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How to write an ICAAP: a practitioner’s guide with structure and board checklist

An ICAAP is a firm’s own ongoing assessment of the capital it needs for the risks it faces, including under stress. The PRA reads it in the Supervisory Review and Evaluation Process (SREP) and, alongside its own methodologies, uses it to set the firm’s Pillar 2A requirement and PRA buffer.

The ICAAPs that carry weight with a supervisor tell one story: the same balance sheet, scenarios and numbers run from the risk assessment through the stress tests to the capital plan, and the board can explain every judgement in them. Any ICAAP approved after 1 January 2027 also has to start from Basel 3.1 risk-weighted assets and the Pillar 2A changes in PS15/26. SDDTs other than new and growing banks have refreshed theirs every two years since 20 January 2026.

1 January 2027Basel 3.1 and Pillar 2A review Phase 1 take effect
20 January 2026Two-yearly ICAAPs for most SDDTs
72.5%Output floor from 1 January 2030, after 60% in 2027
1 January 2026Step-in risk returns filed with the ICAAP

The reader

What does the PRA actually do with our ICAAP?

It uses it to decide how much capital you must hold above Pillar 1. The ICAAP is your input to the SREP, and the SREP sets Pillar 2 capital: Pillar 2A for risks that Pillar 1 does not capture, or does not capture fully, and the PRA buffer that sits above your requirements so you can withstand a stress.

Pillar 1 plus Pillar 2A is your Total Capital Requirement. Pillar 2B covers the risks you may face over a forward-looking horizon, including under stress. Behind all of it sits the overall financial adequacy rule in the ICAA Part: a firm must always hold enough financial resources that its liabilities can be met as they fall due.

The ICAAP does not arrive alone. The Pillar 2 data items go in with it: FSA071 from every firm, and FSA072 to FSA075 for operational risk from significant firms and firms with an AMA permission. Since 1 January 2026, firms in scope of the step-in risk rules also file SI700.00, and SI01.00 and SI02.00 where they apply, at the same time as the ICAAP.

A practitioner’s note: the supervisor reads the document with those returns open beside it. A Pillar 2A figure in the narrative that does not match the template, or an entity described in the step-in return that the risk assessment never mentions, is the first question in the SREP meeting. We reconcile the document to every return before it goes to the board.

For the basics, start with what an ICAAP is. This guide is for the people who write one and the board that approves it.

Sources: PRA SS31/15 The ICAAP and the SREP, paras 2.1, 5.10, 5.14 and 5.20, current version effective 1 July 2026; PRA Rulebook, Internal Capital Adequacy Assessment Part, rule 2.1; Reporting Pillar 2 Part, rules 1.1 and 3.1 to 3.2; Regulatory Reporting Part, 24.4 and 24.5.

Template

Is there an ICAAP template for UK banks?

The PRA does not set a single chapter list for the ICAAP, and SS31/15 expects the assessment to be the firm’s own. The structure below is the one we use.

Structure

How should the document be laid out?

Boards find this order the easiest to challenge, and the right-hand column is where the supervisor tends to look first in each part.

A working structure for an ICAAP document
PartWhat it has to doWhat the reader checks first
1. Summary and board viewCapital held against capital needed, today and across the plan, with the board’s own conclusion on adequacy.Whether the summary numbers are the same as those in the body and the returns.
2. Business model and strategyThe plan the capital has to support: products, growth, funding and the risks that follow from them.Whether the growth in the plan appears in the capital projections.
3. Risk appetite and risk identificationThe material risks, the appetite for each and the reasoning behind any risk called immaterial.Immaterial calls with no analysis behind them.
4. Pillar 1Own funds requirements for credit, market and operational risk under the rules in force for the ICAAP period.Whether the starting position is the balance sheet the plan projects.
5. Pillar 2A, risk by riskYour own assessment of each risk Pillar 1 misses or understates, with method, data and result.How your figure compares with the PRA’s own methodology, and why any gap exists.
6. Stress testing and capital planScenarios, their effect on capital over the plan period, and the management actions you would take.Whether the actions would work in the stress described.
7. Reverse stress testThe business plan tested to failure: what would make it unviable.Whether failure is defined before capital reaches zero, and the link to the recovery plan.
8. Governance and useWho owns the process, how the board challenged it and where the results are used in decisions.Minutes showing challenge, not only approval.
9. AppendicesModel documentation, assumptions register, data lineage and the reconciliation to regulatory returns.Whether someone other than the author could rerun the model.

