Regions Financial Corporation · NYSE:RF
Regions Financial — Investor Presentation (August 2020)
68 slides from Regions Financial's investor presentation, Aug 11, 2020
Slide 1: Investor Information August - September 2020
Exhibit 99.1 Investor Information August - September 2020
Slide 2: Table of contents
Table of contents Topic Page # Profile and Strategy 3-11 Net Interest Income and Asset Sensitivity 12-16 Fee Income and Efficiencies 17-20 Balance Sheet 21-23 Capital, Debt & Liquidity 24-29 Credit 30-48 Technology & Continuous Improvement 49-54 Environmental, Social & Corporate Governance 55-56 App
Slide 3: Our banking franchise
Our banking franchise Ranked 16th in the U.S. in total deposits(1) Branch locations by state (2) Alabama – 202 Louisiana – 93 (3) Birmingham, Alabama Line of business coverage Arkansas – 73 Mississippi – 118 Florida – 293 Missouri – 55 Georgia – 111 North Carolina – 7 Illinois – 43 South Carolina –
Slide 4: Business segments
Business segments 2Q20 Pre-tax pre- Average loans Average deposits provision income(1) 2% 4% 8% 33% 33% $621M $92B $111B 45% 51% 65% 59% Consumer Corporate Wealth Management (1) Pie %'s exclude the pre-tax pre-provision income (loss) from the Other Segment totaling $(98) million. 4
Slide 5: Responding to our communities, customers and associates
Responding to our communities, customers and associates Communities • Committing $12M to advance programs and initiatives that promote racial equity and economic empowerment for communities of color • Donating $5M toward COVID-19 relief and recovery efforts • Donating previously purchased advertisin
Slide 6: Supporting our customers
Supporting our customers Customer Loan Modifications As of 6/30/20 As of 7/31/20 Balances w/ Balances w/ Approx # of deferral ($ in Deferral as % Approx # of deferral ($ in Deferral as % deferrals millions) of total deferrals millions) of total Mortgage (portfolio only) 5,500 $1,422 9% 4,500 $1,091
Slide 7: Supporting our customers-cont'd
Supporting our customers-cont'd Paycheck Protection Program (as of August 6, 2020) PPP funds to PPP funds to companies with companies with ~$5B $ Loans Funded < 100 employees < 50 employees 62% 49% 46K # Loans Funded PPP Application Channels Average Loan Size Direct Loans closed $102K Branch using D
Slide 8: Top market share plays a valuable role in the competitive landscape
Top market share plays a valuable role in the competitive landscape Markets with top 5 market share(1) • Ranked 16th in the U.S. in total deposits(1) • 87% of deposits in 7 states: Alabama, Tennessee, Florida, Louisiana, Mississippi, Georgia, Arkansas • Top 5 or better market share in ~70% of MSAs a
Slide 9: Presence in strong growth markets
Presence in strong growth markets Population growth vs. peers(1) (2020-2025) More than 60% of top(2) MSAs are projected to grow faster than the U.S. national average Peer #1 4.9% Top Faster Market (1) Growing MSAs Deposits Rank(2) '20-'25 Population Growth RF 3.4% Nashville, Tennessee $7.8 3 Peer #2
Slide 10: Our footprint has significant economic advantages
Our footprint has significant economic advantages Jobs Population Footprint Retirees 42% of all new jobs 52% of all U.S. 35% of the U.S. GDP 6 of the top 10 states created in the U.S. population growth in generated in our where retirees are since 2009 were in last 10 years occurred footprint moving
Slide 11: Regions receives top honors
Regions receives top honors Regions Bank Named Top Customer Experience Six Years Strong: Regions Regions Bank Named Top Winner of 13 Leader in Large Retail Bank Again Named Gallup Regional Bank in J.D. Greenwich Excellence Bank Segments in Market Exceptional Workplace Award Power 2020 U.S. Online an
Slide 12: Net interest income and net interest margin
