Comerica Incorporated Credit Suisse Financial Services ForumFebruary 11-12, 2013 Curt FarmerVice Chairman, The Retail Bank and Wealth Management Karen ParkhillVice Chairman and Chief Financial Officer Safe Harbor Statement 2 Any statements in this presentation that are not historical facts are forward-looking statements as defined in the Private Securities Litigation Reform Act of1995. Words such as “anticipates,” “believes,” “contemplates,” “feels,” “expects,” “estimates,” “seeks,” “strives,” “plans,” “intends,” “outlook,” “forecast,”“position,” “target,” “mission,” “assume,” “achievable,” “potential,” “strategy,” “goal,” “aspiration,” “opportunity,” “initiative,” “outcome,” “continue,” “remain,”“maintain,” “on course,” “trend,” “objective,” “looks forward” and variations of such words and similar expressions, or future or conditional verbs such as “will,”“would,” “should,” “could,” “might,” “can,” “may” or similar expressions, as they relate to Comerica or its management, are intended to identify forward-lookingstatements. These forward-looking statements are predicated on the beliefs and assumptions of Comerica's management based on information known toComerica's management as of the date of this presentation and do not purport to speak as of any other date. Forward-looking statements may includedescriptions of plans and objectives of Comerica's management for future or past operations, products or services, and forecasts of Comerica's revenue,earnings or other measures of economic performance, including statements of profitability, business segments and subsidiaries, estimates of credit trendsand global stability. Such statements reflect the view of Comerica's management as of this date with respect to future events and are subject to risks anduncertainties. Should one or more of these risks materialize or should underlying beliefs or assumptions prove incorrect, Comerica's actual results could differmaterially from those discussed. Factors that could cause or contribute to such differences are changes in general economic, political or industry conditions;changes in monetary and fiscal policies, including the interest rate policies of the Federal Reserve Board; volatility and disruptions in global capital and creditmarkets; changes in Comerica's credit rating; the interdependence of financial service companies; changes in regulation or oversight; unfavorabledevelopments concerning credit quality; any future acquisitions or dispositions; the effects of more stringent capital or liquidity requirements; declines or otherchanges in the businesses or industries of Comerica's customers; the implementation of Comerica's strategies and business models, including theimplementation of efficiency improvements; Comerica's ability to utilize technology to efficiently and effectively develop, market and deliver new products andservices; operational difficulties, failure of technology infrastructure or information security incidents; changes in the financial markets, including fluctuations ininterest rates and their impact on deposit pricing; competitive product and pricing pressures among financial institutions within Comerica's markets; changesin customer behavior; management's ability to maintain and expand customer relationships; management's ability to retain key officers and employees; theimpact of legal and regulatory proceedings or determinations; the effectiveness of methods of reducing risk exposures; the effects of terrorist activities andother hostilities; the effects of catastrophic events including, but not limited to, hurricanes, tornadoes, earthquakes, fires, droughts and floods; changes inaccounting standards and the critical nature of Comerica's accounting policies. Comerica cautions that the foregoing list of factors is not exclusive. Fordiscussion of factors that may cause actual results to differ from expectations, please refer to our filings with the Securities and Exchange Commission. Inparticular, please refer to “Item 1A. Risk Factors” beginning on page 12 of Comerica's Annual Report on Form 10-K for the year ended December 31, 2011and “Item 1A. Risk Factors” beginning on page 73 of the Corporation’s Quarterly Report on Form 10-Q for the quarter ended September 30, 2012. Forward-looking statements speak only as of the date they are made. Comerica does not undertake to update forward-looking statements to reflect facts,circumstances, assumptions or events that occur after the date the forward-looking statements are made. For any forward-looking statements made in thispresentation or in any documents, Comerica claims the protection of the safe harbor for forward-looking statements contained in the Private SecuritiesLitigation Reform Act of 1995.

