 2011 Barclays Capital Global Financial Services Conference September 12, 2011 Grayson Hall President and Chief Executive Officer Exhibit 99.1 |
 Why Regions? • Strong Southeastern franchise with comprehensive line of product offerings • Leading brand favorability and exceptional service quality • Solid core business performance • Aggressively identifying and disposing of problem assets • Capital and liquidity remain solid 2 |
 Regional Bank Focused in the Southeast 3 Ranked 4 or Better in Market Share Targeted Growth Areas * As of August 26, 2011 Associates: 27,261 Assets: $131B Loans: $81B Deposits: $96B Branches: 1,769 Morgan Keegan Offices: 312 Insurance Offices: 30 ATMs: 2,132 Market Cap: $5.2B* th |
 4 ($ in billions) National Average: 3.9% Regions’ Footprint is Characterized by Either High Market Shares, High Growth Markets or Both Source: SNL Financial 9.0 and above 8.0 to 8.9 7.0 to 7.9 6.0 to 6.9 5.9 or less Projected Population Growth (%) Top 10 MSAs Deposits Market Share Market Rank ’10-’15 Population Growth Birmingham, AL $7.7 27.8% 1 Nashville, TN $6.6 17.8% 1 Miami, FL $4.8 3.1% 7 Tampa, FL $4.7 9.5% 4 Memphis, TN $3.8 17.3% 2 Atlanta, GA $3.4 3.1% 6 St. Louis, MO $3.2 4.4% 6 Jackson, MS $2.5 23.6% 2 New Orleans, LA $2.4 8.7% 4 Mobile, AL $2.3 38.7% 1 1.0% 8.8% 4.4% 1.9% 10.1 % 4.3% 3.6% 1.4% 9.6% 3.4% Southeastern United States continues to be a growth market |
 Regions is Well Positioned Competitively in its Core US Southeastern Markets National Deposit Market Share Weighted Average Deposit Market Share in Regions’ Core Markets Rank Name Market Share ’10-’15 Population Growth 1 Bank of America 11.7% 4.8% 2 Wells Fargo 10.6% 5.7% 3 JPMorgan Chase 9.2% 3.5% 4 Citigroup 3.7% 5.3% 5 PNC 2.6% 1.2% 6 U.S. Bancorp 2.5% 4.0% 7 Toronto-Dominion 1.9% 1.6% 8 SunTrust 1.7% 6.1% 9 BB&T 1.5% 5.6% 10 Regions 1.4% 4.7% Source: SNL Financial. Deposit market share as of June 30, 2010, pro forma for announced acquisitions. Note: Regions’ core markets defined as Alabama, Arkansas, Florida, Georgia, Louisiana, Mississippi, Tennessee and Texas. Note: Population growth is weighted by MSA deposits. Rank Name Market Share ’10-’15 Population Growth 1 Bank of America 12.7% 4.8% 2 Wells Fargo 10.9% 5.7% 3 JPMorgan Chase 7.5% 3.5% 4 Regions 6.1% 4.7% 5 SunTrust 5.9% 6.1% 6 BBVA / Compass 2.7% 7.9% 7 BB&T 2.3% 5.6% 8 Capital One 1.8% 3.7% 9 Synovus 1.6% 5.7% 10 Hancock Holdings 1.1% 5.3% 5 |
 Comprehensive and Diversified Line of Product Offerings – Small and mid- sized C&I lending – Commercial Real Estate – Equipment 6 – Mortgage – Home Equity – Credit Card – Direct Lending – Indirect Auto – Private Banking – Insurance – Trust Services Commercial Consumer Wealth Management Finance |
 Competitive Advantage Driven by Customer Loyalty Regions continues to perform in the top 10% in customer loyalty and top 20% for branch service quality (1) (1) Based on Gallup survey (2) Based on Prime Performance study (3) 2010 Greenwich Excellence Award #1 in Customer Service and “Friendliest” Bank (2) Regions received Excellence Award for Small Business and Middle Market Banking (3) Top Bank in Customer Service Study Ranked 5 th in Satisfaction for Small Business Banking Ranked 2 nd in Satisfaction for Mortgage Servicing J.D. Power AND ASSOCIATES 7 |
 Excellent Service Quality and Brand Strength Being Recognized (1) Based on 4 Quarter Rolling Average from TNS Consumer Banking Market Effectiveness Study (2) Banks in study include: Bank of America, BB&T, BBVA Compass, Citigroup, Capital One, J.P. Morgan Chase, SunTrust, U.S. Bank, Wachovia, Wells Fargo Regions Ranks Highest in Brand Favorability (1) 8 Regions Bank #2 Bank #3 Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 |
