Fixed Income Investor Presentation June 2016 Important Information - - PowerPoint PPT Presentation

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Fixed Income Investor Presentation June 2016 Important Information - - PowerPoint PPT Presentation

Fixed Income Investor Presentation June 2016 Important Information and GAAP/NonGAAP Information This document contains forward-looking statements within the Private Securities Litigation Reform Act of 1995. Any statement that does not describe


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Fixed Income Investor Presentation

June 2016

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Important Information and GAAP/Non‐GAAP Information

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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

  • ften 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

  • bligation 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 table below presents reconciliations of certain non-GAAP measures. These reconciliations exclude restructuring charges and/or special items, which are usually 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. The non-GAAP measures include "noninterest income", "noninterest income adjusted for card reward accounting change", "total revenue", "total revenue adjusted for card reward accounting change", "noninterest expense", "noninterest expense adjusted for card reward accounting change", "net income", "net income available to common stockholders", "core average deposits" and "core annualized net charge-off rate". In addition, we present computations for "return on average tangible common equity", "return on average total assets", "efficiency ratio", "operating leverage" and "pro forma Basel III fully phased-in common equity tier 1 capital" as part of our non- GAAP measures. 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.

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Overview

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 Company overview and strategy  Improving financial performance  Capital/funding and liquidity  Risk management

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Company overview and strategy

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 13th largest U.S. retail bank holding company with attractive

demographics in core markets

 Attractive business mix with growing and profitable commercial

business complementing strong consumer business

 Client-centric model focused on deepening customer relationships

Attractive, client- centric franchise with scale

 Intense focus on strategic priorities driving attractive growth with

improving asset mix and returns

 Committed to driving enhanced efficiency and effectiveness  Prudently optimizing capital structure and risk profile to help drive

improved risk-adjusted returns

 Peer-leading capital ratios  Stable, low-cost deposit base  Solid asset quality through credit cycles

Strong, clean balance sheet supports growth plans Expected path to improved profitability

Key investment highlights

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Average industry experience of 27 years

Leadership Team Member Title

Bruce Van Saun Chairman and Chief Executive Officer Eric Aboaf Chief Financial Officer David Bowerman Vice Chairman and Head of Citizens Business Services Brad Conner Vice Chairman and Head of Consumer Banking Stephen Gannon EVP, General Counsel and Chief Legal Officer Malcolm Griggs EVP and Chief Risk Officer Beth Johnson EVP, Chief Marketing Officer and Head

  • f Consumer Strategy

Susan LaMonica EVP and Chief Human Resource Officer Don McCree Vice Chairman and Head of Commercial Banking Robert Nelson EVP and Chief Compliance Officer Brian O’Connell EVP and Regional Director Technology Services

Board Member Committees

Bruce Van Saun Chairman and Chief Executive Officer Arthur F. Ryan Lead Director; Chair of Compensation and Human Resources Committee; Member of Nominating and Corporate Governance Committee Mark Casady Member of Risk Committee Christine Cumming Member of Risk Committee Anthony Di Iorio Member of Audit Committee; Nominating and Corporate Governance Committee William P. Hankowsky Member of Audit Committee; Compensation and Human Resources Committee Howard W. Hanna III Member of Audit Committee; Nominating and Corporate Governance Committee Lee Higdon Member of Audit Committee; Compensation and Human Resources Committee Charles J. (“Bud”) Koch Chair of Risk Committee; Member of Audit Committee Shivan S. Subramaniam Chair of Nominating and Corporate Governance Committee; Member of Risk Committee Wendy A. Watson Chair of Audit Committee; Member of Risk Committee; Compensation and Human Resources Committee Marita Zuraitis Member of Risk Committee

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We are led by a strong and experienced Board & leadership team

Green highlighting denotes new additions since January 2015.

Since January 2015, have attracted or promoted from within more than 25% of our Executive Leadership Group (top 130)

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Dimension(2) Rank(3) 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(4) Mortgage: $13.3 billion #15 nationally(7) 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(8) National In-Footprint

Source: SNL Financial, unless otherwise noted. 1) Updated annually, as of 6/30/2015, excludes non-retail branches and banks with limited retail operations. 2) Data as of 3/31/2016, unless otherwise noted. 3) Ranking based on 12/31/2015 data, unless otherwise noted; excludes non-retail depository institutions, includes U.S. subsidiaries of foreign banks. 4) Thomson Reuters LPC, FY 2015 and 1Q16 ranking based on number of deals for Overall Middle Market (defined as Borrower Revenues < $500MM and Deal Size < $500MM). 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) According to IMF Retail Originators Bank Only ranking; reflects CFG organic origination volume as of 4Q15. 8) Based on market penetration, according to Greenwich Associates 4Q15 rolling four-quarter data (Citizens – Footprint - $25-500MM).

 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

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55% 45%

Commercial Consumer

 Corporate Banking  Commercial Real Estate  Franchise Finance  Asset Finance  PE/Sponsor Finance  Healthcare/Technology/

Oil & Gas/Not-for-Profit verticals

 Capital Markets  Global Markets  Treasury Solutions  Commercial Deposit Services  Retail Deposit Services  Mobile/Online Banking  Credit/Debit Card  Wealth Management  Home Equity loans/lines  Mortgage  Auto  Education Finance  Business Banking

Consumer Commercial Deep client relationships + Extensive product set

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Robust product offerings and balanced business mix

64% 36%

Commercial Consumer Targeting

50/50 Mix

Period-end loans and leases(1) $99 billion 1Q16 $74 billion 2009

Drive cross-sell and wallet share

1) Reflects loans and leases and loans and leases held for sale in our operating segments (Consumer and Commercial Banking). Excludes loans held in Other/Non-core loans. Non-core assets are primarily loans inconsistent with our strategic goals, generally as a result of geographic location, industry, product type or risk level.

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85% 85% CFG Peer Average 0.30% 0.37% 0.33% CFG Peer Average

Well capitalized with a common equity tier 1 capital ratio of 11.6%(1) on a fully phased-in Basel III basis

Solid asset quality performance with core net charge-offs of 30 bps(1) in 1Q16

Strong deposit franchise with $84.8 billion of core deposits(1,2), or 83%(1) of average total deposits, and a total deposit cost of 24 bps and strong liquidity coverage

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. See Appendix for a reconciliation of non-GAAP items. 2) Excludes term and brokered deposits.

