Investor Information November - December Exhibit 99.1
2 Table of Contents Topic Page # Profile and Strategy 3-13 Asset / Liability Management 14-25 Fees & Expenses 26-34 Business Segment Highlights 35-37 Loans & Deposits 38-45 Capital, Debt & Liquidity 46-50 Technology 51-53 Credit 54-65 Near-Term Expectations 66 Environmental, Social & Governance 67-68 Appendix & Forward Looking Statements 69-85
3 Alabama – 185 Georgia – 117 Iowa – 5 Mississippi – 98 South Carolina – 18 Arkansas – 57 Illinois – 41 Kentucky – 9 Missouri – 49 Tennessee – 195 Florida – 272 Indiana – 40 Louisiana – 80 North Carolina – 6 Texas – 88 Ranked 18th in the U.S. in total deposits(1) Branch Locations by State(2) Our Banking Franchise (1) Source: S&P Capital IQ as of 6/30/2024; pro-forma for announced M&A transactions as of 11/1/2024. The green shaded states represent Regions' 15-state branch footprint. (2) Total branches as of 9/30/2024. (3) Assets, Market Capitalization, Customers, Branches, ATMs, and Associates are as of Sept. 30, 2024. Regions HQ Retail Branch Footprint Specialized Lending Nationwide Regions is one of the top financial institutions in the U.S., providing financial solutions for a wide range of clients including retail and mortgage banking services, commercial banking services, and wealth & investment services through its 15-state retail banking footprint, along with national advisory and specialty lending offerings.(3) Assets $157 Billion Market Capitalization $21.3 Billion Customers ~5 Million Branches 1,261 ATMs 2,019 Associates (FTE) 19,560
4 Diversified Lines of Businesses Retail Branch network, ATMs, deposit accounts, credit cards, home equity loans, etc. Includes small businesses serviced through the branch Mortgage ~300 Mortgage Loan Officers providing home financing to Customers; ~$90B in UPB for mortgage servicing (includes owned portfolio) Home Improvement Financing Acquired EnerBank in Oct 2021; Home improvement point-of-sale lending to consumers; typically HVAC, windows and doors, roofing, and pools Large Corporate Businesses with revenues from $250M - $2B+ Middle-Market Commercial Businesses with revenues from $5M - $250M Real Estate Banking Commercial & investment banking services & products to commercial real estate customers Advisory Services & Specialty Lending Capital Markets, Treasury Management, Specialty Lending Verticals: Healthcare, Energy, Technology, Transportation, Financial Services, Asset-Based Lending, Franchise, Ascentium Private Wealth Wealth planning, banking, investment mgt, trust, estate services and philanthropic solutions for affluent and high net worth individuals and families with $500k+ in income producing assets Institutional Services Deliver asset mgt, retirement, investment consulting, corporate trust, escrow, funeral trust, and philanthropic solutions for businesses, gov't institutions and non-profit entities Investment Services Offers mass affluent customers financial planning, investments, retirement and savings solutions, through financial advisors and digital investing Consumer Bank Corporate Bank Wealth Management (1) Pie %'s exclude the pre-tax pre-provision income from the Other Segment totaling ($95) million. The Other Segment consists primarily of unallocated Treasury functions (securities portfolio and wholesale funding activities), as well as certain reconciling items necessary to translate management accounting practices into consolidated results. 47% 46% 7% 63% 35% 2% 29% 63% 6% 2% $721M $97B $126B Consumer Corporate Wealth Management Other 3Q24 Pre-tax pre-provision income(1) 3Q24 Average deposits3Q24 Average loans
5 CCAR Loan Loss Rate Profile Evolution Improved Credit Risk Profile Continuous Improvement Proactive Interest Rate Hedging Exited Non-Core Businesses Strategic M&A Top Quartile Profitability $24 $9 2008 2023 Investor CRE ($ in billions) 8.1% 7.8% 2012 2024 Customer Journeys Organization Simplification Revenue Growth Efficiency Improvements ~550 bps improvement in efficiency ratio 2016 to 2023 while improving Associate Engagement(1) • Hedge program introduced in 2017/2018 to protect NIM against falling interest rates was highly effective • New actions taken in 2022 and beyond to protect NIM if rates decrease now fully active 9.0% 21.9% 2015 RF ROATCE Indirect Auto 2012 2018 2019 2022 2023 Peers(2) (1) Gallup (2) Source: S&P Capital IQ; peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION. Bottom Quartile Median Top Quartile 13.9% 16.4% 17.2% Sold $1.2B Unsecured Consumer Loan Portfolio 2023 Sold $300M of Consumer Exit Portfolio
6 Top Market Share Plays valuable role in the competitive landscape (1) Based on MSA and non-MSA counties using FDIC deposit data as of 6/30/2024; pro-forma for announced M&A transactions as of 11/1/2024. (2) Significant money center bank presence (JPM, BAC, C, WFC) defined as combined market share using 6/30/2024 FDIC deposit data of 20% or more. Markets with top 5 market share(1) • Ranked 18th in the U.S. in total deposits(1) • 86% of deposits in 7 states: Alabama, Tennessee, Florida, Louisiana, Mississippi, Georgia, Arkansas • Top 5 or better market share in ~70% of MSAs across 15-state footprint(1) • Greater than 2/3 of deposits in markets without a significant money center bank presence(2) • High growth markets benefiting from population and business growth: ◦ Florida ◦ Georgia ◦ Texas ◦ Tennessee MSAs Non-MSA Counties
7 Strong In-Market Migration Converted legacy core markets into growth markets Serving Fast-Growing MSAs Deposits Market Rank(1) Nashville, Tennessee $10.2 3 Tampa, Florida $6.5 5 Atlanta, Georgia $5.7 7 Orlando, Florida $2.8 6 Knoxville, Tennessee $3.0 3 Huntsville, Alabama $2.6 1 Dallas/Ft Worth, Texas $2.2 20 Houston, Texas $2.3 16 Little Rock, Arkansas $2.0 7 Indianapolis, Indiana $1.7 13 Chattanooga, Tennessee $1.6 4 Pensacola, Florida $1.6 1 Daphne, Alabama $1.5 1 Destin, Florida $1.2 1 Jacksonville, Florida $1.1 9 National average: 2.4% '24-'29 Population Growth(1) 16 of Regions' top 25(1) MSAs are projected to grow faster than the U.S. national average (1) Source: S&P Capital IQ. Top 25 markets as defined by deposit dollars - FDIC 6/30/2024. Pro-forma for announced M&A transactions as of 10/30/2024. S&P's demographic data is provided by Claritas based primarily on U.S. Census data. (2) Source: U.S. Postal Service (for moves from January 2021 - December 2022). (3) Source: U.S. Bureau of Labor Statistics. 18 of top 25 U.S. markets with net migration inflows are within Regions' footprint(2) Regions' deposit weighted population growth by MSA for 2024-2029 is 3.3% vs. national average of 2.4%(1) Unemployment rates in 7 of our top 8 deposit states remain below the national average(3)
8 Regions Receives Top Honors Regions Bank was recognized as a 2024 Silver Status Military Friendly and Military Spouse Friendly Employer Regions Bank was named a Gallup Exceptional Workplace Award Winner for the 10th consecutive year. For the fourth consecutive year, Regions Bank was named a Best Place to Work for Disability Inclusion by the Disability Equality Index Regions Bank is the highest- ranked bank on Forbes' 2024 list of Top 300 companies for customer service. For the seventh consecutive year, Fannie Mae has recognized Regions Mortgage for excellence in loan servicing Regions Bank is recognized by FORTUNE as one of America's most innovative companies. Regions Bank was ranked 1st among regional banks in JD Powers Online Banking Satisfaction StudySM . Regions Bank was recognized among American Banker's Top 20 Banks by Reputation in 2024. Regions Bank was among 12 banks, credit card companies and fintechs to be listed in USA Today's "Customer Service Champions." Regions was recognized among leading global brands setting the gold standard for delivering impactful, innovative talent experiences.
9 Third Quarter Overview Continue to deliver consistent, sustainable long-term performance (1) Non-GAAP, see appendix for reconciliation. Key Performance Metrics 3Q24 Reported Adjusted(1) Net Income Available to Common Shareholders $446M Diluted Earnings Per Share $0.49 Total Revenue $1.8B $1.9B Non-Interest Expense $1.1B $1.1B Pre-Tax Pre-Provision Income(1) $721M $799M Efficiency Ratio 59.3% 56.9% Net-Charge Offs / Avg Loans 0.48% 0.48% • Consistently generating top-quartile returns in our peer group • Continued focus on disciplined capital allocation and risk-adjusted returns • Benefiting from loyal customer base, attractive footprint & diverse balance sheet with solid capital, robust liquidity and prudent credit risk management • Proactive hedging strategies position Regions for success in an array of economic conditions • Delivering consistent, sustainable, long- term performance while remaining focused on soundness, profitability, & growth Highlights
10 Regions' Consistent Outperformance Adjusted PPI(1) Less Net Charge-offs to RWA(2) Regions' earnings, including credit costs, have been top quartile vs peers since 2019 1.96% 1.99% 2.30% 2.47% 2.31% 1.86% 2.07% 2.16% 1.95% 1.78% 1.88% 1.96% 1.73% 1.58% 1.61% 1.71% RF Peer Median 2019 2020 2021 2022 2023 1Q24 2Q24 3Q24 (1) Non-GAAP; see Appendix for reconciliation. (2) Source: S&P Capital IQ. Risk-weighted Assets (RWA) used in the analysis represents the simple average of the 4 quarterly disclosed amounts for each year (some peers are estimated in the current quarter). Peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION.
11 ROATCE: Industry Leading Performance 14.9% 9.2% 21.4% 24.1% 21.9% 14.3% 20.8% 16.9% 14.7% 8.5% 16.5% 19.3% 16.4% 12.9% 15.5% 14.5% RF Peer Median 2019 2020 2021 2022 2023 1Q24 2Q24 3Q24 ROATCE Performance Trend vs. Peers(1) (1) Non-GAAP; see Appendix for reconciliation. Peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION. The 2018 ROATCE for Regions was 15.6% excluding a $191M after-tax benefit from discontinued operations primarily related to a gain from the sale of Regions Insurance Group. Other historical periods were also impacted by discontinued operations but to an immaterial extent. RF's 3Q24, 2Q24, 1Q24, 2023, 2022 and 2021 ROATCE excluding AOCI (non-GAAP) was 13.69%, 15.02%, 10.81%, 15.91%, 19.61% and 22.85%, respectively. Rank: 1 Rank: 1 Rank: 1 Rank: 5 Rank: 1 Rank: 1
12 Consistent Top Quartile EPS Growth 3 Year EPS CAGR 27% 26% 25% 22% 21% 17% 15% 13% 12% 4% 2% (7)% (11)% RF Pe er 1 Pe er 2 Pe er 3 Pe er 4 Pe er 5 Pe er 6 Pe er 7 Pe er 8 Pe er 9 Pe er 1 0 Pe er 1 1 Pe er 1 2 Pe er 1 3 5 Year EPS CAGR 9% 7% 4% 4% 1% 1% 1% —% (1)% (2)% (2)% (3)% (5)% (12)% RF Pe er 1 Pe er 5 Pe er 1 3 Pe er 7 Pe er 4 Pe er 3 Pe er 6 Pe er 1 1 Pe er 2 Pe er 8 Pe er 9 Pe er 1 0 Pe er 1 2 10 Year EPS CAGR 33% 15% 11% 11% 9% 9% 7% 6% 6% 5% 5% 1% (1)% Pe er 1 1 Pe er 6 RF Pe er 7 Pe er 1 3 Pe er 2 Pe er 5 Pe er 1 Pe er 3 Pe er 4 Pe er 9 Pe er 1 0 Pe er 1 2 Pe er 8 Peer Median: 15% Peer Median: 0% (1) Peer Median: 7% (1) (1) CAGRs as of 12/31/2023. (2) Peers which show N/A have negative EPS in the base year. (1) N/A N/A (2) (2)
13 Total Shareholder Return 3 Year Total Shareholder Return 37% 13% 11% 11% 10% 9% 8% 1% —% (10)%(11)%(15)%(18)%(23)% Pe er 1 Pe er 2 Pe er 3 Pe er 4 Pe er 5 RF Pe er 6 Pe er 7 Pe er 8 Pe er 9 Pe er 1 0 Pe er 1 1 Pe er 1 2 Pe er 1 3 5 Year Total Shareholder Return 74% 69% 69% 49% 45% 41% 37% 34% 24% 21% 15% 14% —% (3)% Pe er 5 RF Pe er 3 Pe er 7 Pe er 6 Pe er 8 Pe er 1 Pe er 2 Pe er 4 Pe er 1 0 Pe er 1 1 Pe er 1 2 Pe er 9 Pe er 1 3 10 Year Total Shareholder Return 226% 203%191% 161%150% 130%122% 107% 97% 88% 87% 85% 62% 53% RF Pe er 5 Pe er 7 Pe er 3 Pe er 8 Pe er 2 Pe er 1 0 Pe er 1 Pe er 6 Pe er 1 1 Pe er 1 2 Pe er 4 Pe er 1 3 Pe er 9 Peer Median: 0.75% Peer Median: 34% Peer Median: 107%
14 • Regions' naturally asset sensitive balance sheet mix and funding advantage consistently produces above peer median net interest margin • Under elevated rate environment, deposit cost stability leads to margin outperformance • Under lower rates, the hedging strategy protects the funding advantage, effectuated through a more stable loan yield 4.15% 4.11% 4.46% 5.86% 5.88% 5.93% 6.02% 3.88% 3.61% 4.12% 5.87% 6.18% 6.22% 6.28% RF Peer Median 2020 2021 2022 2023 1Q24 2Q24 3Q24 Consistent NIM Outperformance Aided by hedged loan yield & deposit advantage (1) Source: S&P Capital IQ. Peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION. (2) RF loan yields include the impact of cash flow hedging. Net Interest Margin vs. Peers(1) 3.21% 2.85% 3.36% 3.90% 3.55% 3.51% 3.54% 2.89% 2.72% 3.06% 3.06% 2.91% 2.98% 2.98% RF Peer Median 2020 2021 2022 2023 1Q24 2Q24 3Q24 Loan Yield vs. Peers(1)(2) 0.16% 0.04% 0.14% 0.99% 1.56% 1.59% 1.60% 0.22% 0.05% 0.26% 1.61% 2.19% 2.23% 2.26% RF Peer Median 2020 2021 2022 2023 1Q24 2Q24 3Q24 Deposit Costs vs. Peers(1)
15 Less Hedge Notional (1) Market rate impacts include contractual loan, cash and borrowings repricing; fixed asset turnover at higher market rates; securities premium amortization net discount accretion $6M better vs 2Q at $5M. (2) Other mostly from one additional day in quarter, debt/securities additions, and higher average cash balance (negative impact on NIM). (3) Excludes $3M securities loss taken in HR related account. (4) Expectations assume stable or lower short-term interest rates; flat long-term rates at 09/30/2024 levels. Market Rates(1) • NII +3% QoQ; NIM increased 3 bps to 3.54% • Elevated long-term interest rates increase new production fixed-rate asset yields • Sold $1.3B securities at $75M pre-tax loss(3); Reinvested proceeds at higher market yields (see appendix for comprehensive repositioning details) • Slowing deposit remixing and stable pricing • 3Q deposit cost = 1.60% • 3Q interest-bearing deposit cost = 2.34% (43% full- cycle interest-bearing beta) $1,186 $1,218 3Q24 2Q24 +2bps -2bps+6bps +$6M -$8M+$21MNII NIM NII & Margin Performance NII growth expected to continue following post-pandemic normalization Days/ Other(2) +$6M -5bps $1,304 $1,198 $1,230 3.73% 3.51% 3.54% 3Q23 2Q24 3Q24 NII Range and Assumptions for 2024(4) NII NIM Deposit Cost/Mix +$32M +3bps Securities Reposition FTE NII and NIM ($ in millions) NII Attribution ($ in millions) Drivers of NII and NIM • NII to grow going forward, with asset turnover at elevated rate levels being the primary driver ◦ 4Q24 NII expected to grow modestly vs 3Q24 ◦ 2024 NII expected to be ~$4.8B; at the upper end of the original range • Project near-term mid-30% falling rate interest bearing deposit beta to protect NII from FOMC rate reductions2024 NIM expected to be low 3.50%'s +2bps +$7M
16 • 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 sensitivity in the balance sheet • Current interest rate risk profile is mostly neutral to changes in market interest rates ◦ 2.5 year asset duration ◦ 2.5 year liability duration Floating 65% Fixed 35% Deposits 80% Borrowings 5% Other 3% Equity 12% IB 57% NIB 31% Time 12% Loans 61%Securities 20% Cash 5% Other 14% Floating 34% Fixed (ex Hedges) 46% Fixed Hedges 20% $126B Loans(2)(3) $97B Balance Sheet Profile (As of September 30, 2024) Portfolio Compositions $157B Assets(1) Liabilities & Equity $157B Wholesale Borrowings(2) $8B Deposits (1) Securities includes AFS, the unrealized AFS loss, and HTM securities; cash represents interest-bearing deposits held with the Federal Reserve. (2) Additional hedging detail included on the "Hedge Strategy Update" slide. There are no BSBY derivatives in hedge accounting strategies. Excludes forward-starting derivatives (both forward starting cash-flow hedges and forward starting fair value hedges on 2Q & 3Q 2024 debt issuances.) (3) ARM mortgage loans are included as floating rate loans.
