Regions Financial Corporation · NYSE:RF
Regions Financial — Non-Deal Roadshow (August 2026)
86 slides from Regions Financial's roadshow presentation, Aug 7, 2026
Slide 1: Investor Information August - September
Internal Use Investor Information August - September Exhibit 99.1
Slide 2: Table of Contents
2 Topic Page # Profile and Strategy 3-14 Asset / Liability Management 15-25 Fees & Expenses 26-34 Business Segment Highlights 35-42 Loans & Deposits 43-54 Capital, Debt & Liquidity 55-60 Investments in Tech, Digital, & Ops 61-64 Credit 65-71 Near-Term Expectations 72 Appendix & Forward Looking State
Slide 3: Longstanding Strategic Priorities
3 Longstanding Strategic Priorities Committed to: • Diversified revenue streams • Disciplined capital allocation • Disciplined expense management • Positive operating leverage Profitability Strategically Investing in: • High-growth markets with above median organic loan & deposit growth vs. peers(1)
Slide 4: Strong Growth Profile
4 Strong Growth Profile Attractive Footprint and Strong Brand Presence Home field advantage in the southeast Regions HQ Retail Branch Footprint Specialized Lending Nationwide Winning in Core Markets Building trust & serving clients for over 170 years Strong Profitability/Returns Supported by: ☑ Low
Slide 5: Building on Our Success: Priority Markets
5 ‘26-‘31 Population Growth 2.58% 3.53% 6.21% US Regions Footprint Priority Markets Priority Market Growth Opportunities(1) 5.7% 6.7% 4.2% 5.7% 8.3% 7.3% 7.9% 7.3% Nashville Tampa Atlanta Miami/SFL Orlando Dallas/FW Huntsville Houston Building on Our Success Strategic investments in priority markets
Slide 6: Investing in Banker Expansion
6 Investing in Banker Expansion (1) As of 6/30/2026. Progress includes ~46% completion of incremental banker and revenue-enablement hires, with retail banker reskilling and reallocations largely complete. (2) Growth YTD May '26 vs YTD May '25. Investing in People and Technology Expanding talent and
Slide 7: Above Median Organic Loan and Deposit Growth
7 Above Median Organic Loan and Deposit Growth Consistent, disciplined growth 5 Yr Loan Growth excl. Bank M&A 14% 14% 10% 10% 9% 6% 5% 3% 3% 2% 2% (1)% (2)% (5)% Peer 1 Peer 2 Peer 3 RF Peer 4 Peer 5 Peer 6 Peer 7 Peer 8 Peer 9 Peer 1 0 Peer 1 1 Peer 1 2 Peer 1 3 Source: S&P Cap IQ and SEC Reporting
Slide 8: Deposit Advantage Key to Franchise Value
8 Deposit Advantage Key to Franchise Value Above median deposit growth & disciplined pricing FY25 Total Deposit Cost (%) Av g. T ot al D ep os it Gr ow th 1% 2% (10)% —% 10% 20% RF Peer Median 5 Year Deposit Growth vs Current Deposit Costs(1) (1) Source: S&P Cap IQ and SEC Reporting. Avg deposit bal
Slide 9: Regions' Consistent Outperformance
9 Regions' Consistent Outperformance Sustained advantage in risk efficiency Adjusted PPI(1) Less Net Charge-offs to RWA(2) 1.96% 1.99% 2.30% 2.47% 2.31% 2.09% 2.19% 2.18% 2.32% 1.97% 1.79% 1.89% 1.95% 1.92% 1.77% 1.83% 1.89% 2.01% RF Peer Median 2019 2020 2021 2022 2023 2024 2025 1Q26 2Q26 (1) Non-G
Slide 10: Leading ROATCE for 5 Straight Years
10 9.0% 9.7% 11.0% 17.6% 14.9% 9.2% 21.4% 24.1% 21.9% 17.8% 18.2% 18.3% 19.0% 12.0% 10.3% 12.9% 16.0% 14.4% 8.4% 16.1% 18.1% 15.0% 14.4% 15.1% 13.3% 14.8% RF Peer Median 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 1Q26 2Q26 (1) Non-GAAP; see Appendix for RF reconciliation. Peers' source i
Slide 11: Total Shareholder Return
11 5 Year Total Shareholder Return 154% 93% 92% 88% 84% 78% 76% 55% 55% 55% 42% 39% 32% 14% Peer 1 2 Peer 7 Peer 8 Peer 1 RF Peer 5 Peer 4 Peer 3 Peer 1 1 Peer 6 Peer 2 Peer 1 3 Peer 9 Peer 1 0 Total Shareholder Return Strong track record of Shareholder Returns 10 Year Total Shareholder Return 732%
Slide 12: Independent Recognition of Customer and Market Leadership
