Citi | Investor Relations

Bank of America Merrill Lynch Banking & Financial Services Conference

November 12, 2013

Manuel Medina-Mora Co-President, Citigroup CEO, Global Consumer Banking

Highlights Our Consumer Strategy – Customer-centric franchise – Focused on top cities and target clients – Well-positioned for organic growth – Leveraging our globality Our Key Execution Priorities – Deepening client relationships – Improving operating efficiency – Focusing on risk management Our Financial Results – Increasing contribution to Citicorp – Maintained efficiency in challenging environment – Favorable credit trends – Attractive returns

2

Global Consumer Banking in Citicorp ($B)

A global franchise(1)…

…with significant contributions to Citicorp GCB

S&B

CTS

Corp/Other

• 36 countries

$16 $1,778

• ~3,800 branches(2)

• ~62 million customers(3)

$914 2%

$73 15%

18% 10%

50%

32%

• #1 credit card issuer globally • $330 billion in deposits

44%

50% 12%

• $293 billion in loans • $162 billion in consumer AUMs

20%

53%

47%

36% 23% (11)% Assets

3

Note: (1) (2) (3) (4)

(1)

Deposits

(1)

(4)

Revenues

(4)

Net Income

GCB: Global Consumer Banking; S&B: Securities & Banking; CTS: Citi Transaction Services. As of 9/30/13. Excludes ~400 branches from the Banco de Chile joint venture. Excludes Retail Services in North America cards, representing ~90 million accounts. Last twelve months ending 9/30/13, excluding, as applicable, CVA/DVA in all periods, a 3Q’13 tax benefit and 4Q’12 repositioning charges. For additional information, please refer to Slide 26.

Our Consumer Strategy I

A customer-centric franchise

II

Focused on top cities and target clients III

Well-positioned for organic growth IV

Leveraging our globality

4

Retail Banking – Focused on Major Cities(1) Existing presence in 121 of the world’s top 150 cities

North America • 14 cities • 983 branches • 23.9 MM customers

EMEA • 20 cities • 201 branches • 2.5 MM customers Asia • 56 cities • 562 branches • 15.1 MM customers

Latin America • 31 cities • 2,031 branches(2) • 20.7 MM customers

Institutional Market (ICG) Major Consumer Banking Cities (GCB)

Focused on high credit quality consumer segments with similar financial needs across markets 5

Note: (1) As of 9/30/13. Customers include both Citi Retail Banking and Cards customers (excludes Retail Services in North America cards). (2) Excludes ~400 branches from the Banco de Chile joint venture.

Credit Cards – #1 Issuer Globally(1) Global footprint with exposure to growing, underpenetrated markets Share of Purchase Sales by Country(2) Mexico Philippines Poland Indonesia Singapore India Czech Republic Malaysia Bahrain Thailand Taiwan Colombia UAE (3) USA Hong Kong Argentina

Portfolio Growth(4) 37%

22% 21% 20% 19% 19% 19% 17% 13% 12% 12% 12% 11% 11% 9% 8%

North America

International 10%

3%

3%

-2% Average Card Loans

Card Purchase Sales

Broader target market; focused on high quality segments and deepening existing relationships

6

Note: (1) (2) (3) (4)

By loans as of 9/30/13. Source: Citi estimates, based on FY’12 Visa and MasterCard operational performance data, local central bank / government data and PROSA (Mexico only) data. USA data reflects last twelve months ending 9/30/13. Year-over year as of 3Q’13 in constant dollars. 3Q’12 adjusted to exclude average card loans of $3.4B and card purchase sales of $2.7B from Credicard (Brazil), Turkey and Romania. Credicard was moved to discontinued operations in 2Q’13. Citi exited its Turkey and Romania Consumer Banking operations in 3Q’13.