1Q16 CET1 ratio

(Basel III transitional basis common equity tier 1 ratio)

1Q16 total deposits/ total liabilities 11.6% 10.4% CFG Peer Average

Strong, clean balance sheet funded with low-cost deposits

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1Q16 net charge-offs/ average loans and leases

Core Non-Core

(1)

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11.6% 11.1% 9.8% 10.4% 10.6% 10.9% 10.4% 11.1% 9.5% 10.6% 9.9% 15.1% 14.8% 14.7% 14.6% 14.4% 13.9% 13.8% 13.1% 13.1% 12.8% 12.4%

CFG MTB FITB BBT PNC RF Peer Avg KEY USB CMA STI

0.2% 1.3% 1.1% 1.8% 1.3% 0.7% 1.0% 0.3% 1.6% 0.0% 0.7% 3.2% 2.5% 3.7% 2.4% 2.5% 2.2% 2.3% 1.7% 2.0% 2.3% 1.8% 

Relatively high CET1 ratio of 11.6% versus 10.4% for peers, providing an additional capital cushion

─ Though moving toward a more efficient capital structure, CFG targets (~11% CET1) remain well above peers 

Tier 2 capital of 3.2% is ~90 bps above peer average

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Plans to adjust capital structure but remain above peers

Source: SNL Financial; capital targets from company earnings calls and disclosures. 1) Based on regulatory data. CFG Basel III transitional basis, Basel III ratios assume that certain definitions impacting qualifying Basel III capital will phase in through 2019. Ratios reflect the required U.S. Standardized methodology for calculating RWAs, effective January 1, 2015. 2) Total capital peer average calculated as the sum of the individual instruments’ peer averages.. 3) Total additional tier 1 capital equals tier 1 capital excluding common equity tier 1 and includes preferred equity. 4) Additional tier 1 capital excludes preferred equity.

1Q16 total capital(1)

Publicly stated CET1 targets

CFG ~11% BBT 9.0-10.0% FITB 9.0-9.5% KEY <9.5% MTB <10.0% PNC 8.0-9.0% RF ~9.5% STI 8.0-9.0% USB 8.0% Peer Avg ~9.1%

(2)

Common equity tier 1 Preferred equity Additional tier 1 Tier 2 Total additional tier 1 ratio Tier 2 ratio

(3) (4)

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Improving financial performance

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Building a top-performing regional bank

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Where we’ve come from

 Lagging revenue productivity

─ Under-levered balance sheet ─ Lack of scale in key businesses ─ Sub-optimal asset mix/risk appetite ─ Product and customer proposition behind peers ─ Underinvestment in brand Where we are now

 Developed/implemented plan to

address underlying issues and grow revenues ─ In the “middle innings” ─ Making steady progress ─ Delivering meaningful

  • perating leverage during

turnaround phase Where we’re going

 Well-balanced Commercial and

Consumer business mix ─ Leading customer service and value proposition ─ Capital deployment that delivers optimal risk-adjusted

  • returns. With improved NIM,

cross sell and fee income ─ Organic growth focus ─ Powerful, respected brand

 Lagging technology investment

and sub-optimal expense investment

 Technology platform that is

customer-centric, reliable, resilient and efficient

 Inconsistent and non-

comprehensive risk framework

 Significant efforts in progress to

advance risk/regulatory capabilities

 Fully capable of meeting

increasingly heightened regulatory expectations; strong embedded risk culture

 Immature governance and

reporting capabilities

 Fully developed reporting

capabilities; well-functioning Board and executive team

 Commitment to leadership

excellence; widely respected, transparent reporting

 Need for greater accountability

and sense of urgency

 Preserving “3C” historical culture

while improving execution effectiveness

 Top quartile rank – Organizational

Health Index, employee engagement Revenue Technology Risk & Governance Culture

 Have invested $500 million above

natural technology spend level over past 5 years ─ Efficiency initiatives are helping to fund growth initiatives

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Initiative 1Q16 Status Commentary Reenergize household growth

Retail checking households grew by ~15,000 or 1% vs. 1Q15. Deposits up 5% vs. prior year quarter and services charges up 5%.

Expand mortgage sales force

Origination volume up 15% from the prior year quarter, though LOs relatively flat and conforming mix below 40%. Work continues to improve operational processes.

Reposition Auto

Continue to execute on pricing optimization strategy, with stable credit performance. 1Q16 organic origination yields of 3.54%, up 4 bps from prior quarter and 11 bps from 1Q15.

Grow Student/Installment

Sustained momentum in Student with total loan balances doubling from 1Q15. Continued strong growth in Apple iPhone product with approximately $310 million of balances by the end of 1Q16.

Expand Business Banking

Increasing focus on deposits, cash management, and other fee income streams driving deposits up 6% and deposit fees up 7% compared to 1Q15.

Expand Wealth sales force

Financial consultants up 8%, or 25, vs. 1Q15 with strong hiring momentum in 1Q16. Continue to reposition business from transaction to fee-based model, notwithstanding market volatility.

Build out Mid-Corp & verticals

Mid-Corp and specialty verticals grew loan balances by over 10% vs. 1Q15. Continue to see strong growth in verticals driven by building industry-based expertise.

Continue development of Capital and Global Markets activities

Business holding fee income flat despite continuing weak market conditions. Rolling out enhanced interest rate products and FX originations platform in 2Q16 to improve delivery and risk management.

Build out Treasury Solutions

Fees up 20% vs. 1Q15 led by strength in core cash management services, TOP II pricing initiative, and commercial card.

Grow Franchise Finance

Strong growth with balances up 21% YoY(1). Continue expansion in well-established brands of quick service and fast casual franchises.

Expand Middle Market

Portfolio relatively stable compared to 1Q15, and up 1% vs. prior quarter. Deposits up ~$450 million, or 6%, and fee income up 6% versus prior year quarter.

Grow CRE

Continue to deepen relationships with top developers across core geographies. CRE loans up 2% QoQ and 17% YoY to $8.7 billion. Origination yields up 47 bps from 4Q15.

Reposition Asset Finance

Re-aligned business to reduce expense and drive increased penetration with Middle Market customer base. Portfolio balances up 1% compared to 4Q15, supported by initiatives targeting transportation, construction, and renewable sectors.

Balance Sheet Optimization

Asset optimization and deposit costs efforts led to NIM improvement in 1Q16. NIM of 2.86% in 1Q16 was 9 bps higher than both 4Q15 and 1Q15 with roughly 5 bps of benefit from Fed increase and 4 bps due to balance sheet

  • initiatives. Cost of deposits remained flat from 4Q15 at 24 bps.

