 Deutsche Bank Global Financial Services Conference
June 1, 2016 Eric Aboaf, Chief Financial Officer Brad Conner, Head of Consumer Banking Exhibit 99.1 |
 Important Information and GAAP/Non-GAAP Information
2 This document contains forward-looking statements within the Private Securities Litigation Reform Act of 1995. Any statement that does not describe historical or current facts is a forward-looking statement. These statements often include the words “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans,” “goals,” “targets,” “initiatives,” “potentially,” “probably,” “projects,” “outlook” or similar expressions or future conditional verbs such as “may,” “will,” “should,” “would,” and “could.” Forward-looking statements are based upon the current beliefs and expectations of management, and on information currently available to management. Our statements speak as of the date hereof, and we do not assume any obligation to update these statements or to update the reasons why actual results could differ from those contained in such statements in light of new information or future events. We caution you, therefore, against relying on any of these forward-looking statements. They are neither statements of historical fact nor guarantees or assurances of future performance. While there is no assurance that any list of risks and uncertainties or risk factors is complete, important factors that could cause actual results to differ materially from those in the forward-looking statements include the following, without limitation: negative economic conditions that adversely affect the general economy, housing prices, the job market, consumer confidence and spending habits which may affect, among other things, the level of nonperforming assets, charge-offs and provision expense; the rate of growth in the economy and employment levels, as well as general business and economic conditions; our ability to implement our strategic plan, including the cost savings and efficiency components, and achieve our indicative performance targets; our ability to remedy regulatory deficiencies and meet supervisory requirements and expectations; liabilities and business restrictions resulting from litigation and regulatory investigations; our capital and liquidity requirements (including under regulatory capital standards, such as the Basel III capital standards) and our ability to generate capital internally or raise capital on favorable terms; the effect of the current low interest rate environment or changes in interest rates on our net interest income, net interest margin and our mortgage originations, mortgage servicing rights and mortgages held for sale; changes in interest rates and market liquidity, as well as the magnitude of such changes, which may reduce interest margins, impact funding sources and affect the ability to originate and distribute financial products in the primary and secondary markets; the effect of changes in the level of checking or savings account deposits on our funding costs and net interest margin; financial services reform and other current, pending or future legislation or regulation that could have a negative effect on our revenue and businesses, including the Dodd-Frank Act and other legislation and regulation relating to bank products and services; a failure in or breach of our operational or security systems or infrastructure, or those of our third party vendors or other service providers, including as a result of cyber attacks; management’s ability to identify and manage these and other risks; and any failure by us to successfully replicate or replace certain functions, systems and infrastructure provided by The Royal Bank of Scotland Group plc (RBS). In addition to the above factors, we also caution that the amount and timing of any future common stock dividends or share repurchases will depend on our financial condition, earnings, cash needs, regulatory constraints, capital requirements (including requirements of our subsidiaries), and any other factors that our board of directors deems relevant in making such a determination. Therefore, there can be no assurance that we will pay any dividends to holders of our common stock, or as to the amount of any such dividends. More information about factors that could cause actual results to differ materially from those described in the forward-looking statements can be found under “Risk Factors” in Part I, Item 1A in our Annual Report on Form 10-K for the year ended December 31, 2015, filed with the United States Securities and Exchange Commission on February 26, 2016. Note: Percentage changes, per share amounts, and ratios presented in this document are calculated using whole dollars. Non-GAAP Financial Measures This document contains non-GAAP financial measures. The Appendix presents reconciliations of non-GAAP measures used by us to evaluate our operating performance. These reconciliations exclude restructuring charges and/or special items, which are included, where applicable, in the financial results presented in accordance with GAAP. Restructuring charges and special items include expenses related to our efforts to improve processes and enhance efficiencies, as well as rebranding, separation from RBS and regulatory expenses. Non-GAAP measures presented in the Appendix include reconciliations to the most