12 Independent Recognition of Customer and Market Leadership Top industry rankings highlight Regions’ ability to win with customers, build trust, and differentiate in key markets Regions ranked #1 in America’s Best Customer Service 2025 and is the most highly rated commercial bank by Newsweek. Regio
Slide 13: Driving Sustainable Performance Through People and Innovation
13 Driving Sustainable Performance Through People and Innovation Recognition for workplace excellence, innovation, and specialized expertise For the fifth consecutive year, Regions Bank was recognized as a 2025 Silver Status Military Friendly and Military Spouse Friendly Employer In 2026, Regions Ba
Slide 14: Second Quarter Overview
14 Highlights • Proven history of consistently generating top-quartile returns in our peer group(2) • Delivering continued momentum across core businesses, including a record quarter in Wealth Management • Benefiting from healthy business activity and stable consumer financial conditions across our
Slide 15: 2Q NII and NIM Drivers
15 2Q NII and NIM Drivers NII increased 2% QoQ; NIM decreased 1bp to 3.66% • Strong, broad-based loan growth • New production fixed-rate asset yields continue to benefit from elevated long-term interest rates ▪ Securities repositioning completed at the beginning of 2Q • Disciplined deposit and fundi
Slide 16: 2026 NII Expectations
16 • Higher long-term interest rates / steeper yield curve (10-year above 4.75%); widening asset spreads • Accelerating loan and/or deposit balance growth • Interest-bearing deposit costs outperform mid-30%s beta; increasing non-interest bearing deposit mix Expectation: Full-year 2026 NII to grow be
Slide 17: NII Positioning in an Uncertain Rate Environment
17 $52 $7 $(19) $(4) $2 • Front-book/back-book tailwind - $12B to $14B of annual fixed-rate loan production and securities reinvestment at higher yields than those maturing is a primary driver of NII growth • Benefit from higher rates/steepening curve - maintain some asset sensitivity to middle/long
Slide 18: Balance Sheet Profile
18 • Balance sheet position naturally benefits from higher interest rates (i.e. asset sensitive), supported by ◦ Large floating rate loan mix ◦ Large, stable deposit base as evidenced over multiple rate cycles • Fixed-rate securities and receive-fixed hedges insulate the natural interest rate sensit
Slide 19: Balance Sheet Positioning Advantage
19 Balance Sheet Positioning Advantage Strong deposit franchise and funding position provide an opportunity for flexibility and margin outperformance in an evolving rate environment **All balances are ending as of 6/30/26; Source: SEC reporting. Peers include CFG, FCNCA, FHN, FITB, HBAN, HWC, KEY, M
Slide 20: Deposit Pricing Outperformance Expected to Persist
20 Deposit Pricing Outperformance Expected to Persist • Regions' deposit composition has led to repricing (betas) among the lowest in the peer group through multiple rising rate cycles ◦ Consistent rate seeking behavior/composition across the last two cycles • If the FOMC remains on hold and the rat
Slide 21: Interest-Bearing Deposit Mix
21 % o f 2 Q 26 E nd in g In te re st -B ea rin g De po si ts Interest-bearing Deposits: $90.2B (labels represent % of IB Deposits) Interest-Bearing Deposit Mix Composition of deposit book affords ability to maintain cost advantage under a range of market rate outcomes; When combined with hedges, cr
Slide 22: Net Interest Margin History
22 Periods of normalizing monetary policy likely justify a normal/reduced risk tolerance 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
Slide 23: Hedging Strategy Update
23 2026 2027 2028 2029 2030 2031 2032 $23.2B $23.2B $21.9B $18.7B $17.5B $11.7B $4.5B $4.2B $4.2B $4.3B $4.4B $4.9B $5.2B $3.5B $19.0B $19.0B $17.6B $14.3B $12.6B $6.5B $1.0B (Q ua rt er ly A vg ) Asset Hedge Notional 3.10% 3.21% 3.39% 3.57% 3.57% 3.59% 3.65% 3.59% 3.58% 3.58% 3.60% 3.64% 3.65% 3.73