TOP II Efficiency Initiative(2)

Initiatives performing well in 1Q16. Remain on track to deliver $90-$115 million of P&L benefit in 2016.

Summary of progress on strategic initiatives

Consumer Commercial CFG

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1) Excludes the impact of $335 million transfer of loan balances to Franchise Finance. 2) “Tapping our Potential” Phase II revenue and efficiency initiatives launched Mid-2015.

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6.9% 2.7% CFG Peer median

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(1,2))

Asset-sensitive balance sheet

(200 bps gradual increase over forward curve(3)) Peer data as of most recent 10-K filing

Robust NII growth

(Net interest income growth(1))

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1Q16 vs. 1Q15

9 bps 5 bps CFG Peer average

133 bps above peers 4 bps above peers 172 bps above peers

Peer median

Higher NIM expansion

(Net interest margin change(1))

Source: SNL Financial and Company filings. Peers include CMA, BBT, FITB, KEY, PNC, RF, STI and USB; MTB excluded due to recent acquisition. 1) Peer results adjusted for unusual or special revenue, expense and acquisition items. 2) Non-GAAP item. Card reward accounting change impact adjusts 1Q16 noninterest income and noninterest expense results by $7 million. 3) Peer data as of 2015 10-K filing. Peer estimates based on public disclosures and utilizes 200 basis point gradual increase above 12-month forward curve except PNC, which is based on a 100 basis point gradual increase and STI, which is based on 200 basis point shock. PNC and STI excluded from peer median.

4.3% 3.6% 4.9%

Fee income growth

(Noninterest income growth(1,2))

240 bps below peers

  • 2.9%
  • 0.5%
  • 4.9%

CFG results Peer average CFG excluding the impact of the card reward accounting change

(2) (1)

6.7% 3.0% CFG Peer average 8.1% 6.4%

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Well-controlled expenses

(Adjusted noninterest expense(1,2) change)

Improving returns as assets grow

(Adjusted return on average total assets(1) change)

Return on equity

(Adjusted return on average tangible common equity(1) change)

132 bps above peers

(12) bps Stable (144) bps

13 bps above peers

Accelerating profitability

(Adjusted net income available to common stockholders(1) 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 $10 million net restructuring charges and special items associated with efficiency and effectiveness programs and separation from

  • RBS. See important information on use of Non-GAAP items in the Appendix. Peer results adjusted for similar unusual or special revenue, expense and acquisition items.

2) Non-GAAP item. Card reward accounting change impact adjusts 1Q16 noninterest income and noninterest expense results by $7 million.

513 bps above peers

With continued focus on expense control and improving returns

1Q16 vs. 1Q15

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37 bps above peers

1.4% 1.9% CFG Peer average 2.3% CFG Adjusted results Peer average CFG excluding the impact of the card reward accounting change

(2) (1)

Efficiency improvement

(Adjusted efficiency ratio(1) change)

93 bps better than peers

(199) bps

Strong operating leverage

(YoY Adjusted Operating Leverage(1))

294 bps

130 bps better than peers

0.5% (4.7)% 164 bps (13) bps (106) bps

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CFG net interest margin improved in 2H15, sustain in 2016

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6 bps better than peers

Focusing on optimizing asset growth and minimizing cost of deposits

CFG Peer average

Source: SNL Financial and Company filings. Peers include CMA, BBT, FITB, KEY, PNC, RF, STI and USB; MTB excluded from 4Q15 and 1Q16 due to recent acquisition.

Lower net interest margin compression Lower yield compression

(Earning asset yield)

In line with peers

Opportunity to minimize deposit costs

(Total deposit costs change)

Improving trend  Improving trend  Improving trend 

0.22% 0.24% 0.25% 0.24% 0.24% 0.14% 0.14% 0.14% 0.14% 0.16% 1Q15 2Q15 3Q15 4Q15 1Q16 2.77% 2.72% 2.76% 2.77% 2.86% 2.98% 2.96% 2.94% 2.94% 3.01% 1Q15 2Q15 3Q15 4Q15 1Q16 3.12% 3.08% 3.13% 3.15% 3.23% 3.32% 3.28% 3.27% 3.25% 3.35% 1Q15 2Q15 3Q15 4Q15 1Q16 8 bps better than peers

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Loan yield and deposit cost initiatives

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Evaluating and refining targeted growth opportunities to drive risk-adjusted returns

Deposit gathering strategies Loan portfolio mix strategies

 Investing to drive growth in higher-return

categories such as student, other retail including iPhone upgrade loans and core home equity

 Reducing capital allocation to lower-

return categories such as auto where we slowed growth in 2H15

 Continuing momentum in mortgage and

credit card

 Improving advertising strategies through analytics with

a shift to higher-return direct mail

 Shifted incentives to emphasize checking account

growth

 Refined balance minimums for highest-value checking

product

 Launching Mass Affluent relationship checking product  Increasing use of rate-sensitive segmentation strategies

Consumer Banking Commercial Banking

 Targeting select deposit opportunities ─ Key vendors, low share-of-wallet clients ─ Deposit-rich industries, including Healthcare,

Technology, and Professional Services

 Reducing attrition by increasing focus on ‘at risk’ clients  Expanding/improving penetration with key products,

including card services and evergreen offering

 Ensuring greater alignment of deposit sales

performance to colleague incentive programs

 Improving lead-bank status in higher

return areas such as Middle Market, Industry Verticals, Franchise Finance

 Continuing to drive benefit from 2H15

loan pricing initiatives

  • TOP II
  • Capital Allocation Committee
  • Pricing Calculator
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We remain positioned for rising rates…

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Net interest income poised to benefit from rising rates ─ ~65-70% of asset sensitivity is centered around the short end of the yield curve ─ ~84% of the commercial loan portfolio and 46%

  • f home lending portfolio is floating rate

─ Fixed-rate assets amortize more quickly than the various sources of fixed-rate funding ─ Assume interest-bearing deposit betas in the high 50% range through a tightening cycle ─ ~5 percentage points higher than the industry experience in prior rate cycle

…but also see plenty of opportunity to further enhance performance by executing well on our initiatives Interest rate sensitivity trend

Note: Peer data from SNL as of 1Q16. Peer banks include BBT, CMA, FITB, KEY, MTB, PNC, RF, STI and USB. Peer estimates based on the public disclosures as of the most recent quarter available and utilizes 200 basis point gradual increase above 12-month forward curve, except PNC which is based on a 100 basis point gradual increase and STI which is based on 200 basis point shock. PNC and STI excluded from peer median.