 Quality Loans Key to Profitable Growth 61% 39% Portfolio Mix* Consumer Services › Growing consumer loans to achieve a more balanced portfolio › Consumer loan growth will be fueled by new businesses as well as growth in existing businesses › Loan production in mortgage portfolio was 2 nd largest ever › Indirect auto lending production increased from $255 million in 1Q11 to $291 million in 2Q11 › Acquired $1.2 billion Regions- branded credit portfolio Business Services › Focused on middle market & small business › Represents over 80% of Business Services Revenue › Broad based middle-market commercial loan growth across footprint and industries › 65% of area regions experienced growth in 2Q11 *Ending Balances 9 |
 Regions C&I Loan Growth has significantly outpaced Peers 10 Source: SNL Financial; FRY-9C Regulatory filings • Our Commercial & Industrial loan growth has significantly outpaced peers since the end of 2009 • Momentum has continued in 2011, as Commercial & Industrial loans have grown another 7.9% • Commercial & Industrial commitments increased 7% year-to-date and line utilization remained stable 13.5% 9.1% 7.9% 6.4% 5.6% 5.3% 4.9% 4.7% 2.4% 0.5% -0.6% Bank #1 Bank #2 RF Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 Bank #11 C&I Loan Growth Y-T-D 19.3% 18.9% 16.1% 5.5% 3.9% 3.9% 3.8% 0.6% - 2.5% - 5.1% - 10.9% RF Bank #2 Bank #3 Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 Bank #11 C&I Loan Growth since 4Q09 |
 We have made great strides in improving deposit mix and cost and funding costs Deposit Cost 79 bps Deposit Cost 59 bps Deposit Cost 53 bps Q2 2011 Q2 2011 Low Cost Deposits 73% Time Deposits 27% Low Cost Deposits 76% Time Deposits 24% Low Cost Deposits 77% Time Deposits Q1 2011 Q1 2011 Q2 2010 Q2 2010 11 6 bps Improvement 26 bps Improvement 31 bps Improvement 23% Total Funding Cost 111 bps Total Funding Cost 86 bps Total Funding Cost 80 bps |
 Net Interest Margin Impacted by Excess Liquidity and Non-Accrual Loans Net Income & Net Interest Margin Impact of Excess Liquidity & Non-Accruals on NIM 12 $863 $876 $886 $872 $872 2.87% 2.96% 3.00% 3.07% 3.05% $500 $550 $600 $650 $700 $750 $800 $850 $900 $950 2Q10 3Q10 4Q10 1Q11 2Q11 $ in millions Net Interest Income (FTE) Net Interest Margin 2.87% 2.96% 3.00% 3.07% 3.05% 0.15% 0.08% 0.11% 0.10% 0.13% 0.17% 0.16% 0.16% 0.16% 0.15% 3.19% 3.20% 3.27% 3.33% 3.33% 2.0% 2.2% 2.4% 2.6% 2.8% 3.0% 3.2% 3.4% 2Q10 3Q10 4Q10 1Q11 2Q11 Reported Net Interest Margin Impact of Excess Liquidity Impact of Non-Accruals 2.0% 2.2% 2.4% 2.6% 2.8% 3.0% 3.2% 3.4% |
 Regions is the only bank in our peer group to grow service charges year-over-year 13 Offsetting Durbin • Increasing hurdle on obtaining free checking • Debit card usage fee to begin in 4Q11 • Shift debit cards to credit cards increase interchange fees • Cross-sell new products and services in development 2.0% -1.9% -7.2% -11.6% -13.8% - 15.4% -18.2% -18.6% -21.9% -24.2% -37.3% RF Bank #2 Bank #3 Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 Bank #11 Year-Over-Year Growth |
 Expense control continues to be a focus 14 • While many peers grew expenses in the second quarter, Regions decreased expenses by 4% • Over the last year Regions’ expenses have remained flat while peers continue to grow expenses • Expenses per FTE are among the lowest of all peers Source: SNL Financial –excludes nonrecurring expenses -6.6% 3.9% 3.0% 2.7% 2.5% 0.8% 1.3% 1.4% 4.8% 5.3% 9.0% Bank #1 RF Bank #3 Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 Bank #11 Linked quarter Decline $35.2 $39.6 $41.1 $43.9 $44.1 $44.2 $44.3 $45.0 $45.3 $52.6 $61.8 Bank #1 Bank #2 RF Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 Bank #11 NIE per FTE - - - - |
 * Refer to appendix for reconciliation to GAAP 15 Solid Adjusted Pre-tax Pre-Provision Income Growth ($ in millions) Net Interest Income Core Non- Interest Revenue Core Non- Interest Expense Adjusted Pre-tax Pre- provision Income* 2Q11 864 + 757 - 1,121 = 500 1Q11 863 + 764 - 1,167 = 460 4Q10 877 + 795 - 1,211 = 461 3Q10 868 + 748 - 1,162 = 454 Adjusted Adjusted Pre-tax Pre- Pre-tax Pre- provision provision Income Income +9% +9% |