Slide 24: Securities Portfolio
24(1) Includes AFS securities, the $779M unrealized AFS loss, and HTM securities as of 6/30/2026. (2) As of 6/30/2026 from Earnings Disclosures; Peer set includes CFG, FCNCA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SSB, TFC, USB, ZION • Reinvestment of paydowns/maturities accretive to portfolio yield b
Slide 25: AOCI and Asset Duration Strategies
25 (1) Fair value hedging includes pay fixed swaps and other strategies currently in development, with the balance sheet duration likely offset through the addition of offsetting cash flow hedges against floating rate loans. (2) As of 6/30/2026 from Earnings Disclosures; Peer set includes CFG, FCNCA
Slide 26: Non-Interest Income
26 $646 $625 $670 2Q25 1Q26 2Q26 ($ in millions) Change vs 2Q26 1Q26 2Q25 Service Charges – Consumer(2) $100 4.2% 11.1% Service Charges – Corporate(3) $66 —% 10.0% Wealth Management Income 150 6.4% 12.8% Card and ATM Fees 126 7.7% 0.8% Capital Markets (Ex CVA/DVA) 86 3.6% 1.2% Mortgage Income 33 3.1
Slide 27: Strong Fee Income Generation Supports a Resilient Revenue Profile
27 Non-Interest Income/Total Revenue Strong Fee Income Generation Supports a Resilient Revenue Profile 2Q26 43.6% 38.3% 36.0% 34.4% 32.3% 31.7% 31.2% 28.4% 27.8% 27.6% 27.0% 23.8% 22.0% 14.4% 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 FY 2025 41
Slide 28: Track Record of Expanding Fee-Based Services
28 Track Record of Expanding Fee-Based Services Proven Non-Interest Income ResiliencyAdjusted Non-Interest Income(1) Diversified revenue growth through expanded fee-based services (1) Non-GAAP; see appendix for reconciliation. Amounts disclosed in years 2024-2016 represent the initial amounts report
Slide 29: Capital Markets
29 Capital Markets Growing products & services that our clients value • 2Q26 Capital Markets revenue ex. CVA/DVA of $86M increased 4% from prior quarter, driven by improvement in M&A Advisory, Loan Syndications, Real Estate Capital Markets activity. • Capital Markets revenue ex. CVA/DVA quarterly ra
Slide 30: Treasury Management
30 +5% Treasury Management Revenue (2) Continually Investing in Payments Enhancing Embedded ERP Finance, which allows clients to access and review financial accounts and data in real-time within their ERP platforms, by developing payment capabilities including wire transfer, ACH, and RTP Simplifying
Slide 31: Wealth Management Client Experience
31 Expanded Solutions to Meet Evolving Client Needs • Introduced Crypto ETF investment options, giving clients access to cryptocurrency-related investments • Launched the Regions Charitable Fund (Donor-Advised Fund), helping clients integrate charitable giving into their strategies. Improved Client
Slide 32: Mortgage
32 Mortgage Remains a key component of fee revenue (1) Mortgage Bankers Association – Mar 2026 Forecast. (2) Includes residential owned portfolio and serviced for others. (3) MBA/Stratmor PGR FY2025. Mortgage Income ($ in millions) Strong Performance Industry-Leading Low-Cost Servicer Delivery Effic
Slide 33: Non-Interest Expense QoQ Highlights & Outlook
33 QoQ Highlights & Outlook • NIE increased 5% on a reported basis and 4% on an adjusted(1) basis • Salaries & benefits increased 6%, reflecting higher revenue-based incentives, a full quarter of merit, one additional day in the quarter, and elevated market value adjustments for supplemental employe
Slide 34: Efficiency Ratio vs. Peers
34 Efficiency Ratio vs. Peers 2Q26 Efficiency Ratio vs. Peers FY 2025 Efficiency Ratio vs. Peers 50.0% 52.8% 55.3% 55.6% 56.1% 56.3% 56.5% 57.9% 58.8% 59.5% 61.1% 62.0% 63.0% 63.2% Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 Peer 6 RF Peer 7 Peer 8 Peer 9 Peer 10 Peer 11 Peer 12 Peer 13 54.6% 56.0% 56.4% 56.