Interest rate sensitivity ranking

(200 bps gradual increase)

11.0% 8.0% 6.9% 6.5% 5.4% 2.8% 2.8% 2.2% 2.1% 2.1% CMA MTB CFG RF PNC USB STI KEY FITB BBT 7.2% 6.8% 7.1% 6.1% 6.9% 3.3% 2.8% 2.7% 2.7% 2.8% 1Q15 2Q15 3Q15 4Q15 1Q16 CFG Peer median

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Capital/funding and liquidity

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12.2% 11.8% 11.8% 11.7% 11.6% 10.2% 10.2% 10.2% 10.3% 10.3% 1Q15 2Q15 3Q15 4Q15 1Q16 CFG Peer average 15.5% 15.3% 15.4% 15.3% 15.1% 13.8% 13.7% 13.6% 13.5% 13.6% 1Q15 2Q15 3Q15 4Q15 1Q16 CFG Peer average

Stronger capital than peers

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Announced increase in quarterly common stock dividend of 20% to holders on record on May 4, 2016

In 2015, paid $221 million in dividends and repurchased $500 million in common stock

Dividend payout ratio of 26%

Total common payout ratio of 85%

Considerations for 2016 CCAR submission

Highest capital ratio among regional bank peers; continue to manage ratios toward peers

Ample excess capital can comfortably fund attractive loan growth and robust capital management Tactical Priorities

Payout composition objectives

  • Target 25-30% dividend payout
  • Buyback attractive given low price-to-

tangible book multiple

Limit preferred issuance until ROTCE improves

Potentially reduce sub-debt through 2H purchase of RBS holdings

Common equity tier 1 ratio Total capital ratio

130 bps above peers 150 bps above peers

Source: SNL Financial. Capital targets based on peer bank earnings calls and disclosures. Peers include CMA, BBT, FITB, KEY, PNC, RF, STI and USB; MTB excluded from 4Q15 and 1Q16 due to recent acquisition.

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1Q16 change from $s in billions 1Q16 4Q15 1Q15 4Q15 1Q15 $ % $ % Investments and interest bearing deposits 25.5 $ 25.7 $ 27.1 $ (0.1) $ — % (1.5) $ (6) % Total commercial loans 47.0 45.8 43.5 1.2 3 3.5 8 Total retail loans 53.2 52.4 50.4 0.8 2 2.8 5 Total loans and leases 100.3 98.2 94.0 2.1 2 6.3 7 Loans held for sale 0.4 0.3 0.3 — 5 — 7 Total interest-earning assets 126.2 124.2 121.3 2.0 2 4.8 4 Total noninterest-earning assets 12.6 12.1 12.0 0.5 4 0.6 5 Total assets 138.8 $ 136.3 $ 133.3 $ 2.5 $ 2 5.5 $ 4 Low-cost core deposits(1) 53.6 52.7 49.8 0.9 2 3.7 8 Money market deposits 36.2 36.5 33.6 (0.3) (1) 2.6 8 Term deposits 12.2 12.2 12.2 — — — — Total deposits 102.0 $ 101.4 $ 95.6 $ 0.6 $ 1 6.3 $ 7 Total borrowed funds 13.9 12.6 15.5 1.3 10 (1.6) (11) Total liabilities 119.0 $ 116.7 $ 113.9 $ 2.3 $ 2 5.0 $ 4 Total stockholders' equity 19.8 19.6 19.4 0.2 1 0.4 2 Total liabilities and equity 138.8 $ 136.3 $ 133.3 $ 2.5 $ 2 % 5.5 $ 4 %

Consolidated average balance sheet

Linked quarter:

Total earning assets up $2.0 billion, or 2%, with loan growth of $2.1 billion, or 2%

Commercial loans up $1.2 billion driven by solid growth in Mid-corporate and Industry Verticals, Corporate Finance and Commercial Real Estate

Retail loans up $839 million driven by student, mortgage and iPhone upgrade program (iUp)

Total deposits increased $613 million on strength in low-cost core deposits, partially

  • ffset by lower money market balances

Prior-year quarter:

Total earning assets up $4.8 billion, or 4%

Commercial loans up 8% driven by strength in Commercial Real Estate, Corporate Finance, Mid-corporate and Industry Verticals and Franchise Finance

Retail loans up 5% driven by growth in student, mortgage and auto

Total deposits up $6.3 billion, or 7%, reflecting strength in DDA and checking with interest as well as money market

Borrowed funds down $1.6 billion

Senior debt and sub-debt issuances replaced short-term FHLB and repos

20

Highlights

1) Low-cost core deposits include demand, checking with interest and regular savings.

7% 30% 11% 15% 11% 6% 20% 50% 38% 12%

$126.2 billion Interest earning assets $115.9 billion Deposits/borrowed funds

Total Retail 43% Total Commercial 37%

CRE Other Commercial Residential mortgage Total home equity Automobile Other Retail Investments and interest-bearing deposits Retail / Personal Commercial/ Municipal/ Wholesale Borrowed funds

slide-22
SLIDE 22

$12.3 $10.3 $5.7 $6.8 $0.7 $0.5 $3.8 $4.0 $1.4 $1.1 $0.9 $0.9

$24.8 $23.7 1Q15 1Q16

90% U.S. Agency MBS

5% AAA-rated non-agency

18% of total earning assets, in line with peers

Primary goal is to provide a source of high-quality liquid assets

48% are Level 1 High-Quality Liquid Assets qualifying

45% are Level 2A High-Quality Liquid Assets qualifying

Secondary objective is to optimize for yield

Average effective duration of the fixed income securities portfolio is 2.9 years

Average life of fixed income securities portfolio is 4.0 years, with minimal credit risk

High-quality investment portfolio

$s in billions 21

Highlights

Yield Yield

2.48%

Total AFS Total HTM

U.S. Government Guaranteed Non-Investment Grade Non-Agency AAA FHLB, Federal Reserve Stock “GSE” Fannie Mae and Freddie Mac

Investment portfolio

4.30% 3.91% 2.11% 5.14% 2.45% 2.18% 2.50% 4.54% 2.22% 4.89% 2.03% 2.42% 2.38%

Investment portfolio ratings distribution

Fed agency and other stock Private label HTM GNMA securities HTM Private label AFS US government guaranteed AFS US agency AFS

Note: Data based on book value as of 1Q16.

