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Bottom up review informs and narrows COVID-19high-risk industry sectors (as of June 30, 2020)BAL (1)% ofBAL %Utilization(2) 1.37b1.5%66%—%80%6%48% 0.26b0.3%80%6%—%23%5% 1.13b1.2%72%4%4%32%4% 0.46b0.5%75%—%—%29%8%Restaurants – Full service, Special Food Services 0.80b0.9%86%21%40%29%32%Retail (non-essential) – Clothing 0.25b0.3%67%—%75%11%44%Travel and Leisure – Amusement, arts and recreation 0.65b0.7%80%37%48%17%17% 4.92b5.4%73%10%40%21%25%BAL (1)% ofBAL %Utilization(2)Hotels – Full service, limited service, extended stay 0.98b1.1%81%—%69%18%27%Retail (non-essential) – Primarily malls and outlet centers 2.53b2.8%65%—%77%9%25% 3.51b3.9%69%—%75%11%25%C&I PortfolioEnergy – Oil & Gas Extraction, Oilfield ServicesFreight transportation – Local General Freight, FreightArrangementHealthcare – Offices of Physicians and Other HealthPractitionersOther Consumer Services – Personal care services,Religious Organizations, Dry cleaning & Laundry ServicesTotalCRE related exposures including unsecured C&ITotalLeveragedSNC%%% of BAL % of BAL Deferral CriticizedLeveragedSNC%%% of BAL % of BAL Deferral CriticizedOngoing Portfolio Surveillance Proactive, frequent customer dialogue Closely monitoring most vulnerable customers Monitoring ratings migration Central reporting on enterprise-wide relief initiatives Established pandemic related monitoring Deferral requests Revolver draws(1) Amounts exclude PPP Loans, Operating Leases and Held For Sale exposure. (2) Borrowing Base Adjusted Commitments, excludesOperating Leases and Held For Sale.12

COVID-19 high-risk industry sectors waterfall( in billions)QoQ highlights 2.3 0.7 12.4 8.4 (6.3) Based on a deep dive of ourportfolios, COVID high-risk industrieswere further refined to thoseexhibiting higher levels of stress dueto COVID impact CRE Retail sector was updated toreflect all retail, not just malls(1) (0.7) Several sub-sectors were removedincluding but not limited 2)6/30/2020High-RiskBalances Energy sub-sectors other thanOFS and E&P Freight Transportation subsectors other than Trucking C&I Retail (non-essential) subsectors other than Clothing(1) CRE Retail sector was updated to reflect all retail, not just malls. (2) Other activity includes payments, charge-offs, new loans, moves toheld for sale and NAICs changes.13

Capital and liquidityTier 1 capital ratio(1)QoQ highlights Preliminary stress capital buffer for 4Q20-3Q21 estimated at3.0%; final stress capital buffer to be determined by August 3111.1%10.6%2Q191Q2010.4%2Q20Common equity Tier 1 ratio(1)9.4%8.9%1Q20 LQ decline in capital ratios driven primarily by 2Q netloss, purchase of Ascentium Capital, growth in RWA Issued 350M preferred equity in 2Q that mitigateddecline in Tier 1 capital Declared 149M in 2Q common dividends; no 2Q sharerepurchases - suspended repurchases through the end of 2020 Subject to Board approval, management will recommend 3Qdividend be maintained at current level; will monitor economicenvironment and adj. future capital distributions as appropriate9.9%2Q19 CET1 ratio of 8.9%(1); internal models informed by severelyadverse stress testing continue to indicate 9% is appropriatecapital level in normal conditions to ensure capital adequacy inperiods of stress, such as the current environment2Q20(1) Current quarter ratios are estimated. (2) Based on ending balances. 1B of pre-tax securities gains and 1.9B of pre-tax hedge gainsin OCI are not included in regulatory capital numbers but areavailable to absorb losses Historically high deposit balances contributed to 10 ppt declinein 2Q loan-to-deposit ratio ending quarter at 78%14

