used to mitigate and
manage financial crime risk. This includes the use of dedicated
screening and monitoring systems and controls to identify
people, organisations, transactions and behaviours that may
require further investigation or other actions. Centralised
expertise within NatWest Group is available to detect and
disrupt threats to NWM Group and its customers.
Intelligence is shared with law enforcement, regulators and
government bodies to strengthen national and international
defences against those who would misuse the financial system
for criminal motives.
Climate risk
Definition
Climate risk is the threat of financial loss or adverse non-
financial impacts associated with climate change and the
political, economic and environmental responses to it.
Sources of risk
Physical risks may arise from climate and weather-related
events such as heatwaves, droughts, floods, storms and sea
level rises. They can potentially result in financial losses,
impairing asset values and the creditworthiness of borrowers.
NWM Group could be exposed to physical risks directly by the
effects on its asset values, operational costs and business
models, and indirectly, by the impacts on the wider economy as
well as on the property and business interests of its customers.
Transition risks may arise from the process of adjustment
towards a low-carbon economy. Changes in legislation, policy,
technology and sentiment could prompt reassessment of
customers’ financial risk and may lead to falls in the value of a
large range of assets. NWM Group could be exposed to
transition risks directly through the costs of adaptation within
economic sectors and markets as well as supply chain
disruption leading to financial impacts on it and its customers.
Potential indirect effects include the erosion of NWM Group’s
competitiveness, profitability, reputational damage and liability
risk.
Key developments in 2022
The enhancement of scenario generation capability,
building on that developed by NatWest Group and utilised in
response to the PRA Climate Biennial Exploratory Exercise
and utilised to improve the identification process for
heightened climate risk sectors.
Improved oversight of management of climate-related risk
through more regular reporting and the introduction of key
risk indicators.
Completed the development and launch of qualitative
climate risk scorecards, which now covers the majority of
Wholesale exposures, with the exception of sovereign
exposure, where the country climate change vulnerability
index, to assess the level of climate risk, is applied.
Climate change considerations further incorporated into
NWM Group’s product, reputational and non-financial risk
assessment processes.
The assessment of potential greenwashing risks driven by a
hypothetical risk scenario where increased competition in
the green finance market leads to less efficient product
designs and diminished robustness of governance.
Contributed to the preparation of the initial iteration of the
NatWest Group Climate Transition plan including
identification and analysis of potential impacts associated
with proposed actions.
Governance
The NWM Plc Board is responsible for monitoring and
overseeing climate-related risk within NWM Group’s overall
business strategy and risk appetite. This includes progress
towards delivering on NatWest Group’s strategy, including
climate ambitions and targets. The potential impact, likelihood
and preparedness of climate-related risk are reported regularly
to NatWest Group’s Board Risk Committee and NatWest Group
Board.
As part of the integrated cross-bank approach, the NWM
Group CEO has been designated to support the NatWest Group
CEO in discharging the Senior Management Function (SMF) 1
accountability for identifying and managing the risk and
opportunities from climate change. The NWM Climate &
Sustainability Committee (CSC) is the senior NWM Group forum
which has the objective of assessing and managing climate-
related risks and opportunities. This forum supports the NWM
Group CEO to discharge the delegated SMF accountability.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
78
Climate risk continued
A Climate Change Executive Steering Group is in place at
NatWest Group and is responsible for overseeing the direction
of and progress against climate-related commitments, including
activities in NWM Group. During 2022, the Executive Steering
Group focused on overseeing the preparation of the initial
iteration of NatWest Group’s Climate Transition Plan,
progression in establishing partnerships and opportunities
including oversight of progress against the NatWest Group
climate and sustainable funding and financing target and
ensuring the effective management of climate-related risks. The
NatWest Group Climate Centre of Excellence supports the
Executive Steering Group as it supervises strategic
implementation and delivery, including within NWM Group.
Risk appetite
NatWest Group’s climate ambition is underpinned by activity to
reduce the climate impact of financing activity by at least 50%
by 2030 and to achieve net zero by 2050.
Work continued in 2022 to mature NatWest Group’s climate-
related risk capabilities in accordance with the risk
management framework. In December 2022, the NatWest
Group Board approved the adoption of enhanced climate risk
appetite measures into the enterprise-wide risk management
framework, which are designed to provide a heightened focus
on balance sheet exposure to financed emissions. These have
certain limitations when applied to NWM Group due to the
nature and composition of its balance sheet, and may be
supplemented by further key risk indicators and operational
limits. NWM Group started to use a number of key risk
indicators to provide CSC with regular base-level information on
exposure to climate risk in 2022.
Monitoring and measurement
NWM Group focused on developing the capabilities to use
scenario analysis to identify the most material climate risks and
opportunities for its customers, seeking to harness insights to
inform risk management practices and maximise the
opportunities arising from a transition to a low-carbon
economy.
Scenario analysis allows NWM Group to test a range of possible
future climate pathways and understand the nature and
magnitude of the risks they present. The purpose of scenario
analysis is not to forecast the future but to understand and
prepare to manage risks that could arise.
NWM Group regularly considers existing and emerging
regulatory requirements related to climate change. It continues
to participate in several industry-wide initiatives to develop
consistent risk measurement methodologies including the
Partnership for Carbon Accounting Financials facilitated
emissions working group.
Operational risk
Definition
Operational risk is the risk of loss resulting from inadequate or
failed internal processes, people and systems, or external
events. It arises from day-to-day operations and is relevant to
every aspect of the business.
Sources of risk
Operational risk may arise from a failure to manage operations,
systems, transactions, and assets appropriately. This can take
the form of human error, an inability to deliver change
adequately or on time, the non-availability of technology
services, or the loss of customer data. Systems failure, theft of
NatWest Group property, information loss and the impact of
natural, or man-made, disasters – as well as the threat of
cyber-attacks – are sources of operational risk.
Operational risk can also arise from a failure to account for
changes in law or regulations or to take appropriate measures
to protect assets.
Key developments in 2022
A review of the NatWest Group Risk Directory was
completed, allowing greater risk visibility and improved risk
reporting.
The NatWest Group Impact Classification Matrix was
updated to align to industry materiality, ensuring focus on
the most material risks.
An Early Event Escalation Process was implemented to
ensure material events are escalated in a timely manner.
A Risk & Control Self-Assessment approach was developed
to identify risks across end-to-end processes, refocusing
existing risk assessment, towards materiality.
Included in the above, was an ongoing focus on the
rationalisation and optimisation of controls, which will
facilitate more rigorous testing of effectiveness and better
management information.
NWM Group continued to prioritise the development of
more preventative and automated controls, specifically in
the trading environment.
Increased focus on more effective cross border controls
reflected the rise in operational risk associated with the
evolution of the NWM Group strategy.
A payments review has been initiated by NatWest Group in
late 2022 to assess control enhancements in response to
manual payment risk.
Governance
The governance arrangements in place for operational risk are
aligned to the requirements set out in the Board-approved
enterprise-wide risk management framework and are
consistent with achieving safety, soundness and sustainable risk
outcomes.
The Operating Committee discusses operational risk matters
relating to the control environment, NWM’s implementation of
the enterprise-wide risk management framework, risk
identification and oversight of return-to-appetite plans.
Significant issues are escalated to the Board Risk Committee.
Risk appetite
Operational risk appetite supports effective management of all
operational risks. It expresses the level and types of operational
risk NatWest Group is willing to accept to achieve its strategic
objectives and business plans. NatWest Group’s operational risk
appetite statement encompasses the full range of operational
risks faced by its legal entities, businesses and functions.
Mitigation
The Control Environment Certification (CEC) process is a half-
yearly self-assessment by CEOs of NatWest Group’s customer-
facing business areas, as well as the heads of the bank’s
support functions. It provides a consistent and comparable view
on the adequacy and effectiveness of the internal control
environment.
CEC covers material risks and the underlying key controls,
including financial, operational and compliance controls, as well
as their supporting risk management frameworks. The CEC
outcomes, including forward-looking assessments for the next
two half-yearly cycles and progress on control environment
improvements,
are reported to Group Audit Committee and
Board Risk Committee. They are also shared with external
auditors.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
79
Operational risk continued
The CEC process helps to ensure compliance with the NatWest
Group Policy Framework, Sarbanes-Oxley 404 requirements
concerning internal control over financial reporting, and certain
requirements of the UK Corporate Governance Code.
Risks are mitigated by applying key preventative and detective
controls, an integral step in the risk self-assessment
methodology which determines residual risk exposure. Control
owners are accountable for the design, execution, performance
and maintenance of key controls. Key controls are regularly
assessed for adequacy and tested for effectiveness. The results
are monitored and, where a material change in performance is
identified, the associated risk is re-evaluated.
Monitoring and measurement
Risk and control self-assessments are used across all business
areas and support functions to identify and assess material
operational risks, conduct risks and key controls. All risks and
controls are mapped to NWM Group’s Risk Directory. Risk
assessments are refreshed at least annually to ensure they
remain relevant and that they capture any emerging risks and
also ensure that these risks are reassessed.
The process is designed to confirm that risks are effectively
managed in line with risk appetite. Controls are tested at the
appropriate frequency to verify that they remain fit-for-purpose
and operate effectively to reduce the identified risks.
NWM Group uses the standardised approach to calculate its
Pillar 1 operational risk capital requirement. This is based on
multiplying three years’ average historical gross income by
coefficients set by the regulator based on business line.
As part of the wider Internal Capital Adequacy Assessment
Process an operational risk economic capital model is used to
assess Pillar 2A, which is a risk-sensitive add-on to Pillar 1. The
model uses historical loss data (internal and external) and
forward-looking scenario analysis to provide a risk-sensitive
view of NatWest Group’s Pillar 2A capital requirement.
Scenario analysis is used to assess how severe but plausible
operational risks will affect NWM Group. It provides a forward-
looking basis for evaluating and managing operational risk
exposures.
Refer to the Capital, liquidity and funding risk section for the
operational risk capital requirement figures.
Operational resilience
N
WM
Group manages and monitors operational resilience
through its risk and control self assessment methodology. This
is underpinned by setting and monitoring of risk indicators and
performance metrics for the operational resilience of key
business services. Progress continues on embedding regulator
expectations for operational resilience, with involvement in a
number of industry-wide operational resilience forums. This
enables a cross-sector view of the operational resilience risk
profile and the pace of ongoing innovation and change, both
internally and externally.
Event and loss data management
The operational risk event and loss data management process
ensures NatWest Group captures and records operational risk
financial and non-financial events that meet defined criteria.
Loss data is used for regulatory and industry reporting and is
included in capital modelling when calculating economic capital
for operational risk. The most serious events are escalated in a
simple, standardised process to all senior management, by way
of an Early Event Escalation Process.
All financial impacts associated with an operational risk event
are reported in NatWest Group’s Annual Report and Accounts.
A single event can result in multiple losses (or recoveries) that
may take time to crystallise. Losses and recoveries with a
financial accounting date in 2022 may relate to events that
occurred, or were identified in, prior years. NatWest Group
purchases insurance against specific losses and to comply with
statutory or contractual requirements.
Model risk
Definition
Model risk is the risk of inaccurate financial assessments or
decisions made as a result of incorrect or misused model
outputs and reports. A model is defined as a quantitative
method, system, or approach that applies statistical, economic,
financial, accounting, mathematical or data science theories,
techniques and assumptions to process input data into
quantitative estimates.
Sources of risk
NWM Group uses a variety of models in the course of its
business activities. Examples include the use of model outputs
to support measuring and assessing risk exposures (including
credit and market risk), as well as for valuation of positions and
for calculating regulatory capital and liquidity requirements.
The models used for stress-testing purposes also play a key
role in ensuring NWM Group holds sufficient capital, even in
stressed market scenarios.
Key developments in 2022
NWM Group’s model risk management practices have
continued to evolve, driven through a dedicated Model
Management Programme. This has delivered an enhanced
model management committee structure, a new model risk
governance team operating model and an improved model
inventory.
Aligned to the implementation of the enterprise-wide risk
management framework, new model risk procedures and
operational limits were approved to support the
identification, assessment and monitoring of model risk.
NatWest Group provided a comprehensive response to the
PRA’s Consultation Paper on Model Risk Management
(CP6/22). A self-assessment of NatWest Group’s current
Model Risk Policy compared to the PRA’s draft Supervisory
Statement was completed and gaps identified. A
programme of work will be established in 2023 to continue
to evolve the bank’s model risk management framework in
line with regulatory expectations and industry best practice.
NWM Group breached a model risk appetite measure
during 2022, primarily due to a deterioration in model
predictive ability caused by volatile economic conditions.
For further information on market risk back-testing
exceptions, refer to the Traded market risk section page 43.
The overall NWM Group model risk assessment is currently
assessed as in-appetite but ‘on-watch’.
Governance
A governance framework is in place to ensure policies and
processes relating to models are appropriate and effective.
Two roles are key to this – model risk owners and model risk
officers. Model risk owners are responsible for model approval
and ongoing performance monitoring. Model risk officers, in the
second line, are responsible for oversight, including ensuring
that models are independently validated prior to use and on an
ongoing basis aligned to the model’s risk rating.
Risk and capital management continued
NWM Group
Annual Report and Accounts 2022
80
Model risk continued
Model risk matters are escalated to senior management
through the NWM Group Model Risk Committee. The committee
also considers whether a model can be approved for use.
Models used for regulatory reporting may additionally require
regulatory approval before implementation. Further escalation
can also be made to the NatWest Group Model Risk Oversight
Committee.
Risk appetite
Model risk appetite is set in order to limit the level of model risk
that NWM Group is willing to accept in the course of its
business activities. NWM Group has defined limits and triggers
that align with the NatWest Group’s model risk appetite
statement. The first line is responsible for monitoring
performance against appetite, reporting on the model
population and carrying out any necessary remediation for
positions outside appetite.
Monitoring and measurement
Policies and procedures related to the development, validation,
approval, implementation and use and ongoing monitoring of
models are in place to ensure adequate control across the
lifecycle of an individual model.
Validation of material models is conducted by an independent
risk function comprising of skilled, well-informed subject matter
experts. This is completed for new models or amendments to
existing models and as part of an ongoing periodic programme
to assess model performance. The frequency of periodic
validation is aligned to the risk rating of the model. The
independent validation focuses on a variety of model features,
including modelling approach, the nature of the assumptions
used, the model’s predictive ability and complexity, the data
used in the model, its implementation and its compliance with
regulation.
The level of risk relating to an individual model is assessed
through a model risk rating that is based on the model’s
materiality and validation rating. This approach provides the
basis for model risk appetite measures and enables model risk
to be robustly monitored and managed across NWM Group.
Ongoing performance monitoring is conducted by model
owners and overseen by the model validators to ensure
parameter estimates and model constructs remain fit for
purpose, model assumptions remain valid and that models are
being used consistently with their intended purpose. This allows
timely action to be taken to remediate poor model performance
and/or any control gaps or weaknesses.
If a model risk issue arises due to an operational control
weakness (and the residual risk meets the operational risk
thresholds, then an Operational risk issue would be raised.
Mitigation
By their nature – as approximations of reality –
Model risk is
inherent in the use of models. It is managed by refining or
redeveloping models where appropriate – either due to
changes in market conditions, business assumptions or
processes – and by applying adjustments to model outputs
(either quantitative or based on expert opinion). Enhancements
may also be made to the process within which the model
output is used in order to further limit risk levels.
Reputational risk
Definition
Reputational risk is defined as the risk of damage to
stakeholder trust due to negative consequences arising from
internal actions or external events.
Sources of risk
Reputational risks can originate from internal actions and
external events. The three primary drivers of reputational risk
have been identified as: failure in internal execution; a conflict
between NatWest Group’s values and the public agenda; and
contagion (when NatWest Group’s reputation is damaged by
failures in the wider financial sector).
Key developments in 2022
A new reputational risk policy was implemented to manage
reputational risk at an organisational level.
The NatWest Group Reputational Risk Register has been
further embedded into the organisation, the results of which
are reported to NatWest Group Reputational Risk
Committee.
All Environmental, Social & Ethical (ESE) risk acceptance
criteria have undergone review to align with our Purpose.
Governance
A reputational risk policy supports reputational risk
management across NWM Group. The NWM Reputational Risk
Committee reviews relevant issues at an individual business or
entity level, while the NatWest Group Reputational Risk
Committee – opines on material issues, cases, sectors and
themes that represent material reputational risks. The NatWest
Group Board Risk Committee oversees the identification and
reporting of reputational risk.
Risk appetite
NWM Group manages and articulates its appetite for
reputational risk through a qualitative reputational risk appetite
statement and associated quantitative measures. NWM Group
seeks to identify, measure and manage risk aligned to
stakeholder trust. However, reputational risk is inherent in
NWM Group’s operating environment and public trust is a
specific factor in setting reputational risk appetite.
Monitoring and measurement
Relevant internal and external factors are monitored through
regular reporting to NWM Group Reputational Risk Committee
and escalated, where appropriate, to the NatWest Group
Reputational Risk Committee or the NatWest Group Board Risk
Committee.
Mitigation
Standards of conduct are in place across NatWest Group
requiring strict adherence to policies, procedures and ways of
working to ensure business is transacted in a way that meets –
or exceeds – stakeholder expectations.
External events that could cause reputational damage are
identified and mitigated through NatWest Group’s Top and
Emerging Threats process (where material) as well as through
the NatWest Group and business segment-level risk registers.
Report of the directors
NWM Group
Annual Report and Accounts 2022
81
The directors present their report together with the audited
accounts for the year ended 31 December 2022.
Other information incorporated into this report by reference
can be found at:
Page
Financial review
29
Board of directors and secretary
32
Segmental analysis
110
Share capital and reserves
157
Post balance sheet events
168
Risk factors
173
Group structure
NatWest Markets Plc (‘NWM Plc’) is a wholly-owned subsidiary
of NatWest Group plc (‘NWG plc’ or ‘the holding company’).
The NatWest Markets Group (‘NWM Group’) comprises NWM
Plc and its subsidiary and associated undertakings. The term
‘NatWest Group’ comprises NWG plc and its subsidiary and
associated undertakings. NWG plc is incorporated in the UK
and has its registered office at 36 St Andrew Square,
Details of NWM Plc’s principal subsidiary undertakings and their
activities are shown in Note 16 on the accounts. A full list of
related undertakings of NWM Plc is shown in Note 33 on the
accounts.
The financial statements of NatWest Group plc can be obtained
from NatWest Group Legal, Governance and Regulatory Affairs,
Gogarburn, Edinburgh, EH12 1HQ, the Registrar of Companies
or at natwestgroup.com.
Activities
NWM Group offers debt financing, risk management and
trading solutions to customers.
Results and dividends
The loss attributable to the ordinary shareholders of NWM
Group for the year ended 31 December 2022 was £335 million
compared with a loss of £593 million for the year ended 31
December 2021, as set out in the consolidated income
statement on page 97.
Total dividends paid to NatWest Group plc during the year
amounted to £430 million.
Employees
At 31 December 2022, NWM Group employed 1,600 people
(excluding temporary staff). Details of all related costs are
included in Note 3 to the consolidated accounts.
Corporate Governance statement
For the financial year ended 31 December 2022, the company
has chosen to report against the Wates Corporate Governance
Principles for Large Companies (the Wates Principles) and the
disclosures below explain how the company has applied the
Wates Principles in the context of its corporate governance
arrangements.
1. Purpose and leadership
Purpose
NatWest Group’s purpose is established by the NWG plc Board,
promoted across NatWest Group and cascaded to subsidiaries
including NWM Group. Further information on NatWest Group’s
purpose can be found in the NatWest Group plc 2022 Annual
Report and Accounts.
Strategy
NatWest Group’s strategy is set and approved by the NWG plc
Board. The NWM Plc Board (‘the Board’) reviews and sets the
strategic direction of NWM Plc and, as appropriate, the
strategies for each of its businesses within the parameters set
by the NWG plc Board. It subsequently oversees the execution
of the strategy and holds management to account for its
delivery.
Culture
The NWG plc Board is supported in monitoring culture across
NatWest Group by the Group Sustainable Banking Committee
and the Group Board Risk Committee. NatWest Group is on a
journey towards a generative risk culture whereby risk is simply
part of the way people work and think.
Building a healthy culture that embodies Our Values is a core
priority for NatWest Group.
Our Values, which guide the way NatWest Group identifies the
right people to serve customers well, and how to manage,
engage and reward colleagues, are at the heart of Our Code
(the NatWest Group-wide Code of Conduct).
There is regular reporting to the Board on culture, so as to
provide appropriate oversight of culture matters. More
specifically, with regards to risk culture, continued progress has
been made towards addressing historical conduct issues,
including risk appetite enhancements and increased monitoring
of conduct risk and surveillance remediation. This supports our
ambition to create a positive culture and strengthen ‘good
conduct’ outcomes for clients.
2. Board Composition
The Board
The Board has six directors comprising: the Chairman, two
executive directors (being the Chief Executive Officer and Chief
Financial Officer) and three independent non-executive
directors. The size of the Board is considered appropriate,
taking into account the size and scale of NWM Plc’s business.
The Chairman
The role of the Chairman is to lead the Board and ensure its
overall effectiveness. This is distinct and separate from that of
the Chief Executive Officer who manages the business day-to-
day. The Chairman is also a member of the NWG plc Board
which provides an appropriate linkage to the wider NatWest
Group and ensures alignment and awareness in respect of
NatWest Group-wide matters.
Non-Executive Directors
The majority of the Board comprises independent non-
executive Directors. Their role is to challenge and scrutinise the
performance of management and to help develop proposals on
strategy. They also review the performance of management in
meeting agreed goals and objectives and monitor the firm’s risk
profile. The non-executive directors combine broad business
and commercial expertise and bring experience from a wealth
of areas including audit, banking, finance, human resources,
technology, and telecommunications.
Report of the directors continued
NWM Group
Annual Report and Accounts 2022
82
The Board periodically undertakes an independence
assessment of the non-executive directors. With the exception
of the Chairman, who is a member of the NWG plc Board, all
non-executive directors are considered to be independent and
there are no relationships or circumstances that are likely to
affect their judgment.
Induction Training
All new directors undergo a formal induction programme upon
joining the Board which is coordinated by the Company
Secretary and tailored to their individual needs. This includes
meetings with other directors, senior executives and business
heads. Meetings with the external auditor, legal counsel and
other key stakeholders are arranged as appropriate. Directors
also receive comprehensive guidance from the Company
Secretary on NWM Plc’s corporate governance framework and
associated policies, including their duties as directors.
Continuous Development
Non-executive directors discuss their professional development
annually with the Chairman. Directors maintain their
knowledge and familiarity with NWM Plc through regular
meetings with senior management (including representatives of
NatWest Group) and participate in scheduled Board training
and other external sessions as appropriate.
During 2022, climate and teach-in sessions on the further
integration of NatWest’s purpose-led strategy as well as on
Capital Markets, Trading and Technology amongst others were
arranged for the directors. Directors may also request
individual in-depth briefings from time to time on areas of
particular interest.
Board Diversity
The Board is committed to promoting diversity and inclusion in
the boardroom and aims to meet industry targets and
recommendations wherever possible. The Board has agreed a
Boardroom Inclusion Policy which aims to promote diversity
and inclusion in the composition of the Board of Directors and
in the nomination and appointment process. The Policy reflects
the values of the wider NatWest Group, its Inclusion Policy and
relevant legal, regulatory or best practice requirements.
Committees
The responsibilities of the Board are executed, in part, through
its committees (namely, the Audit Committee, the Board Risk
Committee, the Performance and Remuneration Committee
and the Nominations and Governance Committee). All matters
that the Board has specifically delegated to these committees
are set out in their terms of reference (ToRs). All other matters,
including responsibility for the day-to-day operation of NWM
Plc (that are not specifically reserved for the Board or
delegated to a committee) are delegated to the NWM Plc Chief
Executive Officer (CEO) in accordance with such policies and
directions as the Board determines appropriate, including the
NWM Plc CEO’s role profile.
Succession
The Board is responsible for ensuring that NWM Plc has in
place succession plans for the Board and senior management
so as to maintain an appropriate balance of skills and
experience. The NatWest Group Nominations and Governance
Committee is also required to approve all appointments to the
Board, reflecting the company’s position as a subsidiary of
NatWest Group.
Board Effectiveness
The effectiveness of the Board, including the Chairman,
individual directors and committees, is assessed periodically.
The Board considers such assessments to play an important
role in the identification of areas for further improvement, focus
and for strengthening its overall performance.
The Company Secretary
In fulfilling its role, the Board is supported by the Company
Secretary. The Company Secretary is responsible for ensuring
good information flows between the Board and its committees
and between senior management and non-executive directors,
as well as facilitating induction and assisting with professional
development of non-executive directors, as required. The
directors may also seek independent, professional advice,
where necessary, at NWM Plc’s expense.
3. Director Responsibilities
Policy & Framework
NatWest Group has in place a Corporate Governance
Framework, including a Corporate Governance Policy. All
directors of NWM Plc are required to ensure that they are
familiar with the Corporate Governance Framework and that
NWM Plc complies with it. NWM Plc also produces and
maintains a document called ‘Our Governance’ which sets out
the high-level governance framework for NWM Plc at both
regional and global levels.
The Board has a programme of seven scheduled meetings
every year. The Board ToRs include a formal schedule of
matters specifically reserved for the Board which are reviewed
at least annually. Each director has a role profile which clearly
articulates their responsibilities and accountabilities. Similarly,
any additional regulatory responsibilities and accountabilities
where any of the directors undertake a Senior Manager
Function (as defined under the Prudential Regulation
Authority’s and Financial Conduct Authority’s ‘Senior Manager
Regimes’) are set out in their Statement of Responsibilities.
To support them in the discharge of their duties, all directors
receive regular and timely information on all key aspects of the
business including financial performance, strategy, key risks,
and market conditions.
Conflicts of Interest
The Board follows NatWest Group’s guidance relating to
directors’ conflicts of interest.
The Board has the power to authorise any actual or potential
conflicts of interest in accordance with the Companies Act
2006 and NWM Plc’s Articles of Association. The company
maintains a register of directors’ interests and appointments
and there is discussion of directors’ conflicts in Board meetings,
as required. During the year, none of the directors declared
any material interest, directly or indirectly, in any contract of
significance with any company within NatWest Group.
All directors were reminded of their obligations in respect of
transacting in NWM Plc securities (Personal Account Dealing)
and all directors have confirmed that they have complied with
their obligations.
Report of the directors continued
NWM Group
Annual Report and Accounts 2022
83
Board Committees
In order to provide effective oversight and leadership, the
Board has established a number of committees with particular
responsibilities:
The Audit Committee
comprises at least two independent
non-executive directors, one of whom is the Chair of the Board
Risk Committee. The Committee assists the Board in
discharging its responsibilities for monitoring the integrity of the
financial statements. It reviews the accounting policies,
financial reporting and regulatory compliance practices of
NWM Plc, its system and standards of internal controls, and
monitors the processes for internal audit and external audit.
The Board Risk Committee
comprises at least two
independent non-executive directors, one of whom is the Chair
of the Audit Committee and one of whom is a member of the
NWM RemCo. The Committee provides oversight and advice to
the Board in relation to current and potential future risk
exposures and future risk profile, including determination of risk
appetite, the effectiveness of the risk management framework
and (in conjunction with the Audit Committee) internal controls
required to manage risk. The Committee also reviews
compliance with NatWest Group Policy Framework and reviews
the performance of NWM Plc relative to risk appetite.
The Performance and Remuneration Committee (RemCo)
comprises at least four independent non-executive directors
and oversees the implementation of the Group-wide
Remuneration Policy within NWM. It also considers and makes
recommendations on remuneration arrangements for senior
executives of NWM Plc.
The Nominations and Governance Committee
comprises the
Chair and at least two other independent non-executive
directors. It is responsible for assisting the Board in the formal
selection and appointment of directors. It reviews the structure,
size and composition of the Board and membership and
chairship of Board committees.
4. Opportunity and risk
The role of the Board is to promote the long-term success of
NWM Plc and the delivery of sustainable value to its
shareholder.
The Board reviews and approves risk appetite for strategic and
material risks in accordance with NatWest Group’s risk appetite
framework; monitors performance against risk appetite for
NWM Plc; and considers any material risks and approves (as
appropriate) recommended actions escalated by the NWM Plc
Board Risk Committee.
NWM Plc’s risk strategy is informed and shaped by an
understanding of the risk landscape including a range of
significant risks and uncertainties in the external economic,
political and regulatory environments.
NWM Plc complies with NatWest Group’s risk appetite
framework, which is approved annually by the NWG plc Board,
in line with NatWest Group’s risk appetite statements,
frameworks and policies. NatWest Group risk appetite is set in
line with overall strategy.
NatWest Group operates an integrated risk management
framework, which is centred on the embedding of a strong risk
culture. The framework ensures the tools and capability are in
place to facilitate sound risk management and decision-making
across the organisation.
NWM Plc also complies with the NatWest Group Policy
Framework, the purpose of which is to ensure that NatWest
Group establishes and maintains NatWest Group-wide policies
that adequately address the risks inherent in its business
activities.
Further information on NWM Plc’s risk management framework
including risk culture, risk governance, risk appetite, risk
controls and limits, and risk identification and measurement
can be found in the Risk and capital management section of
this report.
5. Remuneration
The NatWest Group Remuneration Policy provides a consistent
policy across all NatWest Group companies and ensures
compliance with regulatory requirements. The remuneration
policy is aligned with the business strategy, objectives, values
and long-term interests of the company. The policy supports a
culture where individuals are rewarded for delivering sustained
performance in line with risk appetite and for demonstrating
the right conduct and behaviours.
The Performance and Remuneration Committee (RemCo)
reviews remuneration for executives of the company and
considers reports on the wider workforce including annual pay
outcomes and diversity information. The RemCo helps to
ensure that the remuneration policies, procedures and
practices being applied are appropriate at NWM Plc level.
Executive remuneration structures incentivise individuals to
deliver sustainable performance based on strategic objectives
for NatWest Group and the relevant business area.
Performance is assessed against a balanced scorecard of
financial and non-financial measures and variable pay is
subject to deferral as well as malus and clawback provisions to
ensure rewards are justified in the long-term.
The approach to performance management provides clarity for
colleagues on how their contribution links to NatWest Group’s
purpose and colleagues are set goals across a balanced
scorecard of financial and non-financial measures. NatWest
Group continues to pay colleagues fairly for the work they do
supported by simple and transparent pay structures in line with
industry best practices. This clarity and certainty on how pay is
delivered is also helping to improve employees’ financial
wellbeing, which is a core priority in NatWest Group’s wellbeing
plans. In 2022 NatWest Group made a number of interventions
to support colleagues in response to the cost of living crisis. In
the UK, NatWest Group’s rates of pay continue to exceed the
Living Wage Foundation benchmarks and NatWest Group
ensure employees performing the same role are paid fairly.
NatWest Group ensures colleagues have a common awareness
of the financial and economic factors affecting its performance
through quarterly ‘Results Explained’ communications and
Workplace Live events with the Group Chief Executive Officer
and Chief Financial Officer.
Further information on the remuneration policy, pay ratios and
employee share plans can be found in the Directors’
remuneration report (DRR) of the NatWest Group plc 2022
Annual Report and Accounts Gender and Ethnicity Pay Gap
information can be found in the Strategic report section of the
NatWest Group plc 2022 Annual Report and Accounts along
with the steps being taken to build an inclusive and engaged
workforce.
6. Stakeholder relationships and engagement
NWM Plc is committed to managing the wider social,
environmental and economic impacts of its operations which
includes the way it deals with its customers and manages the
sustainability of its supply chain.
Report of the directors continued
NWM Group
Annual Report and Accounts 2022
84
The Board recognises the importance of engaging with
stakeholders and discussions at Board meetings are focused
around the impact that NWM Plc’s activities may have on key
stakeholder groups. A new Board reporting style has also been
introduced with a specific section focussing on the stakeholder
impacts to support decision-making.
For further details on the Board’s engagement with employees,
customers, suppliers and others, and how these stakeholders’
interests have influenced one of the Board’s principal decisions,
see page 14 of the Strategic report.
Internal control over financial reporting
The internal controls over financial reporting for NWM Group
are consistent with those at NatWest Group level. NWM Group
has designed and assessed the effectiveness of its internal
control over financial reporting as of 31 December 2022 based
on the criteria set forth by the Committee of Sponsoring
Organizations of the Treadway Commission in the 2013
publication of ‘Internal Control – Integrated Framework’. As
part of the assessment, management have considered the
additional activities required for its internal control over
financial reporting during the year, such as oversight on
controls performed on NWM Group’s behalf, to better reflect
the size, scale and overall materiality of the business profile
compared to the NatWest Group framework. Any deficiencies
identified are reported to NWM Group Audit Committee along
with management’s remediation plans.
Directors’ interests
Where directors of NWM Plc are also directors of NWG plc,
their interests in the shares of the ultimate holding company at
31 December 2022 are shown in the Annual report on
remuneration section of the NatWest Group plc 2022 Annual
Report and Accounts.
None of the directors held an interest in the loan capital of the
ultimate holding company or in the shares or loan capital of
NWM Plc or any of its subsidiaries, during the period from 1
January 2022 to 17 February 2023.
Directors' indemnities
In terms of section 236 of the Companies Act 2006 (the
‘Companies Act’), Qualifying Third Party Indemnity Provisions
have been issued by the ultimate holding company to its
directors, members of NWM Plc’s Executive Committee,
individuals authorised by the PRA/FCA and certain directors
and/or officers of NatWest Group’s subsidiaries and all trustees
of NatWest Group’s pension scheme.
Going concern
NWM Plc’s business activities and financial position, the factors
likely to affect its future development and performance and its
objectives and policies in managing the financial risks to which
it is exposed, and its capital are discussed in the Financial
review. The risk factors which could materially affect NWM
Plc’s future results are set out on pages 173 to 193. NWM Plc’s
regulatory capital resources and significant developments in
2022, and anticipated future developments are detailed in the
Capital, liquidity and funding section on pages 48 to 53. This
section also describes NWM Plc’s funding and liquidity profile,
including changes in key metrics and the build-up of liquidity
reserves.
Having reviewed NWM Plc’s principal risks, forecasts,
projections and other relevant evidence, the directors have a
reasonable expectation that NWM Plc will continue in
operational existence for a period of 12 months from the date
of this report. Accordingly, the financial statements of NWM Plc
have been prepared on a going concern basis.
Political donations
During 2022, no political donations were made in the UK or EU,
nor any political expenditure incurred in the UK or EU.
Directors’ disclosure to auditors
Each of the directors at the date of approval of this report
confirms that:
(a)
so far as the director is aware, there is no relevant audit
information of which NWM Plc’s auditors are unaware; and
(b)
the director has taken all the steps that they ought to have
taken as a director to make himself/herself aware of any
relevant audit information and to establish that NWM Plc’s
auditors are aware of that information.
This confirmation is given and should be interpreted in
accordance with the provisions of section 418 of the
Companies Act.
Auditors
Ernst & Young LLP (EY LLP) are the auditors and have
indicated their willingness to continue in office. A resolution to
re-appoint EY LLP as NWM Plc’s auditors will be proposed at
the forthcoming NatWest Group Annual General Meeting.
By order of the Board
Scott Gibson
Company Secretary
16 February 2023
NatWest Markets Plc
is registered in Scotland No. SC090312
Statement of directors’ responsibilities
NWM Group
Annual Report and Accounts 2022
85
This statement should be read in conjunction with the responsibilities of the auditor set out in their report on pages 87 to 96.
The directors are responsible for the preparation of the Annual Report and Accounts. The directors are required to prepare Group
financial statements, and as permitted by the Companies Act 2006 have elected to prepare company financial statements, for each
financial year in accordance with UK adopted International Accounting Standards, International Financial Reporting Standards
(IFRS) as issued by the International Accounting Standards Board and IFRS as adopted by the European Union. They are
responsible for preparing financial statements that present fairly the financial position, financial performance and cash flows of
NWM Group and NWM Plc. In preparing those financial statements, the directors are required to:
select suitable accounting policies and then apply them consistently;
make judgments and estimates that are reasonable, relevant and reliable; and
state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained
in the financial statements.
prepare the financial statements on a going concern basis unless it is inappropriate to presume that the company and Group
will continue in business
The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the
financial position of NWM Group and to enable them to ensure that the Annual Report and Accounts complies with the Companies
Act 2006. They are also responsible for safeguarding the assets of NWM Plc and NWM Group and hence for taking reasonable
steps for the prevention and detection of fraud and other irregularities.
Under applicable law and regulations, the directors are also responsible for preparing a Strategic report and Report of the
directors, that comply with that law and those regulations. The directors are responsible for the maintenance and integrity of the
corporate and financial information included on the company’s website.
The directors confirm that to the best of their knowledge:
the financial statements, prepared in accordance with UK adopted International Accounting Standards, IFRS as issued by the
International Accounting Standards Board and IFRS as adopted by the European Union, give a true and fair view of the assets,
liabilities, financial position and profit or loss of NWM Plc and the undertakings included in the consolidation taken as a whole;
and
the Strategic report and Report of the directors (incorporating the Financial review) includes a fair review of the development
and performance of the business and the position of NWM Plc and the undertakings included in the consolidation taken as a
whole, together with a description of the principal risks and uncertainties that they face.
By order of the Board
Frank Dangeard
Robert Begbie
Simon Lowe
Chairman
Chief Executive Officer
Chief Financial Officer
16 February 2023
Board of directors
Chairman
Executive directors
Non-executive directors
Frank Dangeard
Robert Begbie
Simon Lowe
Vivek Ahuja
Tamsin Rowe
Anne Simpson
Financial statements
NWM Group
Annual Report and Accounts 2022
86
Contents
Page
Independent auditor’s report
87
Consolidated income statement
97
Consolidated statement of comprehensive income
97
Balance sheet
98
Statement of changes in equity
99
Cash flow statement
100
Accounting policies
102
Notes to the accounts
1
Net interest income
108
2
Non-interest income
108
3
Operating expenses
109
4
Segmental analysis
110
5
Pensions
112
6
Auditor’s remuneration
116
7
Tax
117
8
Profit/loss dealt with in the accounts of NWM Plc
119
9
Financial instruments - classification
120
10
Financial instruments - valuation
128
11
Financial instruments - maturity analysis
139
12
Trading assets and liabilities
143
13
Derivatives
144
14
Loan impairment provisions
150
15
Other financial assets
152
16
Investment in group undertakings
152
17
Other assets
154
18
Other financial liabilities
154
19
Subordinated liabilities
155
20
Other liabilities
156
21
Share capital and reserves
157
22
Structured entities
158
23
Asset transfers
159
24
Capital resources
160
25
Memorandum items
161
26
Analysis of changes in financing during the year
166
27
Analysis of cash and cash equivalents
166
28
Directors’ and key management remuneration
167
29
Transactions with directors and key management
167
30
Related parties
168
31
Ultimate holding company
168
32
Post balance sheet events
168
33
Related undertakings
169
Independent auditor’s report to the members of
NatWest Markets Plc
NWM Group
Annual Report and Accounts 2022
87
Opinion
In our opinion:
The financial statements of NatWest Markets Plc (the ‘Bank’) and its subsidiaries (together, the ‘Group’) give a true and fair
view of the state of the Group’s and of the Bank’s affairs as at 31 December 2022 and of the Group’s loss for the year then
ended;
The Group financial statements have been properly prepared in accordance with UK adopted international accounting
standards and International Financial Reporting Standards (‘IFRS’) as adopted by the European Union and IFRS as issued by
the International Accounting Standards Board (‘IASB’);
The Bank’s financial statements have been properly prepared in accordance with UK adopted international accounting
standards as applied in accordance with section 408 of the Companies Act 2006; and
The financial statements of the Group have been prepared in accordance with the requirements of the Companies Act 2006.
We have audited the financial statements (see table below) of the Group and the Bank for the year ended 31 December 2022
which comprise:
Group
Bank
Consolidated balance sheet as at 31 December 2022;
Consolidated income statement for the year then ended;
Consolidated statement of comprehensive income for the
year then ended;
Consolidated statement of changes in equity for the year then
ended;
Consolidated cash flow statement for the year then ended;
Accounting Policies;
Related Notes 1 to 33 to the financial statements; and
Risk and capital management sections identified as ‘audited’.
Balance sheet as at 31 December 2022;
Statement of changes in equity for the year then
ended;
Cash flow statement for the year then ended;
and
Related Notes 1 to 33 to the financial
statements.
The financial reporting framework that has been applied in their preparation is applicable law and UK adopted international
accounting standards and as regards to the Group financial statements, IFRS as adopted by the European Union and IFRS as
issued by the IASB, and as regards the Bank’s financial statements, as applied in accordance with section 408 of the Companies
Act 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our
responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements
section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Independence
We are independent of the Group and the Bank in accordance with the ethical requirements that are relevant to our audit of the
financial statements in the UK, including the FRC’s Ethical Standard as applied to listed public interest entities, and we have fulfilled
our other ethical responsibilities in accordance with these requirements.
The non-audit services prohibited by the FRC’s Ethical Standard were not provided to the Group or the Bank and we remain
independent of the Group and the Bank in conducting the audit.
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the
preparation of the financial statements is appropriate. Our evaluation of the directors’ assessment of the Group and Bank’s
ability
to continue to adopt the going concern basis of accounting included:
In conjunction with our walkthrough of the Group’s financial close process, we confirmed our understanding of the directors’
going concern assessment process. We engaged with management early to determine if key factors were considered in the
assessment.
We evaluated the directors’ going concern assessment which included reviewing their evaluation of business and strategic
plans on future capital adequacy, liquidity and funding positions of the Group and Bank. Management also assessed these
positions considering internal stress tests which included consideration of top and emerging risks. The Group’s risk profile and
risk management practices were considered including credit risk, market risk, climate risk, compliance and conduct risk, and
operational risk.
We evaluated management’s assessment by considering the Group and Bank’s ability to continue as a going concern under
different scenarios including the impact of the Group’s strategic plans, and the current uncertain geopolitical and economic
outlook.
We reviewed the Group’s going concern disclosures included in the Annual Report and Accounts in order to assess that the
disclosures were appropriate and in conformity with the reporting standards.
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Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that,
individually or collectively, may cast significant doubt on the Group and Bank’s ability to continue as a going concern for a period
of twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of
this report.
However, because not all future events or conditions can be predicted, this statement is not a guarantee as to the
Group’s or Bank’s ability to continue as a going concern.
An overview of the scope of NatWest Markets Plc and Group audits
Tailoring the scope
Our assessment of audit risk, our evaluation of materiality and our allocation of performance materiality determine our audit scope
for each component within the Group.
Taken together, this enables us to form an opinion on the consolidated financial statements.
We take into account size, risk profile, the organisation of the Group and effectiveness of the Group wide controls, changes in the
business environment, the potential impact of climate change and other factors such as the results from Internal audits when
assessing the level of work to be performed at each component.
In assessing the risk of material misstatement to the Group financial statements, and to ensure we had adequate quantitative
coverage of significant accounts in the financial statements, we identified five components of the Group which represent the
principal reporting legal entities within the Group and the Group’s central functions.
Of the components listed below, we performed an audit of the complete financial information of two components (“full scope
components”) which were selected based on their size or risk characteristics. For the specific scope components we performed
audit procedures on specific accounts within that component that we considered had the potential for the greatest impact on the
significant accounts in the financial statements either because of the size of these accounts or their risk profile. We also performed
specified procedures over certain aspects of selected accounts within certain components.
Component
Scope
Key locations
NatWest Markets Plc
Full
United Kingdom, India and Poland
NatWest Markets N.V.
Full
Netherlands, United Kingdom, India and Poland
NatWest Markets Securities Inc.
Specific
United States
NatWest Markets Securities Japan Limited
Central Functions*
Specified procedures
Specific/specified
procedures
Japan
United Kingdom
*Central functions comprise EY functional component teams focused on the audit of specific balances and/or specific procedures across in scope legal entity components.
The table below illustrates the coverage obtained from the work performed by our audit teams. We considered total assets, total
equity and the total income to verify we had appropriate overall coverage.
Full scope
Specific scope
Specified
procedures
Other
procedures*
Total
Total assets
89%
10%
<1%
<1%
100%
Total equity
>99%
—
—
<1%
100%
Total income (absolute)
89%
7%
—
4%
100%
*Other procedures include analytical procedures.
Involvement with component teams
In establishing our overall approach to the Group audit, we determined the type of work that needed to be undertaken at each of
the components by us, as the primary audit engagement team, or by component auditors from other EY global network firms
operating under our instruction.
The primary audit engagement team interacted regularly with the component audit teams where appropriate throughout the
course of the audit, which included holding planning meetings, maintaining regular communications on the status of the audit,
reviewing key working papers and taking responsibility for the scope and direction of the audit process. The primary audit
engagement team continued to follow a programme of planned visits that has been designed to ensure that the Senior Statutory
Auditor, or another Group audit partner, visits all full scope and specific scope locations on a periodic basis. During the current
year’s audit cycle, visits were undertaken by the primary audit team to Poland, India, and the Netherlands. These visits involved
meetings with local management, discussions with the component team on the audit approach and significant issues arising from
their work. This, together with the additional procedures performed at Group level, gave us appropriate evidence for our opinion
on the Group financial statements.
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Climate change
Stakeholders are increasingly interested in how climate change will impact companies. The Group has determined that the most
significant future impacts from climate change on its operations will be from credit risk, operational risk, reputational risk, conduct
risk and regulatory compliance risk. These are explained in the Climate Risk section in the Strategic Report and in the Climate Risk
section within the Risk and capital management section, which form part of the “Other information,” rather than the audited
financial statements. Our procedures on these disclosures consisted solely of considering whether they are materially inconsistent
with the financial statements, or our knowledge obtained in the course of the audit or otherwise appear to be materially misstated,
in line with our responsibilities on “Other information”.
The Group has explained in the Accounting Policies note, how they have reflected the impact of climate change in their financial
statements, and the significant judgements and estimates relating to climate change.
These disclosures also explain the
uncertainty regarding policy response, including the effect of wider geo-political uncertainty on governmental ambitions regarding
climate transition and the effect of decarbonisation on wider economic growth and customer behaviours. Many of the impacts
arising will be longer term in nature, with an inherent level of uncertainty, and have limited effect on accounting judgments and
estimates for the current period under the requirements of UK adopted international accounting standards, IFRS as adopted by the
European Union and IFRS as issued by the IASB. The Group has also explained within the Accounting Policies note, their approach
to quantifying the impact of climate transition policy and the limitations on the ability to make a reliable estimate for 2022
reporting.
Our audit effort in considering the impact of climate change on the financial statements was focused on evaluating the Group’s
assessment of the impact of climate risk, their climate commitments and the significant judgements and estimates disclosed in the
Accounting Policies note, and whether these have been appropriately reflected in the asset values where these are impacted by
future cashflows, and the nature and timing of future cash flows, and in the timing and nature of liabilities recognised following the
requirements of UK adopted international accounting standards, IFRS as adopted by the European Union and IFRS as issued by the
IASB. As part of this evaluation, we performed our own risk assessment to determine the risk of material misstatement in the
financial statements from climate change which needed to be considered in our audit. We also evaluated the Directors’
considerations of climate change risks in their assessment of going concern and associated disclosures. Where considerations of
climate change were relevant to our assessment of going concern, these are described above.
Based on our work we have considered the impact of climate change on the financial statements to impact certain key audit
matters. Details of our procedures and findings are included in our explanation of key audit matters below, where relevant.
Key audit matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial
statements of the current period and include the most significant assessed risks of material misstatement (whether or not due to
fraud) that we identified. These matters included those which had the greatest effect on: the overall audit strategy, the allocation of
resources in the audit; and directing the efforts of the engagement team. These matters were addressed in the context of our audit
of the financial statements as a whole, and in our opinion thereon, and we do not provide a separate opinion on these matters.
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Risk
Our response to the risk
Valuation of financial instruments with higher risk characteristics including related income from trading activities
As reported in Note 10 to the financial statements,
as at 31 December 2022 the company held financial
instruments with higher risk characteristics. This
included (but is not limited to) reported level 3 assets
of £1.7 billion (2021 - £2.0 billion) and level 3
liabilities of £1.0 billion (2021 - £0.6 billion) whose
value is dependent upon unobservable inputs.
The valuation of those financial instruments with
higher risk characteristics can include both
significant judgment and the risk of inappropriate
revenue recognition through incorrect pricing as
outlined below. The fair value of these instruments
can involve complex valuation models and
significant fair value adjustments, both of which may
be reliant on inputs where there is limited market
observability.
Management’s estimates which required significant
judgment include:
Complex models
- Complex model-dependent
valuations of financial instruments, which
include interest rate swaps linked to pre-
payment behaviour and interest rate and foreign
exchange options with exotic features;
Illiquid inputs
- Pricing inputs and calibrations for
illiquid instrument, including fair value loan
exposures for which there is no active market.
Additionally, derivative instruments whose
valuation is dependent on discount rates
associated with complex collateral
arrangements;
Fair value adjustments
- The appropriateness
and completeness of fair value adjustments
made to derivatives valuations including Funding
Valuation Adjustments (FVA), Credit Valuation
Adjustments (CVA), relating to derivative
counterparties whose credit spread may not be
observable, and material product and deal
specific adjustments on long dated derivative
portfolios; and
The manipulation of revenue recognition is most
likely to arise through the inappropriate
valuation of these instruments given the level of
judgment involved.
Controls testing
: We evaluated the design and operating effectiveness
of controls relating to financial instrument valuation and related income
statement measurement including independent price verification,
valuation models governance, collateral management, income
statement analysis, and the associated controls over relevant
information technology systems. We also observed the Valuation
Committees where valuation inputs, assumptions and adjustments were
discussed and approved.
We involved our financial instrument valuation and modelling specialists
to assist us in performing procedures including the following:
Complex models
: Testing complex model-dependent valuations by
performing independent revaluation to assess the appropriateness of
models and the adequacy of assumptions and inputs used by the
Group;
Illiquid inputs
: Independently re-pricing instruments that had been
valued using illiquid pricing inputs, using alternative pricing sources
where available, to evaluate management’s valuation;
Fair value adjustments
: Comparing fair value adjustment
methodologies to current market practice and assessing the
appropriateness and adequacy of the valuation adjustment
framework in light of emerging market practice and changes in the
risk profile of the underlying portfolio; and revaluing a sample of
counterparty level FVA and CVA, comparing funding spreads to third
party data, independently challenging illiquid CVA inputs, and testing
material product and deal specific adjustments on the long-dated
derivatives portfolio.
Throughout our audit procedures we considered the current uncertain
geopolitical and economic outlook, including market volatility and the
impact of climate change on the valuation of financial instruments,
particularly in relation to long-dated illiquid positions.
In addition, we assessed whether there were any indicators of
aggregate bias in financial instrument marking and methodology
assumptions.
We performed back-testing analysis of recent trade activity and asset
disposals to evaluate the drivers of significant differences between book
value and trade value to assess the impact on the fair value of similar
instruments within the portfolio. We performed an analysis of significant
collateral discrepancies with counterparties to assess the potential
impact on the fair value of the underlying (and similar) financial
instruments.
Key observations communicated to the Group Audit Committee
We are satisfied that the assumptions used by management to reflect the fair value of financial instruments with higher risk
characteristics and the recognition of related income is reasonable and in accordance with IFRS. We highlighted the following
matters to the Group Audit Committee:
Complex model-dependent valuations were appropriate based on the output of our independent revaluations, analysis of
trade activity, assessment of the output of the independent price verification process, inspection of collateral disagreements
and peer benchmarking;
The fair value estimates of hard-to-price financial instruments appropriately reflected pricing information available at 31
December 2022; and
Valuation adjustments applied to derivative portfolios for credit, funding and other risks were recorded in accordance with
the requirements of IFRS considering trade activity for positions with common risk characteristics, analysis of market data
and peer benchmarking.
Relevant references in the Annual Report and Accounts
Accounting policies
Note 10 to the financial statements
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Risk
Our response to the risk
Expected Credit Losses (‘ECL’) provisions under IFRS 9
At 31 December 2022 the Group reported total
gross loans of £11.8 billion (2021 - £9.3 billion) and
£54 million of expected credit loss provisions under
IFRS 9 (2021 - £84 million) as detailed in Note 14 of
the financial statements.
