Consolidated Results of Operations
Table 2: Total Revenues Net of Interest Expense Summary | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages) | | 2022 | | 2021 | | | | | | |
| Discount revenue | | $ | 6,835 | | | $ | 5,001 | | | $ | 1,834 | | | 37% | | | | | | | | |
Net card fees (a) | | 1,423 | | | 1,253 | | | 170 | | | 14 | | | | | | | | |
| Service fees and other revenue | | 906 | | | 638 | | | 268 | | | 42 | | | | | | | | |
| Processed revenue | | 372 | | | 342 | | | 30 | | | 9 | | | | | | | | |
| Total non-interest revenues | | 9,536 | | | 7,234 | | | 2,302 | | | 32 | | | | | | | | |
| Total interest income | | 2,520 | | | 2,192 | | | 328 | | | 15 | | | | | | | | |
| Total interest expense | | 321 | | | 362 | | | (41) | | | (11) | | | | | | | | |
| Net interest income | | 2,199 | | | 1,830 | | | 369 | | | 20 | | | | | | | | |
| Total revenues net of interest expense | | $ | 11,735 | | | $ | 9,064 | | | $ | 2,671 | | | 29% | | | | | | | | |
(a)Effective April 1, 2021, we prospectively changed the recognition of certain costs paid to a third party previously recognized over the twelve month card membership period in Net card fees in the Consolidated Statements of Income; such costs are now recorded as incurred in Marketing expense.
Total Revenues Net of Interest Expense
Discount revenue increased, primarily driven by an increase in billed business of 34 percent. U.S. billed business increased 33 percent and non-U.S. billed business increased 34 percent. See Tables 5 and 6 for more details on billed business performance.
Net card fees increased, primarily driven by growth in our premium card portfolios. The year-over-year growth rate also reflected a prospective change we made in the recognition of certain costs paid to a third party previously recognized in Net card fees, effective April 1, 2021.
Service fees and other revenue increased, primarily due to higher foreign exchange conversion revenue related to cross-border Card Member spending, higher travel commissions and fees from our consumer travel business and a lower net loss from GBT in the current year compared to the prior year.
Processed revenue increased, primarily driven by an increase in processed volumes, partially offset by the repositioning of certain of our alternative payment solutions.
Interest income increased, primarily due to an increase in average Card Member loan balances, partially offset by higher paydown rates on Card Member loan balances.
Interest expense decreased, primarily driven by a reduction in average debt and lower interest rates paid on deposits.
Table 3: Provisions for Credit Losses Summary | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages) | | 2022 | | 2021 | | | | | | |
| Card Member receivables | | | | | | | | | | | | | | | | |
Net write-offs | | $ | 67 | | | $ | 53 | | | $ | 14 | | | 26% | | | | | | | | |
Reserve (release) build (a) | | 13 | | | (63) | | | 76 | | | # | | | | | | | | |
Total | | 80 | | | (10) | | | 90 | | | # | | | | | | | | |
| Card Member loans | | | | | | | | | | | | | | | | |
Net write-offs | | 215 | | | 304 | | | (89) | | | (29) | | | | | | | | |
Reserve (release) build (a) | | (326) | | | (877) | | | 551 | | | 63 | | | | | | | | |
Total | | (111) | | | (573) | | | 462 | | | 81 | | | | | | | | |
| Other | | | | | | | | | | | | | | | | |
Net write-offs - Other loans (b) | | 2 | | | 14 | | | (12) | | | (86) | | | | | | | | |
Net write-offs - Other receivables (c) | | 3 | | | 8 | | | (5) | | | (63) | | | | | | | | |
Reserve (release) build - Other loans (a)(b) | | (4) | | | (96) | | | 92 | | | 96 | | | | | | | | |
Reserve (release) build - Other receivables (a)(c) | | (3) | | | (18) | | | 15 | | | 83 | | | | | | | | |
Total | | (2) | | | (92) | | | 90 | | | 98 | | | | | | | | |
| Total provisions for credit losses | | $ | (33) | | | $ | (675) | | | $ | 642 | | | 95% | | | | | | | | |
# Denotes a variance of 100 percent or more
(a)Refer to the “Glossary of Selected Terminology” for a definition of reserve (release) build.
(b)Relates to Other loans of $3.3 billion and $2.9 billion, less reserves of $48 million and $52 million, as of March 31, 2022 and December 31, 2021, respectively; and $2.3 billion and $2.9 billion, less reserves of $143 million and $238 million, as of March 31, 2021 and December 31, 2020, respectively.
(c)Relates to Other receivables included in Other assets on the Consolidated Balance Sheets of $2.7 billion and $2.7 billion, less reserves of $22 million, and $25 million, as of March 31, 2022 and December 31, 2021, respectively; and $2.4 billion and $3.0 billion, less reserves of $67 million and $85 million, as of March 31, 2021 and December 31, 2020, respectively.
Provisions for Credit Losses
Card Member loans provision for credit losses resulted in a lower net benefit for the current three month period, primarily due to a lower reserve release in the current period, partially offset by lower net write-offs. The reserve release in the current period was primarily driven by a reduction in pandemic-driven reserves reflecting sustained recovery from the macroeconomic impact of the COVID-19 pandemic. The reserve release in the prior period was driven by improving macroeconomic indicators as well as improved credit performance.
Card Member receivables provision for credit losses increased for the current three month period, primarily due to a reserve build in the current period, versus a reserve release in the prior period, primarily driven by higher delinquencies.
Other loans provision for credit losses resulted in a lower net benefit for the current three month period, primarily due to a higher reserve release in the prior period, partially offset by lower net write-offs. The reserve release in the prior period was due to improved credit performance and lower balances on non-card loans.
Refer to Note 3 to the "Consolidated Financial Statements" for further information regarding our reserves for credit losses.
Table 4: Expenses Summary | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages) | | 2022 | | 2021 | | | | | | |
| Card Member rewards | | $ | 3,111 | | | $ | 2,243 | | | $ | 868 | | | 39% | | | | | | | | |
| Business development | | 1,043 | | | 802 | | | 241 | | | 30 | | | | | | | | |
| Card Member services | | 626 | | | 317 | | | 309 | | | 97 | | | | | | | | |
| Marketing | | 1,224 | | | 964 | | | 260 | | | 27 | | | | | | | | |
| Salaries and employee benefits | | 1,654 | | | 1,550 | | | 104 | | | 7 | | | | | | | | |
| Other, net | | 1,398 | | | 870 | | | 528 | | | 61 | | | | | | | | |
| Total expenses | | $ | 9,056 | | | $ | 6,746 | | | $ | 2,310 | | | 34% | | | | | | | | |
Expenses
Card Member rewards expense increased, primarily driven by increases in Membership Rewards and cash back rewards expenses of $563 million and cobrand rewards expense of $305 million, both of which were primarily driven by higher billed business. The increase in Membership Rewards expense was also driven by a larger proportion of spend in categories that earn incremental rewards such as travel.
The Membership Rewards Ultimate Redemption Rate (URR) for current program participants was 96 percent (rounded down) at March 31, 2022 and 96 percent (rounded up) at March 31, 2021.
Business development expense increased, primarily due to increased partner payments driven by higher billed business.
Card Member services expense increased, primarily due to higher usage of travel-related benefits.
Marketing expense increased, primarily due to increases in business investments. The year-over-year growth rate also reflected the previously mentioned prospective change we made in the recognition of certain costs paid to a third party previously recognized in Net card fees, effective April 1, 2021.
Salaries and employee benefits expense increased, primarily driven by higher compensation.
Other expenses increased, primarily driven by net gains on Amex Ventures equity investments in the prior year and an increase in professional services expense.
Income Taxes
The effective tax rate was 22.6 percent and 25.3 percent for the three months ended March 31, 2022 and 2021, respectively. The decrease primarily reflected discrete tax benefits in the current period related to the resolution of certain prior years’ tax items and stock-based compensation. The prior period effective tax rate also reflected the prospective implementation of the Proportional Amortization Method to account for investments in qualified affordable housing projects.
Table 5: Selected Card-Related Statistical Information | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | As of or for the Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| | 2022 | | 2021 | | | | | | |
Network volumes: (billions) | | | | | | | | | | | | |
| U.S. | | $ | 244.5 | | $ | 186.2 | | 31 | % | | | | | | |
| Outside the U.S. | | 105.8 | | 83.1 | | 27 | | | | | | | |
| Total | | $ | 350.3 | | $ | 269.3 | | 30 | | | | | | | |
| Billed business | | $ | 301.0 | | $ | 225.4 | | 34 | | | | | | | |
| Processed volumes | | 49.3 | | 43.9 | | 12 | | | | | | | |
| Total | | $ | 350.3 | | $ | 269.3 | | 30 | | | | | | | |
Cards-in-force: (millions) | | | | | | | | | | | | |
| U.S. | | 57.7 | | 54.1 | | 7 | | | | | | | |
| Outside the U.S. | | 66.9 | | 58.8 | | 14 | | | | | | | |
| Total | | 124.6 | | 112.9 | | 10 | | | | | | | |
| Proprietary | | 72.8 | | 69.0 | | 6 | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
Basic cards-in-force: (millions) | | | | | | | | | | | | |
| U.S. | | 45.4 | | 42.4 | | 7 | | | | | | | |
| Outside the U.S. | | 57.9 | | 49.8 | | 16 | | | | | | | |
| Total | | 103.3 | | 92.2 | | 12 | | | | | | | |
Average proprietary basic Card Member spending: (dollars) | | | | | | | | | | | | |
| U.S. | | $ | 5,965 | | $ | 4,723 | | 26 | | | | | | | |
| Outside the U.S. | | 4,165 | | 3,170 | | 31 | | | | | | | |
| Worldwide Average | | $ | 5,452 | | $ | 4,270 | | 28 | | | | | | | |
| Average discount rate | | 2.32 | % | | 2.26 | % | | | | | | | | |
Average fee per card (dollars)(a) | | $ | 79 | | $ | 73 | | 8 | % | | | | | | |
(a)Average fee per card is computed on an annualized basis based on proprietary Net card fees divided by average proprietary total cards-in-force.
