Regions Financial Corporation · NYSE:RF
Regions Financial — Q3 2025 Earnings Presentation
87 slides from Regions Financial's earnings presentation, Oct 17, 2025
Slide 1: Investor Information
Exhibit 99.1 Investor Information November - December Internal Use
Slide 2: Table of Contents
Table of Contents Topic Page # Profile and Strategy 3-15 Business Segment Highlights 16-26 Awards & Technology 27-29 Asset / Liability Management 30-40 Fees & Expenses 41-48 Loans & Deposits 49-61 Capital, Debt & Liquidity 62-64 Credit 65-71 Near-Term Expectations 72 Appendix & Forward Looking State
Slide 3: Longstanding Strategic Priorities
Longstanding Strategic Priorities Soundness Profitability Growth Relentless focus on: Committed to: Strategically Investing in: • Client selectivity • Diversified Revenue Streams • Top quartile organic loan & deposit growth over the last 5 yrs vs. peers(1) • Credit Risk Management • Appropriate Risk
Slide 4: Capital Strength
Capital Strength Soundness: Robust capital balances and strong organic capital generation position Regions well for full range of potential economic conditions Capital Resiliency Pro Forma Post-Stress Capital(2) • Prudent risk management evident in Federal Reserve's stress testing results 11.68% 11.
Slide 5: Driving Shareholder Value
Driving Shareholder Value Soundness: Peer-leading dividend growth while actively managing share count 6 Yr Dividend Growth CAGR Post-Financial Crisis Maximum 3Q25 Shares Shares RF 10.1% Period Outstanding Outstanding Decline (MM) (MM)(1) Peer 1 9.1% RF 3Q12 1,423 894 (37.2)% Peer 2 9.1% Peer 12 4Q11
Slide 6: Total Shareholder Return
Total Shareholder Return Profitability: Strong track record of Shareholder Returns 3 Year Total Shareholder Return 5 Year Total Shareholder Return 281% 78% 187% 179% 178% 58% 52% 51% 50% 162% 155% 152% 49% 47% Peer Median: 136% 136% 129% 126% 38% 38% Peer Median: 38% 119% 100% 25% 24% 24% 67% 52% 13
Slide 7: Regions' Consistent Outperformance
Regions' Consistent Outperformance Profitability: Sustained advantage in risk efficiency Regions' earnings, including credit costs, have been top quartile vs peers since 2019 Adjusted PPI(1) Less Net Charge-offs to RWA(2) 2.30% 2.47% 2.31% 2.21% 2.09% 1.96% 1.99% 1.96% 1.88% 1.95% 1.78% 1.78% 1.73%
Slide 8: Leading with Consistently Strong Growth Metrics
Leading with Consistently Strong Growth Metrics Profitability: Supports a higher P/E multiple Peer Leading ROATCE(1) For 4 Straight Years Rank: 1 Rank: 1 Rank: 1 24.1% 21.4% 21.9% Rank: 1 Rank: 1 17.8% 18.6% 17.6% 14.9% 19.0% 15.2% 14.3% 12.8% 17.1% 16.5% 9.6% 9.5% 14.4% 9.2% 14.3% 9.0% 9.7% 11.0% 8
Slide 9: Tangible Book Value Growth plus Dividends
Tangible Book Value Growth plus Dividends Profitability: 3 and 5 yr CAGR excluding AOCI 3 Yr CAGR of TBV + Dividends 5 Yr CAGR of TBV + Dividends Peer 1 20.4% Peer 1 15.3% RF 18.7% Peer 7 14.9% Peer 2 16.7% RF 14.8% Peer 3 16.2% Peer 2 14.6% Peer 4 15.2% Peer 6 14.2% Peer 5 14.2% Peer 9 13.9% Peer 6
Slide 10: Top Quartile Organic Loan and Deposit Growth
Top Quartile Organic Loan and Deposit Growth Growth: Consistent, disciplined growth 5 Yr Loan Growth excl. Bank M&A 21% 18% 17% 12% 12% 11% Peer Median: 7% 7% 7% 2% 1% 1% (3)% (4)% (5)% RF 11 6 2 10 5 1 9 4 13 8 3 12 7 er er er er er er er er er er er er er Pe Pe Pe Pe Pe Pe Pe Pe Pe Pe Pe Pe Pe 5 Y
Slide 11: Attractive Footprint and Strong Brand Presence
Attractive Footprint and Strong Brand Presence Growth: Home field advantage in the southeast Strong Profitability/Returns Supported by: Winning in Core Markets Building trust & serving clients for over 170 years ☑ Low Cost Core Deposits ☑ Strong Brand ☑ Loyal Customer Base ☑ Employer / Bank of Choic
Slide 12: Deposit Advantage Key to Franchise Value
