public debt buyer and debt-collection company

PRA Group

A public debt buyer and collection company purchasing defaulted receivables and collecting from consumers. PRA Group scores very low because its business model monetizes distressed debt and legal/collection leverage against people already in financial trouble.

Why this matters: Debt buying is a structural extraction point, not just ordinary financial service.

Letter grade F Malignant High confidence (AI) Rubric gcd-rubric-v1 Last reviewed May 12, 2026

Final Score -12* F - Malignant

FMALIGNANT-12 pts

* Tentative scaffolding score. Not human-checked or final.

Base Material12

Bonus+0

Cap35Ownership <= 2 and Governance <= 2

After Cap12

Penalties-24

!Not Verified

Represent this organization?

Request verification to have the evidence record checked against primary materials and organization-supplied documents. Verification does not buy a higher score; scores change only when review finds factual errors, omissions, or miscalibration.

Request verification

Evaluation Overview

F - Malignant

The score turns mainly on Scale Integrity, with the largest penalty coming from Debt Peonage.

Strengths

Scale Integrity4/5
Ownership1/10
Governance1/10

Penalties

Debt Peonage-8
Human Harm-6
Policy Capture-3
Accountability Opacity-2

Evidence state

ConfidenceHigh confidence (AI)
ThoroughnessDeveloped (AI)
Linked claims17
Direct axis claims17
Coverage17/17

Scoring Axes

Axis	Score	Why this score
Ownership ? Control rights: shareholder-dominated at 0, worker cooperative control at 10.	1 / 10	PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. On Ownership, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Governance ? Binding decision authority: centralized control at 0, democratic stakeholder control at 10.	1 / 10	PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. On Governance, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Extraction ? Surplus allocation, wage share, CEO pay ratio, margins, and structured extraction judgment.	1 / 10	PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. On Extraction, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Labor Sovereignty ? Worker power: coercive conditions at 0, co-determination or ownership at 7. Employee dissatisfaction matters only when source-backed evidence shows concrete limits on worker agency, such as coercive scheduling, retaliation, wage theft, harassment, unsafe conditions, suppression of worker voice, or extreme turnover.	1 / 7	PRA Group's linked public materials do not show ordinary workers holding full binding democratic control over the institution. PRA Group's linked public materials do not show ordinary workers holding full binding democratic control over the institution. On Labor Sovereignty, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Solidarity with the Unemployed ? Treatment of exits and nonworkers, including severance, redeployment, and non-competes.	1 / 7	PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. On Solidarity with the Unemployed, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Loss-Bearing Fidelity ? Willingness to absorb costs to preserve values, workers, users, and public obligations.	1 / 7	PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. On Loss-Bearing Fidelity, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Market Conduct ? Pricing fairness, switching costs, lock-in, and rent extraction.	1 / 5	PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. On Market Conduct, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Product Integrity ? Preservation of quality rather than degradation for monetization.	1 / 5	PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. On Product Integrity, PRA Group belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Finance, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Scale Integrity ? Whether growth improves or degrades fairness and accountability.	4 / 5	PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. On Scale Integrity, PRA Group sits in the middle because the structure has real public, nonprofit, or service value, but users still do not hold decisive control over prices, access rules, quality, or institutional priorities. That places it above ordinary shareholder firms but below democratic or member-owned alternatives. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category. [1] context PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]

Penalties

Penalty	Applied	Why this penalty
Human Harm ? Severity, scale, culpability, vulnerable targets, willful reoffense, reputation laundering, pattern escalation, and time decay. Range: -20 to 0.	-6	PRA Group's public record makes Human Harm relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Human Harm relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Human Harm penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Human Harm relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [10]
Policy Capture ? Private-interest attempts to bend law, regulation, subsidies, taxes, enforcement, trade, labor, safety, competition, environmental, healthcare, housing, surveillance, civil-liberties, or consumer policy against workers, customers, citizens, affected communities, or ecological life. Public-interest advocacy is not penalized merely because it is lobbying. Range: -15 to 0.	-3	PRA Group's public record makes Policy Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Policy Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Policy Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Policy Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [11]
Debt Peonage ? Coercive or structurally inescapable debt systems, including bankruptcy-resistant student debt, compelled servicing relationships, wage or benefit garnishment leverage, distressed-debt buying, debt collection, or refinancing practices that turn education, medical care, housing, household necessity, or public obligation into long-term debtor control. Ordinary transparent lending is not penalized by itself. Range: -12 to 0.	-8	PRA Group belongs in the core debt-control tier because distressed-debt buying turns other institutions’ unpaid accounts into a collection business aimed at people already under financial pressure. Calibration notes Comparative anchor: Core distressed-debt buying and collection: aligned with Encore/Midland, above Navient because it is not specifically tied here to bankruptcy-resistant student debt. Linked evidence PRA Group describes itself in annual reports as a company that purchases and collects portfolios of nonperforming loans and other receivables. [17]
Subscription Capture ? Manipulative recurring-payment, automatic-renewal, cancellation-friction, bundling, trial-conversion, or refund designs that profit from inertia or confusion. Range: -5 to 0.	-1	PRA Group's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Subscription Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [12]
Accountability Opacity ? Material opacity, reputation laundering, or hidden accountability structures that prevent public accountability. Range: -2 to 0.	-2	PRA Group's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Accountability Opacity penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [13]
Identity Capture ? Customer pressure, employee pressure, and pervasive identity saturation. Range: -3 to 0.	-1	PRA Group's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Identity Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [14]
Surveillance Capture ? Invasive surveillance, unreasonably non-optional tracking, facial recognition, biometric identification, or AI behavior scanning of customers, workers, bystanders, or the public. Range: -5 to 0.	-1	PRA Group's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Surveillance Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [15]
Ideological Disavowal ? Concealed ideology presented as neutrality, expertise, professional necessity, public-service administration, market inevitability, or non-ideological common sense while exercising power. Range: -3 to 0.	-2	PRA Group's public record makes Ideological Disavowal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. PRA Group's public record makes Ideological Disavowal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Ideological Disavowal penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence PRA Group's public record makes Ideological Disavowal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [16]

Bonus Credits

No bonus credits applied in this version.

