Merrill Lynch

2008 Banking & Financial Services Conference

November 11-13, 2008

Exhibit 99.1

FORWARD LOOKING STATEMENTS

The information contained in this presentation may include forward-looking statements which reflect Regions' current views with respect to future events and financial performance.

The Private Securities Litigation Reform Act of 1995 ("the Act")

provides a safe harbor for forward-looking statements which are identified as such and are accompanied by the

identification of important factors that could cause actual results to differ materially from the forward-looking statements. For these statements, we, together with our subsidiaries,

unless the context implies otherwise, claim the protection afforded by the safe harbor in the Act. Forward-looking statements are not based on historical information, but rather are

related to future operations, strategies, financial results, or other developments. Forward-looking statements are based on management's expectations as well as certain

assumptions

and

estimates

made

by,

and

information

available

to,

management

at

the

time

the

statements

are

made.

Those

statements

are

based

on

general

assumptions

and

are subject to various risks, uncertainties, and other factors that may cause actual results to differ materially from the views, beliefs, and projections expressed in such statements.

These risks, uncertainties and other factors include, but are not limited to, those described below:

Regions' ability to achieve the earnings expectations related to

businesses that have been acquired, including its merger with AmSouth Bancorporation, or that may be

acquired in the future.

Regions' ability to expand into new markets and to maintain profit margins in the face of competitive pressures.

Regions’

ability to keep pace with technological changes.

Regions’

ability to manage fluctuations in the value of assets and liabilities and off-balance sheet exposure so as to maintain sufficient capital and liquidity to support Regions’

business

Regions' ability to keep pace with technological changes.

Regions' ability to develop competitive new products and services in a timely manner and the acceptance of such products and services by Regions' customers and potential

customers.

Regions' ability to effectively manage interest rate risk, market risk, credit risk, operational risk, legal risk, liquidity risk, and regulatory and compliance risk.

The current stresses in the financial and residential real estate markets, including possible continued deterioration in residential property values

The cost and other effects of material contingencies, including litigation contingencies.

The effects of increased competition from both banks and non-banks.

Possible changes in interest rates may increase funding costs and reduce earning asset yields, thus reducing margins.

Possible changes in general economic and business conditions in the United States in general and in the communities Regions serves in particular.

Possible changes in the creditworthiness of customers and the possible impairment of collectibility of loans.

The effects of geopolitical instability and risks such as terrorist attacks.

Possible changes in trade, monetary and fiscal policies, laws, and regulations, and other activities of governments, agencies, and similar organizations, including changes in

accounting standards, may have an adverse effect on business.

Possible changes in consumer and business spending and saving habits could affect Regions' ability to increase assets and to attract deposits.

The effects of weather and natural disasters such as droughts and hurricanes.

Congress recently enacted the Emergency Economic Stabilization Act of 2008, and the U.S. Treasury and banking regulators are implementing a number of programs to  

address capital and liquidity issues in the banking system, all of which may have significant effects on Regions and the financial services industry, the exact nature of which  

cannot be determined at this time.

The

foregoing

list

of

factors

is

not

exhaustive;

for

discussion

of

these

and

other

risks

that

may

cause

actual

results

to

differ

from

expectations,

please

look

under

the

caption

“Forward-Looking Statements”

in Regions’

Annual Report on Form 10-K for the year ended December 31, 2007 and Form 10-Q for the quarters ended September 30, 2008, June

30, 2008, and March 31, 2008, as on file with the Securities and

Exchange Commission.

The words "believe," "expect," "anticipate," "project," and similar expressions often signify forward-looking statements. You should not place undue reliance on any forward-looking

statements, which speak only as of the date made. Regions assumes no obligation to update or revise any forward-looking statements that are made from time to time.

›

Company Profile

›

Financial Performance

›

Credit Quality

›

Capital

›

2009 Focus Areas

Regions is Among the Largest U.S. Banks

›

Market Capitalization

$6.6 billion

›

Assets

$144 billion

›

Loans, net of unearned income

$99 billion

›

Deposits

$89 billion

›

Branches

1,940

›

ATMs

2,361

NOTE:

As of September 30, 2008.