Deposit Advantage Key to Franchise Value Growth: Outperforming deposit growth & disciplined pricing 5 Year Deposit Growth vs Current Deposit Costs(1) 3Q25 Total Deposit Cost vs Peers(1) 40% RF Avg. Total Deposit Growth 30% Above industry median growth w/ meaningfully lower Peer Median cost (worth ~6
Slide 13: Building on Our Success
Building on Our Success Growth: Strategic investments in priority markets driving deposit expansion Continuing to Invest in Priority Maximizing Growth Opportunities Markets(2) Priority Market Growth Opportunities(1) Building on success with incremental investments supporting (3) growth while maintai
Slide 14: Investing in People and Technology
Investing in People and Technology Growth: Expanding talent and capabilities in markets with greatest opportunity Investing in Banker Expansion Investments in Technology Over the next 3 years, will invest in Talent across the Footprint in key areas of opportunity: By hiring and converting skilled Ba
Slide 15: Third Quarter Overview
Third Quarter Overview Continue to deliver consistent, sustainable long-term performance 3Q25 Key Performance Metrics Reported Adjusted(1) Highlights Net Income Available to Common Shareholders $548M $561M • Consistently generating top-quartile returns in our peer group(2) Diluted Earnings Per Share
Slide 16: Diversified Lines of Businesses
Diversified Lines of Businesses Consumer Bank Corporate Bank Wealth Management • Retail Banking Services • Commercial ◦ Deposit • Corporate & Institutional • Private Wealth Investment Management, ◦ Debit & Credit Card ◦ Corporate Banking & Trust Services ◦ Home Equity ◦ Real Estate ◦ Secured & Unsec
Slide 17: Consumer Banking Group
Consumer Banking Group Driving growth and customer engagement through strategic investments Continuing to Deliver Delivering Solid Customer Strategic Investments Strong Results Satisfaction & Loyalty Across The Business Regions Bank is the highest-rated bank in Forbes’ Maintained competitive headlin
Slide 18: Consumer Bank
Consumer Bank High Performing, Proven Consumer Business Creating Value for Customers and Shareholders 9,300 1,248 1,874 How our model wins Associates Branches ATMs 1 Primacy-based acquisition 2 Industry leading service across strategy leads to granular, low cost channels delivers long tenured deposi
Slide 19: Our Strategy is Built on Continuous Improvement
Our Strategy is Built on Continuous Improvement Evolving and enhancing our capabilities to continue to grow with our markets We go-to-market offering “big bank” capabilities with “local bank” delivery. We do that consistently by having an always-on approach to investing in people, place, process, an
Slide 20: Our Core Business will Continue to Deliver Differentiated Value
Our Core Business will Continue to Deliver Differentiated Value Strength across deposits and lending with consistent strong returns and efficiency Operating the business with discipline in low-cost deposit growth, soundness in consumer lending, and excellence in expense management Deposits (in billi
Slide 21: Corporate Banking Group
Corporate Banking Group Driving continued long-term performance for our clients & our shareholders Soundness Profitability Growth Active credit risk and portfolio management remains a top priority Executing our model of local + expertise to Growing NIR +10% vs 3Q24, with Treasury optimize clients' f
Slide 22: Corporate Banking Group
Corporate Banking Group A diversified engine for growth and long-term performance 66,200 2,814 170 How our model wins and differentiates us Client Relationships (1) Associates (1) Local Offices Out-Local National Banks Clients Coverage Commercial Banking (2) Local and Dedicated Relationship Our stra
Slide 23: Our Core is the Foundation of our Growth