 3 Consecutive Quarters of Profitability and Adjusted Pre-tax Pre- provision Income Exceeded Loan Loss Provision for first time since 1Q09 *Pre-tax pre-provision income adjusted for non-core items as reported in financial supplement. 16 Pre-tax Pre-Provision Income* Less Provision $1,179 $770 $651 $760 $682 $482 $398 $386 $397 $486 $454 $461 $460 $500 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 Loan Loss Provision Pre tax Pre-Provision Income* $- $200 $400 $600 $800 $1,000 $1,200 $1,400 ($793) ($373) ($165) ($306) ($221) ($22) $102 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 |
 Significant Reduction in Highest Risk Portfolio Segments 17 Reduced Investor Real Estate $12.4 B or 48% over 4 years Reduced High Risk Segments $11.1 B or 82% over 4 years Total Investor Real Estate Higher Risk Investor Real Estate Segments $6.3 $2.3 $5.0 $1.2 $0.3 $1.0 $0 $1 $2 $3 $4 $5 $6 $7 Land Condo Single Family 4Q06 2Q11 $ 25.8 B $ 13.4 B $0 $5 $10 $15 $20 $25 $30 4Q06 2Q11 Mortgage Construction |
 18 Non-Performing Loan Inflows Declined 24% Ending Balances NPL Inflows by Type Gross NPLs Current and Paying as Agreed $0.8 $1.3 $0.9 $0.7 $0.6 $0.0 $0.2 $0.4 $0.6 $0.8 $1.0 $1.2 $1.4 $1.6 $1.8 2Q10 3Q10 4Q10 1Q11 2Q11 Land/Condo/Single Family Income Producing Business and Community Commercial $ in billions 24% 36% 37% 42% 2Q10 3Q10 4Q10 1Q11 2Q11 38% |
 19 Non-Performing Assets Declined 14%* * 2Q11 shown on a pro-forma basis to include bulk sale completed after quarter-end Non-performing loans, excluding loans held for sale, declined $303 million or 10% $620 million of criticized loans were sold or moved to held for sale Non-performing assets declined $556 million or 14%* Delinquencies improved for the 5th straight quarter Business Services criticized loans declined approximately $1.2 billion or 14% Non-Performing Assets $3.5 $3.4 $3.2 $3.1 $2.8 $0.5 $0.5 $0.4 $0.4 $0.4 $0.3 $0.3 $0.3 $0.4 $0.2 $4.3 $4.2 $3.9 $3.9 $3.4 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 $4.0 $4.5 $5.0 2Q10 3Q10 4Q10 1Q11 2Q11* NPL OREO & Repo Held For Sale $ in billions |
 Substantial Improvement in Loan Loss Provision; Coverage Ratio Remains Strong (1) Loan charge-offs related to Sales and Transfer to Held for Sale (2) Excludes Non-performing Loans Held for Sale 20 Sales/ HFS (1) Allowance & Coverage (2) Loan Charge-Offs 4.04% 3.99% 3.81% 3.79% 3.43% 0.92x 0.94x 1.01x 1.03x 1.12x 0.80x 0.86x 0.92x 0.98x 1.04x 1.10x 1.16x 3.00% 3.10% 3.20% 3.30% 3.40% 3.50% 3.60% 3.70% 3.80% 3.90% 4.00% 4.10% 4.20% 4.30% 4.40% 4.50% 4.60% 2Q10 3Q10 4Q10 1Q11 2Q11 NPL / Loans Coverage Ratio (ALL/NPL) 333 348 402 210 190 132 233 111 106 207 186 178 169 165 151 (150) $651 $760 $682 $482 $398 ($200) $0 $200 $400 $600 $800 $1,000 2Q10 3Q10 4Q10 1Q11 2Q11 $ in millions Business Services and HFS Consumer Reserve Increase / Reduction |
 Strong Capital 21 ** Non-GAAP - Subject to change as interpretation of Basel III rules is ongoing and dependent on guidance from Basel and regulators; see appendix for reconciliation |
 Loans / Deposits 22 Regions is well positioned for loan growth Liquidity coverage ratio above the minimum requirement of 100% Core Deposits as a % of Total Funding Solid Liquidity 88% 87% 87% 86% 85% 85% 84% 80% 77% 77% 53% Bank #1 RF Bank #3 Bank #4 Bank #5 Bank #6 Bank #7 Bank #8 Bank #9 Bank #10 Bank #11 89.3% 88.9% 87.6% 84.4% 84.3% 2Q10 3Q10 4Q10 1Q11 2Q11 |
 Regions’ Business Plan is for all associates to Focus on customers, build relationships customers value and manage risks. Executing this plan with excellence will result in a high-performing financial institution. Focus on the Customer Build Sustainable Performance Enhance Risk Management Risk management will be built on our solid foundation of trust and integrity. We will clearly understand the risk we take, be paid appropriately for that risk and prudently manage our capital and liquidity. Business Plan 23 We will ensure sustainable profitability by diversifying and expanding our revenue streams while exercising disciplined pricing and expense management. We will focus on our customers to build relationships they value and enhance our industry- leading customer service. |