directly comparable GAAP measures and are, as applicable, “net interest income”, "noninterest income", "total revenue", "noninterest expense", ”pre-provision profit”, “income before income tax expense”, “income tax expense”, "net income", "net income available to common stockholders", “salaries and employee benefits”, outside services”, “occupancy”, “equipment expense”, “other operating expense”, “net income per average common share”, “return on average common equity”, “return on average total assets”, " average deposits", “net interest margin” and " annualized net charge-off rate". In addition, we present computations for “tangible book value per common share”, "return on average tangible common equity", "return on average total tangible assets", "efficiency ratio", "operating leverage" and "pro forma Basel III fully phased-in common equity tier 1 capital". We believe these non-GAAP measures provide useful information to investors because these are among the measures used by our management team to evaluate our operating performance and make day-to-day operating decisions. In addition, we believe restructuring charges and special items in any period do not reflect the operational performance of the business in that period and, accordingly, it is useful to consider these line items with and without restructuring charges and special items. We believe this presentation also increases comparability of period-to-period results. We also consider pro forma capital ratios defined by banking regulators but not effective at each period end to be non-GAAP financial measures. Since analysts and banking regulators may assess our capital adequacy using these pro forma ratios, we believe they are useful to provide investors the ability to assess our capital adequacy on the same basis. Other companies may use similarly titled non-GAAP financial measures that are calculated differently from the way we calculate such measures. Accordingly, our non-GAAP financial measures may not be comparable to similar measures used by other companies. We caution investors not to place undue reliance on such non-GAAP measures, but instead to consider them with the most directly comparable GAAP measure. Non-GAAP financial measures have limitations as analytical tools, and should not be considered in isolation, or as a substitute for our results as reported under GAAP. |
 Leading deposit market share of 10.7% in top 10 MSAs (1) – #2 deposit market share in New England Relatively diverse economies/affluent demographics Serve 5 million+ individuals, institutions and companies ~17,900 colleagues Retail presence in 11 states Top 5 deposit market share in 9 of 10 largest MSAs (1) Buffalo, NY: #5 Albany, NY: #2 Pittsburgh, PA: #2 Cleveland, OH: #3 Manchester, NH: #1 Boston, MA: #2 Rochester, NY: #4 Philadelphia, PA: #4 Detroit, MI: #8 Providence, RI: #1 Solid franchise with leading positions in attractive markets 3 Dimension Rank (2) Assets: $140.1 billion #13 Loans: $101.0 billion #11 Deposits: $102.6 billion #13 Branches: 1,200 #11 ATM network: 3,200 #7 Lead/joint lead bookrunner #9 (3) Mortgage: $13.3 billion #15 nationally (4) Student: $5.0 billion Top 4 rank nationally (5) Deposits: $102.6 billion Top 5 rank: 9/10 markets (1) HELOC: $14.9 billion Top 5 rank: 9/9 markets (6) Middle market lending #5 (7) Source: SNL Financial. Data as of 3/31/2016 or for 1Q16, unless otherwise noted.
1) Updated annually, as of 6/30/2015,
excludes non-retail branches and banks with limited retail operations. 2) Ranking based on 12/31/2015 data, unless otherwise noted; excludes non-retail depository
institutions, includes U.S. subsidiaries of foreign banks. 3) Thomson Reuters LPC, ranking based on number of deals for Overall Middle Market (defined as
Borrower Revenues < $500MM and Deal Size < $500MM). 4) According to IMF Retail Originators Bank Only ranking; reflects CFG organic origination volume
as of 4Q15. 5) CFG estimate, based on published company reports, where available, private student loan
origination data as of 12/31/2015. 6) According to Equifax; origination volume as of 4Q15. 7) Based on market penetration, according to Greenwich Associates 4Q15 rolling four-quarter
data (Citizens – Footprint - $25-500MM). |
 Reenergize Household growth
Expand Business Banking
Expand Wealth Expand Mortgage Reposition Auto Grow Education Finance/ Installment loans Build out Mid-corporate & Industry Verticals Continued development of Capital & Global Markets Build out Treasury Solutions Grow Franchise Finance Grow core Commercial Banking - e.g. CRE, Middle Market Target 6 - 8% average loan growth Target Basel III common equity tier 1 ratio of 11.2-11.5% by year end 2016 On track to deliver $90-115 million of pre-tax benefit from TOP II program by end of 2016 Continue prudent and high- return technology investment Continued CCAR progress Regulatory issue remediation Improved corporate governance Enhanced risk framework Vision & Credo Organization Health Index / Leadership standards Continue to uptier talent Improved Consumer Bank Continued Commercial Banking Momentum Balance Sheet Growth/Optimization Capital Mix Normalization Enhanced Efficiency & Infrastructure Embed Robust Risk/Regulatory Framework High-Performing, Customer- Centric Culture 1) “Tapping our Potential” Phase II revenue and efficiency initiatives launched mid-2015.