Management’s judgements and estimates are
especially subjective due to significant uncertainty
associated with the assumptions used. Uncertainty
related to the current geopolitical and economic
outlook and the impact of climate change was
considered in our risk assessment.
Aspects with increased complexity in respect of the
timing and measurement of ECL include:
Staging
: Allocation of assets to stage 1, 2, or 3
using criteria in accordance with IFRS 9;
Model estimations
: Modelling assumptions and
data used to build and run the Probability of
Default (‘PD’), Loss Given Default (‘LGD’) and
Exposure at Default (‘EAD’) models that
calculate the ECL provision; and the
measurement and completeness of post model
adjustments to address model shortcomings.
Controls testing
: We evaluated the design and operating effectiveness of
controls across the processes relevant to ECL, including the judgements
and estimates noted, involving specialists to assist us in performing our
procedures where appropriate. These included, among others, controls
over:
the allocation of assets into stages including management’s monitoring
of stage effectiveness;
model governance including monitoring and model validation;
data accuracy and completeness; and
credit monitoring.
In evaluating the governance process, we observed the Group Provisions
Committee and Metrics Oversight Committee meetings where the inputs,
assumptions and adjustments to ECL were discussed and approved
among other procedures.
Overall assessment
: We performed an overall assessment of the ECL
provision levels by stage to determine if they were reasonable by
considering the overall credit quality of the Group’s portfolio, risk profile,
credit risk management practices and the impact of the current
uncertain geopolitical and economic outlook and climate change on
customers.
Staging
: We evaluated the criteria used to allocate a financial asset to
stage 1, 2 or 3 in accordance with IFRS 9. We recalculated the assets in
stage 1, 2 and 3, and assessed if they were allocated to the appropriate
stage and performed sensitivity analysis to assess the impact of different
criteria on the ECL and also considered the impact of performing
collective staging downgrades to industries and geographic regions
particularly impacted by climate change.
To test credit monitoring, which drives the probability of default
estimates used in the staging calculation, we recalculated the risk ratings
for a sample of performing loans, focussing our testing on high risk
industries. We also assessed whether the credit reviews performed by
management appropriately considered risk factors by considering
independent publicly available information.
Model estimations:
We performed a risk assessment on all models used in
the calculation of ECL to select a sample of models to test. We involved
modelling specialists to assist us to test this sample of ECL models by
testing the assumptions, inputs and formulae used. This included a
combination of assessing the appropriateness of model design and
formulae, alternative modelling techniques, recalculating the PD, LGD
and EAD, and model implementation. We also considered the results of
the internal model validation process. We performed an assessment of
the extent to which model methodologies developed using historic
experience were able to respond to the current economic conditions,
including Consumer Price Index and Bank of England base rates. Where
we identified model limitations, we tested the extent to which these
effects have been appropriately captured in Post Model Adjustments.
To evaluate data quality, we agreed a sample of ECL calculation data
points to source systems, including balance sheet date data used to run
the models and historic loss data to monitor models. We also tested the
ECL data points from the calculation engine through to the general
ledger and disclosures.
Key observations communicated to the Group Audit Committee
We are satisfied that provisions for the impairment of loans were reasonable and recognised in accordance with IFRS 9. We
highlighted the following matters to the Group Audit Committee:
Overall provision levels were reasonable which also considered available peer information and our understanding of the
credit environment;
Our testing of models and model assumptions did not highlight material differences; and
The post-model adjustments recorded were within a reasonable range to reflect risk in the portfolios.
Relevant references in the Annual Report and Accounts
Credit Risk section of the Risk and capital management section
Accounting policies
Note 14 to the financial statements
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Risk
Our response to the risk
Provisions for conduct, litigation and regulatory matters
At 31 December 2022, the Group has
reported £0.23 billion (2021 - £0.26 billion) of
provisions for conduct, litigation and other
regulatory matters, as detailed in Note 20 of
the financial statements.
Regulatory scrutiny and the continued
litigious environment give rise to a high level
of management judgement in determining
the appropriate provision for each case.
Management judgement is needed to
determine whether a present obligation
existed, and a provision should be recorded
as at 31 December 2022 in accordance with
the accounting criteria set out under IAS 37.
Management’s estimates which required
significant judgement include:
IAS37 assessment
: Determination of
whether an outflow in respect of
identified material conduct or legal
matters is probable and can be
estimated reliably; and
Assumptions:
The selection and use of
assumptions (such as expected claim
rates, legal costs, and the timing of
outflows) in the estimation of material
provisions.
Controls testing:
We evaluated the design and operating effectiveness of key
controls over the identification, estimation and monitoring of provisions whilst
considering the potential for management override. The controls tested
included those designed and operated by management to identify and monitor
claims, and to ensure the completeness and accuracy of data used to estimate
provisions.
IAS37 assessment
: We examined relevant regulatory and legal correspondence
to assess developments in certain cases. For cases which were settled during the
period, we compared the actual outflows with the provision that had been
recorded and considered whether further risk existed.
For legal matters that we identified as having a higher likelihood of material
misstatement, ‘significant legal matters’, we received confirmations from the
Group’s external legal counsel to assist us in evaluating the existence of an
obligation and in assessing management’s estimate of potential outflow at year-
end. We also conducted inquiries with internal legal counsel in respect of the
existence of any legal obligations and related provisions. We performed
procedures to identify unrecorded provisions to determine if there were any
cases not considered in the provision by assessing external legal confirmations,
discussing with internal counsel and analysing legal costs.
Testing of assumptions:
For the provisions related to significant legal matters we
understood and assessed the provisioning methodology. We tested the
underlying data and assumptions used in the determination of the provisions
recorded, legal costs, and the timing of outflows. We considered the accuracy of
management’s historical estimates by comparing the actual settlement to the
provision and considered peer bank settlement in similar cases where
appropriate. We assessed management’s conclusion by evaluating the
underlying information used in estimating the provisions including the
consideration of alternate sources.
Key observations communicated to the Group Audit Committee
We are satisfied that the provisions for conduct, litigation and other regulatory matters are reasonable and recognised in
accordance with IFRS. We concur with the level of disclosure in the financial statements. We did not identify any material
unrecorded provisions.
Relevant references in the Annual Report and Accounts
Report of the Group Audit Committee
Accounting policies
Notes 20 and 25 to the financial statements
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Risk
Our response to the risk
IT systems and controls impacting financial reporting
The IT environment is complex and
pervasive to the operations of the Group
due to the large volume of transactions
processed in numerous locations on a daily
basis with extensive reliance on automated
controls.
This risk is also impacted by the
greater dependency on third-parties,
increasing use of cloud platforms,
decommissioning of legacy systems, and
migration to new systems. Appropriate IT
controls are required to ensure that
applications process data as expected and
that changes are made in an appropriate
manner. Such controls contribute to
mitigating the risk of potential fraud or
errors as a result of changes to applications
and data.
The Group has implemented user access
management controls across IT
applications, databases and operating
systems. We have identified user access-
related deficiencies in the past and whilst
the number of deficiencies has reduced
year over year, the risk of inappropriate
access remains.
We evaluated the design and operating effectiveness of IT general controls over
the applications, operating systems and databases that are relevant to financial
reporting.
Controls testing: We tested user access by assessing the controls in place for in-
scope applications, in particular those pertaining to the addition and periodic
recertification of users’ access. We continued to focus on key controls enforced
by the Group’s user access management tools, including the completeness of
user data, automated identification of movers and leavers and the adequacy of
the overall control environment.
A number of systems are outsourced to third party service providers. For these
systems, we tested IT general controls through evaluating the relevant Service
Organisation Controls (“SOC”) reports (where available). This included
assessing the timing of the reporting, the controls tested by the service auditor
and whether they address relevant IT risks. We also tested required
complementary user entity controls performed by management.
Where a SOC
report was not available we identified and reviewed compensating business
controls to address risks to financial reporting. Several systems in the scope of
our audit have been migrated to a cloud-hosted infrastructure model, however
access management processes and controls remained in-house and they
formed part of our testing.
Where control deficiencies were identified, we tested remediation activities
performed by management and compensating controls in place and assessed
what additional testing procedures were necessary to mitigate any residual risk.
Key observations communicated to the Group Audit Committee
We are satisfied that IT controls impacting financial reporting are designed and operating effectively. The following matters were
reported to the Group Audit Committee:
Where issues were noted in relation to access management, these were remediated by year end or mitigated by
compensating controls. We performed additional testing in response to deficiencies identified, where required.
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Our application of materiality
We apply the concept of materiality in planning and performing the audit, in evaluating the effect of identified misstatements on the
audit and in forming our audit opinion.
Materiality
The magnitude of an omission or misstatement that, individually or in the aggregate, could reasonably be expected to influence the
economic decisions of the users of the financial statements. Materiality provides a basis for determining the nature and extent of
our audit procedures.
We determined materiality for the Group and Bank to be £66 million (2021 - £73 million), which is 1% (2021 - 1%) of shareholder’s
equity of the Bank.
Performance materiality
The application of materiality at the individual account or balance level.
It is set at an amount to reduce to an appropriately low
level the probability that the aggregate of uncorrected and undetected misstatements exceeds materiality.
On the basis of our risk assessments, together with our assessment of the Group’s overall control environment, our judgement was
that performance materiality was 50% (2021 - 50%) of our planning materiality, namely £33 million (2021 - £36 million).
We have
set performance materiality at this percentage (which is at the lowest end of the acceptable range of our audit methodology)
based on various considerations including the past history of misstatements, the effectiveness of the control environment and other
factors affecting the entity and its financial reporting.
Audit work at component locations for the purpose of obtaining audit coverage over significant financial statement accounts is
undertaken based on a percentage of total performance materiality. The performance materiality set for each component is based
on the relative scale and risk of the component to the Group as a whole and our assessment of the risk of misstatement at that
component. In the current year, the range of performance materiality allocated to components was between £16 million and £33
million (2021 - £16 million and £36 million).
Reporting threshold
An amount below which identified misstatements are considered as being clearly trivial.
We agreed with the Group Audit Committee that we would report to them all uncorrected audit differences in excess of £3 million
(2021 - £4 million), which is set at 5% of planning materiality, as well as differences below that threshold that, in our view,
warranted reporting on qualitative grounds.
We evaluate any uncorrected misstatements against both the quantitative measures of materiality discussed above and in light of
other relevant qualitative considerations in forming our opinion.
Other information
The other information comprises the information included in the, Annual Report and Accounts (including the Strategic Report,
Financial Review, Report of the directors, Statement of directors’ responsibilities, Risk Factors and Forward-looking statements and
Non-IFRS financial measures) other than the financial statements and our auditor’s report thereon. The directors are responsible
for the other information contained within the annual report.
Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated
in this report, we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially
inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be
materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine
whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have
performed, we conclude that there is a material misstatement of the other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
the information given in the Strategic report and the Report of the directors for the financial year for which the financial
statements are prepared is consistent with the financial statements; and
the Strategic report and Report of the directors have been prepared in accordance with applicable legal requirements.
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Matters on which we are required to report by exception
In the light of the knowledge and understanding of the Group and the Bank and its environment obtained in the course of the audit,
we have not identified material misstatements in the Strategic report or the Report of the directors.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to
you if, in our opinion:
adequate accounting records have not been kept by the Group and the Bank, or returns adequate for our audit have not been
received from branches not visited by us; or
the Group’s and Bank’s financial statements are not in agreement with the accounting records and returns; or
certain disclosures of directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit
Responsibilities of directors
As explained more fully in the Statement of directors’ responsibilities, the directors are responsible for the preparation of the
financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors
determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to
fraud or error.
In preparing the financial statements, the directors are responsible for assessing the Group and Bank’s ability to continue as a
going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless
the directors either intend to liquidate the Group or the Bank to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor
’
s report that includes our opinion. Reasonable assurance is a
high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial
statements.
Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our
responsibilities, outlined above, to detect irregularities, including fraud. The risk of not detecting a material misstatement due to
fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for
example, forgery or intentional misrepresentations, or through collusion. The extent to which our procedures are capable of
detecting irregularities, including fraud is detailed below. However, the primary responsibility for the prevention and detection of
fraud rests with both those charged with governance of the Group and the Bank, and management.
We obtained an understanding of the legal and regulatory frameworks that are applicable to the Group and determined that
the most significant are the regulations of the Prudential Regulation Authority (PRA), the Financial Conduct Authority (FCA) and
the Companies Act 2006.
We understood how the Group is complying with those frameworks by making inquiries of management, internal audit and
those responsible for legal and compliance matters. We also reviewed correspondence between the Group and regulatory
bodies; reviewed minutes of the Board and other key committees; and gained an understanding of the Group’s governance
framework.
Conducted a review of correspondence with and reports from regulators, including the PRA and FCA.
We assessed the susceptibility of the Group financial statements to material misstatement, including how fraud might occur by
considering the controls established to address risks identified to prevent or detect fraud. We also identified the risks of fraud in
our key audit matters as described above and identified areas that we considered when performing our fraud procedures and
the appropriateness of sources used when performing confirmation testing on accounts such as cash. Our procedures over our
key audit matters and other significant accounting estimates included challenging management on the assumptions made and
judgements required in determining these estimates.
We designed our audit procedures to identify non-compliance with laws and regulations. Our procedures involved inquiries of
legal counsel, executive management and internal audit. We also tested controls and performed procedures to respond to the
fraud risks as identified in our key audit matters. These procedures were performed by both the primary team and component
teams with oversight from the primary team.
Identified and tested journal entries, including those posted with certain descriptions or unusual characteristics, backdated
journals or posted by infrequent and unexpected users.
The Group operates in the banking industry which is a highly regulated environment. As such, the Senior Statutory Auditor
considered the experience and expertise of the engagement team to ensure that the team had the appropriate competence
and capabilities, involving specialists where appropriate.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s
website at https://www.frc.org.uk/auditorsresponsibilities.
This description forms part of our auditor’s report.
Independent auditor’s report to the members of NatWest Markets Plc continued
NWM Group
Annual Report and Accounts 2022
96
Other matters we are required to address
Following the recommendation from the NatWest Group Audit Committee we were appointed by NatWest Group Plc at its
annual general meeting on 4 May 2016 to audit the financial statements of the Group and the Bank for the year ended 31
December 2016 and subsequent financial periods.
The period of total uninterrupted engagement including previous renewals and reappointments is seven years, covering periods
from our appointment through 31 December 2022.
The non-audit services prohibited by the FRC’s Ethical Standard were not provided to the Group or the Bank and we remain
independent of the Group and the Bank in conducting the audit.
The audit opinion is consistent with the additional report to the Group Audit Committee.
Use of our report
This report is made solely to the Group’s and the Bank’s members, as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006.
Our audit work has been undertaken so that we might state to the Group’s and the Bank’s members those
matters we are required to state to them in an auditor’s report and for no other purpose.
To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other than the Group and the Bank, and the Group’s and the Bank’s
members as a body, for our audit work, for this report, or for the opinions we have formed.
Manprit Dosanjh (Senior Statutory Auditor)
for and on behalf of Ernst & Young LLP, Statutory Auditor
London, United Kingdom
16 February 2023
Consolidated income statement for the year ended
31 December 2022
NWM Group
Annual Report and Accounts 2022
97
2022
2021
Note
£m
£m
Interest receivable
Interest payable
(654 )
(335 )
Net interest income
1
Fees and commissions receivable
Fees and commissions payable
(158 )
(104 )
Income from trading activities
Other operating income
(28 )
Non-interest income
2
Total income
Staff costs
(400 )
(498 )
Premises and equipment
(60 )
(110 )
Other administrative expenses
(652 )
(522 )
Depreciation and amortisation
(16 )
(20 )
Operating expenses
3
(1,128 )
(1,150 )
Loss before impairment losses/releases
(439 )
(749 )
Impairment (losses)/releases
14
(8 )
Operating loss before tax
(447 )
(714 )
Tax credit
7
Loss for the year
(264 )
(491 )
Attributable to:
Ordinary shareholders
(335 )
(593 )
Paid-in-equity holders
Non-controlling interests
(264 )
(491 )
Consolidated statement of comprehensive income
for the year ended 31 December 2022
2022
2021
£m
£m
Loss for the year
(264 )
(491 )
Items that do not qualify for reclassification
Remeasurement of retirement benefit schemes
(68 )
Change in fair value of credit in financial liabilities designated as at FVTPL
(29 )
FVOCI financial assets
(2 )
Tax
(10 )
(1 )
Items that do qualify for reclassification
FVOCI financial assets
(31 )
(2 )
Cash flow hedges
(1)
(475 )
(206 )
Currency translation
(124 )
Tax
(119 )
(287 )
Other comprehensive loss after tax
(107 )
(288 )
Total comprehensive loss for the year
(371 )
(779 )
Attributable to:
Ordinary shareholders
(442 )
(885 )
Paid-in equity holders
Non-controlling interests
(371 )
(779 )
(1)
The unrealised losses on cash flow hedge reserves is mainly driven by deferment of losses on GBP net received fixed swaps as interest rates have increased.
The accompanying notes on pages 108 to 171, the accounting policies on pages 102 to 107 and the audited sections of the
Financial review and Risk and capital management on pages 33 to 80 form an integral part of these financial statements.
Balance sheet as at 31 December 2022
NWM Group
Annual Report and Accounts 2022
98
NWM Group
NWM Plc
2022
2021
2022
2021
Note
£m
£m
£m
£m
Assets
Cash and balances at central banks
9
13,467
12,294
Trading assets
12
27,301
41,222
Derivatives
13
96,258
103,042
Settlement balances
9
1,686
795
Loans to banks - amortised cost
9
815
712
Loans to customers - amortised cost
9
9,154
6,810
Amounts due from holding company and fellow subsidiaries
9
6,665
6,723
Other financial assets
15
10,377
7,743
Investments in group undertakings
16
2,626
2,481
Other assets
17
712
732
Total assets
169,061
182,554
Liabilities
Bank deposits
9
2,936
1,808
Customer deposits
9
2,665
1,510
Amounts due to holding company and fellow subsidiaries
9
12,867
10,978
Settlement balances
9
1,133
1,028
Trading liabilities
12
33,225
47,119
Derivatives
13
90,754
95,096
Other financial liabilities
18
18,396
16,877
Other liabilities
20
567
789
Total liabilities
162,543
175,205
Owners' equity
21
6,518
7,349
Non-controlling interests
(2 )
(3 )
—
—
Total equity
6,518
7,349
Total liabilities and equity
169,061
182,554
Owners’ equity of NWM Plc as at 31 December 2022 includes the loss for the year of £79 million (2021 loss - £527 million).
The accompanying notes on pages 108 to 171, the accounting policies on pages 102 to 107 and the audited sections of the
Financial review and Risk and capital management on pages 33 to 80 form an integral part of these financial statements.
The accounts were approved by the Board of directors on 16 February 2023 and signed on its behalf by:
Frank Dangeard
Robert Begbie
Simon Lowe
NatWest Markets Plc
Chairman
Chief Executive Officer
Chief Financial Officer
Registration No. SC090312
Statement of changes in equity for the year ended
31 December 2022
NWM Group
Annual Report and Accounts 2022
99
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Called-up share capital - at 1 January and 31 December
400
400
Share premium - at 1 January
1,946
1,759
Redemption of preference shares
—
187
At 31 December
1,946
1,946
Paid-in equity - at 1 January and 31 December
904
904
FVOCI reserve - at 1 January
18
14
Unrealised (losses)/gains
(44 )
(1 )
(27)
3
Realised gains/(losses)
(2)
2
Tax
(1 )
9
(1)
At 31 December
(2)
18
Cash flow hedging reserve - at 1 January
46
201
Amount recognised in equity
(2)
(424 )
(207 )
(406)
(208)
Amount transferred from equity to earnings
(51 )
(58)
1
Tax
134
52
At 31 December
(294 )
(284)
46
Foreign exchange reserve - at 1 January
(13 )
(218)
(192)
Retranslation of net assets
(158 )
151
(27)
Foreign currency (losses)/gains on hedges of net assets
(75 )
(11)
1
Tax
(6 )
—
—
Recycled to profit or loss on disposal of businesses
(5 )
—
—
At 31 December
(13 )
(78)
(218)
Retained earnings - at 1 January
4,253
6,066
Loss attributable to ordinary shareholders and other equity holders
(265 )
(530 )
(79)
(527)
Ordinary dividends paid
(430 )
(1,000 )
(430)
(1,000)
Paid-in equity dividends paid
(70 )
(63 )
(70)
(63)
Redemption of preference shares
(188 )
—
(188)
Realised gains/(losses) on FVOCI equity shares
- gross
6
(2)
- tax
10
—
Remeasurement of retirement benefit schemes
- gross
(68 )
(68)
35
- tax
(13 )
23
(13)
Changes in fair value of credit in financial liabilities designated at FVTPL
- gross
(29 )
7
(11)
- tax
(2 )
(2)
3
Share-based payments
- gross
(18 )
(51 )
(18)
(51)
- tax
—
4
At 31 December
3,632
4,253
Owners’ equity at 31 December
6,518
7,349
Non-controlling interests - at 1 January
(3 )
(46 )
—
—
Currency translation adjustments and other movements
—
—
Profit attributable to non-controlling interests
—
—
At 31 December
(2 )
(3 )
—
—
Total equity at 31 December
6,518
7,349
Attributable to:
Ordinary shareholders
5,614
6,445
Paid-in equity holders
904
904
Non-controlling interests
(2 )
(3 )
—
—
6,518
7,349
(1)
The total distributable reserves for NWM Plc is £3,268 million (2021 – £4,035 million).
(2)
The unrealised losses on cash flow hedge reserves is mainly driven by deferment of losses on GBP net received fixed swaps as interest rates have increased.
The accompanying notes on pages 108 to 171, the accounting policies on pages 102 to 107 and the audited sections of the
Financial review and Risk and capital management on pages 33 to 80 form an integral part of these financial statements.
Cash flow statement for the year ended
31 December 2022
NWM Group
Annual Report and Accounts 2022
100
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Cash flows from operating activities
Operating loss before tax
(447 )
(714 )
(264)
(702)
Adjustments for:
Impairment losses/(releases)
(35 )
(1)
(36)
Amortisation of discounts and premiums of other financial assets
18
4
Depreciation and amortisation
6
9
(Write-back)/write-down of investments in subsidiaries
(81)
95
Change in fair value taken to profit or loss of other financial assets
168
80
Change in fair value taken to profit or loss on other financial liabilities
and subordinated liabilities
(251 )
(180 )
(169)
(147)
Elimination of foreign exchange differences
(458 )
(177)
529
Other non-cash items
(82 )
(1 )
(60)
5
Income receivable on other financial assets
(236 )
(130 )
(252)
(146)
Loss on sale of other financial assets
4
—
Dividends receivable from subsidiaries
(53)
(65)
Profit on sale of subsidiaries and associates
(2)
—
Loss on sale of other assets and net assets/liabilities
—
5
Interest payable on MRELs and subordinated liabilities
210
166
Loss on redemption of own debt
4
26
Charges and release on provisions
(7 )
15
43
Defined benefit pension schemes
2
4
Net cash flows from trading activities
(935 )
(632)
(130)
Decrease in trading assets
14,482
8,117
Decrease in derivative assets
6,377
60,854
(Increase)/decrease in settlement balance assets
(419 )
(891)
289
Decrease/(increase) in net loans to banks
(122 )
29
(122)
(Increase)/decrease in net loans to customers
(2,703 )
(2,336)
688
Decrease/(increase) in amounts due from holding company and subsidiaries
(105)
1,366
(Increase)/decrease in other financial assets
(62 )
(35)
37
Increase in other assets
(85 )
(10 )
(80)
(14)
Increase in bank deposits
1,128
46
Increase/(decrease) in customer deposits
(350 )
1,155
41
Increase/(decrease) in amounts due to holding company and fellow subsidiaries
(394 )
2,517
(3,597)
(Decrease)/increase in settlement balance liabilities
(58 )
(180 )
105
424
Decrease in trading liabilities
(11,690 )
(7,771 )
(13,894)
(9,797)
Decrease in derivatives liabilities
(4,912 )
(58,835 )
(4,342)
(58,658)
Increase in other financial liabilities
1,799
1,597
Decrease in other liabilities
(47 )
(154 )
(26)
(141)
Changes in operating assets and liabilities
5,883
1,130
Income taxes received
144
55
Net cash flows from operating activities
(1)
5,395
1,055
For notes to this table refer to the following page.
Cash flow statement for the year ended 31 December 2022 continued
NWM Group
Annual Report and Accounts 2022
101
NWM Group
NWM Plc
2022
2021
2022
2021
Note
£m
£m
£m
£m
Cash flows from investing activities
Sale and maturity of other financial assets
4,797
3,842
Purchase of other financial assets
(9,093 )
(4,617 )
(7,601)
(3,822)
Income received on other financial assets
252
146
(Purchase)/sale of investment in associates
(1 )
(1)
4
Dividends received from subsidiaries
53
65
Sale of property, plant and equipment
—
(4)
Purchase of property, plant and equipment
(2 )
(1 )
—
—
Net cash flows from investing activities
(2,905 )
(2,500)
231
Cash flows from financing activities
Movement in MRELs
(1,027 )
(1,234 )
(1,027)
(1,234)
Movement in subordinated liabilities
(573 )
(378 )
(350)
(339)
Dividends paid
(500 )
(1,063 )
(500)
(1,063)
Net cash flows from financing activities
26
(2,100 )
(2,675 )
(1,877)
(2,636)
Effects of exchange rate on cash and cash equivalents
(994 )
691
(721)
Net increase/(decrease) in cash and cash equivalents
(1,130 )
1,709
(2,071)
Cash and cash equivalents at 1 January
19,214
21,285
Cash and cash equivalents at 31 December
27
20,923
19,214
(1)
NWM Group includes interest received of £637 million (2021 - £419 million) and interest paid of £524 million (2021 - £330 million), and NWM Plc includes interest received of £677
million (2021 - £438 million) and interest paid of £557 million (2021 - £353 million).
The accompanying notes on pages 108 to 171, the accounting policies on pages 102 to 107 and the audited sections of the
Financial review and Risk and capital management on pages 33 to 80 form an integral part of these financial statements.
1. Presentation of financial statements
registered in Scotland. The financial statements are presented
in the functional currency, pounds sterling.
The audited financial statements include audited sections of the
Risk and capital management section. The directors have
prepared the financial statements on a going concern basis
after assessing the principal risks, forecasts, projections and
other relevant evidence over the twelve months from the date
the financial statements are approved (see the Report of the
directors) and in accordance with UK adopted International
Accounting Standards (IAS), International Financial Reporting
Standards (IFRS) as issued by the International Accounting
Standards Board (IASB), and IFRS as adopted by the European
Union. The critical and significant accounting policies and
related judgments are set out below.
The financial statements are presented on a historical cost
basis except for certain financial instruments which are stated
at fair value.
The effect of the amendments to IFRS effective from 1 January
2022 on our financial statements was immaterial.
Our consolidated financial statements incorporate the results of
NWM Plc and the entities it controls. Control arises when we
have the power to direct the activities of an entity so as to
affect the return from the entity. Control is assessed by
reference to our ability to enforce our will on the other entity,
typically through voting rights. The consolidated financial
statements are prepared under consistent accounting policies.
On acquisition of a subsidiary, the identifiable assets, liabilities
and contingent liabilities are included in the consolidated
financial statements at their fair value. A subsidiary is included
in the consolidated financial statements from the date it is
controlled by us until the date we cease to control it through a
sale or a significant change in circumstances. Changes in our
interest in a subsidiary that do not result in us ceasing to
control that subsidiary are accounted for as equity
transactions.
Transactions and balances between Group companies are
eliminated in the consolidated financial statements to show only
those transactions and balances external to us.
The judgments and assumptions involved in our accounting
policies that are considered by the Board to be the most
important to the portrayal of its financial condition are noted
below. The use of estimates, assumptions or models that differ
from those adopted by us would affect our reported results.
judgments and estimates
Business planning
Key financial estimates are based on management's latest five-
year revenue and cost forecasts. The outputs from this forecast
affect forward-looking accounting estimates. Measurement of
deferred tax and expected credit losses are highly sensitive to
reasonably possible changes in those anticipated conditions. In
2022, this exercise supports the development of NatWest
Group’s climate transition plan, including the assessment of
climate-related risks and opportunities.
changes in business operations, products and services to
support customer decarbonisation;
financial plans linked to business operations and strategy.
During 2022, the financial planning process has been
enhanced to incorporate climate related opportunities
included in the climate transition plan; and
development in UK Government policies, aligned with the
Committee on Climate Change Sixth carbon Budget
published in 2021. We also assume certain broader policy
responses and technological innovation to enable the wider
transition of the economy.
There remains considerable uncertainty regarding this
policy response, including the effect of wider geo-political
uncertainty on governmental ambitions regarding climate
transition and the effect of decarbonisation on wider
economic growth, technology development and customer
behaviours.
Our ‘base case’ economic assumptions are those we use for
our determination of expected credit loss. The inclusion of
climate factors may have greater effect in future periods.
We do not at this point include new revenue opportunities
nor do we assume unilateral commercial actions that are
inconsistent with our purpose led strategy that would have
material financial consequences.
Information used in other accounting estimates
We make use of reasonable and supportable information to
make accounting judgments and estimates. This includes
information about the observable effects of the physical and
transition risks of climate change on the current
creditworthiness of borrowers, asset values and market
indicators. It also includes the effect on our competitiveness
and profitability. Many of the effects arising from climate
change will be longer term in nature, with an inherent level of
uncertainty, and have limited effect on accounting judgments
and estimates for the current period. Some physical and
transition risks can manifest in the shorter term. The following
items represent the most significant effects:
The classification of financial instruments linked to climate,
or other sustainability indicators: consideration is given to
whether the effect of climate-related terms prevent the
instrument cashflows being solely payments of principal and
interest.
The measurement of expected credit loss considers the
ability of borrowers to make payments as they fall due.
Future cashflows are discounted, so long dated cashflows
are less likely to affect current expectations on credit loss.
Our assessment of sector specific risks, and whether
additional adjustments are required, include expectations of
the ability of those sectors to meet their financing needs in
the market. Changes in credit stewardship and credit risk
appetite that stem from climate considerations, such as oil
and gas, will directly affect our positions.
The use of market indicators as inputs to fair value is
assumed to include current information and knowledge
regarding the effect of climate risk.
The judgments and assumptions involved in our accounting
policies that are considered by the Board to be the most
important to the portrayal of our financial condition are noted
below. The use of estimates, assumptions or models that differ
from those adopted by us would affect our reported results.
Management’s consideration of uncertainty is outlined in the
relevant sections of this document, including the ECL estimate
in the Risk and capital management section.
Information used for significant estimate
Key financial estimates are based on management's latest five-
year revenue and cost forecasts. Changes in judgments and
assumptions could result in a material adjustment to those
estimates in future reporting periods. Consideration of this
source of estimate uncertainty has been set out in the notes
below (as applicable).
NWM Group
Annual Report and Accounts 2022
Policy
Judgment
Estimate
Further
information
Deferred tax
Determination of whether sufficient taxable
profits will be generated in future years to
recover DTA.
Our estimates are based on the five-year
revenue and cost forecasts (which include
inherent uncertainties).
Note 7
Fair value –
financial
instruments
Classification of a fair value instrument as
level 3, where the valuation is driven by
unobservable inputs.
Estimation of the fair value, where it is
reasonably possible to have alternative
assumptions in determining the FV.
Note 10
Loan
impairment
provisions
Definition of default against which to apply PD,
LGD and EAD models.
Criteria for a significant increase in credit risk.
Identification of risks not captured by the
models.
ECL estimates contain a number of
measurement uncertainties (such as the
selection of multiple economic scenarios) and
disclosures include sensitivities to show impact
on other reasonably possible scenarios.
Note 14
Provisions
for liabilities
and charges
Determination of whether a present obligation
exists in respect of customer redress, litigation
and other regulatory, property and other
provisions.
Legal proceedings often require a high degree
of judgment and these are likely to change as
the matter progresses.
Provisions remain sensitive to the assumptions
used in the estimate. We consider a wide
range of possible outcomes. It is often not
practically to meaningfully quantify ranges of
possible outcomes, given the uncertainties
involved.
Deferred tax is the tax expected to be payable or recoverable
in respect of temporary differences between the carrying
amount of an asset or liability for accounting purposes and the
carrying amount for tax purposes. Deferred tax liabilities are
generally recognised for all taxable temporary differences and
deferred tax assets are recognised to the extent their recovery
is probable.
Deferred tax is not recognised on temporary differences that
arise from initial recognition of an asset or a liability in a
transaction (other than a business combination) that at the time
of the transaction affects neither accounting nor taxable profit
or loss. Deferred tax is calculated using tax rates expected to
apply in the periods when the assets will be realised or the
liabilities settled, based on tax rates and laws enacted, or
substantively enacted, at the balance sheet date.
Deferred tax assets and liabilities are offset where we have a
legally enforceable right to offset and where they relate to
income taxes levied by the same taxation authority either on an
individual NatWest Group company or on NatWest Group
companies in the same tax group that intend, in future periods,
to settle current tax liabilities and assets on a net basis or on a
gross basis simultaneously.
Deferred tax asset recoverability is based on the level of
supporting offsetable deferred tax liabilities we have and of our
future taxable profits. These future taxable profits are based on
our five-year revenue and cost forecasts and the expectation of
long-term economic growth beyond this period. The five-year
forecast takes account of management’s current expectations
on competitiveness and profitability. The long-term growth rate
reflects external indicators which will include market
expectations on climate risk. We do not consider any additional
Financial instruments classified as mandatory fair value
through profit or loss; held-for-trading; designated fair value
through profit or loss and fair value through other
comprehensive income are recognised in the financial
statements at fair value. All derivatives are measured at fair
value.
Fair 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. A fair value
measurement considers the characteristics of the asset or
liability and the assumptions that a market participant would
consider when pricing the asset or liability.
We manage some portfolios of financial assets and financial
liabilities based on our net exposure to either market or credit
risk. In these cases, the fair value is derived from the net risk
exposure of that portfolio with portfolio level adjustments
applied to incorporate bid-offer spreads, counterparty credit
risk, and funding costs (see ‘Valuation Adjustments’).
Where the market for a financial instrument is not active, fair
value is established using a valuation technique. These
valuation techniques involve a degree of estimation, the extent
of which depends on the instrument’s complexity and the
availability of market-based data. The complexity and
uncertainty in the financial instrument’s fair value is
categorised using the fair value hierarchy.
The use of market indicators as inputs to fair value is assumed
to include current information and knowledge regarding the
At each balance sheet date each financial asset or portfolio of
financial assets measured at amortised cost or at fair value
through other comprehensive income, issued financial
guarantee and loan commitment (other than those classified as
held for trading) is assessed for impairment. Any change in
impairment is reported in the income statement.
Loss allowances are forward-looking, based on 12-month ECL
where there has not been a significant increase in credit risk
rating, otherwise allowances are based on lifetime expected
losses.
ECL are a probability-weighted estimate of credit losses. The
probability is determined by the risk of default which is applied
to the cash flow estimates. In the absence of a change in credit
rating, allowances are recognised when there is a reduction in
the net present value of expected cash flows.
Following a
significant increase in credit risk, ECL are adjusted from 12
months to lifetime. This will lead to a higher impairment charge.
NWM Group
Annual Report and Accounts 2022
The measurement of expected credit loss considers the ability
of borrowers to make payments as they fall due. Future
cashflows are discounted, so long dated cashflows are less
likely to affect current expectations on credit loss. Our
assessment of sector specific risks, and whether additional
adjustments are required, include expectations on the ability of
those sectors to meet their financing needs in the market.
Changes in credit stewardship and credit risk appetite that
stem from climate considerations, such as oil and gas, will
directly affect our positions.
Judgment is exercised as follows:
Models
– in certain low default portfolios, Basel parameter
estimates are also applied for IFRS 9.
Non-modelled portfolios
- use a standardised capital
requirement under Basel II. Under IFRS 9, they have
bespoke treatments for the identification of significant
increase in credit risk. Benchmark PDs, EADs and LGDs are
reviewed annually for appropriateness. The ECL calculation
is based on expected future cash flows, which is typically
applied at a portfolio level.
Multiple economic scenarios (MES)
– the central, or base,
scenario is most critical to the ECL calculation, independent
of the method used to generate a range of alternative
outcomes and their probabilities.
Significant increase in credit risk
- IFRS 9 requires that at
each reporting date, an entity shall assess whether the
credit risk on an account has increased significantly since
initial recognition. Part of this assessment requires a
comparison to be made between the current lifetime PD
(i.e., the current probability of default over the remaining
lifetime) with the equivalent lifetime PD as determined at
the date of initial recognition.
On restructuring where a financial asset is not derecognised,
the revised cash flows are used in re-estimating the credit loss.
Where restructuring causes derecognition of the original
financial asset, the fair value of the replacement asset is used
as the closing cash flow of the original asset.
Where, in the course of the orderly realisation of a loan, it is
exchanged for equity shares or property, the exchange is
accounted for as the sale of the loan and the acquisition of
equity securities or investment property. Where our acquired
interest is in equity shares, relevant polices for control,
associates and joint ventures apply.
Impaired financial assets are written off and therefore
derecognised from the balance sheet when we conclude that
there is no longer any realistic prospect of recovery of part, or
all, of the loan. For financial assets that are individually
assessed for impairment, the timing of the write-off is
determined on a case-by-case basis. Such financial assets are
reviewed regularly, and write-off will be prompted by
bankruptcy, insolvency, re-negotiation, and similar events.
We recognise a provision for a present obligation resulting from
a past event when it is more likely than not that we will be
required to pay to settle the obligation and the amount of the
obligation can be estimated reliably.
Provision is made for restructuring costs, including the costs of
redundancy, when we have a constructive obligation. An
obligation exists when we have a detailed formal plan for the
restructuring and have raised a valid expectation in those
affected either by starting to implement the plan or by
announcing its main features.
We recognise any onerous cost of the present obligation under
a contract as a provision. An onerous cost is the unavoidable
cost of meeting our contractual obligations that exceed the
expected economic benefits. When we intend to vacate a
leasehold property or right of use asset, the asset would be
tested for impairment and a provision may be recognised for
the ancillary contractual occupancy costs.
events, whose existence will be confirmed only by uncertain
future events, or present obligations arising from past events
that are not recognised because either an outflow of economic
benefits is not probable, or the amount of the obligation cannot
be reliably measured. Contingent liabilities are not recognised
but information about them is disclosed unless the possibility of
3. Significant accounting policies
3.1. Revenue recognition
Interest receivable and payable are recognised in the income
statement using the effective interest rate method for: all
financial instruments measured at amortised cost, debt
instruments measured as fair value through other
comprehensive income and the effective part of any related
accounting hedging instruments.
Other interest relating to financial instruments measured at fair
value is recognised as part of the movement in fair value and is
reported in income from trading activities or other operating
income as relevant. Fees in respect of services are recognised
as the right to consideration accrues through the performance
of each distinct service obligation to the customer. The
arrangements are generally contractual and the cost of
providing the service is incurred as the service is rendered. The
price is usually fixed and always determinable.
Employee costs, such as salaries, paid absences, and other
benefits are recognised over the period in which the employees
provide the related services to us. Employees may receive
variable compensation in cash, in deferred cash or debt
instruments of NWM Group or in ordinary shares of NatWest
Group plc subject to deferral, clawback and forfeiture criteria.
We operate a number of share-based compensation schemes
under which we grant awards of NatWest Group plc shares
and share options to our employees. Such awards are subject
to vesting conditions.
NWM Group
Annual Report and Accounts 2022
Variable compensation that is settled in cash or debt
instruments is charged to the income statement on a straight-
line basis over the period during which services are provided,
taking account of forfeiture and clawback criteria. The value of
employee services received in exchange for NatWest Group plc
shares and share options is recognised as an expense over the
vesting period, subject to deferral, clawback cancelation and
forfeiture criteria with a corresponding increase in equity. The
fair value of shares granted is the market price adjusted for the
expected effect of dividends as employees are not entitled to
dividends until shares are vested.
The fair value of options granted is determined using option
pricing models to estimate the numbers of shares likely to vest.
These consider the exercise price of the option, the current
share price, the risk-free interest rate, the expected volatility of
the share price over the life of the option and other relevant
Defined contribution pension scheme
A scheme where we pay fixed contributions and there is no
legal or constructive obligation to pay further contributions or
benefits. Contributions are recognised in the income statement
as employee service costs accrue.
Defined benefit pension scheme
A scheme that defines the benefit an employee will receive on
retirement and is dependent on one or more factors such as
age, salary, and years of service. The net of the recognisable
scheme assets and obligations is reported on the balance sheet
in other assets or other liabilities. The defined benefit obligation
is measured on an actuarial basis. The charge to the income
statement for pension costs (mainly the service cost and the
net interest on the net defined benefit asset or liability) is
recognised in operating expenses.
Actuarial gains and losses (i.e., gains and/or losses on re-
measuring the net defined benefit asset or liability
due to
changes in actuarial measurement assumptions) are recognised
in other comprehensive income in full in the period in which
they arise, and not subject to recycling to the income
statement.
The difference between scheme assets and scheme liabilities,
the net defined benefit asset or liability, is recognised on the
balance sheet if the criteria of the asset celling test are met.
This requires the net defined benefit surplus to be limited to the
present value of any economic benefits available to us in the
form of refunds from the plan or reduced contributions to it.
We will recognise a liability where a minimum funding
requirement exists for any of our defined benefit pension
schemes. This reflects agreed minimum funding and the
availability of a net surplus as determined as described above.
When estimating the liability for minimum funding requirements
we only include contributions that are substantively or
contractually agreed and do not include contingent and
discretionary features, including dividend-linked contributions
or contributions subject to contingent events requiring future
verification.
We will recognise a net defined benefit asset when the net
defined benefit surplus can generate a benefit in the form of a
refund or reduction in future contributions to the plan. The net
benefit pension asset is recognised at the present value of the
benefits that will be available to us excluding interest and the
effect of the asset ceiling (if any, excluding interest). Changes
in the present value of the net benefit pension asset are
3.3. Foreign currencies
Foreign exchange differences arising on the settlement of
foreign currency transactions and from the translation of
monetary assets and liabilities are reported in income from
trading activities except for differences arising on cash flow
hedges and hedges of net investments in foreign operations.
Non-monetary items denominated in foreign currencies that
are stated at fair value are translated into the functional
currency at the foreign exchange rates ruling at the dates the
values are determined. Translation differences are recognised
in the income statement except for differences arising on non-
monetary financial assets classified as fair value through other
comprehensive income.
Income and expenses of foreign subsidiaries and branches are
translated into sterling at average exchange rates unless these
do not approximate the foreign exchange rates ruling at the
dates of the transactions. Foreign exchange differences arising
on the translation of a foreign operation are recognised in
other comprehensive income. The amount accumulated in
equity is reclassified from equity to the income statement on
disposal of a foreign operation.
Tax encompassing current tax and deferred tax is recognised
the income statement except when taxable items are
recognised in other comprehensive income or equity. Tax
consequences arising from servicing financial instruments
classified as equity are recognised in the income statement.
Current tax is tax payable or recoverable in respect of the
taxable profit or loss for the year arising in the income
statement, other comprehensive income or equity. Provision is
made for current tax at rates enacted, or substantively
Financial instruments are measured at fair value on initial
recognition on the balance sheet.
Monetary financial assets are classified into one of the following
subsequent measurement categories (subject to business model
assessment and review of contractual cash flow for the
purposes of sole payments of principal and interest where
applicable):
amortised cost
measured at cost using the effective
interest rate method, less any impairment allowance;
fair value through other comprehensive income (FVOCI)
measured at fair value, using the effective interest rate
method and changes in fair value through other
comprehensive income;
mandatory fair value through profit or loss (MFVTPL)
measured at fair value and changes in fair value reported in
the income statement; or
designated at fair value through profit or loss (DFV)
measured at fair value and changes in fair value reported in
the income statement.
Classification by business model reflects how we manage our
financial assets to generate cash flows. A business model
assessment helps to ascertain the measurement approach
depending on whether cash flows result from holding financial
assets to collect the contractual cash flows, from selling those
financial assets, or both.
NWM Group
Annual Report and Accounts 2022
Business model assessment of assets is made at portfolio level,
being the level at which they are managed to achieve a
predefined business objective. This is expected to result in the
most consistent classification of assets because it aligns with
the stated objectives for the portfolio, its risk management,
manager’s remuneration and the ability to monitor sales of
assets from a portfolio. When a significant change to our
business is communicated to external parties, we reassess our
business model for managing those financial assets. We
reclassify financial assets if we have a significant change to the
business model. A reclassification is applied prospectively from
the reclassification date.
The contractual terms of a financial asset; any leverage
features; prepayment and extension terms; and discounts or
penalties to interest rates that are part of meeting
environmental, social and governance targets as well as other
contingent and leverage features, non-recourse arrangements
and features that could modify the timing and/or amount of the
contractual cash flows that might reset the effective rate of
interest; are considered in determining whether cash flows are
solely payments of principal and interest.
Certain financial assets may be designated at fair value
through profit or loss (DFV) upon initial recognition if such
designation eliminates, or significantly reduces, accounting
mismatch
.
Equity shares are measured at fair value through profit or loss
unless specifically elected as at fair value through other
comprehensive income (FVOCI).
Upon disposal, the cumulative gains or losses in fair value
through other comprehensive income reserve are recycled to
the income statement for monetary assets and for non-
monetary assets (equity shares) the cumulative gains or losses
are transferred directly to retained earnings.
Regular way purchases and sales of financial assets classified
as amortised cost are recognised on the settlement date; all
other regular way transactions in financial assets are
recognised on the trade date.
Financial liabilities are classified into one of following
measurement categories:
amortised cost
measured at cost using the effective interest
rate method;
held for trading
measured at fair value and changes in fair
value reported in income statement; or
designated at fair value through profit or loss
measured at
fair value and changes in fair value reported in the income
statement except changes in fair value attributable to the
credit risk component recognised in other comprehensive
Under a financial guarantee contract, we, in return for a fee,
undertake to meet a customer’s obligations under the terms of
a debt instrument if the customer fails to do so. A financial
guarantee is recognised as a liability; initially at fair value and,
if not designated as at fair value through profit or loss,
subsequently at the higher of its initial value less cumulative
amortisation and any provision under the contract measured in
accordance with our ECL accounting policy. Amortisation is
calculated to recognise fees receivable in profit or loss over the
A financial asset is derecognised (removed from the balance
sheet) when the contractual right to receive cash flows from
the asset has expired or when it has been transferred and the
transfer qualifies for derecognition. Conversely, an asset is not
derecognised in a contract under which we retain substantially
all the risks and rewards of ownership.
A financial liability is removed from the balance sheet when the
obligation is paid, or is cancelled, or expires. Cancellation
includes the issuance of a substitute instrument on substantially
Financial assets and financial liabilities are offset, and the net
amount presented on the balance sheet when, and only when,
we currently have a legally enforceable right to set off the
recognised amounts and we intend either to settle on a net
basis or to realise the asset and settle the liability
simultaneously. We are party to a number of arrangements,
including master netting agreements, that give us the right to
offset financial assets and financial liabilities, but where we do
not intend to settle the amounts net or simultaneously, the
assets and liabilities concerned are presented separately on the
We classify a financial instrument that we issue as a liability if it
is a contractual obligation to deliver cash or another financial
asset, or to exchange financial assets or financial liabilities on
potentially unfavourable terms and as equity if we evidence a
residual interest in our assets after the deduction of liabilities.
Incremental costs and related tax that are directly attributable
Derivatives are reported on the balance sheet at fair value.
We use derivatives as part of our trading activities, to manage
our own risk such as interest rate, foreign exchange, or credit
risk or in certain customer transactions. Not all derivatives used
to manage risk are in hedge accounting relationships (an IFRS
method to reduce accounting mismatch from changes in the
fair value of derivatives reported in the income statement).
Gains and losses arising from changes in the fair value of
derivatives that are not in hedge relationships are recognised in
the income statement in Income from trading activities except
for gains and losses on those derivatives that are managed
together with financial instruments designated at fair value;
these gains and losses are included in Other operating income.
We enter into three types of hedge accounting relationships
(see later). Hedge accounting relationships are designated and
documented at inception in line with the requirements of IAS 39
Financial instruments – Recognition and Measurement. The
documentation identifies the hedged item, the hedging
instrument and details of the risk that is being hedged and the
way in which effectiveness will be assessed at inception and
during the period of the hedge. When designating a hedging
relationship, we consider: the economic relationship between
the hedged item (including the risk being hedged) and the
hedging instrument; the nature of the risk; the risk
management objective and strategy for undertaking the hedge;
and the appropriateness of the method that will be used to
assess hedge effectiveness.
Designated hedging relationships must be expected to be highly
effective both on a prospective and retrospective basis. Hedge
effectiveness is assessed by reference to the degree of
offsetting between the changes in fair value or cash flows
attributable to the hedged risk and the changes in fair value of
the designated hedging derivatives.
NWM Group
Annual Report and Accounts 2022
The gain or loss on the hedging instrument and the hedged
item attributable to the hedged risk is recognised in the income
statement. Where the hedged item is measured at amortised
cost, the balance sheet amount of the hedged item is also
adjusted.
Cash flow hedge
The effective portion of the designated hedge relationship is
recognised in other comprehensive income and the ineffective
portion in the income statement. When the hedged item
(forecasted cash flows) results in the recognition of a financial
asset or financial liability, the cumulative gain or loss is
reclassified from equity to the income statement in the same
periods in which the hedged forecasted cash flows affect the
income statement.
Hedge of net investment in a foreign operation
In the hedge of a net investment in a foreign operation, the
effective portion of the designated hedge relationship is
recognised in other comprehensive income. Any ineffective
portion is recognised in profit or loss. Non-derivative financial
liabilities as well as derivatives may be designated as a hedging
instrument in a net investment hedge.
Discontinuation of hedge accounting
Hedge accounting is discontinued if the hedge no longer meets
the criteria for hedge accounting
i.e. the hedge is not highly
effective in offsetting changes in fair value or cash flows
attributable to the hedged risk, consistent with the documented
risk management strategy; the hedging instrument expires or is
sold, terminated or exercised; or if hedge designation is
revoked.
For fair value hedging any cumulative adjustment is amortised
to the income statement over the life of the hedged item.
Where the hedge item is no longer on the balance sheet the
adjustment to the hedged item is reported in the income
statement.
For cash flow hedging the cumulative unrealised gain or loss is
reclassified from equity to the income statement when the
hedged cash flows occur or, if the forecast transaction results
in the recognition of a financial asset or financial liability, when
the hedged forecast cash flows affect the income statement.
Where a forecast transaction is no longer expected to occur,
the cumulative unrealised gain or loss is reclassified from equity
to the income statement immediately.
For net investment hedging on disposal or partial disposal of a
foreign operation, the amount accumulated in equity is
Our investments in Group undertakings (subsidiaries) are stated
International Financial Reporting Standards
Effective 1 January 2023
IFRS 17 Insurance Contracts (Amendments to IFRS 17
Insurance Contracts);
Deferred Tax related to Assets and Liabilities arising from
a Single Transaction (Amendments to IAS 12);
Definition of Accounting Estimates (Amendments to IAS 8);
and
Disclosure of Accounting Policies (Amendments to IAS 1
and IFRS Practice Statement 2).
Other new standards and amendments that are effective for
annual periods beginning after 1 January 2024, with earlier
application permitted, are set out below.
Effective 1 January 2024
Classification of Liabilities as Current or Non-current
(Amendments to IAS 1);
Non-current Liabilities with Covenants (Amendments to
IAS 1)
Lease Liability in a sale and Leaseback (Amendments to
IFRS 16).