Slide 35: Diversified Lines of Businesses
35 Diversified Lines of Businesses • Retail Banking Services ◦ Deposit ◦ Debit & Credit Card ◦ Home Equity ◦ Secured & Unsecured Lending ◦ Small Business • Mortgage ◦ Retail and Consumer Direct ◦ Mortgage Servicing • Home Improvement Financing • Commercial • Corporate & Institutional ◦ Corporate ◦ R
Slide 36: Consumer Bank
36 Consumer Bank High Performing, Proven Consumer Business Creating Value for Customers and Shareholders 10,450 Associates 1,246 Branches 1,777 ATMs 4.2M Consumer Customers 365K Small Businesses 382K Mortgage Customers and differentiates us from competition How our model wins Primacy-based acquisiti
Slide 37: Consumer Banking Group
37 Consumer Banking Group Driving growth and customer engagement through strategic investments (1) JD Power 2020-2022, and 2024-2026 (tied in 2026) U.S. Banking Online Satisfaction Studies; among banks with $60B to $199B in deposits and 200+ branches, which measures customer satisfaction with financ
Slide 38: Branch Network Strategy
38 Branch Network Strategy Delivering a world-class branch experience through targeted growth • Nearing completion of branch redesign efforts, accelerating hiring to support branch transformation initiatives, and advancing engagement with local real estate brokers across 45 high-priority target mark
Slide 39: Corporate Banking Group
39 Corporate Banking Group A diversified engine for growth and long-term performance (1) As of 2Q26, Includes Ascentium Capital; (2)Private Companies, Includes Governments, Not-For-Profits; (3) Public & Private Companies, Includes public and privately owned professional real estate companies, develo
Slide 40: Corporate Bank Highlights
40 Active credit risk and portfolio management remains a top priority ◦ NPLs of 0.91% decreased 7bps vs. 1Q26 2Q26 Net charge-offs decreased 15bps to 32bps ◦ Core Business 27bps ◦ Ascentium 159bps Diversified Commercial Real Estate portfolio(1) that represents 17% of total loans outstandings: ◦ Offi
Slide 41: Wealth Management
41 Wealth Management Specialized expertise and tailored investment guidance to manage and grow wealth 1,265 Associates 237K Total Relationships(1) $191.9B Total Client Assets (1) Total Relationships consists of Total Private Wealth Relationships, Institutional Accounts, Highland Accounts, and Invest
Slide 42: Wealth Management Initiatives
42 Launched the Regions Charitable Fund, a Donor- Advised Funds solution aimed at deepening PWM client relationships New advisors have driven ~$6B growth in client assets over the last 3 years Expanded strategic analytics and CRM capabilities through industry research investments, and continued mode
Slide 43: Loans QoQ Highlights & Outlook
43 QoQ Highlights & Outlook • Avg loans increased 2%, while ending loans grew 1% • Avg business loans increased 4%, while avg consumer loans remained relatively stable • Broad-based C&I lending drove growth, led by power & utilities, manufacturing, government & public sector, and retail trade; over
Slide 44: Average Loan Composition
44 $51.5 $5.1 $0.2 $7.8 $2.0 Commercial and Industrial CRE Mortgage - OO CRE Construction - OO IRE - Mortgage IRE - Construction 2Q26 Average Loan Composition $19.6$5.5 $5.5 $1.5 Mortgage Home Equity Other Consumer Consumer Credit Card Average Consumer Loans ($ in billions) $32.1B Average Business L
Slide 45: Consumer Lending Portfolio