Net interest income and net interest margin Liquidity Impacts in Near-term (1) • In 2Q, net interest income (NII) supported by elevated NII and NIM balance sheet from stimulus / liquidity in the system; net ($ in millions) interest margin (NIM) reduced $985 $956 $940 ◦ Elevated line-draws add ~2% NI
Slide 13: Balance sheet profile (as of June 30, 2020)
Balance sheet profile (as of June 30, 2020) • Naturally asset sensitive balance sheet, Portfolio compositions supported by a large, stable deposit base Assets Other Liabilities ◦ Sensitivity to short-term rates has 20% been largely neutralized though Deposits balance sheet hedging and the $144B 92%
Slide 14: Focused on earnings stability through the cycle
Focused on earnings stability through the cycle NIM Performance vs Peers Normalized(3) NII change: 2Q20 vs 2Q19(4) 3.8 5% 3.6 3.49% 3.52% 3.45% -5% 3.37% 3.39% 3.36% 3.39% 3.4 3.32% 3.38% 3.26% -15% 3.35% 3.16% 3.2 3.27% 3.19% 3.22% 3.14% -25% 3.0 Peer Median (Reported)(1) 0 1 2 1 2 3 8 9 4 5 6 7 RF
Slide 15: Down-side market rate protection
Down-side market rate protection Notional cash flow derivatives at 6/30/20(1) (Notional $ in billions) $21.50 $21.75 $22.75 $22.75 • Regions’ fixed-rate asset protection among the $18.50 highest in the peer group • Majority of hedges active in 1H20; additional $3B $99mm $103mm $94mm $97mm of protect
Slide 16: Interest rate exposure of future business and long-term rates
Interest rate exposure of future business and long-term rates Fixed / float loan mix(1) • The majority of Regions’ residual NII exposure to interest rates comes 100% from future business activities and cash-flow reinvestment; full-year 90% 2020 estimate: 80% 70% ◦ ~$10.5B fixed-rate loan production
Slide 17: Non-interest income QoQ highlights
Non-interest income QoQ highlights Change vs • Capital markets experienced a record quarter driven by record debt & equity underwriting fees and ($ in millions) 2Q20 1Q20 2Q19 record fees generated from the placement of Service charges $131 (26.4)% (27.6)% permanent financing for real estate custome
Slide 18: Diversified non-interest revenue
Diversified non-interest revenue (1) Consumer 2Q20 fee revenue by segment • Consumer fee income categories are an important ($ in millions) component of fee revenue; growth in mortgage income has offset negative impacts of COVID-19 pandemic on service charges and card & ATM fees • Service charges an
Slide 19: Non-interest expense
Non-interest expense Adjusted non-interest expense(1) QoQ highlights ($ in millions) • Salaries and benefits increased 13%, driven primarily by liability impact associated with $21 $898 positive market value adjustments on employee benefit accounts $15 $(3) $41 ◦ Elevated production-based incentives
Slide 20: Strong PPI profile
Strong PPI(1) profile Adjusted PPI(1) to RWA(2) 2.50% 2.41% 2.38% 2.34% 2.26% 2.16% 2.11% 2.09% 2.04% 2.03% 1.90% 1.89% 1.81% 1.66% Peer 1 Peer 2 Peer 3 RF Peer 4 Peer 5 Peer 6 Peer 7 Peer 8 Peer 9 Peer 10 Peer 11 Peer 12 Peer 13 • Regions' 2Q adjusted pre-tax pre-provision income (PPI)(1) was the h
Slide 21: Average loans and deposits
Average loans and deposits Adjusted average loans and leases(1) Average deposits by segment ($ in billions) ($ in billions) $110.9 0.4 8.4 $90.5 $95.0 $95.7 1.6 1.3 $81.3 $81.6 7.9 8.1 28.4 36.4 28.2 28.6 26.2 26.6 62.1 65.7 53.1 53.0 59.3 59.7 2Q19 1Q20 2Q20 1Q19 1Q20 2Q20 Adjusted business loans(1
Slide 22: 2Q20 average loan composition
2Q20 average loan composition Average consumer loans Average business loans ($ in billions) ($ in billions) Mortgage $14.9 CRE Mortgage - OO $5.5 $29.8B Indirect-Vehicles Commercial and CRE Construction - $1.4 Industrial $49.3 $62.1B OO $0.3 IRE - Mortgage $5.1 Other $1.1 Indirect-Other Credit Card
Slide 23: Commercial loans
Commercial loans As of 6/30/20 ($ in millions) Total Commitments Outstanding Balances % Utilization Administrative, Support, Waste & Repair $2,808 $1,829 65% Agriculture 767 517 67% Educational Services 4,074 3,172 78% Energy - Oil, Gas & Coal 4,303 2,195 51% Financial Services 9,065 4,281 47% Gover