We are assessing the effect of adopting these standards and
amendments on our financial statements but do not expect the
Notes to the financial statements
NWM Group
Annual Report and Accounts 2022
1 Net interest income
2022
2021
£m
£m
Balances at central banks and loans to banks - amortised cost
198
39
Loans to customers - amortised cost
273
207
Amounts due from holding company and fellow subsidiaries
12
14
Other financial assets
262
83
Interest receivable
745
343
Balances with banks
72
64
Customer deposits
63
7
Amounts due to holding company and fellow subsidiaries
178
169
Other financial liabilities
341
95
Interest payable
654
335
Net interest income
91
8
Interest income on financial instruments measured at amortised cost and debt instruments classified as FVOCI is measured using
the effective interest rate which allocates the interest income or interest expense over the expected life of the asset or liability at
the rate that exactly discounts all estimated future cash flows to equal the instrument's initial carrying amount. Calculation of the
effective interest rate takes into account fees payable or receivable that are an integral part of the instrument's yield, premiums or
discounts on acquisition or issue, early redemption fees and transaction costs. All contractual terms of a financial instrument are
considered when estimating future cash flows.
For accounting policy information see Accounting policies note 3.1.
2 Non-interest income
2022
2021
£m
£m
Net fees and commissions
191
158
Income from trading activities
Foreign exchange
237
191
Interest rate
92
(17)
Credit
18
83
Changes in fair value of own debt and derivative liabilities attributable to own credit risk
- debt securities in issue and derivative liabilities
42
6
389
263
Other operating income
Loss on redemption of own debt
(74)
(26)
Operating lease and other rental income
1
2
Changes in fair value of financial assets and liabilities designated at fair value through profit or loss
(1)
16
(8)
Hedge ineffectiveness
(7)
(10)
Profit on disposal of amortised cost assets
87
10
Loss on disposal of fair value through other comprehensive income assets
(7)
(1)
Dividend income
6
4
Other income
(4)
1
18
(28)
Total
598
393
(1)
Includes related derivatives.
For accounting policy information see Accounting policies note 3.1 and 3.3.
NWM Group
Annual Report and Accounts 2022
3 Operating expenses
2022
2021
£m
£m
Wages, salaries and other staff costs
244
358
Temporary and contract costs
5
12
Social security costs
40
36
Bonus awards
92
72
Pension costs
19
20
- defined benefit schemes (see Note 5)
2
4
- defined contribution schemes
17
16
Staff costs
400
498
Premises and equipment
60
110
Depreciation and amortisation
16
20
Other administrative expenses
(1,2)
652
522
Administrative expenses
728
652
1,128
1,150
(1)
Includes £552 million (2021 - £433 million) recharges from other NatWest Group entities, mainly NWB Plc which provides the majority of shared services (including technology) and
operational processes.
(2)
Includes litigation and other regulatory costs. Further details are provided in Note 20.
For accounting policy information see Accounting policies note 3.2.
The average number of persons employed, rounded to the nearest hundred, during the year, excluding temporary staff, was 1,600
(2021 – 1,900). The number of persons employed by NWM Group at 31 December 2022, excluding temporary staff, was as follows:
2022
2021
UK
900
1,000
USA
300
300
Rest of the World
400
300
Total
1,600
1,600
Bonus awards
The following tables analyse NWM Group's bonus awards.
2022
2021
Change
£m
£m
%
Non-deferred cash awards
(1)
3
3
—
Deferred cash awards
70
52
35%
Deferred share awards
28
22
27%
Total deferred bonus awards
98
74
32%
Total bonus awards
(2)
101
77
31%
2022
2021
Reconciliation of bonus awards to income statement charge
£m
£m
Bonuses awarded
101
77
Less: deferral of charge for amounts awarded for current year
(41)
(30)
Income statement charge for amounts awarded in current year
60
47
Add: current year charge for amounts deferred from prior years
35
36
Less: forfeiture of amounts deferred from prior years
(3)
(11)
Income statement charge for amounts deferred from prior years
32
25
Income statement charge for bonus awards
(2)
92
72
(1)
Non-deferred cash awards are limited to £2,000 for all employees.
(2)
Excludes other performance related compensation.
NWM Group
Annual Report and Accounts 2022
4 Segmental Analysis
Reportable operating segments
The reportable operating segments are as follows:
NatWest Markets
Offers its customers global market access, providing them with
trading, risk management and financing solutions through its
trading hubs in London, Amsterdam, Singapore and Stamford
and sales offices across key locations in the UK, EU, US and
Asia.
Central items & other
Includes corporate functions and other activity not managed in
the NatWest Markets segment. In 2022 and 2021, this
substantially comprised of litigation and conduct costs.
NatWest markets
Central items and
other
Total
2022
£m
£m
£m
Interest receivable
745
—
745
Interest payable
(654)
—
(654)
Net fees and commissions
188
3
191
Other non-interest income
413
(6)
407
Total income
692
(3)
689
Depreciation and amortisation
(16)
—
(16)
Other operating expenses
(1,039)
(73)
(1,112)
Impairment losses
(8)
—
(8)
Operating loss
(371)
(76)
(447)
2021
Interest receivable
343
—
343
Interest payable
(335)
—
(335)
Net fees and commissions
158
—
158
Other non-interest income
243
(8)
235
Total income
409
(8)
401
Depreciation and amortisation
(20)
—
(20)
Other operating expenses
(1,137)
7
(1,130)
Impairment releases
35
—
35
Operating loss
(713)
(1)
(714)
Total revenue (1)
2022
2021
NatWest
Markets
Central items
and other
Total
NatWest Markets
Central items
and other
Total
£m
£m
£m
£m
£m
£m
Total
1,507
(6)
1,501
848
(8)
840
(1)
Total revenue comprises interest receivable, fees and commissions receivable, income from trading activities and other operating income.
31 December
31 December
2022
2021
Analysis of net fees and commissions
£m
£m
Fees and commissions receivable
- Lending and financing
88
74
- Brokerage
44
41
- Underwriting fees
117
127
- Other
100
20
Total
349
262
Fees and commissions payable
(158)
(104)
Net fees and commissions
191
158
2022
2021
NatWest
Markets
Central items
and other
Total
NatWest Markets
Central items
and other
Total
Total assets and liabilities
£m
£m
£m
£m
£m
£m
Assets
189,769
—
189,769
203,010
1
203,011
Liabilities
183,206
—
183,206
195,560
(1)
195,559
NWM Group
Annual Report and Accounts 2022
Geographical segments
The geographical analysis in the tables below has been compiled on the basis of location of office where the transactions are
recorded.
UK
USA
Europe
RoW
Total
2022
£m
£m
£m
£m
£m
Total revenue
1,012
117
280
92
1,501
Interest receivable
614
37
85
9
745
Interest payable
(582)
(2)
(67)
(3)
(654)
Fees and commissions receivable
47
65
178
59
349
Fees and commissions payable
(120)
(21)
(17)
—
(158)
Income from trading activities
366
1
—
22
389
Other operating income
(15)
14
17
2
18
Total income
310
94
196
89
689
Operating (loss)/profit before tax
(474)
(46)
41
32
(447)
Total assets
130,145
25,977
30,679
2,968
189,769
Total liabilities
132,315
27,034
22,040
1,817
183,206
Contingent liabilities and commitments
7,036
—
7,544
17
14,597
2021
Total revenue
594
91
132
23
840
Interest receivable
262
20
56
5
343
Interest payable
(269)
(2)
(62)
(2)
(335)
Fees and commissions receivable
168
17
77
—
262
Fees and commissions payable
(236)
11
79
42
(104)
Income from trading activities
190
53
2
18
263
Other operating income
(27)
2
(3)
—
(28)
Total income
88
101
149
63
401
Operating (loss)/profit before tax
(802)
48
39
1
(714)
Total assets
158,100
21,823
20,668
2,420
203,011
Total liabilities
158,137
23,330
12,820
1,272
195,559
Contingent liabilities and commitments
6,482
—
5,450
18
11,950
NWM Group
Annual Report and Accounts 2022
5 Pensions
Defined contribution schemes
NWM Group sponsors a number of defined contribution pension
schemes in different territories, which new employees are
offered the opportunity to join.
Defined benefit schemes
NWM Group sponsors a number of pension schemes in the UK
and overseas, including the AA and NatWest Markets (NWM)
sections of the NatWest Group Pension Fund which operate
under UK trust law and are managed and administered on
behalf of their members in accordance with the terms of the
trust deed, the scheme rules and UK legislation.
Pension fund trustees are appointed to operate each fund and
ensure benefits are paid in accordance with the scheme rules
and national law. The trustees are the legal owner of a
scheme’s assets and have a duty to act in the best interests of
all scheme members.
The schemes generally provide a pension of one-sixtieth of final
pensionable salary for each year of service prior to retirement
up to a maximum of 40 years and are contributory for current
members. These have been closed to new entrants for over ten
years, although active members continue to build up additional
pension benefits, currently subject to 2% maximum annual
salary inflation, while they remain employed by NWM Group.
The corporate trustee is NatWest Pension Trustee Limited (the
Trustee), a wholly owned subsidiary of NWB Plc. The Board of
the Trustee comprises four-member trustee directors selected
from eligible active staff, deferred and pensioner members who
apply and six appointed by NatWest Group. Under UK
legislation, a defined benefit pension scheme is required to
meet the statutory funding objective of having sufficient and
appropriate assets to cover its liabilities (the pensions that have
been promised to members).
Investment strategy
The assets of the AA section, which is typical of other group
schemes, represent 81% of all plan assets at 31 December 2022
(2021 – 78% of plan assets) and are invested as shown below.
The AA and NWM sections employ physical, derivative and
non-derivative instruments to achieve a desired asset class
exposure and to reduce the schemes’ interest rate, inflation
and currency risk. This means that the net funding positions
are considerably less sensitive to changes in market conditions
than the value of the assets or liabilities in isolation.
In
particular, the Trustee hedges movements in interest rates and
inflation.
Over the year, increases in bond yields resulted in many
pension schemes in the UK having to raise additional collateral
to support Liability-driven investments positions held as part of
their hedging strategies. Liability-driven investments (LDI) refer
to assets that are expected to move broadly in line with
liabilities on a specific basis. All of the Group’s schemes
affected by this were able to raise the collateral needed from
existing assets, with no additional support from the Group. The
Trustee of the Group Pension Fund takes a prudent approach
to liquidity and collateral and holds sufficient collateral to
withstand substantial rises in gilt yields.
Swaps have been executed at prevailing market rates and
within standard market bid/offer spreads with a number of
counterparty banks, including NWB Plc.
2022
2021
Major classes of plan assets as a percentage of total plan assets
Quoted
Unquoted
Total
Quoted
Unquoted
Total
of the AA section
%
%
%
%
%
%
Equities
—
2.1
2.1
2.4
0.6
3.0
Index linked bonds
30.8
—
30.8
40.8
—
40.8
Government bonds
16.5
—
16.5
4.3
—
4.3
Corporate and other bonds
20.2
6.4
26.6
15.5
10.1
25.6
Real estate
—
—
—
—
2.0
2.0
Derivatives
—
4.3
4.3
—
6.5
6.5
Cash and other assets
—
19.7
19.7
—
17.8
17.8
67.5
32.5
100.0
63.0
37.0
100.0
NWM Group
Annual Report and Accounts 2022
5 Pensions continued
The schemes do not invest directly in NWM Group but can have exposure to NWM Group. The trustees are responsible for
ensuring that indirect investments in NWM Group do not exceed the 5% regulatory limit.
AA section
All schemes (3)
Fair value
of plan
assets
Present
value of
defines
benefit
obligation (1)
Net pension
asset/(liability
)
Fair value of
plan assets
Present
value of
defined
benefit
obligation (1)
Asset
ceiling/minimum
funding (2)
Net pension
asset/(liability
)
Changes in value of net pension asset/(liability)
£m
£m
£m
£m
£m
£m
£m
At 1 January 2021
1,164
(906)
258
1,503
(1,219)
(83)
201
Currency translation and other adjustments
(1)
—
(1)
(11)
13
(2)
—
Income statement - operating expenses
16
(13)
3
21
(24)
(1)
(4)
Other comprehensive income
21
16
37
18
12
6
36
Contributions by employer
1
—
1
7
—
—
7
Contributions by plan participants and other scheme
members
—
—
—
—
—
—
—
Benefits paid
(48)
48
—
(65)
65
—
—
Transfers to/from fellow subsidiaries
—
—
—
—
—
—
—
At 1 January 2022
1,153
(855)
298
1,473
(1,153)
(80)
240
Currency translation and other adjustments
—
—
—
—
—
—
—
Income statement - operating expenses
Net interest expense
20
(15)
5
26
(23)
(1)
2
Gain on curtailments
—
—
—
—
1
—
1
Current service cost
—
(1)
(1)
—
(5)
—
(5)
20
(16)
4
26
(27)
(1)
(2)
Other comprehensive income
Return on plan assets excluding recognised interest
income
(4)
(369)
—
(369)
(509)
—
—
(509)
Experience gains and losses
(4)
—
(45)
(45)
—
(53)
—
(53)
Effect of changes in actuarial financial assumptions
(4)
—
345
345
—
481
—
481
Effect of changes in demographic assumptions
—
—
—
—
1
—
1
Asset ceiling adjustments
—
—
—
—
12
12
(369)
300
(69)
(509)
429
12
(68)
Contributions by employer
2
2
8
—
—
8
Benefits paid
(40)
40
—
(52)
52
—
—
Assets and liabilities extinguished on settlements
—
—
—
(4)
4
—
—
Transfers to/from fellow subsidiaries
—
—
—
(2)
2
—
—
At 31 December 2022
766
(531)
235
940
(693)
(69)
178
(1)
Defined benefit obligations are subject to annual valuation by independent actuaries.
(2)
In recognising the net surplus or deficit of a pension scheme, the funded status of each scheme is adjusted to reflect any minimum funding requirement imposed on the sponsor and
any ceiling on the amount that the sponsor has an unconditional right to recover from a scheme.
(3)
Includes the NWM Section which has a net pension asset of £nil at 31 December 2022 (2021- net pension asset of £nil). This scheme has plan assets of £155 million, a defined
benefit obligation of £86 million and an asset ceiling of £69 million (2021- £287 million, £208 million and £80 million respectively).
(4)
Changes in market conditions during 2022 resulted in a particularly large increase in discount rate, which is the key driver of the effect of changes in actuarial financial assumptions.
Given the level of hedging in place, there was a corresponding reduction in the value of plan assets over the period. The experience losses shown are mainly as a result of inflation
over the year being higher than expected.
(5)
NWM Group expects to make contributions to the AA section of £2.5 million and to the NWM section of £4.4 million in 2023.
All schemes
2022
2021
Amounts recognised on the balance sheet
£m
£m
Fund asset at fair value
940
1,473
Present value of fund liabilities
(693)
(1,153)
Funded status
247
320
Assets ceiling/minimum funding
(69)
(80)
178
240
2022
2021
Net pension asset/(liability) comprises
£m
£m
Net assets of schemes in surplus (included in Other assets, Note 17)
241
306
Net liabilities of schemes in deficit (included in Other liabilities, Note 20)
(63)
(66)
178
240
NWM Group
Annual Report and Accounts 2022
Funding and contributions by NWM Group
In the UK, the trustees of defined benefit pension schemes are
required to perform funding valuations at least every three
years. The trustees and the sponsoring company, with the
support of the Scheme Actuary, agree the assumptions used to
value the liabilities and determine future funding requirements.
The funding assumptions incorporate a margin for prudence
over and above the expected cost of providing the benefits
promised to members, taking into account the sponsor’s
covenant and the investment strategy of the scheme. Similar
arrangements apply in the other territories where NWM Group
sponsors defined benefit pension schemes.
The triennial funding valuation of the AA and NWM sections as
at 31 December 2020 was completed during 2021. This
determined the funding level to be 108% and 111% respectively,
based on pension liabilities of £1,071 million and £267 million.
No further deficit contributions are due.
The key assumptions used to determine the funding liabilities
were the discount rate, which is determined based on a gilt
yield curve plus 0.4% per annum, and mortality assumptions,
which result in life expectancies of 28.3/30.1 years for
males/females who are currently age 60 and 30.2/31.8 years
from age 60 for males/females who are currently aged 40.
Accounting assumptions
Placing a value on NWM Group’s defined benefit pension
schemes’ liabilities require NWM Group’s management to make
a number of assumptions, with the support of independent
actuaries. The ultimate cost of the defined benefit obligations
depends upon actual future events and the assumptions made
are unlikely to be exactly borne out in practice, meaning the
final cost may be higher or lower than expected.
The most significant assumptions used for the AA section are shown below:
Principal IAS 19 actuarial assumptions
2022
2021
%
%
Discount rate
5.0
1.8
Inflation assumption (RPI)
3.2
3.3
Rate of increase in salaries
1.8
1.8
Rate of increase in deferred pensions
2.5
2.9
Rate of increase in pensions in payment
3.0
2.9
Lump sum conversion rate at retirement
18
18
Longevity at age 60:
years
years
Current pensioners
Males
27.9
27.9
Females
29.8
29.7
Future pensioners, currently aged 40
Males
29.5
29.5
Females
31.2
31.1
The above financial assumptions are long term assumptions set with reference to the period over which the obligations are expected to be settled.
Discount rate
The IAS 19 valuation uses a single discount rate set by
reference to the yield on a basket of ‘high quality’ sterling
corporate bonds.
Significant judgment is required when setting the criteria for
bonds to be included in the basket of bonds that determines the
discount rate used in the IAS 19 valuations. The criteria include
issue size, quality of pricing and the exclusion of outliers.
Judgment is also required in determining the shape of the yield
curve at long durations: a constant credit spread relative to
gilts is assumed. Sensitivity to the main assumptions is
presented below.
NWM Group
Annual Report and Accounts 2022
The table below shows how the present value of the net pension asset of the AA section would change if the key assumptions used
were changed independently. In practice the variables have a degree of correlation and do not move completely in isolation.
(Decrease)/increase
in value of assets
(Decrease)/increase
in value of liabilities
Increase in net
pension
(obligations)/assets
2022
£m
£m
£m
0.25% increase in interest rates/discount rate
(1)
(26)
(17)
(9)
0.25% increase in inflation
24
12
12
0.25% increase in credit spreads
—
(17)
17
Longevity increase of one year
—
17
(17)
0.25% additional rate of increase in pensions in payment
—
15
(15)
Increase in equity values of 10%
(2)
2
—
2
2021
0.25% increase in interest rates/discount rate
(55)
(35)
(20)
0.25% increase in inflation
44
25
19
0.25% increase in credit spreads
—
(35)
35
Longevity increase of one year
—
37
(37)
0.25% additional rate of increase in pensions in payment
—
32
(32)
Increase in equity values of 10%
(2)
4
—
4
(1)
A 0.5% increase in interest rates/discount rate would lead to a decrease of £50.3m in the value of assets and a £34.1m decrease in the value of liabilities at 31 December 2022.
(2)
Includes both quoted and private equity.
The funded status is most sensitive to movements in credit spreads and longevity. Note the longevity sensitivities quoted above
reflect the impact of a one year increase to single life annuities. The table below shows the combined change in the funded status
of the AA section as a result of larger movements in these assumptions, assuming no changes in other assumptions.
Change in life expectancies
-2 years
-1 years
No change
+1 year
+2 years
2022
£m
£m
£m
£m
£m
Change in credit spreads
+50 bps
66
50
34
19
4
No change
34
17
—
(17)
(33)
-50 bps
(3)
(21)
(39)
(57)
(74)
2021
Change in credit spreads
+50 bps
135
102
70
37
(4)
No change
75
37
—
(37)
(76)
-50 bps
4
(39)
(82)
(127)
(172)
The defined benefit obligation is attributable to the different classes of AA section members in the following proportions:
2022
2021
Membership category
%
%
Active members
0.2
0.2
Deferred members
50.7
56.2
Pensioners and dependants
49.1
43.6
100.0
100.0
The experience history of the AA section is shown below:
2022
2021
History of defined benefit schemes
£m
£m
Fair value of plan assets
766
1,153
Present value of plan obligations
(531)
(855)
Net surplus
235
298
Experience losses on plan liabilities
(45)
(12)
Experience (losses)/gains on plan assets
(369)
21
Actual return on plan assets
(349)
37
Actual return on plan assets
(30.3%)
3.2%
NWM Group
Annual Report and Accounts 2022
6 Auditor’s remuneration
Amounts payable to the NWM Group’s auditors for statutory audit and other services are set out below:
2022
2021
£m
£m
Fees payable for:
- the audit of the NWM Group’s annual accounts
6.8
6.4
- the audit of NWM Plc’s subsidiaries
3.1
2.9
- audit-related assurance services
—
0.6
Total audit and audit-related assurance services fees
9.9
9.9
Corporate finance services
0.2
0.3
Total other services
0.2
0.3
Fees payable to the auditor for non-audit services are disclosed in the consolidated financial statements of NatWest Group plc.
NWM Group
Annual Report and Accounts 2022
7 Tax
2022
2021
£m
£m
Current tax
Credit for the year
43
171
Over provision in respect of prior years
28
1
71
172
Deferred tax
Credit for the year
143
17
UK tax rate change impact
(1)
25
(21)
Net (decrease)/increase in the carrying value of deferred tax assets in respect of UK and Netherlands
losses
(53)
39
(Under)/over provision in respect of prior years
(2)
(3)
16
Tax credit for the year
183
223
(1)
It was announced in the UK Government’s budget on 27 October 2021 that the main UK banking surcharge will decrease from 8% to 3% from 1 April 2023. This legislative change
was enacted on 24 February 2022.
(2)
Prior year tax adjustments incorporate refinements to tax computations made on submission and agreement with the tax authorities and adjustments to provisions in respect of
uncertain tax positions.
The actual tax credit differs from the expected tax credit, computed by applying the standard rate of UK corporation tax of 19%
(2021 – 19%), as follows:
2022
2021
£m
£m
Expected tax credit
85
136
Losses and temporary differences in year where no deferred tax asset recognised
(18)
(18)
Foreign profits taxed at other rates
(5)
(5)
Items not allowed for tax:
- losses on disposal and write-downs
(1)
—
- UK bank levy
(5)
(3)
- regulatory and legal actions
(13)
(1)
- other disallowable items
(6)
(7)
Non-taxable RPI related uplift on index linked gilts
(1)
67
—
Other non-taxable items
3
12
Unrecognised losses brought forward and utilised
6
8
(Decrease)/increase in the carrying value of deferred tax assets in respect of:
- UK losses
(53)
(9)
- Netherlands losses
—
48
Banking surcharge
59
54
Tax on paid-in equity dividends
14
12
UK tax rate change impact
25
(21)
Adjustments in respect of prior years
25
17
Actual tax credit
183
223
(1)
The tax impact of this adjustment (£135 million credit) is allocated across the Non-taxable RPI related uplift on index linked gilts, Adjustments in respect of prior years and Banking
surcharge reconciling items.
For accounting policy information see Accounting policies Note 2.1.
NWM Group’s corporate income tax credit and its provisions for corporate income taxes necessarily involve a significant degree of
estimation and judgment. The tax treatment of some transactions is uncertain and tax computations are yet to be agreed with the
tax authorities in a number of jurisdictions. NWM Group recognises anticipated tax liabilities based on all available evidence and,
where appropriate, in the light of external advice. Any difference between the final outcome and the amounts provided will affect
NWM Group
Annual Report and Accounts 2022
Deferred tax
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Deferred tax asset (included in Other assets, Note 17)
(46)
(48)
—
—
Deferred tax liability (included in Other liabilities, Note 20)
101
374
92
352
Net deferred tax liability
55
326
92
352
Net deferred tax liability/(asset) comprised:
NWM Group
Pension
Accelerated
ca
pital allowances
Expense
provisions
Financial
instruments (1)
Tax
losses
carried forward
Other
Total
£m
£m
£m
£m
£m
£m
£m
At 1 January 2021
79
260
(23)
158
(62)
3
415
Charge/(credit) to
income statement:
1
(1)
(2)
(5)
(43)
(1)
(51)
Charge/(credit) to other comprehensive income
18
—
(4)
(53)
—
—
(39)
Currency translation and other adjustments
—
—
—
—
1
—
1
At 31 December 2021
98
259
(29)
100
(104)
2
326
Charge/(credit) to
income statement
2
(151)
6
(27)
57
1
(112)
Credit to other comprehensive income
(18)
—
—
(139)
—
—
(157)
Currency translation and other adjustments
—
—
—
—
(2)
—
(2)
At 31 December 2022
82
108
(23)
(66)
(49)
3
55
NWM Plc
Pension
Accelerated
ca
pital
allowances
Expense
provisions
Financial
instruments (1)
Tax
losses
carried forward
Other
Total
£m
£m
£m
£m
£m
£m
£m
At 1 January 2021
79
246
(23)
142
(62)
(4)
378
Charge/(credit) to
income statement
1
4
(2)
2
6
2
13
Charge/(credit) to other comprehensive income
18
—
(4)
(53)
—
—
(39)
At 31 December 2021
98
250
(29)
91
(56)
(2)
352
Charge/(credit) to
income statement
2
(148)
6
(18)
53
3
(102)
Credit to other comprehensive income
(18)
—
—
(139)
—
(1)
(158)
At 31 December 2022
82
102
(23)
(66)
(3)
—
92
(1)
The in-year movement predominantly relates to cash flow hedges.
Deferred tax assets in respect of unused tax losses are recognised if the losses can be used to offset probable future taxable profits
after taking into account the expected reversal of other temporary differences. Recognised deferred tax assets in respect of tax
losses are analysed below.
2022
2021
£m
£m
UK tax losses carried forward
- NWM Plc
3
56
Total
3
56
Overseas tax losses carried forward
- NWM N.V.
46
48
49
104
NWM Group
Annual Report and Accounts 2022
The deferred tax liability of £101 million at 31 December 2022
(2021 – liability of £374 million) includes a deferred tax asset on
losses of £3 million. The deferred tax asset of £46 million as at
31 December 2022 (2021 - £48 million) comprises losses which
arose in the Netherlands.
It was announced in the UK Government’s budget on 27
October 2021 that the UK banking surcharge will decrease
from 8% to 3% from 1 April 2023. This legislative change was
enacted on 24 February 2022. NWM Group’s closing deferred
tax assets and liabilities have therefore been recalculated
taking into account this change of rate and the applicable
period the deferred tax assets and liabilities are expected to
crystallise.
Judgment
- NWM Group has considered the carrying value of
deferred tax assets and management considers that sufficient
taxable profits will be generated in future years to recover the
remaining deferred tax asset.
Estimate
– These estimates are partly based on forecast
performance. They have regard to inherent uncertainties, such
as climate change. The deferred tax asset in NWM Plc is
supported by way of future reversing taxable temporary
differences on which deferred tax liabilities are recognised at
UK tax losses
Under UK tax rules, tax losses can be carried forward
indefinitely. As the recognised tax losses in NWM Plc arose
prior to 1 April 2015, credit in future periods is given against
25% of profits at the main rate of UK corporation tax, excluding
the Banking Surcharge rate introduced by The Finance (No. 2)
Act 2015.
NWM Plc
- A deferred tax asset of £3 million (2021 - £56
million) has been recognised in respect of losses of £12 million,
and is now entirely supported by way of future reversing
taxable temporary differences on which deferred tax liabilities
are recognised at 31 December 2022. NWM Plc expects that
the balance of recognised deferred tax asset at 31 December
2022 will be recovered by the end of 2027. Of the losses
remaining, £5,538 million have not been recognised in the
deferred tax balance at 31 December 2022.
Overseas tax losses
NWM N.V.
– A deferred tax asset of £46 million (2021 - £48
million) has been recognised in respect of losses of £186 million
of total losses of £2,914 million carried forward at 31 December
2022. NWM N.V. Group considers it to be probable, based on its
5 year budget forecast, that future taxable profit will be
available against which the tax losses and tax credits can be
partially utilised. The tax losses and the tax credits have no
expiry date.
Unrecognised deferred tax
Deferred tax assets of £3,601 million (2021 - £3,340 million)
have not been recognised in respect of tax losses and other
deductible temporary differences carried forward of £13,045
million (2021 - £12,125 million) in jurisdictions where doubt
exists over the availability of future taxable profits. Of these
losses and other deductible temporary differences, £75 million
expire within five years and £4,774 million thereafter. The
balance of tax losses and other deductible temporary
differences carried forward has no expiry date.
There are no unrecognised deferred tax liabilities in respect of
retained earnings of overseas subsidiaries and held-over gains
8 Profit/(loss) dealt with in the accounts of NWM Plc
As permitted by section 408(3) of the Companies Act 2006, no income statement for NWM Plc has been presented as a primary
financial statement.
NWM Group
Annual Report and Accounts 2022
Classification of financial assets between amortised cost and fair value through other comprehensive income requires a degree of
judgment in respect of business models and contractual cashflows.
The business model criteria are assessed at a portfolio level to determine whether assets are classified as held to collect or held
to collect and sell. Information that is considered in determining the applicable business model includes the portfolio’s policies
and objectives, how the performance and risks of the portfolio are managed, evaluated and reported to management, and the
frequency, volume and timing of sales in prior periods, sales expectation for future periods, and the reasons for sales.
The contractual cash flow characteristics of financial assets are assessed with reference to whether the cash flows represent
solely payments of principle and interest. A level of judgment is made in assessing terms that could change the contractual
cash flows so that it would not meet the condition for solely payments of principle and interest, including contingent and
leverage features, non-recourse arrangements and features that could modify the time value of money.
We originate loans that include features that change the contractual cash flows based on the borrower meeting certain
contractually specified environmental, social and governance (ESG) targets. These are known as ESG-linked (or sustainability-
linked) loans. As part of the terms of these loans, the contractual interest rate is reduced or increased if the borrower meets (fails
to meet) specific targets linked to the activity of the borrower for example reducing carbon emissions, increase the level of
diversity at Board level, sustainable supply chain, etc. ESG features are first assessed to ascertain whether the adjustment to the
contractual cash flows results in a de minimis exposure to risks or volatility in those contractual cash flows. If this is the case the
classification of the loan is not affected. If the effect of the ESG feature is assessed as being more than de minimis, we apply
judgement to ensure that the ESG features do not generate compensation for risks that are not in line with a basic lending
arrangement. This includes amongst other aspects a review of the consistency of the ESG targets with the asset or activity of the
borrower, consideration of the targets within our risk appetite etc. Some of these loans are an integral part of NatWest Group’s
climate and sustainable funding and financing target.
The following tables analyse NWM Group’s financial assets and liabilities in accordance with the categories of financial instruments
in IFRS 9.
NWM Group
MFVTPL
FVOCI
Amortised cost
Other assets
Total
Assets
£m
£m
£m
£m
£m
Cash and balances at central banks
17,007
17,007
Trading assets
45,291
45,291
Derivatives
(1)
100,154
100,154
Settlement balances
2,558
2,558
Loans to banks - amortised cost
(2)
1,146
1,146
Loans to customers - amortised cost
10,171
10,171
Amounts due from holding company and fellow subsidiaries
274
—
438
28
740
Other financial assets
80
6,040
5,750
11,870
Other assets
832
832
31 December 2022
145,799
6,040
37,070
860
189,769
Cash and balances at central banks
16,645
16,645
Trading assets
59,101
59,101
Derivatives
(1)
105,550
105,550
Settlement balances
2,139
2,139
Loans to banks - amortised cost
(2)
962
962
Loans to customers - amortised cost
7,471
7,471
Amounts due from holding company and fellow subsidiaries
649
—
731
99
1,479
Other financial assets
80
5,590
3,116
8,786
Other assets
878
878
31 December 2021
165,380
5,590
31,064
977
203,011
NWM Group
Annual Report and Accounts 2022
NWM Group
Held-for-trading
DFV
Amortised cost
Other liabilities
Total
Liabilities
£m
£m
£m
£m
£m
Bank deposits
(3)
3,069
3,069
Customer deposits
3,614
3,614
Amounts due to holding company and fellow subsidiaries
1,129
—
4,884
204
6,217
Settlement balances
2,010
2,010
Trading liabilities
52,792
52,792
Derivatives
(1)
93,585
93,585
Other financial liabilities
2,722
18,381
21,103
Other liabilities
(4)
53
763
816
31 December 2022
147,506
2,722
32,011
967
183,206
Bank deposits
(3)
1,808
1,808
Customer deposits
2,268
2,268
Amounts due to holding company and fellow subsidiaries
348
—
5,607
171
6,126
Settlement balances
2,068
2,068
Trading liabilities
64,482
64,482
Derivatives
(1)
98,497
98,497
Other financial liabilities
2,374
16,881
19,255
Other liabilities
(4)
57
998
1,055
31 December 2021
163,327
2,374
28,689
1,169
195,559
(1)
Includes net hedging derivative assets of £122 million (2021 - £132 million) and net hedging derivative liabilities of £170 million (2021 - £119 million).
(2)
Includes items in the course of collection from other banks of £156 million (2021 - £38 million).
(3)
Includes items in the course of transmission to other banks of £236 million (2021 - £28 million).
(4)
Includes lease liabilities of £47 million (2021 - £53 million) held at amortised cost.
NWM Group
Annual Report and Accounts 2022
NWM Group
2022
2021
Holding
Fellow
Holding
Fellow
company
subsidiaries
Total
company
subsidiaries
Total
£m
£m
£m
£m
£m
£m
Assets
Trading assets
—
274
274
252
397
649
Loans to banks - amortised cost
—
406
406
—
612
612
Loans to customers - amortised cost
18
12
30
113
6
119
Settlement balances
—
2
2
—
—
—
Other assets
—
28
28
—
99
99
Amounts due from holding company and fellow
subsidiaries
18
722
740
365
1,114
1,479
Derivatives
(1)
1,074
569
1,643
407
529
936
Liabilities
Bank deposits - amortised cost
—
108
108
—
120
120
Customer deposits - amortised cost
—
51
51
—
155
155
Trading liabilities
811
318
1,129
—
348
348
Settlement balances
—
26
26
—
—
—
Other financial liabilities - subordinated liabilities
1,519
—
1,519
1,464
—
1,464
MREL instruments issued to NatWest Group plc
3,173
—
3,173
3,858
—
3,858
Other liabilities
16
195
211
—
181
181
Amounts due to holding company and fellow subsidiaries
5,519
698
6,217
5,322
804
6,126
Derivatives
(1)
252
364
616
658
339
997
(1)
NWM Group
Annual Report and Accounts 2022
The following tables show the bank’s financial assets and financial liabilities in accordance with the categories of financial instruments in
IFRS 9.
NWM Plc
MFVTPL
FVOCI
Amortised
cost
Other assets
Total
Assets
£m
£m
£m
£m
£m
Cash and balances at central banks
13,467
13,467
Trading assets
27,301
27,301
Derivatives
(1)
96,258
96,258
Settlement balances
1,686
1,686
Loans to banks - amortised cost
(2)
815
815
Loans to customers - amortised cost
9,154
9,154
Amounts due from holding company and fellow subsidiaries
3,536
—
3,070
59
6,665
Other financial assets
79
4,870
5,428
10,377
Investment in group undertakings
2,626
2,626
Other assets
712
712
31 December 2022
127,174
4,870
33,620
3,397
169,061
Cash and balances at central banks
12,294
12,294
Trading assets
41,222
41,222
Derivatives
(1)
103,042
103,042
Settlement balances
795
795
Loans to banks - amortised cost
(2)
712
712
Loans to customers - amortised cost
6,810
6,810
Amounts due from holding company and fellow subsidiaries
2,965
—
3,646
112
6,723
Other financial assets
79
4,650
3,014
7,743
Investment in group undertakings
2,481
2,481
Other assets
732
732
31 December 2021
147,308
4,650
27,271
3,325
182,554
NWM Plc
Held-for-
trading
DFV
Amortised
cost
Other
liabilities
Total
Liabilities
£m
£m
£m
£m
£m
Bank deposits
(3)
2,936
2,936
Customer deposits
2,665
2,665
Amounts due to holding company and fellow subsidiaries
6,024
—
6,626
217
12,867
Settlement balances
1,133
1,133
Trading liabilities
33,225
33,225
Derivatives
(1)
90,754
90,754
Other financial liabilities
1,951
16,445
18,396
Other liabilities
(4)
8
559
567
31 December 2022
130,003
1,951
29,813
776
162,543
Bank deposits
(3)
1,808
1,808
Customer deposits
1,510
1,510
Amounts due to holding company and fellow subsidiaries
3,335
—
7,471
172
10,978
Settlement balances
1,028
1,028
Trading liabilities
47,119
47,119
Derivatives
(1)
95,096
95,096
Other financial liabilities
1,321
15,556
16,877
Other liabilities
(4)
15
774
789
31 December 2021
145,550
1,321
27,388
946
175,205
(1)
Includes net hedging derivative assets of £122 million (2021 - £132 million) and net hedging derivative liabilities of £170 million (2021 - £119 million).
(2)
Includes items in the course of collection from other banks of £119 million (2021 - £23 million).
(3)
Includes items in the course of transmission to other banks of £236 million (2021 - £28 million).
(4)
Includes lease liabilities of £4 million (2021 - £10 million) held at amortised cost.
NWM Group
Annual Report and Accounts 2022
NWM Plc
2022
2021
Holding
c
ompany
Fellow
subsi
diaries
Subsidiaries
Total
Holding
co
mpany
Fellow
subsidi
aries
Subsidiaries
Total
£m
£m
£m
£m
£m
£m
£m
£m
Assets
Trading assets
—
274
3,262
3,536
252
397
2,316
2,965
Loans to banks - amortised cost
—
320
1,110
1,430
—
480
998
1,478
Loans to customers - amortised cost
—
—
892
892
—
5
1,121
1,126
Settlement balances
—
2
257
259
—
—
546
546
Other financial assets
—
—
489
489
—
—
496
496
Other assets
—
18
41
59
—
87
25
112
Amounts due from holding company and fellow subsidiaries
—
614
6,051
6,665
252
969
5,502
6,723
Derivatives
(1)
1,074
568
3,381
5,023
407
529
1,845
2,781
Liabilities
Bank deposits - amortised cost
—
108
493
601
—
119
51
170
Customer deposits - amortised cost
—
51
1,085
1,136
—
151
1,421
1,572
Trading liabilities
811
318
4,895
6,024
—
348
2,987
3,335
Settlement balances
—
26
167
193
—
—
397
397
Other financial liabilities - subordinated liabilities
1,519
—
—
1,519
1,464
—
—
1,464
MREL instruments issued to NatWest Group plc
3,173
—
—
3,173
3,858
—
—
3,858
Other liabilities
16
170
35
221
—
169
13
182
Amounts due to holding company and fellow subsidiaries
5,519
673
6,675
12,867
5,322
787
4,869
10,978
Derivatives
(1)
252
364
3,677
4,293
658
339
2,240
3,237
(1)
Interest rate benchmark reform
NWM Group continues to work on the transition of USD IBOR exposures to risk free rates in advance of the cessation date of 30
June 2023. Derivatives are expected to transition during April and May 2023 and other exposures in line with fallback provisions or
deferred switches using widely accepted methodologies. The instruments yet to transition reflect an insignificant element of NWM
Group’s exposures. Instruments with exposures to other rates transitioned at the end of 2021, or at the first contractual reset date,
or at a date agreed with the counterparty.
The level of exposures without explicit or agreed conversion provisions as of the preceding year were as follows:
NWM Group
Rates subject to IBOR reform
GBP LIBOR
USD IBOR
Other IBOR
Total
2021
£m
£m
£m
£m
Trading assets
62
90
—
152
Loans to banks - amortised cost
—
11
—
11
Loans to customers - amortised cost
36
1,390
—
1,426
Other financial assets
120
730
—
850
Bank deposits
—
37
—
37
Trading liabilities
31
166
—
197
Other financial liabilities
—
56
33
89
Amounts due to holding company and fellow subsidiaries
—
2,700
—
2,700
Loan commitments
(1)
133
1,506
—
1,639
Derivatives notional (£bn)
3.6
1,141.0
—
1,144.6
(1)
Certain loan commitments are multi-currency facilities. Where these are fully undrawn, they are allocated to the principal currency of the facility. Where the facilities are partly
drawn, the remaining loan commitment is allocated to the currency with the largest drawn amount.
NWM Group
Annual Report and Accounts 2022
Interest rate benchmark reform - continued
At 31 December 2021 NWM Group held certain currency swaps with both legs subject to IBOR reform, for which only the GBP
LIBOR leg has an explicit or agreed conversion provisions as of 31 December 2021, but not the entire contract. These include
currency swaps of GBP LIBOR of £8.4 billion, USD IBOR £7.9 billion and Other IBOR £0.5 billion; currency swaps of USD IBOR of
£117.1 billion, GBP LIBOR £91.9 billion and Other IBOR £25.2 billion; currency swaps of EUR LIBOR of £0.1 billion and GBP LIBOR
£0.1 billion; currency swaps of Other IBOR of £0.4 billion and USD IBOR £0.4 billion.
NWM Plc
Rates subject to IBOR reform
GBP LIBOR
USD IBOR
Other IBOR
Total
2021
£m
£m
£m
£m
Trading assets
62
87
—
149
Loans to banks - amortised cost
—
11
—
11
Loans to customers - amortised cost
36
1,287
—
1,323
Other financial assets
120
730
—
850
Bank deposits
—
37
—
37
Trading liabilities
31
166
—
197
Other financial liabilities
—
56
33
89
Amounts due to holding company and fellow subsidiaries
—
2,700
—
2,700
Loan commitments
(1)
28
1,448
—
1,476
Derivatives notional (£bn)
3.5
1,140.9
—
1,144.4
(1)
Certain loan commitments are multi-currency facilities. Where these are fully undrawn, they are allocated to the principal currency of the facility. Where the facilities are partly
drawn, the remaining loan commitment is allocated to the currency with the largest drawn amount.
At 31 December 2021 NWM Plc held certain currency swaps with both legs subject to IBOR reform, for which only the GBP LIBOR
leg has an explicit or agreed conversion provisions as of 31 December 2021, but not the entire contract. These include currency
swaps of GBP LIBOR of £8.6 billion, USD IBOR of £8.0 billion and Other IBOR of £0.6 billion; currency swaps of USD IBOR of £117.2
billion, GBP LIBOR of £91.9 billion and Other IBOR of £25.3 billion; currency swaps of EURIBOR of £0.2 billion with GBP LIBOR of
£0.2 billion; currency swaps of Other IBOR of £0.3 billion with USD IBOR of £0.3 billion.
NWM Group
Annual Report and Accounts 2022
Financial instruments – financial assets and liabilities that can be offset
The tables below present information on financial assets and liabilities that are offset on the balance sheet under IFRS or subject to
enforceable master netting agreements together with financial collateral received or given.
NWM Group
Instruments which can be offset
Potential for offset not recognised by IFRS
Gross
IFRS offset
Balance
sheet
Effect of
master netting
and similar
agreements
Cash
collateral
Securities
collateral
Net amount
after the effect
of netting
agreements and
related
collateral
Instruments
outside
netting
agreements
Balance
sheet total
2022
£m
£m
£m
£m
£m
£m
£m
£m
£m
Derivative assets
102,003
(2,509)
99,494
(77,232)
(15,181)
(4,210)
2,871
660
100,154
Derivative liabilities
95,206
(2,509)
92,697
(77,232)
(9,584)
(1,185)
4,696
888
93,585
Net position
6,797
—
6,797
—
(5,597)
(3,025)
(1,825)
(228)
6,569
Trading reverse repos
35,612
(14,510)
21,102
(2,445)
—
(18,458)
199
435
21,537
Trading repos
33,767
(14,510)
19,257
(2,445)
—
(16,812)
—
4,483
23,740
Net position
1,845
—
1,845
—
—
(1,646)
199
(4,048)
(2,203)
Non trading reverse repos
801
(38)
763
—
—
(763)
—
98
861
Non trading repos
1,091
(38)
1,053
—
—
(1,053)
—
—
1,053
Net position
(290)
—
(290)
—
—
290
—
98
(192)
2021
Derivative assets
104,691
—
104,691
(84,226)
(15,282)
(2,428)
2,755
859
105,550
Derivative liabilities
97,733
—
97,733
(84,226)
(10,304)
(1,070)
2,133
764
98,497
Net position
6,958
—
6,958
—
(4,978)
(1,358)
622
95
7,053
Trading reverse repos
44,529
(24,422)
20,107
(900)
—
(19,136)
71
635
20,742
Trading repos
42,664
(24,422)
18,242
(900)
—
(17,341)
1
1,147
19,389
Net position
1,865
—
1,865
—
—
(1,795)
70
(512)
1,353
Non trading reverse repos
332
—
332
—
—
(331)
1
15
347
Non trading repos
522
—
522
—
—
(522)
—
—
522
Net position
(190)
—
(190)
—
—
191
1
15
(175)
NWM Group
Annual Report and Accounts 2022
NWM Plc
Instruments which can be offset
Potential for offset not recognised by IFRS
Gross
IFRS offset
Balance
sheet
Effect of
master netting
Cash
collateral
Securities
collateral
Net amount
after the effect
of netting
agreements and
related
collateral
Instruments
outside
netting
agreements
Balance
sheet total
2022
£m
£m
£m
£m
£m
£m
£m
£m
£m
Derivative assets
109,877
(14,187)
95,690
(77,254)
(12,274)
(3,636)
2,526
568
96,258
Derivative liabilities
103,312
(13,260)
90,052
(77,254)
(7,824)
(810)
4,164
702
90,754
Net position
(1)
6,565
(927)
5,638
—
(4,450)
(2,826)
(1,638)
(134)
5,504
Trading reverse repos
12,545
(4,128)
8,417
(181)
—
(8,228)
8
142
8,559
Trading repos
8,361
(4,128)
4,233
(181)
—
(4,052)
—
4,483
8,716
Net position
4,184
—
4,184
—
—
(4,176)
8
(4,341)
(157)
Non trading reverse repos
801
(38)
763
—
—
(763)
—
98
861
Non trading repos
1,091
(38)
1,053
—
—
(1,053)
—
—
1,053
Net position
(290)
—
(290)
—
—
290
—
98
(192)
2021
Derivative assets
106,616
(4,361)
102,255
(83,716)
(14,121)
(1,979)
2,439
787
103,042
Derivative liabilities
100,191
(5,751)
94,440
(83,716)
(8,069)
(764)
1,891
656
95,096
Net position
(1)
6,425
1,390
7,815
—
(6,052)
(1,215)
548
131
7,946
Trading reverse repos
21,970
(13,071)
8,899
(580)
—
(8,319)
—
347
9,246
Trading repos
16,865
(13,071)
3,794
(580)
—
(3,214)
—
1,146
4,940
Net position
5,105
—
5,105
—
—
(5,105)
—
(799)
4,306
Non trading reverse repos
332
—
332
—
—
(331)
1
15
347
Non trading repos
522
—
522
—
—
(522)
—
—
522
Net position
(190)
—
(190)
—
—
191
1
15
(175)
(1)
The net IFRS offset balance of £927 million (2021 - £1,390 million) relates to variation margin netting reflected on other balance sheet lines.
NWM Group
Annual Report and Accounts 2022
financial instruments
Financial instruments classified as mandatory fair value
through profit or loss; held-for-trading; designated fair value
through profit or loss and fair value through other
comprehensive income are recognised in the financial
statements at fair value. All derivatives are measured at fair
value.
Fair 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. A fair value
measurement considers the characteristics of the asset or
liability and the assumptions that a market participant would
consider when pricing the asset or liability.
NWM Group manages some portfolios of financial assets and
financial liabilities based on its net exposure to either market or
credit risk. In these cases, the fair value is derived from the net
risk exposure of that portfolio with portfolio level adjustments
applied to incorporate bid-offer spreads, counterparty credit
risk, and funding costs (see ‘Valuation Adjustments’).
Where the market for a financial instrument is not active, fair
value is established using a valuation technique. These
valuation techniques involve a degree of estimation, the extent
of which depends on the instrument’s complexity and the
availability of market-based data. The complexity and
uncertainty in the financial instrument’s fair value is
categorised using the fair value hierarchy.
For accounting policy information see Accounting policies notes
Page
Financial instruments
Critical accounting policy: Fair value
128
Valuation
Fair value hierarchy
(D)
129
Valuation techniques
(D)
129
Inputs to valuation models
(D)
129
Valuation control
(D)
130
Key areas of judgment
(D)
130
Tables of assets and liabilities split by fair value
hierarchy level
(T)
131
Valuation adjustments
Table of fair value adjustments made
(T)
133
Funding valuation adjustments (FVA)
(D)
133
Credit valuation adjustments (CVA)
(D)
133
Bid-offer
(D)
133
Product and deal specific
(D)
133
Own credit
(D)
133
Level 3 additional information
Level 3 ranges of unobservable inputs
(D)
134
Table of level 3 instruments, valuation
techniques and inputs
(T)
134
Level 3 sensitivities
(D)
136
Alternative assumptions
(D)
136
Other considerations
(D)
136
Table of high and low range of fair value of
level 3 assets and liabilities
(T)
136
Movement in Level 3 assets and liabilities
over the reporting period
(D)
137
Table of the movement in level 3 assets and liabilities
137
Fair value of financial instruments measured
at amortised cost
Table showing the fair value of financial instruments
measured at amortised cost on the balance sheet
(T)
138
(D) = Descriptive; (T) = Table
NWM Group
Annual Report and Accounts 2022
Fair value hierarchy
Financial instruments carried at fair value have been classified
under the fair value hierarchy. The classification ranges from
level 1 to level 3, with more expert judgment and price
uncertainty for those classified at level 3.
The determination of an instrument’s level cannot be made at a
global product level as a single product type can be in more
than one level. For example, a single name corporate credit
default swap could be in level 2 or level 3 depending on the
level of market activity for the referenced entity
.
Level 1 – instruments valued using unadjusted quoted prices in
active and liquid markets, for identical financial instruments.
Examples include government bonds, listed equity shares and
certain exchange-traded derivatives.
Level 2 - instruments valued using valuation techniques that
have observable inputs. Observable inputs are those that are
readily available with limited adjustments required. Examples
include most government agency securities, investment-grade
corporate bonds, certain mortgage products - including CLOs,
most bank loans, repos and reverse repos, state and municipal
obligations, most notes issued, certain money market securities,
loan commitments and most OTC derivatives.
Level 3 - instruments valued using a valuation technique where
at least one input which could have a significant effect on the
instrument’s valuation, is not based on observable market data.
Examples include non-derivative instruments which trade
infrequently, certain syndicated and commercial mortgage
loans, private equity, and derivatives with unobservable model
inputs.
Valuation techniques
NWM Group derives the fair value of its instruments differently
depending on whether the instrument is a non-modelled or a
modelled product.
Non-modelled products
are valued directly from a price input,
typically on a position-by-position basis. Examples include
equities and most debt securities.
Non-modelled products can fall into any fair value levelling
hierarchy depending on the observable market activity,
liquidity, and assessment of valuation uncertainty of the
instruments. The assessment of fair value and the classification
of the instrument to a fair value level is subject to the valuation
controls discussed in the Valuation control section.
Modelled products
valued using a pricing model range in
complexity from comparatively vanilla products such as interest
rate swaps and options (e.g., interest rate caps and floors)
through to more complex derivatives (e.g., balance guaranteed
swaps).
For modelled products the fair value is derived using the model
and the appropriate model inputs or parameters, as opposed to
a cash price equivalent. Model inputs are taken either directly
or indirectly from available data, where some inputs are also
modelled.
Fair value classification of modelled instruments is either level 2
or level 3, depending on the product/model combination, the
observability and quality of input parameters and other factors.
All these must be assessed to classify a position. The modelled
product is assigned to the lowest fair value hierarchy level of
any significant input used in that valuation.
Most derivative instruments, for example vanilla interest rate
swaps, foreign exchange swaps and liquid single name credit
derivatives, are classified as level 2. This is because they are
vanilla products valued using standard market models and with
observable inputs. Level 2 products range from vanilla to more
complex products, where the more complex products remain
classified as level 2 due to the low materiality of any
unobservable inputs.
Inputs to valuation models
When using valuation techniques, the fair value can be
significantly affected by the choice of valuation model and
underlying assumptions. Factors considered include the
cashflow amounts and timing of those cash flows, and
application of appropriate discount rates, incorporating both
funding and credit risk. Values between and beyond available
data points are obtained by interpolation and extrapolation.
The principal inputs to these valuation techniques are as
follows:
Bond prices - quoted prices are generally available for
government bonds, certain corporate securities, and some
mortgage-related products.
Credit spreads - these express the return required over a
benchmark rate or index to compensate for the referenced
credit risk. Where available, these are derived from the price of
credit default swaps or other credit-based instruments, such as
debt securities. When direct prices are not available; credit
spreads are determined with reference to available prices of
entities with similar characteristics.