4 We have developed specific initiatives to support our turnaround strategy
(1) |
 We
are broadly executing well, and our performance is improving Key
elements of ’13-’16 plan Status
Grow balance sheet,
net interest income
Consumer: Auto,
Student, Mortgage on track Commercial: Middle Market, Mid-corporate & Specialty Verticals, CRE, Franchise Finance Grow fee business, noninterest income Consumer: Wealth, Mortgage, Business Banking, Household Growth behind in select areas but TOP II offsetting Commercial: Treasury Solutions, Capital Markets Maintain asset sensitivity, benefit from higher rates Forward curve with Fed funds rate at 175 bps by YE2016 behind Tightly manage expense base, deliver positive operating leverage $200 million cost save program, Tech spend catch-up on track Manage capital ratios back to peer levels Target ~11% CET1 (stage I), peer-like mix of total capital on track 5 |
 4.3% 3.6% 6.7% 3.0% CFG Peer average 5.0% -5.7% Strong loan growth (Average total loan growth) A scaled platform well-positioned to drive value Continuing to drive balance sheet and revenue momentum in 2016 Growing revenues faster (Revenue growth) 6 1Q16 vs. 1Q15 73 bps above peers 4 bps above peers Higher NIM expansion (Net interest margin change) Source: SNL Financial and Company filings. Peers include CMA, BBT, FITB, KEY, PNC, RF, STI and USB; MTB excluded due to recent
acquisition. 1)
Non-GAAP item. Adjusted results exclude, where applicable, $10 million net
restructuring charges and special items. See reconciliation of Non-GAAP items in the Appendix. Peer results adjusted for similar unusual or special revenue, expense and acquisition items.
CFG results Peer average (1) Return on equity (Adjusted return on average tangible common equity (1) change) 132 bps above peers (12) bps (144) bps Strong operating leverage (YoY Adjusted operating leverage (1) ) 294 bps 130 bps better than peers 164 bps Accelerating profitability (Adjusted EPS change (1) ) 1,070 bps above peers 9 bps 5 bps CFG |
 Broad set of opportunities identified
Developing program targets and timing
Program is focused on
efficiencies, balance sheet
management, cross-sell and tax rate. Have developed continuous improvement mindset: TOP Programs 7 TOP I TOP II Initial thoughts on TOP III Expenses Salaries and benefits: Market alignment of benefits, organizational redesign and reduction in FTEs Occupancy: Branch
optimization, surplus
office exit Other: Expand
technology outsourcing model, vendor
consolidation, IT application
consolidation, strengthened
sourcing, travel and A/V and
enhance loss collection
Revenue Revenue enhancements: – Consumer distribution channel effectiveness – Commercial and Consumer cross-sell Pricing:
Improve customer pricing methodology to better align with competitive landscape Expense Efficiency:
Operations transformation and vendor management Launched first half 2014 Achieved $200 million annual cost saves by end of 2015 Launched mid 2015 On track to deliver $90-115 million annual pre-tax benefit by end of 2016 Tapping Our Potential (TOP) programs driving revenue growth and expense efficiencies
~$120 million ~$20 million ~$60 million $20-25 million $30-40 million $40-50 million |
 Home Equity • $17.8B loans • $4.0B originations • Top 5 HELOC originator in key markets (6) • Primarily branch- sourced Consumer Banking key business lines 8 • 1,200 branches (1) • 3,200 ATMs • 1.8MM online households • 632K active mobile households • 2013, 2014 & 2016 Javelin Mobile Banking Leader (2) • 10MM contact- center calls/year Distribution Simon Griffiths Joined 2015 Everyday Banking John Rosenfeld Joined 2013 Wealth Management John Bahnken Joined 2015 Consumer Lending Brendan Coughlin Expanded Role 2015 • $53.8B retail deposits • 2.2MM checking households • $1.5B credit card loans • 607,000 credit cards • 1.7MM debit cards • $22.5B in card purchase volume • $12.3B loans • $5.7B originations 442 loan officers • #15 retail originator as of 4Q15 (5) 1) Includes 344 in-store branches. 2) Mobile Banking Leader in App Rating category. Javelin Strategy & Research.
3) Includes Series 7 licensed Financial Consultants, Premier Bankers and Private Bank client advisors.
