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| 2017 | 2018 | 2019 | 2020 | 2021 |
| 1 | Net income group share per share (in $) | 1.12 | 1.39 | 1.48 | 0.8 | 1.84 |
| 2 | Diluted net income group share per share (in $) | 1.12 | 1.39 | 1.48 | 0.8 | 1.84 |
| 3 | Operating coefficient (in %) | 65.49 | 63.79 | 61.6 | 60.7 | 59.3 |
| 4 | International solvency ratio (in %) | 11.7 | 11.5 | 12.1 | 13.1 | 11.9 |
| 5 | Return on equity (ROE) | 6.52 | 7.67 | 7.7 | 4.41 | 8.9 |
| 6 | Workforce at the end of the year | 76,305 | 75,811 | 0 | 73,817 | 75,711 |
| 7 | Average workforce | 71,308 | 72,510 | 72,524 | 72,520 | 75,975 |
| 8 | Accounts of the Human Resources added value of loss mitigation based on the risk appetite threshold (we also say “HR efficiency”) that this bank should program and publish on a 3-year plan under OPE25 | |||||
| 9 | Current average workforce | (a) | 60,211 | |||
| 10 | Current average net income (group share) (b) | (b) | $4,074,400,000 | |||
| 11 | Current contribution per employee to average net income (Group share) | (b)/(a) | $67,668 | |||
| 12 | Estimated Absolute VaR (EL + UL) = Gross loss = loss before recoveries | $1,543,974,423 | ||||
| 13 | Potentially Recoverable Losses (PRL) or recovery = Absolute VaR − Risk Appetite Threshold (Net loss) calibrated at 0.02% for 99.98% PRL | $1,543,665,628 | ||||
| 3-year plan to recover historical absolute VaR losses (UL + EL) of the last five years based on the risk appetite threshold | N: 30% | N + 1: 60% | N + 2: 100% | |||
| 14 | Free Gross Cash Flow per employee at the new risk appetite threshold on a 3-year plan | $7691 | $15,383 | $25,638 | ||
| 15 | Economic Capital or Net Cash Surplus of its loss control system on a 3-year plan for 67% of PRL | $1,034,255,971 | ||||
| 16 | Variable salaries or Incentivized Pay (Earnings bonus for employees mobilized by the cross-cutting dynamics of the organization on a 3-year plan for 33% of PRLs) | $509,409,657 | ||||
| 17 | SOX ratio of the capital structure (Economic Capital/Variable Salary or Incentivized Pay) securing investments and the predictability of variable salaries over a 3-year plan | 2.03 | ||||
| 18 | Fixed salary future financial performance measurement data for salary negotiations in year N or 1st year of the plan [Average of the last five years in millions in accordance with the logical historical basis of the new standardized approach to operational risk | $20,509,000,000 | ||||
| Sources of correction data | ||||||
| Income statement (Historical bank data) | ||||||
| Thousands $ | 2017 | 2018 | 2019 | 2020 | 2021 | |
| Net banking income | 19,500,000 | 19,736,000 | 20,152,000 | 20,500,000 | 22,650,000 | |
| Net profit | 3,138,000 | 5,027,000 | 5,458,000 | 3,238,000 | 6,849,000 | |
| Net income (group share) | 2,592,000 | 4,400,000 | 4,844,000 | 2,692,000 | 5,844,000 | |
| Gross HR financial ratios provided (without calculating HR efficiency) | ||||||
| Workforce at the end of the year | 76,305 | 75,811 | 0 | 73,817 | 75,711 | |
| Average workforce | 71,308 | 72,510 | 72,524 | 72,520 | 75,975 | |