Confidence Basis

Confidence is computed from the evidence trail and review state, not typed into the profile by hand.

High 85/100

17 verified linked claims 17 direct axis claims 0 disputed claims 17/17 components covered

This confidence label measures the source-backed evidence trail. AI-scaffolded scores remain tentative until human review.

Claim confidence 16/20

17 verified linked claims

Source quality 16/18

Best source per verified claim, weighted by institutional reliability

Direct axis-specific claims 14/18

17 direct claims across 17 active components

Dispute load 12/12

0 disputed claims on this entity

Recency 10/10

Newest accepted timestamp: May 13, 2026

Reviewer status 7/12

Human-reviewed components score higher than AI scaffolding

Component coverage 10/10

17/17 evidence-bearing components have direct support

Evidence State

Profile stateAI draft / human-pending

VerificationUnverified

ConfidenceHigh confidence (AI)

ThoroughnessDeveloped (AI)

Correction routeUse “Challenge this rating” for factual errors, missing counterevidence, source problems, or calculation mistakes.

Company responseCompany representatives can submit source-backed corrections; payment never changes scores or reviewer authority.

Claims and Sources

Claims are the evidence record. Each claim needs a source link, axis category, status, confidence level, and timestamp before it can support a score.

* Tentative scaffolding score. Not human-checked or final.

1PRA Group's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the finance category.

Ownership Verified High confidence Human-reviewed May 12, 2026

PRA Group annual reportsPrimary institutional record · 90%

2PRA Group's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers.

Governance Verified High confidence Human-reviewed May 12, 2026

PRA Group annual reportsPrimary institutional record · 90%

3PRA Group's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery.

Extraction Verified High confidence Human-reviewed May 12, 2026

PRA Group annual reportsPrimary institutional record · 90%

4PRA Group's public materials do not show ordinary workers holding full binding democratic control over the institution.

Labor Sovereignty Verified Medium confidence Human-reviewed May 12, 2026

PRA Group annual reportsPrimary institutional record · 90%

5PRA Group operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power.

Solidarity Unemployed Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

6PRA Group's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise.

Loss Bearing Fidelity Verified High confidence Human-reviewed May 12, 2026

PRA Group annual reportsPrimary institutional record · 90%

7PRA Group operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice.

Market Conduct Verified High confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

8PRA Group's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability.

Product Integrity Verified High confidence Human-reviewed May 12, 2026

PRA Group annual reportsPrimary institutional record · 90%

9PRA Group's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities.

Scale Integrity Verified High confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

10PRA Group's public record makes Human Harm relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Human Harm Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

11PRA Group's public record makes Policy Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Policy Capture Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

12PRA Group's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Subscription Capture Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

13PRA Group's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Accountability Opacity Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

14PRA Group's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Identity Capture Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

15PRA Group's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Surveillance Capture Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

16PRA Group's public record makes Ideological Disavowal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Ideological Disavowal Verified Medium confidence Human-reviewed May 12, 2026

PRA Group 2024 annual reportPrimary institutional record · 90%

17PRA Group describes itself in annual reports as a company that purchases and collects portfolios of nonperforming loans and other receivables.

Debt Peonage Verified High confidence AI-generated / human-pending May 12, 2026

AI scaffold

PRA Group annual reportsPrimary institutional record · 90%
PRA Group 2024 annual reportPrimary institutional record · 90%

Alternatives

Competitors

AGOOD55 HOPE Credit Union community development credit union · same market AGOOD55 Self-Help Credit Union community development credit union · same market AGOOD54 The Institute of Student Loan Advisors nonprofit free student-loan advice organization · same market AGOOD53 Clean Energy Credit Union federally chartered credit union · same market AGOOD53 National Foundation for Credit Counseling nonprofit credit-counseling network · same market AGOOD52 Seattle Credit Union community development credit union · same market AGOOD52 State Employees' Credit Union (NC) large state credit union · same market AGOOD50 Beneficial State Bank community development bank · same market

Help Improve This Profile

Submit source-backed evidence or challenge a specific claim, source, axis value, or calculation below.

How This Page Is Maintained

Evidence comes in through contributors, is checked by verifiers, and is synthesized by reviewers. Founder authority remains narrow and visible; scores recalculate when verified claims or the rubric change.

Civic Note

Incorporation, limited liability, market access, and other institutional privileges are public grants. Good Companies Directory treats those privileges as conditional on accountability to workers, users, communities, and the public.

Submit evidence for PRA Group Add one source-backed fact for review.

Challenge this rating Point to a specific score, claim, source, or calculation problem.

Audit Log

Recent public changes for this company or group. The full audit log is part of the Transparency record.

No company-specific audit entries have been published yet.

View Full Audit Log