17 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 9/30/24; Source: SEC reporting. Loan-to-Deposit Ratio 94% 86% 83% 81% 81% 80% 80% 78% 78% 77% 76% 72% 70% 69% Pe er 1 Pe er 2 Pe er 3 Pe er 4 Pe er 5 Pe er 6 Pe er 7 Pe er 8 Pe er 9 RF Pe er 1 0 Pe er 1 1 Pe er 1 2 Pe er 1 3 Non-interest Bearing (NIB) to Total Deposits 38% 36% 33% 31% 29% 27% 25% 24% 23% 22% 21% 20% 18% 17% Pe er 1 Pe er 2 Pe er 3 RF Pe er 4 Pe er 5 Pe er 6 Pe er 7 Pe er 8 Pe er 9 Pe er 1 0 Pe er 1 1 Pe er 1 2 Pe er 1 3 Peer Median: 80% Peer Median: 24% Total Liability Cost (%) 2.83 2.73 2.69 2.67 2.63 2.59 2.56 2.43 2.41 2.40 2.33 2.32 2.04 1.75 Pe er 1 Pe er 2 Pe er 3 Pe er 4 Pe er 5 Pe er 6 Pe er 7 Pe er 8 Pe er 9 Pe er 1 0 Pe er 1 1 Pe er 1 2 Pe er 1 3 RF Peer Median: 2.56% Time Series: NIB to Total Deposits 31.4% 24.4% RF Peer Median 4Q 19 1Q 20 2Q 20 3Q 20 4Q 20 1Q 21 2Q 21 3Q 21 4Q 21 1Q 22 2Q 22 3Q 22 4Q 22 1Q 23 2Q 23 3Q 23 4Q 23 1Q 24 2Q 24 3Q 24 20% 25% 30% 35% 40% 45% 50%
18 • 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 - remain modestly asset sensitive to middle/ long-term rate changes given impact on production/reinvestment yields Qtr 1 Qtr 2 Qtr 3 Qtr 4 5yr UST +0.50% adds +$30mm to +$35mm full year vs forwards NII Positioning for Changing Rate Environment Mostly "Neutral" interest rate risk position; benefit from steeper curve Adds Floating Rate Exposure Reduces Floating Rate Exposure $49 7 (19) (4) 3 (1) 4Q24 expected balance sheet; Exposure in $ billions **Short-term tenors include all rate tenors 12 months and shorter; long-term tenors include those beyond 1 year. Loans Cash $(30) Cash Flow Hedges Debt (incl. Hedges) IB Deposits x 35% Beta Residual Exposure Front-book / back- book benefit (9/30 forward rates) Floating Rate Balance Sheet Exposure(1) Future NII Benefit from Fixed-Rate Asset Turnover $(30) 5yr UST -0.50% -$30mm to -$35mm full year vs forwards Sensitivity to middle/long-term rates • Hedging - offsets contractual floating rate exposure and creates a mostly neutral interest rate risk position, where more or less fed funds cuts will not be a material driver of NII variability • Key Assumption: Deposit Costs/Beta - need mid-30%s falling rate interest-bearing deposit beta to protect NII from fed funds cuts; potential to outperform over longer horizon assuming falling-rate deposit beta more consistent with that observed during rising rate cycle Sensitivity to short-term rates
19 Total Deposit Cost (%) EO P To ta l D ep os it G ro w th 1.00 1.50 2.00 2.50 3.00 —% 10% 20% 30% 40% (1) Balance changes cover 4Q19 to 3Q24. Balances have been adjusted for merger & acquisition activity: CFG, FHN, HBAN, MTB, PNC, USB. Other peers include CMA, FITB, HWC, KEY, SNV, TFC, ZION. Total deposit yield is as of 3Q24. Peer median excludes RF. Source: SEC reporting. Long-term Deposit Growth and Current Deposit Costs(1) RF Peer Median Above industry median growth with meaningfully lower cost (worth ~60bps of NIM) Post-Pandemic / Rising Rate Cycle Deposit Performance
20 Regions' Interest-bearing Deposit Cost Trend 2.50% 5.50% 0.82% 2.34%1.03% 2.96% Fed Funds RF IB Deposit Cost Peer Median 3Q16 1Q17 3Q17 1Q18 3Q18 1Q19 3Q19 1Q20 3Q20 1Q21 3Q21 1Q22 3Q22 1Q23 3Q23 1Q24 3Q24 —% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 59% 35% 55% 55% 29% 43% Peer Median RF '04-'07 Cycle '15-'19 Cycle '21-'24 Cycle 0% 25% 50% 75% (1) Peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION. Interest-bearing Deposit Costs vs. Peers(1) Full Rising Rate Cycle Interest-bearing Deposit Betas In t- Be ar in g De po si t R at es Regions' Deposit Advantage 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 across the last two cycles; full cycle beta driven by magnitude of Fed tightening and duration of tightening cycle • Ability to reprice deposits lower when market rates decline, as evidenced already following the September FOMC rate cut 2.14% 2.31% 2.34% 2.34% 2.34% 2.37% 2.30% 2.19% Total Deposit Bal Qtrly Int-Bearing Rates Mnthly Int-Bearing Rates 4Q23 1Q24 2Q24 3Q24 2.10% 2.20% 2.30% 2.40% Jul $126.4B Oct Aug Sept $127.1B $126.9B $126.0B
21 % of 3 Q 24 E nd in g In te re st -B ea ri ng D ep os it s Interest-bearing Deposits: $87B (labels represent % of IB Deposits) 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 Low-Beta / Low-Cost(3)Market Priced & CD Maturities(1) (1) Includes deposits with a rate above 400bps and corporate sweep deposits as well as time deposits maturing in the coming 6 months; any time deposits with a rate above 400bps are included in this cohort (2) Comprised of deposits with a rate between 100-400bps and time deposits maturing in the next 6 to 12 months (3) Includes deposits with a rate below 100bps and time deposits with a remaining maturity of more than 12 months Mid-Beta / Mid-Cost(2) Time Deposits All Other Interest-Bearing Deposits34% 17% 23% 43% • Accounts expected to reprice with market rates, plus near term CD maturities (incl. indexed deposits) • More than 85% of CDs mature within the next 9 months • Beta in falling rates: 80%-100% • Accounts with an intermediate rate • Beta in falling rates: 20-30% • Mostly Consumer/Wealth low rate stable accounts with small account size & customer longevity ◦ $12K avg account balance ◦ Avg acct open for 14+ yrs • Beta in falling rates: 0-10%
22 Notional Fixed Rate Maturity AFS Securities(3) $0.3B 4.5% 2.4 years Debt(3) (4) $1.4B 0.6% 1.9 years Cash Flow Hedge Notional(1) (1) Floating rate leg of swaps vs overnight SOFR. (2) Collars use short interest rate caps to pay for long interest rate floors; weighted avg. floor of 1.86%, weighted avg. cap of 6.22%. (3) Fair value hedges on securities pay fixed; fair value hedges on debt receive fixed. (4) Excludes forward-starting fair value swaps on Q2 & Q3 2024 debt issuances. 1 2 3 4 5 6 (Annual Avg) as of 10/31/2024 2024 2025 2026 2027 2028 2029 2030 Swap Notional - 2Q24 $19.9B $19.0B $16.9B $14.2B $9.1B $3.6B $3.0B 3Q24 Swap Changes - - +$0.3B +$0.5B +$0.9B +$1.3B +$1.3B 4Q24 Swap Changes - - +$1.0B +$2.0B +$2.0B +$2.0B +$2.0B Swap Notional - 10/31/24 $19.9B $19.0B $18.2B $16.7B $12.0B $6.9B $6.3B Swaps Swap Receive Rate(1) 2.92% 2.97% 3.07% 3.21% 3.46% 3.46% Collar Notional(2) $1.0B $2.0B $2.0B $2.0B $1.0B Collars Hedging Strategy Update Creates mostly "neutral" interest rate risk position with well-protected margin Fair Value Swaps(1)Recent Activity 3Q24 Swap Changes • Added $1.3B in forward-starting receive-fixed cash flow swaps (3.22%) • Added $1.2B in pay-fixed fair value swaps (4.85%) maturing in 2024 4Q24 Swap Changes • Added $2B in forward-starting receive-fixed cash flow swaps (3.36%) • Terminated $1.5B in pay-fixed fair value swaps maturing in 2024
23 Agency/UST 8% Agency MBS 73% Agency CMBS 17% Corporate Bonds 2% • Portfolio constructed to protect against changes in market rates ◦ AFS+HTM duration of ~4.7 years as of 9/30/2024; provides offset to long-duration deposit book ◦ ~27% of securities in the portfolio are bullet-like (CMBS, corporate bonds, agency bullets, and USTs) ◦ MBS mix concentrated in less sensitive prepayment collateral types: lower loan balances, seasoning, and state-specific geographic concentrations • 97% US Government or Agency guaranteed ◦ ~$700M high quality, investment grade corporate bond portfolio is short-dated (<2.0 year duration) and well diversified across sectors and issuers ◦ The Agency CMBS portfolio is guaranteed by government agencies and is collateralized by mortgage loans on multifamily properties • 91% classified as Available-for-Sale; 9% classified as Held-to-Maturity (1) Includes AFS securities, the $1.4B unrealized AFS loss, and HTM securities as of 9/30/2024 (2) Excludes $3M securities loss taken in HR related account Securities Portfolio Provides downside rate protection/liquidity Securities Portfolio Composition(1) $31.5B • Transferred $2.5B of AFS securities into HTM • Sold ~$1.3B of AFS securities, realizing $75M(2) in pre-tax losses ◦ Proceeds were reinvested at higher current market yields; +2.6% above sales (~2.7yr payback) ◦ The portfolio mix, duration, and liquidity profile were largely unchanged (extended portfolio duration 0.2yrs) • Grew securities balance by ~$1B in order to provide an economic balance sheet hedge and reduce the cost of September debt issuance • Reinvestment of paydowns/maturities was accretive to portfolio yield by ~1.6% (excl. reinvestment of sales proceeds and portfolio growth) 3Q24 Activity
24(1) NII estimate and payback assumptions use Market Forwards as of trade completion dates. (2) Point in time impact; portfolio duration is naturally shortening and repositioning provides offset. Securities Portfolio - Repositioning Provides efficient use of capital/downside rate protection Rationale for Securities Repositioning Efficient Capital Use Portfolio Management Favorable Market • Superior returns vs alternatives (including share repurchases) • Capital neutral w/ full AOCI look through Annual NII Impact (1) ($ in Millions) $42 $70 $60 Q1 Q2 Q3 2024 2025 2026 • High absolute market rates and a steepening yield curve enhance attractiveness Execution $ Sold Losses Realized Purchase Yield - Sales Yield Payback Period (1) Duration Extension(2) Q1 2024 $1.3B $50M 1.9% 2.1yrs 0.15yrs Q2 2024 $980M $50M 2.4% 2.6yrs 0.07yrs Q3 2024 $1.3B $75M 2.6% 2.7yrs 0.18yrs Total $3.62B $175M 2.3% 2.5yrs 0.40yrs Repositioning Summary Multiple, distinct securities repositioning strategies occurred since the start of 2024 • Sold mostly shorter-duration agency CMBS ▪ Replaced with residential agency MBS with favorable prepayment protection/profiles and higher market yields ▪ Maintained 4.7yr duration on naturally shortening portfolio ◦ YE 2024 duration would have been <4.2yrs excluding repositioning and portfolio growth • Provides flexibility for relative value decision making • Replace short- duration bonds that provide little falling rate protection
25 2) Held to Maturity (HTM) Accounting Designation (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) Estimated, current portfolio, market forward interest rates, and Risk Weighted Assets as of 9/30/2024. (3) Information as of 9/30/2024; AOCI in CET1 (No AFS Opt Out) includes AOCI related to AFS, HTM and Pension related obligations; Source: Call Reports, RC-R and RC-B. (4) Peers include: CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION. Securities Portfolio - AOCI Management Positioned to manage level/exposure lower over time -3.3% -2.9% -2.1% -2.0% -1.9% -1.7% -1.7% -1.6% -1.5% -1.5% -1.3% -1.3% -1.1% —% AOCI in CET1 (No AFS Opt Out) Pee r 1 Pee r 2 Pee r 3 Pee r 4 Pee r 5 Pee r 6 Pee r 7 Pee r 8 Pee r 9 RF Pee r 1 0 Pee r 1 1 Pee r 1 2 Pee r 1 3 -4.0% -3.0% -2.0% -1.0% —% Adj. AOCI in CET1 as % of Risk Weighted Assets(3)(4) 9/30/20241) Shorter Duration AFS Portfolio • Bond selection • More fair value hedging in portfolio (1) Migrate AFS securities or add new purchases in HTM Will migrate towards targets over time; dependent on rate environment and regulatory clarity (i.e. phase-in / HTM liquidity treatment); holding elevated capital in interim • Unrealized losses on AFS Securities are expected to decline, assuming market forward rates as bonds pay down ◦ Market value exposure of +/-100bps shock +/- $1.3B • AOCI associated with unrealized securities gains/ losses is expected to be included as a part of CET1 once Basel IV rules are finalized (with phase in) ◦ Given Regions’ long duration deposit base, asset duration strategies will still be needed to mitigate inherent interest rate risk exposure • Various strategies may be implemented to reduce capital volatility in the future, including: • In Q3 2024, $2.5B of AFS securities were transferred into HTM; locking in -$435M of Pre-Tax AOCI ◦ This AOCI no longer has market risk and will amortize away as the bonds pay down Strategy Tactic Implementation Securities AOCI Burn Down and Impact to CET1(2) AO CI L os s ( $M ) Cum ulative CET1 Im pact $1,374 $1,316 $1,086 $874 0.05% 0.23% 0.40% AFS HTM Est. CET1 Impact 09/30/24 YE 2024 YE 2025 YE 2026 $— $250 $500 $750 $1,000 $1,250 —% 0.50%
26 $567 $595 $650 3Q23 2Q24 3Q24 ($ in millions) Change vs 3Q24 2Q24 3Q23 Service charges $158 4.6% 11.3% Card and ATM fees 118 (1.7)% (6.3)% Wealth management income 128 4.9% 14.3% Capital markets (Ex CVA/DVA) 93 32.9% 38.8% Mortgage income 36 5.9% 28.6% Non-Interest Income (1) Non-GAAP; see appendix for reconciliation. • NIR increased ~5% on a reported basis and included $75M pre-tax loss on securities repositioning in 3Q; NIR increased ~9% on an adjusted(1) basis • Service charges increased ~5% primarily driven by treasury management semi-annual fees as well as the benefit of 1 additional business day • Wealth Management increased ~5% generating record quarterly revenue reflecting increased sales activity and continued strength in financial markets • Capital markets income increased ~35%; Ex. CVA/DVA increased ~33% benefiting from M&A advisory fees and elevated securities underwriting and placement fees driven by market stabilization ◦ Expect 4Q Capital Markets to be ~$80-$90M • Other NIR increased ~23% driven by $6M in gains from the sale of low income housing tax credit investments • Expect full-year 2024 adjusted non-interest income to be $2.45-$2.5B $566 $545 $572 3Q23 2Q24 3Q24 Non-Interest Income ($ in millions) Adj. Non-Interest Income(1) ($ in millions) QoQ Highlights & Outlook
27 Consumer 42% Wealth Management 20% Corporate 38% 3Q24 Fee Revenue by Segment(1) Diversified Non-Interest Income • Consumer fee income categories include service charges on deposit accounts, card and ATM fees, and mortgage income generated through origination and servicing of residential mortgages Consumer Wealth Management • Wealth Management offers individuals, businesses, governmental institutions and non-profit entities a wide range of solutions to help protect, grow and transfer wealth • Fee offerings include trust and investment management, asset management, retirement and savings solutions and estate planning Corporate • Corporate fee income categories include capital markets and treasury management activities • Capital markets activities include capital raising, advisory and M&A services and mitigating risk with rate, commodity and foreign exchange products • Treasury management activities focus on delivering traditional cash management services, commercial card, and global trade products to clients $572M (1) Pie %'s exclude the non-interest income from the Other Segment totaling ($62) million.