Table 6: Network Volumes-Related Statistical Information | | | | | | | | | | | | | | |
| | Three Months Ended March 31, 2022 |
| | Year over Year Percentage
Increase (Decrease) | | Year over Year Percentage Increase (Decrease) Assuming No Changes in FX Rates (a) |
| Worldwide | | | | |
| Network volumes | | 30 | % | | 32 | % |
| Total billed business | | 34 | | | 35 | |
| Consumer billed business | | 37 | | | 39 | |
| Commercial billed business | | 30 | | | 32 | |
| Processed volumes | | 12 | | | 15 | |
| | | | |
| U.S. | | | | |
| Network volumes | | 31 | | | |
| Total billed business | | 33 | | | |
| Consumer billed business | | 38 | | | |
| Commercial billed business | | 30 | | | |
| | | | |
| Outside the U.S. | | | | |
| Network volumes | | 27 | | | 33 | |
| Total billed business | | 34 | | | 41 | |
| Consumer billed business | | 36 | | | 43 | |
| Commercial billed business | | 32 | | | 39 | |
| Asia Pacific, Australia & New Zealand network volumes | | 13 | | | 19 | |
| Latin America, Canada & Caribbean network volumes | | 39 | | | 40 | |
| Europe, the Middle East & Africa network volumes | | 50 | | | 57 | |
| | | | |
| Merchant Industry Metrics | | | | |
| Worldwide billed business | | | | |
| G&S-related (77% of worldwide billed business) | | 19 | | | 21 | |
| T&E-related (23% of worldwide billed business) | | 119 | | | 121 | |
| Airline-related (5% of worldwide billed business) | | 241 | | | 246 | % |
| U.S. billed business | | | | |
| G&S-related (77% of U.S. billed business) | | 20 | | | |
| T&E-related (23% of U.S. billed business) | | 110 | | | |
| Airline-related (5% of U.S. billed business) | | 217 | % | | |
(a)The foreign currency adjusted information assumes a constant exchange rate between the periods being compared for purposes of currency translation into U.S. dollars (i.e., assumes the foreign exchange rates used to determine results for the current period apply to the corresponding prior year period against which such results are being compared).
Table 7: Selected Credit-Related Statistical Information
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | As of or for the Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | | | |
| Worldwide Card Member loans: | | | | | | | | | | | | |
Card Member loans: (billions) | | | | | | | | | | | | |
| U.S. | | $ | 77.2 | | $ | 61.6 | | 25 | % | | | | | | |
| Outside the U.S. | | 11.6 | | 8.5 | | 36 | | | | | | | |
| Total | | $ | 88.8 | | $ | 70.1 | | 27 | | | | | | | |
| Credit loss reserves: | | | | | | | | | | | | |
Beginning balance | | $ | 3,305 | | $ | 5,344 | | (38) | | | | | | | |
| Provisions - principal, interest and fees | | (111) | | (573) | | 81 | | | | | | | |
| Net write-offs — principal less recoveries | | (165) | | (241) | | (32) | | | | | | | |
| Net write-offs — interest and fees less recoveries | | (50) | | (63) | | (21) | | | | | | | |
Other (a) | | 2 | | — | | — | | | | | | |
| Ending balance | | $ | 2,981 | | $ | 4,467 | | (33) | | | | | | | |
| % of loans | | 3.4 | % | | 6.4 | % | | | | | | | | |
| % of past due | | 455 | % | | 723 | % | | | | | | | | |
Average loans (billions) | | $ | 86.8 | | | $ | 70.7 | | | 23 | | | | | | | |
Net write-off rate — principal only (b) | | 0.8 | % | | 1.4 | % | | | | | | | | |
Net write-off rate — principal, interest and fees (b) | | 1.0 | | | 1.7 | | | | | | | | | |
30+ days past due as a % of total | | 0.7 | % | | 0.9 | % | | | | | | | | |
| | | | | | | | | | | | |
| Worldwide Card Member receivables: | | | | | | | | | | | | |
Card Member receivables: (billions) | | | | | | | | | | | | |
| U.S. | | $ | 38.2 | | $ | 30.1 | | 27 | | | | | | | |
| Outside the U.S. | | 15.0 | | 11.9 | | 26 | | | | | | | |
Total | | $ | 53.2 | | $ | 42.0 | | 27 | | | | | | | |
| Credit loss reserves: | | | | | | | | | | | | |
| Beginning balance | | $ | 64 | | $ | 267 | | (76) | | | | | | | |
| Provisions - principal and fees | | 80 | | (10) | | # | | | | | | |
Net write-offs - principal and fees less recoveries | | (67) | | (53) | | 26 | | | | | | | |
Other (a) | | (1) | | (2) | | (50) | | | | | | | |
| Ending balance | | $ | 76 | | $ | 202 | | (62) | % | | | | | | |
| % of receivables | | 0.1 | % | | 0.5 | % | | | | | | | | |
Net write-off rate — principal and fees (c) | | 0.5 | % | | 0.5 | % | | | | | | | | |
# Denotes a variance of 100 percent or more
(a)Other includes foreign currency translation adjustments.
(b)We present a net write-off rate based on principal losses only (i.e., excluding interest and/or fees) to be consistent with industry convention. In addition, as our practice is to include uncollectible interest and/or fees as part of our total provision for credit losses, a net write-off rate including principal, interest and/or fees is also presented.
(c)Refer to Tables 10 and 13 for Net write-off rate - principal only and 30+ days past due metrics for Global Consumer Services Group (GCSG) and Global Small Business Services (GSBS) receivables, respectively. A net write-off rate based on principal losses only for Global Corporate Payments (GCP), which reflects global, large and middle market corporate accounts, is not available due to system constraints.
Table 8: Net Interest Yield on Average Card Member Loans | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | |
| Net interest income | | $ | 2,199 | | $ | 1,830 | | | | |
| Exclude: | | | | | | | | |
Interest expense not attributable to our Card Member loan portfolio (a) | | 158 | | 236 | | | | |
Interest income not attributable to our Card Member loan portfolio (b) | | (105) | | (96) | | | | |
Adjusted net interest income (c) | | $ | 2,252 | | $ | 1,970 | | | | |
Average Card Member loans (billions) | | $ | 86.8 | | $ | 70.7 | | | | |
Net interest income divided by average Card Member loans (c) | | 10.1 | % | | 10.4 | % | | | | |
Net interest yield on average Card Member loans (c) | | 10.5 | % | | 11.3 | % | | | | |
(a)Primarily represents interest expense attributable to maintaining our corporate liquidity pool and funding Card Member receivables.
(b)Primarily represents interest income attributable to Other loans, interest-bearing deposits and the fixed income investment portfolios.
(c)Adjusted net interest income and net interest yield on average Card Member loans are non-GAAP measures. Refer to “Glossary of Selected Terminology” for the definitions of these terms. We believe adjusted net interest income is useful to investors because it represents the interest expense and interest income attributable to our Card Member loan portfolio and is a component of net interest yield on average Card Member loans, which provides a measure of profitability of our Card Member loan portfolio. Net interest yield on average Card Member loans reflects adjusted net interest income divided by average Card Member loans, computed on an annualized basis. Net interest income divided by average Card Member loans, computed on an annualized basis, a GAAP measure, includes elements of total interest income and total interest expense that are not attributable to the Card Member loan portfolio, and thus is not representative of net interest yield on average Card Member loans.
Business Segment Results of Operations
Effective for the first quarter of 2022, we updated the methodology used to allocate certain revenues across reportable operating segments. Prior period amounts have been recast to conform with current period presentation.
Global Consumer Services Group
Table 9: GCSG Selected Income Statement Data | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | Change | | | | |
| (Millions, except percentages) | | 2022 | | 2021 | | 2022 vs. 2021 | | | | | | |
| Revenues | | | | | | | | | | | | | | | | |
| Non-interest revenues | | $ | 5,049 | | $ | 3,809 | | $ | 1,240 | | | 33% | | | | | | | | |
| Interest income | | 2,040 | | 1,808 | | 232 | | | 13 | | | | | | | | |
| Interest expense | | 192 | | 188 | | 4 | | | 2 | | | | | | | | |
| Net interest income | | 1,848 | | 1,620 | | 228 | | | 14 | | | | | | | | |
| Total revenues net of interest expense | | 6,897 | | 5,429 | | 1,468 | | | 27 | | | | | | | | |
| Provisions for credit losses | | (55) | | (503) | | 448 | | | 89 | | | | | | | | |
| Total revenues net of interest expense after provisions for credit losses | | 6,952 | | 5,932 | | 1,020 | | | 17 | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| Total expenses | | 5,217 | | 3,787 | | 1,430 | | | 38 | | | | | | | | |
| Pretax segment income | | $ | 1,735 | | $ | 2,145 | | $ | (410) | | | (19)% | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
GCSG primarily issues a wide range of proprietary consumer cards globally. GCSG also provides services to consumers, including travel and lifestyle services and non-card financing products, and manages certain international joint ventures, our partnership agreements in China and our loyalty coalition businesses operated in certain countries.
Non-interest revenues increased across all revenue categories.
Discount revenue increased 40 percent, primarily driven by an increase in consumer billed business of 37 percent.
See Tables 5, 6 and 10 for more details on volume performance.
Net card fees increased 13 percent, primarily driven by growth in our premium card portfolios. The year-over-year growth rate also reflected the previously-mentioned prospective change we made in the recognition of certain costs paid to a third party previously recognized in Net card fees, effective April 1, 2021.
Service fees and other revenue increased 38 percent, primarily due to higher foreign exchange conversion revenue related to cross-border Card Member spending and higher travel commissions and fees from our consumer travel business.
Net interest income increased, primarily due to an increase in average Card Member loan balances, partially offset by higher paydown rates on Card Member loan balances.
Card Member loans provision for credit losses resulted in a lower net benefit for the current three month period, primarily due to a lower reserve release in the current period, partially offset by lower net write-offs. The reserve release in the current period was primarily driven by a reduction in pandemic-driven reserves reflecting sustained recovery from the macroeconomic impact of the COVID-19 pandemic. The reserve release in the prior period was driven by improving macroeconomic indicators as well as improved credit performance.
Card Member receivables provision for credit losses increased for the current three month period, primarily due to a reserve build in the current period, versus a reserve release in the prior period, primarily driven by higher delinquencies.