Interest rates - these are principally based on interest rate
swap prices referencing benchmark interest rates. Benchmark
rates include Interbank Offered Rates (IBOR) and the Overnight
Index Swap (OIS) rate, including SONIA (Sterling Overnight
Interbank Average Rate). Other quoted interest rates may also
be used from both the bond, and futures markets.
Foreign currency exchange rates - there are observable prices
both for spot and forward contracts and futures in the world's
major currencies.
Equity and equity index prices - quoted prices are generally
readily available for equity shares listed on the world's major
stock exchanges and for major indices on such shares.
Price volatilities and correlations - volatility is a measure of the
tendency of a price to change with time. Correlation measures
the degree which two or more prices or variables are observed
to move together. Variables that move in the same direction
show positive correlation; those that move in opposite
directions are negatively correlated.
Prepayment rates - rates used to reflect how fast a pool of
assets prepay. The fair value of a financial instrument that can
be prepaid by the issuer or borrower differs from that of an
instrument that cannot be prepaid. When valuing prepayable
instruments, the value of this prepayment option is considered.
Recovery rates/loss given default - these are used as an input
to valuation models and reserves for asset-backed securities
and other credit products as an indicator of severity of losses
on default. Recovery rates are primarily sourced from market
data providers or the value of the underlying collateral.
NWM Group
Annual Report and Accounts 2022
Valuation control
NWM Group's control environment for the determination of the
fair value of financial instruments includes formalised
procedures for the review and validation of fair values. This
review is performed by an independent price verification (IPV)
team.
IPV is a key element of the control environment. Valuations are
first performed by the business which entered into the
transaction. These valuations are then reviewed by the IPV
team, independent of those trading the financial instruments, in
light of available pricing evidence.
Independent pricing data is collated from a range of sources.
Each source is reviewed for quality and the independent data
applied in the IPV processes using a formalised input quality
hierarchy. Consensus services are one source of independent
data and encompass interest rate, currency, credit, and bond
markets, providing comprehensive coverage of vanilla products
and a wide selection of exotic products.
Where measurement differences are identified through the IPV
process these are grouped by the quality hierarchy of the
independent data. If the size of the difference exceeds defined
thresholds, an adjustment is made to bring the valuation to
within the independently calculated fair value range.
IPV takes place at least monthly, for all fair value financial
instruments. The IPV control includes formalised reporting and
escalation of any valuation differences in breach of established
thresholds.
The quality and completeness of the information gathered in
the IPV process gives an indication as to the liquidity and
valuation uncertainty of an instrument and forms part of the
information considered when determining fair value hierarchy
classifications.
Initial fair value level classification of a financial instrument is
carried out by the IPV team. These initial classifications are
subject to senior management review. Particular attention is
paid to instruments transferring from one level to another, new
instrument classes or products, instruments where the
transaction price is significantly different from the fair value
and instruments where valuation uncertainty is high.
Valuation Committees are made up of valuation specialists and
senior business representatives from various functions and
oversee pricing, reserving and valuations issues. These
committees meet monthly to review and ratify any
methodology changes. The Executive Valuation Committee
meets quarterly to address key material and subjective
valuation issues, to review items escalated by Valuation
Committees and to discuss other relevant industry matters.
The Group model risk policy sets the policy for model
documentation, testing and review. Governance of the model
risk policy is carried out by the Group model risk oversight
committee, which comprises model risk owners and
independent model experts. All models are required to be
independently validated in accordance with the Model Risk
Policy.
Over the years the business has simplified, with most products
classified as level 1 or 2 of the fair value hierarchy. However,
the diverse range of products historically traded by NWM
Group means some products remain classified as level 3. Level
3 indicates a significant level of pricing uncertainty, where
expert judgment is used. As such, extra disclosures are
required in respect of level 3 instruments.
In general, the degree of expert judgment used and hence
valuation uncertainty depends on the degree of liquidity of an
instrument or input.
Where markets are liquid, little judgment is required. However,
when the information regarding the liquidity in a particular
market is not clear, a judgment may need to be made. For
example, for an equity traded on an exchange, daily volumes of
trading can be seen, but for an over the counter (OTC)
derivative, assessing the liquidity of the market with no central
exchange is more challenging.
A key related matter is where a market moves from liquid to
illiquid or vice versa. Where this movement is considered
temporary, the fair value level is not changed. For example, if
there is little market trading in a product on a reporting date
but at the previous reporting date and during the intervening
period the market has been liquid. In this case, the instrument
will continue to be classified at the same level in the hierarchy.
This is to provide consistency so that transfers between levels
are driven by genuine changes in market liquidity and do not
reflect short term or seasonal effects. Material movements
between levels are reviewed quarterly by the Business and IPV.
The breadth and depth of the IPV data allows for a rules-based
quality assessment to be made of market activity, liquidity, and
pricing uncertainty, which assists with the process of allocation
to an appropriate level. Where suitable independent pricing
information is not readily available, the quality assessment will
NWM Group
Annual Report and Accounts 2022
The table below shows the assets and liabilities held by NWM Group split by fair value hierarchy level. Level 1 are considered the
most liquid instruments, and level 3 the most illiquid, valued using expert judgment and hence carry the most significant price
uncertainty.
NWM Group
2022
2021
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
£m
£m
£m
£m
£m
£m
£m
£m
Assets
Trading assets
Loans
—
34,974
395
35,369
—
33,425
721
34,146
Securities
7,463
2,458
1
9,922
19,563
5,371
21
24,955
Derivatives
5
99,126
1,023
100,154
—
104,484
1,066
105,550
Amounts due from holding company
and fellow subsidiaries
—
274
—
274
—
649
—
649
Other financial assets
Loans
—
34
160
194
—
19
118
137
Securities
4,958
891
77
5,926
4,507
988
38
5,533
Total financial assets held at fair value
12,426
137,757
1,656
151,839
24,070
144,936
1,964
170,970
As a % of total fair value assets
8%
91%
1%
14%
85%
1%
Liabilities
Amounts due to holding company and
fellow subsidiaries
—
1,129
—
1,129
—
348
—
348
Trading liabilities
Deposits
—
42,470
1
42,471
—
38,542
2
38,544
Debt securities in issue
—
797
—
797
—
974
—
974
Short positions
7,462
2,062
—
9,524
20,508
4,455
1
24,964
Derivatives
2
92,584
999
93,585
—
97,883
614
98,497
Other financial liabilities
Deposits
—
1,050
—
1,050
—
568
—
568
Debt securities in issue
—
1,327
—
1,327
—
1,103
—
1,103
Subordinated liabilities
—
345
—
345
—
703
—
703
Total financial liabilities held at fair value
7,464
141,764
1,000
150,228
20,508
144,576
617
165,701
As a % of total fair value liabilities
5%
94%
1%
12%
88%
0%
NWM Group
Annual Report and Accounts 2022
NWM Plc
2022
2021
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
£m
£m
£m
£m
£m
£m
£m
£m
Assets
Trading assets
Loans
—
19,618
347
19,965
—
19,115
652
19,767
Securities
5,025
2,310
1
7,336
16,272
5,165
18
21,455
Derivatives
—
95,270
988
96,258
—
102,052
990
103,042
Amounts due from holding company
and fellow subsidiaries
—
3,536
—
3,536
—
2,965
—
2,965
Other financial assets
Loans
—
34
133
167
—
19
118
137
Securities
4,082
628
72
4,782
3,942
614
36
4,592
Total financial assets held at fair value
9,107
121,396
1,541
132,044
20,214
129,930
1,814
151,958
As a % of total fair value assets
7%
92%
1%
13%
86%
1%
Liabilities
Amounts due to holding company and
fellow subsidiaries
—
6,024
—
6,024
—
3,335
—
3,335
Trading liabilities
Deposits
—
24,337
1
24,338
—
22,856
2
22,858
Debt securities in issue
—
797
—
797
—
974
—
974
Short positions
6,113
1,977
—
8,090
18,908
4,378
1
23,287
Derivatives
—
89,897
857
90,754
—
94,513
583
95,096
Other financial liabilities
Deposits
—
770
—
770
—
75
—
75
Debt securities in issue
—
1,059
—
1,059
—
875
—
875
Subordinated liabilities
—
122
—
122
—
371
—
371
Total financial liabilities held at fair value
6,113
124,983
858
131,954
18,908
127,377
586
146,871
As a % of total fair value liabilities
5%
94%
1%
13%
87%
0%
(1)
Transfers between levels are deemed to have occurred at the beginning of the quarter in which the instrument was transferred.
(2)
For an analysis of debt securities held at mandatory fair value through profit or loss by issuer as well as ratings and derivatives, by type and contract, refer to Risk and capital
management – Credit risk.
NWM Group
Annual Report and Accounts 2022
Valuation adjustments
When valuing financial instruments in the trading book, adjustments
are made to mid-market valuations to cover bid-offer spread,
funding and credit risk. These adjustments are presented in the
table below:
NWM Group
2022
£m
2021
£m
Funding – FVA
7
59
Credit – CVA
300
389
Bid – Offer
103
81
Product and deal specific
140
120
550
649
NWM Plc
2022
£m
2021
£m
Funding – FVA
21
75
Credit – CVA
181
283
Bid – Offer
93
79
Product and deal specific
145
120
440
557
The decrease in CVA and FVA were driven by a reduction in
exposures, primarily due to increases in interest rates and
trade exit activity, partially offset by the net impact of credit
spreads widening and specific counterparty activity. Credit
spreads widening and specific counterparty activity were also
the drivers of the increase in product and deal specific. The
increase in bid-offer was driven by the net impact of risk
changes, wider bid-offer spreads and an increase in the
estimated costs of exiting certain less liquid risks.
Funding valuation adjustments (FVA)
FVA represents an estimate of the adjustment that a market
participant would make to incorporate funding costs and
benefits that arise in relation to derivative exposures. FVA is
calculated as a portfolio level adjustment and can result in
either a funding charge (positive) or funding benefit (negative).
Funding levels are applied to estimated potential future
exposures. For uncollateralised derivatives, the exposure
reflects the future valuation of the derivative. For collateralised
derivatives, the exposure reflects the difference between the
future valuation of the derivative and the level of collateral
posted.
Credit valuation adjustments (CVA)
CVA represents an estimate of the adjustment to fair value that
is made to incorporate the counterparty credit risk inherent in
derivative exposures. CVA is actively managed by a credit and
market risk hedging process, and therefore movements in CVA
are partially offset by trading revenue on the hedges.
The CVA is calculated on a portfolio basis reflecting an
estimate of the amount a third party would charge to assume
the credit risk.
Collateral held under a credit support agreement is factored
into the CVA calculation. In such cases where NWM Group
holds collateral against counterparty exposures, CVA is held to
the extent that residual risk remains.
Bid-offer
Fair value positions are required to be marked to exit levels,
represented by bid (long positions) or offer (short positions)
levels. Non-derivative positions are typically marked directly to
bid or offer prices. However derivative exposures are adjusted
to exit levels by taking bid-offer reserves calculated on a
portfolio basis. The bid-offer approach is based on current
market spreads and standard market bucketing of risk.
Bid-offer spreads vary by maturity and risk type to reflect
different spreads in the market. For positions where there is no
observable quote, the bid-offer spreads are widened in
comparison to proxies to reflect reduced liquidity or
observability.
Netting is applied on a portfolio basis to reflect the value at
which NWM Group believes it could exit the net risk of the
portfolio, rather than the sum of exit costs for each of the
portfolio’s individual trades. This is applied where the asset and
liability positions are managed as a portfolio for risk and
reporting purposes.
Product and deal specific
On initial recognition of financial assets and liabilities valued
using valuation techniques which have a significant
dependence on information other than observable market data,
any difference between the transaction price and that derived
from the valuation technique is deferred. Such amounts are
recognised in the income statement over the life of the
transaction; when market data becomes observable; or when
the transaction matures or is closed out as appropriate. On 31
December 2022, net gains of £74 million (2021 - £71 million)
were carried forward. During the year, net gains of £97 million
(2021 - £103 million) were deferred and £94 million (2021 - £94
million) were recognised in the income statement.
Where system generated valuations do not accurately reflect
market prices, manual valuation adjustments are applied either
at a position or portfolio level. Manual adjustments are subject
to the scrutiny of independent control teams and are subject to
monthly review by senior management.
Own Credit
NWM Group considers the effect of its own credit standing
when valuing financial liabilities recorded at fair value. Own
credit spread adjustments are made when valuing issued debt
held at fair value, including issued structured notes. An own
credit adjustment is applied to positions where it is believed
that counterparties would consider NWM Group’s
creditworthiness when pricing trades.
NWM Group
Annual Report and Accounts 2022
Level 3 additional information
For illiquid assets and liabilities, classified as level 3, additional information is provided on the valuation techniques used and price
sensitivity of the products to those inputs. This is to enable the reader to gauge the level of uncertainty that arises from positions
with significant unobservable inputs or modelling parameters.
Level 3 ranges of unobservable inputs
The table below provides additional information on level 3 instruments and inputs. This shows the valuation technique used for the
fair value calculation, the unobservable inputs and input range.
NWM Group
2022
2021
Financial instrument
Valuation technique
Unobservable inputs
Units
Low
High
Low
High
Trading assets and Other financial assets
Loans
Price-based
Price
%
—
113
—
106
Discount cash flow
Credit spreads
bps
56
114
40
102
Discount cash flow
Discount margin
bps
—
—
46
55
Debt securities
Price-based
Price
%
—
255
—
240
Equity Shares
Price-based
Price
GBP
—
34,027
—
30,378
Price
%
—
—
—
7
Net asset valuation
Fund NAV
%
80
120
80
120
Derivative assets and liabilities
Credit derivatives
Credit derivative pricing
Credit spreads
bps
7
530
6
635
Option pricing
Correlation
%
(15)
95
(15)
95
Volatility
%
30
80
30
108
Upfront points
%
—
99
—
100
Recovery rate
%
—
60
—
60
Interest rate & FX
Option pricing
Correlation
%
(50)
100
(50)
100
derivatives
Volatility
%
30
127
17
77
Constant
prepayment rate
%
2
21
2
16
Mean reversion
%
—
92
—
92
Inflation volatility
%
1
2
1
2
Inflation rate
%
2
3
2
3
(1)
Valuation: for private equity investments, values may be estimated by looking at past prices of similar stocks and from valuation statements where valuations are usually derived
from earnings measures such as EBITDA or net asset value (NAV). Similarly for equity or bond fund investments, prices may be estimated from valuation or credit statements using
NAV or similar measures.
(2)
NWM Group does not have any material liabilities measured at fair value that are issued with an inseparable third party credit enhancement.
NWM Group
Annual Report and Accounts 2022
NWM Plc
2022
2021
Financial instrument
Valuation technique
Unobservable inputs
Units
Low
High
Low
High
Trading assets and Other financial assets
Loans
Price-based
Price
%
—
113
—
106
Discount cash flow
Credit spreads
bps
56
114
40
102
Discount cash flow
Discount margin
bps
—
—
46
55
Debt securities
Price-based
Price
%
—
255
—
240
Equity Shares
Price-based
Price
GBP
—
5369
—
4,793
Price
%
—
—
—
7
Derivative assets and liabilities
Credit derivatives
Credit derivative pricing
Credit spreads
bps
7
530
6
635
Option pricing
Correlation
%
(15)
95
(15)
95
Volatility
%
30
80
30
108
Upfront points
%
—
99
—
100
Recovery rate
%
—
60
—
60
Interest rate & FX
Option pricing
Correlation
%
(50)
100
(50)
100
derivatives
Volatility
%
30
127
17
77
Constant
prepayment rate
%
2
21
2
16
Mean reversion
%
—
92
—
92
Inflation volatility
%
1
2
1
2
Inflation rate
%
2
3
2
3
(1)
Valuation: for private equity investments, values may be estimated by looking at past prices of similar stocks and from valuation statements where valuations are usually derived
from earnings measures such as EBITDA or net asset value (NAV). Similarly for equity or bond fund investments, prices may be estimated from valuation or credit statements using
NAV or similar measures.
(2)
NWM Plc does not have any material liabilities measured at fair value that are issued with an inseparable third party credit enhancement.
NWM Group
Annual Report and Accounts 2022
Level 3 sensitivities
The level 3 sensitivities presented below are calculated at a
trade or low-level portfolio basis rather than an overall portfolio
basis. As individual sensitivities are aggregated with no
reflection of the correlated nature between instruments, the
overall portfolio sensitivity may not be accurately reflected. For
example, some portfolios may be negatively correlated to
others, where a downwards movement in one asset would
produce an upwards movement in another. However, due to
the additive presentation of the above figures this correlation
impact cannot be displayed. As such, the actual potential
downside sensitivity of the total portfolio may be less than the
non-correlated sum of the additive figures as shown in the
below table.
Alternative assumptions
Reasonably plausible alternative assumptions of unobservable
inputs are determined based on a specified target level of
certainty of 90%.
Alternative assumptions are determined with reference to all
available evidence including consideration of the following:
quality of independent pricing information considering
consistency between different sources, variation over time,
perceived tradability or otherwise of available quotes;
consensus service dispersion ranges; volume of trading activity
and market bias (e.g. one-way inventory); day 1 profit or loss
arising on new trades; number and nature of market
participants; market conditions; modelling consistency in the
market; size and nature of risk; length of holding of position;
and market intelligence.
Other considerations
Whilst certain inputs used to calculate CVA, FVA and own
credit adjustments are not based on observable market data,
the uncertainty of these inputs is not considered to have a
significant effect on the net valuation of the related derivative
portfolios and issued debt.
As such, the fair value levelling of the derivative portfolios and
issued debt is not determined by CVA, FVA or own credit
inputs. In addition, any fair value sensitivity driven by these
inputs is not included in the level 3 sensitivities presented.
The table below shows the high and low range of fair value of the level 3 assets and liabilities. This range incorporates the range of
fair value inputs as described in the previous table.
NWM Group
2022
2021
Level 3
Favourable
Unfavourable
Level 3
Favourable
Unfavourable
£m
£m
£m
£m
£m
£m
Assets
Trading assets
Loans
395
10
(10)
721
10
(10)
Securities
1
—
—
21
—
—
Derivatives
1,023
50
(50)
1,066
90
(110)
Other financial assets
Loans
160
—
—
118
10
(10)
Securities
77
10
(10)
38
—
—
1,656
70
(70)
1,964
110
(130)
Liabilities
Trading liabilities
Deposits
1
—
—
2
—
—
Short positions
—
—
—
1
—
—
Derivatives
999
30
(30)
614
30
(30)
1,000
30
(30)
617
30
(30)
NWM Plc
2022
2021
Level 3
Favourable
Unfavourable
Level 3
Favourable
Unfavourable
£m
£m
£m
£m
£m
£m
Assets
Trading assets
Loans
347
—
—
652
10
(10)
Securities
1
—
—
18
—
—
Derivatives
988
50
(50)
990
80
(110)
Other financial assets
Loans
133
—
—
118
10
(10)
Securities
72
10
(10)
36
—
—
1,541
60
(60)
1,814
100
(130)
Liabilities
Trading liabilities
Deposits
1
—
—
2
—
—
Short positions
—
—
—
1
—
—
Derivatives
857
30
(30)
583
30
(30)
858
30
(30)
586
30
(30)
NWM Group
Annual Report and Accounts 2022
Movement in Level 3 assets and liabilities over the reporting period
The following table shows the movement in level 3 assets and liabilities in the year.
NWM Group
2022
2021
Trading
assets (2)
Other
financial
assets (3)
Total
assets
Total
liabilities
Trading
assets (2)
Other financial
assets (3)
financial
Total
assets
Total
liabilities
£m
£m
£m
£m
£m
£m
£m
£m
At 1 January
1,808
156
1,964
617
1,629
91
1,720
955
Amounts recorded in the income statement
(1)
56
(6)
50
398
(184)
(28)
(212)
(117)
Amounts recorded in the statement of comprehensive
income
—
(41)
(41)
—
—
11
11
—
Level 3 transfers in
194
34
228
81
125
—
125
20
Level 3 transfers out
(269)
(35)
(304)
(64)
(104)
—
(104)
(168)
Purchases/originations
629
130
759
388
966
449
1,415
305
Settlements/other decreases
(115)
—
(115)
(41)
(48)
(363)
(411)
(28)
Sales
(890)
(2)
(892)
(385)
(574)
(4)
(578)
(347)
Foreign exchange and other
6
1
7
6
(2)
—
(2)
(3)
At 31 December
1,419
237
1,656
1,000
1,808
156
1,964
617
Amounts recorded in the income statement in respect
of balances held at year end:
- unrealised
56
(6)
50
398
(184)
(28)
(212)
(117)
NWM Plc
2022
2021
Trading
assets (2)
Other
financial
assets (3)
Total
assets
Total
liabilities
Trading
assets (2)
Other financial
assets (3)
Total
assets
Total
liabilities
£m
£m
£m
£m
£m
£m
£m
£m
At 1 January
1,660
154
1,814
586
1,512
84
1,596
922
Amounts recorded in the income statement
(1)
81
(6)
75
319
(189)
(23)
(212)
(111)
Amounts recorded in the statement of comprehensive
income
—
(38)
(38)
—
—
12
12
—
Level 3 transfers in
194
34
228
79
119
—
119
20
Level 3 transfers out
(268)
(34)
(302)
(62)
(102)
—
(102)
(162)
Purchases/originations
513
98
611
347
912
412
1,324
280
Settlements/other decreases
(92)
(1)
(93)
(36)
(38)
(328)
(366)
(26)
Sales
(752)
(2)
(754)
(375)
(554)
(3)
(557)
(337)
Foreign exchange and other
—
—
—
—
—
—
—
—
At 31 December
1,336
205
1,541
858
1,660
154
1,814
586
Amounts recorded in the income statement in respect
of balances held at year end:
- unrealised
81
(6)
75
319
(189)
(23)
(212)
(111)
(1)
For NWM Group, net losses on trading assets and liabilities of £342 million (2021 – £67 million losses) were recorded in income from trading activities. Net losses on other
instruments of £6 million (2021 – £28 million losses) were recorded in other operating income and interest income as appropriate. For NWM Plc, net losses on trading assets and
liabilities of £238 million (2021 – £78 million losses) were recorded in income from trading activities. Net losses on other instruments of £6 million (2021 – £23 million losses) were
recorded in other operating income and interest income as appropriate.
(2)
Trading assets comprise assets held at fair value in trading portfolios.
(3)
Other financial assets comprise fair value through other comprehensive income, designated as at fair value through profit or loss and other fair value through profit or loss.
NWM Group
Annual Report and Accounts 2022
Fair value of financial instruments measured at amortised cost on the balance sheet
The following table shows the carrying value and fair value of financial instruments measured at amortised cost on the balance
sheet:
NWM Group
NWM Plc
Fair value
hierarchy level
Fair value
hierarchy level
Items where
fair value
approximates
carrying value
Carrying
value
Fair
value
Level 2
Level 3
Items where
fair value
approximates
carrying value
Carrying
value
Fair
value
Level 2
Level 3
2022
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
Financial assets
Cash and balances at central banks
17.0
13.5
Settlement balances
2.6
1.7
Loans to banks
0.1
1.0
1.0
0.5
0.5
0.1
0.7
0.7
0.3
0.4
Loans to customers
10.2
10.1
0.9
9.2
9.2
9.1
0.9
8.2
Amounts due from holding company and
fellow subsidiaries
0.1
0.3
0.3
—
0.3
0.7
2.4
2.4
—
2.4
Other financial assets - securities
5.8
5.7
—
5.7
5.4
5.3
—
5.3
2021
Financial assets
Cash and balances at central banks
16.6
12.3
Settlement balances
2.1
0.8
Loans to banks
0.1
0.9
0.9
0.4
0.5
—
0.7
0.7
0.3
0.4
Loans to customers
7.5
7.5
0.4
7.1
6.8
6.8
0.3
6.5
Amounts due from holding company and
fellow subsidiaries
—
0.7
0.7
—
0.7
—
3.6
3.6
—
3.6
Other financial assets - securities
3.1
3.1
—
3.1
3.0
3.0
—
3.0
NWM Group
NWM Plc
Fair value
hierarchy level
Fair value
hierarchy level
Items where
fair value
approximates
carrying value
Carrying
value
Fair
value
Level 2
Level 3
Items where
fair value
approximates
carrying value
Carrying
value
Fair
value
Level 2
Level 3
2022
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
Financial liabilities
Bank deposits
0.3
2.8
2.8
0.8
2.0
0.2
2.7
2.7
0.8
1.9
Customer deposits
0.1
3.5
3.5
0.3
3.2
0.1
2.6
2.6
0.3
2.3
Amounts due to holding company and
fellow subsidiaries
0.2
4.7
4.6
4.6
—
1.0
5.6
5.6
4.7
0.9
Settlement balances
2.0
1.1
Other financial liabilities
Debt securities in issue
18.4
17.6
14.8
2.8
16.4
15.8
13.8
2.0
Subordinated liabilities
0.1
0.1
0.1
—
—
—
—
—
2021
Financial liabilities
Bank deposits
—
1.8
1.8
—
1.8
—
1.8
1.8
—
1.8
Customer deposits
—
2.2
2.2
—
2.2
—
1.5
1.5
—
1.5
Amounts due to holding company and
fellow subsidiaries
—
5.6
5.7
5.4
0.3
0.1
7.4
7.5
5.4
2.1
Settlement balances
2.1
1.0
Other financial liabilities
Debt securities in issue
16.6
16.8
13.9
2.9
15.5
15.7
13.2
2.5
Subordinated liabilities
0.3
0.4
0.4
—
—
—
—
—
The assumptions and methodologies underlying the calculation of fair values of financial instruments at the balance sheet date are
as follows:
Short-term financial instruments
For certain short-term financial instruments, including but not
limited to; cash and balances at central banks, settlement
balances, loans with short-term maturities and customer
demand deposits, carrying value is deemed a reasonable
approximation of fair value.
Loans to banks and customers
In estimating the fair value of net loans to customers and banks
measured at amortised cost, NWM Group’s loans are
segregated into appropriate portfolios reflecting the
characteristics of the constituent loans. Loans are valued using
contractual cashflows that are discounted using a market
discount rate that incorporates the current spread for the
borrower or where this is not observable, the spread for
borrowers of a similar credit standing.
Debt securities and subordinated liabilities
Most debt securities are valued using quoted prices in active
markets or from quoted prices of similar financial instruments.
The remaining population is valued using discounted cashflows
at current offer rates.
Bank and customer deposits
Fair values of deposits are estimated using contractual
cashflows using a market discount rate incorporating the
NWM Group
Annual Report and Accounts 2022
139
Remaining maturity
The following table shows the residual maturity of financial instruments, based on contractual date of maturity:
NWM Group
2022
2021
Less than
12
months
More
than
12
months
Total
Less than
12
months
More
than
12
months
Total
£m
£m
£m
£m
£m
£m
Assets
Cash and balances at central banks
17,007
—
17,007
16,645
—
16,645
Trading assets
35,658
9,633
45,291
40,206
18,895
59,101
Derivatives
38,174
61,980
100,154
34,423
71,127
105,550
Settlement balances
2,558
—
2,558
2,139
—
2,139
Loans to banks - amortised cost
1,129
17
1,146
714
248
962
Loans to customers - amortised cost
4,282
5,889
10,171
3,707
3,764
7,471
Amounts due from holding company and fellow subsidiaries
(1)
615
97
712
705
675
1,380
Other financial assets
3,955
7,915
11,870
3,848
4,938
8,786
Liabilities
Bank deposits
2,427
642
3,069
1,244
564
1,808
Customer deposits
3,353
261
3,614
2,161
107
2,268
Amounts due to holding company and fellow subsidiaries
(2)
3,519
2,494
6,013
1,571
4,384
5,955
Settlement balances
2,010
—
2,010
2,068
—
2,068
Trading liabilities
42,744
10,048
52,792
41,548
22,934
64,482
Derivatives
39,166
54,419
93,585
34,606
63,891
98,497
Other financial liabilities
6,129
14,974
21,103
8,715
10,540
19,255
Lease liabilities
8
39
47
13
40
53
NWM Plc
2022
2021
Less than
12
months
More
than
12
months
Total
Less than
12
months
More
than
12
months
Total
£m
£m
£m
£m
£m
£m
Assets
Cash and balances at central banks
13,467
—
13,467
12,294
—
12,294
Trading assets
20,085
7,216
27,301
22,355
18,867
41,222
Derivatives
38,402
57,856
96,258
34,259
68,783
103,042
Settlement balances
1,686
—
1,686
795
—
795
Loans to banks - amortised cost
798
17
815
464
248
712
Loans to customers - amortised cost
4,062
5,092
9,154
3,641
3,169
6,810
Amounts due from holding company and fellow subsidiaries
(1)
4,068
2,538
6,606
3,862
2,749
6,611
Other financial assets
2,727
7,650
10,377
3,092
4,651
7,743
Liabilities
Bank deposits
2,338
598
2,936
1,244
564
1,808
Customer deposits
2,411
254
2,665
1,448
62
1,510
Amounts due to holding company and fellow subsidiaries
(2)
9,808
2,842
12,650
5,407
5,399
10,806
Settlement balances
1,133
—
1,133
1,028
—
1,028
Trading liabilities
24,230
8,995
33,225
24,204
22,915
47,119
Derivatives
39,380
51,374
90,754
34,547
60,549
95,096
Other financial liabilities
4,419
13,977
18,396
7,109
9,768
16,877
Lease liabilities
2
2
4
7
3
10
(1)
Amounts due from holding company and fellow subsidiaries relating to non-financial instruments of £28 million (2021 – £99 million) for NWM Group and £59 million (2021 - £112
million) for NWM Plc have been excluded from the tables.
(2)
Amounts due to holding company and fellow subsidiaries relating to non-financial instruments of £204 million (2021 - £171 million) for NWM Group and £217 million (2021 - £172
million) for NWM Plc have been excluded from the tables.
NWM Group
Annual Report and Accounts 2022
Assets and liabilities by contractual cash
flows up to 20 years
The tables below show the contractual undiscounted cash flows
receivable and payable, up to a period of 20 years, including
future receipts and payments of interest of financial assets and
liabilities by contractual maturity. The balances in the following
tables do not agree directly with the consolidated balance
sheet, as the tables include all cash flows relating to principal
and future coupon payments, presented on an undiscounted
basis. The tables have been prepared on the following basis:
Financial assets have been reflected in the time band of the
latest date on which they could be repaid, unless earlier
repayment can be demanded by NWM Group. Financial
liabilities are included at the earliest date on which the
counterparty can require repayment, regardless of whether or
not such early repayment results in a penalty. If repayment is
triggered by, or is subject to, specific criteria such as market
price hurdles being reached, the asset is included in the time
band that contains the latest date on which it can be repaid,
regardless of early repayment. The liability is included in the
time band that contains the earliest possible date on which the
conditions could be fulfilled, without considering the probability
of the conditions being met.
For example, if a structured note
is automatically prepaid when an equity index exceeds a
certain level, the cash outflow will be included in the less than
three months’ period whatever the level of the index at the
year end.
The settlement date of debt securities in issue, issued by certain
securitisation vehicles consolidated by NWM Group depends on
when cash flows are received from the securitised assets.
Where these assets are prepayable, the timing of the cash
outflow relating to securities assumes that each asset will be
prepaid at the earliest possible date. As the repayments of
assets and liabilities are linked, the repayment of assets in
securitisations is shown on the earliest date that the asset can
be prepaid, as this is the basis used for liabilities.
The principal amounts of financial liabilities that are repayable
after 20 years or where the counterparty has no right to
repayment of the principal, are excluded from the table along
with interest payments after 20 years.
The maturity of guarantees and commitments is based on the
earliest possible date they would be drawn in order to evaluate
NWM Group’s liquidity position.
MFVTPL assets of £146 billion (2021 - £165 billion) for NWM
Group, £127 billion (2021 - £147 billion) for NWM Plc, HFT
liabilities of £147 billion (2021 - £163 billion) for NWM Group
and £130 billion (2021 - £145 billion) for NWM Plc have been
excluded from the following tables.
NWM Group
Annual Report and Accounts 2022
NWM Group
0-3 months
3-12 months
1-3 years
3-5 years
5-10 years
10-20 years
2022
£m
£m
£m
£m
£m
£m
Assets by contractual maturity up to 20 years
Cash and balances at central banks
17,007
—
—
—
—
—
Derivatives held for hedging
2
13
46
13
7
1
Settlement balances
2,558
—
—
—
—
—
Loans to banks - amortised cost
1,128
2
17
—
—
—
Loans to customers - amortised cost
1,623
3,183
3,253
1,787
1,451
146
Amounts due from holding company and fellow subsidiaries
(1)
328
10
—
1
9
68
Other financial assets
(2)
1,700
2,648
2,744
1,501
1,952
1,417
Finance lease
—
—
1
—
—
—
24,346
5,856
6,061
3,302
3,419
1,632
2022
Liabilities by contractual maturity up to 20 years
Bank deposits
1,302
1,135
643
—
—
—
Customer deposits
2,286
1,339
21
1
2
20
Amounts due to holding company and fellow subsidiaries
(3)
190
2,199
1,805
—
190
—
Settlement balances
2,010
—
—
—
—
—
Derivatives held for hedging
17
76
202
53
21
-
Other financial liabilities
1,600
4,345
9,113
5,271
401
437
Lease liabilities
1
7
12
10
17
—
7,406
9,101
11,796
5,335
631
457
Guarantees and commitments notional amount
Guarantees
(4)
594
—
—
—
—
—
Commitments
(5)
12,873
—
—
—
—
—
13,467
—
—
—
—
—
NWM Group
0-3 months
3-12 months
1-3 years
3-5 years
5-10 years
10-20 years
2021
£m
£m
£m
£m
£m
£m
Assets by contractual maturity up to 20 years
Cash and balances at central banks
16,645
—
—
—
—
—
Derivatives held for hedging
60
7
63
1
3
—
Settlement balances
2,139
—
—
—
—
—
Loans to banks - amortised cost
691
23
12
—
—
—
Loans to customers - amortised cost
1,689
2,094
2,830
660
327
70
Amounts due from holding company and fellow subsidiaries
(1)
459
3
24
7
14
100
Other financial assets
(2)
1,872
1,986
2,885
335
560
732
Finance lease
2
8
9
4
12
24
23,557
4,121
5,823
1,007
916
926
2021
Liabilities by contractual maturity up to 20 years
Bank deposits
825
421
566
—
—
—
Customer deposits
1,279
876
36
69
1
19
Amounts due to holding company and fellow subsidiaries
(3)
1,057
166
3,743
—
195
—
Settlement balances
2,068
—
—
—
—
—
Derivatives held for hedging
—
10
93
26
—
—
Other financial liabilities
2,948
5,541
5,405
4,368
345
546
Other liabilities- notes in circulation
4
10
12
9
18
—
Lease liabilities
8,181
7,024
9,855
4,472
559
565
Guarantees and commitments notional amount
595
—
—
—
—
—
Guarantees
(4)
9,921
—
—
—
—
—
Commitments
(5)
10,516
—
—
—
—
—
For notes to the above table refer to the following page.
NWM Group
Annual Report and Accounts 2022
NWM Plc
0-3 months
3-12 months
1-3 years
3-5 years
5-10 years
10-20 years
2022
£m
£m
£m
£m
£m
£m
Assets by contractual maturity up to 20 years
Cash and balances at central banks
13,467
—
—
—
—
—
Derivatives held for hedging
4
11
47
13
7
1
Settlement balances
1,686
—
—
—
—
—
Loans to banks - amortised cost
796
2
17
—
—
—
Loans to customers - amortised cost
1,537
3,007
2,696
1,609
1,329
146
Amounts due from holding company and fellow subsidiaries
(1)
1,148
349
931
345
226
68
Other financial assets
(2)
1,449
1,982
2,515
1,415
1,846
1,321
Finance lease
—
—
—
—
—
—
20,087
5,351
6,206
3,382
3,408
1,536
2022
Liabilities by contractual maturity up to 20 years
Bank deposits
1,302
1,045
599
—
—
—
Customer deposits
1,689
987
21
1
2
3
Amounts due to holding company and fellow subsidiaries
(3)
1,582
2,199
2,153
—
190
—
Settlement balances
1,133
—
—
—
—
—
Derivatives held for hedging
18
76
201
53
21
—
Other financial liabilities
743
3,478
8,512
5,164
401
161
Lease liabilities
1
1
2
—
—
—
6,468
7,786
11,488
5,218
614
164
Guarantees and commitments notional amount
Guarantees
(4)
144
—
—
—
—
—
Commitments
(5)
6,956
—
—
—
—
—
7,100
—
—
—
—
—
NWM Plc
0-3 months
3-12 months
1-3 years
3-5 years
5-10 years
10-20 years
2021
£m
£m
£m
£m
£m
£m
Assets by contractual maturity up to 20 years
Cash and balances at central banks
12,294
—
—
—
—
—
Derivatives held for hedging
60
7
63
1
3
—
Settlement balances
795
—
—
—
—
—
Loans to banks - amortised cost
452
12
11
—
—
—
Loans to customers - amortised cost
1,630
2,087
2,478
454
323
70
Amounts due from holding company and fellow subsidiaries
(1)
1,396
72
1,327
549
222
80
Other financial assets
(2)
1,790
1,556
2,640
247
530
696
Finance lease
1
4
—
—
—
—
18,418
3,738
6,519
1,251
1,078
846
2021
Liabilities by contractual maturity up to 20 years
Bank deposits
825
421
566
—
—
—
Customer deposits
826
619
11
55
1
3
Amounts due to holding company and fellow subsidiaries
(3)
2,367
197
4,047
—
416
—
Settlement balances
1,028
—
—
—
—
—
Derivatives held for hedging
—
10
93
26
—
—
Other financial liabilities
2,522
4,365
5,291
4,364
189
148
Lease liabilities
2
6
2
—
—
—
7,570
5,618
10,010
4,445
606
151
Guarantees and commitments notional amount
Guarantees
(4)
197
—
—
—
—
—
Commitments
(5)
6,152
—
—
—
—
—
6,349
—
—
—
—
—
(1)
Amounts due from holding company and fellow subsidiaries relating to non-financial instruments have been excluded from the tables.
(2)
Other financial assets excludes equity shares.
(3)
Amounts due to holding company and fellow subsidiaries relating to non-financial instruments have been excluded from the tables.
(4)
NWM Group is only called upon to satisfy a guarantee when the guaranteed party fails to meet its obligations. NWM Group expects most guarantees it provides to expire unused.
(5)
NWM Group has given commitments to provide funds to customers under undrawn formal facilities, credit lines and other commitments to lend subject to certain conditions being
NWM Group
Annual Report and Accounts 2022
Trading assets and liabilities comprise assets and liabilities held at fair value in trading portfolios.
NWM Group
NWM Plc
2022
2021
2022
2021
Assets
£m
£m
£m
£m
Loans
Reverse repos
21,537
20,742
8,559
9,246
Collateral given
12,719
11,990
10,468
9,332
Other loans
1,113
1,414
938
1,189
Total loans
35,369
34,146
19,965
19,767
Securities
Central and local government
- UK
2,205
6,919
2,204
6,919
- US
2,345
3,329
41
145
- Other
2,799
10,929
2,799
10,929
Financial institutions and Corporate
2,573
3,778
2,292
3,462
Total securities
9,922
24,955
7,336
21,455
Total
45,291
59,101
27,301
41,222
Liabilities
Deposits
Repos
23,740
19,389
8,716
4,940
Collateral received
17,663
17,619
14,556
16,386
Other deposits
1,068
1,536
1,066
1,532
Total deposits
42,471
38,544
24,338
22,858
Debt securities in issue
797
974
797
974
Short positions
9,524
24,964
8,090
23,287
Total
52,792
64,482
33,225
47,119
NWM Group
Annual Report and Accounts 2022
13 Derivatives
NWM Group uses derivatives as part of its trading activities or to manage its own risk such as interest rate, foreign exchange, or
credit risk.
NWM Group
2022
2021
Notional
Assets
Liabilities
Notional
Assets
Liabilities
£bn
£m
£m
£bn
£m
£m
Exchange rate contracts
3,145
45,821
44,938
3,162
38,546
39,275
Interest rate contracts
10,356
54,097
48,372
8,601
66,850
58,879
Credit derivatives
15
236
275
14
154
343
Equity and commodity contracts
—
—
—
—
—
—
100,154
93,585
105,550
98,497
NWM Plc
2022
2021
Notional
Assets
Liabilities
Notional
Assets
Liabilities
£bn
£m
£m
£bn
£m
£m
Exchange rate contracts
3,178
46,528
45,592
3,169
38,692
39,427
Interest rate contracts
8,840
49,496
44,890
7,383
64,196
55,335
Credit derivatives
15
234
272
14
154
334
Equity and commodity contracts
—
—
—
—
—
—
96,258
90,754
103,042
95,096
For accounting policy information see Accounting policies notes 3.5 and 3.10.
Refer to Note 9 for amounts due from/to fellow NatWest Group subsidiaries.
NWM Group applies hedge accounting to reduce the accounting
mismatch caused in the income statement by using derivatives
to hedge the following risks: interest rate, foreign exchange and
the foreign exchange risk associated with net investment in
foreign operations.
NWM Group’s interest rate hedging relates to the management
of NWM Group’s non-trading structural interest rate risk, caused
by the mismatch between fixed interest rates and floating
interest rates on its financial instruments. NWM Group manages
this risk within approved limits. Residual risk positions are
hedged with derivatives, principally interest rate swaps.
Suitable larger fixed rate financial instruments are subject to fair
value hedging in line with documented risk management
strategies.
Cash flow hedges of interest rate risk relate to exposures to the
variability in future interest payments and receipts due to the
movement of benchmark interest rates on forecast transactions
and on financial assets and financial liabilities. This variability in
cash flows is hedged by interest rate swaps, which convert
variable cash flows into fixed. For these cash flow hedge
relationships, the hedged items are actual and forecast variable
interest rate cash flows arising from financial assets and
financial liabilities with interest rates linked to the relevant
benchmark rates, most notably USD LIBOR, SOFR, EURIBOR,
SONIA and the Bank of England Official Bank Rate. The
variability in cash flows due to movements in the relevant
benchmark rate is hedged; this risk component is identified
using the risk management systems of NWM Group and
encompasses the majority of cash flow variability risk.
Fair value hedges of interest rate risk involve interest rate
swaps transforming the fixed interest rate risk in financial assets
and financial liabilities to floating. The hedged risk is the risk of
changes in the hedged item’s fair value attributable to changes
in the benchmark interest rate risk component of the hedged
item. The significant benchmarks identified as risk components
are USD LIBOR, SOFR, EURIBOR and SONIA. These risk
components are identified using the risk management systems
of NWM Group and encompass the majority of the hedged
item’s fair value risk.
NWM Group hedges the exchange rate risk of its net investment
in foreign currency denominated operations with currency
borrowings and forward foreign exchange contracts. NWM
Group reviews the value of the investments’ net assets,
executing hedges where appropriate to reduce the sensitivity of
capital ratios to foreign exchange rate movement. Hedge
accounting relationships will be designated where required.
Exchange rate risk also arises in NWM Group where payments
are denominated in currencies other than the functional
currency. Residual risk positions are hedged with forward
foreign exchange contracts, fixing the exchange rate the
payments will be settled in. The derivatives are documented as
cash flow hedges.
For all cash flow hedging and fair value hedge relationships
NWM Group determines that there is an adequate level of
offsetting between the hedged item and hedging instrument at
inception and on an ongoing basis.
This is achieved by
comparing movements in the fair value of the expected highly
probable forecast cash flows/fair value of the hedged item
attributable to the hedged risk with movements in the fair value
of the expected changes in cash flows from the hedging
instruments. The method used for comparing movements is
either regression testing or the dollar offset method.
The
method for testing effectiveness and the period over which the
test is performed depends on the applicable risk management
strategy and is applied consistently to each risk management
strategy.
Hedge effectiveness is assessed on a cumulative basis
and the determination of effectiveness is in line with the
requirements of IAS39.
NWM Group uses either the actual ratio between the hedged
item and hedging instrument(s) or one that minimises hedge
ineffectiveness to establish the hedge ratio for hedge
accounting. Hedge ineffectiveness is measured in line with the
requirements of IAS39 and recognised in the income statement
as it arises.
NWM Group
Annual Report and Accounts 2022
Included in the table below are derivatives held for hedging as follows:
NWM Group
2022
2021
Notional
Assets
Liabilities
Change in fair value
used for
hedge
ineffectiveness (1)
Notional
Assets
Liabilities
Change in fair value
used for
hedge
ineffectiveness (1)
£bn
£m
£m
£m
£bn
£m
£m
£m
Fair value hedging
Interest rate contracts
20.6
215
917
(647)
15.9
179
156
(173)
Cash flow hedging
Interest rate contracts
5.8
1
492
(436)
4.8
36
59
(188)
Exchange rate contracts
5.0
121
109
(10)
1.1
1
109
1
Net investment hedging
Exchange rate contracts
0.3
1
5
4
0.3
6
—
—
31.7
338
1,523
(1,089)
22.1
222
324
(360)
IFRS netting/Clearing house
settlements
(216)
(1,353)
(90)
(205)
122
170
132
119
NWM Plc
2022
2021
Notional
Assets
Liabilities
Change in fair value
used for
hedge
in effectiveness (1)
Notional
Assets
Liabilities
Change in fair value
used for
hedge
in effectiveness (1)
£bn
£m
£m
£m
£bn
£m
£m
£m
Fair value hedging
Interest rate contracts
20.2
213
915
(642)
15.8
174
156
(170)
Exchange rate contracts
0.2
—
5
5
—
—
—
—
Cash flow hedging
Interest rate contracts
4.2
—
483
(427)
4.8
36
59
(188)
Exchange rate contracts
5.0
121
109
(10)
1.1
1
109
1
Net investment hedging
Exchange rate contracts
0.1
1
—
(1)
0.3
6
—
—
29.7
335
1,512
(1,075)
22.0
217
324
(357)
IFRS netting/Clearing house
settlements
(213)
(1,342)
(85)
(205)
122
170
132
119
(1)
The change in fair value per hedge ineffectiveness includes instruments that were derecognised in the year.
NWM Group
Annual Report and Accounts 2022
The following table shows the period in which notional of the hedging contract ends:
NWM Group
0-3 months
3-12 months
1-3 years
3-5 years
5-10 years
10-20 years
20+ years
Total
2022
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
Fair value hedging
Hedging assets - interest rate risk
0.5
1.5
1.0
0.9
0.1
—
0.2
4.2
Hedging liabilities - interest rate risk
0.1
3.1
8.1
3.7
1.2
0.2
—
16.4
Cash flow hedging
Hedging assets - interest rate risk
—
0.5
2.3
1.0
2.0
—
—
5.8
Average fixed interest rate
(%)
1.75
1.28
1.52
1.43
1.54
—
—
1.50
Hedging assets
- exchange rate risk
—
—
—
—
—
—
—
—
Hedging liabilities - exchange rate
risk
—
0.9
2.8
1.1
0.2
—
—
5.0
Net investment hedging
Exchange rate risk
0.3
—
—
—
—
—
—
0.3
2021
Fair value hedging
Hedging assets - interest rate risk
0.1
0.7
2.1
0.2
—
0.1
0.1
3.3
Hedging liabilities - interest rate risk
1.5
1.6
5.5
2.8
1.0
0.2
—
12.6
Cash flow hedging
Hedging assets - interest rate risk
0.4
0.5
1.0
1.6
1.3
—
—
4.8
Average fixed interest rate
(%)
2.64
0.26
0.95
0.87
0.66
—
—
0.91
Hedging assets
- exchange rate risk
—
—
—
—
—
—
—
—
Hedging liabilities - exchange rate
risk
—
—
0.9
0.2
—
—
—
1.1
Net investment hedging
Exchange rate risk
0.3
—
—
—
—
—
—
0.3
NWM Plc
0-3 months
3-12 months
1-3 years
3-5 years
5-10 years
10-20 years
20+ years
Total
2022
£bn
£bn
£bn
£bn
£bn
£bn
£bn
£bn
Fair value hedging
Hedging assets - interest rate risk
0.4
1.5
1.0
0.9
0.1
—
0.2
4.1
Hedging liabilities - interest rate risk
—
3.1
7.8
3.8
1.2
0.2
—
16.1
Hedging assets - exchange rate risk
0.2
—
—
—
—
—
—
0.2
Cash flow hedging
Hedging assets - interest rate risk
—
0.3
1.8
0.6
1.5
—
—
4.2
Average fixed interest rate
(%)
—
0.56
1.21
0.65
1.13
—
—
1.06
Hedging assets - exchange rate risk
—
—
—
—
—
—
—
—
Hedging liabilities - exchange rate
risk
—
0.9
2.8
1.1
0.2
—
0.0
5.0
Net investment hedging
Exchange rate risk
0.1
—
—
—
—
—
—
0.1
2021
Fair value hedging
Hedging assets - interest rate risk
0.1
0.7
2.1
0.2
—
0.1
0.1
3.3
Hedging liabilities - interest rate risk
1.5
1.6
5.4
2.8
1.0
0.2
—
12.5
Cash flow hedging
Hedging assets - interest rate risk
0.4
0.5
1.0
1.6
1.3
—
—
4.8
Average fixed interest rate
(%)
2.64
0.26
0.95
0.87
0.66
—
—
0.91
Hedging assets - exchange rate risk
—
—
—
—
—
—
—
—
Hedging liabilities - exchange rate
risk
—
—
0.9
0.2
—
—
—
1.1
Net investment hedging
Exchange rate risk
0.3
—
—
—
—
—
—
0.3
For cash flow hedging of exchange rate risk, the average foreign exchange rates applicable across the relationships were
USD/GBP 1.24 (2021 - 1.22),
JPY/GBP 132.89
(2021 - 132.93), JPY/USD: 128.29
(2021 - n/a), NOK/GBP: 9.21
(2021 - n/a) and
CNH/GBP: n/a (2021 - 8.74) for the main currencies hedged.
For net investment hedging of exchange risk, the average foreign exchange rates applicable were AED/USD 4.42 (2021 - 3.67) and
USD/GBP 1.20 (2021 - 1.32) for the main currencies hedged.
NWM Group
Annual Report and Accounts 2022
The table below analyses assets and liabilities including intercompany, subject to hedging derivatives:
2022
2021
Carrying
value (CV)
of hedged
assets and
liabilities
Impact
on
hedged
items
included
in CV
Change in fair value
used as a
basis to
determine
ineffectiveness (1)
Carrying value
(CV)
of hedged
assets and
liabilities
Impact on
hedged
items
included
in CV
Change in fair value
used as a
basis to
determine
ineffectiveness (1)
NWM Group
£m
£m
£m
£m
£m
£m
Fair value hedging - interest rate
Loans to banks and customers – amortised cost
—
—
—
33
—
—
Other financial assets - securities
4,086
(161)
(230)
3,353
92
(61)
Total
4,086
(161)
(230)
3,386
92
(61)
Bank and customer deposits
565
(3)
3
Other financial liabilities - debt securities in issue
15,570
(786)
801
14,604
55
231
Subordinated liabilities
1,113
(56)
69
102
2
3
Total
17,248
(845)
873
14,706
57
234
Cash flow hedge - interest rate
Loans to banks and customers – amortised cost
5,756
427
4,648
172
Other financial assets - securities
85
6
159
6
Total
5,841
433
4,807
178
Cash flow hedge - exchange rate
Loans to banks and customers – amortised cost
—
—
21
—
Other financial assets - securities
—
—
2
—
Total
—
—
23
—
Other financial liabilities - debt securities in issue
3,096
10
1,036
(1)
Total
3,096
10
1,036
(1)
NWM Plc
Fair value hedging - interest rate
Loans to banks and customers – amortised cost
—
—
—
33
—
—
Other financial assets - securities
4,086
(161)
(229)
3,353
92
(61)
Total
4,086
(161)
(229)
3,386
92
(61)
Bank and customer deposits
565
(3)
3
—
—
—
Other financial liabilities - Debt securities in issue
15,295
(784)
798
14,604
55
231
Subordinated liabilities
1,039
(55)
66
—
—
—
Total
16,899
(842)
867
14,604
55
231
Fair value hedging - Exchange rate
Other
173
26
(5)
—
—
Total
173
26
(5)
—
—
Cash flow hedge - interest rate
Loans to banks and customers – amortised cost
4,117
418
4,648
172
Other financial assets - securities
85
6
159
6
Total
4,202
424
4,807
178
Cash flow hedge - exchange rate
Loans to banks and customers – amortised cost
—
—
21
—
Other financial assets - securities
—
—
2
—
Total
—
—
23
—
Other financial liabilities - debt securities in issue
3,096
10
1,036
(1)
Total
3,096
10
1,036
(1)
(1)
The change in fair value per hedge ineffectiveness includes instruments that were derecognised in the year.