Keep the body readable in one sitting and push the analysis into appendices. Operational risk has a stated minimum: SS31/15 expects brief information on how you manage operational risk, the scenarios you considered and the loss data you have, whether historical, expected or forecast.

Sources: PRA SS31/15, paras 2.1, 2.18E and 5.10; PRA Rulebook, ICAA Part (stress testing chapter).

Pillar 2A

Which risks need their own Pillar 2A assessment?

Every material risk that Pillar 1 does not capture or captures only in part. SS31/15 names interest rate risk in the banking book among them, and operational risk carries the most detailed expectations. In the drafts we review, credit concentration is where smaller lenders most often carry exposure that the standardised risk weights do not reflect.

Operational risk is the section supervisors test hardest. SS31/15 expects an approach that captures potentially severe exposures at a soundness standard comparable to a 99.9% confidence interval over one year, using scenario analysis that covers at least the Basel event types in Annex 2 of the Operational Risk Part. Internal and external loss data should both be used, with a systematic process for deciding when external data applies. Smaller firms may use a simplified approach to aggregating scenarios.

When the PRA sets the operational risk add-on it looks at your business model, your ICAAP analysis (historical losses and the design and severity of your scenarios), the quality of your own assessment, what it has learned from engaging with you and a peer comparison. For significant firms the methodology also fits your scenarios to a fat-tailed distribution, which is why each scenario needs either one frequency and at least two severity points, or at least two annual impact assessments. A scenario written as a single loss figure cannot be used that way.

  • From 1 January 2027 the PRA retires the refined methodology for all firms (PS2/26).
  • PS15/26 removes the benchmarking methodology, IRB benchmarks included, and brings in systematic methodologies for exposures to central governments and central banks, to regional governments and local authorities, and for retail unconditionally cancellable commitments. Phase 2 is due for consultation in 2027.
  • The SME and infrastructure support factors leave Pillar 1 and return as firm-specific Pillar 2A adjustments, so their removal does not raise overall requirements (PS7/25).
  • PS15/26 left the Pillar 2A operational risk methodology unchanged.
  • Where step-in risk applies, SS1/25 expects it to be addressed, if appropriate, in the internal capital adequacy assessment.

Our operational risk capital page covers the method in more depth.

Sources: PRA SS31/15, paras 2.18A to 2.18K; PRA SoP5/15, paras 4.9A, 4.9D, 4.15 and 4.16; PS2/26, para 1.11; PS15/26, 28 May 2026, paras 1.6, 1.12, 2.1 and 3.1; PS7/25; SS1/25, para 3.2.

Stress testing

How hard should we stress the plan, and what does the reverse stress test add?

Hard enough that the result changes a decision. A stress that leaves every ratio comfortably above requirement tells the board nothing, and the PRA buffer is sized on the basis that you can withstand a stress, so a weak scenario invites the supervisor to substitute its own view.

The reverse stress test works the other way round. It starts from failure and asks which scenarios would make the business plan unviable. The useful ones define failure as the point at which depositors, counterparties or the regulator lose confidence, which comes well before capital runs out. That is also where the ICAAP meets the recovery plan: the reverse stress test finds the scenarios, and the recovery plan shows what you would do before you reached them.

SS9/17 expects a recovery plan to be tested against at least three scenarios (four for G-SIIs and O-SIIs, two for simplified obligations firms), and firms to express recovery capacity in CET1, leverage ratio and LCR percentage points. Building the ICAAP stresses and the recovery scenarios from one set saves work and removes a common inconsistency. More on recovery planning.

  • One scenario set, one model: the stress narrative and the capital plan tables should come out of the same run.
  • Management actions tested against the scenario. Selling a loan book in a market-wide stress is rarely credible at the price the plan assumes.
  • Second-order effects written down, for example a funding cost rise that follows a rating downgrade.
  • The reverse stress test reviewed by the board, with the chosen point of failure explained.

Sources: PRA SS31/15, paras 5.10 and 5.20; PRA Rulebook, ICAA Part (stress testing chapter); PRA SS9/17 Recovery planning, March 2026, paras 2.38, 2.39 and 2.54.

Capital plan

What must the capital plan show from 2027 to 2030?

Basel 3.1 applies, except the internal model approach for market risk (1 January 2028)

It must show capital resources against requirements in every year of the plan on the rules that will apply in that year. For an ICAAP written now, that means Basel 3.1 risk-weighted assets from 1 January 2027 and, for firms with internal models where the output floor applies, a floor that rises each year.

The minimum ratios do not change: CET1 of 4.5%, Tier 1 of 6% and total capital of 8% of total risk exposure amount, with the capital conservation buffer of 2.5% on top. What changes is the denominator.