Slide 24: Capital and liquidity
Capital and liquidity Tier 1 capital ratio(1) QoQ highlights • Stress capital buffer for 4Q20-3Q21 is 3.0% • CET1 ratio of 8.9%(1); internal models informed by severely adverse stress testing continue to indicate 9% is appropriate 11.1% capital level in normal conditions to ensure capital adequacy i
Slide 25: CET1 Waterfall
CET1 Waterfall 0.6% 9.4% (0.1)% (0.4)% 8.9% (0.6)% Pre-tax pre- RWA/ Common Provision 1Q20 CET1% provision Ascentium/ 2Q20 CET1%(1) dividend expense income(2) Other Note: Provision expense includes the impact of CECL deferral 25 (1) Current quarter ratios are estimated. (2) Non-GAAP; see appendix fo
Slide 26: Significant protection
Significant protection 2Q20 CET1 + Additional Loss Absorbency(1)(2) % of RWA 14.31% 13.81% 1.06% 13.11% 1.95% 2.09% 12.64% 12.56% 12.47% 2.03% 0.87% 0.63% 0.64% 11.81% 11.74% 11.66% 11.57% 0.51% 11.43% 2.00% 1.97% 2.09% 1.64% 0.72% 0.34% 0.61% 11.06% 10.88% 10.84% 1.60% 1.72% 0.93% 0.36% 2.21% 1.52%
Slide 27: Focus on risk-adjusted returns
Focus on risk-adjusted returns Capital Optimization Investments Mortgage Corporate/Commercial Mortgage Servicing Rights • Sold ~$421M of residential mortgage • Loan exposures have been • ~$17B in MSR bulk purchases since the beginning loans from loan portfolio since 2017 reviewed in depth by Capital
Slide 28: Regions unsecured debt and credit ratings profile
Regions unsecured debt and credit ratings profile Debt maturity profile(1) Select credit ratings ($ in millions) Moody's S&P Fitch Regions Financial Corporation $1,614 Senior Unsecured Debt Baa2 BBB+ BBB+ Subordinated Debt Baa2 BBB BBB $1,000 $1,000 1,254 $900 $800 Regions Bank 150 500 1,000 1,000 S
Slide 29: Ample sources of additional liquidity aided by strong Risk Management
Ample sources of additional liquidity aided by strong Risk Management Liquidity Risk Management Additional Liquidity Sources Regions’ Risk Management and Stress Testing have guided the Beyond deposits, Regions has additional liquidity company to liquidity levels that are well prepared for the source
Slide 30: Diversification through comprehensive concentration framework
Diversification through comprehensive concentration framework Industry Concentrations Geographic Concentrations • Risk Appetite driven approach • Market scorecards are product Concentration Risk Framework specific • Multi-tiered hierarchy e.g., Consumer vs. Investor Real 9 sectors, 24 industries, 96
Slide 31: Significant expansion of portfolio risk indicators
Significant expansion of portfolio risk indicators Portfolio Performance Metrics Early Warning Indicators Metrics are cascaded to ensure Regions maintains a robust library of over 150 quantitative and accountability and permit qualitative measures strategic allocation of risk capacity Capital Market
Slide 32: Asset quality
Asset quality Net charge-offs and ratio Criticized business loans ($ in millions) $182 ($ in millions) 132 0.80% $4,225 $123 63 $92 $2,524 0.59% $2,124 37 0.44% 55 60 50 2Q19 1Q20 2Q20 2Q19 1Q20 2Q20 • No substantial reserve builds anticipated for remainder of Consumer net Business services Net char
Slide 33: COVID-19 high-risk industry sectors
Bottom up review informs and narrows COVID-19 high-risk industry sectors (as of June 30, 2020) % of % Utilization Leveraged SNC % % C&I Portfolio BAL$(1) BAL$ (2) % of BAL$ % of BAL$ Deferral Criticized Energy – Oil & Gas Extraction, Oilfield Services $1.37b 1.5% 66% —% 80% 6% 48% Freight transporta
Slide 34: COVID-19 high-risk industry sectors waterfall
COVID-19 high-risk industry sectors waterfall ($ in billions) QoQ highlights $0.7 $2.3 • Based on a deep dive of portfolios, COVID-19 high-risk industries were $12.4 further refined to those exhibiting higher levels of stress due to COVID impact $8.4 $(6.3) • Sector additions reflect the CRE $(0.7)
Slide 35: Allowance for credit losses waterfall