5% 3% 2% 46% 44%

slide-23
SLIDE 23

27% 17% 39% 11% 6% 18%

16% 35% 30% 1%

1) Core excludes term and wholesale deposits. Non-GAAP item. See Appendix for a reconciliation of non-GAAP items.

Term Savings & Money Market Checking with Interest Demand

68% Core(1)

Term Savings & Money Market Checking with Interest Demand

83% Core(1) Cost of deposits: 1.32% Cost of deposits: 0.24%

$98.8 billion 2009 average deposits $102.0 billion 1Q16 average deposits

Deposit mix has improved significantly with core deposits(1) of 83% in 1Q16

Period-end loan-to-deposit ratio of 99% at 1Q16

Excluding wholesale deposits, average deposits increased $151 million in 1Q16 from 4Q15

22

Solid deposit base provides attractive, low-cost funding

Wholesale Wholesale

slide-24
SLIDE 24

17.7% 15.8% 15.7% 14.9% 14.4% 12.5% 12.3% 11.5% 8.8% 7.5% 6.7% PNC USB FITB BBT KEY Peer Avg CFG MTB STI RF CMA

FHLB advances Repurchase agreements sold Fed funds purchased Trading liabilities Commercial paper Subordinated notes and debentures Senior debt/other

1) Source: SNL Financial, based on regulatory data as of 3/31/2016. 2) Based on the September 2014 release of the U.S. version of the Liquidity Coverage Ratio (LCR). Note that as a modified LCR company, CFG’s minimal LCR requirement of 90% began January 2016.

Continue to broaden funding base with a goal of further enhancing stability and resiliency

Fully compliant with LCR requirement(2)

Holding Company market transactions include: $250 million preferred stock offering in April 2015; $250 million in ten-year subordinated notes in July 2015; $750 million in ten-year subordinated notes in December 2015; and repurchase of $125 million in subordinated debt in January 2016

Bank market transactions include: $1.5 billion senior note offering in December 2014, with $750 million in three- year notes and $750 million in five-year notes; $750 million in three-year senior notes in December 2015; $750 million in three-year notes in March 2016; and $1 billion in five-year notes in May 2016

Total Borrowings/Total Liabilities

23

Targeting a more peer-like funding structure

(1)

slide-25
SLIDE 25

Risk management

24

slide-26
SLIDE 26

0.6% 0.5% 0.6% 0.6% 1.0% 0.4% 0.3% 0.3% 0.3% 0.8% 1Q15 2Q15 3Q15 4Q15 1Q16 0.6% 0.5% 0.5% 0.6% 0.5% 0.6% 0.6% 0.4% 0.6% 0.5% 1Q15 2Q15 3Q15 4Q15 1Q16 1.7% 1.6% 1.5% 1.5% 1.5% 1.5% 1.3% 1.3% 1.3% 1.4% 1Q15 2Q15 3Q15 4Q15 1Q16

32% 25% 26% 3% 8% 2% 4% 64% 22% 8% 6% 0.3%

$53.0 billion 1Q16 retail portfolio

1) Source: Company data. Portfolio balances loan category, NCO and NPL data as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable. 2) Footprint defined as 11-state branch footprint (CT, DE, MA, MI, NH, NJ, NY, OH, PA, RI & VT) and contiguous states where CFG maintains offices (IL, IN, KY, MD & ME). 3) Source: SNL Financial. Product view - regulatory reporting basis. Peer banks include CMA, BBT, FITB, KEY, MTB, PNC, RF, STI and USB. NPL% equals nonaccrual loans plus 90+ days past due and still‐accruing loans (excluding FDIC “covered” loans and loans guaranteed by the U.S. government) as a % of total.

$48.0 billion 1Q16 commercial portfolio

Mid-Atlantic Midwest New England Leases C&I CRE Mid-Atlantic Midwest New England 25

Diversified and granular loan mix

 Weighted-average FICO score of 756  86% collateralized  69% of the consumer real estate portfolio is secured by a 1st lien  Highly granular, diversified portfolio with an average loan balance of less

than $10 million across the C&I, CRE and Leasing portfolios Home Equity Indirect Auto Residential Mortgage Education Finance Credit Cards Other Non-Core Business Banking

Retail NCO% Retail NPL% Commercial NPL% Commercial NCO%

Non-Core

31% 13% 31% 25%

Out of footprint(1,2)

25% 15% 33% 27%

CFG Peers

CFG vs. Peers(3)

Out of footprint 0.1% 0.1% 0.3% 0.2% 0.3%

  • 0.1%

0.0% 0.0% 0.0% 0.1% 1Q15 2Q15 3Q15 4Q15 1Q16

slide-27
SLIDE 27

Strong credit quality

1) Source: SNL financial, peers include BB&T, Comerica, Fifth Third, Key, M&T, PNC, Regions, SunTrust, and U.S. Bancorp. 2) NPL% equals Nonaccrual plus 90+ days past due and still accruing loans (excluding covered loans and loans guaranteed by the U.S. government) as a % of total.

Overall portfolio credit metrics have generally trended in line with regional banking peers

Core portfolio credit trends are favorable; Non-core portfolio has been a drag, but continues to run off

Core Non-Core

Non-performing loans/Loans Net charge-offs/Average loans Net charge-offs

$s in millions

Non-performing loans

$s in billions

26

$2.4 $1.8 $1.9 $1.4 $1.1 $1.1 $1.1 2010 2011 2012 2013 2014 2015 1Q16 $1,849 $1,165 $875 $501 $323 $284 $83 2010 2011 2012 2013 2014 2015 1Q16

2012 2013 2014 2015 1Q16 Total 1.01% 0.59% 0.36% 0.30% 0.33% Core 0.59% 0.38% 0.30% 0.26% 0.30% Non-Core 7.03% 5.20% 1.99% 1.68% 1.80% Peers(1) 0.86% 0.52% 0.38% 0.29% 0.37% 2012 2013 2014 2015 1Q16 Total 2.14% 1.65% 1.18% 1.07% 1.07% Core 1.81% 1.44% 1.01% 0.93% 0.94% Non-Core 6.75% 6.27% 6.07% 6.75% 6.78% Peers(1,2) 1.57% 1.17% 0.97% 0.81% 0.97%

slide-28
SLIDE 28

27

Allowance metrics stable

Credit expected to remain favorable

Source: SNL Financial and Company filings. Peer banks include BBT, CMA, FITB, KEY, PNC, RF, STI and USB; MTB excluded from 4Q15 and 1Q16 due to recent acquisition.