4) Households with investable/savings assets of $200,000 - $1.5 million. 5) Source: IMF. Bank only ranking. 6) According to Equifax; origination volume as of 4Q15. 7) Includes SCUSA purchases. 8) Includes Education Refinance Loan, In-School loan and SoFi purchases. 9) As of 3/31/16. National Focused on prudent balance sheet growth and fee income opportunities In-Footprint Home Mortgage Chris Nard Joined 2015 • $6.5B AUM • 493 Wealth Managers (3) • 66K Premier households (4) Business Banking Chris Ward New Role 2016 • $13.3B deposits • $3.0B loans • 330K customers • 366 business bankers Auto Finance • $13.5B loans • $7.0B prime originations (7) • 6,800+ dealers/43 states Education Finance • $3.3B portfolio • $2.2B originations (8) • 2,400+ U.S. 4-yr colleges/universities • Education Refi-loan launched in 2014 iUp/Unsecured • Launched iUp program in 2H 2015; $310MM portfolio (9) Consumer Lending Note: Data as of 12/31/15 unless otherwise noted. Loan and deposit data FY2015 average and originations FY2015.
Serving ~2.6MM households and 330K small businesses
|
 Adapting to serve customers better
9 Citizens Checkup Digitization Launched in Feb 2016 as part of TOP II Designed to target Affluent/Mass Affluent (1) Contacted over 327K customers with 82K appointments booked Drive more leads and cross-sell Leverage home equity, ERL and Business to enhance relationships Build out wealth offering, including delivery and capabilities Award-winning mobile and online platforms driving move to digital 1.8MM online banking HHs 632K active mobile HHs 31% non-branch deposits, up from 12% in 2013 (2) Investing to meet changing customer preferences Improve account opening, sign on and customer alert experience Focused on driving enhanced cross sell and improved customer experience Note: Data as of 12/31/15 unless otherwise noted. 1) Affluent defined as clients with liquid assets of $500,000 - $2 million. Mass Affluent defined as clients with liquid assets of $100,000 - $500,000. 2) Remote deposit capture launched in 2Q14. Network revitalization Leverage branch lease expirations to reshape the network while meeting the following objectives: Generate more opportunities for colleagues to meaningfully engage with customers “Right-size” physical network to drive square footage of average branch down by 40-50% Mitigate increasing cost base Facilitate cross-channel experience with self service capabilities New design concept allows for brand consistency and flexibility to tailor branches to match needs of specific customer base |
 4.6% 7.3% 8.7% 17.4% 25.6% 32.8% 55.0% 70.6% HELOC 4.9 5.0 5.1 2013 2014 2015 12% 25% 31% 42% 2013 2014 2015 2016 Target 2.111 2.156 2.182 2013 2014 2015 And drive improved cross-sell and efficiency 10 Note: Data as of 12/31/15 unless otherwise noted. 1) Penetration rates based on total deposit households. Direct deposit and online bill pay based only on checking households. 19 possible
cross-sell categories counted across both products and
services. Investment product penetration based on total households.
Product penetration %
(1) Products & services per HH (1) Non-branch deposit transactions Direct deposit Consumer loan Credit card Online bill pay Investment Product Mortgage Active online banking Leveraging marketing and enhanced customer outreach to drive improved customer acquisition, engagement, cross-sell and retention – Launched Simple. Clear. Personal. campaign in late 2013 – Launched “Ask a Citizen” campaign in
early 2015 – Expanded use of social and online channels and product advertising Consumer checking HHs (in millions) |
 48% 30% 18% 4% 2016 Wealth Management opportunity 11 Highly attractive client base with significant opportunity to increase client penetration
and share of wallet
HNW Affluent Mass Affluent Pre-mass & Mass Average CFG WM Target HH Investment Balance of $91K vs. $210K average for Peers (4) CFG HHs (1) ~52% of CFG HHs are Mass Affluent, Affluent or High Net Worth vs. ~49% for Peers (2) 51% 49% Peers Peer HHs Pre-mass & Mass HNW/Affluent/ Mass Affluent 11.1% 14.5% WM Target Segment HH penetration WM Target Segment HH share of investment wallet 30% 15% Estimated industry average (3) (5) (5) 1) As of April 2016; wealth segment definitions from IXI.
2) BAI Benchmarking report. Data from May 2015. In
footprint peers include BAC, JPM, USB, WFC, FITB, SAN, TD, HBAN, MTB, CMA, and WBS. 3) Based on internal CFG management estimate.