45 Consumer Lending Portfolio • Avg. origination FICO 757 • Current LTV 53% • 99% owner occupied • 2Q26 QTD NCO —% • Avg. origination FICO 762 • Current LTV 39% • 56% of portfolio is 1st lien • Avg. loan size $36,067 • $114M to convert to amortizing or balloon during 2026 • 2Q26 QTD NCO (0.04%) • Av
Slide 46: Ascentium & Home Improvement Financing
46 Home Improvement Financing(2) Credit • Prime/Super-prime focus has resulted in a strong portfolio credit profile; average FICO of 759 Growth Opportunities • Continue to focus efforts on leveraging relationships across the organization to drive growth opportunities through referrals and enhanced v
Slide 47: Highly Diversified Business Portfolio
47 All Other Commercial 3.6% Investor Real Estate 14.8% Financial Services 13.6% CRE Unsecured, including REITs 10.3% Govt. & Education 10.0% Consumer Services 8.2% Technology Services 5.5% Manufacturing 8.2% Energy 2.7% Agriculture .3% Utilities 3.8% Business Services 7.0% Distribution 6.8% Healthc
Slide 48: NDFI & Private Credit
48 $3,051 $1,678 $5,397 $1,603 $756 (1) Non-Depository Financial Institutions (NDFI) $ in Millions is an estimate and based on Call Report Schedule RC-C definition. (2) Defined as Regions' Indirect Leverage Lending, Non-Recourse ABL/Factoring, and Asset-Backed Finance to Funds or Business Developmen
Slide 49: Commercial Real Estate
49 Commercial Real Estate (Outstanding balances as of June 30, 2026) Highly Diversified Portfolio (IRE including Unsecured CRE) (1) Excludes $5.4B of Owner-occupied CRE whose source of repayment are individual businesses, and whose credit performance resembles Commercial during periods of stress. (2
Slide 50: CRE - Office Portfolio
50 CRE- Office Portfolio (Outstanding balances as of June 30, 2026) (1) $ in Millions. Amounts include IRE and CRE Unsecured loans but exclude Held For Sale loans. Metrics represent 6/30/2026 results except for charge-offs, which reflects results for the 6 months ended June 30, 2026, annualized, bas
Slide 51: Transportation - Trucking
51 Transportation - Trucking (Outstanding balances as of June 30, 2026) (1) $ in Millions. Metrics represent 6/30/2026 results except for charge-offs, which reflects results for the 6 months ended June 30, 2026, annualized, based on average balances. NPL & ACL percentages are based on Portfolio tota
Slide 52: Deposits QoQ Highlights & Outlook
52 QoQ Highlights & Outlook • Avg deposits increased modestly, while ending balances decreased 1%, reflecting seasonal tax- related flows • Consumer deposits continued to perform well, with checking balance growth helping offset modest declines in corporate and wealth deposits • Deposit costs remain
Slide 53: Diversified Deposit Base
53 Diversified Deposit Base Insured/Uninsured Deposit Mix(1)(2) • ~71% of Total Deposits are covered by FDIC insurance or are collateralized (Public Funds or Trust) • No single depositor exceeds 1% of total deposits • Average Consumer NIB Account balance of ~$5K (as of 2Q26) • >90% of consumer check
Slide 54: Deposit Advantage
54 Deposit Advantage Well diversified deposit base vs. peers (1) As of 6/30/2026. Source: Bank Call Reports / SEC filings. Peers include CFG, FITB, FCNCA, FHN, HWC, HBAN, KEY, MTB, SSB, PNC, TFC, USB, ZION. ...Resulting in one of the highest mix of FDIC insured deposits amongst peers % of Total Depo
Slide 55: Capital and Liquidity