 Why Regions? 24 • Strong Southeastern franchise with comprehensive line of product offerings • Leading brand favorability and exceptional service quality • Solid core business performance • Aggressively identifying and disposing of problem assets • Capital and liquidity remain solid |
 Appendix |
 Forward-Looking Statements 25 This presentation may include forward-looking statements which reflect Regions’ current views with respect to future events and financial performance. The Private Securities Litigation Reform Act of 1995 (“the Act”) provides a “safe harbor” for forward-looking statements which are identified as such and are accompanied by the identification of important factors that could cause actual results to differ materially from the forward-looking statements. For these statements, we, together with our subsidiaries, claim the protection afforded by the safe harbor in the Act. Forward-looking statements are not based on historical information, but rather are related to future operations, strategies, financial results or other developments. Forward-looking statements are based on management’s expectations as well as certain assumptions and estimates made by, and information available to, management at the time the statements are made. Those statements are based on general assumptions and are subject to various risks, uncertainties and other factors that may cause actual results to differ materially from the views, beliefs and projections expressed in such statements. These risks, uncertainties and other factors include, but are not limited to, those described below: › The Dodd-Frank Wall Street Reform and Consumer Protection Act became law on July 21, 2010, and a number of legislative, regulatory and tax proposals remain pending. Additionally, the U.S. Treasury and federal banking regulators continue to implement, but are also beginning to wind down, a number of programs to address capital and liquidity in the banking system. Proposed rules, including those that are part of the Basel III process, could require banking institutions to increase levels of capital. All of the foregoing may have significant effects on Regions and the financial services industry, the exact nature of which cannot be determined at this time. › The impact of compensation and other restrictions imposed under the Troubled Asset Relief Program (“TARP”) until Regions repays the outstanding preferred stock and warrant issued under the TARP, including restrictions on Regions’ ability to attract and retain talented executives and associates. › Possible additional loan losses, impairment of goodwill and other intangibles, and adjustment of valuation allowances on deferred tax assets and the impact on earnings and capital. › Possible changes in interest rates may increase funding costs and reduce earning asset yields, thus reducing margins. Increases in benchmark interest rates would also increase debt service requirements for customers whose terms include a variable interest rate, which may negatively impact the ability of borrowers to pay as contractually obligated. › Possible changes in general economic and business conditions in the United States in general and in the communities Regions serves in particular, including any prolonging or worsening of the current unfavorable economic conditions including unemployment levels. › Possible changes in the creditworthiness of customers and the possible impairment of the collectability of loans. › Possible changes in trade, monetary and fiscal policies, laws and regulations and other activities of governments, agencies, and similar organizations, may have an adverse effect on business. › The current stresses in the financial and real estate markets, including possible continued deterioration in property values. › Regions' ability to manage fluctuations in the value of assets and liabilities and off-balance sheet exposure so as to maintain sufficient capital and liquidity to support Regions' business. › Regions' ability