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 2023-2016 represent the initial amounts reported in the Company's Segment footnote in the Annual 10-K. Amounts disclosed in years 2015-2012 represent the latest year disclosed in the Company's Annual 10-K with some additional adjustments applied to represent the dynamic nature of segment reporting in order to arrive at amounts comparable to segments as currently viewed by management. Amounts in 2011 could not be recast due to lack of available data to create comparable segment disclosures. (2) YoY Client Growth, June '24 to June '23 (3) Highland Associates acquired in 2019; Contributed $9M of NIR in 2023. ($ in millions) Capital Markets • Post the sale of Morgan Keegan in 2012, expanded the business through: ◦ Organic Product Growth: Debt & Capital Raising, Financial Risk Management, Real Estate ◦ Acquisitions: BlackArch – M&A, Clearsight – M&A, Sabal – Agency Small Balance & Servicing Platform Treasury Management • New product development since 2011 accounts for 25% of annual core Treasury Management revenue • Global Trade Finance revenue grew an average of 9% annually from 2019-2023 through acquisition of new clients and growth of existing relationships Wealth Management • Divestiture of RIG in 2018 reduced WM NIR ~($140M) annually; 2023 Investment Services and Investment Management & Trust Fees are up $160M vs 2017 (95% Organic(3)); 7-year CAGR of 6.5% • Acquisitions: Highland Associates(3) Consumer • Purchased a $1B credit card portfolio in mid-2011 • Organic growth in the debit card portfolio • Since 2011 expanded mortgage servicing revenue through bulk and flow MSR acquisitions totaling $78B Strategic investments & enhanced client capabilities have generated ~$800M in additional revenue since the global financial crisis (GFC), more than overcoming $540M of lost revenue • The enactment of Regulation E and debit interchange legislation had a combined ~$300M negative impact • Overdraft fees have declined over $240M since 2011, due in part to customer friendly product enhancements • Evaluating proposed rules impacting Overdraft Fees & Debit Interchange Caps Corporate Consumer Wealth Other Consolidated 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 $2,001 $2,259
29 Capital Markets Growing products & services that our clients value Our associates delivered results • 2024 Sep YTD Capital Markets revenue ex. CVA/DVA of $256M up 17% vs 2023 Sep YTD, driven by increased Investment Grade bond activity and strong Real Estate multifamily originations • CVA/DVA impact is negative $5M for 2024 Sep YTD • 4Q24 Capital Markets revenue ex. CVA/DVA range expected to be $80MM-$90MM, driven by M&A, Syndications, and Real Estate Capital Markets activity Capital Markets Product Solutions Real Estate • Multi-family loan origination & distribution ◦ Fannie Mae ◦ Freddie Mac ◦ HUD • All property types loan origination & distribution • Real Estate loan syndications • Low income housing tax credit distribution Financial Risk Management • Interest Rate Derivatives • Commodity Derivatives • Foreign Exchange Debt & Capital • Loan syndication • Sponsor coverage • Loan sales & trading • Public and private capital raising Client Coverage Areas • Corporate Banking • Commercial Banking • Commercial Real Estate • Specialized Industries • Wealth Management Capital Markets Annual Revenue (Ex. CVA/DVA)(1) Mergers & Acquisitions • M&A Advisory Services (1) Prior to 2018, Capital Markets Fee income was labeled as "Capital Markets Fee Income and Other" (2) Midpoint of Q4 guidance range used for 2024 estimate $65 $101 $151 $159 $201 $188 $263 $323 $303 $272 $341 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024E (2)
30 +11% Treasury Management Revenue(1) +4% Portfolio of Treasury Management Clients(2) +7% Digital, Payment & Integrated Services Revenue(3) +31% Global Trade Services Dollar Volume(4) Continually Investing in Technology First in the marketplace to launch Visa Commercial Pay- Mobile to provide improved expense tracking and a simplified travel solution Providing real-time cash management analysis for clients with our Cash Flow Advisor tool Added Xpress Connect as a secure print and electronic communications tool to the integrated billing and payments platform, BillerXchange, to provide clients with efficient invoicing and communication capabilities Simplifying cash management for small to mid-size businesses with the launch of CashFlowIQ, offering accounts payable, accounts receivable, invoicing, and bill payment solutions Enhanced lockbox services with LockboxIQ, providing access to check and document images, secure archival, and payment corrections to improve straight-through processing and posting of lockbox transactions Advising clients on potential fraud risks and available treasury management mitigation solutions and best practices Treasury Management Clients optimize cash flow and manage risk with Treasury Management solutions Global Trade Finance • #1 SBA Export Lender for 5 Consecutive Years • EX-IM Bank Lender of the Year 2020 & Deal of the Year 2022 • SBA Export Working Capital Lender of the Year (2022 & 2019) • Highest Delegated Lender Authority • EX-IM Medium Term Note Financing • Export Working Capital Preferred Lender 2023 Greenwich Excellence Awards - National Winner in Cash Management (1) YTD Treasury Management Revenue Growth, September '24 to September '23. (2) YoY Client Growth, September ‘24 to December ‘23. (3) YTD Digital, Payments & Integrated Revenue, September '24 to September '23. (4) YoY Trade Services Dollar Volume Growth, September ‘24 to September ‘23. Small Business Banking: • Customer Service • Overall Satisfaction with Cash Management Specialist Middle Market Banking: • Customer Service • Overall Product Capabilities • Making Commercial Payments Easier Earning Recognition for Excellence Steadily Growing our Treasury Management Business 2024 Presidential Award For Excellence In Supporting Exports Regions is the only bank to receive the President's "E" Award for Export Service in 2024.
31 Wealth Management NIR(1) ($ in millions) The Value We Bring To Our Clients The Client Experience Every client is unique and deserves a tailor-made path to confidently reach their evolving financial goals. Wherever you are, and wherever you are going, we offer a dedicated team, specialized expertise, and investment guidance to help you manage and grow wealth. • Managing Wealth for Individuals and Institutions • Advice & Guidance / Planning / Consultative Approach • Solutions: Wealth Planning, Retirement Planning, Trust & Estates, Digital Investing, Natural Resources & Real Estate, Philanthropic Solutions, Investment Management, Funeral Trust, Custody, Escrows, Corporate Trusts, Business Succession, Brokerage and Life Insurance $306 $322 $337 $382 $419 $451 $235 $243 $253 $278 $297 $313 $71 $79 $84 $104 $122 $138 Investment Management & Trust Fees Investment Services Fee Income 2018 2019 2020 2021 2022 2023 Private Wealth Management Voice of Client results have reported strong client satisfaction for more than ten years. Key findings include (scale 1-5): • 86% of clients rated their primary Advisor with 5 stars • Overall Client Satisfaction: 4.52 • Likelihood to recommend Regions: 4.46 • Intention to keep their business with Regions: 4.60 • Wealth planning continues to be a huge differentiator when it comes to client experience. Clients with a Wealth Plan score significantly higher in all key metrics Institutional Services Voice of Client results show us a strong, engaged client base. Key findings include: • 90% of Institutional Services clients surveyed gave their Relationship Consultant a 5-star rating • Overall Client Satisfaction: 4.74 • Likelihood to Recommend Regions to a colleague: 4.63 • Intention to keep their business with Regions: 4.76 (1) WM NIR does not include the top of company portion of service charges on deposit accounts and similar smaller dollar amounts that are also attributable to WM. 3Q24 vs 3Q23 (2) YoY comparisons as of 9/30/24 unless otherwise noted. (3) Client Assets consists of AUA, Brokerage Assets and Annuity Assets. (4) Total WM Relationships consists of Total Private Wealth Households, Institutional Accounts, and Investment Services Accounts. Wealth Management Specialized expertise and tailored investment guidance to manage and grow wealth 8.0% CAGR Growing our Wealth Management Business(2) +9% Total Client Assets(3) +9% Total WM Relationships(4) +15% WM NIR(1)
32 Mortgage Remains a key component of fee revenue (1) Mortgage Bankers Association – Oct 2024 Forecast. (2) Includes residential owned portfolio and serviced for others. (3) MBA/Stratmor PGR 1H24. Mortgage Income ($ in millions) Strong Performance Industry-Leading Low-Cost Servicer Delivery Efficiency • Mortgage Income: $111M YTD24; $109M FY23 • Portfolio 757 Avg. FICO | 52% current LTV • $388K Avg. New Loan Size • Production exceeds market in percentage of purchase production volume at 86% in 3Q24 vs 75% for the industry(1) • $89B servicing portfolio(2) as of 3Q24 with capacity for $100B+ • $9.4B in MSRs acquired YTD through bulk and flow purchases • Importance of Scale: Servicing fees help offset production declines in elevated rate cycles • Servicing expense 14% lower than peer average(3) • 32% lower origination and fulfillment cost than peer average(3) • Omnichannel capabilities & partnership with retail bank create competitive advantage $137 $163 $333 $242 $156 $109 $111 Production Revenue Servicing and MSR/Hedge Revenue 2018 2019 2020 2021 2022 2023 YTD24
33 $1,093 $1,004 $1,069 58.5% 57.6% 59.3% Non-interest expense Efficiency ratio 3Q23 2Q24 3Q24 $1,089 $1,032 $1,069 $53 $— 58.2% 57.6% 56.9% Adjusted non-interest expense Incremental operational losses Adjusted efficiency ratio 3Q23 2Q24 3Q24 • NIE increased ~6% on a reported basis as 3Q adjusted items offset, but 2Q included a $37M contingent reserve release related to a prior acquisition which did not repeat; NIE increased ~4% on an adjusted basis(1) driven primarily by higher salaries & benefits • Salaries & benefits increased ~6% driven by 1 additional day in the quarter, increased performance- based incentives and impact of HR related asset valuations • Recognized $14M of expense associated with Visa's ongoing litigation escrow related to Visa class B shares in 3Q • Committed to prudent expense management, focusing on largest categories - S&B, occupancy and vendor spend • Expect full-year 2024 adjusted NIE to be ~$4.25B; Expect full-year 2024 operational losses to be ~100M(4) Non-Interest Expense (1) (1) Non-Interest Expense ($ in millions) Adj. Non-Interest Expense(1) ($ in millions) QoQ Highlights & Outlook $3,387 $3,419 $3,434 $3,443 $3,541 $3,698 $3,886 $4,262 $135 Adjusted non-interest expense Incremental operational losses Include expenses associated with acquisitions 2016 2017 2018 2019 2020 2021 2022 2023 3.3% CAGR Adj. Non-Interest Expense(1)(2) ($ in millions) (1) (3) (1) Non-GAAP; see appendix for reconciliation. (2) Excluding incremental operational losses in 2023, CAGR would be 2.9%. (3) 2Q20 acquisition of Ascentium Capital and 4Q21 acquisitions of EnerBank, Sabal Capital Partners, and ClearSight Advisors. (4) Included in 2024 FY adjusted NIE guidance.
34 Efficiency Ratio vs. Peers 3Q24 Efficiency Ratio vs. Peers FY23 Efficiency Ratio vs. Peers 53.4% 54.5% 54.5% 54.6% 56.6% 57.1% 58.2% 59.0% 60.2% 60.6% 62.9% 65.8% 67.1% 69.4% Peer 1 Peer 2 Peer 3 RF Peer 5 Peer 6 Peer 7 Peer 8 Peer 9 Peer 10 Peer 11 Peer 12 Peer 13 Peer 14 52.6% 54.2% 55.3% 55.6% 56.2% 56.8% 57.7% 58.0% 58.5% 60.4% 61.3% 61.7% 63.7% 68.9% Peer 1 Peer 4 Peer 3 RF Peer 2 Peer 6 Peer 8 Peer 7 Peer 9 Peer 12 Peer 10 Peer 14 Peer 11 Peer 13 (1) Efficiency ratios per S&P Global Market Intelligence. Peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB and ZION.