Card Member rewards expense increased 43 percent, primarily driven by higher billed business as well as a larger proportion of spend in categories that earn incremental rewards such as travel.
Business development expense increased 38 percent, primarily due to increased partner payments driven by higher network volumes.
Card Member services expense increased 97 percent, primarily due to higher usage of travel-related benefits in the current year.
Marketing expense increased 32 percent, primarily due to increases in business investments. The year-over-year growth rate also reflected the previously-mentioned prospective change we made in the recognition of certain costs paid to a third party previously recognized in Net card fees, effective April 1, 2021.
Salaries and employee benefits and other operating expenses increased 21 percent, primarily driven by higher compensation and higher technology and other servicing-related costs.
Table 10: GCSG Selected Statistical Information | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | As of or for the Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | | | |
Billed business: (billions) | | | | | | | | | | | | |
| U.S. | | $ | 122.7 | | $ | 89.0 | | 38 | % | | | | | | |
| Outside the U.S. | | 41.1 | | 30.3 | | 36 | | | | | | | |
| Total | | $ | 163.8 | | $ | 119.3 | | 37 | | | | | | | |
| Proprietary cards-in-force: | | | | | | | | | | | | |
| U.S. | | 39.8 | | 37.8 | | 5 | | | | | | | |
| Outside the U.S. | | 17.2 | | 16.7 | | 3 | | | | | | | |
| Total | | 57.0 | | 54.5 | | 5 | | | | | | | |
| Proprietary basic cards-in-force: | | | | | | | | | | | | |
| U.S. | | 27.9 | | 26.7 | | 4 | | | | | | | |
| Outside the U.S. | | 12.1 | | 11.6 | | 4 | | | | | | | |
| Total | | 40.0 | | 38.3 | | 4 | | | | | | | |
Average proprietary basic Card Member spending: (dollars) | | | | | | | | | | | | |
| U.S. | | $ | 4,444 | | $ | 3,336 | | 33 | | | | | | | |
| Outside the U.S. | | $ | 3,434 | | $ | 2,616 | | 31 | | | | | | | |
| Average | | $ | 4,138 | | $ | 3,118 | | 33 | | | | | | | |
Total segment assets (billions) | | $ | 101.0 | | $ | 81.9 | | 23 | | | | | | | |
| Card Member loans: | | | | | | | | | | | | |
Total loans (billions) | | | | | | | | | | | | |
| U.S. | | $ | 59.1 | | $ | 48.3 | | 22 | | | | | | | |
| Outside the U.S. | | 10.4 | | 8.0 | | 30 | | | | | | | |
| Total | | $ | 69.5 | | $ | 56.3 | | 23 | | | | | | | |
Average loans (billions) | | | | | | | | | | | | |
| U.S. | | $ | 58.1 | | $ | 49.0 | | 19 | | | | | | | |
| Outside the U.S. | | 10.4 | | 8.3 | | 25 | | | | | | | |
| Total | | $ | 68.5 | | $ | 57.3 | | 20 | % | | | | | | |
| | | | | | | | | | | | |
| U.S. | | | | | | | | | | | | |
Net write-off rate - principal only (a) | | 0.8 | % | | 1.3 | % | | | | | | | | |
Net write-off rate - principal, interest and fees (a) | | 1.0 | | | 1.6 | | | | | | | | | |
| 30+ days past due as a % of total | | 0.8 | | | 0.9 | | | | | | | | | |
| Outside the U.S. | | | | | | | | | | | | |
Net write-off rate - principal only (a) | | 1.0 | | | 2.5 | | | | | | | | | |
Net write-off rate - principal, interest and fees (a) | | 1.3 | | | 3.2 | | | | | | | | | |
| 30+ days past due as a % of total | | 0.9 | | | 1.6 | | | | | | | | | |
| Total | | | | | | | | | | | | |
Net write-off rate – principal only (a) | | 0.8 | | | 1.4 | | | | | | | | | |
Net write-off rate – principal, interest and fees (a) | | 1.1 | | | 1.8 | | | | | | | | | |
| 30+ days past due as a % of total | | 0.8 | % | | 1.0 | % | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | As of or for the Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | | | |
Card Member receivables: (billions) | | | | | | | | | | | | |
| U.S. | | $ | 13.4 | | $ | 11.2 | | 20 | % | | | | | | |
| Outside the U.S. | | 7.2 | | 6.0 | | 20 | | | | | | | |
| Total | | $ | 20.6 | | $ | 17.2 | | 20 | % | | | | | | |
| | | | | | | | | | | | |
| U.S. | | | | | | | | | | | | |
Net write-off rate – principal only (a) | | 0.2 | % | | — | % | | | | | | | | |
Net write-off rate – principal and fees (a) | | 0.3 | | | 0.1 | | | | | | | | | |
| 30+ days past due as a % of total | | 0.6 | | | 0.4 | | | | | | | | | |
| Outside the U.S. | | | | | | | | | | | | |
Net write-off rate – principal only (a) | | 0.9 | | | 1.3 | | | | | | | | | |
Net write-off rate – principal and fees (a) | | 0.9 | | | 1.4 | | | | | | | | | |
| 30+ days past due as a % of total | | 1.0 | | | 0.9 | | | | | | | | | |
| Total | | | | | | | | | | | | |
Net write-off rate – principal only (a) | | 0.5 | | | 0.5 | | | | | | | | | |
Net write-off rate – principal and fees (a) | | 0.5 | | | 0.6 | | | | | | | | | |
| 30+ days past due as a % of total | | 0.7 | % | | 0.6 | % | | | | | | | | |
(a)Refer to Table 7 footnote (b).
Table 11: GCSG Net Interest Yield on Average Card Member Loans | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | |
| U.S. | | | | | | | | |
| Net interest income | | $ | 1,633 | | $ | 1,421 | | | | |
| Exclude: | | | | | | | | |
Interest expense not attributable to our Card Member loan portfolio (a) | | 34 | | 60 | | | | |
Interest income not attributable to our Card Member loan portfolio (b) | | (42) | | (25) | | | | |
Adjusted net interest income (c) | | $ | 1,625 | | $ | 1,456 | | | | |
Average Card Member loans (billions) | | $ | 58.1 | | $ | 49.0 | | | | |
Net interest income divided by average Card Member loans (c) | | 11.2 | % | | 11.6 | % | | | | |
Net interest yield on average Card Member loans (c) | | 11.3 | % | | 12.1 | % | | | | |
| Outside the U.S. | | | | | | | | |
| Net interest income | | $ | 215 | | $ | 199 | | | | |
| Exclude: | | | | | | | | |
Interest expense not attributable to our Card Member loan portfolio (a) | | 26 | | 26 | | | | |
Interest income not attributable to our Card Member loan portfolio (b) | | (3) | | (2) | | | | |
Adjusted net interest income (c) | | $ | 238 | | $ | 223 | | | | |
Average Card Member loans (billions) | | $ | 10.4 | | $ | 8.3 | | | | |
Net interest income divided by average Card Member loans (c) | | 8.3 | % | | 9.6 | % | | | | |
Net interest yield on average Card Member loans (c) | | 9.3 | % | | 10.9 | % | | | | |
| Total | | | | | | | | |
| Net interest income | | $ | 1,848 | | $ | 1,620 | | | | |
| Exclude: | | | | | | | | |
Interest expense not attributable to our Card Member loan portfolio (a) | | 59 | | 86 | | | | |
Interest income not attributable to our Card Member loan portfolio (b) | | (44) | | (27) | | | | |
Adjusted net interest income (c) | | $ | 1,863 | | $ | 1,679 | | | | |
Average Card Member loans (billions) | | $ | 68.5 | | $ | 57.3 | | | | |
Net interest income divided by average Card Member loans (c) | | 10.8 | % | | 11.3 | % | | | | |
Net interest yield on average Card Member loans (c) | | 11.0 | % | | 11.9 | % | | | | |
(a)Refer to Table 8 footnote (a).
(b)Refer to Table 8 footnote (b).
(c)Refer to Table 8 footnote (c).
Global Commercial Services
Table 12: GCS Selected Income Statement Data | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages) | | 2022 | | 2021 | | | | | | |
| Revenues | | | | | | | | | | | | | | | | |
| Non-interest revenues | | $ | 3,180 | | $ | 2,442 | | $ | 738 | | | 30 | % | | | | | | | | |
| Interest income | | 436 | | 336 | | 100 | | | 30 | | | | | | | | | |
| Interest expense | | 122 | | 116 | | 6 | | | 5 | | | | | | | | | |
| Net interest income | | 314 | | 220 | | 94 | | | 43 | | | | | | | | | |
| Total revenues net of interest expense | | 3,494 | | 2,662 | | 832 | | | 31 | | | | | | | | | |
| Provisions for credit losses | | 21 | | (161) | | 182 | | | # | | | | | | | | |
| Total revenues net of interest expense after provisions for credit losses | | 3,473 | | 2,823 | | 650 | | | 23 | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| Total expenses | | 2,669 | | 2,148 | | 521 | | | 24 | | | | | | | | | |
| Pretax segment income | | $ | 804 | | $ | 675 | | $ | 129 | | | 19 | % | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
# Denotes a variance of 100 percent or more
GCS primarily issues a wide range of proprietary corporate and small business cards globally. GCS also provides payment, expense management and financing solutions to businesses.
Non-interest revenues increased, primarily driven by higher Discount revenue, Net card fees and Service fees and other revenue, partially offset by a decrease in Processed revenue.
Discount revenue increased 34 percent, primarily driven by an increase in commercial billed business of 30 percent.
See Tables 5, 6 and 13 for more details on volume performance.
Net card fees increased 16 percent, primarily driven by growth in our premium card portfolios.
Processed revenue decreased 48 percent, primarily driven by the repositioning of certain of our alternative payment solutions.
Net interest income increased, primarily due to an increase in average Card Member loan balances, partially offset by higher paydown rates on Card Member loan balances.
Card Member loans provision for credit losses resulted in a lower net benefit for the current three month period, primarily due to a lower reserve release in the current period, partially offset by lower net write-offs. The reserve release in the current period was primarily driven by a reduction in pandemic-driven reserves reflecting sustained recovery from the macroeconomic impact of the COVID-19 pandemic. The reserve release in the prior period was driven by improving macroeconomic indicators as well as improved credit performance.