The Retail & Wealth Organizational Goals 3 PersonalBanking Small Business PrivateBanking Advisory Services Retail Bank Wealth Management Balance1Funding Growth 1Balance between the lines of business. Business Bank 78% Retail Bank 12% WM 10% Business Bank 60% Retail Bank 26% WM 14% Retail & Wealth are Key Contributors Business Bank 51% Retail Bank 42% WM 7% …accounts for 49% of deposit balances… As of and for the year ended 12/31/12. 1Segments’ revenues (FTE), calculated using fund transfer pricing (FTP) methodology, include net interest income from assets and liabilities as well as FTP funding credits and charges. For 2012, internal FTP net credits were $368MM, $446MM and $39MM for Business Bank, Retail Bank and Wealth Management, respectively. Revenue percentage based on total revenues from major segments. Generates 40% of revenue1… 4 Business Bank 12% Retail Bank 40% WM 12% …makes up 52% of the employees… …and 22% of loan outstandings Service Co. & Operations36%

TARGET SEGMENTS Serving our lines of business: Mass Affluent Small Business Middle Market Not a mass market strategy 133 5 1$ in millions. Source: SNL Financial. At 9/30/12. Excludes MTB, as amounts were not available. 24Q12 Average deposits. Personal Banking at a Glance Higher Deposits per Banking Center1 55 59 64 67 7 0 73 78 89 91 94 10 2 Interest-Bearing56% Noninterest-Bearing44% High Proportion of Non-interest Bearing Deposits2 Banking Center Footprint Has Evolved, Reflecting Our Balanced Growth Strategy 6 1At 12/31/12. 2012 2003 72% 45% 14% 28% 12% 21% 2% 2% 4% 360 Banking Centers 489 Banking Centers 217 139 105 10 18 Banking Centers By State1

Personal Banking: Strong Deposit Generator 7 1,434 1,819 3,368 2,398 2,923 5,738 2010 2011 2012 Consumer LoansMortgage Loans # of Loan Originations $12,838 $13,702 $14,539 2010 2011 2012 Growth in Average Deposits $ in millions. $1,862 $1,744 $1,650 2010 2011 2012 Average Loan Outstandings +13% -11% 7.0 6.7 6.6 2010 2011 2012 Employees Per Banking Center -6% +140% Personal Banking: Opportunities for Growth  Driving new customer acquisition  Focused on quality cross-sell  Expanding loan capabilities  Continuing sales and service emphasis:• Comerica Bank's call centers ranked #1 for the seventh consecutive report2 $12.5 $6.3 $21.8 $14.8 $9.6 $23.7 California Texas Michigan 2012 2011 Deposit Market Share Ranking1 #2 #2 1Source: June 2012 FDIC Market Share Report. $ in billions. 2The latest benchmarking survey of O'Connor & Associates, a New Jersey-based research firm. #9 #11 #13 #13 8

13.1 14.3 13.0 14.5 16.2 2008 2009 2010 2011 2012 Small Business at a Glance TARGET SEGMENTS Small Business Banking: Community Banking via Banking Centers: $2-20MMin annual revenue <$2MM in annual revenue 9 FOCUSED ON FEE INCOME Treasury Management Income ($MM) +24% 106 107 109 132 138 2008 2009 2010 2011 2012 # of CUSTOMER RELATIONSHIPS In thousands +30% $4,136 $5,210 $6,084 2010 2011 2012 $420 $526 $816 2010 2011 2012 Small Business: Key Performance Indicators New Loan Commitments 10 $ in millions. Growth in Average Deposits $3,524 $3,547 $3,658 2010 2011 2012 Average Loan Outstandings +47% +4% +94%  Key deposit generator  About three-quarters of customers are non-borrowing  Strong loan pipeline