Appendix15

Proactive hedging strategyNotional cash flow derivatives at 6/30/20(1)( in billions) 21.50 21.75 22.75 22.75 22.75 18.50Securities and hedges(1) as %(4)ofearningassets50%40%30% 15.50Peer Median 27%20%Securities4Q191Q202Q20Legacy swapsCash-Flow HedgeNotional3Q204Q201Q21Program swaps2Q213Q21Program floorsPeer 13RFPeer 12Peer 11Peer 10Peer 9Peer 8Peer 7Peer 6Peer 5Peer 4Peer 3Peer 20% 6.25Peer 110%Cash flow hedges Comprehensive hedging strategy intended toprotect NII and promote earnings stability Majority of hedges active in 1H20; with 3B ofadditional protection beginning 3Q20 Program hedges mature 5 years from startdates, protecting against lower rates for longerFixed Rate/Strike(2)Inclusive of deferredG/L(3)2.18% Hedging stabilizes NII sensitivity profile toshort-term rates in 2020 and beyond1.74% Better protected than peer set both in size andduration of protectionProgram Swaps 11.0B2.15%Program Floors 6.75B2.08%Legacy Swaps 5.00B1.49%(1) Includes both active and forward starting swaps/floors entered into prior to 6/30/2020 that provide incremental NII protection. (2) Weightedaverage strike price for program floors excludes premiums paid. Swap and floor floating legs a blend of 1m/3m LIBOR, primarily 1m LIBOR. (3) Avg.receive fixed rate including amortization of deferred gains (losses) from terminated cash flow hedges. (4) 1Q20 data latest available whenpublished; Source: SEC reporting; peers include CFG, CMA, FHN, FITB, HBAN, HWC, KEY, MTB, PNC, SNV, USB, ZION, and TFC.16

Interest rate exposure of futurebusiness and long-term rates% Fixed Within the securities portfolio, reinvestment and premiumamortization contribute to a portion of Regions’ NII exposure tointerest rates Portfolio constructed to protect against lower market rates* 31% of securities portfolio in bullet-like collateral (CMBS,corporate bonds, and USTs), up from 27% at year-end 2018* Purchase MBS with loan characteristics that offer prepaymentprotection: lower loan balances, seasoning, and state-specificgeographic concentrationsPeer 13Peer 12Peer 11Peer 10Peer 9RFPeer 8Peer 7Peer 6Peer 5Peer 4* Exposure to fixed-rate assets in-line with peers ( 41% fixedexcluding hedges)Peer 3 Balance sheet mix is a reasonable proxy for long-end rate sensitivityPeer median 42%Peer 2* 10.5B fixed-rate loan production* 4B fixed-rate securities reinvestment100%90%80%70%60%50%40%30%20%10%0%Peer 1 The majority of Regions’ residual NII exposure to interest ratescomes from future business activities and cash-flow reinvestment;full-year 2020 estimate:Fixed / float loan mix(1)% VariableSecurities portfolio composition(2)Corporate Bonds:5.4%Non-Agency CMBS:2.4%Agency/UST: 0.9%Agency CMBS:23.2% 25.2B Book premium lower by over 32% since last time long-termrates hit lows in 2016(1) 3/31/2020 data latest available; Source: SEC reporting, Call Report data for loan repricing within 1 year; Peers include CFG, CMA, FHN, FITB,HBAN, HWC, KEY, MTB, PNC, SNV, USB, ZION, and TFC. (2) Includes AFS, the unrealized AFS gain, and HTM securities as of 6/30/2020.Agency MBS:68.1%17

CET1 Waterfall0.6%9.4%(0.1)%(0.3)%8.9%(0.7)%1Q20 CET1%Pre-tax preprovisionincome(2)CommondividendNote: Provision expense includes the impact of CECL deferral(1) Current quarter ratios are estimated. (2) Non-GAAP; see appendix for 2Q20 CET1%(1)18