Card Member receivables provision for credit losses increased for the current three month period, primarily due to a lower reserve release in the current period versus the prior period, primarily driven by higher delinquencies.
Card Member rewards expense increased 32 percent, primarily driven by higher billed business as well as a larger proportion of spend in categories that earn incremental rewards such as travel.
Business development expense increased 41 percent, primarily due to increased partner payments driven by higher billed business.
Card Member services expense increased 116 percent, primarily due to higher usage of travel-related benefits in the current year.
Marketing expense increased 20 percent, primarily due to increases in business investments.
Salaries and employee benefits and other operating expenses increased 8 percent, primarily driven by higher compensation and higher technology and other servicing-related costs.
Table 13: GCS Selected Statistical Information | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | As of or for the Three Months Ended March 31, | | Change 2022 vs 2021 | | | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | | | |
Billed business (billions) | | $ | 135.7 | | $ | 104.0 | | 30 | % | | | | | | |
| Proprietary cards-in-force | | 15.8 | | 14.5 | | 9 | | | | | | | |
Average Card Member spending (dollars) | | $ | 8,682 | | $ | 7,159 | | 21 | | | | | | | |
Total segment assets (billions) | | $ | 55.6 | | $ | 42.4 | | 31 | | | | | | | |
| GSBS Card Member loans: | | | | | | | | | | | | |
Total loans (billions) | | $ | 19.3 | | $ | 13.8 | | 40 | | | | | | | |
Average loans (billions) | | $ | 18.2 | | $ | 13.4 | | 36 | | | | | | | |
Net write-off rate - principal only (a) | | 0.6 | % | | 1.0 | % | | | | | | | | |
Net write-off rate - principal, interest and fees (a) | | 0.7 | % | | 1.2 | % | | | | | | | | |
| 30+ days past due as a % of total | | 0.6 | % | | 0.6 | % | | | | | | | | |
| Calculation of Net Interest Yield on Average Card Member Loans: | | | | | | | | | | | | |
| Net interest income | | $ | 314 | | $ | 220 | | | | | | | | |
| Exclude: | | | | | | | | | | | | |
Interest expense not attributable to our Card Member loan portfolio (b) | | 91 | | 93 | | | | | | | | |
Interest income not attributable to our Card Member loan portfolio (c) | | (16) | | (22) | | | | | | | | |
Adjusted net interest income (d) | | $ | 389 | | $ | 291 | | | | | | | | |
Average Card Member loans (billions) | | $ | 18.3 | | $ | 13.5 | | | | | | | | |
Net interest income divided by average Card Member loans (d) | | 6.9 | % | | 6.5 | % | | | | | | | | |
Net interest yield on average Card Member loans (d) | | 8.6 | % | | 8.7 | % | | | | | | | | |
| Card Member receivables: | | | | | | | | | | | | |
Total receivables (billions) | | $ | 32.5 | | $ | 24.8 | | 31 | | | | | | | |
Net write-off rate - principal and fees (e) | | 0.5 | % | | 0.5 | % | | | | | | | | |
| GCP Card Member receivables: | | | | | | | | | | | | |
Total receivables (billions) | | $ | 14.5 | | $ | 10.5 | | 38 | | | | | | | |
90+ days past billing as a % of total (e) | | 0.3 | % | | 0.4 | % | | | | | | | | |
Net write-off rate - principal and fees (e) | | 0.2 | % | | 0.4 | % | | | | | | | | |
| GSBS Card Member receivables: | | | | | | | | | | | | |
Total receivables (billions) | | $ | 18.0 | | $ | 14.3 | | 26 | % | | | | | | |
Net write-off rate - principal only (a) | | 0.7 | % | | 0.5 | % | | | | | | | | |
Net write-off rate - principal and fees (a) | | 0.8 | % | | 0.5 | % | | | | | | | | |
| 30+ days past due as a % of total | | 0.9 | % | | 0.6 | % | | | | | | | | |
(a)Refer to Table 7 footnote (b).
(b)Refer to Table 8 footnote (a).
(c)Refer to Table 8 footnote (b).
(d)Refer to Table 8 footnote (c).
(e)For GCP Card Member receivables, delinquency data is tracked based on days past billing status rather than days past due. A Card Member account is considered 90 days past billing if payment has not been received within 90 days of the Card Member’s billing statement date. In addition, if we initiate collection procedures on an account prior to the account becoming 90 days past billing, the associated Card Member receivable balance is classified as 90 days past billing. GCP delinquency data for periods other than 90+ days past billing and the net write-off rate based on principal losses only are not available due to system constraints.
Global Merchant and Network Services
Table 14: GMNS Selected Income Statement and Other Data | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Three Months Ended March 31, | | Change 2022 vs. 2021 | | | | |
| (Millions, except percentages and where indicated) | | 2022 | | 2021 | | | | | | |
| Revenues | | | | | | | | | | | | | | | | |
| Non-interest revenues | | $ | 1,356 | | $ | 1,061 | | $ | 295 | | | 28% | | | | | | | | |
| Interest income | | 2 | | 4 | | (2) | | | (50) | | | | | | | | |
| Interest expense | | (44) | | (17) | | (27) | | | # | | | | | | | | |
| Net interest income | | 46 | | 21 | | 25 | | | # | | | | | | | | |
| Total revenues net of interest expense | | 1,402 | | 1,082 | | 320 | | | 30 | | | | | | | | |
| Provisions for credit losses | | — | | (10) | | 10 | | | # | | | | | | | | |
| Total revenues net of interest expense after provisions for credit losses | | 1,402 | | 1,092 | | 310 | | | 28 | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| Total expenses | | 715 | | 707 | | 8 | | | 1 | | | | | | | | |
| Pretax segment income | | 687 | | 385 | | 302 | | | 78 | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | |
Total segment assets (billions) | | $ | 16.1 | | $ | 13.6 | | | | 18% | | | | | | | | |
# Denotes a variance of 100 percent or more
GMNS operates a global payments network that processes and settles card transactions, acquires merchants and provides multi-channel marketing programs and capabilities, services and data analytics, leveraging our global integrated network. GMNS manages our partnership relationships with third-party card issuers, merchant acquirers and a prepaid reloadable and gift card program manager, licensing the American Express brand and extending the reach of the global network.
Non-interest revenues increased, primarily driven by higher Discount revenue due to a 34 percent increase in worldwide billed business.
See Tables 5 and 6 for more details on volume performance.
GMNS receives an interest expense credit relating to internal transfer pricing due to its merchant payables. Net interest income increased, primarily due to a higher interest expense credit, largely driven by an increase in average merchant payables related to year-over-year network volume growth.
Business development expense increased 9 percent, primarily due to increased partner payments driven by higher network volumes.
Marketing expense increased 13 percent, primarily due to increases in business investments.
Salaries and employee benefits and other operating expenses decreased 5 percent, primarily driven by a current year reserve release versus a prior year reserve build for merchant exposure associated with Card Member travel-related purchases during the COVID-19 pandemic, partially offset by higher compensation.
Corporate & Other
Corporate functions and certain other businesses are included in Corporate & Other.
Corporate & Other pretax loss was $514 million for the three months ended March 31, 2022, compared to $212 million for the same period in the prior year. The increase in the pretax loss was primarily driven by net gains on Amex Ventures equity investments in the prior year, partially offset by lower deferred and current compensation costs and a lower net loss in the current year from GBT.
CONSOLIDATED CAPITAL RESOURCES AND LIQUIDITY
Our balance sheet management objectives are to maintain:
•A solid and flexible equity capital profile;
•A broad, deep and diverse set of funding sources to finance our assets and meet operating requirements; and
•Liquidity programs that enable us to continuously meet expected future financing obligations and business requirements for at least a twelve month period in the event we are unable to continue to raise new funds under our regular funding programs during a substantial weakening in economic conditions.
We continue to see volatility in the capital markets due to a variety of factors, including the COVID-19 pandemic, the ongoing military conflict between Russia and Ukraine, supply chain disruptions and inflation. We monitor the changing macroeconomic environment and manage our balance sheet to reflect evolving circumstances.
Capital
We believe capital allocated to growing businesses with a return on risk-adjusted equity in excess of our costs will generate shareholder value. Our objective is to retain sufficient levels of capital generated through net income and other sources, such as the exercise of stock options by employees, to maintain a strong balance sheet, provide flexibility to support future business growth, and distribute excess capital to shareholders through dividends and share repurchases. See “Dividends and Share Repurchases” below.
We seek to maintain capital levels and ratios in excess of the minimum regulatory requirements, specifically within a 10 to 11 percent target range for American Express Company's Common Equity Tier 1 (CET1) risk-based capital ratio.
We maintain certain flexibility to shift capital across our businesses as appropriate. For example, we may infuse additional capital into subsidiaries to maintain capital at targeted levels in consideration of debt ratings and regulatory requirements. These infused amounts can affect the capital and liquidity positions at the American Express parent company level or in other subsidiaries.
We report our capital ratios using the Basel III capital definitions and the Basel III standardized approach for calculating risk-weighted assets.
The following table presents our regulatory risk-based capital and leverage ratios and those of our U.S. bank subsidiary, American Express National Bank (AENB), as of March 31, 2022.
Table 15: Regulatory Risk-Based Capital and Leverage Ratios | | | | | | | | | | | | | | |
| | Effective Minimum (a) | | Ratios as of March 31, 2022 |
| Risk-Based Capital | | | | |
| Common Equity Tier 1 | | 7.0 | % | | |
| American Express Company | | | | 10.4 | % |
| American Express National Bank | | | | 12.6 | |
| Tier 1 | | 8.5 | | | |
| American Express Company | | | | 11.4 | |
| American Express National Bank | | | | 12.6 | |
| Total | | 10.5 | | | |
| American Express Company | | | | 12.8 | |
| American Express National Bank | | | | 14.6 | |
| Tier 1 Leverage | | 4.0 | % | | |
| American Express Company | | | | 10.4 | |
| American Express National Bank | | | | 10.9 | % |
(a)Represents Basel III minimum requirements and applicable regulatory buffers as defined by the federal banking regulators, which includes the stress capital buffer (SCB) for American Express Company and the capital conservation buffer for AENB.