Output floor transitional factor (Required Level of Own Funds (CRR) Part, Article 92(5))
PeriodFloor as a share of standardised RWAs
1 January 2027 to 31 December 202760%
202865%
202970%
From 1 January 203072.5%
  • Existing real estate exposures must be assessed for material dependence on property cash flows by 1 January 2027, and revalued where you estimate a fall of more than 10% since the last valuation. The result moves risk weights in year one of the plan.
  • The PRA does not intend to count the same risk twice in Pillar 1 and Pillar 2A. Its off-cycle review will rebase variable Pillar 2A and the PRA buffer, and it does not need a full ICAAP.
  • During the floor transition, the PRA will rebase Pillar 2 so that floor-driven RWA increases do not raise Pillar 2A where the risk is unchanged. Model that rebasing explicitly rather than holding Pillar 2A flat as a percentage.

A practitioner’s note: the most common error we find is a plan that starts from the risk-weighted assets in the last regulatory return while projecting a different balance sheet. Run the base year through the same model as the projections. Our paper on the output floor covers the floor calculation in detail, and the RisKIT capital models (pre-built, open Excel, with every formula visible, in versions for the current rules and for Basel 3.1) give a starting point with set-up and validation support.

Sources: Bank of England, PS1/26 Implementation of Basel 3.1: final rules, 20 January 2026, paras 1.23, 1.24 and 2.6; PS1/26 Appendix 1 rule instrument, Article 92(1), 92(2A) and 92(5); PS9/24, paras 6.2, 6.6 and 6.11; PRA Rulebook, Capital Buffers Part, 2.1.

Board challenge

What should the board challenge before it approves?

The board’s job is to challenge the judgements; others can check the arithmetic. SS5/16 expects non-executives to provide effective challenge to the executives, and the chair to make sure all views are heard and that executives cannot control the discussion. It also expects management information that is timely, accurate, complete and relevant, and management that is open with the board. An ICAAP pack that arrives two days before the meeting fails the first test before anyone reads it.

Start with appetite. SS5/16 expects a measurable risk appetite that the board owns and uses, and the PRA Risk Control Part requires the management body to approve and periodically review the strategies and policies for taking up and managing risk. The FSB defines risk capacity as the maximum level of risk a firm can assume given its resources before breaching constraints. The ICAAP is where the board sees how far its appetite sits inside that capacity, in the base case and under stress.

Questions we suggest a board asks:

  • Which risks did we call immaterial, and what analysis sits behind each call?
  • Where is our Pillar 2A figure below the PRA’s methodology, and would we defend the difference in the SREP meeting?
  • Which management actions does the plan rely on, and have we ever taken them?
  • At what point does the reverse stress test say we fail, and how early would our recovery indicators warn us?
  • Could our own team rerun the model next year without the people who built it?

Directors can take these questions into the meeting. Our one-page crib sheet, Board questions before approving an ICAAP (PDF), maps eleven questions to SS31/15 and SS4/25 and to the section of the document where each answer should be.

Boards that want to build this skill before the approval meeting can use our board risk training, which can be run on the firm’s own ICAAP.

Sources: PRA SS5/16 Corporate governance: board responsibilities, July 2018, paras 4.1, 5.1, 7.1, 9.1 and 9.2; PRA Rulebook, Risk Control Part, rules 2.3 and 3.1; FSB, Principles for an Effective Risk Appetite Framework, 18 November 2013, key definitions.

Board checklist

What should the board see, and when?

Plan back from the approval date. This is the timetable we use; move the weeks to fit your committee calendar, but keep the order.

An eight-step board checklist for the ICAAP
StepWeeks before approvalWhat the board or risk committee should see
1. Scope16The last SREP feedback, the rules that apply in the ICAAP period and who owns each section.
2. Scenarios12The stress and reverse stress scenarios for sign-off, with the reasons for their severity.
3. Risk assessment10The material risk list and every immaterial call with its evidence.
4. Pillar 2A8Your figure for each risk beside the PRA methodology result, with the reasons for any gap.
5. Stress and plan6Stress results reconciled to the capital plan, and the management actions tested against each scenario.
6. Full draft4The complete document at risk committee, with time to send it back.
7. Reconciliation2Sign-off that the document matches FSA071 and any other Pillar 2 and step-in data items filed with it.
8. Approval0The final document and a minute that records the challenge made and how it was answered.

Step 2 is the one most often skipped. A board that first sees the scenarios in the finished draft has no real choice but to accept them.