Allowance for credit losses waterfall ($ in millions) QoQ highlights • Q2 allowance increased $760M from Q1 due primarily to: ◦ Downgrades in Retail, Hotel, Energy $136 $2,425 $382 and Restaurant sectors $242 ◦ Continued economic uncertainty $1,665 due to COVID-19 pandemic ◦ Ascentium acquisition •
Slide 36: Base R&S Economic Outlook
Base R&S Economic Outlook (as of June 19, 2020) Pre-R&S period 2Q2020 3Q2020 4Q2020 1Q2021 2Q2021 3Q2021 4Q2021 1Q2022 2Q2022 Real GDP, annualized % change (37.9)% 25.6% 9.0% 5.6% 4.1 % 3.0 % 2.9% 2.6% 2.8% Unemployment rate 13.2 % 9.9% 9.1% 8.6% 7.9 % 7.4 % 7.0% 6.7% 6.5% HPI, year-over-year % chan
Slide 37: Allowance Allocation
Allowance Allocation As of 6/30/20 As of 3/31/20 (in millions) Loan Balance ACL ACL/Loans Loan Balance ACL ACL/Loans C&I $47,670 $1,109 2.33% $45,388 $597 1.32% CRE-OO Mortgage 5,491 249 4.53% 5,550 180 3.24% CRE-OO Construction 314 20 6.25% 309 17 5.50% Total Commercial $53,475 $1,378 2.58% $51,247
Slide 38: Leveraged portfolio
Leveraged portfolio (outstanding balances as of June 30, 2020) Leveraged Balances by Industry Leverage Definition • Regions Leveraged Lending Definition - $6.1B in balances Professional • Commitments are $10M Services 17% • Leverage exceeds 3x senior debt; 4x total debt Information 13% • Includes in
Slide 39: SNC portfolio
SNC portfolio (outstanding balances as of June 30, 2020) Shared National Credit Balances by Industry 9% • Portfolio Characteristics 9% • Diverse industry mix 9% 47% $21.5B • 31% of balances are investment grade 8% • 23% of balances are leveraged 6% • 24% of balances are sponsor-backed 6% 6% • 8% of
Slide 40: Energy lending
Energy lending As of 6/30/20 Total Outstanding ($ in millions) # of Clients (1) Commitments Balances % Utilization $ Criticized % Criticized Oilfield services and supply (OFS)(2) 162 $516 $360 70% $187 52% Exploration and production (E&P)(2) 108 1,557 1,007 65% 472 47% Midstream 25 1,562 646 41% 132
Slide 41: Energy lending (continued)
Energy lending (continued) Balances by Category Gross Losses $1,500 $90 $85.8 $80 $75.1 $1,200 $70 53 ) $60 s ) s n $900 n o i o $50 l i l l l i i M M ( $36.7 $600 ( $40 $ $32.9 $ $30 $28.5 $300 $20 $10 $6.0 $0.0 $0 $0 P s r s & ce am am he an 14 15 16 17 18 19 20 E vi re re t o 20 20 20 20 20 20 20
Slide 42: Restaurant lending
Restaurant lending As of 6/30/20 % of Total Outstanding Outstanding ($ in millions) # of Clients* Commitments Balances % Utilization $ Criticized Criticized Quick Service 18,491 $1,521 $1,280 84% $168 13% Casual Dining 31 560 487 87% 254 52% Other 23 166 149 90% 20 13% 53 PPP Loans 2,548 396 396 100
Slide 43: Hotel lending
Hotel lending As of 6/30/20 % of Total Outstanding Outstanding ($ in millions) # of Clients* Commitments Balances % Utilization $ Criticized Criticized CRE-Unsecured 12 $888 $714 80% $0 0% IRE – Mortgage 17 247 238 96% 236 99% IRE – Construction 3 80 31 39% 31 100% Consumer Services 3,666 138 131 95
Slide 44: Commercial retail lending
Commercial retail lending As of 6/30/20 Total Outstanding ($ in millions) # of Clients* Commitments Balances % Utilization $ Criticized % Criticized REITs 30 $3,114 $1,789 57% 92 5% IRE 150 785 740 94% 532 72% C&I: 29,073 2,701 1,495 55% 29 2% Leveraged 16 381 229 60% — —% Not Leveraged 29,057 2,320
Slide 45: Transportation lending
Transportation lending As of 6/30/20 # of Total Outstanding % $ % ($ in millions) Clients* Commitments Balances Utilization Criticized Criticized General Freight Trucking - Long Distance 5,458 $1,095 $773 71% $32 4% Support Activities for Water Transportation 66 336 211 63% 0 0% Inland Water Transpo
Slide 46: Loans to Small Business and Small Farms
Loans to Small Business and Small Farms (outstanding balances as of June 30, 2020) Balances by Industry Balances by State Healthcare 17% Real Estate 12% Florida 29% Professional, 17% Scientific & Alabama 11% Technical 29% Services 9% 37% 36% Tennessee 10% 12% Retail Trade 9% $8.6B $8.6B Georgia 7% T