Our Core is the Foundation of our Growth Strength across lending, liquidity, and fee income with consistent strong returns and efficiency Accelerating NIR Growth and Key Revenue Drivers for Sustainable Performance Loans (in billions) Capital Markets (in millions) 3.6% 11.3% 6Y CAGR 6Y CAGR Efficienc
Slide 24: Our Core is the Foundation of our Growth and Confidence
Our Core is the Foundation of our Growth and Confidence Consistent execution, client-centric strategy and targeted acquisitions driving results Momentum built on a sound foundation: core strength driving growth, delivering results Core Foundation Acquisitions Strategic Investments A disciplined mode
Slide 25: Our Model is Built to Win
Our Model is Built to Win Capturing share through disciplined execution and relevance across all client sizes Our business is positioned to outperform in a shifting landscape of disruption Leading with stability, trust, and Winning where it matters most strategic investments Our Stability Our Client
Slide 26: Wealth Management Group
Wealth Management Group Focus on execution & investments to optimize the client and associate experience Customer Experience & Strategic Investments & Delivered Strong Results Communication Data Analytics Record quarterly NIR(1) in 3Q25 with QoQ growth of 4%, driven by strong production and improved
Slide 27: Regions Honored for Extraordinary Excellence in 2025
Regions Honored for Extraordinary Excellence in 2025 In 2025, Regions Bank was named a Gallup Regions recognized as a gold winner of the Regions is proud to be rated No. 1 in customer Exceptional Workplace Award Winner for 2025 Datos Impact Award for best innovation satisfaction among traditional ba
Slide 28: Empowered by Data & Innovation
Empowered by Data & Innovation Regions remains competitive by reserving ~9-11% of revenue for technology spend Modernization and Innovation Next Gen Platforms AI-Driven Analytics Technology Practices / Modern Authentication Open Banking / Ways of Working Embedded Finance Core Banking and Data platfo
Slide 29: Growth in Digital
Growth in Digital Digital Usage Sales & Transactions Customer Satisfaction Mobile Banking Active Users (Millions)(1) Consumer Checking Sales by Channel(4) Mobile App Average 4.9 out +6% 2% 1% 1% of 5 rating from 2.61 2.70 2.55 66% 79% 68% iOS app store Digital users Branch Contact Center 32% 20% 31%
Slide 30: NII & Margin Performance
NII & Margin Performance NII positioned for future growth FTE NII and NIM ($ in millions) 3Q NII and NIM Drivers $1,230 $1,271 $1,269 • NII -0.2% QoQ; NIM decreased 6bps to 3.59% • Modest NII growth when compared to 2nd quarter excluding non- recurring items, driven primarily by balance sheet repric
Slide 31: NII Positioning for Changing Rate Environment
NII Positioning for Changing Rate Environment Mostly "neutral" interest rate risk position protected from fed funds cuts Sensitivity to short-term rates Sensitivity to middle/long-term rates Floating Rate Balance Sheet Exposure(1) ($B) Future NII Benefit from Fixed-Rate Asset Turnover Front-book / b
Slide 32: Balance Sheet Profile
Balance Sheet Profile (As of September 30, 2025) Portfolio Compositions Assets(1) Loans(2)(3) • Balance sheet position naturally benefits from higher interest rates (i.e. asset sensitive), Other Fixed Hedges 23% supported by 14% ◦ Large floating rate loan mix Cash 6% Floating $160B Loans $96B 32% ◦
Slide 33: Balance Sheet Positioning Advantage
Balance Sheet Positioning Advantage Strong deposit franchise and funding position provide an opportunity for flexibility and margin outperformance in an evolving rate environment Loan-to-Deposit Ratio Total Liability Cost (%) 88% 87% 84% 84% 82% 82% Peer Median: 81% 81% 81% 2.38 2.34 Peer Median: 2.