55 QoQ Highlights & Outlook • Declared 2Q common dividends of $226M and executed $59M in share repurchases; Board approved a dividend of $0.30 per share, a 13% increase over the prior quarter; SCB remains floored at 2.5% • Dividend payout target of 40-50% of earnings • 2Q CET1 (inclusive of AOCI) wa
Slide 56: Common Equity Tier 1
56 Common Equity Tier 1 10.9% 10.9% 10.7% 10.7% 9.6% 9.7% 9.4% 9.5% Reported CET1 Ratio Adjusted CET1 Inclusive of AOCI Operating Range 3Q25 4Q25 1Q26 2Q26 CET1 Under Basel III Endgame (B3E) • In March, the Federal Reserve released a notice of proposed rulemaking (NPR) to implement B3E which, as exp
Slide 57: 2026 CCAR Capital Resiliency
57 (1.1)% (0.6)% Peer Median RF • Organic capital generation provides a strong defense against potential losses • PPNR as a % of average assets ranked highest among peers(3) • Hedge program intended to protect NIM against falling interest rates has been highly effective 2026 CCAR Capital Degradation
Slide 58: Tangible Book Value Growth plus Dividends
58 Tangible Book Value Growth plus Dividends 3 and 5 yr CAGR excluding AOCI 3 Yr CAGR of TBV + Dividends 56.9% 19.6% 16.6% 15.5% 14.9% 14.9% 14.4% 14.0% 12.8% 12.5% 11.6% 11.2% 9.8% 5.6% 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 5 Yr CAGR of TB
Slide 59: Driving Shareholder Value
59 Driving Shareholder Value Peer-leading dividend growth while actively managing share count Post-Financial Crisis Maximum 2Q26 Period Shares Outstanding (MM) Shares Outstanding (MM)(1) Decline RF 1Q13 1,423 857 (39.8)% Peer 6 1Q17 211 146 (30.5)% Peer 1 2Q22 16 12 (28.1)% Peer 4 2Q14 539 403 (25.2
Slide 60: Tangible Common Equity
60 7.52% 7.74% 7.80% 7.54% 7.55% 8.65% 8.69% 8.69% 8.52% 8.65% TCE Ratio Adjusted TCE Ratio, ex-AOCI 2Q25 3Q25 4Q25 1Q26 2Q26 6% 7% 8% 9% 10% Tangible Common Equity (1) Non-GAAP, see Appendix for reconciliation. • Higher levels of interest rates are generally beneficial to Regions through expansion
Slide 61: Modernization and Innovation
61 Modernization and Innovation Empowered by Data & Innovation Regions remains competitive by reserving ~10-12% of revenue for technology spend Core Banking and Data platform modernization(1) effort to enhance customer experience and agility Next Gen Platforms AI / ML Models that support client advi
Slide 62: Core Modernization: Proven Execution, Future Value Creation
62 Core Modernization: Proven Execution, Future Value Creation Successfully launching modern platforms today while creating foundation for future growth, efficiency, and innovation ☑ Drive Growth Enable faster product and pricing deployment, enhance marketing through advanced analytics, and expand p
Slide 63: Harnessing GenAI
63 Compliance Assistance Virtual Experts Copilots (GitHub, Microsoft) Deployed to over 12,000 Associates Intelligent Doc Processing Leveraging AI to proactively detect, prevent, and remediate cybersecurity threats Launched ATLAS in 4Q 2025 • Enterprise-Grade, Governed AI Platform • Scalable Digital
Slide 64: Digital Engagement
64 (1) Total number of unique customers who have successfully authenticated and logged into the mobile app at least once within the last 90 days. (2) Digital transactions represent online and mobile only; Non-digital transactions represent branches, contact centers and ATMs. (3) Transactions represe
Slide 65: Continuous Improvement in Risk Management