35 Consumer Banking Group Driving growth and customer engagement through strategic investments (1) J.D. Power 2024 U.S. Banking Online Satisfaction Study; among banks with $70B to $200B in deposits, which measures customer satisfaction with financial institutions’ website experience for banking account management. Visit jdpower.com/awards for more details. (2) iOS app store rating. Industry leader in beta and deposit costs while maintaining deposit balances; Continued focus on preserving advantageous deposit mix Non-Interest Revenue increased 3% YoY, with Mortgage up 34% and Service Charges up 7% Mortgage Income increased 34% YoY, from higher servicing balances including MSR bulk acquisition 3Q24 Average Loan Growth relatively flat YoY and vs 2Q24 Continued focus on expense management Regions Bank is the highest-rated bank in Forbes’ newest list of the top 300 U.S. companies for customer service J.D. Power(1) ranked Regions Bank #1 in customer satisfaction among regional bank online experiences 4 of the last 5 years Regions Bank ranked 2nd in American Banker’s list of top banks by reputation #1 for payment volume and transactions through 2Q24 for new accounts and total accounts per Visa power score Top-decile in customer loyalty per Gallup 4.8 out of 5 Mobile app rating(2) Delivering Solid Customer Satisfaction & Loyalty Mobile capabilities including Digital Wallet and Zelle enhancements for Consumer and Business Customers Developing omni-channel servicing capabilities with Customer Engagement Platform Recruiting Mortgage Producers in key growth markets Launched financial education workshops on campuses near Regions branches Introduced Nashville Predators branded cards offering unique benefits for Predators fans On-going investment in Branch Network to maintain and expand customer relationships Strategic Investments Across The Business Continuing to Deliver Strong Results
36 Corporate Banking Group Driving continued long-term performance for our clients & our shareholders (1) Reflects Corporate Banking Group Segment results only; excludes Branch Small Business losses. (2) Total loans is representative of total bank. (3) YoY Client Growth, September ‘24 to December ‘23 (4) R360 Growth is annualized YTD through Sept 2024 Active credit risk and portfolio management remains a top priority Net charge-offs of 38bps for 3Q24(1) ◦ Core Business 27bps ◦ Ascentium 291bps Diversified Commercial Real Estate portfolio(2) that represents 15.9% of total loan outstandings: ◦ Office 1.6% of total loans outstanding ◦ Multi-family 4.4% total loans outstandings ◦ Senior Housing 1.2% of loans outstanding Enhancing client soundness with fraud mitigation solutions and education Soundness Growing NIR +25% vs the prior year, with Treasury Management up 11% and Capital Markets up 17% and the normalization of CVA/DVA Treasury Management Revenue increased 11% vs. the prior year, achieving a new record driven by client base growth of 4%(3) Capital Markets ex. CVA/DVA increased 17% vs. the prior year driven by Investment Grade Bond activity and strong Real Estate Multifamily originations Client Liquidity is up 8.4% vs 3Q23, driven by growth in both on balance sheet and off-balance sheet options Non-Interest Expense focus in a low growth environment Profitability Leading with a cash-flow first mindset remains a core objective Over 3,000 client conversations per week focused on optimizing full cash conversion cycle around the balance sheet Efforts to execute against the Regions360 relationship deepening strategy produced a 5.2%(4) annual gain in R360 qualified clients Identifying cash flow centric conversations powered by data & analytics with Relationship Client IQ Executing against integrated Small Business approach with local expertise and solutions Growth
37 Record quarterly NIR in 3Q24 with growth of $16.7M, or 15%, YoY driven by strong production and improved market conditions Assets Under Administration increased 9% YoY driven by IM&T Sales and improved equity market conditions Grew Total Investment Services Assets +$2.6B or 14%, YoY 3Q24 Average Loans up 2% YoY driven by growth in Commercial and Owner Occupied Real Estate Showcasing our thought leadership; 222k Insights emails delivered with 14% improvement in engagement rate QoQ. 100MM impressions YTD on PWM awareness content Leveraged social media by giving Wealth Management Associates access to a library of content around Regions' best thinking and thought leadership Engaged select clients for feedback as part of Mobile NEXT Initiative to enhance mobile banking offerings to align with Wealth client needs Protecting our clients through fraud education, including in-person events and webinars Centralized over 300 accounts with $1.5B in assets to new Philanthropic Solutions group, providing enhanced service levels and specialized expertise to clients Deepening relationships with existing clients by developing needs-based campaigns, leveraging segmentation and other client data to deliver unique and customized touchpoints to PWM clients Redesigned pages on Regions.com, improving user experience, nurturing leads, and driving awareness, e.g. Wealth Management for Women Data insights and our advanced CRM platform have fueled leads for Financial Advisors, driving deeper customer engagement and increased revenue Strategic Investments & Data Analytics Wealth Management Group Focus on execution & investments to optimize the client and associate experience Delivered Strong Results Customer Experience & Communication
38 $98.9 $97.5 $96.8 65.4 64.2 63.6 33.5 33.3 33.2 3Q23 2Q24 3Q24 $98.8 $97.3 $97.0 65.4 64.0 63.8 33.4 33.3 33.2 3Q23 2Q24 3Q24 Average Loans & Leases ($ in billions) Business LoansConsumer Loans Ending Loans & Leases ($ in billions) Loans • Avg loans remained stable while ending loans declined slightly • Avg business loans remained stable; • Pipelines are expected to remain soft as customers continue to seek more certainty; Customers carrying more liquidity & utilization rates remain below historic levels • Avg consumer loans remained stable as modest growth in credit card was offset by declines in other categories • Expect 2024 average loan balances to be stable to down modestly compared to 2023 QoQ Highlights & Outlook
39 $49.8 $4.9 $0.3 $6.5 $2.3 Commercial and Industrial CRE Mortgage - OO CRE Construction - OO IRE - Mortgage IRE - Construction 3Q24 Average Loan Composition $20.1$5.5 $6.2 $1.4 Mortgage Home Equity Other Consumer Consumer Credit Card Average Consumer Loans $33.2B Average Business Loans $63.8B ($ in billions)($ in billions)
40 Commercial & IRE Loans As of 9/30/24 ($ in millions) Total Commitments Outstanding Balances % Utilization(2) Administrative, Support, Waste & Repair $2,190 $1,442 57% Agriculture 367 244 50% Educational Services 3,975 3,183 39% Energy 4,989 1,488 30% Financial Services - Banking & Trust 11,362 4,821 40% Financial Services - Insurance, Leasing & Funds 6,689 3,598 51% Government & Public Sector 3,491 3,020 29% Healthcare 5,701 3,156 41% Information 3,494 2,340 67% Professional, Scientific & Technical Services 3,794 2,042 48% Real Estate - REIT 9,271 4,723 37% Real Estate - non REIT 8,502 4,170 38% Religious, Leisure, Personal & Non-Profit Services 2,428 1,579 51% Restaurant, Accommodation & Lodging 1,485 1,280 65% Retail Trade 4,443 2,614 45% Transportation & Warehousing 5,188 3,587 50% Utilities 5,999 2,414 26% Wholesale 7,468 4,137 50% Manufacturing 10,028 4,836 40% Other(1) 390 105 Total Commercial $101,254 $54,779 43% Land $117 $86 71% Single-Family/Condo 1,287 778 60% Hotel 199 182 85% Industrial 977 836 81% Office 1,465 1,413 95% Retail 315 312 96% Multi-Family 5,308 3,635 65% Data Center 287 271 97% Self Storage 17 16 93% Other(1) 1,462 1,283 Total Investor Real Estate $11,434 $8,812 72% (1) Contains balances related to non-classifiable and invalid business industry codes offset by payments in process and fee accounts that are not available at the loan level. (2) Utilization on lines of credit. • Commercial Real Estate Total Commitments and Outstanding Balances comprise 14% and 12% of Total Commercial, respectively • Commitments to make commitments are not included • Investor Real Estate is categorized based on property type • Total Office outstandings are $1.55B with the REIT portion included in Commercial's Real Estate-REIT total • Total CRE (IRE + CRE Unsecured) outstandings of $15.43B includes $1.90B of the Real Estate-non REIT total and $4.72B of the Real Estate-REIT total
41 Ascentium & Home Improvement Financing (1) Key portfolio metrics were provided with the company's original acquisition announcement on Form 8-K dated February 27, 2020. (2) Regions' Home Improvement Financing previously known as EnerBank. Key portfolio metrics were provided with the company's original acquisition announcement on Form 8-K dated June 8, 2021. (3) Represents ending loan balance from June 2020 to September 2024 3Q24 Ascentium Capital Home Improvement Financing 3Q Average Balances $2.6B $5.2B 3Q Portfolio Yield 8.3% 7.8% 3Q Going-on Yield 9.9% 10.1% 3Q NCOs 2.91% 1.59% Ascentium Capital(1) Origination Growth • Since acquisition, Ascentium Capital has grown by 36.3%(3) • 51% of branches are actively offering Ascentium solutions • In-footprint opportunities exist with the over 400k Small Business customers currently banked within the Consumer Branch network • Contributing to strategic growth are transactions originated through cross-marketing relationships with Commercial Banking, Small Business Banking, and Home Improvement Finance Credit • Instilled risk based pricing • NCOs have reverted to pre-pandemic levels and delinquencies have been range bound Production • Although 3Q24 volume is positive vs 2Q24, current new production has faced headwinds of economic conditions and higher pricing Home Improvement Financing(2) Credit • Prime/Super-prime focus has resulted in a strong portfolio credit profile; average FICO of 751 Growth Opportunities • The integration and rebranding of EnerBank to Regions Home Improvement Financing has led to focused efforts on leveraging relationships across the organization to drive growth opportunities through cross-marketing Strong Pipeline • Strong existing relationships provide a base of consistency while continuing to focus on adding high quality independent contractors and program sponsors Production • Current year production has been challenged by economic conditions, competitive pressures, and higher pricing, however the prospect of lower interest rates and the release of pent up consumer demand for home improvement could provide lift for 2025 and beyond
42 $126.2 $126.6 $126.4 81.0 80.1 78.9 34.6 36.5 37.0 7.8 7.4 7.5 2.8 2.6 3.0 3Q23 2Q24 3Q24 $125.2 $126.9 $126.0 80.0 79.8 78.9 34.9 36.7 36.9 7.5 7.5 7.4 2.8 2.9 2.8 1.16% 1.59% 1.60% 3Q23 2Q24 3Q24 (1) Other deposits represent non-customer balances primarily consisting of wholesale funding (for example, Eurodollar trade deposits, selected deposits and brokered time deposits). (2) IB deposit costs were 2.34%, 2.34%, and 1.81% in 3Q24, 2Q24, and 3Q23, respectively. • Ending deposits were stable; Average deposits decreased ~1% reflecting consumer seasonal spending patterns • Competitive rates declined in advance of Fed rate cut and customer demand for CDs softened further slowing rate seeking behavior • Deposit remixing has slowed; NIB mix has remained steady in the low 30% range • Competitive pricing and customer demand for promotional products remain stable • Expect 2024 average deposits to be stable to down modestly compared to 2023 Average Deposits by Segment ($ in billions) Deposits Deposit trends are stabilizing QoQ Highlights & Outlook Wealth Mgt Other(1) Consumer Bank Corporate Bank Ending Deposits by Segment ($ in billions) Total Deposit Costs (2)
43 • Pre-pandemic, customers maintained a relatively steady ratio of checking balances to spending activity. • After a period of elevated balances during 2020-2023, customers in aggregate hold 1.6x monthly spend versus a pre- pandemic average level of ~1.7x. • The moderately lower ratio is largely driven by more affluent customers now operating below their pre-pandemic trend level given their higher opportunity cost for low-interest bearing cash. Checking Balances & Spending Levels % C ha ng e vs . 2 01 9 Change in Checking Deposits Change in Spending Activity 2019 Average 1Q22 3Q24 —% 20% 40% 60% Balances and Avg Monthly Consumer & Wealth Spending vs. 2019(1) 1.7 2.2 1.9 1.7 1.6 2019 Average 1Q22 1Q23 1Q24 3Q24 Ratio of Consumer & Wealth Checking Balances to Monthly Spending(1) (1) Balances are consumer and private wealth checking average balances and exclude branch small business. Spending includes all debit activity except wires and internal transfers between Regions accounts; ratio reflects an average of the months in the period.
44 Diversified Deposit Base Insured/Uninsured Deposit Mix(1)(2) • ~73% of Total Deposits are covered by FDIC insurance or are collateralized (Public Funds or Trust); >95% of Total Deposits are associated with customers who reside within our 15-state branch footprint • Wholesale deposits are well-diversified with no single industry accounting for more than 15% of wholesale deposits as of 9/30/2024 • A vast majority (91%) of retail deposits are covered by FDIC insurance • No single depositor exceeds 1% of total deposits • Average Consumer NIB Account balance of ~$5,000 (as of 3Q24) • >90% of consumer checking households include a high- quality checking account(3); further, >60% of consumer deposit balances are with customers that have been with Regions for 10 years or more • Relative to peers, RF has a low concentration of brokered or reciprocal deposits, leaving ample capacity for further strategic use of the products if desired Retail Insured $78.0 Public Funds + Trust $9.8 Wholesale Insured $4.0 Wholesale Operational Uninsured $15.1 Wholesale Non-Operational Uninsured $11.7 Retail Uninsured $7.7 Other $0.1 Less Stable Categories (1) $ in billions as of 9/30/2024. (2) Data and categorization reflects FR 2052a (Complex Institution Liquidity Monitoring Report) methodology. (3) High quality checking account estimates are based on multiple individual account behaviors and activities (e.g., balances and transaction levels). More Stable Categories $126B
45 Deposit Advantage Well diversified deposit base vs. peers (1) As of 9/30/2024. Source: Bank Call Reports / SEC filings. Peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, TFC, USB, ZION. ...Resulting in one of the highest mix of FDIC insured deposits amongst peers % of Total Deposits Insured By FDIC(1)% of Total Deposits Balance in Accounts Less than $250k(1) Regions holds a larger proportion of smaller deposit balance accounts when compared to the industry... 3Q24 Cumulative IB Deposit Beta 67% 63% 61% 60% 57% 57% 56% 54% 54% 53% 52% 52% 51% 50% Peer 3 RF Peer 6 Peer 2 Peer 5 Peer 4 Peer 7 Peer 8 Peer 11 Peer 1 Peer 13 Peer 10 Peer 9 Peer 12 55% 54% 53% 51% 49% 48% 48% 47% 47% 43% 43% 42% 42% 41% RF Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 Peer 6 Peer 7 Peer 8 Peer 9 Peer 10 Peer 11 Peer 12 Peer 13 43% 52% 53% 54% 55% 55% 56% 56% 56% 58% 61% 63% 66% 68% RF Peer 7 Peer 12 Peer 2 Peer 4 Peer 1 Peer 3 Peer 11 Peer 10 Peer 8 Peer 5 Peer 13 Peer 6 Peer 9 • Regions ranks at or near the top vs. peers in several metrics measuring the retail/granular nature of our deposit base • These facts bear out in the advantaged beta observed this cycle
46 • Declared 3Q common dividends of $229M and executed $101M in share repurchases; RF increased dividend payout target to 40-50% of earnings • Anticipate continuing to manage CET1 consistent with current levels over the near term • Tangible common book value per share(4) of $12.26, a 15.6% increase QoQ and a 33.8% increase YoY • Issued $500M of Series F non-cumulative perpetual preferred stock on 7/29/24; used proceeds to redeem $500M of Series B preferred stock on 9/16/24 • Total Liquidity Sources well above required levels as informed by internal liquidity stress testing. Fed cash likely to remain relatively stable at these levels. • Including capacity at the discount window, liquidity to uninsured deposits ratio is ~180%(5) 10.3% 10.4% 10.6% 3Q23 2Q24 3Q24 Capital and Liquidity 11.6% 11.7% 11.9% 3Q23 2Q24 3Q24 Tier 1 Capital Ratio(1) Common Equity Tier 1 Ratio(1) Position ($B) as of 2Q24 3Q24 Cash at the Federal Reserve(2) $ 5.6 $ 7.8 Unencumbered Investment Securities(3) 22.3 25.2 Federal Home Loan Bank Availability 9.4 8.3 Discount Window Availability 19.5 20.9 Total $ 56.8 $ 62.2 (1) Current quarter ratios are estimated. (2) Fed master account closing balance only. Does not include other small in transit / processing items included in Call Report or SEC reports. (3) Unencumbered Investment Securities comprise securities that are eligible as collateral for secured transactions through market channels or are eligible to be pledged to the Federal Home Loan Bank, the Federal Reserve Discount Window, or the Standing Repo Facility. (4) Non-GAAP; see appendix for reconciliation. (5) This ratio excludes intercompany and secured deposits. Total Liquidity Sources QoQ Highlights & Outlook
47 4Q24 Projected Preferred Stock Expense Regions Preferred Par Value 3Q24A 4Q24E Series B $500.0 $23.0 $— Series C $500.0 $7.1 $7.1 Series D $350.0 $5.0 $5.0 Series E $400.0 $4.5 $4.5 Series F $500.0 $4.4 $8.7 Total $44.0 $25.3 • Series B shares were redeemed on 9/16/24 at Par; Upon redemption, $15M of related issuance costs was recorded as a reduction to net income available to common shareholders through preferred expense • The 3Q dividend for Series F which settled on 7/29/24, reflects a partial dividend payment period. The 4Q dividend reflects the expected quarterly run-rate
48 Common Equity Tier 1 10.3% 10.3% 10.4% 10.6% 8.3% 8.2% 8.2% 9.1% Reported CET1 Ratio Adjusted CET1 Inclusive of AOCI Operating Range 4Q23 1Q24 2Q24 3Q24 CET1 Under Basel III Endgame Basel III Endgame Update • Basel III Endgame has yet to be finalized but expect AOCI to be included in Regulatory Capital • Reduction in interest rates along with actively managing the AFS securities duration in the mid-4 years drove meaningful improvement in AOCI ◦ CET1 adjusted to include AOCI at 9/30 improved 90 bps to an estimated 9.1%(2) ◦ Assuming stable rates, could achieve 9.25 - 9.75% Operating Range in 1-2 quarters; Creates meaningful flexibility Volatility Management • Reclassified ~$2.5B of Available-for-Sale securities into Held-to-Maturity late in the quarter to reduce volatility • Over time, we will consider additional action to further manage AOCI volatility: ◦ Held-to-Maturity ◦ Derivative Hedging ◦ Asset Selection Operating Range | 9.25% - 9.75% (1) (1) Current quarter ratio is estimated. (2) Non-GAAP; see appendix for reconciliation. (2)
49 5.82% 6.79% 6.42% 6.55% 7.37% 8.36% 8.50% 8.34% 8.50% 8.47% TCE Ratio Adjusted TCE Ratio, ex-AOCI 3Q23 4Q23 1Q24 2Q24 3Q24 5% 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 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 TCE to Tangible assets Tangible Common Equity(1)
50 Return optimization of commercial, OORE and IRE loans began through Capital Commitments Working Group Investing for Growth Maintaining Focus on Capital Optimization and Expanded Client Capabilities 2014 - 2015 2018 2019 20202016 Acquisition of HUD (MAP) License Acquisition of Fannie Mae DUS License 2014 2015 Third-party originated auto portfolio ~$2.0B moved to runoff Entered into MSR flow-deal arrangement Sold Regions Insurance Group; redeployed capital generated to shareholders Greensky unsecured consumer loans ~$2.0B moved to runoff Dealer Financial Services auto portfolio ~$2.4B moved to runoff Entered into second MSR flow-deal arrangement 2023 202420222021 Acquisition of Freddie Mac License Purchased $13B UPB of bulk MSR Sold $1.2B Unsecured Consumer Loan Portfolio Purchased $6.2B UPB of bulk MSR Sold ~$300M of Consumer Exit Portfolio Purchased $8B UPB of bulk MSR
51 Empowered by Data & Innovation Regions remains competitive by reserving ~9–11% of revenue for technology spend Next Gen Platforms Next Generation of Customer Experience and Core Banking and Data Platforms Modernization efforts began in 2021 with runway through 2027 to complete the overall program AI-Driven Fraud Analytics Machine learning/artificial intelligence models that detect and prevent fraud to protect the customer, the bank and its shareholders Technology Practices and Ways of Working Applying Security-First software development principles; expanding DevSecOps and Agile adoption Authentication Experience Delivering a best-in-class Customer Identity and Access Management (CIAM) platform that is secure, frictionless, and enables innovation Open Banking and Embedded Finance Developing secure open banking APIs to drive innovation and enable secure and seamless customer and client data sharing and integration experiences Data Governance Adaptive data governance based on risk level to ensure continued confidence and trust in our data Modernization & Innovation ROSIE Personalized offering of products and services anticipating customer needs Regions360 Regions’ mission to Make Life Better is simple, customer focused, and demonstrated through Regions360, which puts customer focused culture into practice RCLIQ(1) & Wealth IQ(2) Delivering ‘needs based’ customer engagement, resulting in significant impact to the Corporate Bank and Wealth Management Offer Tracker Leverage data & insights for a dynamic, engaging, and transparent customer journey to increase success of offers to drive bottom-line production while enhancing customer experience and retention rVoice Integrates customer feedback with institutional knowledge to measure customer experience by understanding customer's expectations, preferences, and aversions across various channels enabling us to drive improved customer satisfaction (1) RCLIQ is a machine learning based data product used by Corporate Banking Relationship managers to find new opportunities, predict share of wallet deepening activities as well as early warning of credit deterioration and attrition risk. (2) Wealth IQ is a machine learning data product designed to provide better advice and guidance to wealth clients by delivering insights based on client activity, attrition alerts, and other opportunities.