The following table presents American Express Company's regulatory risk-based capital and risk-weighted assets as of March 31, 2022:
Table 16: Regulatory Risk-Based Capital Components and Risk Weighted Assets | | | | | | | | |
American Express Company ($ in Billions) | | March 31, 2022 |
| Risk-Based Capital | | |
| Common Equity Tier 1 | | $ | 17.6 | |
| Tier 1 Capital | | 19.3 | |
Tier 2 Capital | | 2.4 | |
| Total Capital | | 21.6 | |
| | |
| Risk-Weighted Assets | | 169.4 | |
| Average Total Assets to calculate the Tier 1 Leverage Ratio | | $ | 185.3 | |
The following are definitions for our regulatory risk-based capital ratios and leverage ratio, which are calculated as per standard regulatory guidance:
Risk-Weighted Assets — Assets are weighted for risk according to a formula used by the Federal Reserve to conform to capital adequacy guidelines. On- and off-balance sheet items are weighted for risk, with off-balance sheet items converted to balance sheet equivalents, using risk conversion factors, before being allocated a risk-adjusted weight. Off-balance sheet exposures comprise a minimal part of the total risk-weighted assets.
Common Equity Tier 1 Risk-Based Capital Ratio — Calculated as CET1 capital, divided by risk-weighted assets. CET1 capital is common shareholders’ equity, adjusted for ineligible goodwill and intangible assets and certain deferred tax assets. CET1 capital is also adjusted for the Current Expected Credit Loss (CECL) final rules, as described below.
Tier 1 Risk-Based Capital Ratio — Calculated as Tier 1 capital divided by risk-weighted assets. Tier 1 capital is the sum of CET1 capital, preferred shares and third-party non-controlling interests in consolidated subsidiaries, adjusted for capital held by insurance subsidiaries. The minimum requirement for the Tier 1 risk-based capital ratio is 1.5 percent higher than the minimum for the CET1 risk-based capital ratio. We have $1.6 billion of preferred shares outstanding to help address a portion of the Tier 1 capital requirements in excess of common equity requirements.
Total Risk-Based Capital Ratio — Calculated as the sum of Tier 1 capital and Tier 2 capital, divided by risk-weighted assets. Tier 2 capital is the sum of the reserve for loan and receivable credit losses adjusted for the CECL final rules (limited to 1.25 percent of risk-weighted assets) and $240 million of eligible subordinated notes, adjusted for capital held by insurance subsidiaries. The $240 million of eligible subordinated notes reflect a 60 percent, or $360 million, reduction of Tier 2 capital credit for the $600 million subordinated debt issued in December 2014.
Tier 1 Leverage Ratio — Calculated by dividing Tier 1 capital by our average total consolidated assets for the most recent quarter.
We elected to delay the impact of the adoption of the CECL methodology on regulatory capital for two years followed by a three-year phase-in period pursuant to rules issued by federal banking regulators (the CECL final rules). We have begun phasing in the $0.7 billion cumulative amount that is not recognized in regulatory capital at 25 percent per year beginning January 1, 2022.
As a Category IV firm, we are subject to the Federal Reserve's supervisory stress tests in 2022. We submitted to the Federal Reserve our annual capital plan in April 2022. The Federal Reserve is expected to notify us of our SCB by the end of the second quarter of 2022, which will be effective by the beginning of the fourth quarter of 2022.
Dividends and Share Repurchases
We return capital to common shareholders through dividends and share repurchases. The share repurchases reduce common shares outstanding and generally more than offset the issuance of new shares as part of employee compensation plans.
During the three months ended March 31, 2022, we returned $1.9 billion to our shareholders in the form of common stock dividends of $0.4 billion and share repurchases of $1.5 billion. We repurchased 8.2 million common shares at an average price of $180.64 in the first quarter of 2022.
In addition, during the three months ended March 31, 2022, we paid $14 million in dividends on non-cumulative perpetual preferred shares outstanding.
Funding Strategy
Our principal funding objective is to maintain broad and well-diversified funding sources to allow us to finance our global businesses and to maintain a strong liquidity profile.
We aim to satisfy our financing needs with a diverse set of funding sources. The diversity of funding sources by type of instrument, by tenor and by investor base, among other factors, mitigates the impact of disruptions in any one type of instrument, tenor or investor. We seek to achieve diversity and cost efficiency in our funding sources by maintaining scale and market relevance in unsecured debt, asset securitizations and deposits, and access to secured borrowing facilities and a committed bank credit facility.
Summary of Consolidated Debt
We had the following customer deposits and consolidated debt outstanding as of March 31, 2022 and December 31, 2021:
Table 17: Summary of Customer Deposits and Consolidated Debt | | | | | | | | | | | | | | |
| (Billions) | | March 31, 2022 | | December 31, 2021 |
| Customer deposits | | $ | 90.9 | | | $ | 84.4 | |
| Short-term borrowings | | 2.1 | | | 2.2 | |
| Long-term debt | | 38.3 | | | 38.7 | |
| Total customer deposits and debt | | $ | 131.3 | | | $ | 125.3 | |
We may redeem from time to time certain debt securities prior to the original contractual maturity dates in accordance with the optional redemption provisions of those debt securities.
Table 18: Debt Issuances | | | | | | | | |
| (Billions) | | 2022 |
| American Express Company: | | |
| Fixed Rate Senior Notes (weighted-average coupon rate of 2.40%) | | $ | 3.5 | |
Floating Rate Senior Notes (compounded SOFR (a) plus weighted-average spread of 93 basis points) | | 0.5 | |
| American Express Credit Account Master Trust: | | |
Fixed Rate Class A Certificates (weighted-average coupon of 2.21%) | | 1.3 | |
| Total | | $ | 5.3 | |
(a)Secured overnight financing rate (SOFR).
Our equity capital and funding strategies are designed, among other things, to maintain appropriate and stable unsecured debt ratings from the major credit rating agencies: Moody’s Investor Services (Moody’s), Standard & Poor’s (S&P) and Fitch Ratings (Fitch). Such ratings help support our access to cost-effective unsecured funding as part of our overall funding strategy. Our asset securitization activities are rated separately.
Table 19: Unsecured Debt Ratings | | | | | | | | | | | | | | |
| American Express Entity | Moody's | S&P | Fitch |
| American Express Company | Long Term | A2 | BBB+ | A |
| Short Term | N/A | A-2 | F1 |
| Outlook | Stable | Stable | Stable |
| American Express Travel Related Services Company, Inc. | Long Term | A2 | A- | A |
| Short Term | Prime-1 | A-2 | F1 |
| Outlook | Stable | Stable | Stable |
| American Express National Bank | Long Term | A3 | A- | A |
| Short Term | Prime-1 | A-2 | F1 |
| Outlook | Stable | Stable | Stable |
| American Express Credit Corporation | Long Term | A2 | A- | A |
| Short Term | N/A | N/A | N/A |
| Outlook | Stable | Stable | Stable |
These ratings are not a recommendation to buy or hold any of our securities and they may be revised or revoked at any time at the sole discretion of the rating organization.
Downgrades in the ratings of our unsecured debt or asset securitization program securities could result in higher funding costs, as well as higher fees related to borrowings under our unused credit facilities. Declines in credit ratings could also reduce our borrowing capacity in the unsecured debt and asset securitization capital markets. We believe our funding mix, including the proportion of U.S. retail deposits insured by the Federal Deposit Insurance Corporation (FDIC) to total funding, should reduce the impact that credit rating downgrades would have on our funding capacity and costs.
Liquidity Management
Our liquidity objective is to maintain access to a diverse set of on- and off-balance sheet liquidity sources. We seek to maintain liquidity sources in amounts sufficient to meet our expected future financial obligations and business requirements for liquidity for a period of at least twelve months in the event we are unable to raise new funds under our regular funding programs during a substantial weakening in economic conditions.
Our liquidity management strategy includes a number of elements, including, but not limited to:
•Maintaining diversified funding sources (refer to the “Funding Strategy” section for more details);
•Maintaining unencumbered liquid assets and off-balance sheet liquidity sources;
•Projecting cash inflows and outflows under a variety of economic and market scenarios; and
•Establishing clear objectives for liquidity risk management, including compliance with regulatory requirements.
The amount and type of liquidity resources we maintain can vary over time, based upon the results of stress scenarios required under the Dodd-Frank Wall Street Reform and Consumer Protection Act, as well as additional stress scenarios required under our liquidity risk policy.
The investment income we receive on liquidity resources is less than the interest expense on the sources of funding for these balances. The net interest costs to maintain these resources have been substantial. The level of future net interest costs depends on the amount of liquidity resources we maintain and the difference between our cost of funding these amounts and their investment yields.
Securitized Borrowing Capacity
As of March 31, 2022, we maintained our committed, revolving, secured borrowing facility, with a maturity date of July 15, 2024, which gives us the right to sell up to $3.0 billion face amount of eligible AAA notes from the American Express Issuance Trust II (the Charge Trust). We also maintained our committed, revolving, secured borrowing facility with a maturity date of September 16, 2024, which gives us the right to sell up to $2.0 billion face amount of eligible AAA certificates from the American Express Credit Account Master Trust (the Lending Trust). Both facilities are used in the ordinary course of business to fund working capital needs, as well as to further enhance our contingent funding resources. As of March 31, 2022, $1.0 billion was drawn on the Charge Trust facility and no amounts were drawn on the Lending Trust facility.
Federal Reserve Discount Window
As an insured depository institution, AENB may borrow from the Federal Reserve Bank of San Francisco, subject to the amount of qualifying collateral that it may pledge. The Federal Reserve has indicated that both credit and charge card receivables are a form of qualifying collateral for secured borrowings made through the discount window. Whether specific assets will be considered qualifying collateral and the amount that may be borrowed against the collateral remain at the discretion of the Federal Reserve.
As of March 31, 2022, we had approximately $85.1 billion in U.S. credit card loans and charge card receivables that could be sold over time through our securitization trusts or pledged in return for secured borrowings to provide further liquidity, subject in each case to applicable market conditions and eligibility criteria.