Focused on Target Clients in Top Cities Focused on high credit quality segments where we have a competitive advantage Presence in Emerging Affluent and Affluent(1) Mexico Singapore India Colombia USA Taiwan China UAE Korea Poland Argentina Russia Indonesia Brazil Hong Kong Australia

50% 47% 36% 32% 30% 30% 28% 25% 25% 21% 19% 18% 18% 14% 13% 11%

Presence with Global Clients(2) Singapore

50%

India

44%

USA

39%

China

37%

Korea

36%

Colombia

32%

Taiwan

32%

UAE

26%

Russia

25%

Japan

25%

Poland

24%

Brazil

23%

Indonesia

19%

Australia

16%

Hong Kong

16%

High penetration in more resilient, growing consumer segments Note: (1) Customers who hold at least one Citi product. Source: Citi primary research, 2013 and PRM for Mexican data. Emerging affluent defined as urban-based customers with investable assets of $25-100K/annual income of $75-125K; affluent segment defined as urban-based customers with investable assets of $100K+/annual income of $125K+ (local definitions may vary). Customers who hold at least one Citi product. Source: Citi primary research, 2013. Global client defined as an urban-based client exhibiting any one of five “international” 7 (2) behaviors: 1) personal bank account outside country of residence; 2) own home outside primary country of residence; 3) child living/studying abroad; 4) travel internationally 6+ times/2 years; or 5) expatriate.

Well-Positioned For Organic Growth Diversified business with unique organic growth drivers LTM International Revenue Contribution(1)

Other International 19% • • • • • • •

Russia 2% Colombia 2% Malaysia 2% Indonesia 2% Poland 2% Thailand 2% China 2%

Mexico 32% Countries 10-16 14%

Other India 3% International Japan 4% 19% Taiwan 4% Hong Kong 4%

Korea 6%

Brazil 5%

Australia 5% Singapore 5%

2012 – 2017E GDP CAGR(2) China Indonesia India Malaysia Thailand Colombia Hong Kong Korea Taiwan Singapore Mexico Brazil Russia Australia Poland Japan

7.2% 5.8% 5.7% 5.0% 4.5% 4.3% 4.1% 3.7% 3.7% 3.6% 3.0% 3.0% 3.0% 2.8% 2.5% 1.3%

Total : $18.5B or 48% GCB Revenues Compound annual GDP growth of 3.5% expected over next 5 years in Citi’s international markets(3) 8

Note: (1) LTM: Last twelve months ending 9/30/13. (2) Source: International Monetary Fund (IMF) World Economic Outlook Database, October 2013. Compound annual growth rate (CAGR) based on reported GDP in 2012 and IMF estimates for 2013 to 2017. (3) Weighted average by LTM revenues for top 16 markets.

Leveraging Our Globality Business Model Evolution

Regional Consumer Businesses

Strategy

• Serving consumers with similar financial needs across markets

• Leveraging our significant global scale in cards

Global Consumer Council

• Implementing best practices across markets

• Streamlining and centralizing operations for scale Global Consumer Bank

2009

• Diversification of earnings and risk • Source of significant local deposit funding

2013

Achieving scale across markets by standardizing products, processes and systems 9

Execution Priorities 1

2 Deepening Client Relationships

3 Improving Operating Efficiency

Focusing on Risk Management

• Client selection & retention

• Focus on priority markets

• Strong risk management

• Multi-product relationships

• Drive to common – Products – Processes – Platforms – Places

• Risk appetite framework

• Global value propositions

• Sales productivity

• Embedded controls & processes

• Effective governance

• Network optimization • Drive to digital

Building a culture of execution and accountability

10

Deepening Client Relationships Deepening client relationships… YoY Growth(1)

…while improving productivity North America Consumer Example (Marginal Contribution per Customer)

8% 4.0x

2.5x 2.0x

2%

Total Customers

1.0x

Multiproduct Customers

Bank only

Bank + Mortgage

Bank + Cards

Growing both our client base and the depth of our existing relationships 11

Note: (1) Based on number of customers as of 9/30/13, excluding Retail Services in North America cards.

Bank + Mortgage + Cards

Operating Efficiency – Focus on Priority Markets GCB Efficiency Ratios

Core International

North America

Optimize / Restructure + Exit

37% of YTD Revenues(1)

53% of YTD Revenues(1)

10% of YTD Revenues(1) 81% 78% 73%

59%

YTD'11

57%

YTD'12

55%

YTD'13

47%

46%

48%

YTD'11

YTD'12

YTD'13

Total GCB YTD’13: 54%

YTD'11

YTD'12

YTD'13

Re-allocating resources to core priority markets 12

Note: Efficiency ratio defined as operating expenses divided by revenues. Each period reflects year-to-date results through September. Excludes revenues and expenses not directly attributable to individual markets. (1) As of 9/30/13.