52 Expanded Regions Reggie® Messaging External- and internal-facing messaging volume and usage has grown by 4% in 3Q24 vs 3Q23 Automated Non-Agent Interactions 86.7% average interaction resolution rate2 in 3Q24 Authentication Improvements Introduced a new modern identity platform for 4M Online Banking and Mobile customers to facilitate authentication actions in modern standards. Expansion of Customer Interaction Points Reggie® Messaging through web/mobile volume has increased 6.4% 3Q24 vs 3Q23. Average messaging customer satisfaction (CSAT) has increased 2.8 percentage points to 81.8% in 3Q24 vs 3Q23. Average percentage of daily customer contacts went up to 18% 3Q24 vs 14% 3Q23. Zelle for Small Business Delivers Digital-First Solutions Regions recently implemented Zelle for Small Business – providing over 300K of our small business customers with convenient access to fast, secure, and convenient peer-to-peer payments services in both our online and mobile channels. This integration allows businesses to send and receive payments instantly – enhancing cash flow and operational efficiency. Differentiating Through Customer Experience (1) Mobile 4.8 rating represents iOS app store rating. (2) IVR containment rate. (3) Includes Commercial payments. Faster Transactions In 3Q24, Corporate3 Real Time Payment transactions increased to 1.67M (totaling $869.3M) over the 1.46M transactions (totaling $581.4M) in 3Q23. Innovating Operations In 2024, J.D. Power* ranked Regions Bank #1 in Customer Satisfaction among Regional Bank Online Experiences – a first-place ranking that the bank has proudly maintained for 4 of the last 5 years. *J.D. Power 2024 U.S. Banking Online Satisfaction Study; among banks with $70B to $200B in deposits, which measures customer satisfaction with financial institutions' website experience for banking account management. Visit jdpower.com/awards for more details. Customer Satisfaction Adoption 2.4% increase in Mobile users in 3Q24 compared to 3Q23 Digital Enhancements Delivered Digital Wallet card push provisioning in Mobile, Zelle enhancements, and launched omni-channel servicing capabilities for Branch associates Customer Transactions 75% of 3Q24 Retail customer transactions initiated in Digital, 2% growth YoY Zelle 16% increase in transaction volume in 3Q24 compared to 3Q23 Digital Acceleration Enabling Through Technology CashFlowIQ, CashFlow Advisor for Small-, Mid-Size Business Clients Regions recently launched new cash management client tools CashFlowIQ and CashFlow Advisor – delivering digital cash capabilities to small- and mid-size businesses. CashFlowIQ provides bill payment, accounts payable and receivable, and invoice generation – streamlining all the tools needed to run a business. 1
53 2.39 2.55 2.61 3Q22 3Q23 3Q24 3.20 4.14 4.78 3Q22 3Q23 3Q24 156 180 190 3Q22 3Q23 3Q24 21.7% 22.9% 23.9% 32.5% 32.3% 31.6% 45.8% 44.8% 44.5% 3Q22 3Q23 3Q24 2.4 5.1 4.8 3Q22 3Q23 3Q24 71% 74% 75% 29% 26% 25% 3Q22 3Q23 3Q24 Growth in Digital Mobile Banking Log-Ins (Millions) Customer Transactions(2)(3) Deposit Transactions by Channel Mobile Banking Active Users (Millions)(1) Digital Credit Card Sales (Accounts in Thousands) (5) Digital Non- Digital Mobile ATMBranch +49% +22% 23% 32% 20% 75% 66% 79% 2% 2% 1% 3Q22 3Q23 3Q24 Digital Branch Contact Center Consumer Checking Sales by Channel(4) Customer Satisfaction Zelle Transactions (Millions)Sales & TransactionsDigital Usage +9% (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 represent Consumer customer deposits, transfers, mobile deposits, fee refunds, withdrawals, payments, official checks, bill payments, and Western Union. Excludes ACH and Debit Card purchases/refunds. (4) Includes cross-channel sales capabilities through digital banker dashboard applications. Additional fraud controls in digital channels placed in 4Q23. (5) Includes digital and pre-approved credit card accounts opened. (6) J.D. Power 2024 U.S. Banking Online Satisfaction Study; among banks with $70B to $200B in deposits, which measures customer satisfaction with financial institutions’ website experience for banking account management. Visit jdpower.com/awards for more details. +101% Mobile App Online Banking(6) #1 in Customer Satisfaction for Regional Bank Online Experiences for four of the past five years Average 4.8 out of 5 rating from iOS app store users
54 0.85% —% 0.50% 1.00% 1.50% 2.00% 2.50% 0.48% —% 0.50% 1.00% 1.50% 2.00% Historical Credit Profile Non-Performing Loans Total Net Charge-Offs 1Q20 3Q24 4Q221Q20 4Q22 3Q24 • Non-Accrual and loss rate levels are reverting to historical pre-pandemic ranges as expected Average Pre-Pandemic 0.46% Average Pandemic 0.35% Average Pre-Pandemic 1.07% Average Pandemic 0.64% 1Q13 1Q13
55 0.58% —% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 0.42% —% 0.50% 1.00% Consumer Net Charge-Offs(2) Commercial Net Charge-Offs(1) 1Q20 3Q24 4Q22 1Q20 4Q22 3Q24 (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 primarily accruing troubled debt restructured residential first mortgage loans to held for sale resulting in ~$150M of charge-offs. The spikes in 3Q22 and 4Q23 were associated with the fair value marks taken on the sales of ~$1.2B and ~$300M consumer unsecured loan portfolios resulting in $63M and $35M of incremental charge-offs, respectively. Average Pre-Pandemic 0.27% Average Pandemic 0.25% Average Pre-Pandemic 0.78% Average Pandemic 0.53% 1Q13 1Q13 Historical Credit Profile
56 • 3Q annualized NCOs totaled 48 bps, increasing 6 bps on a reported basis driven by a large information credit and one office credit, which were fully reserved for • 3Q ACL increased 1 bp reflecting some deterioration in economic forecast and modest net risk rating downgrades, offset by reductions in qualitative adjustments and decreases in specific reserve borrowers due to charge-offs; Shared National Credit Exam results have also been incorporated ◦ ACL on Office Portfolio increased to 6.8%; Remain confident about composition of Office Portfolio • Expect full-year 2024 NCOs to be towards the upper end of 40-50 bps range attributable to a few large credits within previously identified portfolios of interest Asset Quality Customers remain healthy - Credit Metrics stabilizing $1,677 $1,732 $1,728 1.70% 1.78% 1.79% 261% 204% 210% ACL ACL/Loans ACL/NPLs 3Q23 2Q24 3Q24 $101 $101 $117 0.40% 0.42% 0.48% Net Charge-Offs Net Charge-Offs Ratio 3Q23 2Q24 3Q24 $642 $847 $821 0.65% 0.87% 0.85% NPLs - excluding LHFS NPL/Loans 3Q23 2Q24 3Q24 (1) $ in Millions. Net Charge-Offs(1) Allowance for Credit Losses (ACL)(1) Non-Performing Loans (NPLs)(1) QoQ Highlights & Outlook
57 Portfolios of Interest • Regions continues to closely monitor and manage the higher risk and most rate sensitive parts of the portfolio • Recent and potential future rate cuts should ease pressure on borrowers across the portfolio • Enhanced quarterly credit servicing of these portfolios continues to occur with active portfolio management and dynamic rating determinations • No new loan originations are being contemplated in the Office portfolio • ~50% of Office commitment balances have been appraised within the last 12 months • Limited new client activity in the senior housing sector for several years as the portfolio has recovered from lows of 2020-2021 • Continued focus on credit risk management of existing Trucking portfolio; maintaining proactive client outreach Key Portfolio Actions Taken (1) $ in Millions. Loan commitments and outstanding balances are as of September 30, 2024. Charge-off data reflects results for the 9 months ended September 30, 2024, annualized, based on average balances. (2) Senior Housing represents the CRE portfolio and excludes ~$135M in non-real estate commercial loans in the Senior Housing sector. (3) Represents current reduction in commitments from peak exposure between 03/31/2021 and 09/30/2024. Key Portfolio Metrics(1) Office Senior Housing(2) Trucking Commitments (CMT) $ $1,653 $1,291 $1,862 Balances $ $1,555 $1,126 $1,418 % of Total Loans 1.6% 1.2% 1.5% Non-Performing Loans (NPL) $ $225 $62 $61 NPL / Portfolio Loans 14.5% 5.5% 4.3% NPL Paying Current 33.9% 60.1% 59.4% Charge-off $ $9 $8 $24 Charge-off / Loans 0.7% 0.9% 2.2% ACL / Loans 6.8% 3.4% 4.4% Commitment Reduction from Peak(3) (50)% (18)% (14)%
58 Commercial Real Estate (Outstanding balances as of September 30, 2024) Highly Diversified Portfolio (IRE including Unsecured CRE) (1) Excludes $5.2B of Owner-occupied CRE whose source of repayment are individual businesses, and whose credit performance resembles Commercial during periods of stress. (2) Based off 06/30/2024 Risk Based Capital estimate. Supervisory limits in the December 2006 joint regulatory issuance "Guidance on Concentrations in Commercial Real Estate Lending, Sound Risk Management Practices". Res. Homebuilders 7.5% Other 1.7% Hotel 5.2% Healthcare 7.6% Retail 8.9% Residential Land 0.4% Office 10.1% Data Center 2.6% Diversified 12.1% Industrial 14.5% Commercial Land 0.1% Self Storage 1.8% Apartments 27.5% $15.4B $ in billions % of Total Loans Unsecured CRE (incl. REITS) $ 6.6 6.8 % IRE $ 8.8 9.1 % Total(1) $ 15.4 15.9 % Yearly Loan Maturities 2% 10% 28% 28% 21% 7% 4% Multi-Family Office Other Real Estate Total Real Estate Matured 2024 2025 2026 2027 2028 >5years $— $1,000 $2,000 $3,000 Office 4% Data Center 6% Diversified 18% Apartments 5% Hotel 12% Industrial 26%Other 3% Self Storage 5% Retail 21% REITs within Total: $5.0B • Unsecured loans for RE purposes generally have low leverage, with strong access to liquidity ◦ 61% of REIT outstanding balances are investment grade or mapped to an IG risk rating, which provides loss insulation to the overall portfolio ◦ Balance of remaining unsecured is primarily to institutional RE Funds backed by predominantly IG sponsors • Total IRE (incl unsec. CRE) to Risk Based Capital(2): 108% and Construction, Land, and Acq. & Dev. to Risk Based Capital: 20% are well below supervisory limits (300%/100%) Key Portfolio Metrics
59 CRE- Office Portfolio (Outstanding balances as of September 30, 2024) (1) $ in Millions. Amounts include IRE and CRE Unsecured loans but exclude Held For Sale loans. Metrics represent 09/30/2024 results except for charge-offs, which reflects results for the 9 months ended September 30, 2024, annualized, based on average balances. NPL & ACL percentages are based on Portfolio totals. (2) Stressed LTV based on GreenStreet's Commercial Property Price Index as of October 4, 2024; applied the "Recent Peak" discount to properties where the latest appraisal is >1 year (37% discount); applied the "Past 12 Months" discount to properties where an appraisal occurred within the last year (8% discount). (3) Includes matured balances. (4) Class A/B designation as of 6/30/2024; Multi/Single Tenant and Suburban/Urban as of 9/30/2024 (5) Comprised of REITs and business banking borrowers. • Business Offices secured = 90% / unsecured = 10% • WA LTV 66% (based on appraisal at origination or most recent received); Stressed WA LTV 88% using GreenStreet(2) • 62% of secured outstanding IRE balances are located in the South of which 91% is Class A • Investment Grade tenants make up ~80% of Single Tenant IRE balances • For Office loans maturing in the next 12 months, properties are 83% leased on average (82% occupied) • $774M or 50% of total Office balances will mature in the next 12 months(3) • Rents have reduced slightly or remain flat from pre-COVID levels while capital costs (i.e., tenant improvements) and rent concessions are high, contributing to a substantial decline in net effective rents Key Portfolio Metrics(1) Balances $ $1,555 % of Total Loans 1.6% NPL $225 NPL / Loans 14.5% Charge-offs $9 Charge-offs / Loans 0.7% ACL $105 ACL / Loans 6.8% Ongoing Portfolio Surveillance 61% 39% Multi-Tenant Single Tenant 93% 7% Class A Class B Investor Real Estate Office Portfolio Overview(4) 76% 24% Suburban Urban ACL Rates Single Tenant Multi Tenant Miscellaneous(5) 3.1% 10.3% 2.2%
60 Transportation - Trucking (Outstanding balances as of September 30, 2024) (1) $ in Millions. Metrics represent 09/30/2024 results except for charge-offs, which reflects results for the 9 months ended September 30, 2024, annualized, based on average balances. NPL & ACL percentages are based on Portfolio totals. Metrics are inclusive of the Ascentium portfolio. Key Portfolio Metrics(1) Balances $ $1,418 % of Total Loans 1.5% NPL $61 NPL / Loans 4.3% Charge-offs $24 Charge-offs / Loans 2.2% ACL $62 ACL / Loans 4.4% • Trucking companies have been working through the most prolonged downturn in the U.S. domestic freight market since 2016 • Recent measures of freight demand have been mostly positive compared to prior results • Depressed spot rates continue to put pressure on smaller carriers and force exits from industry participants which should help align capacity with demand over time; larger established carriers have navigated the downturn with resilience given their lower reliance on the spot market • Fuel price declines provided some relief to the industry recently but this trend may reverse with turmoil in the Middle East • Our strategy is primarily centered around larger, existing clients and slowing originations of smaller trucking deals at this point in the cycle Ongoing Portfolio Surveillance