Source:  Based on June 30, 2008 FDIC Data obtained from SNL

State

Dep. ($B)

Mkt. Share

Rank

AL

$17.2

23%

#1

TN

16.3

16

#1

FL

14.3

4

#4

MS

9.7

21

#1

LA

7.2

10

#3

GA

6.1

3

#6

AR

4.2

9

#2

TX

3.0

1

#17

IL

2.4

1

#24

MO

2.2

2

#9

IN

2.1

2

#9

Other

2.5

—

—

Regions

Morgan Keegan

Insurance

Strong Southeastern Franchise

High Relative Market Density

Weighted Average

Name                         

Market Share (1)

BB&T

22.2

Wells Fargo / Wachovia

20.3

Comerica

18.8

M&T

18.1

M&I

17.8

Bank of America

16.6

JP Morgan / WAMU

16.3

U.S. Bancorp

16.3

PNC / Nat City

16.2

KeyCorp

14.5

SunTrust

14.3

Capital One

13.0

Fifth Third

13.0

Citi

8.4

Median

16.3%

(1) Deposits weighted by county.  Excludes deposits from branches with > $10bn of

deposits.  Based on June 30, 2008  FDIC data.

Regions

20.7

Regions compares

favorably in terms of

market share relative to

other top banking

franchises

360 Office Locations

Profile

›

1,271 financial advisors

›

360 offices in 19 states

›

$70 billion of customer assets

›

$74 billion of trust assets

›

$65 million assets per financial

advisor

Morgan

Keegan

–

Among

the

Largest

Regional

Full-Service

Brokerage

and

Investment

Banking Firms

As of September 30, 2008

Q3 2008 Highlights: Aggressively Moving

Problem Loans Off the Balance Sheet

›

EPS

(1)

of $0.15, down ($0.24) from Q2 2008

›

Elevated credit costs

›

Higher loan loss provision driven by accelerated disposition of

problem assets

›

Credit related expenses remained high

›

Continued net interest margin pressure

›

Lower non-interest income driven by lower brokerage revenues

›

Controlled core expenses

(1)

Earnings per share from continuing operations, excluding merger expenses.  For a reconciliation of this amount to the same measure on a GAAP basis and a

statement

of

why

management

believes

this

measure

provides

useful

information

to

investors,

see

Regions’

8-K

filed

October

21,

2008

announcing

results

of

operations for the period ended September 30, 2008.

Q2 2008 to Q3 2008 Variance

(1)

Earnings per Share from continuing operations, excluding merger expenses.

Q2 '08

Q3 '08

Difference

Earnings per Share

(1)

$ 0.39

$ 0.15

$ (0.24)

Accelerated Loan Sales

(0.04)

(0.17)

(0.13)

SILO Settlement

-

(0.03)

(0.03)

MSR (Impairment)/Recapture

0.06

(0.01)

(0.07)

$ (0.23)

Aggressive Asset Sales Drove Net Charge-offs

$186

$253

$23

$163

-

50

100

150

200

250

300

350

400

450

2Q08

3Q08

NCOs

Sale Losses

NCO’s (in millions)

1.65%

1.66%

0.62%

0.62%

1.25%

0.90%

1.79%

1.25%

0.90%

0.65%

0.62%

1.65%

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

1.20%

1.40%

1.60%

1.80%

2Q07

3Q07

4Q07

1Q08

2Q08

3Q08

NPAs/Loans and OREO (excluding Held for Sale)

NPAs/Loans and OREO (including Held for Sale)

Credit Quality Trends

Non-Performing Assets Remain Unchanged

$1,642

Ending NPAs -

9/30/08

(70)

Payments

(19)

Returned to Accruing Status

(431)

Sales

(180)

Net Charge-Offs

721

Additions

$1,621

Beginning NPAs -

6/30/08

(in millions)

Non-performing assets shown above exclude assets held for sale.

Source: US Census Bureau Reports

Decline in Housing Market

0

100

200

300

400

500

600

700

800

900

1000

J07

F07

M07

A07

M07

J07

J07

A07

S07

O07

N07

D07

J08

F08

M08

A08

M08

J08

J08

A08

S08

$200,000

$210,000

$220,000

$230,000

$240,000

$250,000

$260,000

$270,000

New Home Sales

Median New Home Price

Source: Florida Association of Realtors

Florida Housing declines by MSA

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

10.00%

11.00%

12.00%

Condo –

Approx  30%

Average Loan Portfolio ($ in billions)

Losses Contained in Smaller Portfolios

Residential Homebuilder Portfolio -

$5.2 billion

Geographic Breakdown

1

Central consists of Alabama, Georgia, and South Carolina

2

Midsouth

consists of North Carolina, Virginia and Tennessee

3

Midwest consists of Arkansas, Illinois, Indiana, Iowa, Kentucky, Missouri, and Texas

4

Southwest consists of Louisiana and Mississippi

As of September 30, 2008.