Slide 34: Regions' Deposit Pricing
Regions' Deposit Pricing Interest-bearing Deposit Costs vs. Peers(1) CD Maturities (as of 9/30/2025)(2) 5.50% 3.7% 6.00% Int-Bearing Deposit Rates 5.00% 4.46% 3.4% 3.2% 4.00% 2.94% 3.0% 2.50% 2.43% 2.8% 3.00% $5.5 2.00% 1.03% $3.9 2.34% $2.6 1.00% 2.01% $0.6 $0.2 —% 0.82% 4Q25 1Q26 2Q26 3Q26 4Q26 21
Slide 35: Interest-Bearing Deposit Mix
Interest-Bearing Deposit Mix Composition of deposit book affords ability to maintain cost advantage if rates continue to decline; When combined with hedges, creates a well protected margin Interest-bearing Deposits: $90.6B % of 3Q25 Ending Interest-Bearing Deposits (labels represent % of IB Deposits
Slide 36: Net Interest Margin History
Net Interest Margin History Generating consistent, sustainable, long-term performance Learned lesson from outsized credit and rate exposure in GFC; have used hedges to achieve NIM protection and outperform peers Net Interest Margin (NIM)1 Through the Interest Rate Cycle Rising Rates Outperformance g
Slide 37: Hedging Strategy Update
Hedging Strategy Update Mostly "neutral" rate risk position protects margin & decreases capital volatility Asset Hedge Notional (Quarterly Avg) (Annual Avg) Receive-Fixed, Cash Flow Swaps - Loans Pay-Fixed, Fair Value Swaps - AFS Securities Net Asset Swap Position(2) Cash Flow Collars - Loans(3) as
Slide 38: Securities Portfolio
Securities Portfolio Provides downside rate protection/liquidity • Portfolio constructed to protect against changes in market rates Securities Portfolio Composition(1) ◦ Duration of ~4.0 years (AFS ~3.6 years) as of 9/30/2025; provides offset to Corp Bonds long-duration deposit book 1% HTM, 18% Agen
Slide 39: Securities Portfolio - Repositioning
Securities Portfolio - Repositioning Provides efficient use of capital/downside rate protection Rationale for Securities Repositioning Multiple, distinct securities repositioning strategies occurred Efficient Capital Use Portfolio Management Favorable Market in 2024 and 2025 • Sold mostly shorter-du
Slide 40: Securities Portfolio - AOCI Management
Securities Portfolio - AOCI Management Positioned to manage level/exposure lower over time Adj. AOCI in CET1 as % of Risk Weighted Assets(2) 06/30/2025 • AOCI associated with unrealized securities gains/ losses is expected to be included 1.0% 0.1% as a part of CET1 once B3E rules are finalized (with
Slide 41: Non-Interest Income
Non-Interest Income Record performance across key fee businesses, reflecting broad-based strength and sustained momentum Non-Interest Income Adj. Non-Interest Income(1) ($ in millions) ($ in millions) $646 $659 $650 $646 $684 QoQ Highlights & Outlook $572 • NIR increased 2% on an reported basis and
Slide 42: Track Record of Expanding Fee-Based Services
Track Record of Expanding Fee-Based Services Adjusted Non-Interest Income(1) Proven Non-Interest Income Resiliency ($ in millions) Diversified revenue growth through expanded $2,473 fee-based services $2,001 Capital Markets • Post the sale of Morgan Keegan in 2012, expanded the business through: ◦ O
Slide 43: Capital Markets
Capital Markets Growing products & services that our clients value Capital Markets Product Solutions Capital Markets Annual Revenue (Ex. CVA/DVA)(1) $354 $323 $303 $263 $272 $270 $201 $188 $151 $159 Mergers & Acquisitions Real Estate $101 $65 • M&A Advisory Services • Multi-family loan origination &
Slide 44: Treasury Management