Operating Efficiency – Drive to Common Prior State: 36 local banks

Future State: 1 global bank

Products

• Cards: ~300 product lines

• Cards: ~100 product lines on 5 common “chassis”

Processes / Policies

• Business processes varied across 36 markets

• 1 set of processes defined, implemented and governed in a common way

• 36 non-standard, legacy platforms

• 1 consistent, global platform

Platforms

• ~10 O&T sites with global scale

Places

13

• 600+ O&T sites

• 2-3 sites per country (~20 each in US and Mexico)

Operating Efficiency – Network Optimization Retail Network # of Branches

Smart Banking Ecosystem

# of Citigold Bankers

(10)%

Leveraging smart branches, digital banking and perceptual scale

18%

~4,200 ~4,000 ~3,800 ~3,400

2010

2013

2010

2013

Productivity per square foot has improved by 20% since 2010

Fewer branches, more touch points and more bankers 14

Operating Efficiency – Drive to Digital Online Customers Using Mobile(1) Enable global business model

E-Statements(2) (NA Retail Bank)

(NA Retail Bank, 30 Days)

66%

Drive acquisitions and sales

Reduce cycle times

39% 29%

Offload service volumes

22%

Improve net promoter scores

Jan-12

Sep-13

Jan-12

Sep-13

Best consumer internet bank in 13 markets(3) and leading bank site in the US(4)

15

Note: (1) (2) (3) (4)

Percentage of North America retail bank online-active customers (~40% of total) using mobile channels in past 30 days as of January 2012 and September 2013. Percentage of North America retail bank paperless statements suppressed as of January 2012 and September 2013. Source: Global Finance Magazine, July 2013. Source: Forrester, January 2013. Ranked as #1 U.S. Bank Secure Website for 2012.

Operating Efficiency – 2015 GCB Targets Revenue GrowthEfficiency Ratio Operating Efficiency (1) Operating

“Customer Centricity”

“Drive to Common”

• 60%

Risk Management Efficiency Drivers “Path to Strong” Main drivers of efficiency improvement: – Restructuring or exiting underperforming markets

54% 48%

– Resizing our US mortgage business 47- 50% 2015 Target Efficiency Ratio

– Streamlining product offerings – Retiring redundant systems / technology – Consolidating sites and moving to lower cost locations – Optimizing our branch and digital network

International Consumer

North America Consumer

Global Consumer Banking

•

Top end of range assumes flat revenues from 2012

•

Improvement to below 50% efficiency ratio will vary with revenues

Leveraging our globality to achieve world class operating efficiency Note:

16 (1)

Efficiency ratio defined as operating expenses (excluding 4Q’12 repositioning charges of $266MM in International and $100MM in North America) divided by revenues for last twelve months ending 9/30/13.

Risk Management Integrated risk management framework across businesses, products and regions Global Consumer Global Commercial Business Chief Risk Officers

Secured

Unsecured Collections / Fraud Operational Risk

Asia

Product Chief Risk Officers

Accountability

Regional Risk Officers

Latin America North America

Corporate Risk Functions Risk appetite model fully integrated into business planning 17

EMEA

Our Results – Increasing Contribution to Citicorp ($B)

LTM(1) Earnings Before Taxes (ex-LLR) Global Consumer Banking

Corp/Other

55%

Institutional Clients Group

20.8

22.3

18.3 16.2

14.4

13.5

14.3

11.3 10.2 10.6

41%

7.8

9.1

10.0

10.3

(2.1)

(1.8)

(2.2)

(2.7)

(2.3)

3Q'11

1Q'12

3Q'12

1Q'13

3Q'13

5.9

46%

Note: Totals may not sum due to rounding. (1) Last twelve months to each period. Adjusted results, which exclude, as applicable, CVA / DVA for each period, gains / (losses) on minority investments in 2Q’11, 1Q’12 and 2Q’12, and 4Q’11 and 4Q’12 repositioning charges. For the LLR, CVA / DVA, and impact of minority investments for each of the periods presented, please refer to Slide 26 and Citigroup’s Third Quarter 2013 and Historical Financial Data Supplements furnished as exhibits to Form 8-K filed with the U.S. Securities and Exchange Commission on October 15, 2013 and June 28, 2013, respectively. For more detail on 4Q’11 and 4Q’12 repositioning charges, please refer to Citigroup’s Fourth Quarter 18 2012 earnings presentation.