($ in thousands)

0

600,000

1,200,000

1,800,000

2,400,000

Central

Florida

Midsouth

Midwest

Southwest

Other

Action Plan –

Residential Homebuilder

›

Increased Special Asset staffing levels

›

Established Distressed Loan Disposition program

›

Increased Credit Servicing programs

›

Homebuilder monthly reporting

›

Condo quarterly status reporting

›

Quarterly CRE Retail Portfolio Review

›

Centralized Homebuilder Portfolio Management

›

Tightened credit policy

›

CRE Lending and Credit Specialists

Residential Homebuilder Portfolio -

$5.2 billion

2.5

3

3.5

4

4.5

5

5.5

6

6.5

7

7.5

4th Quarter 2007

1st Quarter 2008

2nd Quarter 2008

3rd Quarter 2008

600

800

1000

1200

1400

1600

1800

2000

2200

2400

Nov 06

(merger)

4Q06

1Q07

2Q07

3Q07

4Q07

1Q08

2Q08

3Q08

$ in millions

Aggressive Condo Exposure Management

Reduction of 52%

since the merger

Florida –

$5.6B

All Other States -

$10.2B

NCO %

0.50

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

$2.0

1  

Lien

2    Lien

$3.6

$4.5

1    Lien

2    Lien

$5.7

Note: Bar height represents charge-off percentage and width

represents ending balances as of September 30, 2008.

$ Balances

(billions)

Home Equity Losses Concentrated in Florida 2    Liens

nd

st

nd

st

nd

Action Plan –

Home Equity

›

Florida home equity collections managed by a

dedicated group

›

Collection calls start at Day 5 for Florida

›

Payment hardship tools available on regions.com

›

Select Florida branches calling high risk customers

›

Enhanced loss mitigation process

Proactive Management of Home Equity reflected in

Net Charge-offs

Net Charge-Off %

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%

5.00%

Q407

Q108

Q208

Q308

Non-FL

FL

Emergency Economic Stabilization Act of 2008

•Ease funding pressure

Senior Unsecured Debt Guarantee

•Potential acceleration of problem asset

disposal

Loan Sales to Government

•Increase depositor confidence

•Stabilize deposit base

•Safety and soundness

FDIC Deposit Insurance Program

Interest-bearing

Non-interest bearing

•Attractive funding

•Bolsters tier 1 capital to approximately

10.5%

•Balance sheet flexibility

TARP Capital Purchase Program

Impact to Regions

Plan Element

Capital Management

›

TARP Capital Purchase Program bolsters regulatory capital

by $3.5 billion

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

Tier 1 ratio

Tier 1 before TARP

Proforma Tier 1

TARP –

10.47%

Pre-Tarp –

7.47%

Looking to the Future

Actions

Focus

Improve Net

Interest Margin

Control

Expenditures

Build Tier 1 Capital

•

Ration Loan Capacity

•

Earnings Retention

•

$3.5 Billion Preferred Shares Issuance

•

Full Pricing on Loans

•

Strong Deposit Pricing Discipline

•

Grow Low Cost Deposits

•

Control Discretionary Spend

•

Improve Productivity and Efficiency

•

Rationalize Capital Expenditures

Ensure

Liquidity

•

Grow Deposits

•

Sell Non-performing Loans when Strategic Buyers make Reasonable Bids

•

Loan Growth in line with deposits

Build Non-interest

Revenues

•

Strengthen Client Relationships

•

Morgan Keegan

•

Insurance

Regions Financial Corporation

›

Attractive franchise footprint

›

Diversified revenue stream, including Morgan

Keegan

›

Aggressively managing credit issues

›

Building & strengthening client relationships

›

Straight forward balance sheet

›

No SIVs, CDOs, or credit cards

›

Diversified loan portfolio; proactive management of

credit issues

›

Strong capital levels