Slide 47: SBA loans
SBA loans (outstanding balances as of June 30, 2020) Balances by Industry Balances by State Healthcare 14% Manufacturing 14% Florida 29% Real Estate 12% 14% Alabama 15% 23% 25% Professional, 29% Scientific 11% Tennessee 12% 14% Restaurant, 8% $5.3B Accommodation $5.3B Georgia 10% & Lodging 10% 9% 8%
Slide 48: Consumer lending portfolio statistics
Consumer lending portfolio statistics Consumer Third Party Residential Mortgage Lending Consumer Credit Card • Avg. origination FICO 751 • Avg. origination FICO 755 • Avg. origination FICO 771 • Current LTV 59% • Avg. new line $34,329 • Avg. new line $4,803 • 96% owner occupied • 42% home improvemen
Slide 49: Significant spending on technology initiatives
Significant spending on technology initiatives Technology Investment(1) Near-term priorities • Expand digital sales with ability to continue and complete transactions omni-channel Cybersecurity & risk management New technology • Self-Service portals for customer claims and investments consumer colle
Slide 50: Leading edge platforms in place
Leading edge platforms in place Corporate Consumer Wealth Internal Enterprise Banking Banking Management Systems Initiatives • Commercial Loan • Single Branch • State of the Art, • Workday - • Contact Center Origination Platform Cloud-Based Learning, (AI based System (nCino) Wealth Platform Analytic
Slide 51: Established foundation for innovation and execution
Established foundation for innovation and execution • Upgraded talent with expertise in modern technologies • Certified Project Management • S&G Enabled Organizational Change Professionals (PMP) and SAFe Agilists • “Shadow IT” functions consolidated Talent • Focus on Full Stack and Design Engineerin
Slide 52: Core system modernization
Core system modernization An eight year journey Staggered Leveraging execution existing approach technology spend Business Micro-services Transformation architecture to supported by enable modern innovation and technology speed to market 52
Slide 53: Growth in Digital
Growth in Digital Active Digital Banking Users Active Mobile Banking Users Digital Banking Log-Ins (Millions) (Millions) (Millions) 6% YoY 24% YoY 4% YoY 2.0 285 2.7 2.7 2.8 257 230 138 1.9 126 117 1.8 131 147 113 2Q19 1Q20 2Q20 2Q19 1Q20 2Q20 2Q19 1Q20 2Q20 Mobile Banking Log-Ins Online Banking Log
Slide 54: Continuous improvement initiatives delivering solid results
Continuous improvement initiatives delivering solid results Simplify & Grow initiative tracker Simplify & Grow expense initiatives (% represents $ of savings) Initiatives Total Initiatives to be number of complete completed initiatives All others Revenue 9 18 27 Top 6-10 to be completed Organization
Slide 55: Corporate governance
Corporate governance Regions understands that good corporate governance is the Robust corporate governance shareholder foundation of sustainable business, and good decision-making is engagement program necessary for creating shareholder value over the long term. • We consider proper shareholder enga
Slide 56: Environmental & social highlights
Environmental & social highlights(1) ESG Recognitions: 2023 Environmental ESG Documents: • 56th in Barron's 2020 ranking of the 100 (2) • Human Rights Statement Most Sustainable Companies Goals • Supplier Code of Conduct • Great Place to Work-Certified™ Reduce Emissions Reduce Energy • Environmental
Slide 57: Appendix
> GENERATING Consistent Sustainable Kiersten Performance APPENDIX AM ReGIONS| 57
Slide 58: Footprint economic advantages source references
Footprint economic advantages source references Fact Source Bureau of Labor Statistics. "Employment, Hours, and Earnings from the Current Employment Statistics Survey." Databases, Tables & Calculators by Subject, 18 Feb. 2020, data.bls.gov/ Job Growth timeseries/CES0000000001. Accessed 18 Feb. 2020.