Treasury Management Clients optimize cash flow and manage risk with Treasury Management solutions Steadily Growing our Treasury Management Business +6% Treasury Management Revenue(1) +9% Portfolio of Treasury Management Clients(2) Continually Investing in Technology +16% Digital, Payment & Integrate
Slide 45: Wealth Management
Wealth Management Specialized expertise and tailored investment guidance to manage and grow wealth Wealth Management NIR(1) ($ in millions) Growing our Wealth Management Business(2) 8.3% CAGR +5% Total Client Assets(3) $495 $451 $382 $419 +8% Total WM Relationships(4) $322 $337 $157 $306 $122 $138 $
Slide 46: Mortgage
Mortgage Remains a key component of fee revenue Mortgage Income ($ in millions) Strong Performance • Mortgage Income: $126M YTD25; $146M FY24 $333 • Portfolio 757 Avg. FICO | 52% current LTV • $388K Avg. New Loan Size • Production exceeds market in percentage of purchase production volume at 81% in
Slide 47: Non-Interest Expense
Non-Interest Expense Non-Interest Expense Adj. Non-Interest Expense(1) ($ in millions) ($ in millions) $1,069 $1,073 $1,103 $1,069 $1,073 $1,111 QoQ Highlights & Outlook $22 $— • NIE increased 3% on a reported basis and 4% on an adjusted(1) basis, driven primarily by 59.3% salaries & benefits 57.2%
Slide 48: Efficiency Ratio vs. Peers
Efficiency Ratio vs. Peers 3Q25 Efficiency Ratio vs. Peers 3Q25 YTD Efficiency Ratio vs. Peers 68.3% 70.3% 65.2% 63.6% 62.6% 63.0% 59.4% 59.8% 61.6% 61.9% 58.5% 61.2% 57.3% 57.4% 57.0% 56.2% 56.4% 58.2% 57.7% 56.5% 54.5% 55.5% 55.7% 55.0% 55.1% 52.6% 54.2% 52.0% Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 Pe
Slide 49: Loans
Loans Client sentiment, pipelines, production and commitments continue improving Average Loans & Leases ($ in billions) QoQ Highlights & Outlook $97.0 $96.1 $96.6 • Avg loans grew ~1% while ending loans declined ~1% $33.2 $32.9 $32.8 • Avg business loans grew 1% driven by C&I and real estate • Quart
Slide 50: 3Q25 Average Loan Composition
3Q25 Average Loan Composition Average Consumer Loans Average Business Loans ($ in billions) ($ in billions) $1.4 $2.1 $7.1 $5.9 $0.3 $4.9 $32.8B $63.9B $5.6 $19.9 $49.5 Mortgage Home Equity Other Consumer Consumer Credit Card Commercial and Industrial CRE Mortgage - OO CRE Construction - OO IRE - Mo
Slide 51: Consumer Lending Portfolio
Consumer Lending Portfolio Consumer FICO Scores(1) • Consumer Credit Card Home Equity • Avg. origination FICO 775 • Avg. origination FICO 761 2% 2% 2% • Avg. new line $9,340 • Current LTV 37% • 3Q25 Yield 14.46% • 58% of portfolio is 1st lien • 3Q25 QTD NCO 3.94% • Avg. loan size $34,847 67% 78% 82%
Slide 52: Ascentium & Home Improvement Financing
Ascentium & Home Improvement Financing 3Q25 Ascentium Capital Home Improvement Financing 3Q Average Balances $2.7B $5.0B 3Q Portfolio Yield 8.5% 7.7% 3Q Going-on Yield 10.6% 9.4% 3Q NCOs 2.43% 1.74% Ascentium Capital(1) Home Improvement Financing(2) Origination Growth Credit • Since acquisition, Asc
Slide 53: Highly Diversified Business Portfolio
Highly Diversified Business Portfolio (Outstanding balances as of September 30, 2025) Healthcare All Other Commercial 5.0% 3.6% Distribution 7.2% Investor Real Estate 14.4% Business Services 7.3% Utilities 3.5% Agriculture .3% $63.4B(1) Financial Services Energy 13.0% 2.4% Manufacturing 8.0% (2) CRE
Slide 54: NDFI - Stable Composition and Solid Credit Quality