NWM Group
Annual Report and Accounts 2022
The following table shows a pre-tax analysis of the cash flow hedge reserve and foreign exchange hedge reserve:
NWM Group
2022
2021
Cash flow hedge reserve
Foreign exchange hedge
reserve
Cash flow hedge reserve
Foreign exchange hedge
reserve
£m
£m
£m
£m
Continuing
Interest rate risk
(468)
—
(37)
—
Foreign exchange risk
—
(29)
(4)
8
De-designated
Interest rate risk
64
—
111
—
Foreign exchange risk
—
(173)
—
(141)
Total
(404)
(202)
70
(133)
NWM Plc
2022
2021
Cash flow hedge reserve
Foreign exchange hedge
reserve
Cash flow hedge reserve
Foreign exchange hedge
reserve
£m
£m
£m
£m
Continuing
Interest rate risk
(459)
—
(37)
—
Foreign exchange risk
—
(1)
(4)
1
De-designated
Interest rate risk
64
—
111
—
Foreign exchange risk
—
24
—
33
Total
(395)
23
70
34
NWM Group
Annual Report and Accounts 2022
NWM Group
2022
2021
Cash flow hedge
reserve
Foreign exchange
hedge reserve
Cash flow hedge
reserve
Foreign exchange
hedge reserve
£m
£m
£m
£m
Amount recognised in equity
Interest rate risk
(440)
(64)
(207)
—
Foreign exchange risk
16
(11)
—
20
Total
(424)
(75)
(207)
20
Amounts transferred from equity to earnings
Interest rate risk to net interest income
(40)
—
1
—
Foreign exchange risk to net interest income
(11)
—
—
—
Foreign exchange risk to non-interest income
—
7
—
—
Total
(51)
7
1
—
NWM Plc
2022
2021
Cash flow hedge
reserve
Foreign exchange
hedge reserves
Cash flow hedge
reserve
Foreign exchange
hedge reserve
£m
£m
£m
£m
Amount recognised in equity
Interest rate risk
(422)
—
(208)
—
Foreign exchange risk
16
(11)
—
1
Total
(406)
(11)
(208)
1
Amounts transferred from equity to earnings
Interest rate risk to net interest income
(47)
—
1
—
Foreign exchange risk to net interest income
(11)
—
—
—
Total
(58)
—
1
—
Hedge ineffectiveness recognised in other operating income in continuing operations comprised:
NWM Group
2022
2021
£m
£m
Fair value hedging
Gain on the hedged items attributable to the hedged risk
643
173
Loss on the hedging instruments
(647)
(173)
Fair value hedging ineffectiveness
(4)
—
Cash flow hedging
Interest rate risk
(3)
(10)
Cash flow hedging ineffectiveness
(3)
(10)
Total
(7)
(10)
The main sources of ineffectiveness for interest rate risk hedge accounting relationships are:
The effect of the counterparty credit risk on the fair value of the interest rate swap which is not reflected in the fair value of the
hedged item attributable to the change in interest rate (fair value hedge);
Differences in the repricing basis between the hedging instrument and hedged cash flows (cash flow hedge); and
Upfront present values on the hedging derivatives where hedge accounting relationships have been designated after the trade
date (cash flow hedge and fair value hedge).
NWM Group
Annual Report and Accounts 2022
14 Loan impairment provisions
Loan exposure and impairment metrics
The table below summarises loans and related credit impairment measures within the scope of ECL framework.
NWM Group
NWM Plc
31 December
31 December
31 December
31 December
2022
2021
2022
2021
£m
£m
£m
£m
Loans - amortised cost
- Stage 1
10,791
8,301
9,713
7,444
- Stage 2
497
147
228
104
- Stage 3
49
99
49
61
Of which: individual
37
91
37
53
Of which: collective
12
8
12
8
- Inter-Group
434
731
2,324
2,605
Total
11,771
9,278
12,314
10,214
ECL provisions
(1)
- Stage 1
20
6
15
6
- Stage 2
8
3
3
2
- Stage 3
26
75
26
36
Of which: individual
15
68
15
29
Of which: collective
11
7
11
7
- Inter-Group
—
—
4
1
Total
54
84
48
45
ECL provision coverage
(2)
- Stage 1 (%)
0.19
0.07
0.15
0.08
- Stage 2 (%)
1.61
2.04
1.32
1.92
- Stage 3 (%)
53.06
75.76
53.06
59.02
- Inter-Group (%)
—
—
0.17
0.04
Total
0.48
0.98
0.44
0.58
Impairment (releases)/losses
ECL (release)/charge
- Stage 1
8
(14)
7
(11)
- Stage 2
14
(11)
3
—
- Stage 3
(14)
(9)
(14)
(11)
Of which: individual
(15)
(6)
(15)
(8)
Of which: collective
1
(3)
1
(3)
- Third party
8
(34)
(4)
(22)
- Inter-Group
—
(1)
—
(1)
Total
8
(35)
(4)
(23)
Amounts written off
55
67
14
13
Of which: individual
55
43
14
10
(1)
NWM Group’s intercompany assets were classified as Stage 1. The ECL for these loans was £0.4 million at 31 December 2022.
(2)
ECL provisions coverage is calculated as total ECL provisions divided by third party loans – amortised cost and FVOCI.
(3)
The table shows gross loans only and excludes amounts that are outside the scope of the ECL framework. Refer to page 68 for Financial instruments within the scope of the IFRS 9
ECL framework for further details. Other financial assets within the scope of the IFRS 9 ECL framework were cash and balances at central banks totalling £17.0 billion (2021 – £16.6
billion) and debt securities of £11.8 billion (2021 – £8.4 billion).
NWM Group
Annual Report and Accounts 2022
Credit risk enhancement and mitigation
For information on Credit risk enhancement and mitigation held
as security, refer to Risk and capital management – Credit risk
enhancement and mitigation section.
provisions
Accounting policies Note 2.3 sets out how the expected loss
approach is applied. At 31 December 2022, customer loan
impairment provisions amounted to £54 million (2021 - £84
million). A loan is impaired when there is objective evidence that
the cash flows will not occur in the manner expected when the
loan was advanced. Such evidence includes changes in the
credit rating of a borrower, the failure to make payments in
accordance with the loan agreement, significant reduction in the
value of any security, breach of limits or covenants, and
observable data about relevant macroeconomic measures.
The impairment loss is the difference between the carrying
value of the loan and the present value of estimated future cash
flows at the loan's original effective interest rate.
The measurement of credit impairment under the IFRS expected
loss model depends on management’s assessment of any
potential deterioration in the creditworthiness of the borrower,
its modelling of expected performance and the application of
economic forecasts. All three elements require judgments that
are potentially significant to the estimate of impairment losses.
For further information and sensitivity analysis, refer to Risk and
capital management – Measurement uncertainty and ECL
IFRS 9 ECL model design principles
Refer to Credit risk – IFRS 9 ECL model design principles section
for further details.
Approach for multiple economic scenarios
(MES)
The base scenario plays a greater part in the calculation of ECL
than the approach to MES. Refer to Credit risk – Economic loss
drivers – Probability weightings of scenarios section for further
NWM Group
Annual Report and Accounts 2022
15 Other financial assets
NWM Group
Debt securities
Central and local government
UK
US
Other
Other debt
Total
Equity
shares
Loans
Total
2022
£m
£m
£m
£m
£m
£m
£m
£m
Mandatory fair value through profit or loss
—
—
—
2
2
1
77
80
Fair value through other comprehensive income
—
3,920
1,213
700
5,833
90
117
6,040
Amortised cost
—
—
—
5,750
5,750
—
—
5,750
Total
—
3,920
1,213
6,452
11,585
91
194
11,870
2021
Mandatory fair value through profit or loss
—
—
—
1
1
1
78
80
Fair value through other comprehensive income
360
3,357
884
794
5,395
136
59
5,590
Amortised cost
—
—
—
3,116
3,116
—
—
3,116
Total
360
3,357
884
3,911
8,512
137
137
8,786
NWM Plc
Debt securities
Central and local government
UK
US
Other
Other debt
Total
Equity
shares
Loans
Total
2022
£m
£m
£m
£m
£m
£m
£m
£m
Mandatory fair value through profit or loss
—
—
—
2
2
—
77
79
Fair value through other comprehensive income
—
3,714
559
465
4,738
42
90
4,870
Amortised cost
—
—
—
5,428
5,428
—
—
5,428
Total
—
3,714
559
5,895
10,168
42
167
10,377
2021
Mandatory fair value through profit or loss
—
—
—
1
1
—
78
79
Fair value through other comprehensive income
86
3,209
794
459
4,548
43
59
4,650
Amortised cost
—
—
—
3,014
3,014
—
—
3,014
Total
86
3,209
794
3,474
7,563
43
137
7,743
NWM Group disposed of equity shares in UBS Equity Funds of £69 million. There were no significant disposals in the prior year.
There are no significant dividends on equity shares held at FVOCI in either year.
NWM Group
Annual Report and Accounts 2022
Investments in group undertakings are carried at cost less impairment losses. Movements during the year were as follows:
NWM Plc
2022
2021
£m
£m
At 1 January
2,481
2,600
Currency translation and other adjustments
64
(20)
Additional investments in Group undertakings
—
(4)
Net reversal/(impairment) of investments
81
(95)
At 31 December
2,626
2,481
The 2022 net reversal of impairments of investments consists primarily of the reversal of impairment of NWM Plc’s investments in
RBS Holdings NV due to a change in its net asset value. The impairment of investments in 2021 was related mainly to RBS Asia
Financial Services Limited and RBS Holdings NV.
NWM Plc’s subsidiaries are assessed for potential impairment of investment based on net asset value. Fair value measurement for
this purpose was categorised as Level 3 of the fair value hierarchy.
The principal subsidiary undertakings of the company are shown below. Their capital consists of ordinary shares and additional
Tier 1 notes which are unlisted. All of these subsidiaries are included in NWM Group’s consolidated financial statements and have
an accounting reference date of 31 December.
Nature of business
Country of incorporation and
principal area of operation
Group interest
NatWest Markets Securities Inc.
Broker dealer
US
100%
NatWest Markets N.V.
Banking
Netherlands
100%
For accounting policy information see Accounting policies Note 3.11.
NWM Group
Annual Report and Accounts 2022
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Property, plant and equipment
59
66
8
13
Pension schemes in net surplus
(Note 5)
241
306
241
306
Assets of disposal groups
—
20
—
—
Accrued income
111
34
101
27
Tax recoverable
294
332
295
330
Deferred tax
(Note 7)
46
48
—
—
Other assets
81
72
67
56
Total
832
878
712
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Customer deposits - designated as at fair value through profit or loss
1,050
568
770
75
Debt securities in issue
Medium term notes
16,418
12,430
15,553
12,202
Commercial paper and certificates of deposit
3,169
5,294
1,931
4,185
Subordinated liabilities
Designated as at fair value through profit or loss
345
703
122
371
Amortised cost
121
260
20
44
Total
21,103
19,255
18,396
16,877
NWM Group
Annual Report and Accounts 2022
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Dated loan capital
446
919
122
371
Undated loan capital
20
44
20
44
Total
466
963
142
415
(1)
Excludes amounts due to holding company and fellow subsidiaries of £1,519 million (2021: £1,464 million) for NWM Group and NWM Plc.
The following tables analyse third party subordinated liabilities:
First call
Maturity
Capital
2022
2021
Dated loan capital
date
date
treatment
£m
£m
€300 million
Floating rate notes
—
Jun-2022
Tier 2
—
252
€145.6 million
Floating rate notes
—
Apr-2023
Tier 2
122
119
122
371
Undated loan capital
£31 million
7.38% notes
—
—
Not applicable
2
1
£21 million
6.20% notes
Mar-2022
—
Tier 2
—
22
£19 million
5.63% notes
Jun-2032
—
Tier 2
—
1
£16 million
5.63% notes
Sep-2026
—
Not applicable
18
20
20
44
The following tables analyse intercompany subordinated liabilities:
NWM Group and Bank
2022
2021
£m
£m
Dated loan capital
1,020
1,019
Undated loan capital
499
445
Total
1,519
1,464
First call
Maturity
Capital
2022
2021
Dated loan capital
date
date
treatment
£m
£m
€950 million
3.28% notes
—
Mar-2024
Tier 2
830
823
$250 million
4.96% notes
—
Jan-2034
Tier 2
190
196
1,020
1,019
Undated loan capital
$600 million
Floating rate notes
Jun-2013
—
Tier 2
499
445
499
NWM Group
Annual Report and Accounts 2022
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Lease liabilities
47
53
4
10
Provisions for liabilities and charges
274
342
161
220
Retirement benefit liabilities (Note 5)
63
66
55
57
Accruals
224
123
178
92
Deferred income
35
22
24
16
Current tax
21
11
12
2
Deferred tax (Note 7)
101
374
92
352
Other liabilities
51
64
41
40
816
1,055
567
789
NWM Group
Litigation and
other
regulatory
Other (1)
Total
Provisions for liabilities and charges
£m
£m
£m
At 1 January 2022
262
80
342
Currency translation and other movements
20
5
25
Charge to income statement
33
2
35
Release to income statement
(13)
(7)
(20)
Provisions utilised
(77)
(31)
(108)
At 31 December 2022
225
49
274
NWM Plc
Litigation and
other
regulatory
Other (1)
Total
Provisions for liabilities and charges
£m
£m
£m
At 1 January 2022
166
54
220
Currency translation and other movements
12
2
14
Charge to income statement
30
2
32
Release to income statement
(11)
(6)
(17)
Provisions utilised
(65)
(23)
(88)
At 31 December 2022
132
29
161
(1)
Materially comprises provisions relating to restructuring costs.
Provisions are liabilities of uncertain timing or amount and are recognised when there is a present obligation as a result of a past
event, the outflow of economic benefit is probable and the outflow can be estimated reliably. Any difference between the final
outcome and the amounts provided will affect the reported results in the period when the matter is resolved.
For accounting policy information see Accounting policies note 6.
The key judgment is involved in determining whether a present obligation exists. There is often a high degree of uncertainty and
judgment is based on the specific facts and circumstances relating to individual events in determining whether there is a present
obligation. Judgment is also involved in estimation of the probability, timing and amount of any outflows. Where NWM Group can
look to another party such as an insurer to pay some or all of the expenditure required to settle a provision, any reimbursement is
recognised when, and only when, it is virtually certain that it will be received.
Estimates
-
Provisions are liabilities of uncertain timing or amount and are recognised when there is a present obligation as a result
of a past event, the outflow of economic benefit is probable, and the outflow can be estimated reliably. Any difference between the
final outcome and the amounts provided will affect the reported results in the period when the matter is resolved.
Litigation and other regulatory: NWM Group is engaged in various legal proceedings, both in the UK and in overseas
jurisdictions, including the US. For further information in relation to legal proceedings and discussion of the associated
uncertainties, refer to Note 25.
Other provisions: These materially comprise provisions for onerous contracts and restructuring costs. Onerous contract
provisions comprise an estimate of the costs involved in fulfilling the terms and conditions of contracts net of any expected
benefits to be received. Redundancy and restructuring provisions comprise the estimated cost of restructuring, including
NWM Group
Annual Report and Accounts 2022
Number of shares
2022
2021
2022
2021
Allotted, called up and fully paid
£m
£m
000s
000s
Ordinary shares of £1
400
400
399,517
399,517
Ordinary shares
In 2022, NWM Plc paid ordinary dividends of £430 million (2021
– £1 billion).
Paid-in equity
Comprises equity instruments issued by NWM Plc other than
those legally constituted as shares.
Additional Tier 1 instruments issued by NWM Plc having the
legal form of debt are classified as equity under IFRS. The
coupons on these instruments are non-cumulative and payable
at NWM Plc’s discretion.
2022
2021
£m
£m
Additional Tier 1 instruments
US$950 million 7.9604% instruments callable August 2025
749
749
US$200 million 5.540% instruments callable August 2025
155
155
904
904
Capital recognised for regulatory purposes cannot be
redeemed without Prudential Regulation Authority consent. This
includes ordinary shares, preference shares and additional Tier
1
NWM Plc optimises capital efficiency by maintaining reserves in
subsidiaries, including regulated entities. Certain preference
shares and subordinated debt are also included within
regulatory capital. The remittance of reserves to the parent or
the redemption of shares or subordinated capital by regulated
entities may be subject to maintaining the capital resources
required by the relevant regulator.
For accounting policy information see Accounting policies Note
NWM Group
Annual Report and Accounts 2022
A structured entity (SE) is an entity that has been designed
such that voting or similar rights are not the dominant factor in
deciding who controls the entity, for example when any voting
rights relate to administrative tasks only and the relevant
activities are directed by means of contractual arrangements.
SEs are usually established for a specific, limited purpose, they
do not carry out a business or trade and typically have no
employees.
Securitisations
In a securitisation, assets, or interests in a pool of assets, are
transferred to a SE which then issues liabilities to third party
investors.
NWM Group’s involvement in client securitisations takes a
number of forms. It may provide secured finance to, or
purchase asset-backed notes from, client sponsored SEs
secured on assets transferred by the client entity; purchase
asset backed securities issued by client sponsored SEs in the
primary or secondary markets; or provide liquidity facilities to
client sponsored SEs. In addition, NWM Group arranges or acts
as lead manager or placement agent in client primary markets
securitisations. NWM Group provides portfolio structured
derivative hedging solutions to clients.
Covered debt programme
NWM Group has assigned certain loans to customers and other
debt instruments to bankruptcy remote limited liability
partnerships to provide security for issues of debt securities by
NWM Group. NWM Group retains all of the risks and rewards of
these assets and continues to recognise them. The partnerships
are consolidated by the NWM Group, and the related covered
debt included within other financial liabilities. At 31 December
2022, £1,164 million (2021 - £698 million) of loans and other
debt instruments provided security for £1,290 million (2021 –
£626 million) debt securities in issue and other borrowing by
NWM Plc and NWM Group.
Lending of own issued securities
NWM Plc has issued, retained, and lent debt securities under
securities lending arrangements. Under standard terms in the
UK and US markets, the recipient has an unrestricted right to
sell or re-pledge collateral, subject to returning equivalent
securities on maturity of the transaction.
NWM Plc retains all of
the risks and rewards of own issued liabilities lent under such
arrangements and does not recognise them.
At 31 December
2022, £2,419 million (2021 - £1,494 million) of secured own
issued liabilities have been retained and lent under securities
lending arrangements. At 31 December 2022, £2,244 million
(2021 - £1,564 million) of loans and other debt instruments
provided security for secured own issued liabilities that have
been retained and lent under securities lending arrangements.
Unconsolidated structured entities
NWM Group’s interests in unconsolidated structured entities are analysed below.
2022
2021
Asset backed
securitisation
vehicles
Investment funds
and other
Total
Asset backed
securitisation
vehicles
Investment funds
and other
Total
£m
£m
£m
£m
£m
£m
Trading assets and derivatives
Trading assets
616
137
753
490
117
607
Derivative assets
343
—
343
251
18
269
Derivative liabilities
(388)
(22)
(410)
(170)
(1)
(171)
Total
571
115
686
571
134
705
Non trading assets
Loans to customers
2,395
273
2,668
1,680
24
1,704
Other financial assets
4,932
849
5,781
2,681
379
3,060
Total
7,327
1,122
8,449
4,361
403
4,764
Liquidity facilities/loan commitments
1,474
236
1,710
1,402
73
1,475
Guarantees
—
93
93
—
—
—
Maximum exposure
9,372
1,566
10,938
6,334
610
NWM Group
Annual Report and Accounts 2022
derecognition
NWM Group enters into securities financing, reverse
repurchase and total return agreements in accordance with
normal market practice which includes the provision of
additional collateral if necessary.
Under standard terms in the
UK and US markets, the recipient has an unrestricted right to
sell or repledge collateral, subject to returning equivalent
securities on maturity of the transaction.
Securities sold under repurchase transactions and transactions
with the substance of securities repurchase agreements are not
derecognised if the NWM Group retains substantially all the
risks and rewards of ownership. The fair value (and carrying
value) of securities transferred under such transactions
included on the balance sheet, are set out below. All of these
securities could be sold or repledged by the holder.
For accounting policy information see Accounting policies Note
3.10.
NWM Group
NWM Plc
2022
2021
2022
2021
The following assets have failed derecognition
(1)
£m
£m
£m
£m
Trading assets
6,668
13,084
4,413
9,034
Other financial assets
761
677
761
552
Total
7,429
13,761
5,174
9,586
(1)
Associated liabilities were £7,364 million for the NWM Group (2021 - £13,706 million) and £5,116 million for NWM Plc (2021 - £9,523 million).
NWM Group pledges collateral with its counterparties in respect of derivative liabilities and bank and stock borrowings.
NWM Group
NWM Plc
2022
2021
2022
2021
Assets pledged against liabilities
£m
£m
£m
£m
Trading assets
14,776
23,544
12,017
20,886
Other financial assets
(1)
2,938
1,252
2,565
601
17,714
24,796
14,582
21,487
(1)
Includes pledges for stock borrowing.
The following table analyses assets that have been transferred but have failed the derecognition rules under IFRS 9 and therefore
continue to be recognised on NWM Plc’s balance sheet.
2022
2021
Asset type
£m
£m
Loans and other debt instruments - covered debt programme
(1)
1,164
698
Loans and other debt instruments - own issued retained lent securities
(2)
2,244
1,564
(1)
The associated liabilities for covered debt programme were £1,290 million (2021 - £626 million).
(2)
NWM Group
Annual Report and Accounts 2022
Regulatory capital for NWM Plc legal entity is assessed against minimum requirements that are set out under the Capital
Requirements Regulation.
Transitional arrangements on the phasing in of end-point capital resources are set by the PRA.
The capital resources under the PRA transitional basis for NWM Plc are set out below.
2022
2021
Shareholders’ equity
£m
£m
Shareholders’ equity
6,518
7,349
Other equity instruments
(904)
(904)
5,614
6,445
Regulatory adjustments and deductions
Own credit
11
47
Defined benefit pension fund adjustment
(159)
(202)
Cash flow hedging reserve
284
(46)
Prudential valuation adjustments
(197)
(227)
Expected losses less impairments
(3)
(11)
Instruments of financial sector entities where the institution has a significant investment
(1,869)
(1,685)
Adjustments under IFRS 9 transitional arrangements
1
1
Foreseeable ordinary dividends
—
(250)
(1,932)
(2,373)
CET1 capital
3,682
4,072
Additional Tier 1 (AT1) capital
Qualifying instruments and related share premium
904
904
Qualifying instruments and related share premium subject to phase out
—
—
904
904
Tier 1 deductions
Instruments of financial sector entities where the institution has a significant investment
(225)
(221)
Tier 1 capital
4,361
4,755
Qualifying Tier 2 capital
Qualifying instruments and related share premium
1,555
1,490
Tier 2 deductions
Instruments of financial sector entities where the institution has a significant investment
(441)
(401)
Other regulatory adjustments
27
26
(414)
(375)
Tier 2 capital
1,141
1,115
Total regulatory capital
5,502
5,870
In the management of capital resources, NWM Plc is governed
by NatWest Group's policy to maintain a strong capital base
and to utilise it efficiently throughout its activities to optimise
the return to shareholders while maintaining a prudent
relationship between the capital base and the underlying risks
of the business. In carrying out this policy, NatWest Group has
regard to the supervisory requirements of the PRA. The PRA
uses capital ratios as a measure of capital adequacy in the UK
banking sector, comparing a bank's capital resources with its
risk-weighted assets (the assets and off-balance sheet
exposures are weighted to reflect the inherent credit and other
risks); by international agreement, the Pillar 1 capital ratios,
excluding capital buffers, should be not less than 8% with a
Common Equity Tier 1 component of not less than 4.5%. NWM
Plc has complied with the PRA’s capital requirements
throughout the year. NWM Plc is also subject to a Pillar 2
requirement.
Subsidiaries and sub-groups within NWM Group, principally
banking entities, are subject to various individual regulatory
capital requirements in the UK and overseas. Furthermore, the
payment of dividends by subsidiaries and the ability of
members of NatWest Group to lend money to other members
of NatWest Group is subject to restrictions such as local
regulatory or legal requirements, the availability of reserves
NWM Group
Annual Report and Accounts 2022
Contingent liabilities and commitments
The amounts shown in the table below are intended only to provide an indication of the volume of business outstanding at 31
December 2022. Although the NWM Group is exposed to credit risk in the event of a customer’s failure to meet its obligations, the
amounts shown do not, and are not intended to, provide any indication of NWM Group’s expectation of future losses.
For accounting policy information see Accounting policies Note 2.4.
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
Contingent liabilities and commitments
Guarantees and assets pledged as collateral security
594
595
144
197
Other contingent liabilities
30
110
30
109
Standby facilities, credit lines and other commitments
13,973
11,245
7,967
7,363
14,597
11,950
8,141
7,669
(1)
In the normal course of business, NWM Plc guarantees specified third party liabilities of certain subsidiaries; it also gives undertakings that individual subsidiaries will fulfil their
obligations to third parties under contractual or other arrangements which are excluded from the table above.
Banking commitments and contingent obligations, which have
been entered into on behalf of customers and for which there
are corresponding obligations from customers, are not included
in assets and liabilities. NWM Group’s maximum exposure to
credit loss, in the event of its obligation crystallising and all
counterclaims, collateral or security proving valueless, is
represented by the contractual nominal amount of these
instruments included in the table above. These commitments
and contingent obligations are subject to NWM Group’s normal
Guarantees - NWM Group gives guarantees on behalf of
customers. A financial guarantee represents an irrevocable
undertaking that NWM Group will meet a customer’s specified
obligations to a third party if the customer fails to do so. The
maximum amount that NWM Group could be required to pay
under a guarantee is its principal amount as in the table above.
NWM Group expects most guarantees it provides to expire
unused.
Other contingent liabilities - these include standby letters of
credit, supporting customer debt issues and contingent
liabilities relating to customer trading activities such as those
arising from performance and customs bonds, warranties and
indemnities.
NWM Group agrees to make funds available to a customer in
the future. Loan commitments, which are usually for a specified
term may be unconditionally cancellable or may persist,
provided all conditions in the loan facility are satisfied or
waived. Commitments to lend include commercial standby
facilities and credit lines, liquidity facilities to commercial paper
conduits and unutilised overdraft facilities.
Other commitments - these include documentary credits, which
are commercial letters of credit providing for payment by NWM
Group to a named beneficiary against presentation of specified
documents, forward asset purchases, forward deposits placed
and undrawn note issuance and revolving underwriting
Risk-sharing arrangements
During 2019 NWM Plc and NWM N.V. established limited risk-
sharing arrangements that facilitated the smooth provision of
services to NatWest Markets’ customers. The arrangements
include:
The provision of a funded guarantee of up to £1.0 billion by
NWM Plc to NWM N.V. that limits NWM N.V.’s exposure to
large individual customer credits to 10% of NWM N.V.’s
capital. Funding is provided by NWM Plc deposits placed
with NWM N.V. of not less than the guaranteed amount.
At
31 December 2022, the deposits amounted to £0.8 billion
and the guaranteed fees in the year were £4.4 million.
The provision of funded and unfunded guarantees by NWM
Plc in respect of NWM N.V.’s Legacy portfolio. At 31
December 2022 the exposure at default covered by the
guarantees was approximately £0.2 billion (of which £35
million was cash collateralised). Fees of £1.4 million in
relation to the guarantees were recognised in the year.
Indemnity deed
In April 2019, NWM Plc and NWB Plc entered into a cross
indemnity agreement for losses incurred within the entities
in relation to business transferred to or from the ring-
fenced bank under the NatWest Group’s structural re-
organisation. Under the agreement, NWM Plc is indemnified
by NWB Plc against losses relating to the NWB Plc
transferring businesses and ring-fenced bank obligations
and NWB Plc is indemnified by NWM Plc against losses
relating to NWM Plc transferring businesses and non-ring-
fenced bank obligations with effect from the relevant
transfer date
.
NWM Group
Annual Report and Accounts 2022
Litigation and regulatory matters
NWM Plc and its subsidiary and associated undertakings (NWM
Group) are party to legal proceedings and involved in
regulatory matters, including as the subject of investigations
and other regulatory and governmental action (Matters) in the
United Kingdom (UK), the United States (US), the European
Union (EU) and other jurisdictions.
NWM Group recognises a provision for a liability in relation to
these Matters when it is probable that an outflow of economic
benefits will be required to settle an obligation resulting from
past events, and a reliable estimate can be made of the amount
of the obligation.
In many of these Matters, it is not possible to determine
whether any loss is probable, or to estimate reliably the amount
of any loss, either as a direct consequence of the relevant
proceedings and regulatory matters or as a result of adverse
impacts or restrictions on NWM Group’s reputation, businesses
and operations. Numerous legal and factual issues may need to
be resolved, including through potentially lengthy discovery and
document production exercises and determination of important
factual matters, and by addressing novel or unsettled legal
questions relevant to the proceedings in question, before a
liability can reasonably be estimated for any claim. NWM Group
cannot predict if, how, or when such claims will be resolved or
what the eventual settlement, damages, fine, penalty or other
relief, if any, may be, particularly for claims that are at an early
stage in their development or where claimants seek substantial
or indeterminate damages.
There are situations where NWM Group may pursue an
approach that in some instances leads to a settlement
agreement. This may occur in order to avoid the expense,
management distraction or reputational implications of
continuing to contest liability, or in order to take account of the
risks inherent in defending claims or regulatory matters, even
for those Matters for which NWM Group believes it has credible
defences and should prevail on the merits. The uncertainties
inherent in all such Matters affect the amount and timing of
any potential outflows for both Matters with respect to which
provisions have been established and other contingent liabilities
in respect of any such Matter.
It is not practicable to provide an aggregate estimate of
potential liability for our legal proceedings and regulatory
matters as a class of contingent liabilities.
The future outflow of resources in respect of any Matter may
ultimately prove to be substantially greater than or less than
the aggregate provision that NWM Group has recognised.
Where (and as far as) liability cannot be reasonably estimated,
no provision has been recognised. NWM Group expects that in
future periods, additional provisions, settlement amounts and
customer redress payments will be necessary, in amounts that
are expected to be substantial in some instances. Please refer
to Note 20 for information on material provisions.
Matters which are, or could be material, having regard to NWM
Group, considered as a whole, in which NWM Group is
currently involved are set out below. We have provided
information on the procedural history of certain Matters, where
we believe appropriate, to aid the understanding of the Matter.
For a discussion of certain risks associated with NWM Group’s
litigation and regulatory matters, see the Risk Factors relating
to legal, regulatory and governmental actions and
investigations set out on pages 191-192.
Litigation
Residential mortgage-backed securities (RMBS) litigation in
the US
NatWest Markets Securities Inc. (NWMSI) and certain affiliates
continue to defend RMBS-related claims in the US in which the
plaintiff, the Federal Deposit Insurance Corporation (FDIC),
alleges that certain disclosures made in connection with the
relevant offerings of RMBS contained materially false or
misleading statements and/or omissions regarding the
underwriting standards pursuant to which the mortgage loans
underlying the RMBS were issued.
London Interbank Offered Rate (LIBOR) and other rates
litigation
NWM Plc and certain other members of NatWest Group,
including NatWest Group plc, are defendants in a number of
class actions and individual claims pending in the United States
District Court for the Southern District of New York (SDNY)
with respect to the setting of LIBOR and certain other
benchmark interest rates. The complaints allege that the NWM
Group defendants and other panel banks violated various
federal laws, including the US commodities and antitrust laws,
and state statutory and common law, as well as contracts, by
manipulating LIBOR and prices of LIBOR-based derivatives in
various markets through various means.
Several purported class actions relating to USD LIBOR, as well
as more than two dozen non-class actions concerning USD
LIBOR, are part of a co-ordinated proceeding in the SDNY. The
class actions include claims on behalf of persons who
purchased LIBOR-linked instruments from defendants, bonds
issued by defendants, persons who transacted futures and
options on exchanges, and lenders who made LIBOR-based
loans. The coordinated proceeding is currently in the discovery
phase. In March 2020, NatWest Group companies finalised a
settlement resolving the class action on behalf of bondholder
plaintiffs (those who held bonds issued by non-defendants on
which interest was paid from 2007 to 2010 at a rate expressly
tied to USD LIBOR). The amount of the settlement (which was
covered by an existing provision) was paid into escrow pending
court approval of the settlement.
The non-class claims filed in the SDNY include claims that the
FDIC is asserting on behalf of certain failed US banks. In July
2017, the FDIC, on behalf of 39 of those failed US banks,
commenced substantially similar claims against NWM Plc,
NatWest Group plc and others in the High Court of Justice of
England and Wales. The action alleges collusion with regard to
the setting of USD LIBOR and that the defendants breached UK
and European competition law, as well as asserting common
law claims of fraud under US law. The defendant banks
consented to a request by the FDIC for discontinuance of the
claim in respect of 20 failed US banks, leaving 19 failed US
banks as claimants. The trial is currently anticipated to take
place in Q4 2025.
In addition to the USD LIBOR cases described above, there are
two class actions relating to JPY LIBOR and Euroyen TIBOR
that remain outstanding. The first class action, which relates to
Euroyen TIBOR futures contracts, was dismissed by the SDNY
in September 2020 on jurisdictional and other grounds, and
that decision was affirmed by the US Court of Appeals in
October 2022. The plaintiffs have petitioned the court for a
rehearing of their appeal. The second class action, which
relates to other derivatives allegedly tied to JPY LIBOR and
Euroyen TIBOR, was dismissed by the SDNY in relation to NWM
Plc and other NWM Group companies in September 2021. That
dismissal may be the subject of a future appeal.
NWM Group
Annual Report and Accounts 2022
Litigation and regulatory matters
Two other IBOR-related class actions, concerning alleged
manipulation of Euribor and Pound Sterling LIBOR, were
previously dismissed by the SDNY for various reasons. The
plaintiffs’ appeals in those two cases remain pending.
In June 2021, NWM Plc and the plaintiffs in the Swiss Franc
LIBOR class action finalised a settlement resolving that case.
The amount of that settlement has been paid into escrow
pending final court approval of the settlement.
Settlements in the class action relating to the Singapore
Interbank Offered Rate and Singapore Swap Offer Rate and the
class action relating to the Australian Bank Bill Swap Reference
Rate received court approval in 2022, such that the settlements
became final and the amounts previously paid into escrow
were released to the plaintiffs.
In August 2020, a complaint was filed in the United States
District Court for the Northern District of California by several
United States retail borrowers against the USD ICE LIBOR
panel banks and their affiliates (including NatWest Group plc,
NWM Plc, NWMSI and NWB Plc), alleging (i) that the very
process of setting USD ICE LIBOR amounts to illegal price-
fixing; and (ii) that banks in the United States have illegally
agreed to use LIBOR as a component of price in variable retail
loans. In September 2022, the district court dismissed the
complaint, subject to re-pleading by the plaintiffs. The plaintiffs
filed an amended complaint in October 2022, which the
defendants are again seeking to have dismissed.
NWM Plc is also named as a defendant in a motion to certify a
class action relating to LIBOR in the Tel Aviv District Court in
Israel. NWM Plc filed a motion for cancellation of service
outside the jurisdiction, which was granted in July 2020. The
claimants appealed that decision and in November 2020 the
appeal was refused and the claim dismissed by the Appellate
Court. The claim could in future be recommenced depending
on the outcome of an appeal to Israel’s Supreme Court in
respect of the dismissal of the substantive case against banks
that had a presence in Israel.
FX litigation
NWM Plc, NWMSI and/or NatWest Group plc are defendants in
several cases relating to NWM Plc’s foreign exchange (FX)
business. In 2015, NWM Plc paid US$255 million to settle the
consolidated antitrust class action filed in the SDNY on behalf
of persons who entered into over-the-counter FX transactions
with defendants or who traded FX instruments on exchanges.
In 2018, some members of the settlement class who opted out
of that class action settlement filed their own non-class
complaint in the SDNY asserting antitrust claims against NWM
Plc, NWMSI and other banks.
In April 2019, some of the claimants in the opt-out case
described above, as well as others, served proceedings in the
High Court of Justice of England and Wales, asserting
competition claims against NWM Plc and several other banks.
The claim was transferred from the High Court of Justice of
England and Wales in December 2021 and registered in the UK
Competition Appeal Tribunal (CAT) in January 2022. In
December 2022, NWM Plc reached an agreement in principle,
subject to documentation, to resolve both the SDNY and CAT
cases. The settlement amount to be paid by NWM Plc is
covered by an existing provision.
An FX-related class action, on behalf of ‘consumers and end-
user businesses’, is proceeding in the SDNY against NWM Plc
and others. In March 2022, the SDNY denied the plaintiffs’
motion for class certification. Plaintiffs sought an immediate
appeal of the decision but the appellate court declined to
review the decision. As a result, the case is proceeding on an
individual, non-class basis, and the defendants are seeking
summary judgment dismissing the individual claims.
In May 2019, a cartel class action was filed in the Federal Court
of Australia against NWM Plc and four other banks on behalf of
persons who bought or sold currency through FX spots or
forwards between 1 January 2008 and 15 October 2013 with a
total transaction value exceeding AUD $0.5 million. The
claimant has alleged that the banks, including NWM Plc,
contravened Australian competition law by sharing information,
coordinating conduct, widening spreads and manipulating FX
rates for certain currency pairs during this period. NatWest
Group plc and NWMSI have been named in the action as ‘other
cartel participants’, but are not respondents. The claim was
served in June 2019 and NWM Plc filed its defence in March
2022.
In July and December 2019, two separate applications seeking
opt-out collective proceedings orders were filed in the CAT
against NatWest Group plc, NWM Plc and other banks. Both
applications were brought on behalf of persons who, between
18 December 2007 and 31 January 2013, entered into a
relevant FX spot or outright forward transaction in the EEA
with a relevant financial institution or on an electronic
communications network. In March 2022, the CAT declined to
certify as collective proceedings either of the applications. In
October 2022, the CAT granted permission for the applicants to
appeal that decision to the Court of Appeal. Separately, the
applicants have served judicial review proceedings, which are
due to be heard together with the appeal to the Court of
Appeal in April 2023.
Two motions to certify FX-related class actions were filed in the
Tel Aviv District Court in Israel in September and October 2018,
and were subsequently consolidated into one motion. The
consolidated motion to certify, which names The Royal Bank of
Scotland plc (now NWM Plc) and several other banks as
defendants, was served on NWM Plc in May 2020. The
applicants have sought the court’s permission to amend their
motions to certify the class actions. NWM Plc has filed a motion
challenging the permission granted by the court for the
applicants to serve the consolidated motion outside the Israeli
jurisdiction. That NWM Plc motion remains pending.
In December 2021, a claim was issued in the Netherlands
against NatWest Group plc, NWM Plc and NWM N.V. by
Stichting FX Claims, seeking a declaration from the court that
anti-competitive FX market conduct described in decisions of
the European Commission (EC) of 16 May 2019 is unlawful,
along with unspecified damages. The claimant has amended its
claim to also refer to a December 2021 decision by the EC,
which also described anti-competitive FX market conduct. The
defendants are contesting the jurisdiction of the Dutch court.
Certain other foreign exchange transaction related claims have
been or may be threatened. NWM Group cannot predict
whether all or any of these claims will be pursued.
Government securities antitrust litigation
NWMSI and certain other US broker-dealers are defendants in
a consolidated antitrust class action in the SDNY on behalf of
persons who transacted in US Treasury securities or derivatives
based on such instruments, including futures and options. The
plaintiffs allege that the defendants rigged the US Treasury
securities auction bidding process to deflate prices at which
they bought such securities and colluded to increase the prices
at which they sold such securities to the plaintiffs. In March
2022, the SDNY dismissed the complaint, without leave to re-
plead. The plaintiffs are appealing the dismissal.
Class action antitrust claims commenced in March 2019 are
pending in the SDNY against NWM Plc, NWMSI and other banks
NWM Group
Annual Report and Accounts 2022
Litigation and regulatory matters
in respect of Euro-denominated bonds issued by European
central banks (EGBs). The complaint alleges a conspiracy
among dealers of EGBs to widen the bid-ask spreads they
quoted to customers, thereby increasing the prices customers
paid for the EGBs or decreasing the prices at which customers
sold the bonds. The class consists of those who purchased or
sold EGBs in the US between 2007 and 2012. In March 2022,
the SDNY dismissed the claims against NWM Plc and NWMSI on
the ground that the complaint’s conspiracy allegations are
insufficient. The plaintiffs have filed a motion for permission to
file an amended complaint.
Swaps antitrust litigation
NWM Plc, NWMSI and NatWest Group plc, as well as a number
of other interest rate swap dealers, are defendants in several
cases pending in the SDNY alleging violations of the US
antitrust laws in the market for interest rate swaps. There is a
consolidated class action complaint on behalf of persons who
entered into interest rate swaps with the defendants, as well as
non-class action claims by three swap execution facilities
(TeraExchange, Javelin, and trueEx). The plaintiffs allege that
the swap execution facilities would have successfully
established exchange-like trading of interest rate swaps if the
defendants had not unlawfully conspired to prevent that from
happening through boycotts and other means. Discovery in
these cases is complete, and the plaintiffs’ motion for class
certification remains pending.
In June 2021, a class action antitrust complaint was filed
against a number of credit default swap dealers in New Mexico
federal court on behalf of persons who, from 2005 onwards,
settled credit default swaps in the United States by reference to
the ISDA credit default swap auction protocol. The complaint
alleges that the defendants conspired to manipulate that
benchmark through various means in violation of the antitrust
laws and the Commodity Exchange Act. The defendants
include several NatWest Group companies, including NatWest
Group plc. Defendants are seeking dismissal.
Odd lot corporate bond trading antitrust litigation
In October 2021, the SDNY granted the defendants’ motion to
dismiss the class action antitrust complaint alleging that from
August 2006 onwards various securities dealers, including
NWMSI, conspired artificially to widen spreads for odd lots of
corporate bonds bought or sold in the United States secondary
market and to boycott electronic trading platforms that would
have allegedly promoted pricing competition in the market for
such bonds. The plaintiffs have filed an appeal.
Spoofing litigation
In December 2021, three substantially similar class actions
complaints were filed in federal court in the United States
against NWM Plc and NWMSI alleging Commodity Exchange
Act and common law unjust enrichment claims arising from
manipulative trading known as spoofing. The complaints refer
to NWM Plc’s December 2021 spoofing-related guilty plea
(described below under “US investigations relating to fixed-
income securities”) and purport to assert claims on behalf of
those who transacted in US Treasury securities and futures and
options on US Treasury securities between 2008 and 2018. In
July 2022, defendants filed a motion to dismiss these claims,
which have been consolidated into one matter in the United
States District Court for the Northern District of Illinois.
Madoff
NWM N.V. was named as a defendant in two actions filed by
the trustee for the bankrupt estates of Bernard L. Madoff and
Bernard L. Madoff Investment Securities LLC, in bankruptcy
court in New York, which together seek to clawback more than
US$298 million that NWM N.V. allegedly received from certain
Madoff feeder funds and certain swap counterparties. The
claims were previously dismissed, but as a result of an August
2021 decision by the US Court of Appeals, they will now
proceed in the bankruptcy court, where they have now been
consolidated into one action, subject to NWM N.V.’s legal and
factual defences. In May 2022, NWM N.V. filed a motion to
dismiss the amended complaint in the consolidated action.
EUA trading litigation
NWM Plc was a named defendant in civil proceedings before
the High Court of Justice of England and Wales brought in 2015
by ten companies (all in liquidation) (the ‘Liquidated
Companies’) and their respective liquidators (together, ‘the
Claimants’). The Liquidated Companies previously traded in
European Union Allowances (EUAs) in 2009 and were alleged
to be VAT defaulting traders within (or otherwise connected to)
EUA supply chains of which NWM Plc was a party. In March
2020, the court held that NWM Plc and Mercuria Energy
Europe Trading Limited (‘Mercuria’) were liable for dishonestly
assisting and knowingly being a party to fraudulent trading
during a seven business day period in 2009.
In October 2020, the High Court quantified total damages
against NWM Plc and Mercuria at £45 million plus interest and
costs, and permitted the defendants to appeal to the Court of
Appeal. In May 2021 the Court of Appeal set aside the High
Court’s judgment and ordered that a retrial take place before a
different High Court judge. The claimants have been denied
permission by the Supreme Court to appeal that decision and
the retrial will therefore proceed on a date to be scheduled.
Mercuria has also been denied permission by the Supreme
Court to appeal the High Court’s finding that NWM Plc and
Mercuria were both vicariously liable.
US Anti-Terrorism Act litigation
NWM N.V. and certain other financial institutions are
defendants in several actions filed by a number of US nationals
(or their estates, survivors, or heirs), most of whom are or were
US military personnel, who were killed or injured in attacks in
Iraq between 2003 and 2011. NWM Plc is also a defendant in
some of these cases.
According to the plaintiffs’ allegations, the defendants are liable
for damages arising from the attacks because they allegedly
conspired with Iran and certain Iranian banks to assist Iran in
transferring money to Hezbollah and the Iraqi terror cells that
committed the attacks, in violation of the US Anti-Terrorism
Act, by agreeing to engage in ‘stripping’ of transactions
initiated by the Iranian banks so that the Iranian nexus to the
transactions would not be detected.
The first of these actions was filed in the United States District
Court for the Eastern District of New York in November 2014.
In September 2019, the district court dismissed the case,
finding that the claims were deficient for several reasons,
including lack of sufficient allegations as to the alleged
conspiracy and causation. On 5 January 2023, the US Court of
Appeals affirmed the district court’s dismissal of this case.
Another action, filed in the SDNY in 2017, was dismissed by the
SDNY in March 2019 on similar grounds as the first case, but
remains subject to appeal to the US Court of Appeals. Other
follow-on actions that are substantially similar to the two that
have now been dismissed are pending in the same courts.
1MDB litigation
A Malaysian court claim was served in Switzerland in
November 2022 by 1MDB, a Sovereign Wealth Fund, in which
Coutts & Co Ltd was named, along with six others, as a
defendant in respect of losses allegedly incurred by 1MDB. It is
claimed that Coutts & Co Ltd is liable as a constructive
NWM Group
Annual Report and Accounts 2022
Litigation and regulatory matters
trustee for having dishonestly assisted the directors of 1MDB in
the breach of their fiduciary duties by failing (amongst other
alleged claims) to undertake due diligence in relation to a
customer of Coutts & Co Ltd, through which funds totalling
c.US$1 billion were received and paid out between 2009 and
2011. The claimant seeks the return of that amount plus
interest. Coutts & Co Ltd filed an application in January 2023
challenging the validity of service and the Malaysian court’s
jurisdiction to hear the claim. Coutts & Co Ltd is a company
registered in Switzerland and is in wind-down following the
announced sale of its business assets in 2015.
Regulatory matters (including investigations)
NWM Group’s financial condition can be affected by the actions
of various governmental and regulatory authorities in the UK,
the US, the EU and elsewhere. NWM Group companies have
engaged, and will continue to engage, in discussions with
relevant governmental and regulatory authorities, including in
the UK, the US, the EU and elsewhere, on an ongoing and
regular basis, and in response to informal and formal inquiries
or investigations, regarding operational, systems and control
evaluations and issues including those related to compliance
with applicable laws and regulations, including consumer
protection, investment advice, business conduct,
competition/anti-trust, VAT recovery, anti-bribery, anti-money
laundering and sanctions regimes.
Any matters discussed or identified during such discussions and
inquiries may result in, among other things, further inquiry or
investigation, other action being taken by governmental and
regulatory authorities, increased costs being incurred by NWM
Group, remediation of systems and controls, public or private
censure, restriction of NWM Group’s business activities and/or
fines. Any of the events or circumstances mentioned in this
paragraph or below could have a material adverse effect on
NWM Group, its business, authorisations and licences,
reputation, results of operations or the price of securities issued
by it, or lead to material additional provisions being taken.
NWM Group is co-operating fully with the matters described
below.
US investigations relating to fixed-income securities
In December 2021, NWM Plc pled guilty in the United States
District Court for the District of Connecticut to one count of
wire fraud and one count of securities fraud in connection with
historical spoofing conduct by former employees in US
Treasuries markets between January 2008 and May 2014 and,
separately, during approximately three months in 2018. The
2018 trading occurred during the term of a non-prosecution
agreement (NPA) between NWMSI and the United States
Attorney's Office for the District of Connecticut (USAO CT),
under which non-prosecution was conditioned on NWMSI and
affiliated companies not engaging in criminal conduct during
the term of the NPA. The relevant trading in 2018 was
conducted by two NWM traders in Singapore and breached
that NPA. The plea agreement reached with the US
Department of Justice and the USAO CT resolved both the
spoofing conduct and the breach of the NPA.
As required by the resolution and sentence imposed by the
court, NWM Plc is subject to a three-year period of probation.
The plea agreement also imposes an independent corporate
monitor. In addition, NWM Plc has committed to compliance
programme reviews and improvements and agreed to
reporting and co-operation obligations.
Other material adverse collateral consequences may occur as
a result of this matter, as further described in the Risk Factors
relating to legal, regulatory and governmental actions and
NWM Group
Annual Report and Accounts 2022
26 Analysis of changes in financing during the year
NWM Group
Share capital, share
premium and paid-in
equity
Subordinated liabilities
(1)
MRELs
(2)
2022
2021
2022
2021
2022
2021
£m
£m
£m
£m
£m
£m
At 1 January
3,250
3,063
2,427
2,858
3,857
5,181
Redemption of subordinated liabilities
(481)
(316)
Interest on subordinated liabilities
(92)
(62)
Issue of MRELs
986
—
Maturity/redemption of MRELs
(1,862)
(1,082)
Interest on MRELs
(151)
(152)
Net cash flows from financing activities
—
—
(573)
(378)
(1,027)
(1,234)
Effects of foreign exchange
—
—
154
(78)
304
(115)
Changes in fair value of subordinated liabilities and MRELs
(153)
(61)
(98)
(119)
Interest on subordinated liabilities and MRELs
90
60
137
144
Loss on redemption of own debt
74
26
—
—
Redemption of preference shares
—
187
Other
—
—
(34)
—
—
—
At 31 December
3,250
3,250
1,985
2,427
3,173
3,857
NWM Plc
Share capital, share
premium and paid-in
equity
Subordinated liabilities
(1)
MRELs
(2)
2022
2021
2022
2021
2022
2021
£m
£m
£m
£m
£m
£m
At 1 January
3,250
3,063
1,879
2,269
3,857
5,181
Redemption of subordinated liabilities
(277)
(315)
Interest on subordinated liabilities
(73)
(24)
Issue of MRELs
986
—
Maturity/redemption of MRELs
(1,862)
(1,082)
Interest on MRELs
(151)
(152)
Net cash flows from financing activities
—
—
(350)
(339)
(1,027)
(1,234)
Effects of foreign exchange
—
—
126
(71)
304
(115)
Changes in fair value of subordinated liabilities and MRELs
(71)
(28)
(98)
(119)
Interest on subordinated liabilities and MRELs
73
22
137
144
Loss on redemption of own debt
4
26
—
—
Redemption of preference shares
—
187
At 31 December
3,250
3,250
1,661
1,879
3,173
3,857
(1)
Subordinated liabilities includes intercompany subordinated liabilities.
(2)
MRELs balances are included in amounts due to holding company and fellow subsidiaries.
In the cash flow statement, cash and cash equivalents comprises cash, loans to banks and treasury bills with an original maturity
of less than three months that are readily convertible to known amounts of cash and subject to insignificant risk of change in value.