4) CFG data as of December 2015; represents Mass Affluent,
Affluent, and High Net Worth household investment balances, among households in those segments with a CFG investment product. Peer data from BAI Benchmarking report as of May 2014; represents average balance of “investment
households” with at least one deposit account across
all wealth segments; peer set includes BAC, WFC, PNC, TD, USB, FITB, HBAN, STI, CBSH, BMO Harris, BBVA Compass, and BBT.
5) WM Target Segment includes Mass Affluent, Affluent and High Net Worth
households with any Citizens Bank product. HH penetration reflects clients with one or more CFG investment products. |
 Deepening share with existing Citizens clients is biggest growth opportunity
1)
Internal CFG data as of Sep 2015; wallet segment definitions from IXI; Company
data/analysis. 2)
Represents 1% share of existing CFG client deposit and investment balances held
at other firms. 12
Modest wallet share gains offer opportunity to generate balance growth
Deposit and Investment Balances, Existing
Consumer Banking Households
(1) CFG HH Deposits at other firms CFG HH Deposits & Investments CFG HH Investments at other firms $s in billions Opportunity from 1% Increase in Off-Us Balances (2) $1.7B $4.6B $3.9B Share of Deposits /Investments (1) 13% 4% 8% Primary Advisors Licensed Banker & FC Private Bank Premier Banker & FC Strategy/ Product Offering Deepen Through Citizens Checkup/Platinum Deepen Through Private Bank Deepen Through Premier Mass Affluent (789K) Affluent (432K) High Net Worth (106K) Segment (# of HHs) $25.6 $33.7 $18.3 $66.7 $93.0 $72.2 $98.7 $295.1 $385.6 $191.0 $421.8 $476.0 |
 Delivering an integrated banking and investing experience through
advisory-based team models 2016 & Beyond
Note: Data as of year-end.
As we enhance our advisor platform to increase our focus on more affluent
clients Plans to augment advisor base and increase focus
on serving more affluent clients as we refine
channel focus to include adding digital solutions
13 Portfolio Manager Trust Officer Credit Specialist Wealth Strategist Wealth FC Clients Senior Banker Banker Trust Officer Clients Premier Banker Premier FC Licensed Banker Private Bank Premier Platinum Status High Net Worth Team Mass Affluent Team 500 438 332 100 360 318 306 290 170 162 132 113 2016 Target 2015 2014 2013 Premier Banker Financial Consultants Licensed Banker Mortgage Lending Affluent Team Clients |
 In
summary, large wealth opportunity and focused strategy to pursue
1) Source: SNL Financial and 10-Ks. 14 Accelerate the growth of clients into our value proposition in order to deepen product
penetration and share of wallet and drive fee income growth
Strategy $s in billions Scaling advisor base to opportunity and enhancing alignment between Bankers & FCs — Platinum — Premier — Private Designing products and experiences tailored to target segments — Launching “Platinum” offering in 2016 for mass affluent segment — Enhancing loan, deposit and investment products Strengthening sales processes to drive towards an integrated advisory model and more managed accounts — 360° view of the customer — Citizens Checkup Exploring digital investment solutions Primary Focus 0.59% 0.52% 0.51% 0.41% 0.38% 0.38% 0.34% 0.31% 0.24% 0.14% 0.13% MTB KEY PNC USB STI Peer avg FITB CMA RF BBT CFG Opportunity to drive fee income growth (Wealth Fees/Earning Assets (1) ) |
 Appendix 15 |
 Non-GAAP reconciliation table
16 (Excluding restructuring charges and special items) $s in millions, except per share data 2016 2015 2016 Change from 2015 Noninterest income, excluding special items: Noninterest income (GAAP) $330 $347 Less: Special items — — Noninterest income, excluding special items (non-GAAP) $330 $347 (4.9)% Total revenue, excluding special items: Total revenue (GAAP) A $1,234 $1,183 Less: Special items - - Total revenues, excluding special items (non-GAAP) B $1,234 $1,183 4.3 % Noninterest expense, excluding restructuring charges and special items: Noninterest expense (GAAP) C $811 $810 Less: Restructuring charges and special items — 10 Noninterest expense, excluding restructuring charges and special items (non-GAAP)
D $811 $800 1.4 % Efficiency ratio: Efficiency ratio (non-GAAP) C/A 66 % 68 % (283) bps Efficiency ratio, excluding restructuring charges and special items (non-GAAP)