65 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 ☑ Enhanced
Slide 66: Historical Credit Profile
66 0.67% —% 0.50% 1.00% 1.50% 2.00% 2.50% 0.42% —% 0.50% 1.00% 1.50% 2.00% Historical Credit Profile Non-Performing Loans Total Net Charge-Offs 1Q20 2Q264Q221Q20 4Q22 2Q26 Average Pre-Pandemic 0.46% Average Pandemic 0.35% Average Pre-Pandemic 1.07% Average Pandemic 0.64% 1Q13 1Q13 Details regarding
Slide 67: Historical Credit Profile: Consumer and Commercial
67 0.56% —% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 0.35% —% 0.50% 1.00% Consumer Net Charge-Offs(2) Commercial Net Charge-Offs(1) 1Q20 2Q26 4Q22 1Q20 4Q22 2Q26 (1) Includes C&I, CRE - OO and IRE. (2) The spike in Consumer net charge-offs in late 2013 was associated with the move of ~$700M primari
Slide 68: Asset Quality QoQ Highlights & Outlook
68 QoQ Highlights & Outlook • 2Q annualized NCOs decreased 12bps to 42bps, reflecting continued progress on resolutions within previously identified portfolios of interest reserved for in prior periods • Business services criticized and total NPLs declined during the quarter; NPL ratio declined 4bps
Slide 69: Allowance for Credit Losses
69 QoQ Highlights • 2Q allowance decreased $34M compared to the prior quarter, resulting in a $68M provision expense. The decrease in the ACL and an increase in loan balances resulted in a reduction in the ACL % from 1.68% to 1.63% • The change in ACL resulted from: ◦ Portfolio net increase driven p
Slide 70: Base R&S Economic Outlook
70 Pre-R&S period 2Q2026 3Q2026 4Q2026 1Q2027 2Q2027 3Q2027 4Q2027 1Q2028 2Q2028 Real GDP, annualized % change 1.9 % 1.8 % 2.4 % 2.7 % 2.7 % 2.6 % 2.3 % 2.3 % 2.2 % Unemployment rate 4.3 % 4.3 % 4.3 % 4.3 % 4.2 % 4.2 % 4.1 % 4.0 % 4.0 % HPI, year-over-year % change 0.0 % (0.4) % (0.5) % 0.0 % 0.7 %
Slide 71: Allowance Allocation
71 As of 6/30/2026 Day 1 Ratios (in millions) Loan Balance ACL ACL/Loans Actual Proforma C&I $49,072 $562 1.15 % CRE-OO mortgage 5,127 109 2.12 % CRE-OO construction 267 7 2.54 % Total commercial $54,466 $678 1.24 % 1.33 % 1.32 % IRE mortgage 7,896 96 1.22 % IRE construction 2,073 29 1.39 % Total IR
Slide 72: Expectations for 3Q26 & FY26
72 Expectations for 3Q26 & FY26 • 3Q26 NII to increase ~2% vs 2Q26(3) • 3Q26 NIM expected to be stable to modestly higher vs 2Q26, exiting the year at approximately 3.70%(3) • Expect Capital Markets quarterly revenue in the $90 – $105M range, trending toward the lower end in 3Q26, with momentum buil
Slide 73: Appendix
Internal Use Appendix
Slide 74: Management uses pre-tax pre-provision income (non-GAAP), adjusted pre-tax pre-provision income (non-GAAP), the adjust…
74 Management uses pre-tax pre-provision income (non-GAAP), adjusted pre-tax pre-provision income (non-GAAP), the adjusted efficiency ratio (non-GAAP), the adjusted fee income ratio (non-GAAP), return on average tangible common shareholders' equity (non-GAAP), adjusted return on average tangible com
Slide 75: 75(1) Simple average of trailing quarters of risk-weighted assets calculated from applicable periods' Call
75(1) Simple average of 4 trailing quarters of risk-weighted assets calculated from applicable periods' Call Report data. Quarter Ended Year Ended ($ amounts in millions) 6/30/2026 3/31/2026 2025 2024 2023 2022 2021 2020 2019 Net income available to common shareholders (GAAP) $ 549 $ 539 $ 2,061 $ 1