to expand into new markets and to maintain profit margins in the face of competitive pressures. › Regions' ability to develop competitive new products and services in a timely manner and the acceptance of such products and services by Regions' customers and potential customers. › Regions' ability to keep pace with technological changes. › Regions' ability to effectively manage credit risk, interest rate risk, market risk, operational risk, legal risk, liquidity risk, and regulatory and compliance risk. › Regions’ ability to ensure adequate capitalization which is impacted by inherent uncertainties in forecasting credit losses. › The cost and other effects of material contingencies, including litigation contingencies, and any adverse judicial, administrative or arbitral rulings or proceedings. › The effects of increased competition from both banks and non-banks. › The effects of geopolitical instability and risks such as terrorist attacks. › Possible changes in consumer and business spending and saving habits could affect Regions' ability to increase assets and to attract deposits. › The effects of weather and natural disasters such as floods, droughts, wind, tornadoes and hurricanes, and the effects of man-made disasters. › Possible downgrades in ratings issued by rating agencies. › Potential dilution of holders of shares of Regions’ common stock resulting from the U.S. Treasury’s investment in TARP. › Possible changes in the speed of loan prepayments by Regions’ customers and loan origination or sales volumes. › Possible acceleration of prepayments on mortgage-backed securities due to low interest rates and the related acceleration of premium amortization on those securities. › The effects of problems encountered by larger or similar financial institutions that adversely affect Regions or the banking industry generally. › Regions’ ability to receive dividends from its subsidiaries. › The effects of the failure of any component of Regions’ business infrastructure which is provided by a third party. › Changes in accounting policies or procedures as may be required by the Financial Accounting Standards Board or other regulatory agencies. › The effects of any damage to Regions’ reputation resulting from developments related to any of the items identified above. The foregoing list of factors is not exhaustive. For discussion of these and other factors that may cause actual results to differ from expectations, look under the captions “Forward-Looking Statements” and “Risk Factors” in Regions’ Annual Report on Form 10-K for the year ended December 31, 2010 and quarterly reports on Form 10-Q for the quarters ended June 30, 2011 and March 31, 2011, as on file with the Securities and Exchange Commission. The words "believe," "expect," "anticipate," "project," and similar expressions often signify forward-looking statements. You should not place undue reliance on any forward-looking statements, which speak only as of the date made. We assume no obligation to update or revise any forward-looking statements that are made from time to time. |
 Non-GAAP Reconciliation 26 ($ in millions) 2Q10 3Q10 4Q10 1Q11 2Q11 Net interest income (GAAP) 856 $ 868 $ 877 $ 863 $ 864 $ Non-interest income (GAAP) 756 750 1,213 843 781 Adjustments: Securities (gains) losses, net - (2) (333) (82) (24) Leveraged lease termination gains - - (59) - - Loss (gain) on sale of mortgage loans - - (26) 3 - Adjusted non-interest income (non-GAAP) 756 748 795 764 757 Adjusted total revenue (non-GAAP) 1,612 $ 1,616 $ 1,672 $ 1,627 $ 1,621 $ Non-interest expense (GAAP) 1,326 $ 1,163 $ 1,266 $ 1,167 $ 1,198 $ Adjustments: Regulatory charge (200) - - - - Loss on extinguishment of debt - - (55) - - Securities impairment, net - (1) - - - Branch consolidation and property and equipment charges - - - - (77) Adjusted non-interest expense (non-GAAP) 1,126 $ 1,162 $ 1,211 $ 1,167 $ 1,121 $ Adjusted pre-tax pre-provision income 486 $ 454 $ 461 $ 460 $ 500 $ |