NWM Group
NWM Plc
2022
2021
2022
2021
£m
£m
£m
£m
At 1 January
25,250
26,380
19,214
21,285
Net increase/(decrease) in cash and cash equivalents
1,578
(1,130)
1,709
(2,071)
At 31 December
26,828
25,250
20,923
19,214
Comprising:
Cash and balances at central banks
17,007
16,645
13,467
12,294
Trading assets
8,318
7,130
5,272
4,711
Other financial assets
19
16
19
16
Loans to banks including intragroup balances
(1)
1,484
1,459
2,165
2,193
Cash and cash equivalents
26,828
25,250
20,923
19,214
(1)
NWM Group includes cash collateral posted with bank counterparties in respect of derivative liabilities of £4,661 million (2021 - £4,286 million), and NWM Plc includes cash collateral
posted with bank counterparties in respect of derivative liabilities of £3,934 million (2021 - £3,561 million).
Certain members of NatWest Group are required by law or regulation to maintain balances with the central banks in the jurisdictions in
which they operate. NatWest Markets N.V. had mandatory reserve deposits with De Nederlandsche Bank N.V of €64 million (2021 - €60
NWM Group
Annual Report and Accounts 2022
2022
2021
Directors' remuneration
£000
£000
Non-executive directors emoluments
315
394
Chairman and executive directors emoluments
2,481
2,268
2,796
2,662
Amounts receivable under LTIPs, share option and other plans
249
271
Total
3,045
2,933
The total emoluments and amounts receivable under long-term incentive plans and share option plans of the highest paid director
were £1,946,000 (2021 - £1,662,000).
The executive directors may participate in NatWest Group’s long-term incentive plans, executive share option and share save
schemes. Where directors of the Bank are also directors of NatWest Group, details of their share interests can be found in the 2022
Annual Report and Accounts of the NatWest Group, in line with regulations applying to NatWest Group as a premium listed
company.
Compensation of key management
The aggregate remuneration of directors and other members of key management during the year was as follows:
2022
2021
£000
£000
Short term benefits
14,532
14,756
Post employment benefits
557
573
Share-based payments
4,729
3,892
19,818
19,221
Short term benefits include benefits expected to be settled wholly within twelve months of Balance Sheet date. Post-employment
benefits include defined benefit contributions for active members and pension funding to support contributions to the defined
contribution schemes. Share-based payments include awards vesting under rewards schemes.
29 Transactions with directors and key management
At 31 December 2022, amounts outstanding in relation to transactions, arrangements and agreements entered into by authorised
institutions in NatWest Group, as defined in UK legislation, were £350,982 in respect of loans to one director of the company at any
time during the financial period (2021 - £493,712).
For the purposes of IAS 24 Related party disclosures, key management comprises directors of the company and members of the
Executive Committee. Amounts in the table below are attributed to each person at their highest level of NatWest Group key
management.
2022
2021
£000
£000
Loans to customers - amortised cost
351
494
Customer deposits
2,501
1,743
Key management has banking relationships with NatWest Group entities which are entered into in the normal course of business
and on substantially the same terms, including interest rates and security, as for comparable transactions with other persons of a
similar standing or, where applicable, with other employees. These transactions did not involve more than the normal risk of
repayment or present other unfavourable features. Key management had no reportable transactions or balances with the holding
company.
NWM Group
Annual Report and Accounts 2022
30 Related parties
UK Government
The UK government through HM Treasury is the ultimate
controlling party of NatWest Group plc. The UK Government’s
shareholding is managed by UK Government Investments
Limited, a company wholly owned by the UK Government. As a
result the UK government and UK Government controlled
bodies are related parties of the Group.
At 31 December 2022, HM Treasury’s holding in NatWest
Group’s ordinary shares was 45.97%.
NWM Group enters into transactions with many of these
bodies. Transactions include the payment of: taxes principally
UK corporation tax (refer to Note 7) and value added tax;
national insurance contributions; local authority rates; and
regulatory fees and levy; together with banking transactions
such as loans and deposits undertaken in the normal course of
banker-customer relationships.
Bank of England facilities
NWM Group may participate in a number of schemes operated
by the Bank of England in the normal course of business.
Members of NWM Group that are UK authorised institutions are
required to maintain non-interest bearing (cash ratio) deposits
with the Bank of England amounting to 0.403% of their average
eligible liabilities in excess of £600 million. They also have
access to Bank of England reserve accounts: sterling current
accounts that earn interest at the Bank of England base rate.
Holding company and fellow subsidiaries
Other related parties
(a)
In their roles as providers of finance, NWM Group
companies provide development and other types of capital
support to businesses.
(b) To further strategic partnerships, NWM Group may seek to
invest in third parties or allow third parties to hold a
minority interest in a subsidiary of NWM Group. We disclose
as related parties where stakes of 10 per cent or more are
held. Ongoing business transactions with these entities are
on normal commercial terms.
(c)
In accordance with IAS 24, transactions, or balances
between NWM Group entities that have been eliminated on
consolidation are not reported.
(d)
NWM Group is recharged from other NatWest Group
entities, mainly NWB Plc which provides the majority of
shared services (including technology) and operational
processes.
(e) The primary financial statements include transactions and
balances with its subsidiaries which have been further
disclosed in the relevant parent company notes.
Transactions NWM Group enters with its holding company and fellow subsidiaries also meet the definition of related party
transactions. The table below discloses transactions between NWM Group and fellow subsidiaries of NatWest Group.
2022
2021
£m
£m
Interest receivable
12
14
Interest payable
(178)
(169)
Fees and commissions receivable
85
16
Fees and commissions payable
(49)
(1)
Other administrative expenses
(1)
(575)
(466)
(705)
(606)
(1) Includes internal service recharges of £552m
Amounts due from/to holding company and fellow subsidiaries are shown in Note 9.
NWM N.V. loan purchases via NWM Plc
In 2022 NWM N.V. continued purchasing loans from market participants via NWM Plc onto the banking book as part of a larger
initiative to increase the size and diversity of its banking book portfolio. As at 31 December 2022, the balance of these loans
purchased from market participants with assistance from NWM Plc amounted to €208 million (31 December 2021 - €24 million).
31 Ultimate holding company
NWM Group’s ultimate holding company is NatWest Group plc which is incorporated in the United Kingdom and registered in
Scotland.
As at 31 December 2022, NatWest Group plc heads the largest group in which NWM Group is consolidated. Copies of the
consolidated accounts may be obtained from Legal, Governance & Regulatory Affairs, NatWest Group plc, Gogarburn, PO Box
1000, Edinburgh EH12 1HQ,
the Registrar of Companies or at natwestgroup.com.
Following placing and open offers by NatWest Group plc in December 2008 and April 2009, the UK Government, through HM
Treasury, held 45.97% (at 31 December 2022) of the issued ordinary share capital of NatWest Group plc and was therefore the
NWM Group’s ultimate controlling party.
32 Post balance sheet events
On 13 January 2023, NWM Plc issued a total of €1.5 billion of notes under the EMTN programme in benchmark transactions
maturing in 2026 and 2028. There has been no adjustment to the 31 December 2022 statutory financial statements.
Other than as disclosed in the accounts, there have been no other significant events between 31 December 2022 and the date of
approval of these accounts which would require a change to or additional disclosure
.
NWM Group
Annual Report and Accounts 2022
Legal entities and activities at 31 December 2022
In accordance with the Companies Act 2006, NWM Plc’s related undertakings and the accounting treatment for each are listed
below. All undertakings are wholly owned by NWM Plc or subsidiaries of NWM Plc and are consolidated by reason of contractual
control (Section 1162(2) CA 2006), unless otherwise indicated. NWM Group interest refers to ordinary shares of equal values and
voting rights unless further analysis is provided in the notes. Activities are classified in accordance with Annex I to the Capital
Requirements Directive (“CRD V”) and the definitions in Article 4 of the UK Capital Requirements Regulation.
The following table details active related undertakings incorporated in the UK which are 100% owned by NWM Group and
fully consolidated for accounting purposes
Regulatory
Entity name
Activity
treatment
Notes
280 Bishopsgate Finance Ltd
INV
FC
(1)
Care Homes 1 Ltd
BF
FC
(1)
Care Homes 2 Ltd
BF
FC
(1)
Care Homes 3 Ltd
BF
FC
(1)
Care Homes Holdings Ltd
BF
FC
(1)
Churchill Management Ltd
BF
FC
(1)
Desertlands Entertainment Ltd
BF
FC
(1)
Distant Planet Productions Ltd
BF
FC
(1)
Lombard Corporate Finance (6) Ltd
BF
FC
(1)
Lombard Corporate Finance (7) Ltd
BF
FC
(1)
Lombard Corporate Finance (11) Ltd
BF
FC
(1)
NatWest Markets Secretarial Services Ltd
SC
FC
(1)
NatWest Markets Secured Funding LLP
BF
FC
(9)
P of A Productions Ltd
BF
FC
(1)
Patalex Productions Ltd
BF
FC
(1)
Patalex V Productions Ltd
BF
FC
(1)
Price Productions Ltd
BF
FC
(1)
Priority Sites Ltd
INV
DE
(1)
Regulatory
Entity name
Activity
treatment
Notes
Property Venture Partners Ltd
INV
FC
(2)
R.B. Equipment Leasing Ltd
BF
FC
(1)
R.B. Leasing (April) Ltd
BF
FC
(1)
R.B. Leasing Company Ltd
BF
FC
(2)
R.B.S. Special Investments Ltd
BF
FC
(1)
RB Investments 3 Ltd
OTH
FC
(1)
RBOS (UK) Ltd
BF
FC
(1)
RBS Management Services (UK) Ltd
SC
FC
(1)
RBS Mezzanine Ltd
BF
FC
(2)
RBS Property Developments Ltd
INV
FC
(23)
RBS Property Ventures Investments Ltd
BF
FC
(2)
RBSM Capital Ltd
BF
FC
(2)
RoboScot Equity Ltd
BF
FC
(2)
Royal Bank Investments Ltd
BF
FC
(2)
Royal Bank Ventures Investments Ltd
BF
FC
(2)
West Register (Hotels Number 3) Ltd
INV
DE
(2)
West Register (Property Investments) Ltd
BF
DE
(2)
West Register (Realisations) Ltd
INV
DE
(2)
Winchcombe Finance Ltd
BF
FC
(1)
The following table details active related undertakings incorporated outside the UK which are 100% owned by NWM Group
and fully consolidated for accounting purposes
Regulatory
Entity name
Activity
treatment
Notes
Alcover A.G.
BF
DE
(19)
Alternative Investment Fund B.V.
BF
FC
(6)
Candlelight Acquisition LLC
BF
FC
(3)
Coutts & Co Ltd
CI
FC
(18)
Coutts General Partner (Cayman) V Ltd
BF
FC
(16)
Financial Asset Securities Corp.
BF
FC
(3)
KEB Investors, L.P.
BF
FC
(15)
Maja Finance S.R.L.
BF
FC
(14)
NatWest Markets Group Holdings Corporation
BF
FC
(3)
NatWest Markets N.V.
CI
FC
(6)
NatWest Markets Securities Inc.
INV
FC
(3)
NatWest Markets Securities Japan Ltd
INV
FC
(24)
NatWest Services Inc.
SC
FC
(3)
R.B. Leasing BDA One Ltd
BF
FC
(21)
Random Properties Acquisition Corp. III
INV
FC
(3)
RBS Acceptance Inc.
BF
FC
(3)
Regulatory
Entity name
Activity
treatment
Notes
RBS Americas Property Corp.
SC
FC
(3)
RBS Assessoria Ltd
SC
FC
(12)
RBS Commercial Funding Inc.
BF
FC
(3)
RBS Employment (Guernsey) Ltd
SC
FC
(17)
RBS Financial Products Inc.
BF
FC
(3)
RBS Group (Australia) Pty Ltd
BF
FC
(10)
RBS Holdings III (Australia) Pty Ltd
BF
FC
(10)
RBS Holdings N.V.
BF
FC
(6)
RBS Holdings USA Inc.
BF
FC
(3)
RBS Hollandsche N.V.
BF
FC
(6)
RBS Investments (Ireland) Ltd
BF
FC
(4)
RBS Netherlands Holdings B.V.
BF
FC
(6)
RBS Nominees (Hong Kong) Ltd
BF
FC
(7)
RBS Nominees (Ireland) Ltd
BF
FC
(4)
RBS Nominees (Netherlands) B.V.
BF
FC
(6)
The following table details active related undertakings incorporated in the UK where NWM Group ownership is less than
100%
Accounting
Regulatory
Group
Entity name
Activity
treatment
treatment
%
Notes
NatWest Markets Secured
Funding (LM) Ltd
BF
FC
PC
20
(9)
RBS Sempra Commodities LLP
BF
FC
FC
51
(2)
NWM Group
Annual Report and Accounts 2022
The following table details active related undertakings incorporated outside the UK where NWM Group ownership is less
than 100%
Accounting
Regulatory
Group
Entity name
Activity
treatment
treatment
%
Notes
Eris Finance S.R.L.
BF
IA
PC
45
(14)
Herge Holding B.V.
BF
IA
PC
63
(20)
Lunar Funding VIII Ltd
BF
FC
FC
0
(5)
Lunar Luxembourg SA
BF
FC
DE
0
(22)
Lunar Luxembourg Series
2019- 04
BF
FC
DE
0
(22)
Lunar Luxembourg Series
2019- 05
BF
FC
DE
0
(22)
Lunar Luxembourg Series
2019- 06
BF
FC
DE
0
(22)
Accounting
Regulatory
Group
Entity name
Activity
treatment
treatment
%
Notes
Lunar Luxembourg Series
2020- 01
BF
FC
DE
0
(22)
Lunar Luxembourg Series
2020- 02
BF
FC
DE
0
(22)
Lunar Luxembourg Series
2022-01
BF
FC
DE
0
(22)
Natwest Secured Funding DAC
BF
FC
FC
0
(13)
Sempra Energy
Trading LLC
BF
FC
FC
51
(3)
Solar Funding II Ltd
BF
FC
DE
0
(25)
Thames Asset Global
Securitization No.1 Inc.
BF
FC
FC
0
(11)
The following table details related undertakings that are not active (actively being dissolved)
Accounting
Regulatory
Group
Entity name
treatment
treatment
%
Notes
AA Merchant Banking B.V.
FC
FC
100
(6)
Marigold Nominees Ltd
FC
FC
100
(1)
Accounting
Regulatory
Group
Entity name
treatment
treatment
%
Notes
Priority Sites Investments Ltd
FC
DE
100
(1)
The following table details related undertakings that are dormant
Accounting
Regulatory
Group
Entity name
treatment
treatment
%
Notes
Atlas Nominees Ltd
FC
FC
100
(7)
Buchanan Holdings Ltd
FC
FC
100
(1)
Mulcaster Street Nominees Ltd
FC
FC
100
(8)
N.C. Head Office Nominees Ltd
FC
FC
100
(2)
Accounting
Regulatory
Group
Entity name
treatment
treatment
%
Notes
Project & Export Finance (Nominees) Ltd
FC
FC
100
(1)
RBOS Nominees Ltd
FC
FC
100
(1)
Sixty Seven Nominees Ltd
FC
FC
100
(1)
The Royal Bank of Scotland (1727) Ltd
FC
FC
100
(2)
The following table details the overseas branches of NWM Group
Subsidiary
Geographic location
France, Germany, Italy
Republic of Ireland, Sweden
NatWest Markets N.V.
United Kingdom
Subsidiary
Geographic location
Germany, Hong Kong, India, Japan,
NatWest Markets Plc
Singapore, Turkey, United Arab Emirates
NWM Group
Annual Report and Accounts 2022
Key:
BF
Banking and financial institution
CI
Credit institution
INV
Investment (shares or property) holding company
SC
Service company
TR
Trustee
OTH
Other
DE
Deconsolidated
FC
Full consolidation
PC
Pro-rata consolidation
AHC
Associate held at cost
EAJV
Equity accounting – joint venture
IA
Investment accounting
NC
Not consolidated
Notes
Registered addresses
Country of incorporation
(1)
250 Bishopsgate, London , EC2M 4AA, England
UK
(2)
RBS Gogarburn, 175 Glasgow Road, Edinburgh, EH12 1HQ, Scotland
UK
(3)
251, Little Falls Drive, Wilmington, DE, 19808
USA
(4)
Ulster Bank Head Office, Block B Central Park, Leopardstown, Dublin 18, D18 N153
RoI
(5)
Grand Pavilion Commercial Centre, 802 West Bay Road, P.O. Box 31119,
Cayman Islands
(6)
Claude Debussylaan 94, Amsterdam, 1082 MD, Netherlands
Netherlands
(7)
Level 54, Hopewell Centre, 183 Queen's Road East
Hong Kong
(8)
Royal Bank House, 71 Bath Street, St Helier, JE4 8PJ, Jersey
Jersey
(9)
1 Bartholomew Lane, London EC2N 2AX, England
UK
(10)
Ashurst L26, 181 William Street, Melbourne, VIC, 3000
Australia
(11)
114 West 47th Street, New York, 10036
USA
(12)
254, 13th Floor, Rua Boa Vista, Sao Paulo, 01014-907
Brazil
(13)
5 Harbourmaster Place, Dublin 1, D01 E7E8
RoI
(14)
Via Vittorio Alfieri 1, Conegliano TV, IT-TN 31015
Italy
(15)
Clarendon House, Two Church Street, Suite 104, Reid Street, Hamilton, HM 11
Bermuda
(16)
c/o Maples Corporate Services Ltd, PO Box 309, 121 South Church Street, George Town, Grand Cayman, KY1-1104
Cayman Islands
(17)
Regency Court, Glategny Esplanade, St Peter Port, GY1 3AP
Guernsey
(18)
Schuetzengassse 4, CH-8001 Zurich, Switzerland
Switzerland
(19)
Tirolerweg 8, Zug, CH- 6300
Switzerland
(20)
Verlengde Poolseweg 16, Breda, 4818CL, Netherlands
Netherlands
(21)
Victoria Place, 5th Floor, 31 Victoria Street, Hamilton, HM 10
Bermuda
(22)
46A Avenue J.F. Kennedy 1855
Luxembourg
(23)
36 St Andrew Square, Edinburgh, Scotland, EH2 2YB
UK
(24)
5/F Manulife Place 348 Kwun Tong Road, Kowloon
Hong Kong
(25)
IFC5 St Helier, JE1 1ST
Non-IFRS measures
NWM Group
Annual Report and Accounts 2022
172
NWM Group prepares its financial statements in accordance
with generally accepted accounting principles (GAAP). This
document contains a number of adjusted or alternative
performance measures, also known as non-GAAP or non-
IFRS performance measures. These measures are adjusted
for certain items which management believe are not
representative of the underlying performance of the business
and which distort period-on-period comparison. These non-
IFRS measures are not measures within the scope of IFRS
and are not a substitute for IFRS measures. These measures
include:
Management analysis of operating expenses shows
litigation and conduct costs on a separate line on page
30. These amounts are included within staff costs and
other administrative expenses in the statutory analysis.
Other operating expenses excludes litigation and
conduct costs which are more volatile and may distort
comparisons with prior periods.
Funded assets are defined as total assets less derivative
assets. This measure allows review of balance sheet
trends exclusive of the volatility associated with
derivative fair values.
Management view of income by business including
shared revenue and before asset disposals/strategic risk
reduction and own credit adjustments. This measure is
used to show underlying income generation in NatWest
Markets excluding the impact of disposal losses and own
credit adjustments.
Revenue share refers to income generated by NatWest
Markets products from customers that have their
primary relationship with other NatWest Group
subsidiaries, a proportion of which is shared between
NatWest Markets and those subsidiaries.
Asset disposals/strategic risk reduction includes the costs
of exiting positions, which includes changes in carrying
value to align to the expected exit valuation, and the
impact of risk reduction transactions entered into as part
of the optimisation of the entity’s capital usage.
Own credit adjustments are applied to positions where it
is believed that the counterparties would consider NWM
Group’s creditworthiness when pricing trades. The fair
value of certain issued debt securities, including
structured notes, is adjusted to reflect the changes in
own credit spreads and the resulting gain or loss
recognised in income.
Operating expenses analysis
Non-statutory analysis
Year ended
31 December 2022
31 December 2021
Litigation
Other
Statutory
Litigation
Other
Statutory
and conduct
operating
operating
and conduct
operating
operating
Operating expenses
costs
expenses
expenses
costs
expenses
expenses
Staff expenses
5
395
400
498
498
Premises and equipment
—
60
60
110
110
Depreciation and amortisation
—
16
16
20
20
Other administrative expenses
75
577
652
(17)
539
522
Total
80
1,048
1,128
(17)
1,167
1,150
Risk Factors
NWM Group
Annual Report and Accounts 2022
173
Principal Risks and
Uncertainties
Set out below are certain risk factors that
could adversely affect NWM Group’s
future results, its financial condition
and/or prospects and cause them to be
materially different from what is forecast
or expected, and directly or indirectly
impact the value of its securities. These
risk factors are broadly categorised and
should be read in conjunction with other
sections of this annual report, including
the forward-looking statements section,
the strategic report and the risk and
capital management section. They should
not be regarded as a complete and
comprehensive statement of all potential
risks and uncertainties facing NWM
Group.
Economic and political risk
NWM Group, its customers and its
counterparties face continued economic
and political risks and uncertainties in the
UK and global markets, including as a
result of high inflation and rising interest
rates, supply chain disruption, and the
Russian invasion of Ukraine.
NWM Group is affected by global
economic and market conditions.
Uncertain and volatile economic
conditions can create a challenging
operating environment for financial
services companies such as NWM Group.
The outlook for the global economy has
many uncertainties including: falling
economic activity, high inflation, rising
interest rates, elevated energy prices and
higher cost-of-living, supply chain
disruption, changes to monetary and
fiscal policy, and the impact of armed
conflict (in particular the Russian invasion
of Ukraine).
These conditions, including the current
cost-of-living crisis, could be worsened by
a number of factors including: instability
in the global financial system, market
volatility and change, fluctuations in the
value of the pound sterling, new or
extended economic sanctions, the
ongoing effects of the COVID-19
pandemic, economic volatility in emerging
markets, volatility in commodity prices or
concerns regarding sovereign debt or
sovereign credit ratings. Economic
conditions may also be affected by the
changing demographics in the markets
that NWM Group serves, increasing social
and other inequalities, or rapid changes to
the economic environment due to the
adoption of technology, automation and
artificial intelligence, or due to climate
change, environmental degradation,
biodiversity loss and/or other
sustainability risks.
NWM Group is also exposed to risks
arising out of geopolitical events or
political developments, such as exchange
controls and other measures taken by
sovereign governments that may hinder
economic or financial activity levels.
Unfavourable political, military or
diplomatic events, increasing geopolitical
tensions leading to armed conflict,
protectionist policies or trade barriers,
secession movements or the exit of other
member states from the EU, changes to
monetary and fiscal policy, new and
widespread public health crises (including
any epidemics or pandemics), state and
privately sponsored cyber and terrorist
acts or threats, and the responses to each
of the above economic, political or other
scenarios by various governments and
markets, could negatively affect the
business and performance of NWM
Group, including as a result of the indirect
impact on regional or global trade and/or
NWM Group’s customers and
counterparties.
The UK experienced significant political
uncertainty in 2022 that may persist into
the foreseeable future. This could lead to
a loss of confidence in the UK, that could
in turn, negatively impact companies
operating in the UK. NatWest Group also
faces political uncertainty in Scotland as a
result of a possible second Scottish
independence referendum. Independence
may adversely affect NWM Group both in
relation to NatWest Group entities
incorporated in Scotland and in other
jurisdictions. Any changes to Scotland’s
relationship with the UK or the EU may
adversely affect the environment in which
NatWest Group and its subsidiaries
operate and may require further changes
to NatWest Group (including NWM
Group’s structure), independently or in
conjunction with other mandatory or
strategic structural and organisational
changes, any of which could adversely
affect NWM Group.
The COVID-19 pandemic prompted many
changes that may prove to be permanent
shifts in customer behaviour and
economic activity, such as changes in
spending patterns and significantly more
people working in a more flexible manner.
These changes may affect asset prices,
the economic environment, and NatWest
Group’s customers’ and counterparties’
financial performance and needs.
In
response to the COVID-19 pandemic,
central banks, governments, regulators,
and legislatures in the UK and elsewhere
offered unprecedented levels of support
and various schemes to assist businesses
and individuals, many of which have since
been curtailed or withdrawn.
However,
risks remain as to whether these loans
will be repaid.
The value of NWM Group’s own and other
securities may be materially affected by
market risk, including as a result of
market fluctuations. Market volatility,
illiquid market conditions and disruptions
in the credit markets may make it
extremely difficult to value certain of
NWM Group’s own and other securities,
particularly during periods of market
displacement. This could cause a decline
in the value of NWM Group’s own and
other securities, which may have an
adverse effect on NWM Group’s results of
operations in future periods or inaccurate
carrying values for certain financial
instruments. Similarly, NWM Group trades
a considerable amount of financial
instruments (including derivatives) and
volatile market conditions could result in a
significant decline in NWM Group’s net
trading income or result in a trading loss.
In addition, financial markets are
susceptible to severe events evidenced by
rapid depreciation in asset values, which
may be accompanied by a reduction in
asset liquidity. Under these conditions,
hedging and other risk management
strategies may not be as effective at
mitigating losses as they would be under
more normal market conditions.
Moreover, under these conditions, market
participants are particularly exposed to
trading strategies employed by many
market participants simultaneously and
on a large scale, increasing NWM Group’s
counterparty risk. NWM Group’s risk
management and monitoring processes
seek to quantify and mitigate NWM
Group’s exposure to extreme market
moves. However, market events have
historically been difficult to predict, and
NWM Group, its customers and its
counterparties could realise significant
losses if extreme market events were to
occur.
Any of the above may adversely affect
NWM Group.
Fluctuations in currency exchange rates
may adversely affect NWM Group’s
results and financial condition.
Decisions of central banks (including the
Bank of England, the European Central
Bank and the US Federal Reserve) and
political or market events which are
outside NWM Group’s control, may lead
to sharp and sudden fluctuations in
currency exchange rates.
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
174
Although NWM Group is principally a UK
focused banking group, it is subject to
structural foreign exchange risk from
capital deployed in NWM Group’s foreign
subsidiaries and branches. NWM Group
also issues instruments in non-sterling
currencies that assist in meeting NWM
Group’s MREL. NWM Group conducts
banking activity in non-sterling currencies
(for example, loans, deposits and dealing
activity) which affect its revenue and also
use service providers based outside of the
United Kingdom for certain services and
as a result certain operating expenses are
sensitive to fluctuations in currency
exchange rates.
NWM Group maintains policies and
procedures designed to manage the
impact of exposures to fluctuations in
currency exchange rates. Nevertheless,
changes in currency exchange rates,
particularly in the sterling-US dollar and
euro-sterling rates, may adversely affect,
for example, the value of assets, liabilities
(including the total amount of MREL-
eligible instruments), income and
expenses, RWAs and hence the future
results, financial condition and/or
prospects of NWM Group.
Changes in interest rates have affected,
and will continue to affect, NWM Group’s
business and results.
NWM Group’s performance is affected by
changes in interest rates. Benchmark
overnight interest rates, such as the UK
base rate, increased in 2022 and are
expected to continue to rise in the short-
term accompanied by quantitative
tightening. However, forward rates at 31
December 2022 suggested interest rates
may fall again in the medium-term.
Stable interest rates support predictable
income flow and less volatility in asset
and liability valuations, although
persistently low and negative interest
rates, such as those experienced during
the COVID-19 pandemic, are generally
expected to be less favourable for banks.
For NWM Group, persistently low interest
rates may, for example, reduce the yield
on its equity structural hedge.
Volatility in interest rates may also result
in unexpected outcomes both for interest
income and asset and liability valuations
which may adversely affect NWM Group.
For example, unexpected movements in
spreads between key benchmark rates
such as sovereign and swap rates in turn
affect liquidity portfolio valuations. Sharp
unexpected rises in rates may also have
negative impacts on some asset and
derivative valuations, for example. Finally,
changes in interest rates and inflation
may adversely affect the income from
NWM Group’s dealing activity. Any of the
above could adversely affect NWM
Group’s future results, financial condition
and/or prospects.
Movements in interest rates also influence
and reflect the macro-economic situation
more broadly, affecting factors such as
business and consumer confidence,
property prices, default rates on loans
and other indicators that may indirectly
affect NWM Group and may adversely
affect its future results, financial condition
and/or prospects.
Continuing uncertainty regarding the
effects and extent of the UK’s post Brexit
divergence from EU laws and regulation,
and NWM Group’s post Brexit EU
operating model may adversely affect
NWM Group and its operating
environment.
The UK ceased to be a member of the EU
and the European Economic Area (‘EEA’)
on 31 January 2020 (‘Brexit’) and the
2020 EU-UK Trade and Cooperation
Agreement (‘TCA’) ended the transition
period on 31 December 2020. The TCA
was accompanied by a Joint Declaration
on financial services, which sets out an
intention for the EU and UK to cooperate
on matters of financial regulation and to
agree a Memorandum of Understanding
(‘MoU’), which remains unsigned. Certain
aspects of the services provided by
NatWest Group are therefore subject to
obtaining local licences or are subject to
individual equivalence decisions
(temporary or otherwise) by relevant
regulators. The EU’s equivalence regime
does not cover most lending and deposit
taking, and determinations in respect of
non-EU countries have not, to date,
covered the provision of most financial
investment services. In addition,
equivalence determinations do not
guarantee permanent access rights and
can be withdrawn with short notice. In
late 2021 the European Commission
proposed legislation that would require
non-EU firms to establish a branch or
subsidiary in the EU before providing
‘banking services’ in the EU. If these
proposals become law all ‘banking
services’ will be licensable activities in
each EU member state and member
states will not be permitted to offer
bilateral permissions to financial
institutions outside the EU allowing them
to provide ‘banking services’ in the EU.
Uncertainty remains as to whether
‘banking services’ will also include
investment products. Furthermore, failure
to extend existing equivalence
determinations, exemptions and
derogations in relation to regulations such
as margin and clearing regulations or
capital regulations, may have a negative
impact on customer engagement and/or
may significantly negatively impact the
operating model and business operations
of NWM Group.
NatWest Group continues to evaluate its
post Brexit EU operating model, making
adaptations as necessary. NatWest Group
also continues to assess where NatWest
Group companies can obtain bilateral
regulatory permissions to facilitate
intragroup transactions and/or to permit
business to continue from its UK entities,
transferring what cannot be continued to
be rendered from the UK to an EEA
subsidiary or branch, where permitted or
commercially reasonable to do so. Where
these regulatory permissions are
temporary or are withdrawn, a different
approach may need to be taken or may
result in a change in operating model or
some business being ceased. Not all
NatWest Group entities have applied for
bilateral regulatory permissions and
instead conduct EEA business through an
EEA licensed subsidiary or branch.
Certain permissions are required in order
to maintain the ability to clear euro
payments. Other permissions, including
the ability to have two intermediate EU
parent undertakings, may need to be
obtained, and structural changes may
need to be made, to allow NWM Group to
continue to serve EEA customers from
both the ring-fenced and non-ring-fenced
banking entities. Any failure to obtain
such permissions or make such structural
changes, in a timely manner, or at all,
could adversely affect NWM Group and
the EEA customers it serves. As described
in
‘NWM Group has been in a period of
significant structural and other change,
including as a result of NatWest Group’s
purpose-led strategy and NatWest
Group’s recent creation of its C&I
business segment (of which NWM Group
forms part) and may continue to be
subject to significant
structural and other
change’, NWM Group expects that
NatWest Group’s Western European
corporate portfolio (principally consisting
of term funding and revolving credit
facilities) (‘Transfer Business’) may be: (i)
transferred from the ring-fenced
subgroup of NatWest Group to NWM
Group, and/or (ii) transferred to the ring-
fenced subgroup of NatWest Group from
NWM Group, subject to regulatory and
customer requirements. Furthermore,
transferring business to an EEA based
subsidiary is a complex exercise and
involves legal, regulatory and execution
risks, and could result in a loss of business
and/or customers or higher than
anticipated costs. The changes to
NatWest Group’s and NWM Group’s
operating model have been costly and
failure to receive the requested regulatory
permissions and/or further changes to its
business operations, product offering and
customer engagement could result in
further costs and/or regulatory sanction.
Any of the above could, in turn, negatively
impact NWM Group.
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
175
The long-term effects of Brexit and the
uncertainty regarding NWM Group’s EU
operating model may adversely affect
NWM Group and its customers and
counterparties who are themselves
dependent on trading with the EU or
personnel from the EU. The long-term
effects of Brexit may also be exacerbated
by wider UK and global macro-economic
trends and events.
Uncertainties remain as to the extent to
which EU/EEA laws will diverge from UK
law. For example, bank regulation in the
UK may diverge from European bank
regulation if the Financial Services and
Markets Bill (‘FSM’) is enacted into law.
The UK government has also proposed
legislation to introduce automatic ‘sunset’
clauses for retained EU law by the end of
2023 (the Retained EU Law (Revocation
and Reform) Bill 2022), which if enacted
could potentially cause market disruption
and require additional resources to
manage the legal and regulatory
consequences. NWM Group may not be
able to respond to these changes
effectively, in a timely manner, or at all.
The actions taken by regulators in
response to any new or revised bank
regulation and other rules affecting
financial services, may adversely affect
NWM Group, including its business, non-
UK operations, group structure,
compliance costs, intragroup
arrangements and capital requirements.
HM Treasury (or UKGI on its behalf) could
exercise a significant degree of influence
over NatWest Group and NWM Group is
controlled by NatWest Group
.
In its March 2021 Budget, the UK
Government announced its intention to
carry out a programme of sales of
NatWest Group plc ordinary shares with
the objective of selling all of its remaining
shares in NatWest Group plc by 2026.
NatWest Group plc has:(i) carried out
directed buybacks of NatWest Group plc
ordinary shares from UK Government
Investments Limited (‘UKGI’) in March
2021 and in March 2022, (ii) carried out
sales of NatWest Group plc shares by
UKGI by accelerated bookbuild in May
2021, and (iii) made purchases under
NatWest Group plc’s directed and on-
market buyback programmes announced
in July 2021 and in March 2022. As at 17
January 2023, the UK Government held
44.98% of the ordinary share capital with
voting rights of NatWest Group plc.
NatWest Group may participate in similar
directed or on-market buybacks in the
near- and medium-term future. The
precise timing and extent of further
UKGI’s sell-downs is uncertain, which
could result in a prolonged period of price
volatility for NatWest Group plc’s ordinary
shares and other securities.
HM Treasury has indicated that it intends
to respect the commercial decisions of
NatWest Group and that NatWest Group
entities (including NWM Group) will
continue to have its own independent
board of directors and management team
determining their own strategy. However,
for as long as HM Treasury remains
NatWest Group plc’s largest single
shareholder, HM Treasury and UKGI (as
manager of HM Treasury’s shareholding)
could exercise a significant degree of
influence over NatWest Group (including
NWM Group) including: the election of
directors and appointment of senior
management, NatWest Group’s (including
NWM Group’s) capital strategy, dividend
policy, remuneration policy or the conduct
of NatWest Group’s operations. HM
Treasury or UKGI’s approach depends on
government policy, which could change.
The manner in which HM Treasury or
UKGI exercises HM Treasury’s rights as
NatWest Groups plc’s largest single
shareholder could give rise to conflicts
between the interests of HM Treasury and
the interests of other shareholders,
including as a result of a change in
government policy, which may in turn
adversely affect NatWest Group (including
NWM Group). The exertion of such
influence over NatWest Group could in
turn adversely affect the governance or
business strategy of NWM Group.
In addition, NWM Plc is a wholly owned
subsidiary of NatWest Group plc, and
NatWest Group plc therefore controls
NWM Group’s board of directors,
corporate policies and strategic direction.
The interests of NatWest Group plc (as an
equity holder and as NWM Group’s
parent) and the interests of the C&I
business segment may differ from the
interests of NWM Group or of potential
investors in NWM Group’s securities. See
also,
‘NWM Group has been in a period of
significant structural and other change,
including as a result of NatWest Group’s
purpose-led strategy and NatWest
Group’s recent creation of its C&I
business segment (of which NWM Group
forms part) and may continue to be
subject to significant structural and other
change.’
Strategic risk
NWM Group has been in a period of
significant structural and other change,
including as a result of NatWest Group’s
purpose-led strategy and NatWest
Group’s recent creation of its C&I
business segment (of which NWM Group
forms part) and may continue to be
subject to significant structural and other
change.
In February 2020, NatWest Group
announced its strategy to focus on
becoming a purpose-led business
designed to champion potential, and to
help individuals, families and businesses
to thrive. As part of NatWest Group’s
strategy, NWM Group’s own strategy has
evolved to focus on serving NatWest
Group’s corporate and institutional
customer base, first via the ‘NWM
Refocusing’ programme (which required
simplification of its operating model and
technological platform as well as reducing
its cost base and capital requirements)
and then via the creation of NatWest
Group’s C&I business segment (which
combined NatWest Group’s Commercial,
NatWest Markets and RBS International
businesses).
NatWest Group plc has been
reporting its results under the C&I
operating segment structure since the
quarter ended 30 March 2022, although
NWM Plc continues to also report on a
standalone legal entity basis. The C&I
business segment is intended to allow
closer operational and strategic alignment
to support NatWest Group growth, with
increased levels of services being
provided between NatWest Group entities,
with the potential increased risk of breach
of the UK ring-fencing regime without
effective or enhanced conflicts of interest
policies. As a result of further focusing on
NatWest Group’s core C&I customers,
NWM Group’s prospects have become
further dependent on the success and
strategy of NatWest Group.
NWM Group’s ability to serve its
customers may be diminished by its
changing business strategy and customer
reactions to the changing nature of NWM
Group’s business model may be more
adverse than expected.
Previously
anticipated revenue and profitability levels
may not be achieved including in relation
to: income from the Rates business, the
ability to support customer transactions
whilst meeting NWM Group capital
targets, and changes to the availability of
risk capital, in the timescales envisaged or
at all. An adverse macro-economic
environment, political and regulatory
uncertainty, market volatility and change
and/or strong market competition may
require NWM Group to adjust aspects of
its strategy or the timeframe for its
implementation. It is anticipated that
NWM Plc will continue to generate
operating losses in the short-term and as
a result its capital levels may decline.
NWM Group’s strategy requires it to meet
cost-reduction targets. A significant
proportion of the cost savings are
dependent on simplification of the IT
systems and therefore may not be
realised if IT capabilities are not delivered
in line with assumptions. In addition, the
scale of changes that have been
concurrently implemented require the
implementation and application of robust
governance and controls frameworks and
robust IT systems. There is a risk that
NWM Group may not be successful in
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
176
maintaining such governance and control
frameworks and IT systems.
As part of NWM Group’s strategy, NWM
Group has set a number of financial,
capital and operational targets and
expectations, which are expected to
require further reductions to its wider cost
base. The financial, operational and
capital targets and expectations
envisaged by NWM’s strategy may not be
met or maintained in the timeframes
expected or at all. In addition, targets and
expectations for NWM Group are based
on management plans, projections and
models, and are subject to a number of
key assumptions and judgments, any of
which may prove to be inaccurate.
In addition, to improve efficiencies and
best serve customers following Brexit,
NWM Group expects that certain assets,
liabilities, transactions and activities of
NatWest Group’s Transfer Business, may
be: (i) transferred from the ring-fenced
subgroup of NatWest Group to NWM
Group, and/or (ii) transferred to the ring-
fenced subgroup of NatWest Group from
NWM Group , subject to regulatory and
customer requirements. The timing,
success and quantum of any of these
transfers remain uncertain as is the
impact of these transactions on its go-
forward results of operations. As a result,
NWM Group’s future results, financial
condition and/or prospects may be
adversely affected.
NWM Group has implemented a shared
services model and entered into revenue
share agreements with some entities
within NatWest Group’s ring-fenced sub-
group (including NatWest Bank Plc and
The Royal Bank of Scotland Plc). NWM
Group therefore relies directly or
indirectly on NatWest Group entities to
provide services to itself and its clients.
This reliance has recently increased as a
result of NWM Group joining NatWest
Group’s C&I
business segment. A failure
of NWM Group to receive these services
may result in operational risk. See,
‘Operational risks (including reliance on
third party suppliers and outsourcing of
certain activities) are inherent in NWM
Group’s businesses.’
In addition, any
change to the cost and/or scope of
services provided by NatWest Group may
impact NWM Group’s competitive position
and its ability to meet its other targets.
NWM’s strategy entails legal, execution,
operational and regulatory (including
compliance with the UK ring-fencing
regime), conflicts, IT system, culture,
people, conduct, business and financial
risks to NWM Group.
As a result, NWM
Group may not be able to successfully
implement some or all aspects of its
strategy or may not meet any or all of the
related strategic targets or expectations.
Each of the risks identified above,
individually or collectively, could adversely
affect NWM Group’s products and
services offering or office locations,
competitive position, ability to meet
targets and commitments, reputation with
customers or business model and may
result in higher-than-expected costs, all of
which could adversely affect NWM Group
and its ability to deliver its strategy. There
is a risk that the intended benefits of
NatWest Group’s and NWM Group’s
strategies may not be realised in the
timelines or in the manner currently
contemplated, or at all. Various aspects of
NWM Group’s strategy may not be
successful, may not be completed as
planned, or at all, or could be phased or
could progress in a manner other than
currently expected. This could lead to
additional management actions by
NatWest Group (or NWM Group),
regulatory action or reduced liquidity
and/or funding opportunities. Any of the
above may lead to NWM Group not being
viable, competitive or profitable.
Financial resilience risk
NWM Group may not meet the targets it
communicates, generate returns or
implement its strategy effectively.
As part of NWM Group’s strategy, NWM
Group has set a number of financial,
capital and operational targets including
in respect of: balance sheet and cost-
reduction measures, CET1 ratio targets
(for NWM Plc and NWM N.V.), MREL
targets, leverage ratio targets (for NWM
Plc and NWM N.V.), targets in relation to
local regulation, funding plans and
requirements, employee engagement,
diversity and inclusion as well as ESG
(including climate and sustainable funding
and financing targets) and customer
satisfaction targets.
NWM Group’s ability to meet its targets,
including its CET1 ratio target, and make
discretionary capital distributions and to
successfully fulfil its strategy is subject to
various internal and external factors and
risks. These include but are not limited
to: UK and global macro-economic,
political, market and regulatory
uncertainties, operational risks and risks
relating to NWM Group’s business model
and strategy (including risks associated
with climate, ESG and other
sustainability-related issues). See also,
‘
NWM Group, its customers and its
counterparties face continued economic
and political risks and uncertainties in the
UK and global markets, including as a
result of high inflation and rising interest
rates, supply chain disruption, and the
Russian invasion of Ukraine.’
A number of factors, including macro-
economic factors, may impact NWM Plc
and NWM N.V.’s ability to maintain their
current CET1 ratio targets, including
impairments, the extent of organic capital
generation or the reduction of RWA and
the receipt and payment of dividends.
NWM Plc may incur disposal losses as
part of the process of exiting positions to
reduce RWAs. Some of these losses may
be recognised ahead of the actual
disposals and the losses overall may be
higher than currently anticipated.
NWM Group’s ability to meet its planned
reductions in annual costs may vary
considerably from year to year.
Furthermore, the focus on maintaining
balance sheet and cost-reduction targets
may result in limited investment in other
areas which could affect NWM Group’s
long-term product offering or competitive
position and its ability to meet its other
targets, including those related to
customer satisfaction.
In addition, challenging trading conditions
may adversely affect NWM Group’s
business and its ability to achieve its
targets and execute its strategy.
NWM Group’s strategy may not be
successfully executed, it may not meet its
targets and expectations, and it may not
be a viable, competitive or profitable
banking business.
NWM Plc and/or its regulated subsidiaries
may not meet the prudential regulatory
requirements for regulatory capital.
NWM Group is required by regulators in
the UK, the EU and other jurisdictions in
which it undertakes regulated activities to
maintain adequate financial resources.
Adequate capital provides NWM Group
with financial flexibility in the face of
turbulence and uncertainty in the global
economy and specifically in its core UK
operations.
NWM Plc’s and NWM N.V.’s target CET1
ratios are based on regulatory
requirements, internal modelling and risk
appetite (including under stress). As at 31
December 2022, NWM Plc’s solo CET1
ratio was 17.2%. NWM Plc’s current
capital strategy is based on the
management of RWAs and other capital
management initiatives (including the
reduction of RWAs and the periodic
payment of dividends to NatWest Group
plc, NWM Plc’s parent company).
Other factors that could influence NWM
Plc and NWM N.V.’s CET1 ratios include:
a depletion of NWM Plc or NWM N.V.’s
capital resources through reduced
profits (which would in turn impact
retained earnings) and may result
from revenue attrition or increased
liabilities, sustained periods of low
interest rates, reduced asset values
resulting in write-downs or reserve
adjustments, impairments, changes in
accounting policy, accounting charges
or foreign exchange movements;
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
177
a change in the quantum of NWM
Plc’s or NWM N.V.’s RWAs, stemming
from exceeding target RWA levels, the
NWM Refocusing, regulatory
adjustments (for example, from
additional market risk backtesting
exceptions), foreign exchange
movements or a failure in internal
controls or procedures to accurately
measure and report RWAs. An
increase in RWAs would lead to a
reduction in the CET1 ratio (and
increase the amount of internal MREL
for NWM Plc);
changes in prudential regulatory
requirements including the Total
Capital Requirement for NWM Plc (as
regulated by the Prudential Regulation
Authority (‘PRA’)) or NWM N.V. (as
regulated by the De Nederlandsche
Bank (‘DNB’)), including Pillar 2
requirements and regulatory buffers
as well as any applicable scalars;
further developments of prudential
regulation (for example, finalisation of
Basel 3 standards), which will impact
various areas including the approach
to calculating credit risk, market risk,
leverage ratio, capital floors and
operational risk RWAs, as well as
continued regulatory uncertainty on
the details thereto;
further losses (including as a result of
extreme one-off incidents such as
cyberattack, fraud or conduct issues)
would deplete capital resources and
place downward pressure on the
CET1 ratio; or
the timing of planned liquidation,
disposal and/or capital releases of
capital optimisation activity or legacy
entities owned by NWM Plc and NWM
N.V..
See also
‘NWM Group has been in a
period of significant structural and other
change, including as a result of NatWest
Group’s purpose-led strategy and
NatWest Group’s recent creation of its
C&I business segment (of which NWM
Group forms part) and may continue to
be subject to significant structural and
other change.’
Management actions taken under a
stress scenario may affect, among other
things, NWM Group’s product offering, its
credit ratings, its ability to operate its
businesses and pursue its current
strategies and strategic opportunities,
any of which may negatively impact
investor confidence and the value of
NWM Group’s securities. See also,
‘
NWM
Plc and/or its regulated subsidiaries may
not manage their capital, liquidity or
funding effectively which could trigger
the execution of certain management
actions or recovery options
,’
and
‘NatWest Group (including NWM Group)
may become subject to the application of
UK statutory stabilisation or resolution
powers which may result in, for example,
the write-down or conversion of NWM
Group entities’ Eligible Liabilities.’
NWM Group is reliant on access to the
capital markets to meet its funding
requirements, both directly through
wholesale markets, and indirectly through
its parent (NatWest Group) for the
subscription to its internal capital and
MREL. The inability to do so may
adversely affect NWM Group.
NatWest Markets Plc’s funding plan
currently anticipates that in 2023, it will
issue £3-5 billion debt refinancing and
funding requirements, based on its
current and anticipated business
activities. NWM Group therefore has
significant anticipated funding
requirements and is reliant on frequent
access to the capital markets for funding,
at a cost that can be passed through to
its customers. This access entails
execution risk, regulatory risk, risk of
reduced commercial activity, risk of loss
of market confidence in NWM Group if it
cannot finance its activities and risk of a
ratings downgrade, which could be
impeded by a number of internal or
external factors, including, those
summarised in these risk factors.
In addition, NWM Plc receives capital and
funding from NatWest Group plc. NWM
Plc has set target levels for different tiers
of capital and for the internal minimum
requirements for own funds and eligible
liabilities (‘MREL’), as percentages of its
RWAs. The level of capital and funding
required for NWM Plc to meet its internal
targets is therefore a function of the level
of RWAs and its leverage exposure in
NWM Plc and this may vary over time.
NWM Plc’s internal MREL comprises the
regulatory value of capital instruments
and loss-absorbing senior funding issued
by NWM Plc to its parent, NatWest Group
plc, in all cases with a residual maturity of
at least one year. The Bank of England
has identified that the preferred resolution
strategy for NatWest Group is as a single
point-of-entry. As a result, only NatWest
Group plc is the only entity able to issue
Group MREL eligible liabilities to third-
party investors, using the proceeds to
fund the internal capital and MREL
targets and/or requirements of its
operating entities, including NWM Plc.
NWM Plc is therefore dependent not only
on NatWest Group plc to fund its internal
capital targets, but also on NatWest
Group plc’s ability to source appropriate
funding. NWM Plc is also dependent on
NatWest Group plc to continue to fund
NWM Plc’s internal MREL targets over
time and its ability to issue and maintain
sufficient amounts of external MREL
liabilities to support this. In turn, NWM Plc
is required to fund the internal capital
requirements and MREL of its
subsidiaries.
Any inability of NWM Group to adequately
access the capital markets, to manage its
balance sheet in line with assumptions in
its funding plans, or to issue internal
capital and MREL may adversely affect
NWM Group, such that NWM Group may
not constitute a viable banking business
and/or NWM Plc or NWM N.V. may fail to
meet their respective regulatory capital
and/or MREL (at present, NWM N.V. does
not have its own MREL).
NWM Group may not be able to
adequately access sources of liquidity and
funding.
NWM Group is required to access sources
of liquidity and funding through deposits
and wholesale funding, including debt
capital markets and trading liabilities such
as repurchase agreements. As at 31
December 2022, NWM Group held £6.7
billion in deposits from banks and
customers. The level of deposits and
wholesale funding may fluctuate due to
factors outside NWM Group’s control.
These factors include: loss of clients, loss
of investor confidence (including in
individual NWM Group entities or the UK
banking sector or the banking sector as a
whole), changes in interest rates,
government support, increasing
competitive pressures for bank funding or
the reduction or cessation of deposits and
other funding by counterparties, any of
which could result in a significant outflow
of deposits or reduction in wholesale
funding within a short period of time. See
also, ‘
NWM Group has significant
exposure to counterparty and borrower
risk
’.
An inability to grow, roll-over, or any
material decrease in, NWM Group’s
deposits, short-term wholesale funding
and short-term liability financing could,
particularly if accompanied by one of the
other factors described above, materially
affect NWM Group’s ability to satisfy its
liquidity needs.
NWM Group engages from time to time in
‘fee based borrow’ transactions whereby
collateral (such as government bonds) is
borrowed from counterparties on an
unsecured basis in return for a fee. This
borrowed collateral may be used by NWM
Group to finance parts of its balance
sheet, either in its repo financing business,
derivatives portfolio or more generally
across its balance sheet. If such ‘fee
based borrow’ transactions are unwound
whilst used to support the financing of
parts of NWM Group balance sheet, then
unsecured funding from other sources
would be required to replace such
financing. There is a risk that NWM Group
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
178
would be unable to replace such financing
on acceptable terms or at all, which could
adversely affect its liquidity position and
have an adverse effect on NWM Group. In
addition, because ‘fee base borrow’
transactions are conducted off-balance
sheet (due to the collateral being
borrowed) investors may find it more
difficult to gauge NWM Group’s
creditworthiness, which may be affected
if these transactions were to be unwound
in a stress scenario. Any lack of or
perceived lack of creditworthiness may
adversely affect NWM Group.
Current UK and global macro-economic
and political uncertainties and any
significant market volatility and change,
could affect NWM Group’s ability to
access sources of liquidity and funding,
which may result in higher funding costs
and failure to comply with regulatory
capital, funding and leverage
requirements.