Sources: PRA SS5/16, paras 5.1 and 9.1; PRA Rulebook, Reporting Pillar 2 Part, rules 3.1 to 3.2; Regulatory Reporting Part, 24.5.

Common failures

What usually goes wrong in an ICAAP?

From the drafts we review, the same faults come up year after year. Few of them are about the maths.

  • Two sets of numbers. The stress narrative quotes figures that differ from the capital plan tables because they came from different versions of the model.
  • The PRA’s methodology presented as the firm’s own assessment, with no view of whether it fits the business.
  • Immaterial risks dismissed in a sentence.
  • Management actions that would not work in the stress described, or that the firm has never tested.
  • A reverse stress test that runs capital to zero and stops, with no link to recovery indicators.
  • Operational risk scenarios with one severity point and no loss data behind them.
  • Last year’s document with the dates changed. After 1 January 2027 that also means the wrong Pillar 1 rules.
  • A model only its author can run. When that person leaves, next year’s ICAAP starts from scratch.
  • Board minutes that record approval and nothing else.

Each of these is cheaper to fix at step 2 of the checklist than at step 8. If your draft is already written, an independent review before the board sees it is the quickest way to find them; our ICAAP service covers both writing and review.

Sources: PRA SS31/15, paras 2.1, 2.18E and 5.10; PS1/26, para 1.23.

SDDTs and new banks

What is different if we are an SDDT or a new bank?

The cycle, the guidance and some of the methods. Since 20 January 2026, SDDTs other than new and growing banks update the ICAAP and ILAAP, and the Pillar 2A and 2B parts of the ICAAP, every two years. The reverse stress-testing frequency changed on the same date. From 1 January 2027 an SDDT follows SS4/25 in place of SS31/15.

Pillar 2A moves to simplified methodologies for credit, credit concentration and operational risk under SoP5/25. A Single Capital Buffer of at least 3.5% of risk-weighted assets replaces the capital conservation buffer, the countercyclical buffer and the PRA buffer, and for new and growing banks it covers six months of projected operating expenses, still at no less than 3.5%. A non-cyclical stress testing framework replaces the cyclical one, and the step-in risk rules do not apply.

As of 13 October 2025, 56 of around 80 eligible firms had opted in. Entry is by modification by consent, so an eligible firm can stay outside, and the PRA will review the criteria no later than the end of 2028.

A practitioner’s note: a two-year cycle is not a lighter ICAAP. A document that has to hold for two years needs clearer triggers for an off-cycle refresh, because the business will change inside that window. Our paper on whether your bank should join the SDDT regime sets out the choice.

Sources: PRA PS4/26 The Strong and Simple Framework, 20 January 2026, paras 1.12, 1.15 and 1.16; PRA PS20/25, 28 October 2025, paras 1.14, 1.17, 1.38, 4.43 and 4.58; PRA PS15/23, 5 December 2023, para 2.27.

FAQ

Questions about writing an ICAAP

How long should an ICAAP document be?

Long enough to show the assessment, and short enough for the board to read the body in one sitting. Push the analysis into appendices: model documentation, the assumptions register, data lineage and the reconciliation to regulatory returns. A small lender can write a shorter ICAAP, but where it calls a risk immaterial it should be able to show the assessment behind that call.

Which regulatory returns go to the PRA with the ICAAP?

The Pillar 2 data items: FSA071 from every firm in scope of the Reporting Pillar 2 Part, and FSA072 to FSA075 for operational risk from significant firms and firms with an AMA permission. Firms in scope of the step-in risk rules also submit SI700.00, and SI01.00 and SI02.00 where they apply, at the same time as the ICAAP.

Does Basel 3.1 change operational risk in the ICAAP?

Pillar 1 does. From 1 January 2027 a single standardised approach based on the Business Indicator replaces the existing approaches, with the Internal Loss Multiplier set to one. The Pillar 2A operational risk methodology is unchanged by PS15/26, so your scenario analysis still carries the Pillar 2A assessment.

Does an SDDT still need a reverse stress test?

Yes. PS4/26 changed how often SDDTs carry out reverse stress testing from 20 January 2026, not whether they do it. The test still has to find the scenarios that would make the business plan unviable, and it remains the natural link to the recovery plan.

Next step

Talk to a partner about your ICAAP

Tell us your board date and where the draft stands. We will tell you what it would take to finish, and whether you need us to write it, review it or build the model.

Scope an advisory need

Tell us what needs doing and by when. A partner will come back to you. Treated in confidence.

What needs doing?
Advice or delivery?

Advice: we give the judgement and you keep the pen. Delivery: we write it and hand it over.

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