Allowance for credit losses waterfall( in millions)QoQ highlights Q2 allowance increased 760M from Q1due primarily to: 382 136 2,425 242 Downgrades in Retail, Hotel, Energyand Restaurant sectors Continued economic uncertaintydue to COVID-19 pandemic Ascentium acquisition 1,6653/31/2020EconomicOutlook &RelatedAdjust.Risk RatingChangesPCD and NonPCD reservesfor Ascentiumpurchase6/30/2020 Given difficulties in modeling the currentmacroeconomic environment, portfoliospecific reviews were completed toensure appropriate alignment withpotential risks in the portfolios Given the focus on unemployment,additional analytics were performed inorder to provide a range of potentialmodel adjustments19

Base R&S Economic Outlook(as of June 19, 2020)Pre-R&Speriod2Q2020 3Q2020 4Q2020 1Q2021 2Q2021 3Q2021 4Q2021 1Q2022 2Q2022Real GDP, annualized % changeUnemployment rateHPI, year-over-year % changeS&P 500(37.9)%25.6%9.0%5.6%4.1 %3.0 %2.9%2.6%2.8%13.2 %9.9%9.1%8.6%7.9 %7.4 %7.0%6.7%6.5%5.7 533,2703,2833,3133,3473,3753,398 Economic forecasts represents Regions’ internal outlook for the economy over the reasonable &supportable forecast period. Given significant government relief programs and stimulus, as well as certain limitations in ourmodels in the current economic environment particularly the level of unemployment, managementdeveloped alternative analytics to support reductions to the modeled results. The June 30, 2020 allowance includes a reduction to the modeled Base forecast to adjust foroversensitivity within the models, specifically for unemployment. These adjustments must thereforebe taken into consideration when comparing these scenarios with the final allowance.20

Allowance AllocationAs of 6/30/20(in millions)C&ICRE-OO MortgageCRE-OO ConstructionTotal CommercialIRE MortgageIRE ConstructionTotal IRELoan Balance 47,6705,491314 53,47553As of 3/31/20ACLACL/Loans 1,1092.33%2494.53%206.25% 1,3782.58%Loan Balance 45,3885,550309 51,247ACLACL/Loans 5971.32%1803.24%175.50% 7941.55%5,2211,908 7,12913255 1872.53%2.89%2.62%5,0791,784 6,8635823 811.14%1.29%1.18%Residential First MortgageHome Equity LinesHome Equity LoansIndirect- VehiclesIndirect- Other ConsumerConsumer Credit CardOther ConsumerTotal Consumer15,3824,9532,9371,3313,0221,2131,106 29,944151146423427814366 5,2013,0001,5573,2021,3031,190 29,98896142332430012174 vernment Guaranteed PPP LoansTotal, Excluding PPP Loans(1) 90,5484,498 86,050 2,425— 2,4252.68%—%2.82% 88,098— 88,098 1,665— 1,6651.89%—1.89%(1) Non-GAAP; see appendix for reconciliation.Note - All PPP loans are included in C&I. Excluding PPP loans from that category would increase the ACL ratio for C&I loans to 2.57%.21

Commercial loansAs of 6/30/20( in millions)Administrative, Support, Waste & RepairAgricultureEducational ServicesEnergy - Oil, Gas & CoalFinancial Services53Government & Public SectorHealthcareInformationProfessional, Scientific & Technical ServicesReal EstateReligious, Leisure, Personal & Non-Profit ServicesRestaurant, Accommodation & LodgingRetail TradeTransportation & Total CommercialTotal Commitments ,9932,8185,0103,8774,6756,3509,333158 89,157 Includes Commercial and Commercial Real EstateOwner Occupied Loans Utilization % presented incorporates all loan structuresin the portfolio; utilization on revolving line structureswas 45% at 6/30/2020Outstanding Balances 2632,4803,1192,7011,9013,3485,176(212) 53,475% 70%41%53%55%N/A60% The Real Estate section includes REITs Commitments to make commitments are notincluded(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.22