Committed Bank Credit Facility
In addition to the secured borrowing facilities described above, we maintained a committed syndicated bank credit facility of $3.5 billion as of March 31, 2022, with a maturity date of October 15, 2024. As of March 31, 2022, no amounts were drawn on this facility.
Unused Credit Outstanding
As of March 31, 2022, we had approximately $337 billion of unused credit available to Card Members as part of established lending product agreements. Total unused credit available to Card Members does not represent potential future cash requirements, as a significant portion of this unused credit will likely not be drawn. Our charge card products generally have no pre-set spending limit and therefore are not reflected in unused credit available to Card Members.
Cash Flows
The following table summarizes our cash flow activity, followed by a discussion of the major drivers impacting operating, investing and financing cash flows for the three months ended March 31:
Table 20: Cash Flows | | | | | | | | | | | | | | |
| (Billions) | | 2022 | | 2021 |
| Total cash provided by (used in): | | | | |
| Operating activities | | $ | 3.9 | | | $ | 2.3 | |
| Investing activities | | (2.8) | | | 4.8 | |
| Financing activities | | 4.5 | | | 0.4 | |
| Effect of foreign currency exchange rates on cash and cash equivalents | | — | | | (0.2) | |
| Net increase in cash and cash equivalents | | $ | 5.6 | | | $ | 7.3 | |
Cash Flows from Operating Activities
Our cash flows from operating activities primarily include net income adjusted for (i) non-cash items included in net income, such as provisions for credit losses, depreciation and amortization, stock-based compensation, deferred taxes and other non-cash items and (ii) changes in the balances of operating assets and liabilities, which can vary significantly in the normal course of business due to the amount and timing of payments.
In 2022, the net cash provided by operating activities was primarily driven by cash generated from net income for the period and higher net operating liabilities.
In 2021, the net cash provided by operating activities was primarily driven by cash generated from net income for the period and lower net operating assets and liabilities.
Cash Flows from Investing Activities
Our cash flows from investing activities primarily include changes in Card Member loans and receivables, as well as changes in our available-for-sale investment securities portfolio.
In 2022, the net cash used in investing activities was primarily driven by net purchases of investment securities.
In 2021, the net cash provided by investing activities was primarily driven by lower Card Member loans and receivables balances. The decline in Card Member loans and receivables balances was due to ongoing paydown of outstanding balances by Card Members, combined with the decline in spending that occurred due to the COVID-19 pandemic.
Cash Flows from Financing Activities
Our cash flows from financing activities primarily include changes in customer deposits, long-term debt and short-term borrowings, as well as dividend payments and share repurchases.
In 2022, the net cash provided by financing activities was primarily driven by growth in customer deposits, partially offset by share repurchases and dividend payments.
In 2021, the net cash provided by financing activities was primarily driven by growth in customer deposits, partially offset by debt repayments and share repurchases and dividend payments.
OTHER MATTERS
Certain Legislative, Regulatory and Other Developments
Supervision & Regulation
We are subject to extensive government regulation and supervision in jurisdictions around the world, and the costs of compliance are substantial. The financial services industry is subject to rigorous scrutiny, high regulatory expectations, a range of regulations, and a stringent and unpredictable enforcement environment.
Governmental authorities have focused, and we believe will continue to focus, considerable attention on reviewing compliance by financial services firms with laws and regulations, and we continually work to evolve and improve our risk management framework, governance structures, practices and procedures. Reviews by us and governmental authorities to assess compliance with laws and regulations, as well as our own internal reviews to assess compliance with internal policies, including errors or misconduct by employees or third parties or control failures, have resulted in, and are likely to continue to result in, changes to our products, practices and procedures, restitution to our customers and increased costs related to regulatory oversight, supervision and examination. We have also been subject to regulatory actions and may continue to be the subject of such actions, including governmental inquiries, investigations, enforcement proceedings and the imposition of fines or civil money penalties, in the event of noncompliance or alleged noncompliance with laws or regulations. External publicity concerning investigations can increase the scope and scale of those investigations and lead to further regulatory inquiries.
For example, as previously disclosed, beginning in May 2020 we began responding to a regulatory review led by the Office of the Comptroller of the Currency and the Department of Justice Civil Division regarding historical sales practices relating to certain small business card sales. In January 2021, we received a grand jury subpoena from the United States Attorney’s Office for the Eastern District of New York regarding the sales practices for small business cards and a Civil Investigative Demand from the Consumer Financial Protection Bureau (CFPB) seeking information on sales practices related to consumers. We are cooperating with all inquiries into our sales practices and related compliance practices. We continue to review and enhance our processes and controls related to our sales practices and business conduct generally, take disciplinary and remedial actions where appropriate, and provide information regarding our reviews to our regulators, including the Federal Reserve. We do not believe these matters will have a material adverse impact on our business or results of operations.
Please see the “Supervision and Regulation” and “Risk Factors” sections of our Annual Report on Form 10-K for the year ended December 31, 2021 (the 2021 Form 10-K) for further information.
Consumer Financial Products Regulation
In the United States, our marketing, sale and servicing of consumer financial products and our compliance with certain federal consumer financial laws are supervised and examined by the CFPB, which has broad rulemaking and enforcement authority over providers of credit, savings and payment services and products and authority to prevent “unfair, deceptive or abusive” acts or practices. In addition, a number of U.S. states have significant consumer credit protection, disclosure and other laws (in certain cases more stringent than U.S. federal laws). U.S. federal law also regulates abusive debt collection practices, which along with bankruptcy and debtor relief laws, can affect our ability to collect amounts owed to us or subject us to regulatory scrutiny. Other jurisdictions around the world are increasingly focusing on consumer financial protection.
For more information on consumer financial products regulation, as well as the potential impacts on our results of operations and business, please see the “Supervision and Regulation” and “Risk Factors” sections of the 2021 Form 10-K.
Payments Regulation
Legislators and regulators in various countries in which we operate have focused on the operation of card networks, including through enforcement actions, legislation and regulations to change certain practices or pricing of card issuers, merchant acquirers and payment networks, and, in some cases, to establish broad and ongoing regulatory oversight regimes for payment systems.
The European Union, Australia, Canada and other jurisdictions have focused on interchange fees (that is, the fee paid by the bankcard merchant acquirer to the card issuer in payment networks like Visa and Mastercard), as well as the rules, contract terms and practices governing merchant card acceptance. Regulation and other governmental actions relating to pricing or practices could affect all networks directly or indirectly, as well as adversely impact consumers and merchants. Among other things, regulation of bankcard fees has negatively impacted, and may continue to negatively impact, the discount revenue we earn, including as a result of downward pressure on our merchant discount rates from decreases in competitor pricing in connection with caps on interchange fees. In some cases, regulations also extend to certain aspects of our business, such as network and cobrand arrangements or the terms of card acceptance for merchants. There is uncertainty as to when or how interchange fee caps and other provisions of the EU and U.K. payments legislation might apply when we work with cobrand partners and agents in the EU and the U.K. Given differing interpretations by regulators and participants in cobrand arrangements, we are subject to regulatory action, penalties and the possibility we will not be able to maintain our existing cobrand and agent relationships in the EU or the U.K.
Broad regulatory oversight over payment systems can also include, in some cases, requirements for international card networks to localize aspects of their operations, such as processing infrastructure and data storage, which increases our costs and could diminish the value of our closed loop. The development and enforcement of payment system regulatory regimes generally continue to grow and may adversely affect our ability to compete effectively and maintain and extend our global network. On April 23, 2021, the Reserve Bank of India imposed restrictions on the ability of American Express Banking Corp. to engage in certain card issuing activities in India from May 1, 2021 until it complies with a regulation requiring storage of payment transaction data exclusively in India. This order does not impact existing customers. We are working towards complying with the regulation.
For more information on payments regulation, as well as the potential impacts on our results of operations and business, please see the “Supervision and Regulation” and “Risk Factors” sections of the 2021 Form 10-K.
Surcharging
In various countries, such as certain Member States in the EU and Australia, merchants are permitted by law to surcharge card purchases. In addition, the laws of a number of states in the United States that prohibit surcharging have been overturned and certain states have passed or are considering laws to permit surcharging by merchants. Surcharging is an adverse customer experience and could have a material adverse effect on us, particularly where it only or disproportionately impacts credit card usage or card usage generally, our Card Members or our business. In addition, other steering or differential acceptance practices that are permitted by regulation in some jurisdictions could also have a material adverse effect on us.
For more information on the potential impacts of surcharging and other actions that could impair the Card Member experience, please see the “Risk Factors” section of the 2021 Form 10-K.
Antitrust Litigation
We continue to vigorously defend antitrust and other claims initiated by merchants. See Note 7 to the "Consolidated Financial Statements" for descriptions of the cases. It is possible that actions impairing the Card Member experience, or the resolution of one or any combination of these merchant claims for damages, could have a material adverse effect on our business. For more information on the potential impacts of an adverse decision in the merchant litigations on our business, please see the “Risk Factors” section of the 2021 Form 10-K.
Privacy, Data Protection, Data Governance, Information and Cyber Security
Regulatory and legislative activity in the areas of privacy, data protection, data governance, resiliency and information and cyber security continues to increase worldwide. We have established, and continue to maintain, policies and a governance framework to comply with applicable laws, meet evolving customer and industry expectations and support and enable business innovation and growth. Global financial institutions like us, as well as our customers, employees, regulators, service providers and other third parties, have experienced a significant increase in information and cyber security risk in recent years and will likely continue to be the target of increasingly sophisticated cyberattacks, including computer viruses, malicious or destructive code, ransomware, social engineering attacks (including phishing, impersonation and identity takeover attempts), corporate espionage, hacking, website defacement, denial-of-service attacks, exploitation of vulnerabilities and other attacks and similar disruptions from the misconfiguration or unauthorized use of or access to computer systems. For more information on privacy, data protection and information and cyber security regulation and the potential impacts of a major information or cyber security incident on our results of operations and business, please see the “Supervision and Regulation” and “Risk Factors” sections of the 2021 Form 10-K.