International Franchise Driving Revenue Growth LTM Revenues(1) North America

EOP Loan Growth(3) North America

International

International 113

Total GCB CAGR(2) = 2%

104

100

20.2 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 20.0

18.0

EOP Deposit & AUM Growth(3) AUM

16.7

Operating Balances(4)

International CAGR(2) = 4%

Deposits 127 120 107

100

3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13

3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13

Volume growth is driving revenues in a challenging global rate environment Note: (1) (2) 19 (3) (4)

In constant dollars, based on average exchange rates for 3Q’13. Last twelve months (LTM) to each period. For more information, please refer to Slide 27. LTM revenue CAGR (3Q’11 to 3Q’13). In constant dollars, based on end of period exchange rates as of 9/30/13. Index: 3Q’11 = 100%. Operating balances defined as checking and savings deposits.

Normalizing Credit Trends Total GCB

North America

International

NCL and LLR Releases(1)

Net Credit Loss Rates ($B)

Net Credit Losses

5.0%

$2.4 0.5

3.6%

2.9%

1.9

$2.3 0.6

1.7

(28)% $2.1 0.5

1.6

$2.0 0.5

1.5

2.4% 1.9%

1.9%

(1.0)

(0.8) (0.8) (0.7)

$1.9

$1.9

$1.9

0.6

1.4

1.3

(0.5)

(0.2) (0.3) (0.2) (0.1)

0.6

$1.8

$1.7

0.6

0.6

0.6

1.3

1.2

1.1

LLR Releases

3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13

Maintaining credit discipline across regions 20

Note: (1) Net credit losses and loan loss reserve builds / (releases) in constant dollars. Loan loss reserve builds / (releases) include provision for unfunded lending commitments.

Attractive Returns Return on Average Assets(1)

Return on Basel III Capital @ 10%(1,2)

1.9% 25.6% 90-110 bps 2015 Target ROA

0.9%

17.0% 11.0%

0.7%

Global Consumer Banking

Citicorp

Citigroup

Global Consumer Banking

Citicorp

Citigroup

Attractive return on assets and regulatory capital Note: (1) Last twelve months ending 9/30/13 and reflects adjusted results, which exclude, as applicable, CVA/DVA, a 3Q’13 tax benefit and 4Q’12 repositioning charges. Please refer to Slides 25 and 26 for a reconciliation of this information to reported results. Citigroup’s estimated Basel III Tier 1 Common Capital is allocated between the various businesses based on estimated average LTM Basel III risk-weighted assets. 21 (2) Citigroup’s estimated Basel III Tier 1 Common Capital is a non-GAAP financial measure. For additional information, please refer to Slide 25.

The Bank We Are Building

22

Customer-centric franchise

Consistent Revenue Growth

Leveraging our global scale

World-Class Efficiency

Strong risk management

Improved Returns

Building a culture of execution

High Performance

Sustained Value Creation

Certain statements in this document are “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. These statements are based on management’s current expectations and are subject to uncertainty and changes in circumstances. These statements are not guarantees of future results or occurrences. Actual results and capital and other financial condition may differ materially from those included in these statements due to a variety of factors, including the precautionary statements included in this document and those contained in Citigroup’s filings with the U.S. Securities and Exchange Commission, including without limitation the “Risk Factors” section of Citigroup’s 2012 Form 10-K. Any forward-looking statements made by or on behalf of Citigroup speak only as to the date they are made, and Citi does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forwardlooking statements were made.