NDFI - Stable Composition and Solid Credit Quality Diversified, investment-grade portfolio aligned with Regions' core markets and industries Outstanding by Call Report Category ($ Millions) "Other" Category Allocation Key Portfolio Metrics(1) ($ Millions) $11,519 360 Balances $11,519 Equip Leasing,
Slide 55: Commercial Real Estate
Commercial Real Estate (Outstanding balances as of September 30, 2025) Highly Diversified Portfolio Key Portfolio Metrics REITs within Total: (IRE including Unsecured CRE) Diversified • Unsecured loans for RE purposes generally have low Data Center 3% 16% Retail leverage, with strong access to liqui
Slide 56: CRE- Office Portfolio
CRE- Office Portfolio (Outstanding balances as of September 30, 2025) Key Portfolio Metrics(1) Investor Real Estate Office Portfolio Overview Balances $1,120 % of Total Loans 1.2% 20% 21% NPL $113 48% 52% 80% 79% NPL / Loans 10.1% Charge-offs $51 Class A Class B Multi-Tenant Single Tenant Suburban U
Slide 57: Transportation - Trucking
Transportation - Trucking (Outstanding balances as of September 30, 2025) Key Portfolio Metrics(1) Ongoing Portfolio Surveillance Balances $1,277 • While the Trucking industry has experienced marginal improvement in 2025, freight demand remains soft; tariffs and % of Total Loans 1.3% trade policies
Slide 58: Deposits
Deposits Relationship deepening and customer acquisition support positive deposit trends Average Deposits by Segment ($ in billions) $126.0 $129.4 $129.6 $2.8 $3.0 $2.9 QoQ Highlights & Outlook $7.4 $7.3 $7.3 $36.9 $39.2 $39.7 • Deposits remain strong overall reflecting 1.60% 1.39% 1.39% continued s
Slide 59: Checking Balances & Spending Levels
Checking Balances & Spending Levels Balances and Avg Monthly Consumer & Ratio of Consumer & Wealth Checking Balances Wealth Spending vs. 2019(1) to Monthly Spending(1) 60% 2.1x % Change vs. 2019 40% 1.8x 1.7x 1.6x 1.6x 20% —% 2019 Average 3Q22 3Q25 2019 Average 3Q22 3Q23 3Q24 3Q25 Change in Checking
Slide 60: Diversified Deposit Base
Diversified Deposit Base Insured/Uninsured Deposit Mix(1)(2) Retail Uninsured $8.1 Wholesale Non-Operational Uninsured $13.0 • ~71% of Total Deposits are covered by FDIC insurance or are collateralized (Public Funds or Trust) Less Stable • No single depositor exceeds 1% of total deposits Categories
Slide 61: Deposit Advantage
Deposit Advantage Well diversified deposit base vs. peers % of Total Deposits Balance in Accounts % of Total Deposits Insured By FDIC(1) Less than $250k(1) 69% 62% 60% 54% 54% 52% 58% 57% 56% 51% 55% 55% 53% 47% 47% 47% 47% 46% 52% 52% 50% 50% 43% 43% 49% 42% 41% 37% Peer RF Peer Peer Peer Peer Peer
Slide 62: Capital and Liquidity
Capital and Liquidity Managing capital flexibility to support growth and shareholder returns Tier 1 Capital Ratio(1) 12.0% 11.9% 11.9% QoQ Highlights & Outlook 3Q24 2Q25 3Q25 • Declared 3Q common dividends of $235M and executed $251M in share repurchases Common Equity Tier 1 Ratio(1) • Dividend payo
Slide 63: CET1 Under Basel III Endgame (B3E)
CET1 Under Basel III Endgame (B3E) B3E Update Volatility Management • B3E has yet to be finalized but expect AOCI to be included in Regulatory • During the quarter, added $670M of Pay Fixed swaps vs AFS securities Capital ◦ In total, $5.1B Pay Fixed Fair Value swaps vs AFS securities (mostly • CET1
Slide 64: Tangible Common Equity
Tangible Common Equity • Higher levels of interest rates are generally beneficial to Regions through expansion in net interest margin and deposit value ◦ However, higher rates also result in unrealized losses within our securities and cash flow hedging portfolios which act as a drag on our ratio of