NCOs stable, comparable to peer average

(Net charge off ratio)

Credit costs gradually normalizing with modest reserve build to fund continued loan growth

$91 $364 $375-$425

1Q16 Provision expense 1Q16 Annualized provision expense Shows credit costs largely baked-in

Provision outlook

2016 Outlook

Largely reflects reserves to fund loan growth

$1,174 $1,088 $1,073 $1,106 $1,127 1.24% 1.13% 1.10% 1.12% 1.12% 1Q15 2Q15 3Q15 4Q15 1Q16 NPA$s NPAs/Total loans 1.27% 1.24% 1.23% 1.23% 1.21% 1.02 x 1.10 x 1.12 x 1.10 x 1.09 x 1Q15 2Q15 3Q15 4Q15 1Q16 Allowance/Total loans Allowance/NPAs

Nonperforming assets stable

$s in millions

0.23% 0.33% 0.31% 0.31% 0.33% 0.27% 0.26% 0.29% 0.31% 0.37% 1Q15 2Q15 3Q15 4Q15 1Q16 CFG Peer average

slide-29
SLIDE 29

27% 33% 15% 25% 33% 26% 27% 3% 9% 2%

Core retail portfolio

Highlights

 Weighted-average FICO score of 757  61% of the retail portfolio is > 750  Core Mortgage – average portfolio FICO of

771 and LTV of 63%

 1Q16 originations of $1.4 billion with

weighted-average FICO of 772 and yield of 3.32%

 Auto Finance – Super Prime/Prime book –

purchase only, no leasing, average portfolio FICO of 734

 65% new-car loans  1Q16 originations of $1.5 billion with

weighted-average FICO of 749 and weighted-average yield of 3.74%

 Student Lending – 95% of InSchool loans

co-signed with average portfolio FICO of 774

 1Q16 InSchool originations of $53 million

with average FICO of 765 and 93% co-sign rate

 1Q16 refi product originations of $292

million with weighted-average FICO of 780

by Product type by Geography 1Q16 $51.0 billion core retail portfolio

28

Out of Footprint New England Mid-Atlantic Midwest Home Equity Mortgage Auto Cards Education Finance Other 800+ 750-799 700-749 650-699 600-649 <600

by FICO

1) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable.

3% 5% 11% 20% 28% 33%

(1) (1)

slide-30
SLIDE 30

32% 68% 9% 10% 13% 16% 18% 34% 80% 8% 6% 3% 3% 64% 22% 10% 3% 1% 51% 49% 7% 8% 17% 27% 41%

WAFICO 739 WAFICO 768

Core home equity portfolio(1)

1) As of March 31, 2016. Excludes serviced by other portfolio. 2) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable.

by Loan-to-value by FICO by Lien position by Lien position by FICO by Loan-to-value

<649 650-699 700-749 750-799 800+ <70% 90-100% 600-649 650-699 700-749 750-799 800+ <600 100%+ 80-89% 71-79% <70% 2nd 1st 2nd 1st 71-79% 80-89% 

52% of the portfolio is secured by 1st lien

Weighted-average FICO of 764

86% has an LTV of less than 80%

1Q16 HELOC originations of $1.5 billion

─ Weighted-average FICO score of 795, and a

weighted-average CLTV of 63.2%

Highlights

100%+ 90-100%

Total home equity portfolio

29

86% with LTV <80% 88% with LTV <80%

$23.1B $21.5B $20.2B $18.6B $17.1B $16.7B 2011 2012 2013 2014 2015 1Q16

(2) (2) (2) (2) (2) (2)

1Q16 $14.5 billion HELOC 1Q16 $2.2 billion HELOAN

slide-31
SLIDE 31

$14.9 $11.0 ($0.7) ($1.5) ($1.7) Total O/S 2016 2017 2018 2019+

30

Highlights

 In no single year is the maturing population balance greater

than $2.0 billion

 Between 2016 and 2018, $3.9 billion ($3.7 billion core and $135

million non-core) is remaining to mature, including $71 million in balloons, or 26%, of the total drawn HELOC balances and $3.6 billion in undrawn exposure ─ 90% of the payment shock population has a FICO score greater than 740 or an LTV of 80% or lower

Proactive mitigation efforts

Maturing vintages as of March 31, 2016

Initiated comprehensive mitigation plan to manage exposure and assist customers through reset by offering alternative financing/forbearance options ─ Begin reaching out two years in advance of maturity dates ─ Policies, procedures and monitoring requirements; guidance on TDR/collateral dependency recognition ─ Enhanced product to maximize customer options – new 30-year, high-LTV HE loan product ─ Proactive assessment of unused lines before maturity to manage higher-risk customers

HELOC payment shock management

Charged-off 2013 – $668 million 2014 – $899 million 30+ Delinquent Loan modification Current without changes Off-us refinance CFG refinance 2015 – $1.26 billion

2016-2018 Maturing Population: 33% Sr. Lien; 72% <80% CLTV; 68% >740 FICO 90% <80% CLTV or >740 FICO

Maturity schedule 2016 - 2018 As of March 31, 2016

$s in billions

1) Includes serviced by other portfolio. (1)

15% 51% 23% 5% 2% 4% 29% 31% 28% 6% 3% 3% 48% 24% 19% 2% 5% 2%

slide-32
SLIDE 32

$1,211 $1,523 $1,561 $1,426 $1,386 768 760 759 765 772 1Q15 2Q15 3Q15 4Q15 1Q16 Origination volume WA FICO 3% 3% 7% 17% 32% 39% 64% 26% 6% 3% 1%

Core mortgage portfolio overview

Highlights

 Jumbo mortgages originated primarily within

the Bank’s lending footprint

 Predominately in-footprint with a weighted

average refreshed portfolio FICO score of 771 and CLTV of 63%

 1Q16 originations of $1.4 billion with

weighted-average FICO of 772 and yield

  • f 3.32%

 OREO portfolio of 177 units at $19.8 million

1Q16 $13.1 billion core mortgage portfolio by Refreshed CLTV by Refreshed FICO

$s in billions 2012 2013 2014 2015 1Q16 EOP balance $9.0 $9.0 $11.5 $12.6 $13.1

  • Avg. balance

$8.9 $8.6 $10.3 $12.0 $13.2 30-Day past due % of EOP loans 5.94% 4.68% 3.44% 2.58% 2.33% NPLs % of EOP loans 4.12% 3.66% 2.64% 2.30% 1.23% NCOs % of Avg. loans 0.46% 0.38% 0.16% 0.07% 0.10%

31

600-649 650-699 700-749 750-799 800+ <600 <70% 90-100% 71-79% 80-89% 100%+

Origination detail

$s in millions

Credit trends

73% 72% 73% 73% 72% WA LTV

1) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable.