23

Non-GAAP Financial Measures – Reconciliations ($B)

Net Income(1) Global Consumer Banking (GCB)

LTM

GCB

$290

Securities & Banking (S&B)

6.9

S&B

526

Transaction Services (CTS)

3.2

CTS

49

Corporate / Other

62

(1.8)

Citicorp

$15.8

Citicorp

Citigroup(2)

$13.2

Citigroup

Return on Basel III Capital @ 10%(3)

25

Average Basel III RWA(5)

$7.4

Corporate / Other

Note: (1) (2) (3) (4) (5)

LTM

Total ICG(4): $574B

$927 $1,193

LTM

GCB

25.6%

ICG(4)

17.6%

Citicorp

17.0%

Citigroup

11.0%

Totals may not sum due to rounding. LTM: last twelve months. Adjusted results, excluding CVA / DVA, a 3Q’13 tax benefit and 4Q’12 repositioning charges. Please refer to Slide 26 for a reconciliation of this information to reported results. Represents Citigroup net income less preferred dividends of $132MM. Citigroup’s estimated Basel III Tier 1 Common Capital is allocated between the various businesses based on estimated average LTM Basel III risk-weighted assets. ICG: Institutional Clients Group includes Securities & Banking and Transaction Services. Citi’s estimated Basel III ratio and related components are based on Citi’s current interpretation, expectations and understanding of the final U.S. Basel III rules. Citi’s estimated Basel III ratio and related components are necessarily subject to, among other things, Citi’s review and implementation of final U.S. Basel III rules, anticipated compliance with all necessary enhancements to model calibration and other refinements and further implementation guidance in the U.S. The estimated Basel III riskweighted assets have been calculated based on the "advanced approaches" for determining total risk-weighted assets under the final U.S. Basel III rules.

Non-GAAP Financial Measures – Reconciliations ($MM) Citigroup

Global Consumer Banking

4Q'12

1Q'13

2Q'13

3Q'13

LTM

Reported Expenses (GAAP) Repositioning Adjusted Expenses

$5,782 (366) $5,416

$5,209 $5,209

$5,131 $5,131

$5,048 $5,048

$21,170 (366) $20,804

$49,771

Reported Net Income (GAAP) Repositioning Adjusted Net Income

$1,717 (233) $1,950

$1,912 $1,912

$1,949 $1,949

$1,622 $1,622

$7,200 (233) $7,433

(1,028) $48,743

Average Assets ($B)

4Q'12

1Q'13

2Q'13

3Q'13

LTM

Reported Revenues (GAAP) Impact of: CVA/DVA Adjusted Revenues

$17,917

$20,227

$20,479

$17,880

$76,503

(485) $18,402

(319) $20,546

477 $20,002

(336) $18,216

(663) $77,166

Reported Expenses (GAAP) Impact of: Repositioning Adjusted Expenses

$13,709

$12,267

$12,140

$11,655

(1,028) $12,681

$12,267

$12,140

$11,655

(1)

$395 $391

$400 $396

$391 $391

$391 $391

$394 $397

1.98%

1.96%

2.00%

1.65%

1.89%

Reported Net Income (GAAP) Impact of: CVA/DVA Repositioning Tax Benefit Adjusted Net Income

$1,196

$3,808

$4,182

$3,227

$12,413

Adjusted ROA

(301) (653) $2,150

(198) $4,006

293 $3,889

(208) 176 $3,259

(414) (653) 176 $13,304

Securities & Banking

4Q'12

1Q'13

2Q'13

3Q'13

LTM

Reported Revenues (GAAP) CVA/DVA Adjusted Revenues

$4,362 (510) $4,872

$6,978 (310) $7,288

$6,841 462 $6,379

$4,749 (332) $5,081

$22,930 (690) $23,620

Average Assets ($B)

