RBS 2013 Annual Report Download - page 257
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Business review Risk and balance sheet management
255
Key points
• The overall maturity profile remained relatively unchanged during
2013.
• The majority of Ulster Bank’s commercial real estate portfolio was
categorised as under one year, owing to the high level of non-
performing assets in the portfolio.
AQ1-AQ2 AQ3-AQ4 AQ5-AQ6 AQ7-AQ8 AQ9 AQ10 Total
Commercial real estate portfolio by
asset quality band £m £m £m £m £m £m £m
2013
Core 441 7,801 13,396 5,199 665 5,748 33,250
Non-Core —376 1,433 1,341 176 16,002 19,328
441 8,177 14,829 6,540 841 21,750 52,578
2012
Core 767 6,011 16,592 6,575 1,283 5,382 36,610
Non-Core 177 578 3,680 3,200 1,029 17,766 26,430
944 6,589 20,272 9,775 2,312 23,148 63,040
2011
Core 1,094 6,714 19,054 6,254 3,111 4,338 40,565
Non-Core 680 1,287 5,951 3,893 2,385 20,085 34,281
1,774 8,001 25,005 10,147 5,496 24,423 74,846
Key points
• There was an overall decrease in AQ10 during the year with
reductions in Non-Core partially offset by increases in Ulster Bank.
The high proportion of the portfolio in AQ10 was driven by exposure
in Non-Core (Ulster Bank and International Banking) and Core
(Ulster Bank).
*unaudited
• Of the total portfolio of £52.6 billion at 31 December 2013, £24.9
billion (2012 - £28.1 billion) was managed within the Group’s
standard credit processes. Another £2.9 billion (2012 - £5.1 billion)
received varying degrees of heightened credit management under
the Watchlist process. The decrease in the portfolio managed in the
Group’s Watchlist process occurred mainly in Non-Core and UK
Corporate. The remaining £24.7 billion (2012 - £29.8 billion) was
managed in GRG and included Watchlist and non-performing
exposures.