61 Consumer Lending Portfolio • Avg. origination FICO 757 • Current LTV 52% • 98% owner occupied • 3Q24 QTD NCO (0.01%) • Avg. origination FICO 774 • Current LTV 35% • 61% of portfolio is 1st lien • Avg. loan size $34,600 • $60M to convert to amortizing or balloon during 2024 • 3Q24 QTD NCO (0.05%) • Avg. origination FICO 777 • Avg. new loan $17,143 • 3Q24 Yield 7.82% • 3Q24 QTD NCO 1.59% • Avg. origination FICO 781 • Avg. new line $7,904 • 3Q24 Yield 14.82% • 3Q24 QTD NCO 3.84% 4% 4% 4% 4% 11% 6% 8% 16% 10% 82% 67% 78% 2% 2% 2% Cons R/E secured Cons non-R/E secured Total consumer Not Available Above 720 620-680 Below 620 681-720 Consumer FICO Scores(1) (1) Refreshed FICO scores as of 09/30/2024. Consumer R/E secured balances comprise 77% of the Consumer portfolio while Consumer non-R/E balances comprise 23% of the Consumer portfolio. (2) Regions' Home Improvement Financing was formerly known as EnerBank. Residential Mortgage Consumer Credit Card Home Equity Home Improvement Financing(2)
62 $1,732 $(26) $16 $6 $1,728 Allowance for Credit Losses 09/30/2024 • 3Q allowance essentially flat compared to the prior quarter, resulting in a $113M provision expense • A consistent ACL resulted from: ◦ Decreases in Specific Reserve borrowers due to charge-offs offset by increases due to risk rating downgrades as a result of the Regulatory Shared National Credit Exam ◦ Some deterioration in the economic forecast and small reductions in qualitative adjustments ($ in millions) 06/30/2024 Portfolio Changes Economic/ Qualitative Changes Specific Reserve Changes QoQ Highlights
63 Pre-R&S period 3Q2024 4Q2024 1Q2025 2Q2025 3Q2025 4Q2025 1Q2026 2Q2026 3Q2026 Real GDP, annualized % change 1.8 % 1.9 % 2.0 % 1.8 % 2.1 % 2.3 % 2.2 % 2.1 % 1.9 % Unemployment rate 4.2 % 4.2 % 4.3 % 4.3 % 4.4 % 4.4 % 4.3 % 4.3 % 4.2 % HPI, year-over-year % change 3.4 % 2.7 % 2.5 % 2.5 % 2.4 % 2.5 % 2.5 % 2.5 % 2.6 % CPI, year-over-year % change 2.6 % 2.4 % 2.1 % 2.0 % 2.4 % 2.5 % 2.5 % 2.4 % 2.4 % Base R&S Economic Outlook (As of September 2024) • A single, base economic forecast represents Regions’ internal outlook for the economy over the reasonable & supportable forecast period • Economic uncertainty is accounted for through qualitative adjustments to our modeled results • Management considered alternative internal and external forecasts to establish appropriate qualitative adjustments • Final qualitative adjustments included consideration of the allowance's sensitivity to economic uncertainties that reflected a 15-20% increase in the unemployment rate
64 As of 9/30/2024 Day 1 Ratios (in millions) Loan Balance ACL ACL/Loans Actual Proforma C&I $46,900 $567 1.21 % CRE-OO mortgage 4,873 109 2.24 % CRE-OO construction 341 10 2.93 % Total commercial $52,114 $686 1.32 % 1.33 % 1.32 % IRE mortgage 6,562 198 3.01 % IRE construction 2,250 43 1.90 % Total IRE $8,812 $241 2.73 % 1.06 % 1.06 % Residential first mortgage 20,125 104 0.52 % Home equity lines 3,130 80 2.57 % Home equity loans 2,404 26 1.07 % Consumer credit card 1,372 138 10.03 % Other consumer 925 74 7.98 % Total consumer $27,956 $422 1.51 % 1.73 % 1.41 % Sold/Acquired Portfolios(1) $7,907 $379 4.81 % 5.92 % 4.81 % Total $96,789 $1,728 1.79 % 1.71 % 1.61 % 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 3Q24 loan portfolio and applying the "Day 1" ACL rates would produce a proforma Day 1 ACL ratio of 1.61%. (1) Sold portfolios since Day 1 CECL include SoFi, GreenSky and Auto. Acquired portfolios include Ascentium and EnerBank.
65 All Other Commercial 3.6% Investor Real Estate 13.9% Financial Services 13.3% CRE Unsecured, including REITs 10.4% Govt. Education 9.8% Consumer Services 8.6% Technology Services 6.9% Manufacturing 7.6% Energy 2.3% Agriculture .4% Utilities 3.8% Business Services 7.9% Distribution 6.5% Healthcare 5.0% Highly Diversified Business Portfolio $63.6B(1) (1) Balances as of 09/30/2024. (2) CRE Unsecured consists 71% of REITs. (2)
66 2024 Expectations (1) Non-GAAP, see appendix for reconciliation. (2) The reconciliation with respect to forward-looking non-GAAP measures is expected to be consistent with actual non-GAAP reconciliations included in the attached appendix or in previous filings with the SEC. (3) Expectations assume stable or lower short-term interest rates; flat long-term rates at 09/30/2024 levels. FY 2024 Expectations Net Interest Income (vs. 2023 of $5,320)(3) ~$4.8B Adjusted Non-Interest Income (vs. adjusted 2023 of $2,259)(1)(2) $2.45-$2.5B Adjusted Non-Interest Expense (vs. adjusted 2023 of $4,262)(1)(2) ~$4.25B Average Loans (vs. 2023 of $98,239) stable to down modestly Average Deposits (vs. 2023 of $126,543) stable to down modestly Net Charge-Offs / Average Loans 40-50 bps (expect to be toward the upper end) Effective Tax Rate ~20% Expectations for 4Q24 & Beyond(3) • NII to grow going forward, with asset turnover at elevated rate levels being the primary driver ◦ 4Q24 NII expected to grow modestly vs 3Q24 • 2024 NIM expected to be low 3.50%'s • Expect 4Q Capital Markets to be ~$80-$90M • Anticipate continuing to manage CET1 consistent with current levels over the near term
67 Environmental, Social, and Governance Delivering shared value through strong governance practices GOVERNANCE OF ESG-RELATED RISKS AND OPPORTUNITIES Board-Level Oversight Board of Directors • ESG matters arising within the Strategic Plan, capital planning process, and annual budget • Execution of responsibilities carried out by Board committees Compensation and Human Resources Committee • Management’s efforts and programs, to ensure they foster and support a company-wide culture of ethical decision-making • Effectiveness and continuous improvement of strategies and policies regarding our Human Resources function Nominating and Corporate Governance Committee • Practices and reporting with respect to ESG matters of significance to the Company and its stakeholders • ESG-related strategy, initiatives, policies, and related stakeholder engagement Management-Level Execution Risk Committee • ESG considerations identified within the Company’s enterprise-wide Risk Management Framework and risk inventory • Matters related to environmental and social risk management Audit Committee • Functioning of the Company’s internal controls and disclosures, including disclosures on material ESG-related matters • ESG considerations within the scope of planned audit activities conducted by the Internal Audit division Technology Committee • Technology strategy, investments, expenditures, and operations • Culture and talent strategy related to technological and digital transformation Executive Leadership Team • Evaluates ESG considerations within the strategic planning process • Oversees the ESG Leadership Council • Consists of senior management ESG Leadership Council • Maintains an aggregated view of the Company’s ESG- related risks and opportunities, leveraging internal and external inputs • Provides guidance and direction on internal initiatives Risk Governance Committees • Supervise enterprise risk assessments that include ESG- related risks • Assess adherence to the Company’s risk tolerance and desired risk appetite ESG-FOCUSED DISCLOSURES • 2023 Shared Value Report • 2023 TCFD Index • 2023 SASB Index • 2023 GRI Index • 2023 Workforce Demographics (EEO-1) Index The full inventory is posted at https://www.regions.com/about-regions/ environmental-social-and-governance. Disclosure Review Committee • Reviews ESG-related disclosures in SEC reporting • Provides feedback on voluntary ESG disclosures
68 Building our best team: an informed, engaged workforce that is diverse like the communities where we live and work Overseeing and managing ESG-related risks and opportunities in line with our broader business strategy Environmental, Social, and Governance Delivering shared value through strategic business objectives GOVERNANCE ASSOCIATES Providing products and services that align with their unique ESG- related goals and strategies CUSTOMERS Invested in a wide range of offerings through Wellbeing@Regions, aimed at associates’ holistic wellbeing: physical, mental, financial, professional, and social Enabled associates to pursue educational opportunities, tuition-free, through our partnership with Guild Education Services Cultivated internal talent and leadership development skills under our RegionsLEADS Cornerstones of Leadership framework Nurtured an inclusive workplace through our DEI Executive Council and DEI Networks across our footprint Leveraged Degreed, a customized learning experience platform, to provide the tools to measure, build, and communicate skills inside the organization Established the Making Life Better Institute® to increase associate volunteer service and deepen our impact Strengthened the Market Executive program to deliver a shared-value approach to local community engagement Continued our strategic work in helping promote economic opportunities in low- and moderate-income communities Launched the Birmingham Black- Owned Business Initiative to complement support for current and future business owners from many backgrounds in our headquarters city Continued to rigorously prioritize initiatives with sustainable and meaningful impact through philanthropic giving, as well as lending and investments through the Regions Foundation® and the Regions Community Development Corporation® Introduced Regions Overdraft Grace feature, giving personal checking account customers an extra business day to make deposits and cover overdrafts Enhanced our Regions Explore® Visa® Credit Card, designed for customers who want to build or re-build credit while also having access to the benefits and flexibility of a traditional credit card Offered customized financings for customers with environmental goals through our Energy and Natural Resources Group and our Solar Tax Equity Finance Team Promoted financial wellness by making MyGreenInsights personal finance management tool available through our mobile app Refreshed Board composition by onboarding new Directors in 2023 and 2024 Enhanced controls within our ESG disclosure development process through cross- functional collaboration Continued to seek operational efficiencies via our goal to decrease our operational greenhouse gas emissions by 50% by the year 2030 (against a 2019 baseline) Invested in technology to modernize core platforms, detect and prevent fraud, and improve the customer authentication process Sought insight into ESG- related risks within our business by measuring Scope 3 financed emissions and performing climate scenario analysis Cultivating inclusive growth by investing in the development and financial wellness of individuals, families, and businesses COMMUNITIES
Appendix
70 Selected Items Impact Third Quarter 2024 Highlights (1) Non-GAAP, see appendix for reconciliation. (2) Based on income taxes at an approximate 25% incremental rate. (3) 3Q24 amount includes $15M of Series B preferred stock issuance costs, which reduced net income available to common shareholders when the shares were redeemed. ($ amounts in millions, except per share data) 3Q24 QoQ Change YoY Change Net interest income $ 1,218 2.7% (5.7)% Provision for (benefit from) credit losses 113 10.8% (22.1)% Non-interest income 572 5.0% 1.1% Non-interest expense 1,069 6.5% (2.2)% Income before income taxes 608 (2.7)% (1.8)% Income tax expense 118 (4.8)% (8.5)% Net income 490 (2.2)% —% Preferred dividends 44 83.3% 76.0% Net income available to common shareholders $ 446 (6.5)% (4.1)% Diluted EPS $ 0.49 (5.8)% —% Summary of Third Quarter Results (amounts in millions, except per share data) 3Q24 Pre-tax adjusted items(1): Securities gains (losses), net $ (78) FDIC insurance special assesment 4 Salary and employee benefits—severance charges (3) Professional, legal and regulatory expenses (1) Total pre-tax adjusted items(1) $ (78) After-tax preferred stock redemption expense(3) $ (15) Diluted EPS impact(2) $ (0.08)