 Improving Early Stage Credit Metrics… *Includes classified loans and special mention loans 27 Business Services Criticized Loans * Business Services Classified Loans 90+Day Delinquencies 30-59 Day Delinquencies $612 $593 $585 $527 $483 $5,824 $6,687 $7,337 $7,929 $8,196 $7,899 $780 $766 $642 $676 $566 2Q10 3Q10 4Q10 1Q11 2Q11 2Q10 3Q10 4Q10 1Q11 2Q11 2Q10 3Q10 4Q10 1Q11 2Q11 2Q10 3Q10 4Q10 1Q11 2Q11 $9,142 $9,804 $10,593 $11,337 |
 …Result In Improving Asset Quality 28 Total NPLs (excluding HFS) Total NPAs (including HFS) NPLs Gross Migration Investor Real Estate Gross NPA Migration * 2Q11 shown on a pro-forma basis to include bulk sale completed after quarter-end $799 $1,340 $947 $730 $555 2Q10 3Q10 4Q10 1Q11 2Q11 2Q10 3Q10 4Q10 1Q11 2Q11 2Q10 3Q10 4Q10 1Q11 2Q11 2Q10 3Q10 4Q10 1Q11 2Q11* $3,473 $3,372 $3,160 $3,087 $2,784 $504 $266 $238 $996 $480 $516 $270 $335 $605 $224 $179 $403 Land/Single Family/Condo Income Producing CRE $134 $137 $271 $3,377 $3,933 $3,918 $4,275 $4,226 |
 Credit Fundamentals Strengthening 29 * 2Q11 shown on a pro-forma basis to include bulk sale completed after quarter-end 2.99% 3.52% 3.22% 2.37% 2.71% 2Q10 3Q10 4Q10 1Q11 2Q11 NCO’s Avg Loans NPAs + 90 day Delinquencies NPL Balances Paying Current as Agreed NPAs + 90 Day Delinquencies/Loans + OREO + HFS $4,887 $4,819 $4,503 $4,460 $3,860 2Q10 3Q10 4Q10 1Q11 2Q11* 5.63% 5.65% 5.38% 5.42% 4.72% 2Q10 3Q10 4Q10 1Q11 2Q11* 24% 36% 37% 38% 42% 2Q10 3Q10 4Q10 1Q11 2Q11 |
 Allowance Coverage Increasing 30 92% 94% 101% 103% 112% 2Q10 3Q10 4Q10 1Q11 2Q11 Allowance for Loan Losses to NPLs (excl HS) Allowance for Loan Losses to Total Loans 3.71% 3.77% 3.84% 3.92% 3.84% 2Q10 3Q10 4Q10 1Q11 2Q11 |
 Conservative Marks and Reserves Already Taken on Impaired Loans 31 Note1: Impaired loans include non-accrual commercial and investor real estate loans, excluding leasing, and all TDRs (including accruing commercial, investor real estate, and consumer TDRs) Note 2: Book value represents the unpaid principal balance less charge-offs and payments applied; it is shown before any allowance for loan losses. Note 3: Unpaid principal balance represents the contractual obligation due from the customer and includes the net book value plus charge-offs and payments applied. Impaired Loans as of June 30, 2011 A B C = (A - B) D E = (B + D) / A ($ in millions) Unpaid Principal Balance Charge-offs and Payments Applied Total Impaired Loan Book Value Related Allowance for Loan Losses Coverage % Commercial and industrial $ 585 $ 86 $ 499 $ 183 46.0% Commercial real estate mortgage - owner occupied 841 121 720 194 37.5% Commercial real estate construction - owner occupied 44 15 29 9 54.5% Total commercial 1,470 222 1,248 386 41.4% Commercial investor real estate mortgage 1,280 221 1,059 237 35.8% Commercial investor real estate construction 531 126 405 105 43.5% Total investor real estate 1,811 347 1,464 342 38.0% Residential first mortgage 1,146 63 1,083 153 18.8% Home equity 426 14 412 53 15.7% Indirect 2 - 2 - 0.0% Other consumer 61 - 61 1 1.6% Total consumer 1,635 77 1,558 207 17.4% Total impaired loans $ 4,916 $ 646 $ 4,270 935 32.2% |
 Adequately Reserved for Troubled Debt Restructurings 32 June 30, 2011 Consumer loans make up 81% of accruing troubled debt restructurings Foreclosure rate less than half of the industry average Note: We expect TDRs to increase as a result of recent accounting literature that will be effective 3Q11. There will be no material impact to our loan loss allowance resulting from this rule change. ($ millions) Loan Allowance for Allowance as a % Balance Credit Losses of Loan Balance Accruing: Commercial 69 9 13% Investor Real Estate 273 13 5% Residential First Mortgage 876 123 14% Home Equity 383 50 13% Other Consumer 63 1 2% Total Accruing 1,664 196 12% Non-accrual or 90+ DPD: Commercial 164 43 26% Investor Real Estate 200 41 20% Residential First Mortgage 207 29 14% Home Equity 29 4 13% Other Consumer 0 0 1% Total Non-accrual or 90+DPD 600 117 19% Total Troubled Debt Restructurings 2,264 313 14% |