Slide 76: Non-GAAP reconciliation: Return on Average Tangible Common Shareholders' Equity
76 Non-GAAP reconciliation Return on Average Tangible Common Shareholders' Equity Quarter Ended Year Ended ($ amounts in millions) 6/30/2026 3/31/2026 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 RETURN ON AVERAGE TANGIBLE COMMON SHAREHOLDERS' EQUITY Net income available to common sharehol
Slide 77: Tangible Common Ratios
77 As of and for Quarter Ended ($ amounts in millions, except per share data) 6/30/2026 3/31/2026 12/31/2025 9/30/2025 6/30/2025 TANGIBLE COMMON RATIOS Shareholders’ equity (GAAP) A $ 18,840 $ 18,779 $ 19,043 $ 19,049 $ 18,666 Less: Preferred stock (GAAP) 1,369 1,369 1,369 1,369 1,369 Common shareho
Slide 78: Non-GAAP Reconciliation: Net Income, Adjusted Diluted EPS, Return Ratios
78 Non-GAAP Reconciliation Net Income Available to Common Shareholders, Adjusted Diluted EPS, and Return Ratios NM - Not Meaningful Quarter Ended ($ amounts in millions) 6/30/2026 3/31/2026 12/31/2025 9/30/2025 6/30/2025 2Q26 vs. 1Q26 2Q26 vs. 2Q25 Net income available to common shareholders (GAAP)
Slide 79: Non-GAAP Reconciliation: Pre-Tax Pre-Provision Income
79 Non-GAAP Reconciliation Pre-Tax Pre-Provision Income (PPI) Quarter Ended ($ amounts in millions) 6/30/2026 3/31/2026 12/31/2025 9/30/2025 6/30/2025 2Q26 vs. 1Q26 2Q26 vs. 2Q25 Net income available to common shareholders (GAAP) $ 549 $ 539 $ 514 $ 548 $ 534 $ 10 1.9 % $ 15 2.8 % Preferred dividend
Slide 80: Non-GAAP Reconciliation: NII, Non-Interest Income/Expense, Efficiency Ratio
80 Non-GAAP Reconciliation NII, Non-Interest Income/Expense, and Efficiency Ratio NM - Not Meaningful Quarter Ended ($ amounts in millions) 6/30/2026 3/31/2026 12/31/2025 9/30/2025 6/30/2025 2Q26 vs. 1Q26 2Q26 vs. 2Q25 Non-interest expense (GAAP) A $ 1,121 $ 1,068 $ 1,098 $ 1,103 $ 1,073 $ 53 5.0 %
Slide 81: Non-GAAP Reconciliation: Non-Interest Income
81 Non-GAAP Reconciliation Non-Interest Income Year Ended ($ amounts in millions) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Non-interest income (GAAP) $ 2,535 $ 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,
Slide 82: Non-GAAP Reconciliation: Non-Interest Expense
82 Non-GAAP Reconciliation Non-Interest Expense Twelve Months Ended December 31 ($ amounts in millions) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 Non-interest expense (GAAP) $ 4,313 $ 4,242 $ 4,416 $ 4,068 $ 3,747 $ 3,643 $ 3,489 $ 3,570 $ 3,491 $ 3,483 Adjustments: FDIC insurance special as
Slide 83: Non-GAAP Reconciliation: CET1 Inclusive of AOCI
83 Quarter Ended ($ amounts in millions) 6/30/2026 3/31/2026 12/31/2025 9/30/2025 6/30/2025 CET1 RATIOS Common Equity Tier 1(1) A $ 13,692 $ 13,419 $ 13,490 $ 13,620 $ 13,533 Adjustments: AOCI gain (loss) on securities(2) (1,192) (1,172) (1,076) (1,241) (1,485) AOCI gain (loss) on defined benefit pe
Slide 84: Forward-Looking Statements
84 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 concerning the matters desc
Slide 85: • Weather-related events, pandemics and other natural or man-made disasters could cause a disruption
85 • Weather-related events, pandemics and other natural or man-made disasters could cause a disruption in our operations or lead to other consequences that could adversely impact our financial results and condition. These impacts could be intensified by climate change. Heightening focus on climate
Slide 86: Internal Use
Internal Use