Leveraged portfolio(outstanding balances as of June 30, 2020)Leverage DefinitionLeveraged Balances by Industry Regions Leveraged Lending Definition - 6.1B in balances Commitments are 10MProfessionalServices 17% Leverage exceeds 3x senior debt; 4x total debtInformation 13% Includes investment & non-investment grade loansManufacturing 10%17%17% Healthcare 10% Regions’ leveraged lending exposure just below the peeraverage(1)Financial Services9%7% 6.1B8%13%Wholesale 9%10%9%9%10%Moody’s 2018 Regional Bank Survey Definition(1) - 3.0B inoutstanding balancesReligious, Leisure,Personal & NonProfit Services 8%Restaurant,Accommodation &Lodging 7%Other 17%(Portfolios 7% oftotal) Important Factors Not a strategic growth objective; used to support clientrelationships Sponsor-owned clients as a percentage of total portfoliocontinue to decline Enhanced centralized underwriting, servicing, and creditadjudication Very limited participation in the highest risk segments ofleveraged loans - Covenant Lite & Term Loan B Approximately 81% of leveraged loans outstanding arealso SNCs(1) As measured against TCE. Moody’s Investor Services – “Regional banks’ leveraged loan exposures are modest but growing”23

SNC portfolio(outstanding balances as of June 30, 2020)Shared National Credit Balances by Industry9% Portfolio Characteristics9%47%9% 21.5B8%6%6%6%Financial Services 9%Retail 9%Energy 9%Manufacturing 8%Information 6%Wholesale 6%Healthcare 6%Other 47% (Portfolios 6% of total) Diverse industry mix 31% of balances are investment grade 23% of balances are leveraged 24% of balances are sponsor-backed 8% of SNC balances are criticized24

Energy lendingAs of 6/30/20( in millions)# of Clients(2)Oilfield services and supply (OFS)162(1)TotalCommitments 516OutstandingBalances 360% Utilization70% Criticized 187% Criticized52%Exploration and production 1%13220%15533689726%-0%92877225%4360%PPP Loans1271313100%-0%Total direct446 4,303 2,19551% 83438%DownstreamOther(3) Leader in the Energy lending business for over 50 years No second lien exposure Throughout 2019 and 2020, growth in Energy commitmentsand outstandings have been essentially flat Midstream sector continues to benefit from protectivecontracts for gathering, transporting and storinghydrocarbons. EBITDA levels are projected to drop 2H20as throughput volumes decline. 85.8M in charge-offs for YTD 2020, 84.2M of which isassociated with four clients 10.5% allocated reserve for COVID-19 high-risk energy loans(2)(ex-PPP); 8.1% allocated reserve for total direct (ex-PPP) No Leveraged loans within the direct energy related balances Utilization rate has remained between 40-60% since 1Q15 Hedge positions are adequate for oil producers and strongfor natural gas providers. Average oil hedge position of59% and 35% of proved developed reserves (PDP) for 2020and 2021, respectively with natural gas providers hedgedat 73% and 84% of PDP for the same periods. Direct energy loans that are on non-accrual status are 6% ofenergy loans at 6/30/20(1) Represents the number of clients with loan balances outstanding. (2) OFS and E&P are designated as COVID-19 high-risk portfolios. (3) Othercategory is primarily related to Bituminous Coal Mining.25

Energy lending (continued)Balances by CategoryGross Losses 1,500 85.8 90 80 1,200 7053 60 900 (Millions) (Millions) 75.1 600 50 36.7 40 32.9 28.5 30 20 300 6.0 10 oaLOtPPP2Q2020 0 0.02014201520161207120812090D220YTE&POilfield ServicesMidstreamDownstreamOther**Other Losses include losses to MLP funds as well as losses related to coal.26