Slide 65: Continuous Improvement in Risk Management
Continuous Improvement in Risk Management Our commitment to strengthening credit risk disciplines and intentional portfolio shaping over the past decade-plus leaves us well positioned for sound, profitable growth Strong Origination Disciplines Aligned with Comprehensive Risk Framework Case Studies i
Slide 66: Historical Credit Profile
Historical Credit Profile Total Net Charge-Offs 2.00% Average Pre-Pandemic Average Pandemic 0.46% 0.35% 1.50% 1.00% 0.55% 0.50% —% 13 20 22 25 1Q 1Q 4Q 3Q Non-Performing Loans 2.50% Average Pre-Pandemic Average Pandemic 1.07% 0.64% 2.00% 1.50% 1.00% 0.79% 0.50% —% 13 20 22 25 1Q 1Q 4Q 3Q • The incre
Slide 67: Historical Credit Profile
Historical Credit Profile Commercial Net Charge-Offs(1) 1.00% Average Pre-Pandemic Average Pandemic 0.27% 0.25% 0.49% 0.50% —% 13 20 22 25 1Q 1Q 4Q 3Q Consumer Net Charge-Offs(2) 3.50% Average Pre-Pandemic Average Pandemic 3.00% 0.78% 0.53% 2.50% 2.00% 1.50% 1.00% 0.67% 0.50% —% 13 20 22 25 1Q 1Q 4Q
Slide 68: Asset Quality
Asset Quality Credit performance improving; metrics tracking favorably Net Charge-Offs(1) Non-Performing Loans (NPLs)(1) $135 $117 $113 $821 $776 $758 0.85% 0.48% 0.47% 0.55% 0.79% 0.80% 3Q24 2Q25 3Q25 3Q24 2Q25 3Q25 NCOs NCOs Ratio NPLs - excluding LHFS NPL/Loans Allowance for Credit Losses (ACL)(1
Slide 69: Allowance for Credit Losses
Allowance for Credit Losses QoQ Highlights ($ in millions) • 3Q allowance decreased $30M compared to the prior quarter, resulting in a $105M provision expense and a $1,743 $13 slight reduction in the ACL % from 1.80% to 1.78% $1,713 $(40) $(3) • The change in ACL resulted from: ◦ Net increase in mod
Slide 70: Base R&S Economic Outlook
Base R&S Economic Outlook (As of September 2025) Pre-R&S period 3Q2025 4Q2025 1Q2026 2Q2026 3Q2026 4Q2026 1Q2027 2Q2027 3Q2027 Real GDP, annualized % change 1.4 % 1.2 % 1.7 % 1.9 % 1.9 % 2.1 % 1.9 % 2.0 % 1.9 % Unemployment rate 4.3 % 4.4 % 4.4 % 4.4 % 4.4 % 4.4 % 4.3 % 4.3 % 4.3 % HPI, year-over-ye
Slide 71: Allowance Allocation
Allowance Allocation Regions "Day 1" CECL ACL ratio on 1/1/2020 was 1.71%. The company has executed a number of de-risking strategies that have improved the overall loan portfolio. Taking the 3Q25 loan portfolio and applying the "Day 1" ACL rates would produce a proforma Day 1 ACL ratio of 1.63%. As
Slide 72: 2025 Expectations
2025 Expectations Previous FY25 Expectations Current FY25 Expectations Net Interest Income up 3 – 5% up 3 – 4%(3) Expectations for 4Q25 & FY25(3) (vs. 2024 of $4,818) Adjusted Non-Interest Income • 4Q25 NII to increase 1 – 2% vs 3Q25 (vs. adjusted 2024 of $2,473)(1) up 2.5 – 3.5%(2) up 4 – 5%(2) • 4
Slide 73: Appendix
Appendix Internal Use
Slide 74: Non-GAAP Information
Non-GAAP Information Management uses pre-tax pre-provision income (non-GAAP), adjusted pre-tax pre-provision income (non-GAAP), the adjusted efficiency ratio (non-GAAP), the adjusted fee income ratio (non-GAAP), return on average tangible common shareholders' equity (non-GAAP), adjusted return on av
Slide 75: Non-GAAP Reconciliation
Non-GAAP Reconciliation Pre-Tax Pre-Provision Income (PPI) Less Charge-Offs to Risk-Weighted Assets Nine Months Ended Year Ended ($ amounts in millions) 9/30/2025 2024 2023 2022 2021 2020 2019 Net income available to common shareholders (GAAP) $ 1,547 $ 1,774 $ 1,976 $ 2,146 $ 2,400 $ 991 $ 1,503 Pr