Anti-Money Laundering
We are subject to significant supervision and regulation, and an increasingly stringent enforcement environment, with respect to compliance with anti-money laundering (AML) laws and regulations. In the United States, the majority of AML requirements are derived from the Currency and Foreign Transactions Reporting Act and the accompanying regulations issued by the U.S. Department of the Treasury (collectively referred to as the Bank Secrecy Act), as amended by the USA PATRIOT Act of 2001. The Anti-Money Laundering Act of 2020 (the AMLA), enacted in January 2021, amended the Bank Secrecy Act and is intended to comprehensively reform and modernize U.S. AML laws. Many of the statutory provisions in the AMLA will require additional rulemakings, reports and other measures, the effects of which are not known at this time. In Europe, AML requirements are largely the result of countries transposing the 5th and 6th EU Anti-Money Laundering Directives (and preceding EU Anti-Money Laundering Directives) into local laws and regulations. Numerous other countries have also enacted or proposed new or enhanced AML legislation and regulations applicable to American Express.
Among other things, these laws and regulations require us to establish AML programs that meet certain standards, including, in some instances, expanded reporting, particularly in the area of suspicious transactions, and enhanced information gathering and recordkeeping requirements. Our AML programs have become the subject of heightened scrutiny in some countries, including certain member states in the EU. Any errors, failures or delays in complying with AML and counter-terrorist financing laws, perceived deficiencies in our AML programs or association of our business with money laundering, terrorist financing, tax fraud or other illicit activity can give rise to significant supervisory, criminal and civil proceedings and lawsuits, which could result in significant penalties and forfeiture of assets, loss of licenses or restrictions on business activities, or other enforcement actions. For more information on AML regulation, as well as the potential impacts on our results of operations and business, please see the “Supervision and Regulation” and “Risk Factors” sections of the 2021 Form 10-K.
Recently Issued Accounting Standards
Refer to the Recently Issued Accounting Standards section of Note 1 to the “Consolidated Financial Statements.”
Glossary of Selected Terminology
Adjusted net interest income — A non-GAAP measure that represents net interest income attributable to our Card Member loans (which includes, on a GAAP basis, interest that is deemed uncollectible), excluding the impact of interest expense and interest income not attributable to our Card Member loans.
Airline-related volume — Represents spend at airlines as a merchant, which is included within T&E-related volume.
Asset securitizations — Asset securitization involves the transfer and sale of loans or receivables to a special-purpose entity created for the securitization activity, typically a trust. The trust, in turn, issues securities, commonly referred to as asset-backed securities that are secured by the transferred loans and receivables. The trust uses the proceeds from the sale of such securities to pay the purchase price for the transferred loans or receivables. The securitized loans and receivables of our Lending Trust and Charge Trust (collectively, the Trusts) are reported as assets and the securities issued by the Trusts are reported as liabilities on our Consolidated Balance Sheets.
Average discount rate — This calculation is generally designed to reflect the average pricing at all merchants accepting American Express cards and represents the percentage of network volumes retained by us from spend at merchants we acquire, or from merchants acquired by third parties on our behalf, net of amounts retained by such third parties. The average discount rate, together with billed business, drive our discount revenue.
Billed business — Represents transaction volumes (including cash advances) on payment products issued by American Express. Billed business is reported as inside the United States or outside the United States based on the location of the issuer.
Capital ratios — Represents the minimum standards established by regulatory agencies as a measure to determine whether the regulated entity has sufficient capital to absorb on- and off-balance sheet losses beyond current loss accrual estimates. Refer to the Capital Strategy section under “Consolidated Capital Resources and Liquidity” for further related definitions under Basel III.
Card Member — The individual holder of an issued American Express-branded card.
Card Member loans — Represents revolve-eligible transactions on our card products, as well as any interest charges and associated card-related fees.
Card Member receivables — Represents transactions on our card products and card related fees that need to be paid in full on or before the Card Member's payment due date.
Cards-in-force — Represents the number of cards that are issued and outstanding by American Express (proprietary cards-in-force) and cards issued and outstanding under network partnership agreements with banks and other institutions, except for retail cobrand cards issued by network partners that had no out-of-store spending activity during the prior twelve months. Basic cards-in-force excludes supplemental cards issued on consumer accounts. Cards-in-force is useful in understanding the size of our Card Member base.
Charge cards — Represents cards that generally carry no pre-set spending limits and are primarily designed as a method of payment and not as a means of financing purchases. Each charge card transaction is authorized based on its likely economics reflecting a Card Member’s most recent credit information and spend patterns. Charge Card Members must pay the full amount of balances billed each month, with the exception of balances that can be revolved under lending features offered on certain charge cards, such as Pay Over Time and Plan It, that allow Card Members to pay for eligible purchases with interest over time.
Cobrand cards — Cards issued under cobrand agreements with selected commercial partners. Pursuant to the cobrand agreements, we make payments to our cobrand partners, which can be significant, based primarily on the amount of Card Member spending and corresponding rewards earned on such spending and, under certain arrangements, on the number of accounts acquired and retained. The partner is then liable for providing rewards to the Card Member under the cobrand partner’s own loyalty program.
Credit cards — Represents cards that have a range of revolving payment terms, structured payment features (e.g. Plan It), grace periods, and rate and fee structures.
Discount revenue — Represents the proportion of billed business earned and retained by us for facilitating transactions between Card Members and merchants on payment products issued by American Express.
Goods and Services (G&S)-related volume — Includes spend in merchant categories other than T&E-related merchant categories, which includes B2B spending by small and medium size enterprise customers in our GCS segment.
Interest expense — Includes interest incurred primarily to fund Card Member loans and receivables, general corporate purposes and liquidity needs. Interest expense is divided principally into two categories: (i) deposits, which primarily relates to interest expense on deposits taken from customers and institutions, and (ii) debt, which primarily relates to interest expense on our long-term financing and short-term borrowings, (e.g., commercial paper, federal funds purchased, bank overdrafts and other short-term borrowings), as well as the realized impact of derivatives hedging interest rate risk on our long-term debt.
Interest income — Includes (i) interest on loans, (ii) interest and dividends on investment securities and (iii) interest income on deposits with banks and other.
Interest on loans — Assessed using the average daily balance method for Card Member loans. Unless the loan is classified as non-accrual, interest is recognized based upon the principal amount outstanding in accordance with the terms of the applicable account agreement until the outstanding balance is paid or written off.
Interest and dividends on investment securities — Primarily relates to our performing fixed-income securities. Interest income is recognized using the effective interest method, which adjusts the yield for security premiums and discounts, fees and other payments, so a constant rate of return is recognized on the outstanding balance of the related investment security throughout its term. Amounts are recognized until securities are in default or when it is likely that future interest payments will not be made as scheduled.
Interest income on deposits with banks and other — Primarily relates to the placement of cash in excess of near-term funding requirements in interest-bearing time deposits, overnight sweep accounts, and other interest-bearing demand and call accounts.
Loyalty coalitions — Programs that enable consumers to earn rewards points and use them to save on purchases from a variety of participating merchants through multi-category rewards platforms. Merchants in these programs generally fund the consumer offers and are responsible to us for the cost of rewards points; we earn revenue from operating the loyalty platform and by providing marketing support.
Net card fees — Represents the card membership fees earned during the period recognized as revenue over the covered card membership period (typically one year), net of the provision for projected refunds for Card Membership cancellation and deferred acquisition costs.
Net interest yield on average Card Member loans — A non-GAAP measure that is computed by dividing adjusted net interest income by average Card Member loans, computed on an annualized basis. Reserves and net write-offs related to uncollectible interest are recorded through provision for credit losses and are thus not included in the net interest yield calculation.
Net write-off rate — principal only — Represents the amount of proprietary consumer or small business Card Member loans or receivables written off, consisting of principal (resulting from authorized transactions), less recoveries, as a percentage of the average loan or receivable balance during the period.
Net write-off rate — principal, interest and fees — Includes, in the calculation of the net write-off rate, amounts for interest and fees in addition to principal for Card Member loans, and fees in addition to principal for Card Member receivables.
Network volumes — Represents the total of billed business and processed volumes. Network volumes are reported as United States or outside the United States based on the location of the issuer.
Operating expenses — Represents salaries and employee benefits, professional services, data processing and equipment, and other expenses.
Processed revenue — Represents revenues related to network partnership agreements, comprising royalties, fees and amounts earned for facilitating transactions on cards issued by network partners. Processed revenue also includes fees earned on alternative payment solutions facilitated by American Express.
Processed volumes — Represents transaction volumes (including cash advances) on cards issued under network partnership agreements with banks and other institutions, including joint ventures, as well as alternative payment solutions facilitated by American Express. Processed volume is reported as United States or outside the United States based on the location of the issuer.
Reserve build (release) — Represents the portion of the provisions for credit losses for the period related to increasing or decreasing reserves for credit losses as a result of, among other things, changes in volumes, macroeconomic outlook, portfolio composition and credit quality of portfolios. Reserve build represents the amount by which the provision for credit losses exceeds net write-offs, while reserve release represents the amount by which net write-offs exceed the provision for credit losses.
T&E-related volume — Represents spend on travel and entertainment, which primarily includes airline, cruise, lodging and dining merchant categories.
CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
This report includes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, which are subject to risks and uncertainties. The forward-looking statements, which address our current expectations regarding business and financial performance, among other matters, contain words such as “believe,” “expect,” “anticipate,” “intend,” “plan,” “aim,” “will,” “may,” “should,” “could,” “would,” “likely,” “estimate,” “predict,” “potential,” “continue” and similar expressions. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date on which they are made. We undertake no obligation to update or revise any forward-looking statements. Factors that could cause actual results to differ materially from these forward-looking statements, include, but are not limited to, the following:
•our ability to grow earnings per share in the future, which will depend in part on revenue growth, credit performance and the effective tax rate remaining consistent with current expectations and our ability to continue investing in our brand, customers, value proposition, coverage, technology and talent, controlling operating expenses, effectively managing risk and executing our share repurchase program; any of which could be impacted by, among other things, the factors identified in the subsequent paragraphs as well as the following: the extent and duration of the effect of the pandemic on the economy, consumer and business spending, and customer behaviors, such as with respect to travel, dining, shopping and in-person events; Russia's invasion of Ukraine and related geopolitical impacts; the effects and duration of inflation, staffing shortages, supply chain issues and increased energy costs; the impact on consumers and businesses as forbearance and government support programs end; issues impacting brand perceptions and our reputation; the impact of any future contingencies, including, but not limited to, restructurings, investment gains or losses, impairments, changes in reserves, legal costs and settlements, the imposition of fines or civil money penalties and increases in Card Member remediation; impacts related to new or renegotiated cobrand and other partner agreements; and the impact of regulation and litigation, which could affect the profitability of our business activities, limit our ability to pursue business opportunities, require changes to business practices or alter our relationships with Card Members, partners and merchants;
•our ability to grow revenues net of interest expense, which could be impacted by, among other things, the factors identified above and in the subsequent paragraphs, as well as the following: a deterioration in global economic and business conditions; consumer and business spending not growing in line with expectations; the amount and efficacy of investments in share, scale and relevance; an inability to address competitive pressures and implement strategies and business initiatives, including within the premium consumer space, commercial payments, the global merchant network and digital environment; uncertainty regarding the continued spread of COVID-19 (including new variants) and the availability, distribution and use of effective treatments and vaccines; prolonged measures to contain the spread of COVID-19 (including travel restrictions), concern of the possible imposition of further containment measures and health concerns associated with the pandemic continuing to affect customer behaviors and travel patterns and demand, any of which could further exacerbate the effects on economic activity and travel-related revenues; and merchant discount rates changing by a greater or lesser amount than expected;
•net card fees not performing consistently with expectations, which could be impacted by, among other things, a deterioration in macroeconomic conditions impacting the ability and desire of Card Members to pay card fees; higher Card Member attrition rates; the pace of Card Member acquisition activity; and our inability to address competitive pressures, develop attractive value propositions and implement our strategy of refreshing card products and enhancing benefits and services;
•net interest income and the growth rate of loans outstanding being higher or lower than expectations, which could be impacted by, among other things, the behavior of Card Members and their actual spending, borrowing and paydown patterns; our ability to effectively manage risk and enhance Card Member value propositions; changes in benchmark interest rates; changes in capital and credit market conditions and the availability and cost of capital; credit actions, including line size and other adjustments to credit availability; the yield on Card Member loans not remaining consistent with current expectations; and the effectiveness of our strategies to capture a greater share of existing Card Members’ spending and borrowings, and attract new, and retain existing, customers;
•future credit performance, the level of future delinquency and write-off rates and the amount and timing of future reserve builds and releases, which will depend in part on changes in consumer behavior that affect loan and receivable balances (such as paydown and revolve rates); macroeconomic factors such as unemployment rates, GDP and the volume of bankruptcies; the ability and willingness of Card Members to pay amounts owed to us, particularly as forbearance and government support programs end; the enrollment in, and effectiveness of, financial relief programs and the performance of accounts as they exit from such programs; collections capabilities and recoveries of previously written-off loans and receivables; and governmental actions that provide forms of relief with respect to certain loans and fees, such as limiting debt collections efforts and encouraging or requiring extensions, modifications or forbearance;
•the actual amount we spend on marketing in the future, which will be based in part on continued changes in the macroeconomic and competitive environment and business performance; management’s identification and assessment of attractive investment opportunities and the receptivity of Card Members and prospective customers to advertising
and customer acquisition initiatives; our ability to balance expense control and investments in the business; and management’s ability to drive increases in revenues and realize efficiencies and optimize investment spending;
•the actual amount to be spent on Card Member rewards and services and business development, and the relationship of these variable customer engagement costs to revenues, which could be impacted by continued changes in macroeconomic conditions and Card Member behavior as it relates to their spending patterns (including the level of spend in bonus categories), the redemption of rewards and offers (including travel redemptions) and usage of travel-related benefits; the costs related to reward point redemptions; inflation; further enhancements to product benefits to make them attractive to Card Members and prospective customers, potentially in a manner that is not cost-effective; new and renegotiated contractual obligations with business partners; and the pace and cost of the expansion of our global lounge collection;
•our ability to control operating expenses, the actual amount we spend on operating expenses in the future and the relationship of operating expense growth to revenue growth, which could be impacted by, among other things, salary and benefit expenses to attract and retain talent; costs due to new hybrid working arrangements; supply chain issues; a persistent inflationary environment; management’s decision to increase or decrease spending in such areas as technology, business and product development, sales force, premium servicing and digital capabilities depending on overall business performance; our ability to innovate efficient channels of customer interactions and the willingness of Card Members to self-service and address issues through digital channels; our ability to increase automation; restructuring activity; fraud costs; information security or compliance expenses or consulting, legal and other professional services fees, including as a result of litigation or internal and regulatory reviews; the level of M&A activity and related expenses; information or cyber security incidents; the payment of civil money penalties, disgorgement, restitution, non-income tax assessments and litigation-related settlements; impairments of goodwill or other assets; and the impact of changes in foreign currency exchange rates on costs;
•our tax rate not remaining consistent with current levels, which could be impacted by, among other things, further changes in tax laws and regulation, our geographic mix of income, unfavorable tax audits and other unanticipated tax items;
•changes affecting our plans regarding the return of capital to shareholders, which will depend on factors such as capital levels and regulatory capital ratios; changes in the stress testing and capital planning process and new guidance from the Federal Reserve; our results of operations and financial condition; our credit ratings and rating agency considerations; and the economic environment and market conditions in any given period;
•changes in the substantial and increasing worldwide competition in the payments industry, including competitive pressure that may materially impact the prices charged to merchants that accept American Express cards, the desirability of our premium card products, competition for new and existing cobrand relationships, competition from new and non-traditional competitors and the success of marketing, promotion and rewards programs;
•our ability to expand our leadership in the premium consumer space, which will be impacted in part by competition, brand perceptions (including perceptions related to merchant coverage) and reputation, and our ability to develop and market new benefits and value propositions that appeal to Card Members and new customers, offer attractive services and rewards programs and build greater customer loyalty, which will depend in part on identifying and funding investment opportunities, addressing changing customer behaviors, new product innovation and development, Card Member acquisition efforts and enrollment processes, including through digital channels, continuing to realize the benefits from strategic partnerships, and evolving infrastructure to support new products, services and benefits;
•our ability to build on our leadership in commercial payments, which will depend in part on competition, the willingness and ability of companies to credit and charge cards for procurement and other business expenditures as well as use our other products and services for financing needs, perceived or actual difficulties and costs related to setting up card-based B2B payment platforms, our ability to offer attractive value propositions and new products to potential customers, our ability to enhance and expand our payment and lending solutions, and build out a multi-product digital ecosystem to integrate our broad product set, which is dependent on our continued investment in capabilities, features, functionalities, platforms and technologies;
•our ability to expand merchant coverage globally and our success, as well as the success of OptBlue merchant acquirers and network partners, in signing merchants to accept American Express, which will depend on, among other factors, the value propositions offered to merchants and merchant acquirers for card acceptance, the awareness and willingness of Card Members to use American Express cards at merchants, scaling marketing and expanding programs to increase card usage, identifying new-to-plastic industries and businesses as they form, working with commercial buyers and suppliers to establish B2B acceptance, increasing coverage in priority international cities and countries and key industry verticals, and executing on our plans in China and for continued technological developments, including capabilities that allow for greater digital integration and modernization of our authorization platform;
•our ability to stay on the leading edge of technology and digital payment and travel solutions, which will depend in part on our success in evolving our products and processes for the digital environment, developing new features in the Amex app and enhancing our digital channels, building partnerships and executing programs with other companies, effectively utilizing artificial intelligence and increasing automation to address servicing and other customer needs, and supporting the use of our products as a means of payment through online and mobile channels, all of which will be impacted by investment levels, new product innovation and development and infrastructure to support new products, services, benefits and partner integrations;
•our ability to grow internationally, which could be impacted by regulation and business practices, such as those capping interchange or other fees, mandating network access, favoring local competitors or prohibiting or limiting foreign ownership of certain businesses; the success of our network partners in acquiring Card Members and/or merchants; political or economic instability or regional hostilities, including as a result of Russia’s invasion of Ukraine and related geopolitical impacts, which could affect commercial activities; our ability to tailor products and services to make them attractive to local customers; and competitors with more scale and experience and more established relationships with relevant customers, regulators and industry participants;
•a failure in or breach of our operational or security systems, processes or infrastructure, or those of third parties, including as a result of cyberattacks, which could compromise the confidentiality, integrity, privacy and/or security of data, disrupt our operations, reduce the use and acceptance of American Express cards and lead to regulatory scrutiny, litigation, remediation and response costs, and reputational harm;
•changes in capital and credit market conditions, which may significantly affect our ability to meet our liquidity needs and expectations regarding capital ratios; our access to capital and funding costs; the valuation of our assets; and our credit ratings or those of our subsidiaries;
•our ability to implement our ESG strategies and initiatives, which depend in part on the amount and efficacy of our investments in product innovations, marketing campaigns, our supply chain and operations, and philanthropic, colleague and community programs; customer behaviors; and the cost and availability of solutions for a low carbon economy;
•legal and regulatory developments, which could affect the profitability of our business activities; limit our ability to pursue business opportunities or conduct business in certain jurisdictions; require changes to business practices or alter our relationships with Card Members, partners, merchants and other third parties, including our ability to continue certain cobrand relationships in the EU and UK; exert further pressure on the merchant discount rates and our network business; result in increased costs related to regulatory oversight, litigation-related settlements, judgments or expenses, restitution to Card Members or the imposition of fines or civil money penalties; materially affect capital or liquidity requirements, results of operations or ability to pay dividends; or result in harm to the American Express brand;
•changes in the financial condition and creditworthiness of our business partners, such as bankruptcies, restructurings or consolidations, including of cobrand partners and merchants that represent a significant portion of our business, such as the airline industry, network partners or financial institutions that we rely on for routine funding and liquidity, which could materially affect our financial condition or results of operations; and
•factors beyond our control such as a further escalation of the military conflict between Russia and Ukraine, future waves of COVID-19 cases, the severity and contagiousness of new variants, severe weather conditions, natural disasters, power loss, disruptions in telecommunications, terrorism and other catastrophic events, any of which could significantly affect demand for and spending on American Express cards, delinquency rates, loan and receivable balances and other aspects of our business and results of operations or disrupt our global network systems and ability to process transactions.
A further description of these uncertainties and other risks can be found in the 2021 Form 10-K and other reports filed with the Securities and Exchange Commission.