71 Management uses computations of earnings and certain other financial measures, which exclude certain adjustments that are included in the financial results presented in accordance with GAAP, to monitor performance and believes these measures provide meaningful information to investors. Non-interest expense (GAAP) is presented excluding certain adjustments to arrive at adjusted non-interest expense (non-GAAP), which is the numerator for the efficiency ratio. Non-interest income (GAAP) is presented excluding certain adjustments to arrive at adjusted non-interest income (non-GAAP), which is the numerator for the fee income ratio. Adjusted non-interest income (non-GAAP) and adjusted non-interest expense (non-GAAP) are used to determine adjusted pre-tax pre-provision income (non-GAAP). Net interest income (GAAP) on a taxable-equivalent basis and non-interest income are added together to arrive at total revenue on a taxable-equivalent basis. Adjustments are made to arrive at adjusted total revenue on a taxable-equivalent basis (non-GAAP), which is the denominator for the fee income and efficiency ratios. Net loan charge-offs (GAAP) are presented excluding adjustments to arrive at adjusted net loan-charge offs (non-GAAP). Adjusted net loan charge-offs as a percentage of average loans (non-GAAP) are calculated as adjusted net loan charge-offs (non-GAAP) divided by average loans (GAAP) and annualized. Regions believes that the exclusion of these adjustments provides a meaningful base for period-to-period comparisons, which management believes will assist investors in analyzing the operating results of the Company and predicting future performance. These non-GAAP financial measures are also used by management to assess the performance of Regions’ business. It is possible that the activities related to the adjustments may recur; however, management does not consider the activities related to the adjustments to be indications of ongoing operations. Regions believes that presentation of these non-GAAP financial measures will permit investors to assess the performance of the Company on the same basis as that applied by management. Tangible common shareholders’ equity, tangible common book value per share, and return on average tangible common shareholders' equity (ROATCE) ratios have become a focus of some investors and management believes they may assist investors in analyzing the capital position of the Company absent the effects of intangible assets and preferred stock. Analysts and banking regulators have assessed Regions’ capital adequacy using the tangible common shareholders’ equity measure. Because tangible common shareholders’ equity, tangible common book value per share, and ROATCE are not formally defined by GAAP or prescribed in any amount by federal banking regulations they are currently considered to be non-GAAP financial measures and other entities may calculate them differently than Regions’ disclosed calculations. Adjustments to shareholders' equity include intangible assets and related deferred taxes and preferred stock. Additionally, adjustments to ROATCE include accumulated other comprehensive income. The Company also presents accumulated other comprehensive excluding adjustments to arrive at adjusted accumulated other comprehensive income (non-GAAP). Since analysts and banking regulators may assess Regions’ capital adequacy using tangible common shareholders’ equity, management believes that it is useful to provide investors the ability to assess Regions’ capital adequacy on this same basis. CET1 is a capital adequacy measure established by federal banking regulators under the Basel III framework. Banking institutions that meet requirements under the regulations are required to maintain certain minimum capital requirements, including a minimum CET1 ratio. This measure is utilized by analysts and banking regulators to assess Regions’ capital adequacy. Under the framework, Regions elected to remove the effects of AOCI in the calculation of CET1. Adjustments to the calculation prescribed in federal banking regulations are considered to be non-GAAP financial measures. Adjustments to CET1 include certain portions of AOCI to arrive at CET1 inclusive of AOCI (non-GAAP), which is a potential impact under recent proposed rulemaking standards. Since analysts and banking regulators may assess Regions’ capital adequacy using proposed rulemaking standards, management believes that it is useful to provide investors the ability to assess Regions’ capital adequacy on this same basis. Non-GAAP financial measures have inherent limitations, are not required to be uniformly applied and are not audited. Although these non-GAAP financial measures are frequently used by stakeholders in the evaluation of a company, they have limitations as analytical tools, and should not be considered in isolation, or as a substitute for analyses of results as reported under GAAP. In particular, a measure of earnings that excludes selected items does not represent the amount that effectively accrues directly to shareholders. Management and the Board of Directors utilize non-GAAP measures as follows: • Preparation of Regions' operating budgets • Monthly financial performance reporting • Monthly close-out reporting of consolidated results (management only) • Presentation to investors of company performance • Metrics for incentive compensation Non-GAAP Information
72 Non-GAAP Reconciliation Adjusted Net Charge-Offs and Ratio For the Quarter Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 12/31/2023 9/30/2023 Net loan charge-offs (GAAP) $ 117 $ 101 $ 121 $ 132 $ 101 Less: charge-offs associated with the sale of loans — — — 35 — Adjusted net loan charge-offs (non-GAAP) $ 117 $ 101 $ 121 $ 97 $ 101 Net loan charge-offs as a % of average loans, annualized (GAAP) 0.48 % 0.42 % 0.50 % 0.54 % 0.40 % Adjusted net loan charge-offs as a % of average loans, annualized (non-GAAP) 0.48 % 0.42 % 0.50 % 0.39 % 0.40 %
73 Non-GAAP Reconciliation Non-Interest Expense Twelve Months Ended December 31 ($ amounts in millions) 2023 2022 2021 2020 2019 2018 2017 2016 Non-interest expense (GAAP) $ 4,416 $ 4,068 $ 3,747 $ 3,643 $ 3,489 $ 3,570 $ 3,491 $ 3,483 Adjustments: FDIC insurance special assessment (119) — — — — — — — Contribution to Regions Financial Corporation foundation — — (3) (10) — (60) (40) — Professional, legal and regulatory expenses (1) (179) (15) (7) — — — (3) Branch consolidation, property and equipment charges (7) (3) (5) (31) (25) (11) (22) (58) Expenses associated with residential mortgage loan sale — — — — — (4) — — Early extinguishment of debt 4 — (20) (22) (16) — — (14) Salary and employee benefits—severance charges (31) — (6) (31) (5) (61) (10) (21) Acquisition expense — — — (1) — — — — Adjusted non-interest expense (non-GAAP) $ 4,262 $ 3,886 $ 3,698 $ 3,541 $ 3,443 $ 3,434 $ 3,419 $ 3,387
74 Non-GAAP Reconciliation Pre-Tax Pre-Provision Income (PPI) Quarter Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 12/31/2023 9/30/2023 3Q24 vs. 2Q24 3Q24 vs. 3Q23 Net income available to common shareholders (GAAP) $ 446 $ 477 $ 343 $ 367 $ 465 $ (31) (6.5) % $ (19) (4.1) % Preferred dividends and other (GAAP) 44 24 25 24 25 20 83.3 % 19 76.0 % Income tax expense (GAAP) 118 124 96 80 129 (6) (4.8) % (11) (8.5) % Income before income taxes (GAAP) 608 625 464 471 619 (17) (2.7) % (11) (1.8) % Provision for credit losses (GAAP) 113 102 152 155 145 11 10.8 % (32) (22.1) % Pre-tax pre-provision income (non-GAAP) 721 727 616 626 764 (6) (0.8) % (43) (5.6) % Other adjustments: Securities (gains) losses, net 78 50 50 2 1 28 56.0 % 77 NM Leveraged lease termination gains, net — — — (1) — — NM — NM FDIC insurance special assessment (4) 4 18 119 — (8) (200.0) % (4) NM Salaries and employee benefits—severance charges 3 4 13 28 3 (1) (25.0) % — — % Branch consolidation, property and equipment charges — 1 1 3 1 (1) (100.0) % (1) (100.0) % Early extinguishment of debt — — — (4) — — NM — NM Other miscellaneous expenses — (37) — — — 37 100.0 % — NM Professional, legal and regulatory expenses 1 — 2 1 — 1 NM 1 NM Total other adjustments 78 22 84 148 5 56 254.5 % 73 NM Adjusted pre-tax pre-provision income (non-GAAP) $ 799 $ 749 $ 700 $ 774 $ 769 $ 50 6.7 % $ 30 3.9 % NM - Not Meaningful
75 Quarter Ended Year Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 2023 2022 2021 2020 2019 Net income available to common shareholders (GAAP) $ 446 $ 477 $ 343 $ 1,976 $ 2,146 $ 2,400 $ 991 $ 1,503 Preferred dividends (GAAP) 44 24 25 98 99 121 103 79 Income tax expense (GAAP) 118 124 96 533 631 694 220 403 Income (loss) before income taxes (GAAP) 608 625 464 2,607 2,876 3,215 1,314 1,985 Provision for (benefit from) credit losses (GAAP) 113 102 152 553 271 (524) 1,330 387 Pre-tax pre-provision income (non-GAAP) 721 727 616 3,160 3,147 2,691 2,644 2,372 Other adjustments: Gain on sale of affordable housing residential mortgage loans — — — — — — (8) Securities (gains) losses, net 78 50 50 5 1 (3) (4) 28 Gains on equity investment — — — — — (3) (50) — Leveraged lease termination gains, net — — — (2) (1) (2) (2) (1) Bank-owned life insurance — — — — — (18) (25) — Insurance proceeds — — — — (50) — — — FDIC insurance special assessment (4) 4 18 119 — — — — Salaries and employee benefits—severance charges 3 4 13 31 — 6 31 5 Branch consolidation, property and equipment charges — 1 1 7 3 5 31 25 Contribution to the Regions Financial Corporation foundation — — — — — 3 10 — Early extinguishment of debt — — — (4) — 20 22 16 Acquisition expenses — — — — — — 1 — Professional, legal and regulatory expenses 1 — 2 1 179 15 7 — Other Miscellaneous expenses — (37) — — — — — — Total other adjustments 78 22 84 157 132 23 21 65 Adjusted pre-tax pre-provision income (non-GAAP) A $ 799 $ 749 $ 700 $ 3,317 $ 3,279 $ 2,714 $ 2,665 $ 2,437 Net loan charge-offs (GAAP) B $ 117 $ 101 $ 121 $ 397 $ 263 $ 204 $ 512 $ 358 Simple avg of 4 trailing quarters of RWAs (1) C $ 125,492 $ 125,725 $ 125,167 $ 126,605 $ 122,121 $ 108,900 $ 108,438 $ 105,996 Annualized PPI - Charge-offs / Average Risk-Weighted Assets A-B / C 2.16 % 2.07 % 1.86 % 2.31 % 2.47 % 2.30 % 1.99 % 1.96 % (1) Simple average of 4 trailing quarters of risk-weighted assets calculated from applicable periods' Call Report data. Non-GAAP Reconciliation Pre-tax pre-provision income (PPI)
76 Non-GAAP Reconciliation NII, Non-Interest Income/Expense, and Efficiency Ratio NM - Not Meaningful Quarter Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 12/31/2023 9/30/2023 3Q24 vs. 2Q24 3Q24 vs. 3Q23 Non-interest expense (GAAP) A $ 1,069 $ 1,004 $ 1,131 $ 1,185 $ 1,093 $ 65 6.5 % $ (24) (2.2) % Adjustments: FDIC insurance special assessment 4 (4) (18) (119) — 8 200.0 % 4 NM Branch consolidation, property and equipment charges — (1) (1) (3) (1) 1 100.0 % 1 100.0 % Salary and employee benefits—severance charges (3) (4) (13) (28) (3) 1 25.0 % — — % Early extinguishment of debt — — — 4 — — NM — NM Professional, legal and regulatory expenses (1) — (2) (1) — (1) NM (1) NM Other miscellaneous expenses — 37 — — — (37) (100.0) % — NM Adjusted non-interest expense (non-GAAP) B $ 1,069 $ 1,032 $ 1,097 $ 1,038 $ 1,089 $ 37 3.6 % $ (20) (1.8) % Net interest income (GAAP) C $ 1,218 $ 1,186 $ 1,184 $ 1,231 $ 1,291 $ 32 2.7 % $ (73) (5.7) % Taxable-equivalent adjustment 12 12 13 13 13 — — % (1) (7.7) % Net interest income, taxable-equivalent basis D $ 1,230 $ 1,198 $ 1,197 $ 1,244 $ 1,304 $ 32 2.7 % $ (74) (5.7) % Non-interest income (GAAP) E 572 545 563 580 566 27 5.0 % 6 1.1 % Adjustments: Securities (gains) losses, net 78 50 50 2 1 28 56.0 % 77 NM Leveraged lease termination gains — — — (1) — — NM — NM Adjusted non-interest income (non-GAAP) F $ 650 $ 595 $ 613 $ 581 $ 567 55 9.2 % $ 83 14.6 % Total revenue C+E=G $ 1,790 $ 1,731 $ 1,747 $ 1,811 $ 1,857 $ 59 3.4 % $ (67) (3.6) % Adjusted total revenue (non-GAAP) C+F=H $ 1,868 $ 1,781 $ 1,797 $ 1,812 $ 1,858 $ 87 4.9 % $ 10 0.5 % Total revenue, taxable-equivalent basis D+E=I $ 1,802 $ 1,743 $ 1,760 $ 1,824 $ 1,870 $ 59 3.4 % $ (68) (3.6) % Adjusted total revenue, taxable-equivalent basis (non- GAAP) D+F=J $ 1,880 $ 1,793 $ 1,810 $ 1,825 $ 1,871 $ 87 4.9 % $ 9 0.5 % Efficiency ratio (GAAP) A/I 59.3 % 57.6 % 64.3 % 65.0 % 58.5 % Adjusted efficiency ratio (non-GAAP) B/J 56.9 % 57.6 % 60.6 % 56.9 % 58.2 % Fee income ratio (GAAP) E/I 31.7 % 31.3 % 32.0 % 31.8 % 30.3 % Adjusted fee income ratio (non-GAAP) F/J 34.6 % 33.2 % 33.9 % 31.8 % 30.3 %
77 Quarter Ended Year Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 2023 2022 2021 RETURN ON AVERAGE TANGIBLE COMMON SHAREHOLDERS' EQUITY Net income available to common shareholders (GAAP) A $ 446 $ 477 $ 343 $ 1,976 $ 2,146 $ 2,400 Average shareholders' equity (GAAP) $ 18,047 $ 16,713 $ 17,121 $ 16,522 $ 16,503 $ 18,201 Less: Average intangible assets (GAAP) 5,916 5,925 5,934 5,960 6,023 5,435 Average deferred tax liability related to intangibles (GAAP) (120) (115) (113) (106) (103) (99) Average preferred stock (GAAP) 1,741 1,659 1,659 1,659 1,659 1,658 Average tangible common shareholders' equity (non-GAAP) B $ 10,510 $ 9,244 $ 9,641 $ 9,009 $ 8,924 $ 11,207 Less: Average AOCI, after-tax (2,448) (3,525) (3,113) (3,410) (2,021) 705 Average tangible common shareholders' equity excluding AOCI (non-GAAP) C $ 12,958 $ 12,769 $ 12,754 $ 12,419 $ 10,945 $ 10,502 Return on average tangible common shareholders' equity (non-GAAP) A/B 16.87 % 20.75 % 14.31 % 21.93 % 24.05 % 21.42 % Return on average tangible common shareholders' equity excluding AOCI (non-GAAP) A/C 13.69 % 15.02 % 10.81 % 15.91 % 19.61 % 22.85 % Non-GAAP Reconciliation Return on average tangible common shareholders' equity
78 Non-GAAP reconciliation Return on average tangible common shareholders' equity Quarter Ended Year Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 2023 2022 2021 2020 2019 RETURN ON AVERAGE TANGIBLE COMMON SHAREHOLDERS' EQUITY Net income available to common shareholders A $ 446 $ 477 $ 343 $ 1,976 $ 2,146 $ 2,400 $ 991 $ 1,503 Average shareholders' equity $ 18,047 $ 16,713 $ 17,121 $ 16,522 $ 16,503 $ 18,201 $ 17,382 $ 16,082 Less: Average intangible assets 5,916 5,925 5,934 5,960 6,023 5,435 5,239 4,943 Average deferred tax liability related to intangibles (120) (115) (113) (106) (103) (99) (99) (94) Average preferred stock 1,741 1,659 1,659 1,659 1,659 1,658 1,509 1,151 Average tangible common shareholders' equity B $ 10,510 $ 9,244 $ 9,641 $ 9,009 $ 8,924 $ 11,207 $ 10,733 $ 10,082 Return on average tangible common shareholders' equity A/B 16.87 % 20.75 % 14.31 % 21.93 % 24.05 % 21.42 % 9.23 % 14.91 %
79 Quarter Ended ($ amounts in millions) 9/30/2024 6/30/2024 3/31/2024 12/31/2023 ADJUSTED CET1 RATIO Common Equity Tier 1(1) A $ 13,184 $ 13,093 $ 12,913 $ 12,976 Adjustments: AOCI gain (loss) on securities(2) (1,369) (2,298) (2,264) (2,064) AOCI gain (loss) on defined benefit pension plans and other post employment benefits (437) (443) (447) (451) Adjusted Common Equity Tier 1 (non-GAAP) B $ 11,378 $ 10,352 $ 10,202 $ 10,461 Total risk-weighted assets(1) C $ 124,753 $ 125,725 $ 125,167 $ 126,475 Common Equity Tier 1 ratio(1)(3) A/C 10.6 % 10.4 % 10.3 % 10.3 % Adjusted Common Equity Tier 1 ratio (non-GAAP)(1)(3) B/C 9.1 % 8.2 % 8.2 % 8.3 % Non-GAAP Reconciliation Adjusted CET1- inclusive of AOCI(4) (1) Common equity as well as Total risk-weighted assets are estimated. (2) Represents AOCI on AFS and HTM securities (3) Amounts calculated based upon whole dollar values (4) Consistent with the proposed Basel III Endgame rules, AOCI for CF hedges remains excluded.