$1,905

$1,887

$1,899

$1,860

$1,888

0.45%

0.86%

0.82%

0.70%

0.70%

Reported Expenses (GAAP) Repositioning Adjusted Expenses

$3,668 (237) $3,431

$3,564 $3,564

$3,495 $3,495

$3,367 $3,367

$14,094 (237) $13,857

Reported Net Income (GAAP) CVA/DVA Repositioning Adjusted Net Income

$679 (316) (154) $1,149

$2,311 (192) $2,503

$2,364 284 $2,080

$989 (206) $1,195

$6,343 (430) (154) $6,927

Adjusted ROA

Citicorp

4Q'12

1Q'13

2Q'13

3Q'13

LTM

Reported Revenues (GAAP) Impact of: CVA/DVA Adjusted Revenues

$16,850

$19,326

$19,387

$16,628

$72,191

(510) $17,360

(310) $19,636

462 $18,925

(332) $16,960

(690) $72,881

Reported Expenses (GAAP) Impact of: Repositioning Adjusted Expenses

$12,105

$10,765

$10,593

$10,275

$43,738

Transaction Services

4Q'12

1Q'13

2Q'13

3Q'13

LTM

Reported Expenses (GAAP) Repositioning Adjusted Expenses

$1,596 (95) $1,501

$1,424 $1,424

$1,442 $1,442

$1,428 $1,428

$5,890 (95) $5,795

$787 (61) $848

$764 $764

$803 $803

$787 $787

$3,141 (61) $3,202

(951) $11,154

$10,765

$10,593

$10,275

(951) $42,787

Reported Net Income (GAAP) Impact of: CVA/DVA Repositioning Tax Benefit Adjusted Net Income

$2,245

$4,602

$4,752

$3,331

$14,930

(316) (604) $3,165

(192) $4,794

284 $4,468

(206) 176 $3,361

(430) (604) 176 $15,788

Average Assets ($B)

$1,739

$1,734

$1,751

$1,729

$1,738

0.72%

1.12%

1.02%

0.77%

0.91%

Adjusted ROA

Reported Net Income (GAAP) Repositioning Adjusted Net Income

Note: Excludes Credicard average assets of $3.8B in 4Q’12 and 1Q’13. Credicard was moved to discontinued operations in 2Q’13. 26 (1)

Non-GAAP Financial Measures – Reconciliations ($MM) International Consumer Banking Reported Revenues Impact of FX Translation Revenues in Constant Dollars EMEA Consumer Banking Reported Revenues Impact of FX Translation Revenues in Constant Dollars Latin America Consumer Banking Reported Revenues Impact of FX Translation Revenues in Constant Dollars Asia Consumer Banking Reported Revenues Impact of FX Translation Revenues in Constant Dollars

27

4Q'10

1Q'11

2Q'11

3Q'11

4Q'11

1Q'12

2Q'12

3Q'12

4Q'12

1Q'13

2Q'13

3Q'13

$4,388

$4,397

$4,616

$4,603

$4,483

$4,555

$4,405

$4,547

$4,664

$4,639

$4,659

$4,497

(246)

(317)

(434)

(296)

(113)

(221)

(75)

(130)

(170)

(195)

(121)

$4,142

$4,080

$4,182

$4,307

$4,370

$4,334

$4,330

$4,417

$4,494

$4,444

$4,538

$4,497

4Q'10

1Q'11

2Q'11

3Q'11

4Q'11

1Q'12

2Q'12

3Q'12

4Q'12

1Q'13

2Q'13

3Q'13

$389

$414

$403

$371

$341

$369

$358

$374

$384

$368

$364

$359

-

(21)

(30)

(43)

(24)

(5)

(14)

(1)

(2)

(10)

(8)

(1)

$368

$384

$360

$347

$336

$355

$357

$372

$374

$360

$363

$359

-

4Q'10

1Q'11

2Q'11

3Q'11

4Q'11

1Q'12

2Q'12

3Q'12

4Q'12

1Q'13

2Q'13

3Q'13

$2,070

$2,083

$2,183

$2,162

$2,119

$2,188

$2,095

$2,190

$2,285

$2,311

$2,327

$2,276

(147)

(182)

(250)

(145)

(26)

(103)

(5)

(41)

(56)

(106)

(79)

$1,923

$1,901

$1,933

$2,017

$2,093

$2,085

$2,090

$2,149

$2,229

$2,205

$2,248

$2,276

-

4Q'10

1Q'11

2Q'11

3Q'11

4Q'11

1Q'12

2Q'12

3Q'12

4Q'12

1Q'13

2Q'13

3Q'13

$1,929

$1,900

$2,030

$2,070

$2,023

$1,998

$1,952

$1,983

$1,995

$1,960

$1,968

$1,862

(77)

(105)

(141)

(127)

(83)

(105)

(69)

(87)

(104)

(81)

(41)

$1,852

$1,795

$1,889

$1,943

$1,940

$1,893

$1,883

$1,896

$1,891

$1,879

$1,927

$1,862