As a result, NWM plc and
its subsidiaries could be required to adapt
their funding plans or change their
operations. For example, impairments or
other losses as well as increases to capital
deductions may result in a decrease to
NWM Plc’s capital base, and/or that of its
subsidiaries. If NatWest Group plc is
unable to issue securities externally as
planned, this may have a negative impact
on NWM Plc’s current and forecasted
MREL position, particularly if NatWest
Group plc is unable to downstream
capital and/or funding to NWM Plc. This
could exacerbate funding and liquidity
risk, which may adversely affect NWM
Group.
As at 31 December 2022, NWM Group
reported a liquidity coverage ratio of
253%. If its liquidity position were to come
under stress and if NWM Group is unable
to raise funds through deposits or
wholesale funding sources on acceptable
terms or at all, its liquidity position could
be adversely affected. This would mean
that NWM Group might be unable to:
meet deposit withdrawals on demand or
satisfy buy back requests, repay
borrowings as they mature, meet its
obligations under committed financing
facilities, comply with regulatory funding
requirements, undertake certain capital
and/or debt management activities, or
fund new loans, investments and
businesses. NWM Group may need to
liquidate assets to meet its liabilities,
including disposals of assets not
previously identified for disposal to reduce
its funding or payment commitments or
trigger the execution of certain
management actions or recovery options.
This could also lead to higher funding
costs and/or changes to NWM Group’s
funding plans or its operations. In a time
of reduced liquidity or market stress,
NWM Group may be unable to sell some
of its assets or may need to sell assets at
depressed prices, which in either case
may adversely affect NWM Group’s future
results, financial condition and/or
prospects.
NWM Group entities independently
manage liquidity risk on a stand-alone
basis, including through holding their own
liquidity portfolios. They have restricted
access to liquidity or funding from other
NatWest Group entities. NWM Group
entities’ management of their own
liquidity portfolios and the structure of
capital support are subject to operational
and execution risk.
Continuing market volatility may impact
capital and RWAs and NWM Group and its
subsidiaries may be required to adapt
their funding plans or change their
operations in order to satisfy their
respective capital and funding
requirements, which may have a negative
impact on NWM Group. Market volatility
may also result in increases to leverage
exposure.
NWM Plc and/or its regulated subsidiaries
may not manage their capital, liquidity or
funding effectively which could trigger the
execution of certain management actions
or recovery options.
Under the EU Bank Recovery and
Resolution Directives I and II (‘BRRD’), as
implemented in the UK, NatWest Group
must maintain a recovery plan acceptable
to its regulator, such that a breach of
NWM Plc’s applicable capital or leverage,
liquidity or funding requirements would
trigger consideration of NWM Plc’s
recovery plan, and in turn may prompt
consideration of NatWest Group’s
recovery plan. If, under stressed
conditions, the liquidity, capital or
leverage ratio were to decline, there are a
range of recovery management actions
(focused on risk reduction and mitigation)
that NWM Plc could undertake that may
or may not be sufficient to restore
adequate liquidity, capital and leverage
ratios. Additional management options
relating to existing capital issuances,
asset or business disposals, capital
payments and dividends from NWM Plc to
its parent, could also be undertaken to
support NWM Plc’s capital and leverage
requirements.
NatWest Group may also address a
shortage of capital in NWM Plc by
providing parental support to NWM Plc.
NatWest Group’s (and NWM Plc’s)
regulator may also request that NWM
Group carry out additional capital
management actions. The Bank of
England has identified single point-of-
entry at NatWest Group plc, as the
preferred resolution strategy for NatWest
Group. However, under certain conditions
set forth in the BRRD, as the UK
resolution authority, the Bank of England
also has the power to execute the ‘bail-in’
of certain securities of NWM Group
without further action at NatWest Group
level.
Any capital management actions taken
under a stress scenario may, in turn
affect factors including: NWM Group’s
product offering, credit ratings, ability to
operate its businesses and pursue its
current strategies and strategic
opportunities as well as negatively
impacting investor confidence and the
value of NWM Group’s securities. See
also, ‘—
NatWest Group (including NWM
Group) may become subject to the
application of UK statutory stabilisation or
resolution powers which may result in, for
example, the write-down or conversion of
NWM Group entities’ Eligible Liabilities.’
In
addition, if NWM Plc or NWM N.V.’s
liquidity position were to be adversely
affected, this may require assets to be
liquidated or may result in higher funding
costs, which may adversely affect NWM
Group’s operating performance.
Any reduction in the credit rating and/or
outlooks
assigned to NatWest Group plc,
any of its subsidiaries (including NWM Plc
or NWM Group subsidiaries) or any of their
respective debt securities could adversely
affect the availability of funding for NWM
Group, reduce NWM Group’s liquidity
position and increase the cost of funding.
Rating agencies regularly review NatWest
Group plc, NWM Plc and other NatWest
Group entity credit ratings and outlooks.
In September, Moody’s upgraded the
credit rating of NWM Plc from A2 (positive
outlook) to A1 (stable outlook). NWM
Group entity credit ratings and outlooks,
could be negatively affected (directly or
indirectly) by a number of factors that
can change over time, including: credit
rating agencies’ assessment of NWM
Group’s strategy and management’s
capability; its financial condition including
in respect of profitability, asset quality,
capital, funding and liquidity; the level of
political support for the industries and
regions in which NWM Group operates;
the implementation of structural reform;
the legal and regulatory frameworks
applicable to NWM Group’s legal
structure; business activities and the
rights of its creditors; changes in rating
methodologies; changes in the relative
size of the loss-absorbing buffers
protecting bondholders and depositors;
the competitive environment, political and
economic conditions in NWM Group’s key
markets (including rising interest rates
and higher inflation, supply chain
disruptions and the outcome of any
further Scottish independence
referendum); any reduction of the UK’s
sovereign credit rating (currently on
negative outlook by Moody’s, S&P and
Fitch) and market uncertainty. In addition,
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
179
credit ratings agencies are increasingly
taking into account sustainability-related
factors, including climate, environmental,
social and governance related risk, as
part of the credit ratings analysis, as are
investors in their investment decisions.
See also
‘A reduction in the ESG ratings
of NatWest Group (including NWM Group)
or NWM Group could have a negative
impact on NatWest Group (including NWM
Group)’s or NWM Group’s reputation and
on investors’ risk appetite and customers’
willingness to deal with NatWest Group
(including NWM Group) or NWM Group.’
Any reductions in the credit ratings of
NatWest Group plc, NWM Plc or of certain
other NatWest Group entities, including, in
particular, downgrades below investment
grade, or a deterioration in the capital
markets’ perception of NWM Group’s
financial resilience could significantly
affect NWM Group’s access to capital
markets, reduce the size of its deposit
base and trigger additional collateral or
other requirements in its funding
arrangements or the need to amend such
arrangements, which could adversely
affect NWM Group’s (and, in particular,
NWM Plc’s) cost of funding and its access
to capital markets which could limit the
range of counterparties willing to enter
into transactions with NWM Group (and,
in particular, with NWM Plc). This may in
turn adversely affect NWM Group’s
competitive position and threaten its
prospects in the short to medium-term.
NWM Group operates in markets that are
highly competitive, with increasing
competitive pressures and technology
disruption
.
The markets within which NWM Group
operates are highly competitive, and
NWM Group expects such competition to
continue and intensify in response to
various changes. These include: evolving
customer behaviour, technological
changes (including digital currencies and
other instruments, stablecoins and the
growth of digital banking, such as from
fintech entrants), competitor behaviour,
new entrants to the market, industry
trends resulting in increased
disaggregation or unbundling of financial
services, the impact of regulatory actions
and other factors. Innovations such as
biometrics, artificial intelligence,
automation, the cloud, blockchain,
cryptocurrencies and quantum computing
may rapidly facilitate industry
transformation.
Increasingly, many of the products and
services offered by NWM Group are, and
will become, more technology intensive,
including through digitalisation,
automation and the use of artificial
intelligence. NWM Group’s ability to
develop or acquire such services (which
also comply with applicable and evolving
regulations) has become increasingly
important to retaining and growing NWM
Group’s client businesses across its
geographical footprint. There can be no
certainty that NWM Group’s innovation
strategy (which includes investment in its
IT capability intended to improve its core
infrastructure and client interface
capabilities as well as investments and
partnerships with third party technology
providers) will be successful or that it will
allow NWM Group to continue to maintain
or grow such services in the future.
Certain of NWM Group’s current or future
competitors may be more successful in
implementing innovative technologies for
delivering products or services to their
clients. These competitors may be better
able to attract and retain clients and key
employees, may have more advanced IT
systems, and may have access to lower
cost funding and/or be able to attract
deposits or provide investment-banking
services on more favourable terms than
NWM Group. Although NWM Group
invests in new technologies and
participates in industry and research-led
initiatives aimed at developing new
technologies, such investments may be
insufficient or ineffective, especially given
NWM Group’s focus on cost savings
targets. This may limit additional
investment in areas such as financial
innovation and could affect NWM Group’s
offering of innovative products or
technologies for delivering products or
services to clients and its competitive
position. NWM Group may also fail to
identify future opportunities or derive
benefits from disruptive technologies in
the context of rapid technological
innovation, changing customer behaviour
and growing regulatory demands.
Furthermore, the development of
innovative products depends on NWM
Group’s ability to produce underlying
high-quality data, failing which its ability
to offer innovative products may be
compromised.
If NWM Group is unable to offer
competitive, attractive and innovative
products that are also profitable and
timely, it will lose share, incur losses on
some or all of its initiatives and lose
opportunities for growth. In this context,
NWM Group is investing in the automation
of certain solutions and interactions within
its customer-facing businesses, including
through automation and artificial
intelligence. Such initiatives may result in
operational, reputational and conduct
risks if the technology used is defective,
inadequate or is not fully integrated into
NWM Group’s current solutions. There
can be no certainty that such initiatives
will deliver the expected cost savings and
investment in automated processes will
likely also result in increased short-term
costs for NWM Group.
In addition, NatWest Group’s purpose-led
strategy, as well as employee
remuneration constraints,
may also have
an impact on NWM Group’s ability to
compete effectively and intensified
competition from incumbents, challengers
and new entrants could affect NWM
Group’s ability to maintain satisfactory
returns. Moreover, activist investors have
increasingly become engaged and
interventionist in recent years, which may
pose a threat to NatWest Group’s (and
NWM Group’s) strategic initiatives.
Furthermore, continued consolidation or
technological or other developments in
certain sectors of the financial services
industry could result in NWM Group’s
remaining competitors gaining greater
capital and other resources, including the
ability to offer a broader range of
products and services and geographic
diversity, or the emergence of new
competitors. Any of the above may
adversely affect NWM Group’s future
results, financial condition and/or
prospects.
NWM Group may be adversely affected if
NatWest Group fails to meet the
requirements of regulatory stress tests.
NatWest Group is subject to annual stress
tests by its regulator in the UK. Stress
tests are designed to assess the resilience
of banks to potential adverse economic or
financial developments and ensure that
they have robust, forward-looking capital
planning processes that account for the
risks associated with their business
profile. If the stress tests reveal that a
bank’s existing regulatory capital buffers
are not sufficient to absorb the impact of
the stress, then it is possible that NatWest
Group and/or NWM Group may need to
take action to strengthen their capital
positions.
Failure by NatWest Group to meet its
quantitative and qualitative requirements
of the stress tests set forth by its UK
regulators may result in: NatWest Group’s
regulators requiring NatWest Group to
generate additional capital, reputational
damage, increased supervision and/or
regulatory sanctions and/or loss of
investor confidence, all of which may
adversely affect NatWest Group’s (and
NWM Group’s) future results, financial
condition and/or prospects.
NWM Group has significant exposure to
counterparty and borrower risk.
Credit risk may arise from a variety of
business activities, including, but not
limited to: extending credit to clients
through various lending commitments;
entering into swap or other derivative
contracts under which counterparties
have obligations to make payments to
NWM Group (including un-collateralised
derivatives); providing short or long-term
funding that is secured by physical or
Risk Factors continued
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Annual Report and Accounts 2022
180
financial collateral whose value may at
times be insufficient to fully cover the loan
repayment amount; posting margin
and/or collateral and other commitments
to clearing houses, clearing agencies,
exchanges, banks, securities firms and
other financial counterparties; and
investing and trading in securities and
loan pools, whereby the value of these
assets may fluctuate based on realised or
expected defaults on the underlying
obligations or loans. See also, ‘
Risk and
capital management — Credit Risk
’. Any
negative developments in the activities
listed above may negatively impact NWM
Group’s clients and credit exposures,
which may, in turn, adversely affect NWM
Group’s profitability.
NWM N.V., a subsidiary of NWM Plc, has
a portfolio of loans and loan commitments
to Western European corporate
customers. As a result, through the NWM
N.V. business and NWM Group’s other
activities, NWM Group has exposure to
many different industries, customers and
counterparties, and risks arising from
actual or perceived changes in credit
quality and the recoverability of monies
due from borrowers and other
counterparties are inherent in a wide
range of NWM Group’s businesses. These
risks may be concentrated for those
businesses for which client income is
heavily weighted towards a specific
geographic region, industry or client base.
Furthermore, these risks are likely to
increase due to a potential transfer of
NatWest Group’s Transfer Business: (i)
from the ring-fenced subgroup of NatWest
Group to NWM Group, and/or (ii) to the
ring-fenced subgroup of NatWest Group
from NWM Group (see
‘NWM Group has
been in a period of significant structural
and other change, including as a result of
NatWest Group’s purpose-led strategy
and NatWest Group’s recent creation of
its C&I business segment (of which NWM
Group forms part) and may continue to
be subject to significant structural and
other change’).
The credit quality of NWM Group’s
borrowers and other counterparties may
be affected by the recent UK and global
macro-economic and political
uncertainties and a further deterioration
in prevailing economic and market
conditions (including a resurgence of the
COVID-19 pandemic or other new health
crises) and by changes in the legal and
regulatory landscape in the UK and
countries where NWM Group is exposed
to credit risk. Any further deterioration in
these conditions or changes to legal or
regulatory landscapes could worsen
borrower and counterparty credit quality
or impact the enforcement of contractual
rights over security, increasing credit risk.
NWM Group is exposed to the financial
industry, including sovereign debt
securities, banks, financial intermediation
providers (including providing facilities to
financial sponsors and funds, backed by
assets or investor commitments) and
securitised products (typically senior
lending to special purpose vehicles
backed by pools of financial assets).
Concerns about, or a default by, a
financial institution could lead to
significant liquidity problems and losses
or defaults by other financial institutions,
since the commercial and financial
soundness of many financial institutions
is closely related and interdependent as
a result of credit, trading, clearing and
other relationships. Any perceived lack of
creditworthiness of a counterparty or
borrower may lead to market-wide
liquidity problems and losses for NWM
Group. In addition, the value of collateral
may be correlated with the probability of
default by the relevant counterparty
(‘wrong way risk’), which would increase
NWM Group’s potential loss. This
systemic risk may also adversely affect
financial intermediaries, such as clearing
agencies, clearing houses, banks,
securities firms and exchanges with
which NWM Group interacts on a daily
basis. See also, ‘
NWM Group is reliant on
access to the capital markets to meet its
funding requirements, both directly
through wholesale markets, and
indirectly through its parent (NatWest
Group) for the subscription to its internal
capital and MREL. The inability to do so
may adversely affect NWM Group.
’
As a result, adverse changes in borrower
and counterparty credit risk may cause
accelerated impairment charges under
IFRS 9, increased repurchase demands,
higher costs, additional write-downs and
losses for NWM Group and an inability to
engage in routine funding transactions.
NWM Group has applied an internal
analysis of multiple economic scenarios
(MES) together with the determination of
specific overlay adjustments to inform its
IFRS 9 ECL (Expected Credit Loss). The
recognition and measurement of ECL is
complex and involves the use of
significant judgment and estimation. This
includes the formulation and
incorporation of multiple forward-looking
economic scenarios into ECL to meet the
measurement objective of IFRS 9. The
ECL provision is sensitive to the model
inputs and economic assumptions
underlying the estimate. Going forward,
NWM Group anticipates observable credit
deterioration of a proportion of assets
resulting in a systematic uplift in defaults,
which is mitigated by those economic
assumption scenarios being reflected in
the Stage 2 ECL across portfolios, along
with a combination of post model overlays
in both wholesale and retail portfolios
reflecting the uncertainty of credit
outcomes. See also, ‘
Risk and capital
management – Credit risk
’. A credit
deterioration would also lead to RWA
increases. Furthermore, the assumptions
and judgments used in the MES and ECL
assessment at 31 December 2022 may
not prove to be adequate resulting in
incremental ECL provisions for NWM
Group.
Due to NWM Group’s exposure to the
financial industry, it also has exposure to
shadow banking entities (i.e., entities
which carry out activities of a similar
nature to banks but not regulated like
banks). NWM Group is required to identify
and monitor its exposure to shadow
banking entities, implement and maintain
an internal framework for the
identification, management, control and
mitigation of the risks associated with
exposure to shadow banking entities, and
ensure effective reporting and
governance in respect of such exposure.
If NWM Group is unable to properly
identify and monitor its shadow banking
exposure, maintain an adequate
framework, or ensure effective reporting
and governance in respect of shadow
banking exposure, this may adversely
affect the future results, financial
condition and/or prospects of NWM
Group.
NWM Group could incur losses or be
required to maintain higher levels of
capital as a result of limitations or failure
of various models
.
Given the complexity of NWM Group’s
business, strategy and capital
requirements, NWM Group relies on
analytical and other models for a wide
range of purposes, including to manage
its business, assess the value of its assets
and its risk exposure, as well as to
anticipate capital and funding
requirements (including to facilitate
NatWest Group’s mandated stress
testing). Uncertainties relating to the
COVID-19 pandemic have made reliance
on analytical models and planning and
forecasting for NWM Group more
complex, and may result in uncertainty
impacting the risk profile of NWM Group
and/or that of the wider banking industry.
In addition, NWM Group utilises models
for valuations, credit approvals,
calculation of loan impairment charges on
an IFRS 9 basis, financial reporting and
for financial crime (criminal activities in
the form of money laundering, terrorist
financing, bribery and corruption, tax
evasion and sanctions as well as fraud
risk management (collectively, ‘financial
crime’)). NWM Group’s models, and the
parameters and assumptions on which
they are based, are periodically reviewed.
As models analyse scenarios based on
assumed inputs and a conceptual
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
181
approach, model outputs therefore
remain uncertain. Failure of models
(including due to errors in model design)
or new data inputs (including non-
representative data sets), for example, to
accurately reflect changes in the micro
and macro-economic environment in
which NWM Group operates (for example
to account for high inflation), to capture
risks and exposures at the subsidiary
level, and to update for changes to NWM
Group’s current business model or
operations, or for findings of deficiencies
by NatWest Group (and in particular,
NWM Group’s) regulators (including as
part of NatWest Group’s mandated stress
testing) may render some business lines
uneconomic, result in increased capital
requirements, may require management
action or may subject NWM Group to
regulatory sanction. NWM Group may
also face adverse consequences as a
result of actions based on models that are
poorly developed, implemented or used,
models that are based on inaccurate or
compromised data or as a result of the
modelled outcome being misunderstood,
or by such information being used for
purposes for which it was not designed.
NWM Group’s financial statements are
sensitive to underlying accounting
policies, judgments, estimates and
assumptions
.
The preparation of financial statements
requires management to make judgments,
estimates and assumptions that affect the
reported amounts of assets, liabilities,
income, expenses, exposures and RWAs.
While estimates, judgments and
assumptions take into account historical
experience and other factors (including
market practice and expectations of
future events that are believed to be
reasonable under the circumstances),
actual results may differ due to the
inherent uncertainty in making estimates,
judgments and assumptions (particularly
those involving the use of complex
models). Further, accounting policy and
financial statement reporting
requirements are likely to increasingly
require management to adjust existing
judgments, estimates and assumptions for
the effects of climate-related,
sustainability and other matters that are
inherently uncertain and for which there
is little historical experience which may
affect the comparability of NWM Group’s
future financial results with its historical
results. Actual results may differ due to
the inherent uncertainty in making
climate-related and sustainability
estimates, judgments and assumptions.
Accounting policies deemed critical to
NWM Group’s results and financial
position, based upon materiality and
significant judgments and estimates,
involve a high degree of uncertainty and
may have a material impact on its
results. For 2022, these include loan
impairments, fair value, deferred tax and
conduct and litigation provisions. These
are set out in the section ‘
Critical
accounting policies and sources of
estimation uncertainty
’.
Changes in accounting standards may
materially impact NWM Group’s financial
results.
NWM Group prepares its consolidated
financial statements in conformity with
the requirements of the Companies Act
2006 and in accordance with IFRS as
issued by the International Accounting
Standards Board. Changes in accounting
standards or guidance by accounting
bodies or in the timing of their
implementation, whether immediate or
foreseeable, could result in NWM Group
having to recognise additional liabilities on
its balance sheet, or in further write-
downs or impairments to its assets and
may also adversely affect the future
results, financial condition and/or
prospects of NWM Group.
NWM Group’s trading assets amounted to
£45.3 billion as at 31 December 2022. The
valuation of financial instruments,
including derivatives, measured at fair
value can be subjective, in particular
where models are used which include
unobservable inputs. Generally, to
establish the fair value of these
instruments, NWM Group relies on quoted
market prices or, where the market for a
financial instrument is not sufficiently
credible, internal valuation models that
utilise observable market data. In certain
circumstances, the data for individual
financial instruments or classes of
financial instruments utilised by such
valuation models may not be available or
may become unavailable due to prevailing
market conditions. In these
circumstances, NWM Group’s internal
valuation models require NWM Group to
make assumptions, judgments and
estimates to establish fair value, which
are complex and often relate to matters
that are inherently uncertain. Any of
these factors could require NWM Group to
recognise fair value losses which may
have an adverse effect on NWM Group’s
income generation and financial position.
From time to time, the International
Accounting Standards Board may issue
new accounting standards or
interpretations that could materially
impact how NWM Group calculates,
reports and discloses its financial results
and financial condition, and which may
affect NWM Group capital ratios, including
the CET1 ratio. New accounting
standards and interpretations that have
been issued by the International
Accounting Standards Board but which
have not yet been adopted by NWM
Group are discussed in ‘
Future accounting
developments
’.
NatWest Group is subject to Bank of
England and PRA oversight in respect of
resolution, and NatWest Group could be
adversely affected should the Bank of
England in the future deem NatWest
Group’s preparations to be inadequate
.
NatWest Group is subject to regulatory
oversight by the Bank of England and the
PRA and is required (under the PRA
rulebook) to carry out an assessment of
its preparations for resolution, submit a
report of the assessment to the PRA, and
disclose a summary of this report.
NatWest Group has dedicated significant
resources towards the preparation of
NatWest Group for a potential resolution
scenario. In June 2022 the Bank of
England communicated its assessment of
NatWest Group’s preparations and did not
identify any shortcomings, deficiencies or
substantive impediments although two
areas were highlighted as requiring
further enhancements. NatWest Group
could be adversely affected should future
Bank of England assessments deem
NatWest Group’s preparations to be
inadequate.
If future Bank of England assessments
identify a significant gap in NatWest
Group’s ability to achieve the resolvability
outcomes or reveals that NatWest Group
is not adequately prepared to be resolved,
or did not have adequate plans in place to
meet resolvability requirements, NatWest
Group may be required to take action to
enhance its preparations to be resolvable,
resulting in additional costs and the
dedication of additional resources. Such a
scenario may have an impact on NatWest
Group (and NWM Group) as, depending
on the Bank of England’s assessment,
potential action may include, but is not
limited to, restrictions on NatWest Group’s
maximum individual and aggregate
exposures, a requirement to dispose of
specified assets, a requirement to change
legal or operational structure, a
requirement to cease carrying out certain
activities and/or maintaining a specified
amount of MREL, consequently impacting
NatWest Group’s (and NWM Group’s)
strategic plans and may adversely affect
its financial condition and/or reputation of
NWM Group or lead to a loss of investor
confidence.
NatWest Group (including NWM Group)
may become subject to the application of
UK statutory stabilisation or resolution
powers which may result in, for example,
the write-down or conversion of NWM
Group entities’ Eligible Liabilities.
HM Treasury, the Bank of England and
the PRA and FCA (together, the
‘Authorities’) are granted substantial
powers to resolve and stabilise UK-
incorporated financial institutions. Five
Risk Factors continued
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Annual Report and Accounts 2022
182
stabilisation options exist: (i) transfer of all
of the business of a relevant entity or the
shares of the relevant entity to a private
sector purchaser; (ii) transfer of all or part
of the business of the relevant entity to a
‘bridge bank’ wholly-owned by the Bank
of England; (iii) transfer of part of the
assets, rights or liabilities of the relevant
entity to one or more asset management
vehicles for management of the
transferor’s assets, rights or liabilities; (iv)
the write-down, conversion, transfer,
modification, or suspension of the relevant
entity’s equity, capital instruments and
liabilities; and (v) temporary public
ownership of the relevant entity. These
tools may be applied to NatWest Group
plc as the parent company or to NWM
Group, as an affiliate, where certain
conditions are met (such as, whether the
firm is failing or likely to fail, or whether it
is reasonably likely that action will be
taken (outside of resolution) that will
result in the firm no longer failing or being
likely to fail). Moreover, there are
modified insolvency and administration
procedures for relevant entities, and the
Authorities have the power to modify or
override certain contractual
arrangements in certain circumstances
and amend the law for the purpose of
enabling their powers to be used
effectively and may promulgate provisions
with retrospective applicability. Similar
powers may also be exercised with
respect to NWM N.V., in the Netherlands
by the relevant Dutch regulatory
authorities.
Under the UK Banking Act, the Authorities
are generally required to have regard to
specified objectives in exercising the
powers provided for by the Banking Act.
One of the objectives (which is required to
be balanced as appropriate with the other
specified objectives) refers to the
protection and enhancement of the
stability of the financial system of the UK.
Moreover, the ‘no creditor worse off’
safeguard contained in the Banking Act
may not apply in relation to an application
of the separate write-down and
conversion power relating to capital
instruments under the Banking Act, in
circumstances where a stabilisation
power is not also used. Holders of debt
instruments which are subject to the
power may, however, have ordinary
shares transferred to or issued to them by
way of compensation.
Uncertainty exists as to how the
Authorities may exercise their powers
including the determination of actions
undertaken in relation to the ordinary
shares and other securities issued by
NatWest Group (including NWM Group),
which may depend on factors outside of
NWM Group’s control. Moreover, the
Banking Act provisions remain largely
untested in practice, particularly in
respect of resolutions of large financial
institutions and groups.
If NatWest Group is at or is approaching
the point of non-viability such that
regulatory intervention is required, there
may correspondingly be an adverse effect
on the future results, financial condition
and/or prospects of NWM Group.
Climate and sustainability-related risks
NWM Group and its customers, suppliers
and counterparties face significant
climate and sustainability-related risks,
which may adversely affect NWM Group.
Climate-related risks represent a source
of systemic risk in the global financial
system. The financial impacts of climate-
related risks are expected to be
widespread, exacerbating already existing
financial vulnerabilities and may disrupt
the proper functioning of financial
markets and institutions, including NWM
Group.
Financial and non-financial risks from
climate change and sustainability related
risks can arise through physical and
transition risks. In addition, physical and
transition risks can trigger further losses,
stemming directly or indirectly from legal
claims, litigation and conduct liability
(referred to as ‘liability risk’). See also,
‘
NWM Group may be subject to potential
climate, environmental, human rights and
other sustainability-related litigation,
enforcement proceedings, investigations
and conduct risk
’.
There are significant uncertainties as to
the location, extent and timing of the
manifestation of the physical risks of
climate change, such as more severe and
frequent extreme weather events (storms,
flooding, subsidence, heat waves,
droughts and wildfires), rising sea levels,
nature and biodiversity loss, declining
food yields, destruction of critical
infrastructure, supply chain disruption and
resource scarcity. Damage to NWM
Group customers’, suppliers’ and
counterparties’ properties and operations
could disrupt business, impair asset values
and negatively impact the
creditworthiness of customers leading to
increased default rates, delinquencies,
write-offs and impairment charges in
NWM Group’s portfolios. In addition, NWM
Group premises and operations, or those
of its critical outsourced functions may
experience damage or disruption leading
to increased costs and adversely affect
NWM Group’s reputation, future results,
financial condition and/or prospects.
In October 2021, the UK Government
published its Net Zero Strategy which sets
out how the UK will deliver on its
commitment to reach net-zero emissions
by 2050 (defined as the point at which
greenhouse gas emissions from sources
are equal to removals by sinks as set out
in Article 4 of the 2015 Paris Agreement).
An independent review of the
government’s approach to delivering its
net zero target to ensure it is pro-
business and pro-growth was published in
January 2023. The timing, content and
implementation of the specific policies and
proposals remain uncertain and are
subject to continuous changes and
developments. The transition to a net-
zero economy across all sectors of the
economy and markets in which NWM
Group operates will be required to meet
the goals of the UN Framework
Convention on Climate Change (1994),
the 2015 Paris Agreement, the UK’s Net
Zero Strategy and the European Green
Deal initiatives. The impacts of the
extensive social, commercial,
technological, policy and regulatory
changes required to achieve transition
remain uncertain but are expected to be
significant, subject to continuous changes
and developments and may be disruptive
across the global economy and markets,
especially if these changes do not occur
in an orderly or timely manner or are not
effective in reducing emissions sufficiently.
Some sectors such as property, energy
(including the oil and gas industry),
mobility (including land transport,
aviation, and shipping industries and the
related manufacturing and infrastructure
industry) and food (including the
agriculture industry) are expected to be
particularly impacted. The timing and
pace of the transition to a net-zero
economy is also uncertain, will depend on
many factors and uncertainties and may
be near term, gradual and orderly, or
delayed, rapid and disorderly, or a
combination of these. There is also
growing attention on the need for a '
just
transition
' and ‘
energy justice
’ – in
recognition that the transition to net zero
should not disproportionally affect the
most disadvantaged members of society.
In addition, NWM Group and its
customers, suppliers and counterparties
may face economic, financial and non-
financial risks arising from broader
sustainability issues such as: (i) risks
relating to degradation of the
environment, such as air, water and land
pollution, water stress, nature and
biodiversity loss and deforestation which
may include for instance loss and/or
decline of the state of nature (including
the state of biodiversity); (ii) social matter-
related risks (including violent conflicts,
geopolitical implications, impacts on
indigenous people, migration, human
rights, diversity, equality and inclusion,
the living wage, fair taxation and value
chains); and (iii) governance-related risks
(including board diversity, ethics,
executive compensation and
management structure).
Risk Factors continued
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Annual Report and Accounts 2022
183
Financial institutions, including NWM
Group, are directly and indirectly exposed
to multiple types of environmental risks
(including nature and biodiversity related
risks) through their activities, including
through the risk of default by clients. In
addition to safeguards and interventions
that focus on reducing negative impacts
on the environment (including nature and
biodiversity), there is also a growing need
to implement solutions that focus on
increasing positive impacts on
environment (including nature and
biodiversity) through nature-based
solutions. In 2021, NatWest Group
(including NWM Group) classified
‘Biodiversity and Nature Loss’ as an
emerging risk for NatWest Group
(including NWM Group) within its Risk
Management Framework.
The Taskforce on Nature-Related
Financial Disclosures (TNFD) is a global,
market-led initiative with the mission to
develop and deliver a risk management
and disclosure framework for
organisations to report and act on
evolving nature-related risks and
opportunities, with the ultimate aim of
supporting a shift in global financial flows
away from nature-negative outcomes and
toward nature-positive outcomes.
NatWest Group (including NWM Group) is
a member of the Informal Working Group
2020 of TNFD and is a Forum Member
since 2021.
Measuring the environmental related
financial impacts (including impacts on
nature and biodiversity related financial
impacts) as a result of funding and
financing activities as well as reporting on
these is an evolving and complex area for
the financial services industry which
requires collaborative approaches with
partners, stakeholders, peers and public
sector bodies to help measure and
mitigate the negative impacts of the
activities which NatWest Group (including
NWM Group) finances on the environment
(including nature and biodiversity), as well
as supporting the growing sector of
nature-based solutions and habitat
restoration and biodiversity markets.
NatWest Group (including NWM Group) is
in the early stages of developing its
approach to assess, manage and mitigate
environmental risks and by using
emerging industry guidance such as the
TNFD beta framework, NatWest Group
(including NWM Group) is seeking to
further its understanding of how NatWest
Group’s (including NWM Group’s)
business activities impact nature, the
dependencies NWM Group and its
customers have on nature, and the risks
and opportunities nature can generate.
There is also increased scrutiny from
NWM Group’s employees, investors,
customers, counterparties (including its
suppliers), communities, regulators and
other stakeholders regarding how
businesses address social issues, including
tackling inequality, working conditions,
workplace health, safety and wellbeing,
diversity and inclusion, data protection
and management, workforce
management, human rights and supply
chain management which may impact
NWM Group’s employees, suppliers,
customers, and their business activities or
the communities in which they operate.
These climate and sustainability-related
risks may:
adversely affect economic activity,
asset pricing and valuations of
financial instruments and, in turn, the
wider financial system;
impact economic activities directly (for
example through lower corporate
profitability or the devaluation of
assets) or indirectly (for example
through macro-financial changes);
also affect the viability or resilience of
business models over the medium to
longer term, particularly those
business models most vulnerable to
climate and sustainability-related
risks;
trigger further losses stemming
directly or indirectly from legal claims
(liability risks) and reputational
damage as a result of the public,
customers, counterparties, suppliers
and/or investors associating NWM
Group or its customers with adverse
climate and sustainability-related
issues;
intersect with and add further
complexity and challenge to
contributing to achieving NatWest
Group’s purpose-led strategy
including climate ambitions and
targets;
be drivers of several different risk
categories simultaneously and may
exacerbate existing risks, including
credit risk, operational risk (including
business continuity), market risk (both
traded and non-traded), liquidity and
funding risk (for example, net cash
outflows or depletion of liquidity
buffers), pension risk and conduct risk;
and
if combined, may have a greater
adverse effect on NWM Group’s
reputation, future results, financial
condition and/or prospects.
If NWM Group fails in a timely manner to
identify and address climate and
sustainability-related risks and
opportunities and changing regulatory
and market expectations, or to
appropriately identify, measure, manage
and mitigate climate and sustainability-
related physical, transition and liability
risks and opportunities that NWM Group,
its customers, counterparties and
suppliers face, this may adversely affect
NWM Group’s reputation, future results,
financial condition and/or prospects.
NatWest Group’s climate change related
strategy, ambitions, targets and transition
plan entail significant execution and
reputational risk and are unlikely to be
achieved without significant and timely
government policy, technology and
customer behavioural changes
.
In February 2020, NatWest Group
announced its ambition to become a
leading bank in the UK helping to address
the climate challenge. As part of the
implementation of its climate ambitions, at
NatWest Group’s Annual General Meeting
in April 2022, ordinary shareholders
passed an advisory ‘Say on Climate’
resolution endorsing NatWest Group’s
previously announced strategy to address
climate change including its ambitions to
at least halve the climate impact of its
financing activity by 2030, achieve
alignment with the 2015 Paris Agreement
and reach net zero by 2050 across its
financed emissions, assets under
management and operational value chain.
Furthermore, as part of its efforts to
support the transition to a net-zero
economy, NatWest Group has announced
its plans to (i) stop lending and
underwriting to companies with more
than 15% of activities related to thermal
and lignite coal, unless they had a
Credible Transition Plan in line with the
2015 Paris Agreement in place by end of
2021; phase out of thermal and lignite
coal for UK and non-UK customers who
have UK coal production, coal-fired
generation and coal-related
infrastructure by 1 October 2024, with a
full global phase out by 1 January 2030;
(ii) to stop lending and underwriting to
major oil and gas producers unless they
had a Credible Transition Plan aligned
with the 2015 Paris Agreement in place
by the end of 2021; (iii) from February
2023 stop providing reserve based
lending specifically for the purpose of
financing oil and gas exploration,
extraction and production for new
customers, and, after the 31 December
2025 not to renew, refinance or extend
existing reserve- based lending
specifically for the purpose of financing
oil and gas exploration, extraction and
production; and (iv) stop providing
reserve-based lending and borrowing
base financing to upstream Oil and Gas
companies specifically for the purpose of
financing upstream assets located in
Arctic or Antarctic Waters.
In December 2022, NatWest Group
published its science based targets
validated by Science Based Target
Initiative (SBTi) for its own operational
footprint and for 79% of its loans and
investments (debt securities and equity
shares) on its 2019 balance sheet, at
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Annual Report and Accounts 2022
184
sector level. NatWest Group has also
announced and in the future it may also
announce other climate ambitions and
targets which support its overarching
strategy to address climate change.
Making the changes necessary to
contribute to achieving NatWest Group’s
strategy on addressing climate change,
including achieving NatWest Group’s
climate ambitions and targets and
executing its transition plan, may
adversely affect NWM Group’s business
and operations and will require reductions
to its financed emissions and to its
exposure to customers that do not align
with a transition to net zero or do not
have a credible transition plan in place.
Increases in lending and financing
activities may wholly or partially offset
some or all these reductions, which may
increase the extent of changes and
reductions necessary. It is anticipated that
achieving these reductions, together with
the active management of climate and
sustainability-related risks and other
regulatory, policy and market changes, is
likely to necessitate material and
accelerated changes to NWM Group’s
business, operating model, its existing
exposures and the products and services
NWM Group provides to its customers
(potentially on accelerated timescales)
which may adversely affect NWM Group’s
ability to achieve its financial targets and
generate sustainable returns.
NatWest Group (including NWM Group)
also needs to ensure that its strategy and
business model adapt to changing
national and international standards,
industry and scientific practices,
regulatory requirements and market
expectations regarding climate change,
which remain under continuous
development and are subject to different
interpretations. There can be no
assurance that these standards, practices,
requirements and expectations will not be
interpreted differently than what was the
understanding of NatWest Group
(including NWM Group) when defining its
climate-related ambitions and targets or
change in a manner that substantially
increases the cost or effort for NatWest
Group (including NWM Group) to achieve
such ambitions and targets. In addition,
NatWest Group’s ambitions and targets
may prove to be considerably more
difficult or even impossible to achieve
under such changing circumstances. This
may be exacerbated if NatWest Group
(including NWM Group) chooses or is
required to accelerate its climate-related
ambitions or targets as a result of (among
other things) UK or international
regulatory developments or stakeholder
expectations.
NWM Group’s ability to contribute to
achieving NatWest Group’s strategy to
address climate change, including
achieving its climate ambitions and
targets, will depend to a large extent on
many factors and uncertainties beyond
NatWest Group’s (including NWM
Group’s) control. These include the extent
and pace of climate change, including the
timing and manifestation of physical and
transition risks, the macro-economic
environment, the timely implementation
and integration of adequate government
policies, the effectiveness of actions of
governments, legislators, regulators,
businesses, investors, customers and
other stakeholders to mitigate the impact
of climate and sustainability-related risks,
changes in customer behaviour and
demand, changes in the available
technology for mitigation, the roll-out of
low carbon infrastructure and the
availability of accurate, verifiable, reliable,
consistent and comparable data. See also,
‘
There are significant challenges in
accessing reliable, verifiable and
comparable climate and other
sustainability-related data due to
availability, quality and other limitations,
which contribute to the substantial
uncertainties in accurately modelling and
reporting on climate and sustainability
information, as well as making
appropriate important internal decisions
’.
These external factors and other
uncertainties will make it challenging for
NatWest Group to meet its climate
ambitions and targets and for NWM
Group to contribute to them and there is
a significant risk that all or some of these
will not be achieved.
Any delay or failure by NWM Group to
contribute to setting, making progress
against or meeting NatWest Group’s
climate-related ambitions and targets
may adversely affect NWM Group, its
reputation, future results, financial
condition and/or prospects and may
increase the climate and sustainability-
related risks NWM Group faces.
There are significant limitations related to
accessing reliable, verifiable and
comparable climate and other
sustainability-related data, including as a
result of lack of standardisation,
consistency and completeness which,
alongside other factors, contribute to
substantial uncertainties in accurately
modelling and reporting on climate and
sustainability information, as well as
making appropriate important internal
decisions.
Meaningful reporting of climate and
sustainability-related risks and
opportunities and their potential impacts
and related metrics depends on access to
accurate, reliable, consistent and
comparable climate and sustainability-
related data from counterparties or
customers. Data may not be generally
available or, if available, may not be
accurate, verifiable, auditable, reliable,
consistent, or comparable. Any failure of
NWM Group to incorporate climate and/or
sustainability-related factors into its
counterparty and customer data sourcing
and accompanying analytics, or to collect
or develop accurate, verifiable, auditable,
reliable, consistent and comparable
counterparty and customer data, may
adversely affect NWM Group’s ability to
prepare meaningful reporting of climate
and sustainability-related risks and
opportunities, and it may adversely affect
NWM Group’s regulatory compliance,
reputation, business and its competitive
position.
In the absence of other sources,
reporting of financed emissions by
financial institutions, including NWM
Group, is necessarily based on
aggregated information developed by
third parties that may be prepared in an
inconsistent way using different
methodologies, interpretations, or
assumptions. NWM Group’s climate and
sustainability-related disclosures use a
greater number and level of assumptions
and estimates than many of its financial
disclosures. These assumptions and
estimates are highly likely to change over
time, and, when coupled with the longer
timeframes used in these climate and
sustainability-related disclosures, make
any assessment of materiality inherently
uncertain.
In particular, in the absence of actual
emissions monitoring and measurement,
emissions estimates are based on
industry and other assumptions that may
not be accurate for a given counterparty
or customer. There may also be data
gaps that are filled using proxy data,
such as sectoral averages, again
developed in different ways. As a result,
NWM Group’s climate and sustainability-
related disclosures may be amended,
updated or restated in the future as the
quality and completeness of NWM
Group’s data and methodologies
continue to improve. These data quality
challenges, gaps and limitations could
have a material impact on NWM Group’s
ability to make effective business
decisions about climate risks and
opportunities, including risk management
decisions, to comply with disclosure
requirements and to monitor and report
progress in meeting ambitions and
targets
Significant risks, uncertainties and
variables are inherent in the assessment,
measurement and mitigation of climate-
related risks. These include data quality
gaps and limitations mentioned above, as
well as the pace at which climate
science, greenhouse gas accounting
standards and various emissions
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Annual Report and Accounts 2022
185
reduction solutions develop. In addition,
there is significant uncertainty about how
climate change and the transition to a
net-zero economy will unfold over the
coming years and decades and how and
when climate-related risks will manifest.
These timeframes are considerably
longer than NWM Group’s historical
strategic, financial, resilience and
investment planning horizons.
As a result, it is very difficult to predict
and model the impact of climate-related
risks into precise financial and economic
outcomes and impacts. Climate-related
risks present significant methodological
challenges due to their forward-looking
nature, the lack and/or quality of
historical testing capabilities, lack of
standardisation and incompleteness of
emissions and other climate and sub-
sector related data and the immature
nature of risk measurement and
modelling methodologies. The evaluation
of climate-related risk exposure and the
development of associated potential risk
mitigation techniques largely depend on
the choice of climate scenario modelling
methodology and the assumptions made
which involves a number of risks and
uncertainties, for example:
climate scenarios are not predictions
of what is likely to happen or what
NatWest Group would like to happen,
rather they explore the possible
implications of different judgments
and assumptions by considering a
series of scenarios;
climate scenarios do not provide a
comprehensive description of all
possible future outcomes;
lack of specialist expertise in banks
such that NWM Group needs to rely
on third party advice, modelling, and
data which is also subject to many
limitations and uncertainties;
immaturity of modelling of and data
on climate-related risks on financial
assets which will evolve rapidly in the
coming years;
the number of variables and forward-
looking nature of climate scenarios
which makes them challenging to
back test and benchmark;
the significant uncertainty as to how
the climate will evolve over time, how
and when governments, regulators,
businesses, investors and customers
respond and how those responses
impact the economy, asset valuations,
land systems, energy systems,
technology, policy and wider society;
the assumptions will be continually
evolving with more data/information
which may affect the baselines for
comparability across reporting periods
and impact internal and external
verification processes; and
the pace of the development of the
methodologies across different sectors
may be different and therefore it may
be challenging to report on the whole
balance sheet with regard to
emissions.
Accordingly, these risks and uncertainties
coupled with significantly longer
timeframes make the outputs of climate-
related risk modelling, including emission
reduction targets and pathways,
inherently more uncertain than outputs
modelled for traditional financial planning
cycles based on historical financial
information. Furthermore, there is a lack
of scientific, industry and regulatory
consensus regarding the appropriate
metrics, methodologies, modelling and
standardised reporting to enable the
assessment of the location, acuteness,
and severity of environmental risks
(including nature and biodiversity-related
risks) and the monitoring and mitigation
of these risks in the economy and
financial system.
Capabilities within NWM Group to
appropriately assess, model, report and
manage climate and sustainability-related
risks and impacts and the suitability of the
assumptions required to model and
manage climate and sustainability-related
risks appropriately are developing. The
development of NWM Group’s capabilities
to assess, model, report and manage the
impacts of climate change and broader
environmental risk (including nature and
biodiversity related risks) is in its early
stages. Even when those capabilities are
developed, the high level of uncertainty
regarding any assumptions modelled, the
highly subjective nature of risk
measurement and mitigation techniques,
incorrect or inadequate assumptions and
judgments and data quality gaps and
limitations may lead to inadequate risk
management information and
frameworks, or ineffective business
adaptation or mitigation strategies, which
may adversely affect NWM Group’s
regulatory compliance, reputation, future
results, financial condition and/or
prospects.
A failure to implement effective climate
change resilient governance, procedures,
systems and controls in compliance with
legal and regulatory expectations to
manage climate and sustainability-
related risks and opportunities could
adversely affect NWM Group’s ability to
manage those risks.
The prudential regulation of climate-
related risks is an important driver in how
NWM Group develops its risk appetite for
financing activities or engaging with
counterparties. Legislative and regulatory
authorities are publishing expectations as
to how banks should prudently manage
and transparently disclose climate-related
and environmental risks under prudential
rules.
In April 2019, the PRA published a
supervisory statement (‘SS 3/19’) with
particular focus on the management of
financial risks from climate change with
respect to governance, risk management,
scenario analysis and disclosures. In
response to the PRA’s SS 3/19, following
the submission of initial plans in October
2019, on 8 October 2020 NatWest Group
provided the PRA with an update to its
original plan, noting that the COVID-19
pandemic had disrupted some elements of
its original plan and, as a result, the
updated plan would require additional
operating cycles reaching into 2022 and
beyond to prove embedding. Throughout
2022, NatWest Group provided the PRA
with updates on how it had addressed the
commitments made in its October 2020
plan, noting the delivery of a first
generation, largely qualitative in nature,
approach to the supervisory
requirements. In 2022, the PRA has also
started actively supervising firms against
their supervisory expectations, and it
issued another ‘Dear CEO letter’
providing a summary of capabilities,
which the PRA would expect firms to be
able to demonstrate, setting out thematic
observations on firms’ levels of
embeddedness, and providing examples
of effective practices identified.
In June 2021, the Bank of England
launched its 2021 Biennial Exploratory
Scenario (‘2021 CBES’) to stress test the
resilience of the current business models
of the largest banks, insurers and the
financial system to the physical and
transition risks from climate change under
three climate scenarios. NatWest Group
delivered its first 2021 CBES submission
to the PRA in October 2021 and its
submission to the second phase of the
2021 CBES exercise in the first quarter of
2022. In May 2022, the PRA published the
results of the 2021 CBES which has
shown that UK banks, including NatWest
Group (including NWM Group), need to do
more to understand and manage their
exposure to climate risks and that the
lack of available data on corporates’
current emissions and future transition
plans is a collective issue affecting all
participating firms. In July 2022, the
participating banks in the 2021 CBES
exercise were invited to discuss
methodologies and challenges with
regards to climate risk scenario analysis.
In October 2022, the Bank of England and
the PRA held a conference to facilitate
discussion on the complex issues
associated with adjusting the capital
framework to take account of climate-
related financial risks with the aim of
providing more guidance on its approach
to climate and capital by the end of 2022.
The Bank of England does not think
capital frameworks should be used to
Risk Factors continued
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Annual Report and Accounts 2022
186
address the causes of climate change.
However, as set out in the PRA’s Climate
Change Adaptation Report 2021, and, as
with any other risk, it does think the
capital framework could be a useful tool
within the broader regulatory frameworks
to ensure that PRA-regulated firms are
resilient to climate risks.
Any failure of NatWest Group (including
NWM Group) to fully and timely embed
climate-related risks into its risk
management practices and framework to
appropriately identify, measure, manage
and mitigate the various climate-related
physical and transition risks and apply the
appropriate product governance in line
with applicable legal and regulatory
requirements and expectations, may
adversely affect NWM Group’s regulatory
compliance, prudential capital
requirements, liquidity position,
reputation, future results, financial
condition and/or prospects.
Climate and sustainability-related
disclosures are a rapidly evolving area
and increasingly expose NWM Group to
risk in the face of legal and regulatory
expectations, regulatory enforcement and
class action risk. NatWest Group and its
subsidiaries currently are and, in the
future, will be subject to increasing entity-
wide climate-related and other non-
financial disclosure requirements,
including pursuant to the
recommendations of the Task Force on
Climate-related Financial Disclosure
(‘TCFD’), the proposed SEC Climate
Disclosure Rules and ISSB sustainability
reporting requirements and under other
regimes. As from February 2022, NatWest
Group is required to provide enhanced
climate-related disclosures consistent with
the TCFD recommendations to comply
with the FCA Policy Statement on
‘Proposals to enhance climate-related
disclosures by listed issuers and
clarification of existing disclosure
obligations’ (PS 20/17) which introduced
new Listing Rules that require commercial
companies with a UK premium listing –
such as NatWest Group - to make
climate-related disclosures, consistent
with TCFD, on a ‘comply or explain’ basis.
By its Policy Statement “Enhancing
climate-related disclosures by standard
listed companies” (PS 21/23), the FCA has
confirmed its final policy position set forth
in PS 20/17, extended the scope of issuers
that are subject to the new Listing Rules
and added guidance provisions on
transition plan disclosure (for issuers in
scope of both the PS 20/17 and the new
PS 21/23 rules). NWM is currently not in
scope of the FCA Policy Statement (PS
20/17) or Policy Statement (PS 21/23) and
therefore, it is not required to publish
climate-related disclosures consistent with
the TCFD at the company level. As
required by the FCA Policy Statement (PS
20/17) and Policy Statement (PS 21/23),
NatWest Group publishes climate related
disclosures that it believes are consistent
with the TCFD for the consolidated group,
including NWM Group.
In addition, as of 5 April 2022, NatWest
Group is also required to prepare
mandatory climate-related financial
disclosures pursuant to The Companies
(Strategic Report) (Climate-related
Financial Disclosure) Regulations 2022.
NWM Plc, being a subsidiary of NatWest
Group, falls under the subsidiary
exemption of The Companies (Strategic
Report) (Climate-related Financial
Disclosure) Regulations 2022. Therefore,
NWM Plc to date is not required to
produce any separate, standalone
climate-related disclosures.
Furthermore, in October 2022, the FCA
published a Consultation Paper on
‘Sustainability Disclosure Requirements
(SDR) and investment labels’ (CP 22/20)
which proposes that the FCA will require
all regulated firms to ensure that from
June 2023 the naming and marketing of
financial products and services in the UK
is clear, fair and not misleading, and
consistent with the sustainability profile of
the products or services, i.e.
proportionate and not exaggerated.
Misrepresenting or over-emphasising the
extent to which an investment, strategy
or other type of product takes into
account environmentally friendly,
sustainable or ethical features and
concerns, using misleading labels and
language in relation to such products
and/or omitting material information
about NWM Group’s contribution to the
climate crisis (including its direct or
indirect contribution to greenhouse gas
emissions), or other sustainability related
issues could potentially result in
complaints, regulatory intervention,
claims and/or litigation and reputational
damage.
Any failure of NWM Group to implement
robust and effective climate and
sustainability-related disclosure
governance and to embed appropriate
product governance policies, procedures
and controls to make accurate public
statements and claims about how
environmentally friendly, sustainable or
ethical NWM Group’s products and
services are and to apply these in line
with applicable legal and regulatory
requirements and expectations, may
adversely affect NWM Group’s regulatory
compliance and reputation and could give
rise to litigation.