Restaurant lendingAs of 6/30/20OutstandingBalances 1,280% Utilization84% Criticized 168% ofOutstandingCriticized13%( in millions)Quick Service# of Clients*18,491TotalCommitments 1,521Casual Dining3156048787%25452%Other2316614990%2013%53PPP Loans2,548396396100%—0%Total Restaurants21,093 2,643 2,31287% 44219% Team of bankers in place with specialization in thisindustry Charge-offs were 21 million in 2019 and are 31.6million YTD 2020 Greater risk focus on quality of sponsor Quarantines, social distancing, and reduced businesstravel will result in lost demand, much of which may notbe recoverable 798M balances of full-service and special food servicesreflect COVID-19 high-risk loans; 7.1% allocated reserve(ex-PPP); 6.7% allocated reserve to total restaurantbalances (ex-PPP) Prior to the pandemic, Regions had strategically exitedsome higher risk restaurant relationships at par; throughnatural attrition and proactive risk management actions,we have reduced our exposure Casual dining is the sector under the most stress Quick service restaurants focus on fast food service andlimited menus. Same store sales have held up reasonablywell given the digital platform, drive thru and deliverycapabilities. 18% of Restaurant Outstandings are leveraged 131 million of balances and 138 million of commitments relating primarily to Traveler Accommodations have been excluded from the Restauranttotals and are reflected in the Hotel related exposure.*Represents the number of clients with loan balances outstanding.27

Hotel lendingAs of 6/30/20OutstandingBalances 714% Utilization80% Criticized 0% ofOutstandingCriticized0%( in millions)CRE-Unsecured# of Clients*12TotalCommitments 888IRE – Mortgage1724723896%23699%IRE – Construction3803139%31100%Consumer Services3,66613813195%11%3293737100%—0%4,027 1,390 1,15183% 26823%PPP LoansTotal Hotel related53 CRE – Unsecured outstanding balance is comprised of 12 REIT customers 59% of total hotel related loans are SNCs The REIT portfolio benefits from low leverage, strong liquidity, and diversity of property holdings. Companieshave also taken proactive steps to reduce CAPEX, cut dividends, and reduce overhead to preserve cash.*Represents the number of clients with loan balances outstandingConsumer services represents amounts relating primarily to Traveler Accommodations that have been excluded from the Restaurant totals and arereflected in the Hotel related exposure28

Commercial retail lendingAs of 6/30/20# of Clients*30TotalCommitments 3,114OutstandingBalances 1,789% Utilization57% Criticized92% 49555%292%1638122960%——%2,3201,26655%292%( in millions)REITsLeveragedNot 8848%16328%4,605334334100%00%34,802 8,909 5,54863% 84015%PPP LoansTotal Retail(1) Approximately 553 million of outstanding balances across theREIT and IRE portfolios relate to shopping malls and outletcenters, comprised of 338 million Class A and 215 millionClass B/C. Portfolio exposure to REITs specializing in enclosed malls consistsof a small number of credits. 48% of balances are Investment Grade with low leverage IRE portfolio is widely distributed; largest tenants typicallyinclude 'basic needs' anchors. However, almost all IRE Retaildowngraded to Criticized in May due to low rent collections andconcerns over tenant viability longer term. C&I retail portfolio is also widely distributed; largest categoriesinclude: Motor vehicle & parts dealers 325 million outstandingto 2,200 clients Building materials, garden equipment & supplies 240million outstanding to 1,100 clients Non-store retailers 150 million outstanding to 1,000clients CRE-OO portfolio consists primarily of small strip malls andconvenience stores and is largely term loans where a higherutilization rate is expected ABL portfolio is collateralized primarily by inventory andaccounts receivableSecurities portfolio includes 518 million (net of defeased loans) of post-financial crisis issued AAA rated CMBS with exposure to retail within thediversified collateral pool; protected with 50% credit enhancement (defease adjusted), and losses expected to be de minimis in severely adversescenario

Net interest income and net interest margin NII(1) and NIM ( in millions) (1) Net interest income on a fully taxable equivalent basis. (2) 1m LIBOR -1.05% QoQ; 10yr US Treasury -0.69% QoQ. (3) Hedges remain active; 1.9B unrealized, pre-tax gain, to be amortized into NII over the remaining life of hedges 5 years. (4) Assumes Fed Funds Target