Small Business: Opportunities for Growth 11 Developing: LA/Orange Co. Growth: Dallas Mature: SE Michigan 31 25 12 10 5 2 31 25 11 11 3 1 Wells Fargo Bank of America Union Bank Chase Bank of the West Comerica 24 24 17 17 16 10 19 23 21 18 16 9 Comerica Chase PNC Fifth Third Bank of America Huntington 20 20 19 13 12 10 16 22 14 4 7 10 Bank of America Chase Wells Fargo Comerica BBVA Compass Frost Source: Greenwich Research 2012. $2MM to $20MM segment. 20112012Small Business Market Share Private Banking43% Trust & Asset Mgmt36% Brokerage & Insurance21% Balanced Revenue1: $445MM Wealth Management at a Glance 355 365 358 383 412 2008 2009 2010 2011 2012 DRIVING EFFICIENCIES 12 +16% TARGET SEGMENTS 1Segments’ revenues (FTE), calculated using fund transfer pricing (FTP) methodology, include net interest income from assets and liabilities as well as FTP funding credits and charges. For 2012, internal FTP net credits were $39MM for Wealth Management. Serving our lines of business: Business Owners Corporate Executives First Generation Wealth Foundations & Institutions Revenue1 per Employee ($000s)

Wealth Management: Key Performance Indicators 13 $2,762 $3,095 $3,680 2010 2011 2012 $240 $239 $258 2010 2011 2012 Noninterest Income $124 $117 $126 2010 2011 2012 Assets Under Management & Administration1 Growth in Average Deposits $ in millions. 1Balances at end of period. $ in billions. $4,825 $4,709 $4,528 2010 2011 2012 Average Loan Outstandings +33% +8% -6% +1% 36 38 39 39 42 4Q11 1Q12 2Q12 3Q12 4Q12 Professional Trust Alliance Contributes to Fiduciary Income ($MM) Wealth Management Opportunity:Comerica Professional Trust Alliance 14 KEY FACTS  Since 1995  13 alliance partners  Agreement with broker/dealers to provide trust services to their clients  Dedicated team with 14 offices in the U.S.  Unique fee generating business +17% 3.0 3.6 4.6 4.9 6.6 2008 2009 2010 2011 2012 Professional Trust Alliance Assets Under Management1 ($B) +120% 1Balances at end of period.

Retail & Wealth Opportunity: Collaboration 15 Personal Banking Business Bank Wealth Management Small Business  Strategic initiative focused on referral opportunities between our business lines• Personal Banking to Small Business• Middle Market to Wealth Management  Gaining momentum and exceeding goals Retail & Wealth Goals 16 Growth Balance1 Funding Leverage strong infrastructure Focus on fee income businesses Drive new client acquisition Deliver consistent sales management Improve operationalefficiencies 1Balance between the lines of business.

Strong Deposit Growth & Low Cost Funding 17 24% 27% 27% 28 % 30% 31% 34 % 35% 37% 38 % 40% 4 5% 14 18 18 25 28 3 1 33 34 34 35 3 8 40 -8.7 % -0.4 % 2.2% 3.3% 4.4% 6.4 % 7.1% 7.3% 7.3% 7.4% 8.1 % 8.4% $ in billions. Peer Source: SNL Financial. 14Q12 compared to 4Q11. 2At 12/31/12.33Q12 interest incurred on deposits as a percent of average deposits. In basis points. $47.8 $48.3 $48.7 $49.9 $51.3 $50.0 $52.2 4Q11 1Q12 2Q12 3Q12 4Q12 3Q12 4Q12 +7% Average Balances Period-end Total Deposit Growth Noninterest-bearing as a Percent of Total Deposits2 Total Average Deposit Growth1 Interest Costs on Total Deposits3 Strong Loan Growth 18$ in billions. 4Q12 compared to 3Q12. 1Source: SNL Financial. 4Q12 compared to 4Q11. -4.9 % -2.0 % -0.4 % 1.1% 3.1% 3. 5% 4.7% 6.4% 6. 9% 7. 9% 8.0% 10.0 % Peer Average: 3.4% $41.5 $42.3 $43.2 $43.6 $44.1 $44.2 $46.1 4Q11 1Q12 2Q12 3Q12 4Q12 3Q12 4Q12 +6%  Ten consecutive quarters of average commercial loan growth  Line utilization increased to 49.4%  Commitments increased $817MM, or 2%, to $50.6B  Loan pipeline remains solid Average Balances Period-end Total Loan Growth Total Average Loan Growth1