Slide 76: Non-GAAP reconciliation
Non-GAAP reconciliation Return on Average Tangible Common Shareholders' Equity Nine Months Ended Year Ended ($ amounts in millions) 9/30/2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 RETURN ON AVERAGE TANGIBLE COMMON SHAREHOLDERS' EQUITY Net income available to common shareholders A $ 1,547
Slide 77: Non-GAAP Reconciliation
Non-GAAP Reconciliation Tangible Common Ratios As of and for Quarter Ended ($ amounts in millions, except per share data) 9/30/2025 6/30/2025 3/31/2025 12/31/2024 9/30/2024 TANGIBLE COMMON RATIOS Shareholders’ equity (GAAP) A $ 19,049 $ 18,666 $ 18,530 $ 17,879 $ 18,676 Less: Preferred stock (GAAP)
Slide 78: Non-GAAP Reconciliation
Non-GAAP Reconciliation Net Income Available to Common Shareholders, Adjusted Diluted EPS, and Return Ratios Quarter Ended ($ amounts in millions) 9/30/2025 6/30/2025 3/31/2025 12/31/2024 9/30/2024 3Q25 vs. 2Q25 3Q25 vs. 3Q24 Net income available to common shareholders (GAAP) A $ 548 $ 534 $ 465 $ 5
Slide 79: Non-GAAP Reconciliation
Non-GAAP Reconciliation Pre-Tax Pre-Provision Income (PPI) Quarter Ended ($ amounts in millions) 9/30/2025 6/30/2025 3/31/2025 12/31/2024 9/30/2024 3Q25 vs. 2Q25 3Q25 vs. 3Q24 Net income available to common shareholders (GAAP) $ 548 $ 534 $ 465 $ 508 $ 446 $ 14 2.6 % $ 102 22.9 % Preferred dividends
Slide 80: Non-GAAP Reconciliation
Non-GAAP Reconciliation NII, Non-Interest Income/Expense, and Efficiency Ratio Quarter Ended ($ amounts in millions) 9/30/2025 6/30/2025 3/31/2025 12/31/2024 9/30/2024 3Q25 vs. 2Q25 3Q25 vs. 3Q24 Non-interest expense (GAAP) A $ 1,103 $ 1,073 $ 1,039 $ 1,038 $ 1,069 $ 30 2.8 % $ 34 3.2 % Adjustments:
Slide 81: Non-GAAP Reconciliation
Non-GAAP Reconciliation Non-Interest Income Year Ended ($ amounts in millions) 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Non-interest income (GAAP) $ 2,265 $ 2,256 $ 2,429 $ 2,524 $ 2,393 $ 2,116 $ 2,019 $ 1,962 $ 2,011 $ 1,937 $ 1,785 $ 2,096 $ 2,201 $ 2,226 Security (ga
Slide 82: Non-GAAP Reconciliation
Non-GAAP Reconciliation Non-Interest Expense Twelve Months Ended December 31 ($ amounts in millions) 2024 2023 2022 2021 2020 2019 2018 2017 2016 Non-interest expense (GAAP) $ 4,242 $ 4,416 $ 4,068 $ 3,747 $ 3,643 $ 3,489 $ 3,570 $ 3,491 $ 3,483 Adjustments: FDIC insurance special assessment (16) (1
Slide 83: Non-GAAP Reconciliation
Non-GAAP Reconciliation Adjusted CET1- inclusive of AOCI(4) Quarter Ended ($ amounts in millions) 9/30/2025 6/30/2025 3/31/2025 12/31/2024 9/30/2024 ADJUSTED CET1 RATIO Common Equity Tier 1(1) A $ 13,620 $ 13,533 $ 13,355 $ 13,434 $ 13,185 Adjustments: AOCI gain (loss) on securities(2) (1,241) (1,48
Slide 84: Forward-Looking Statements
Forward-Looking Statements Forward-Looking Statements This presentation may include forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. In addition, the company, through its senior management, may from time to time make forward-looking public statements con
Slide 85: Forward-Looking Statements (continued)
Forward-Looking Statements (continued) • Our inability to develop and gain acceptance from current and prospective customers for new products and services and the enhancement of existing products and services to meet customers’ needs and respond to emerging technological trends in a timely manner co
Slide 86: 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 87: Internal Use
Internal Use