(1) (1)

slide-33
SLIDE 33

1% 1% 14% 2% 2% 36% 24% 20% $1.8 $2.0 $1.7 $1.5 $1.5 742 742 745 748 749 1Q15 2Q15 3Q15 4Q15 1Q16 Total WA FICO 99% 98% 98% 99% 98% WA LTV 5% 8% 17% 24% 24% 22% 16% 15% 20% 22% 16% 11% 1% 1% 14% 2% 2% 36% 24% 20%

Auto portfolio credit metrics

32 $s in billions

 Auto Finance portfolio – purchase only, no

leasing, weighted-average FICO score of 734

 1Q16 originations of $1.5 billion with

weighted-average FICO score of 749 and weighted-average yield of 3.74%

 70% of the portfolio has a FICO score of

greater than 700, 56% < 72 months, and 65% are new-car loans

Highlights

601-649 650-699 700-749 750-799 ≥ 800

by FICO score by Term

≤ 36 37-48 49-60 76-84 61-63 64-66 67-72 73-75

by LTV

80-89% 90-99% 100-109% 110-119% ≥ 120 ≤ 80 ≤ 600

1) Assumes that for loans where refreshed FICO score information not available, the balance stratification is consistent with the remainder of the portfolio. 2) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable. (1) (1,2)

Auto + SCUSA Originations

(2) (2) (2) (2)

1Q16 $13.9 billion Auto portfolio

slide-34
SLIDE 34

$321 $389 $544 $267 $345 1Q15 2Q15 3Q15 4Q15 1Q16 InSchool ERL 78% 68% 64% 58% 55% 783 780 777 777 777 Core portfolio co-sign rate WA Origination FICO 700-739

Core education finance portfolio overview

Highlights by Refreshed FICO Credit trends

Note: YoY delinquency and NPL improvement driven by sale of FFELP loans in 3Q 2014. Previous origination data was based on amounts disbursed to students per quarter and represented balance sheet loan growth. Current data represents full amounts

  • riginated per quarter that have been committed to borrowers.

1) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable.

 Core education finance portfolio average FICO score of 771 and

co-sign rate of 55%

 95% of InSchool loans co-signed with average portfolio FICO of

774

 1Q16 InSchool originations of $53 million with average FICO

  • f 765 and 93% co-sign rate

Education Refinance Loan portfolio of $1.5 billion

 1Q16 refi product originations of $292 million with weighted-

average FICO of 780

 SoFi portfolio balance of $973 million with average

FICO of 773

33

<650 740-779 650-699 780-799 800-850

by Segment

InSchool Legacy run off Refinance loan Acquired portfolios

Origination Detail

$s in millions

(1) (1)

$s in billions 2012 2013 2014 2015 1Q16 EOP balance $1.3 $1.8 $1.9 $4.0 $4.7

  • Avg. balance

$1.3 $1.5 $1.7 $3.0 $4.9 30-Day past due %

  • f EOP loans

5.16% 3.77% 1.13% 0.72% 0.55% NPLs % of EOP loans 2.60% 1.80% 0.53% 0.45% 0.30% NCOs % of Avg. loans 0.68% 0.53% 0.37% 0.41% 0.35%

1Q16 $4.7 billion core education finance portfolio

30% 9% 34% 27% 2% 7% 14% 27% 17% 33%

slide-35
SLIDE 35

20% 7% 6% 6% 5% 5% 5% 4% 4% 4% 4% 3% 3% 3% 2% 2% 2% 2% 13%

Commercial portfolio overview

Asset quality relatively stable and has reached pre-crisis levels

Overall credit risk is moderate and compares well with peers – $20.7 billion shared national credit portfolio as of 1Q16(5) – $9.0 billion Commercial Real Estate business portfolio as of 1Q16

Quality of new originations compares favorably to

  • verall portfolio

Highlights 1Q16 $48.0 billion commercial portfolio

Real Estate All Other(3) Food & Beverage Healthcare Business Services Machinery & Equipment Transportation Technology Banking & Financial Services

34

Restaurants

by Industry Sector

1) By industry SIC code. 2) Comprises exposure to companies at risk from impact of declining oil prices. 3) All Other stratifies over an additional 15 industry classifications with the largest portion representing no more than 1.49% of the total portfolio. 4) Includes non oil-price sensitive industries such as Water Supply, Sewer Systems, Refuse Systems, and Sanitary Systems. 5) 1Q16 shared national credit portfolio balances include approximately $700 million of loans not categorized as shared national credits in prior periods. Management estimates that on the same basis the shared national credit portfolio would have been approximately $19.0 billion as of 12/31/15. 6) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016, as applicable. (1)

Oil & Gas(2)

Investment grade-equivalent risk rating

Entertainment Education services Chemicals Metals & Mining Healthcare products Lessors Automotive 2% 2% 2% 3% 3% 10% 10% 9% 9% 10% 55% 56% 57% 57% 58% 26% 26% 26% 26% 26% 7% 6% 6% 5% 3% $44.2B $45.2B $45.5B $46.4B $48.0B 1Q15 2Q15 3Q15 4Q15 1Q16 AAA to A- BBB+ to BBB- BB+ to BB- B+ to B B- and Lower All other energy(4)

(6)

slide-36
SLIDE 36

30% 22% 1% 18% 2% 6% 7% 4% 5% 5% 54% 2% 24% 2% 16% 2%

27% 11% 24% 38% New England Midwest Mid-Atlantic Other

Commercial Real Estate line of business overview

35

 Strategy to up tier portfolio to larger, more well-

capitalized institutional and upper middle-market borrowers

Investment Grade-Equivalent Risk Rated portfolio up ~$122 million since 1Q15

REIT portfolio up $388 million since 1Q15

 72% of the portfolio is Project-Secured lending,

54% represented by income-producing projects, and 24% Real Estate Investment Trusts, with a particular focus on mid-caps