80 Non-GAAP Reconciliation Non-Interest Income Year Ended ($ amounts in millions) 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Non-interest income (GAAP) $ 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 (gains) losses, net 5 1 (3) (4) 28 (1) (19) (6) (29) (27) (26) (48) (112) Bank owned life insurance — — (18) (25) — — — — — — — — — Leveraged lease terminations income (2) (1) (2) (2) (1) (8) (1) (8) (8) (10) (39) (14) (8) Loss on sale of mortgage loans — — — — — — — — — — — — 3 Gain on sale of other assets — — — — — — — — — — (24) — — Gain on sale of affordable housing residential mortgage loans — — — — (8) — (5) (5) — — — — — Gains on equity investment — — (3) (50) — — — — — — — — — Insurance proceeds — (50) — — — — — (50) (91) — — — — Adjusted non-interest income (non- GAAP) $ 2,259 $ 2,379 $ 2,498 $ 2,312 $ 2,135 $ 2,010 $ 1,937 $ 1,942 $ 1,809 $ 1,748 $ 2,007 $ 2,139 $ 2,109 Less: Business sold in a subsequent period (1) $ — $ — $ — $ — $ — $ — $ — $ — $ — $ — $ 117 $ 111 $ 108 Adjusted non-interest income excluding business sold in a subsequent period(non-GAAP) $ 2,259 $ 2,379 $ 2,498 $ 2,312 $ 2,135 $ 2,010 $ 1,937 $ 1,942 $ 1,809 $ 1,748 $ 1,890 $ 2,028 $ 2,001 _____ (1) In 2018, the Company sold Regions Insurance Group, Inc. and the results of this entity were separately disclosed as discontinued operations in all periods presented externally. The results from Regions Insurance Group, Inc. have been removed in previous periods for comparability.
81 As of and for Quarter Ended ($ amounts in millions, except per share data) 9/30/2024 6/30/2024 3/31/2024 12/31/2023 9/30/2023 TANGIBLE COMMON RATIOS Shareholders’ equity (GAAP) A $ 18,676 $ 17,169 $ 17,044 $ 17,429 $ 16,100 Less: Preferred stock (GAAP) 1,715 1,659 1,659 1,659 1,659 Intangible assets (GAAP) 5,911 5,920 5,929 5,938 5,949 Deferred tax liability related to intangibles (GAAP) (122) (119) (114) (112) (108) Tangible common shareholders’ equity (non-GAAP) B $ 11,172 $ 9,709 $ 9,570 $ 9,944 $ 8,600 Total assets (GAAP) C $ 157,426 $ 154,052 $ 154,909 $ 152,194 $ 153,624 Less: Intangible assets (GAAP) 5,911 5,920 5,929 5,938 5,949 Deferred tax liability related to intangibles (GAAP) (122) (119) (114) (112) (108) Tangible assets (non-GAAP) D $ 151,637 $ 148,251 $ 149,094 $ 146,368 $ 147,783 Shares outstanding—end of quarter E 911 915 918 924 939 Total equity to total assets (GAAP) A/C 11.86 % 11.14 % 11.00 % 11.45 % 10.48 % Tangible common shareholders’ equity to tangible assets (non-GAAP) B/D 7.37 % 6.55 % 6.42 % 6.79 % 5.82 % Tangible common book value per share (non-GAAP) B/E $ 12.26 $ 10.61 $ 10.42 $ 10.77 $ 9.16 Non-GAAP Reconciliation Tangible Common Ratios
82 As of and for Quarter Ended ($ amounts in millions, except per share data) 9/30/2024 6/30/2024 3/31/2024 12/31/2023 9/30/2023 6/30/2023 TANGIBLE COMMON RATIOS Shareholders’ equity (GAAP) A $ 18,676 $ 17,169 $ 17,044 $ 17,429 $ 16,100 $ 16,639 Less: Preferred stock (GAAP) 1,715 1,659 1,659 1,659 1,659 1,659 Intangible assets (GAAP) 5,911 5,920 5,929 5,938 5,949 5,959 Deferred tax liability related to intangibles (GAAP) (122) (119) (114) (112) (108) (106) Tangible common shareholders’ equity (non-GAAP) B $ 11,172 $ 9,709 $ 9,570 $ 9,944 $ 8,600 $ 9,127 Less: AOCI, after-tax (GAAP) (1,894) (3,265) (3,224) (2,812) (4,236) (3,440) Tangible common shareholders’ equity excluding AOCI (non-GAAP) C $ 13,066 $ 12,974 $ 12,794 $ 12,756 $ 12,836 $ 12,567 Total assets (GAAP) D $ 157,426 $ 154,052 $ 154,909 $ 152,194 $ 153,624 $ 155,656 Less: Intangible assets (GAAP) 5,911 5,920 5,929 5,938 5,949 5,959 Deferred tax liability related to intangibles (GAAP) (122) (119) (114) (112) (108) (106) Tangible assets (non-GAAP) E $ 151,637 $ 148,251 $ 149,094 $ 146,368 $ 147,783 $ 149,803 Less: AOCI, pre-tax (GAAP) $ (2,540) $ (4,379) $ (4,325) $ (3,773) $ (5,681) $ (4,613) Tangible assets excluding AOCI (non-GAAP) F $ 154,177 $ 152,630 $ 153,419 $ 150,141 $ 153,464 $ 154,416 Shares outstanding—end of quarter G $ 911 $ 915 $ 918 $ 924 $ 939 $ 939 Total equity to total assets (GAAP) A/D 11.86 % 11.14 % 11.00 % 11.45 % 10.48 % 10.69 % Tangible common shareholders’ equity to tangible assets (non-GAAP) B/E 7.37 % 6.55 % 6.42 % 6.79 % 5.82 % 6.09 % Tangible common book value per share (non-GAAP) B/G $ 12.26 $ 10.61 $ 10.42 $ 10.77 $ 9.16 $ 9.72 Tangible common shareholders’ equity to tangible assests (non-GAAP), ex. AOCI C/F 8.47 % 8.50 % 8.34 % 8.50 % 8.36 % 8.14 % Non-GAAP Reconciliation Tangible Common Ratios
83 Forward-Looking Statements This presentation may include forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. The words “future,” “anticipates,” “assumes,” “intends,” “plans,” “seeks,” “believes,” “predicts,” “potential,” “objectives,” “estimates,” “expects,” “targets,” “projects,” “outlook,” “forecast,” “would,” “will,” “may,” “might,” “could,” “should,” “can,” and similar terms and expressions often signify forward-looking statements. Forward-looking statements are subject to the risk that the actual effects may differ, possibly materially, from what is reflected in those forward-looking statements due to factors and future developments that are uncertain, unpredictable and in many cases beyond our control. 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 current 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, and because they also relate to the future they are likewise subject to inherent uncertainties and other factors that may cause actual results to differ materially from the views, beliefs and projections expressed in such statements. Therefore, we caution you against relying on any of these forward-looking statements. These risks, uncertainties and other factors include, but are not limited to, those described below: • Current and future economic and market conditions in the United States generally or in the communities we serve (in particular the Southeastern United States), including the effects of possible declines in property values, increases in interest rates and unemployment rates, inflation, financial market disruptions and potential reductions of economic growth, which may adversely affect our lending and other businesses and our financial results and conditions. • Possible changes in trade, monetary and fiscal policies of, and other activities undertaken by, governments, agencies, central banks and similar organizations, which could have a material adverse effect on our businesses and our financial results and conditions. • Changes in market interest rates or capital markets could adversely affect our revenue and expense, the value of assets (such as our portfolio of investment securities) and obligations, as well as the availability and cost of capital and liquidity. • Volatility and uncertainty about the direction of interest rates and the timing of any changes, which may lead to increased costs for businesses and consumers and potentially contribute to poor business and economic conditions generally. • Possible changes in the creditworthiness of customers and the possible impairment of the collectability of loans and leases, including operating leases. • Changes in the speed of loan prepayments, loan origination and sale volumes, charge-offs, credit loss provisions or actual credit losses where our allowance for credit losses may not be adequate to cover our eventual losses. • Possible acceleration of prepayments on mortgage-backed securities due to declining interest rates, and the related acceleration of premium amortization on those securities. • Possible changes in consumer and business spending and saving habits and the related effect on our ability to increase assets and to attract deposits, which could adversely affect our net income. • Loss of customer checking and savings account deposits as customers pursue other, higher-yield investments, or the need to price interest-bearing deposits higher due to competitive forces. Either of these activities could increase our funding costs. • Possible downgrades in our credit ratings or outlook could, among other negative impacts, increase the costs of funding from capital markets. • The loss of value of our investment portfolio could negatively impact market perceptions of us. • Our 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 our businesses. • The effects of social media on market perceptions of us and banks generally. • Market replacement of LIBOR and the related effect on our legacy LIBOR-based financial products and contracts, including, but not limited to, derivative products, debt obligations, deposits, investments, and loans. • The effects of problems encountered by other financial institutions that adversely affect us or the banking industry generally could require us to change certain business practices, reduce our revenue, impose additional costs on us, or otherwise negatively affect our businesses. • Volatility in the financial services industry (including failures or rumors of failures of other depository institutions), along with actions taken by governmental agencies to address such turmoil, could affect the ability of depository institutions, including us, to attract and retain depositors and to borrow or raise capital. • Our ability to effectively compete with other traditional and non-traditional financial services companies, including fintechs, some of which possess greater financial resources than we do or are subject to different regulatory standards than we are. Forward-Looking Statements
84 • 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 could have a negative impact on our revenue. • Our inability to keep pace with technological changes, including those related to the offering of digital banking and financial services, could result in losing business to competitors. • Our ability to execute on our strategic and operational plans, including our ability to fully realize the financial and nonfinancial benefits relating to our strategic initiatives. • The risks and uncertainties related to our acquisition or divestiture of businesses and risks related to such acquisitions, including that the expected synergies, cost savings and other financial or other benefits may not be realized within expected timeframes, or might be less than projected; and difficulties in integrating acquired businesses. • The success of our marketing efforts in attracting and retaining customers. • Our ability to achieve our expense management initiatives. • Changes in commodity market prices and conditions could adversely affect the cash flows of our borrowers operating in industries that are impacted by changes in commodity prices (including businesses indirectly impacted by commodities prices such as businesses that transport commodities or manufacture equipment used in the production of commodities), which could impair the ability of those borrowers to service any loans outstanding to them and/or reduce demand for loans in those industries. • The effects of geopolitical instability, including wars, conflicts, civil unrest, and terrorist attacks and the potential impact, directly or indirectly, on our businesses. • Political uncertainty in the United States, including uncertainty around elections, could directly or indirectly impact our businesses. • Fraud, theft or other misconduct conducted by external parties, including our customers and business partners, or by our employees. • Any inaccurate or incomplete information provided to us by our customers or counterparties. • Inability of our framework to manage risks associated with our businesses, such as credit risk and operational risk, including third-party vendors and other service providers, which inability could, among other things, result in a breach of operating or security systems as a result of a cyber-attack or similar act or failure to deliver our services effectively. • Our ability to identify and address operational risks associated with the introduction of or changes to products, services, or delivery platforms. • Dependence on key suppliers or vendors to obtain equipment and other supplies for our businesses on acceptable terms. • The inability of our internal controls and procedures to prevent, detect or mitigate any material errors or fraudulent acts. • Our ability to identify and address cyber-security risks such as data security breaches, malware, ransomware, “denial of service” attacks, “hacking” and identity theft, including account take-overs, a failure of which could disrupt our businesses and result in the disclosure of and/or misuse or misappropriation of confidential or proprietary information, disruption or damage to our systems, increased costs, losses, or adverse effects to our reputation. • 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 affect our reputation, and cause losses. • The effects of any developments, changes or actions relating to any litigation or regulatory proceedings brought against us or any of our subsidiaries. • The costs, including possibly incurring fines, penalties, or other negative effects (including reputational harm) of any adverse judicial, administrative, or arbitral rulings or proceedings, regulatory enforcement actions or other legal actions to which we or any of our subsidiaries are a party, and which may adversely affect our results. • Changes in laws and regulations affecting our businesses, including legislation and regulations relating to bank products and services, such as changes to debit card interchange fees, special FDIC assessments, any new long-term debt requirements, as well as changes in the enforcement and interpretation of such laws and regulations by applicable governmental and self-regulatory agencies, including as a result of the changes in U.S. presidential administration, control of the U.S. Congress, and changes in personnel at the bank regulatory agencies, which could require us to change certain business practices, increase compliance risk, reduce our revenue, impose additional costs on us, or otherwise negatively affect our businesses. • Our capital actions, including dividend payments, common stock repurchases, or redemptions of preferred stock, must not cause us to fall below minimum capital ratio requirements, with applicable buffers taken into account, and must comply with other requirements and restrictions under law or imposed by our regulators, which may impact our ability to return capital to shareholders. Forward-Looking Statements (continued)
85 • 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 ability to comply with applicable capital and liquidity requirements (including, among other things, the Basel III capital standards), including our ability to generate capital internally or raise capital on favorable terms, and if we fail to meet requirements, our financial condition and market perceptions of us could be negatively impacted. • Our ability to recruit and retain talented and experienced personnel to assist in the development, management and operation of our products and services may be affected by changes in laws and regulations in effect from time to time. • Our ability to receive dividends from our subsidiaries, in particular Regions Bank, could affect our liquidity and ability to pay dividends to shareholders. • Fluctuations in the price of our common stock and inability to complete stock repurchases in the time frame and/or on the terms anticipated. • The effects of anti-takeover laws and exclusive forum provision in our certificate of incorporation and bylaws. • The effect of new tax legislation and/or interpretation of existing tax law, which may impact our earnings, capital ratios and our ability to return capital to shareholders. • Changes in accounting policies or procedures as may be required by the FASB or other regulatory agencies could materially affect our financial statements and how we report those results, and expectations and preliminary analyses relating to how such changes will affect our financial results could prove incorrect. • Any impairment of our goodwill or other intangibles, any repricing of assets or any adjustment of valuation allowances on our deferred tax assets due to changes in tax law, adverse changes in the economic environment declining operations of the reporting unit or other factors. • The effects of man-made and natural disasters, including fires, floods, droughts, tornadoes, hurricanes and environmental damage (especially in the Southeastern United States), which may negatively affect our operations and/or our loan portfolios and increase our cost of conducting business. The severity and frequency of future earthquakes, fires, hurricanes, tornadoes, droughts, floods and other weather-related events are difficult to predict and may be exacerbated by global climate change. • The impact of pandemics on our businesses, operations and financial results and conditions. The duration and severity of any pandemic as well as government actions or other restrictions in connection with such events could disrupt the global economy, adversely affect our capital and liquidity position, impair the ability of borrowers to repay outstanding loans and increase our allowance for credit losses, impair collateral values and result in lost revenue or additional expenses. • The effects of any damage to our reputation resulting from developments related to any of the items identified above. • Other risks identified from time to time in reports that we file with the SEC. 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, 2023 and in Regions’ subsequent filings with the SEC. You should not place undue reliance on any forward-looking statements, which speak only as of the date made. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible to predict all of them. We assume no obligation and do not intend to update or revise any forward-looking statements that are made from time to time, either as a result of future developments, new information or otherwise, except as may be required by law. Regions’ Investor Relations contact is Dana Nolan at (205) 264-7040; Regions’ Media contact is Jeremy King at (205) 264-4551. Forward-Looking Statements (continued)