Slide 59: Non-GAAP information
Non-GAAP information Management uses pre-tax pre-provision income (non-GAAP) and adjusted pre-tax pre-provision income (non-GAAP), as well as the adjusted efficiency ratio (non-GAAP) and the adjusted fee income ratio (non-GAAP) to monitor performance and believes these measures provide meaningful in
Slide 60: Non-GAAP and additional selected items impacting earnings
Non-GAAP and additional selected items impacting earnings Quarter Ended (amounts in millions, except per share data) 6/30/2020 3/31/2020 6/30/2019 Selected items impacting earnings: Pre-tax adjusted items(1): Branch consolidation, property and equipment charges $ (10) $ (11) $ (2) Loss on early exti
Slide 61: Non-GAAP reconciliation: NII, non-interest income/expense, operating leverage and efficiency ratio
Non-GAAP reconciliation: NII, non-interest income/expense, operating leverage and efficiency ratio Quarter Ended ($ amounts in millions) 6/30/2020 3/31/2020 12/31/2019 9/30/2019 6/30/2019 2Q20 vs. 1Q20 2Q20 vs. 2Q19 Non-interest expense (GAAP) A $ 924 $ 836 $ 897 $ 871 $ 861 $ 88 10.5 % $ 63 7.3 % A
Slide 62: Non-GAAP reconciliation: adjusted average loans
Non-GAAP reconciliation: adjusted average loans Average Balances ($ amounts in millions) 2Q20 1Q20 4Q19 3Q19 2Q19 2Q20 vs. 1Q20 2Q20 vs. 2Q19 Total consumer loans $ 29,845 $ 30,250 $ 30,418 $ 30,527 $ 30,807 $ (405) (1.3)% $ (962) (3.1)% Less: Indirect—vehicles 1,441 1,679 1,948 2,247 2,578 (238) (1
Slide 63: Non-GAAP reconciliation: Pre-tax pre-provision income (PPI)
Non-GAAP reconciliation: Pre- tax pre-provision income (PPI) Quarter Ended ($ amounts in millions) 6/30/2020 3/31/2020 12/31/2019 9/30/2019 6/30/2019 2Q20 vs. 1Q20 2Q20 vs. 2Q19 Net income (loss) available to common shareholders (GAAP) $ (237) $ 139 $ 366 $ 385 $ 374 $ (376) (270.5)% $ (611) (163.4)
Slide 64: Non-GAAP reconciliation: ACL/Adjusted Loans, net
Non-GAAP reconciliation: ACL/Adjusted Loans, net As of ($ amounts in millions) 6/30/2020 3/31/2020 12/31/2019 9/30/2019 6/30/2019 Total Loans $ 90,548 $ 88,098 $ 82,963 $ 82,786 $ 83,553 Less: SBA PPP Loans 4,498 — — — — Adjusted Total Loans (non-GAAP) $ 86,050 $ 88,098 $ 82,963 $ 82,786 $ 83,553 Al
Slide 65: Forward-looking statements
Forward-looking statements Forward-Looking Statements This release may include forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. Any statement that does not describe historical or current facts is a forward-looking statement. Forward-looking statements ar
Slide 66: Forward-looking statements (continued)
Forward-looking statements (continued) • Our ability to comply with stress testing and capital planning requirements (as part of the CCAR process or otherwise) may continue to require a significant investment of our managerial resources due to the importance of such tests and requirements. • Our abi
Slide 67: Forward-looking statements (continued)
Forward-looking statements (continued) • The effects of the failure of any component of our business infrastructure provided by a third party could disrupt our businesses, result in the disclosure of and/or misuse of confidential information or proprietary information, increase our costs, negatively
Slide 68: Regions
A REGIONS
Regions Financial — Investor Presentation (August 2020) on 6ix