 Less than 2% land financing

1Q16 $9.0 billion Commercial Real Estate Line of Business

by Facility Type

by Investment Grade-equivalent risk rating

Income producing REIT Corporate facilities Construction Unsecured (excl. REITs) Other Land

by Property Type

Office Multi-family Retail Non-CRE Collateral Healthcare Hospitality Land Other CRE Collateral Industrial Unsecured

Highlights By Geography

3% 2% 3% 3% 3% 7% 8% 8% 9% 12% 58% 58% 56% 58% 57% 31% 31% 31% 30% 28% 1% 1% 1% 1% 1% $7.6B $8.0B $8.4B $8.7B $9.0B

1Q15 2Q15 3Q15 4Q15 1Q16

AAA to A- BBB+ to BBB- BB+ to BB- B+ to B B- and Lower

(1)

1) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016 as applicable.

slide-37
SLIDE 37

25% 19% 17% 5% 8% 26%

1.8% 98.2%

6% 9% 42% 21% 22%

Oil & Gas portfolio overview

Well-diversified portfolio with ~100 clients

Includes $339 million of corporate aircraft leases arising from Asset Finance

$200 million of loans across seven credits moved to nonperforming status in 1Q16 following new regulatory guidance related to multi-tiered structures

All loans current, still paying

No charge-offs have been recorded

No second lien positions

Oil and gas portfolio loan loss reserves of $61 million as of 3/31/16

Reserves to total loans of more price-sensitive portfolios now at 6.3%(3)

No E&P customers have filed bankruptcy 36

Highlights

Total loans outstanding

Oil & Gas All other loans

1) Includes Downstream, Integrated, and Midstream sub-categories. 2) Portfolio balances as of March 31, 2016. FICO score, LTV ratio, loan term, lien position, risk rating, property type, industry sector and geographic stratifications as of February 29, 2016 as applicable. 3) Reserves/(More price-sensitive Oil & Gas portfolio outstandings - leases secured by aircraft ($135 million)).

AAA to A- BBB+ to BBB- BB+ to BB- B+ to B B- and lower

15% investment grade ~$1.1 billion more sensitive to declining oil prices

Midstream Integrated Downstream Reserve-Based Lending (RBL) Upstream, Non-RBL Oil Field Services

Oil & Gas portfolio by Sub-sector Oil & Gas portfolio by Investment grade-equivalent risk rating(2)

1Q16 Oil & Gas Outstandings

$s in millions Total O/S Utilized % Criticized % Nonaccrual status Less price-sensitive total 706 $ 64% 0% $ Upstream 314 82% Oilfield Services 344 67% RBL 457 63% More price-sensitive total 1,115 69% 49% 210 Total Oil & Gas 1,821 $ 67% 30% 210 $

(1)

slide-38
SLIDE 38

Non-core portfolio overview

Non-core assets as of 1Q16 Non-core assets

Home equity serviced by others (SBO) $1.3 Consumer real-estate secured 0.4 Student 0.3 Commercial real estate 0.1 Commercial 0.0 Non-core CFG $2.2

Drivers of non-core asset reduction

$20.5 billion of assets identified as Non-Core in June 2009; only $2.2 billion remain

─ Down 62% from end of 2012 ─ Represents ~2% of total loan portfolio 

SBO portfolio 73% home equity loans and 27% HELOC as of 1Q16

─ Refreshed WA CLTV improved to 89.2% due to Case Shiller

forecast improvement; now 90% < 100% LTV

─ Accounted for < 1.3% of total loans but contributed 9.8% of

charge-offs in 1Q16

Highlights

37 $s in billions

$20.5 $2.2 ($10.3) ($1.3) ($2.8) ($3.9) Jun-09 Runoff Sales Transfers to Core Net Charge-

  • ffs

1Q16

$20.5 $17.3 $13.4 $8.4 $5.7 $3.8 $3.1 $2.3 $2.2 June 2009 2009 2010 2011 2012 2013 2014 2015 1Q16

slide-39
SLIDE 39

Appendix

38

slide-40
SLIDE 40

Non-GAAP reconciliation table

39

(Excluding restructuring charges and special items) $s in millions

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)% Add: Card reward accounting change 7

  • Noninterest income, adjusted for card reward accounting change and excluding special items (non-GAAP)

$337 $347 (2.9)% 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 % Add: Card reward accounting change 7

  • Total revenues, adjusted for card reward accounting change and excluding special items (non-GAAP)

$1,241 $1,183 4.9 % 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 % Add: Card reward accounting change 7

  • Noninterest expense, adjusted for card reward accounting change and excluding restructuring charges and special items (non-GAAP)

$818 $800 2.3 % Efficiency ratio: Efficiency ratio (non-GAAP) C/A 66 % 68 % Efficiency ratio, excluding restructuring charges and special items (non-GAAP) D/B 66 % 68 % (199) bps Operating leverage: Total revenue (GAAP) $1,234 $1,183 4.3% Noninterest expense (GAAP) $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) $1,234 $1,183 4.3% Less: Noninterest expense, excluding restructuring charges and special items (non-GAAP) $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 % 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) I $13,169 $12,948 Return on average tangible common equity (non-GAAP) G/I 6.61 % 6.53 % Return on average tangible common equity, excluding restructuring charges and special items (non-GAAP) H/I 6.61 % 6.73 % (12) bps Return on average total assets, excluding restructuring charges and special items: Average total assets (GAAP) J $138,780 $133,325 Return on average total assets, excluding restructuring charges and special items (non-GAAP) F/J 0.65 % 0.65 %

  • bps

FOR THE QUARTER ENDED MARCH 31,

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Non-GAAP reconciliation table

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(Excluding restructuring charges and special items) $s in millions, except per share data 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 ratio1: 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) K $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) L $116,823 Pro forma Basel III fully phased-in common equity tier 1 capital ratio (non-GAAP)1 K/L 11.6% Core annualized net charge-offs: Net charge-offs M $83 Average total loans and leases N 100,262 Annualized net charge-off rate M/N 0.33% Core net charge-offs O $73 Core average total loans and leases P 98,045 Core annualized net charge-off rate O/P 0.30% Core average deposits: Average deposits Q $101,981 $98,777 Less: Non-core average deposits 17,131 31,274 Core average deposits R $84,850 $67,503 Core average deposits as a percentage of reported average deposits R/Q 83% 68% FOR THE QUARTER ENDED MARCH 31, FOR THE YEAR ENDED DECEMBER

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