Increasing levels of climate,
environmental, human rights and other
sustainability-related laws, regulation and
oversight
which are constantly evolving
may adversely affect NWM Group.
There is an increasing number of EU, UK
and other regulatory and legislative
initiatives to address issues around
climate change (including promoting the
transition to a net-zero economy),
environment (including nature and
biodiversity), human rights and other
sustainability-related risks and
opportunities. As a result, an increasing
number of laws, regulations and
legislative actions, including proposals,
guidance, policy and regulatory initiatives
many of which have been introduced or
amended recently and are subject to
further changes, is likely to affect the
financial sector and the wider economy.
Many of these initiatives are focused on
developing standardised definitions and
criteria for green and sustainable criteria
of assets and liabilities, integrating climate
change and sustainability into decision-
making and customers’ access to green
and sustainable financial products and
services which may have a significant
impact on the services provided by NWM
Group and its subsidiaries, and its
associated credit, market and financial
risk profile. They could also impact NWM
Group’s recognition of its climate and
sustainable funding and financing activity
and may adversely affect NWM Group’s
ability to achieve its strategy and climate
and sustainable funding and financing
ambitions.
In addition, NWM Group’s EU and other
non-UK subsidiaries and branches are
and will continue to be subject to an
increasing array of the EU/EEA and US
climate and sustainability-related legal
and regulatory requirements. These
requirements (potentially including the EU
Corporate Sustainability Due Diligence
Directive or the EU Corporate
Sustainability Reporting Directive) may be
applicable to UK businesses such as NWM
Group, or used as the basis for UK laws
and regulations (such as the UK Green
Taxonomy and the FCA’s Consultation
Paper on ‘Sustainability Disclosure
Requirements (SDR) and investment
labels’ (CP 22/20)), or be regarded by
investors and regulators as best practice
standards whether or not they apply to
UK businesses (such as the EU Green
Bond Standard). Any divergence between
UK, EU/EEA and US climate and
sustainability-related legal and regulatory
requirements and their interpretation may
result in NWM Group, or any of its
subsidiaries, not meeting regulatory
requirements, investors’ expectations,
may increase the cost of doing business
(including increased operating costs) and
contentious regulatory and litigation risk)
and may restrict access of NWM Group’s
UK business to the EU/EEA and US
market.
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187
NatWest Group (including NWM Group) is
also participating in various voluntary
carbon reporting and other standard
setting initiatives for disclosing climate
and sustainability-related information,
many of which have differing objectives
and methodologies and are at different
stages of development in terms of how
they apply to financial institutions.
Compliance with these developing and
evolving climate and sustainability-related
legal and regulatory requirements is likely
to require NWM Group to implement
significant changes to its business models,
products and other governance, internal
controls over financial reporting,
disclosure controls and procedures,
modelling capability and risk management
systems, which may increase the cost of
doing business, and entail additional
change risk and increased compliance,
regulatory sanctions and litigation
(including settlements) costs. Failure to
implement and comply with these legal
and regulatory requirements or emerging
best practice expectations may have a
material adverse effect on NWM Group’s
regulatory compliance and may result in
regulatory sanctions, reputational
damage and investor disapproval each of
which may adversely affect NWM Group’s
future results, financial condition and/or
prospects.
NWM Group may be subject to potential
climate, environmental, human rights and
other sustainability-related litigation,
enforcement proceedings, investigations
and conduct risk.
Due to increasing new climate and
sustainability-related jurisprudence, laws
and regulations in the UK and other
jurisdictions, growing demand from
investors and customers for
environmentally sustainable products and
services, and regulatory scrutiny, financial
institutions, including NWM Group, may
through their business activities, face
increasing litigation, conduct,
enforcement and contract liability risks
related to climate change, environmental
degradation, human rights violations and
other social, governance and
sustainability-related issues.
These risks may arise, for example, from
claims pertaining to: (i) failure to meet
obligations, targets or commitments
relating to, or to disclose accurately, or
provide updates on material climate
and/or sustainability-related risks, or
otherwise provide fair, balanced and
appropriate disclosure to investors,
customers, counterparties and other
stakeholders; (ii) conduct, mis-selling and
customer protection claims, including
claims which may relate to alleged
insufficient product understanding,
unsuitable product offering and /or
reliance upon information provided by
NWM Group or claims alleging unfair
pricing of climate-related products, for
example in relation to products where
limited liquidity or reliable market data
exists for benchmarking purposes or
which may be impacted by future climate
policy uncertainty or other factors; (iii)
marketing that portrays products,
securities, activities or policies as having
positive climate, environmental or
sustainable outcomes to an extent that
may not be the case, or may not
adequately be qualified and/or omits
material information about NWM Group’s
contribution to the climate crisis and/or its
direct / indirect contribution to
greenhouse gas emissions or other
sustainability-related issues; (iv) damages
claims under various tort theories,
including common law public nuisance
claims, or negligent mismanagement of
physical and/or transition risks; (v) alleged
violations of officers’, directors’ and other
fiduciaries’ duties, for example by
financing various carbon-intensive,
environmentally harmful or otherwise
highly exposed assets, companies, and
industries; (vi) changes in the
understanding of what constitutes positive
climate, environmental or sustainable
outcomes as a result of developing
climate science, leading to discrepancy
between current product offerings and
investor and/or market and/or broader
stakeholder expectations; (vii) any
weaknesses or failures in specific systems
or processes associated particularly with
climate, environmental or sustainability
linked products, and/or human rights due
diligence, including any failure in the
timely implementation, onboarding and/or
updating of such systems or processes; or
(viii) counterparties, collaborators,
customers to whom NatWest Group
(including NWM Group) provides services
and third parties in NWM Group’s value
chain who act, or fail to act, or undertake
due diligence, or apply appropriate risk
management and product governance in
a manner that may adversely affect
NatWest Group’s (including NWM
Group)’s reputation or sustainability
credentials.
Furthermore, there is a risk that
shareholders, campaign groups,
customers and special interest groups
could seek to take legal action against
NWM Group for financing or contributing
to climate change, environmental
degradation and human rights violations
and for not supporting the principles of
‘just transition’ (i.e. maximising the social
benefits of the transition, mitigating the
social risks of the transition, empowering
those affected by the change, anticipating
future shifts to address issues up front
and mobilising investments from the
public and private sectors).
There is a risk that as environmental and
climate science develop and societal
understanding of these issues increases
and deepens, courts, regulators and
enforcement authorities may apply the
then current understandings of
environmental, climate and broader
sustainability-related matters
retrospectively when assessing claims
about historical conduct or dealings of
financial institutions, including NWM
Group. See also,
‘NWM Group is exposed
to the risk of various litigation matters,
regulatory and governmental actions and
investigations as well as remedial
undertakings, the outcomes of which are
inherently difficult to predict, and which
could have an adverse effect on NWM
Group.’
These potential litigation, conduct,
enforcement and contract liability risks
may have a material adverse effect on
NatWest Group’s ability to achieve its
strategy, including its climate ambition,
and may adversely affect NWM Group’s
reputation, future results, financial
condition and/or prospects.
A reduction in the ESG ratings of NatWest
Group (including NWM Group) or NWM
Group could have a negative impact on
NatWest Group’s (including NWM
Group’s) or NWM Group’s reputation and
on investors’ risk appetite and customers’
willingness to deal with NatWest Group
(including NWM Group) or NWM Group.
ESG ratings from agencies and data
providers which rate how NatWest Group
(including NWM Group) or NWM Group
manage environmental, social and
governance risks are increasingly
influencing investment decisions
pertaining to NatWest Group’s and/or
their subsidiaries’ securities or being used
as a basis to label financial products and
services as environmentally friendly or
sustainable. ESG ratings are (i)
unsolicited; (ii) subject to the assessment
and interpretation by the ESG rating
agencies; (iii) provided without warranty;
(iv) not a sponsorship, endorsement, or
promotion of NatWest Group (including
NWM Group) or NWM Group by the
relevant rating agency; and (v) may
depend on many factors some of which
are beyond NatWest Group’s and NWM
Group’s control (e.g. any change in rating
methodology). In addition, NWM Group
offers and sells products and services to
customers and counterparties based
exclusively or largely on a rating by an
unregulated ESG rating agency. ESG
rating agencies, at this stage, are not
subject to any specific regulatory or other
regime or oversight (although there are
proposals by regulators in different
jurisdictions to regulate rating agencies
and data providers). Regulators have
expressed concern that harm may arise
from potential conflicts of interest within
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Annual Report and Accounts 2022
188
ESG rating and review or opinion
providers and there is a lack of
transparency in methodologies and data
points, which renders ratings and reviews
incomparable between agencies or
providers.
There is currently no market
consensus on what precise attributes are
required for a particular asset to be
classified as ‘ESG’. Any reduction in the
ESG ratings of NatWest Group (including
NWM Group) or NWM Group, or a
regulatory sanction or enforcement action
involving an ESG rating agency used by a
NatWest Group and/orNWM Group entity,
could have a negative impact on NWM
Group’s reputation, could influence
investors’ risk appetite for NWM Group’s
and/or its subsidiaries’ securities,
particularly ESG securities, could increase
the cost of issuing securities for NWM
Group and/or its subsidiaries and could
affect a customer’s willingness to deal
with NWM Group.
Operational and IT resilience risk
Operational risks (including reliance on
third party suppliers and outsourcing of
certain activities) are inherent in NWM
Group’s businesses.
Operational risk is the risk of loss or
disruption resulting from inadequate or
failed internal processes, procedures,
people or systems, or from external
events, including legal and regulatory
risks. NWM Group operates in a number
of countries, offering a diverse range of
products and services supported directly
or indirectly by third party suppliers. As a
result, operational risks or losses can
arise from a number of internal or
external factors (including for example,
payment errors or financial crime and
fraud), for which there is continued
scrutiny by third parties
on NWM Group’s
compliance with financial crime
requirements; see ‘
NWM Group is
exposed to the risk of various litigation
matters, regulatory and governmental
actions and investigations as well as
remedial undertakings, the outcomes of
which are inherently difficult to predict,
and which could have an adverse effect
on NWM Group.’
These risks are also
present when NWM Group relies on
critical service providers (suppliers) or
vendors to provide services to it or its
clients, as is increasingly the case as
NWM Group outsources certain activities,
including with respect to the
implementation of technologies,
innovation and responding to regulatory
and market changes.
Operational risks continue to be
heightened as a result of the
implementation of NatWest Group’s
purpose-led strategy, and the
organisational and operational changes
involved, including NatWest Group’s
current cost-controlling measures, the
NWM Refocusing, the creation of the C&I
business segment of which NWM forms
part, the progression towards working as
One Bank across NatWest Group to serve
customers and conditions affecting the
financial services industry generally
(including macro-economic and other
geo-political developments) as well as the
legal and regulatory uncertainty resulting
therefrom. It is unclear as to how the
future ways of working may evolve,
including in respect of how working
practices may develop, or how NWM
Group will evolve to best serve its
customers. Any of the above may
exacerbate operational risks including
NWM Group’s ability to maintain effective
internal controls and governance
frameworks.
In recent years, NWM Group has
materially increased its dependence on
NatWest Bank Plc and other NatWest
Group entities for numerous critical
services and operations, including without
limitation, property, finance, accounting,
treasury, risk, regulatory compliance and
reporting, human resources, and certain
other support and administrative
functions. A failure by NatWest Bank Plc
or other NatWest Group entities to
adequately supply these services may
expose NWM Group to critical business
failure risk, increased costs and other
liabilities. These and any increases in the
cost of these services may adversely
affect NWM Group’s future results,
financial condition and/or prospects.
The effective management of operational
risks is critical to meeting customer
service expectations and retaining and
attracting client business. Although NWM
Group has implemented risk controls and
mitigation actions, with resources and
planning having been devoted to mitigate
operational risk, such measures may not
be effective in controlling each of the
operational risks faced by NWM Group.
Ineffective management of such risks may
adversely affect NWM Group’s future
results, financial condition and/or
prospects.
NWM Group is subject to increasingly
sophisticated and frequent cyberattacks.
NWM Group experiences a constant
threat from cyberattacks across the
entire NatWest Group (including NWM
Group) and against NatWest Group and
NWM Group’s supply chain, reinforcing
the importance of due diligence of close
working relationship with, the third
parties on which NWM Group relies.
NWM Group is reliant on technology,
against which there is a constantly
evolving series of attacks, that are
increasing in terms of frequency,
sophistication, impact and severity. As
cyberattacks evolve and become more
sophisticated, NWM Group is required to
continue to invest in additional capability
designed to defend against emerging
threats. In 2022, NWM Group and its
supply chain were subjected to a small
number of Distributed Denial of Service
(‘DDOS’) and ransomware attacks, which
are a pervasive and significant threat to
the financial services industry. The focus
is to manage the impact of the attacks
and sustain availability of services for
NWM Group’s customers. NWM Group
continues to invest significant resources
in the development and evolution of
cyber security controls that are designed
to minimise the potential effect of such
attacks. Hostile attempts are made by
third parties to gain access to, introduce
malware (including ransomware) into
and exploit vulnerabilities of NWM
Group’s IT systems. NWM Group has
information and cyber security controls
in place to seek to minimise the impacts
of any such attacks, which are subject to
review on a continuing basis, but given
the nature of the threat, there can be no
assurance that such measures will
prevent the potential negative impact of
any such attacks from occurring. See
also, ‘
NWM Group’s operations are highly
dependent on its complex IT systems and
any IT failure could adversely affect
NWM Group.’
Any failure in NWM Group’s cybersecurity
policies, procedures or controls, may
result in significant financial losses, major
business disruption, inability to deliver
customer services, or loss of data or
systems or other sensitive information
(including as a result of an outage) and
may cause associated reputational
damage. Any of these factors could
increase costs (including costs relating to
notification of, or compensation for clients
and credit monitoring), result in
regulatory investigations or sanctions
being imposed or may affect NWM
Group’s ability to retain and attract
clients. Regulators in the UK, US, Europe
and Asia continue to recognise
cybersecurity as an important systemic
risk to the financial sector and have
highlighted the need for financial
institutions to improve their monitoring
and control of, and resilience (particularly
of critical services) to cyberattacks, and
to provide timely reporting or notification
of them, as appropriate. Cyberattacks on
NWM Group’s counterparties may also
damage NWM Group’s operations.
Additionally, third parties may also
fraudulently attempt to induce employees,
customers, third party providers or other
users who have access to NWM Group’s
systems to disclose sensitive information
in order to gain access to NWM Group’s
data or systems or that of NWM Group’s
clients or employees. Cybersecurity and
information security events can derive
from groups or factors such as: internal
or external threat actors, human error,
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
189
fraud or malice on the part of NWM
Group’s employees or third parties,
including third party providers, or may
result from technological failure. Any of
the above may have an adverse effect on
NWM Group’s reputation, future results,
financial condition and/or prospects.
NWM Group expects greater regulatory
engagement, supervision and
enforcement to continue at a high level in
relation to its overall resilience to
withstand IT and IT-related disruption,
either through a cyberattack or some
other disruptive event. Such increased
regulatory engagement, supervision and
enforcement is uncertain in relation to the
scope, cost, consequence and the pace of
change, which may adversely affect NWM
Group’s future results, financial condition
and/or prospects. Due to NWM Group’s
reliance on technology and the increasing
sophistication, frequency and impact of
cyberattacks, such attacks may have an
adverse effect on NWM Group.
In accordance with the Data Protection
Act 2018 and the European Union
Withdrawal Act 2018, the Data Protection,
Privacy and Electronic Communications
(Amendments Etc.) (EU Exit) Regulations
2019, as amended by the Data Protection,
Privacy and Electronic Communications
(Amendments Etc.) (EU Exit) Regulations
2020 (‘UK Data Protection Framework’)
and European Banking Authority (‘EBA’)
Guidelines on ICT and Security Risk
Management, NWM Group is required to
ensure it implements timely appropriate
and effective organisational and
technological safeguards against
unauthorised or unlawful access to the
data of NWM Group, its clients and its
employees. In order to meet this
requirement, NWM Group relies on the
effectiveness of its internal policies,
controls and procedures to protect the
confidentiality, integrity and availability of
information held on its IT systems,
networks and devices as well as with third
parties with whom NWM Group interacts.
A failure to monitor and manage data in
accordance with the UK Data Protection
Framework and EBA requirements of the
applicable legislation may result in
financial losses, regulatory fines and
investigations and associated reputational
damage.
NWM Group operations and strategy are
highly dependent on the accuracy and
effective use of data
.
NWM Group relies on the effective use of
accurate data to support, monitor,
evaluate, manage and enhance its
operations and deliver its strategy.
Investment is being made in data tools
and analytics, including raising awareness
around data ethics usage and privacy
across NWM Group. The availability and
accessibility of current, complete,
detailed, accurate and, wherever possible,
machine-readable customer segment and
sub-sector data, together with
appropriate governance and
accountability for data, is fast becoming a
critical strategic asset, which is subject to
increased regulatory focus. Failure to
have or be able to access that data or the
ineffective use or governance of that data
could result in a failure to manage and
report important risks and opportunities
or satisfy customers’ expectations
including the inability to deliver products
and services. This could also result in a
failure to deliver NWM Group’s strategy
and could place NWM Group at a
competitive disadvantage by increasing its
costs, inhibiting its efforts to reduce costs
or its ability to improve its systems,
controls and processes which could result
in a failure to deliver NWM Group’s
strategy. These data weaknesses and
limitations, or the unethical or
inappropriate use of data, and/or non-
compliance with data protection laws
could give rise to conduct and litigation
risks and may increase the risk of
operational challenges, losses,
reputational damage or other adverse
consequences due to inappropriate
models, systems, processes, decisions or
other actions.
NWM Group relies on attracting,
retaining, developing and remunerating
diverse senior management and skilled
personnel (such as market trading
specialists), and is required to maintain
good employee relations.
NWM Group’s success depends on its
ability to attract, retain, through creating
an inclusive environment, and develop
and remunerate highly skilled and
qualified diverse personnel, including
senior management, directors, market
trading specialists and key employees,
especially for technology and data
focused roles, in a highly competitive
market, in an era of strategic change and
under internal cost-reduction pressures.
The inability to compensate employees
competitively and/or any reduction of
compensation, the perception that NWM
Group may not be a viable or competitive
business, heightened regulatory oversight
of banks and the increasing scrutiny of,
and (in some cases) restrictions placed
upon, employee compensation
arrangements (in particular those of
banks in receipt of government support
such as NatWest Group, negative
economic developments or other factors,
could have an adverse effect on NWM
Group’s ability to hire, retain and engage
well qualified employees, especially at a
senior level, which could adversely affect
NWM Group’s future results, financial
condition and/or prospects.
This increases the cost of hiring, training
and retaining diverse skilled personnel. In
addition, certain economic, market and
regulatory conditions and political
developments may reduce the pool of
candidates for key management and non-
executive roles, including non-executive
directors with the right skills, knowledge
and experience, or increase the number
of departures of existing employees.
Moreover, a failure to foster a diverse and
inclusive workforce may adversely affect
NWM Group’s employee engagement and
the formulation and execution of its
strategy, and could also have a negative
effect on its reputation with customers,
investors and regulators. The NWM
Refocusing has also reduced NWM
Group’s ability to engage in succession
planning for critical roles given the recent
reduction in headcount. This has placed
increased risk on employee turnover
within revenue generating areas.
Some of NWM Group’s employees are
represented by employee representative
bodies, including trade unions and works
councils. Engagement with its employees
and such bodies is important to NWM
Group in maintaining good employee
relations. Any breakdown of these
relationships may adversely affect NWM
Group.
NWM Group’s operations are highly
dependent on its complex IT systems and
any IT failure could adversely affect NWM
Group.
NWM Group’s operations are highly
dependent on the ability to process a very
large number of transactions efficiently
and accurately while complying with
applicable laws and regulations. The
proper functioning of NatWest Group’s
(including NWM Group’s) transactional
and payment systems, financial crime,
fraud systems and controls, risk
management, credit analysis and
reporting, accounting, customer service
and other IT systems (some of which are
owned and operated by other entities in
NatWest Group or third parties), is critical
to NWM Group’s operations.
Individually or collectively, any critical
system failure, material loss of service
availability or material breach of data
security could cause significant damage
to (i) important business services across
NWM Group and (ii) NWM Group’s ability
to provide services to its clients, which
could result in reputational damage,
significant compensation costs and
regulatory sanctions (including fines
resulting from regulatory investigations)
or a breach of applicable regulations and
could affect NWM Group’s regulatory
approvals, competitive position, business
and brands, which could undermine its
ability to attract and retain customers.
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
190
NWM Group outsources certain functions
as it innovates and offers new digital
solutions to its customers to meet the
demand for online and mobile banking.
Outsourcing, alongside hybrid working
patterns of NWM Group employees,
heighten the above risks.
NWM Group uses IT systems that enable
remote working interface with third-party
systems, and NWM Group could
experience service denials or disruptions
if such systems exceed capacity or if a
third-party system fails or experiences
any interruptions, all of which could result
in business and customer interruption and
related reputational damage, significant
compensation costs, regulatory sanctions
and/or a breach of applicable regulations.
In 2022, NWM Group continued to make
considerable investments to further
simplify, upgrade and improve its IT and
technology capabilities (including
migration of certain services to cloud
platforms). NWM Group also continues to
develop and enhance digital services for
its customers and seeks to improve its
competitive position through enhancing
controls and procedures and
strengthening the resilience of services
including cyber security. Any failure of
these investment and rationalisation
initiatives to achieve the expected results,
due to cost challenges or otherwise, may
adversely affect NWM Group’s operations,
its reputation and ability to retain or grow
its client business or adversely affect its
competitive position, thereby negatively
impacting NWM Group. See also,
‘NWM
Group has been in a period of significant
structural and other change, including as
a result of NatWest Group’s purpose-led
strategy and NatWest Group’s recent
creation of its C&I business segment (of
which NWM Group forms part) and may
continue to be subject to significant
structural and other change.’
A failure in NWM Group’s risk
management framework could adversely
affect NWM Group, including its ability to
achieve its strategic objectives.
A failure in design, or adherence to,
NatWest Group’s risk management
framework could adversely affect NWM
Group, including its ability to achieve its
strategic objectives. Risk management is
an integral part of all of NWM Group’s
activities and integral to the delivery its
long-term strategy. NatWest Group’s
Enterprise-Wide Risk Management
Framework sets out NWM Group’s
approach for managing risk within NWM
Group including in relation to risk
governance and risk appetite. A failure to
adhere to this framework, or any material
weaknesses or deficiencies in the
framework’s controls and procedures,
could adversely affect NWM Group’s
financial condition and strategic delivery
including in relation to operating within
agreed risk appetite statements and
accurate reporting on risk exposures.
Financial risk management is highly
dependent on the use and effectiveness of
internal stress tests and models and
ineffective risk management may arise
from a wide variety of factors, including
lack of transparency or incomplete risk
reporting, manual processes and controls,
inaccurate data, inadequate IT systems,
unidentified conflicts or misaligned
incentives, lack of accountability control
and governance, incomplete risk
monitoring (including trade surveillance)
and failures of systems to properly
process all relevant data, risks related to
unanticipated behaviour or performance
in algorithmic trading and management
or insufficient challenges or assurance
processes or a failure to timely complete
risk remediation projects. Failure to
manage risks effectively, or within
regulatory expectations, could adversely
affect NWM Group’s reputation or its
relationship with its regulators, clients,
shareholders or other stakeholders.
In addition, financial crime risk
management is dependent on the use and
effectiveness of financial crime
assessment, systems and controls. Weak
or ineffective financial crime processes
and controls may risk NWM Group
inadvertently facilitating financial crime
which may result in regulatory
investigation, sanction, litigation, fines and
reputational damage. Financial crime
continues to evolve, whether through
fraud, scams, cyber-attacks or other
criminal activity. NatWest Group (and
NWM Group) has made and continues to
make significant, multi-year investments
to strengthen and improve its overall
financial crime control framework with
prevention systems and capabilities. As
part of its ongoing programme of
investment, there is current and future
investment planned to further strengthen
financial crime controls over the coming
years, including investment in new
technologies and capabilities to further
enhance customer due diligence,
transaction monitoring, sanctions and
anti-bribery and corruption systems. A
number of NWM Group’s financial crime
controls are operated by NatWest Group
on behalf of NWM Group.
NWM Group’s operations are inherently
exposed to conduct risks, which include
business decisions, actions or reward
mechanisms that are not responsive to or
aligned with NWM Group’s regulatory
obligations, client needs or do not reflect
NWM Group’s customer-focused strategy,
ineffective product management,
unethical or inappropriate use of data,
information asymmetry, implementation
and utilisation of new technologies,
outsourcing of customer service and
product delivery, the possibility of mis-
selling of financial products and
mishandling of customer complaints.
Some of these risks have materialised in
the past and ineffective management and
oversight of conduct risks may lead to
further remediation and regulatory
intervention or enforcement.
NWM Group’s businesses are also
exposed to risks from employee
misconduct including non-compliance
with policies and regulations, negligence
or fraud (including financial crimes and
fraud), any of which could result in
regulatory fines or sanctions and serious
reputational or financial harm to NWM
Group. Remote working arrangements for
NWM Group employees continues to
place heavy reliance on the IT systems
that enable remote working and may
place additional pressure on NWM
Group’s ability to maintain effective
internal controls and governance
frameworks. Remote working
arrangements are also subject to
regulatory scrutiny to ensure adequate
recording, surveillance and supervision of
regulated activities and compliance with
regulatory requirements and
expectations, including requirements to:
meet threshold conditions for regulated
activities; ensure the ability to oversee
functions (including any outsourced
functions); ensure no detriment is caused
to customers; and ensure no increased
risk of financial crime.
NWM Group has been seeking to embed a
strong risk culture across the organisation
and has implemented policies and
allocated new resources across all levels
of the organisation to manage and
mitigate conduct risk and expects to
continue to invest in risk management,
including the ongoing development of a
NatWest Group risk management strategy
in line with regulatory expectations.
However, such efforts may not insulate
NWM Group from future instances of
misconduct and no assurance can be
given that NWM Group’s strategy and
control framework will be effective. See
also,
‘NWM Group has been in a period of
significant structural and other change,
including as a result of NatWest Group’s
purpose-led strategy and NatWest
Group’s recent creation of its C&I
business segment (of which NWM Group
forms part) and may continue to be
subject to significant structural and other
change.’
Any failure in NWM Group’s risk
management framework may adversely
affect NWM Group and its financial
condition through reputational and
financial harm and may result in the
inability to achieve its strategic objectives
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
191
for its clients, employees and wider
stakeholders.
NWM Group’s operations are subject to
inherent reputational risk.
Reputational risk relates to stakeholder
and public perceptions of NWM Group
arising from an actual or perceived failure
to meet stakeholder or the public’s
expectations, including with respect to
NatWest Group’s purpose-led strategy
and related targets, NWM Group’s
strategy, the creation of the C&I business
segment, the progression towards
working as One Bank across the NatWest
Group to serve customers, or due to any
events, behaviour, action or inaction by
NWM Group, its employees or those with
whom NWM Group is associated. See
also,
‘
NWM Group’s businesses are
subject to substantial regulation and
oversight, which are constantly evolving
and may adversely affect NWM Group.
’
This includes harm to its brand, which
may be detrimental to NWM Group’s
business, including its ability to build or
sustain business relationships with clients,
and may cause low employee morale,
regulatory censure or reduced access to,
or an increase in the cost of, funding.
Reputational risk may arise whenever
there is, or there is perceived to be, a
material lapse in standards of integrity,
compliance, customer or operating
efficiency and may adversely affect NWM
Group’s ability to attract and retain
clients. In particular, NWM Group’s ability
to attract and retain clients may be
adversely affected by factors including:
negative public opinion resulting from the
actual or perceived manner in which
NWM Group or any other member of
NatWest Group conducts or modifies its
business activities and operations, media
coverage (whether accurate or
otherwise), employee misconduct, NWM
Group’s financial performance, IT systems
failures or cyberattacks, data breaches,
financial crime and fraud, the level of
direct and indirect government support
for NatWest Group plc, or the actual or
perceived practices in the banking and
financial industry in general, or a wide
variety of other factors.
Modern technologies, in particular online
social networks and other broadcast tools
that facilitate communication with large
audiences in short timeframes and with
minimal costs, may also significantly
increase and accelerate the impact of
damaging information and allegations.
Although NWM Group has implemented a
Reputational Risk Policy to monitor the
identification, assessment and
management of customers and clients,
transactions, products and issues, which
represent a reputational risk, NWM Group
cannot be certain that it will be successful
in avoiding damage to its business from
reputational risk.
Legal, regulatory and conduct risk
NWM Group’s businesses are subject to
substantial regulation and oversight,
which are constantly evolving and may
adversely affect NWM Group.
NWM Group is subject to extensive laws,
regulations, guidelines, corporate
governance practice and disclosure
requirements, administrative actions and
policies in each jurisdiction in which it
operates, which represents ongoing
compliance and conduct risks. Many of
these have been introduced or amended
recently and are subject to further
material changes, which may increase
compliance and conduct risks, particularly
as EU/EEA and UK laws diverge as a
result of Brexit. NWM Group expects
government and regulatory intervention
in the financial services industry to remain
high for the foreseeable future.
In recent years, regulators and
governments have focused on reforming
the prudential regulation of the financial
services industry and the manner in
which the business of financial services is
conducted. Measures have included:
enhanced capital, liquidity and funding
requirements, implementation of the UK
ring-fencing regime, implementation and
strengthening of the recovery and
resolution framework applicable to
financial institutions in the UK, the EU and
the US, financial industry reforms
(including in respect of MiFID II),
corporate governance requirements,
restrictions on the compensation of senior
management and other employees,
enhanced data protection and IT
resilience requirements, financial market
infrastructure reforms (including
enhanced data protection and IT
resilience requirements), enhanced
regulations in respect of the provision of
‘investment services and activities’, and
increased regulatory focus in certain
areas, including conduct, consumer
protection, competition and disputes
regimes, anti-money laundering, anti-
corruption, anti-bribery, anti-tax evasion,
payment systems, sanctions and anti-
terrorism laws and regulations.
In addition, there is significant oversight
by competition authorities of the
jurisdictions in which NWM Group
operates. The competitive landscape for
banks and other financial institutions in
the UK, EU/EEA, Asia and the US is
rapidly changing. Recent regulatory and
legal changes have and may continue to
result in new market participants and
changed competitive dynamics in certain
key areas. Regulatory and competition
authorities, including the CMA, are
currently also looking at and focusing
more on how they can support
competition and innovation in digital and
other markets. Recent regulatory
changes, proposed (such as US proposals
to increase regulation around
cybersecurity) or future developments
and heightened levels of public and
regulatory scrutiny in the UK, the EU and
the US have resulted in increased capital,
funding and liquidity requirements,
changes in the competitive landscape,
changes in other regulatory requirements
and increased operating costs, and have
impacted, and will continue to impact,
product offerings and business models.
Other areas in which, and examples of
where, governmental policies, regulatory
and accounting changes and increased
public and regulatory scrutiny could have
an adverse effect (some of which could
be material) on NWM Group include, but
are not limited to, the following:
general changes in government,
central bank, regulatory or
competition policy, or changes in
regulatory regimes that may
influence investor decisions in the
jurisdictions in which NWM Group
operates;
rules relating to foreign ownership,
expropriation, nationalisation and
confiscation of assets;
new or increased regulations relating
to customer data protection as well
as IT controls and resilience, such as
the proposed UK Data Protection and
Digital Information Bill and in India,
the Digital Personal Data Protection
Bill;
the introduction of, and changes to,
taxes, levies or fees applicable to
NWM Group’s operations, such as the
imposition of a financial transaction
tax, introduction of global minimum
tax rules, changes in tax rates,
changes in the scope and
administration of the Bank Levy,
increases in the bank corporation tax
surcharge in the UK, restrictions on
the tax deductibility of interest
payments or further restrictions
imposed on the treatment of carry-
forward tax losses that reduce the
value of deferred tax assets and
require increased payments of tax;
increased regulatory focus on
customer protection (such as the
FCA’s Consumer Duty policy
statement and final rules and
guidance) in retail or other financial
markets;
the potential introduction by the Bank
of England of a Central Bank Digital
Currency which could result in deposit
outflows, higher funding costs, and/or
other implications for UK banks
including NWM Group; and
regulatory enforcement in the form of
PRA imposed financial penalties for
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
192
failings in banks’ regulatory reporting
governance and controls, and
regulatory scrutiny following the 2019
PRA ‘Dear CEO letter’ regarding
PRA’s ongoing focus on: the integrity
of regulatory reporting, which the PRA
considers has equal standing with
financial reporting; the PRA’s thematic
reviews of the governance, controls
and processes for preparing
regulatory returns of selected UK
banks, including NatWest Group; the
publication of the PRA’s common
findings from those reviews in
September 2021; and NatWest
Group’s programme of improvements
to meet PRA expectations.
These and other recent regulatory
changes, proposed or future
developments and heightened levels
of public and regulatory scrutiny in
the UK, the EU and the US have
resulted in increased capital, funding
and liquidity requirements, changes in
the competitive landscape, changes in
other regulatory requirements and
increased operating costs, and have
impacted, and will continue to impact,
product offerings and business
models. Any of these developments
(including any failure to comply with
new rules and regulations) could also
have a significant impact on NWM
Group’s authorisations and licences,
the products and services that NWM
Group may offer, its reputation and
the value of its assets, NWM Group’s
operations or legal entity structure,
and the manner in which NWM Group
conducts its business. Material
consequences could arise should
NWM Group be found to be non-
compliant with these regulatory
requirements. Regulatory
developments may also result in an
increased number of regulatory
investigations and proceedings and
have increased the risks relating to
NWM Group’s ability to comply with
the applicable body of rules and
regulations in the manner and within
the timeframes required.
Changes in laws, rules or regulations, or
in their interpretation or enforcement, or
the implementation of new laws, rules or
regulations, including contradictory or
conflicting laws, rules or regulations by
key regulators or policymakers in different
jurisdictions, or failure by NWM Group to
comply with such laws, rules and
regulations, may adversely affect NWM
Group’s business, results of operations
and outlook. In addition, uncertainty and
insufficient international regulatory
coordination as enhanced supervisory
standards are developed and
implemented may adversely affect NWM
Group’s ability to engage in effective
business, capital and risk management
planning.
NWM Group is exposed to the risk of
various litigation matters, regulatory and
governmental actions and investigations
as well as remedial undertakings, the
outcomes of which are inherently difficult
to predict, and which could have an
adverse effect on NWM Group.
NWM Group’s operations are diverse and
complex and it operates in legal and
regulatory environments that expose it to
potentially significant civil actions
(including those following on from
regulatory sanction), as well as criminal,
regulatory and governmental
proceedings. NWM Group has resolved a
number of legal and regulatory actions
over the past several years but continues
to be, and may in the future be, involved
in such actions in the US, the UK, Europe
and other jurisdictions.
NWM Group is currently, has recently
been and will likely be involved in a
number of significant legal and regulatory
actions, including investigations,
proceedings and ongoing reviews (both
formal and informal) by governmental law
enforcement and other agencies and
litigation proceedings, including in relation
to the offering of securities, conduct in the
foreign exchange market, the setting of
benchmark rates such as LIBOR and
related derivatives trading, the issuance,
underwriting, and sales and trading of
fixed-income securities (including
government securities), product mis-
selling, customer mistreatment, anti-
money laundering, antitrust, VAT
recovery and various other issues. There
is also an increasing risk of new class
action claims being brought against NWM
Group in the Competition Appeal Tribunal
for breaches of competition law. Legal
and regulatory actions are subject to
many uncertainties, and their outcomes,
including the timing, amount of fines,
damages or settlements or the form of
any settlements, which may be material
and in excess of any related provisions,
are often difficult to predict, particularly in
the early stages of a case or investigation.
NWM Group’s expectation for resolution
may change and substantial additional
provisions and costs may be recognised in
respect of any matter.
The resolution of significant investigations
include: NWM Plc’s December 2021
spoofing-related guilty plea in the United
States, which involves a three-year period
of probation, an independent corporate
monitor, and commitments to compliance
programme reviews and improvements
and reporting obligations. For additional
information relating to this and other legal
and regulatory proceedings and matters
to which NWM Group is currently
exposed, see ‘
Litigation and regulatory
matters
’ at Note 25 to the consolidated
accounts.
The 2021 guilty plea, other recently
resolved matters or adverse outcomes or
resolution of current or future legal or
regulatory actions, could increase the risk
of greater regulatory and third-party
scrutiny and could have material
collateral consequences for NWM Group’s
business and result in restrictions or
limitations on NWM Group’s operations.
These may include the effective or actual
disqualification from carrying on certain
regulated activities and consequences
resulting from the need to reapply for
various important licences or obtain
waivers to conduct certain existing
activities of NWM Group, particularly but
not solely in the US, which may take a
significant period of time and the results
and implications of which are uncertain.
Disqualification from carrying on any
activities, whether automatically as a
result of the resolution of a particular
matter or as a result of the failure to
obtain such licences or waivers could
adversely affect NWM Group’s business,
in particular in the US. This in turn and/or
any fines, settlement payments or
penalties may adversely affect NWM
Group’s reputation, future results,
financial condition and/or prospects.
Similar consequences could result from
legal or regulatory actions relating to
other parts of NatWest Group.
Failure to comply with undertakings made
by NWM Group to its regulators, or the
conditions of probation resulting from the
spoofing-related guilty plea, may result in
additional measures or penalties being
taken against NWM Group. In addition,
any failure to administer conduct redress
processes adequately, or to handle
individual complaints fairly or
appropriately, could result in further
claims as well as the imposition of
additional measures or limitations on
NWM Group’s operations, additional
supervision by NWM Group’s regulators,
and loss of investor confidence.
NWM Group may not effectively manage
the transition of LIBOR and other IBOR
rates to replacement risk-free rates.
UK and international regulators are
driving the transition from the use of
interbank offer rates (‘IBORs’), to
replacement rates generally referred to
as ‘risk-free rates’ (‘RFRs’). As of 31
December 2021, LIBOR, as currently
determined, has ceased for all tenors of
GBP, JPY, CHF, EUR, and for the 1 week
and 2-month tenors for USD. The
remaining USD LIBOR tenors, as currently
determined, are due to cease after 30
Risk Factors continued
NWM Group
Annual Report and Accounts 2022
193
June 2023. The FCA has used its powers
under the UK Benchmarks Regulation
(‘UK BMR’) to require, for a limited period
of time after 31 December 2021, the
ongoing publication of the 1-, 3-, and 6-
month GBP and JPY LIBOR tenors using a
changed methodology (i.e., ‘Art23A
LIBOR’ on a synthetic basis). The UK has
passed the Critical Benchmarks
(References and Administrators’ Liability)
Act 2021 (‘Critical Benchmarks Act’)
which establishes a framework that
allows the ongoing use of Art23A LIBOR
under certain circumstances where
contracts have not pro-actively
transitioned onto the replacement rates.
These concessions provided under UK
BMR and the Critical Benchmarks Act are
temporary. The FCA confirmed that
Art23A will no longer be available from: (i)
the end of 2022 for JPY, (ii) March 2023
for 1- and 6-month GBP LIBOR and (iii)
March 2024 for 3-month GBP LIBOR. The
transition away from these temporary
concessions may expose NatWest Group,
its customers and the financial services
industry more widely to various risks,
including: (i) the FCA further restricting
use of Art23A LIBOR resulting in proactive
transition of contracts; and (ii) mis-
matches between positions in cleared
derivatives and the exposures they are
hedging where those exposures are
permitted to make use of Art23A LIBOR.
Although the formal cessation date for the
remaining USD LIBOR tenors (as currently
determined) is not until the end of June
2023, US and UK regulators have clarified
that this is only to support the rundown of
existing USD LIBOR exposures. No new
contracts should reference these USD
LIBOR tenors after 31 December 2021,
other than in a very limited range of
circumstances. NatWest Group will
continue to have ongoing exposure to the
remaining USD LIBOR tenors until
cessation in June 2023.
Natwest Group has held significant
exposures to various IBORs and has
actively sought to transition away from
these during 2021 and 2022, in
accordance with regulatory expectations
and milestones. Transition measures have
included the pro-active development of
new products using the replacement
rates, restructuring existing LIBOR
exposures to reference these replacement
rates and embedding RFR transition
language into relevant contracts. Central
Counterparty Clearing houses (CCPs)
conducted mass conversion exercises in
December 2021 covering GBP, JPY, CHF
and EUR LIBOR, transitioning derivatives
to the relevant RFR, conversion exercises
for USD are scheduled for May 2023,
NWG entities, along with many of their
major counterparties, have adhered to
the ISDA IBOR fall-backs protocol which
establishes a contractual process to
transition from IBORs to RFRs for bilateral
derivative products.
These transition efforts have involved
extensive engagement with customers,
industry working groups and regulators,
to seek to deliver transition in a
transparent and economically appropriate
manner. These changes coincide with the
recognition that market liquidity is lower
than it has been and whilst it will be
dependent on various factors including:
the establishment of deep and liquid RFR
markets, the establishment of clear and
consistent market conventions for all
replacement products, as well as
counterparties’ willingness to accept, and
transition to, these conventions.
Furthermore, certain IBOR obligations
may not be able to be pro-actively
changed which could, depending on any
over-arching legislative transition
frameworks, potentially result in
fundamentally different economic
outcomes than originally intended. The
uncertainties around the manner of
transition to RFRs, and the ongoing
broader acceptance and use of RFRs
across the market, expose NWM Group,
its clients and the financial services
industry more widely to risks.
Examples of these risks include: (i) legal
(including litigation) risks relating to
documentation for new and the majority
of existing transactions (including,
changes, lack of changes, unclear
contractual provisions, and disputes in
respect of these); (ii) financial risks from
any changes in valuation of financial
instruments linked to relevant IBORs,
including cost of funds and relevant risk
management related financial models; (iii)
changes to benchmark rates could impact
pricing, interest rate or settlement
mechanisms for certain instruments; (iv)
operational risks linked to the adaptation
of IT systems, trade reporting
infrastructure and operational processes,
as well as ensuring compliance with
restrictions on new USD LIBOR usage
after December 2021; (v) conduct risks
arising from communication of the
potential impact on customers,
engagement with customers during and
after the transition period, or non-
acceptance by customers of replacement
rates; and (vi) different legislative
provisions in different jurisdictions, for
example, unlike certain US states and the
EU, the UK has not provided a clear and
robust safe harbour to protect against
litigation and potential liability arising out
of the switch to ‘synthetic LIBOR’.
Notwithstanding all efforts to date, until
the transition away from LIBOR onto
replacement rates has been fully
completed and there is greater
experience of how RFRs are adopted
across different products and customer
groups, there is some uncertainty as to
the impact of the transition, or the
potential costs of implementing any
relevant remedial action including in the
event that the transition is not completed
in a timely manner, or at all. The
implementation of any replacement RFRs
may be impossible or impracticable under
the existing terms of certain financial
instruments and may have an adverse
effect on their value, or return and
therefore on NWM Group’s future results.
Changes in tax legislation or failure to
generate future taxable profits may
impact the recoverability of certain
deferred tax assets recognised by NWM
Group.
In accordance with the accounting
policies set out in the section ‘
Critical
accounting policies and key sources of
estimation uncertainty
’, NWM Group has
recognised deferred tax assets on losses
available to relieve future profits from tax
only to the extent it is probable that they
will be recovered. The deferred tax assets
are quantified on the basis of current tax
legislation and accounting standards and
are subject to change in respect of the
future rates of tax or the rules for
computing taxable profits and offsetting
allowable losses.
Failure to generate sufficient future
taxable profits or further changes in tax
legislation (including with respect to rates
of tax) or accounting standards may
reduce the recoverable amount of the
recognised tax loss deferred tax assets,
amounting to £46 million as at 31
December 2022. Changes to the
treatment of certain deferred tax assets
may impact NWM Group’s capital
position. In addition, NWM Group’s
interpretation or application of relevant
tax laws may differ from those of the
relevant tax authorities and provisions are
made for potential tax liabilities that may
arise on the basis of the amounts
expected to be paid to tax authorities.
The amounts ultimately paid may differ
materially from the amounts provided
depending on the ultimate resolution of
such matters.
Forward-looking statements
NWM Group
Annual Report and Accounts 2022
194
Cautionary statement regarding forward-looking statements
Certain sections in this document contain ‘forward-looking
statements’ as that term is defined in the United States Private
Securities Litigation Reform Act of 1995, such as statements
that include the words ‘expect’, ‘estimate’, ‘project’, ‘anticipate’,
‘commit’, ‘believe’, ‘should’, ‘intend’, ‘will’, ‘plan’, ‘could’,
‘probability’, ‘risk’, ‘Value-at-Risk (VaR)’, ‘target’, ‘goal’,
‘objective’, ‘may’, ‘endeavour’, ‘outlook’, ‘optimistic’, ‘prospects’
and similar expressions or variations on these expressions. In
particular, this document includes forward-looking targets and
guidance relating to financial performance measures, such as
income growth, operating expense, cost reductions, impairment
loss rates, balance sheet reduction, including the reduction of
RWAs, CET1 ratio (and key drivers of the CET1 ratio, including
timing, impact and details), Pillar 2 and other regulatory buffer
requirements and MREL and non-financial performance
measures, such as climate and ESG-related performance
ambitions, targets and metrics, including in relation to initiatives
to transition to a net zero economy, Climate and Sustainable
Funding and Financing (CSFF) and financed emissions. In
addition, this document includes forward-looking statements
relating, but not limited to: planned cost reductions, disposal
losses and strategic costs; implementation of NatWest Group’s,
NWM Group’s strategy and other strategic priorities (including in
relation to investment programmes relating to digital
transformation of their operations and services and inorganic
opportunities); the timing and outcome of litigation and
government and regulatory investigations; funding plans and
credit risk profile; managing its capital position; liquidity ratio;
portfolios; net interest margin; and drivers related thereto;
lending and income growth, product share and growth in target
segments; impairments and write-downs; restructuring and
remediation costs and charges; NWM Group’s exposure to
political risk, economic assumptions and risk, climate,
environmental and sustainability risk, operational risk, conduct
risk, financial crime risk, cyber, data and IT risk and credit
rating risk and to various types of market risk, including interest
rate risk, foreign exchange rate risk and commodity and equity
price risk; customer experience, including our Net Promotor
Score (NPS); employee engagement and gender balance in
leadership positions.
Limitations inherent to forward-looking statements
These statements are based on current plans, expectations,
estimates, targets and projections, and are subject to significant
inherent risks, uncertainties and other factors, both external and
relating to NatWest Group’s and NWM Group’s strategy or
operations, which may result in NWM Group being unable to
achieve the current plans, expectations, estimates, targets,
projections and other anticipated outcomes expressed or
implied by such forward-looking statements. In addition, certain
of these disclosures are dependent on choices relying on key
model characteristics and assumptions and are subject to
various limitations, including assumptions and estimates made
by management. By their nature, certain of these disclosures
are only estimates and, as a result, actual future results, gains
or losses could differ materially from those that have been
estimated. Accordingly, undue reliance should not be placed on
these statements. The forward-looking statements contained in
this document speak only as of the date we make them and we
expressly disclaim any obligation or undertaking to update or
revise any forward-looking statements contained herein,
whether to reflect any change in our expectations with regard
thereto, any change in events, conditions or circumstances on
which any such statement is based, or otherwise, except to the
extent legally required.
Important factors that could affect the actual outcome of the
forward-looking statements
We caution you that a large number of important factors could
adversely affect our results or our ability to implement our
strategy, cause us to fail to meet our targets, predictions,
expectations and other anticipated outcomes or affect the
accuracy of forward-looking statements described in this
document. These factors include, but are not limited to, those
set forth in the risk factors and the other uncertainties described
in NatWest Markets Plc’s Annual Report and its other public
filings. The principal risks and uncertainties that could adversely
NWM Group’s future results, its financial condition and/or
prospects and cause them to be materially different from what
is forecast or expected, include, but are not limited to: economic
and political risk (including in respect of: economic and political
risks and uncertainties in the UK and global markets, including
as a result of high inflation and rising interest rates, supply chain
disruption, and the Russian invasion of Ukraine; uncertainty
regarding the effects of Brexit; changes in interest rates and
foreign currency exchange rates; and HM Treasury’s ownership
of NatWest Group plc); strategic risk (including in respect of:
NatWest Group’s purpose-led strategy and NatWest Group’s
recent creation of its Commercial & Institutional segment (of
which NWM Group forms part); financial resilience risk
(including in respect of: NWM Group’s ability to meet targets;
prudential regulatory requirements for capital and MREL;
funding and liquidity risk; changes in the credit ratings; the
competitive environment; the requirements of regulatory stress
tests; counterparty risk; model risk; sensitivity to accounting
policies, judgments, assumptions and estimates; changes in
applicable accounting standards; the application of UK statutory
stabilisation or resolution powers; and the adequacy of NatWest
Group’s resolution plans); climate and sustainability risk
(including in respect of: risks relating to climate change and the
transitioning to a net zero economy; the implementation of
NatWest Group’s and NWM Group’s climate change strategy
and climate change resilient systems, controls and procedures;
climate-related data and model risk; the failure to adapt to
emerging climate, environmental and sustainability risks and
opportunities; changes in ESG ratings; increasing levels of
climate, environmental and sustainability related regulation and
oversight; and climate, environmental and sustainability related
litigation, enforcement proceedings and investigations);
operational and IT resilience risk (including in respect of:
operational risks (including reliance on third party suppliers);
cyberattacks; the accuracy and effective use of data; complex
IT systems; attracting, retaining and developing senior
management and skilled personnel; NWM Group’s risk
management framework; and reputational risk); and legal,
regulatory and conduct risk (including in respect of: the impact
of substantial regulation and oversight; compliance with
regulatory requirements; the outcome of legal, regulatory and
governmental actions and investigations; the transition of LIBOR
other IBOR rates to replacement risk-free rates;) and changes in
tax legislation or failure to generate future taxable profits).
Forward-looking statements
NWM Group
Annual Report and Accounts 2022
195
Climate and ESG disclosures
Climate and ESG disclosures in this document are not measures
within the scope of International Financial Reporting Standards
(‘IFRS’), use a greater number and level of judgements,
assumptions and estimates, including with respect to the
classification of climate and sustainable funding and financing
activities, than our reporting of historical financial information in
accordance with IFRS. These judgements, assumptions and
estimates are highly likely to change over time, and, when
coupled with the longer time frames used in these disclosures,
make any assessment of materiality inherently uncertain. In
addition, our climate risk analysis, net zero strategy, including
the implementation of our climate transition plan, remain under
development, and the data underlying our analysis and strategy
remain subject to evolution over time. The process we have
adopted to define, gather and report data on our performance
on climate and ESG measures is not subject to the formal
processes adopted for financial reporting in accordance with
IFRS and there are currently limited industry standards or
globally recognised established practices for measuring and
defining climate and ESG related metrics. As a result, we expect
that certain climate and ESG disclosures made in this document
are likely to be amended, updated, recalculated or restated in
the future. Please also refer to the cautionary statement in the
section entitled ‘Climate-related and other forward-looking
statements and metrics’ of the NatWest Group 2022 Climate-
related Disclosures Report.
Cautionary statement regarding Non-IFRS financial
measures and APMs
NWM Group prepares its financial statements in accordance
with generally accepted accounting principles (GAAP). This
document may contain financial measures and ratios not
specifically defined under GAAP or IFRS (‘Non-IFRS’) and/or
alternative performance measures (‘APMs’) as defined in
European Securities and Markets Authority (‘ESMA’) guidelines.
APMs are adjusted for notable and other defined items which
management believes are not representative of the underlying
performance of the business and which distort period-on-period
comparison. Non-IFRS measures provide users of the financial
statements with a consistent basis for comparing business
performance between financial periods and information on
elements of performance that are one-off in nature. Any Non-
IFRS measures and/or APMs included in this document, are not
measures within the scope of IFRS, are based on a number of
assumptions that are subject to uncertainties and change, and
are not a substitute for IFRS measures.
The information, statements and opinions contained in this
document do not constitute a public offer under any applicable
legislation or an offer to sell or a solicitation of an offer to buy
any securities or financial instruments or any advice or
recommendation with respect to such securities or other
financial instruments.
0000012\Secret
.