D/B 66 % 68 % (199) bps Operating leverage: Total revenue (GAAP) A $1,234 $1,183 4.3% Noninterest expense (GAAP) C $811 $810 0.1% Operating leverage (non-GAAP) 419 bps Operating leverage, excluding restructuring charges and special items: Total revenue, excluding restructuring charges and special items (non-GAAP)
B $1,234 $1,183 4.3% Less: Noninterest expense, excluding restructuring charges and special items (non-GAAP)
D $811 $800 1.4% Operating leverage, excluding restructuring charges and special items: (non-GAAP)
294 bps Net income, excluding restructuring charges and special items: Net income (GAAP) E $223 $209 Add: Restructuring charges and special items, net of income tax expense — 6 Net income, excluding restructuring charges and special items (non-GAAP)
F $223 $215 3.7 % Net income available to common stockholders, excluding restructuring charges and special items:
Net income available to common stockholders (GAAP)
G $216 $209 Add: Restructuring charges and special items, net of income tax expense - 6 Net income available to common stockholders, excluding restructuring charges and special items (non-GAAP)
H $216 $215 0.5 % Net income per average common share - basic and diluted, excluding restructuring charges and special items: Average common shares outstanding - basic (GAAP) I 528,070,648 546,291,363 Average common shares outstanding - diluted (GAAP) J 530,446,188 549,798,717 Net income available to common stockholders (GAAP) G $216 $209 Net income per average common share - basic (GAAP) G/I 0.41 0.38 8 % Net income per average common share - diluted (GAAP) G/J 0.41 0.38 8 % Net income available to common stockholders, excluding restructuring charges and special items (non-GAAP)
H 216 215 Net income per average common share - basic, excluding restructuring charges and special items (non-GAAP) H/I 0.41 0.39 5 % Net income per average common share - diluted, excluding restructuring charges and special items (non-GAAP) H/J 0.41 0.39 5 % Return on average tangible common equity and return on average tangible common equity, excluding restructuring charges and special
items: Average common equity (GAAP)
$19,567 $19,407 Less: Average goodwill (GAAP) 6,876 6,876 Less: Average other intangibles (GAAP) 3 5 Add: Average deferred tax liabilities related to goodwill (GAAP) 481 422 Average tangible common equity (non-GAAP) K $13,169 $12,948 Return on average tangible common equity (non-GAAP) G/K 6.61 % 6.53 % 8 bps Return on average tangible common equity, excluding restructuring charges and special items (non-GAAP)
H/K 6.61 % 6.73 % (12) bps Return on average total assets, excluding restructuring charges and special items:
Average total assets (GAAP)
L $138,780 $133,325 Return on average total assets, excluding restructuring charges and special items (non-GAAP)
F/L 0.65 % 0.65 % - bps FOR THE QUARTER ENDED MARCH 31, |
 Non-GAAP reconciliation table
17 (Excluding restructuring charges and special items) $s in millions 1) Basel III ratios assume certain definitions impacting qualifying Basel III capital, which otherwise will phase in through 2019, are fully
phased-in. Ratios also reflect the required US Standardized
methodology for calculating RWAs, effective January 1, 2015.
2016 2009 Pro forma Basel III fully phased-in common equity tier 1 capital ratio : Common equity tier 1 (regulatory) $13,570 Less: Change in DTA and other threshold deductions (GAAP) 1 Pro forma Basel III fully phased-in common equity tier 1 (non-GAAP)
M $13,569 Risk-weighted assets (regulatory general risk weight approach) $116,591 Add: Net change in credit and other risk-weighted assets (regulatory)
232 Basel III standardized approach risk-weighted assets (non-GAAP) N $116,823 Pro forma Basel III fully phased-in common equity tier 1 capital ratio (non-GAAP) 1 M/N 11.6% Core annualized net charge-offs: Net charge-offs O $83 Average total loans and leases P 100,262 Annualized net charge-off rate O/P 0.33% Core net charge-offs Q $73 Core average total loans and leases R 98,045 Core annualized net charge-off rate (non-GAAP) Q/R 0.30% Core average deposits: Average deposits S $101,981 $98,777 Less: Non-core average deposits 17,131 31,274 Core average deposits (non-GAAP) T $84,850 $67,503 Core average deposits as a percentage of reported average deposits T/S 83% 68% FOR THE QUARTER ENDED MARCH 31, FOR THE YEAR ENDED DECEMBER 1 |
 18 |