Strong Credit Quality 19 Peer Source: SNL Financial. 1In basis points. 2Watch list is generally consistent with regulatory defined Special Mention, Substandard and Doubtful (nonaccrual) loans. 887 856 747 692 541 4,467 4,206 3,835 3,653 3,088 4Q11 1Q12 2Q12 3Q12 4Q12 Nonperforming Loans Accruing Watch list Loans 20 30 39 43 68 8 3 83 11 2 115 13 3 135 242 0 2 4 6 2008 2009 2010 2011 2012 Peer Range CMA Net Charge-Off Ratio: Through the Cycle Net Charge-Off Ratio: Full-Year 20121 Watch list2 & Nonperforming loans continue to trend down 20 1At 12/31/2012. Source: SNL Financial. Excludes RF and STI as those amount were not available. See Supplemental Financial Data slides for a reconciliation of non-GAAP financial measures. 2Excluding the restructuring charge, third quarter 2012 total shareholder payout ratio was 89%. Strong Capital Position 15% 21% 25% 22% 20% 26% 60% 76% 71% 59%41% 81% 101% 93% 79% 1Q12 2Q12 3Q12 4Q12 FY 2012 Dividends Share Repurchases 2 6.56 7.09 7.17 8.1 1 8.69 9.10 9.25 9.67 9.71 10.1 5 Tangible Common Equity Ratio1 Shareholder Payout Ratio

• One of the Highest Payout among peers• Strong capital base; Ratios among highest in peer group Active in Managing Capital • Positive Trends• Charge-offs are within normal range• Weathered cycle well relative to peers Maintaining Asset Quality • 200 bps increase in rates expected to result in 11% increase in net interest income1 Positioned for Rising Rates • Positioned in faster growing markets andindustries• Cross sell helping to drive fee income Growing Loans & Fee Income • Lowest cost deposits and largest percentage of funding from DDA among peers• Holding new and renewed loan spreads Maintaining Pricing Discipline • Continued tight expense control• Restructuring expenses related to the Sterling acquisition are complete Controlling Expenses 21 Well Positioned for the Future As of 12/31/12. 1Analysis based on non-parallel ramp in interest rates over 12 months; See 9/30/12 10Q filing with SEC for methodology. Appendix

Financial Results $ in millions, except per share data. 1Calculated using net income attributable to common shares. 2Estimated.3See Supplemental Financial Data slides for a reconciliation of non-GAAP financial measures. 4Q12 3Q12 2012 2011 Diluted income per common share1 $0.68 $0.61 $2.67 $2.09 Net interest income $424 $427 $1,728 $1,653 Loan accretion 13 15 71 53 Noninterest income 204 197 818 792 Provision for credit losses 16 22 79 144 Noninterest expenses 427 449 1,757 1,771 Restructuring expenses 2 25 35 75 Net income 130 117 521 393 Total loans (average) $44,119 $43,597 $43,306 $40,075 Total deposits (average) 51,292 49,857 49,540 43,762 Tier 1 capital ratio 10.13%2 10.35% Basel III capital ratio3 9.1% 9.4% Average diluted shares (millions) 188 191 23 Net Interest Income Stable1 4Q12 compared to 3Q12. 1Excluding the impact of accretion. 2Outlook as of January 16, 2013. 418 417 417 412 411 26 25 18 15 13 444 442 435 427 424 3.19 3.19 3.10 2.96 2.87 4Q11 1Q12 2Q12 3Q12 4Q12 Accretion NIM Net Interest Income ($MM) 24 FY13 Expected Accretion2 of $20MM - $30MM Net interest income and rate NIM: $427MM 3Q12 2.96% +4MM Loan growth -- -4MM Loan portfolio dynamics -0.04 -2MM LIBOR decline -0.02 +2MM 3Q12 Lease residual adjustment +0.02 - 2MM Accretion on acquired portfolio -0.01 -2MM Securities portfolio -0.03 +1MM Lower funding costs +0.01 -- Excess liquidity -0.02 $424MM 4Q12 2.87%

4Q12 compared to 3Q12. 1Customer-Driven Fee Income includes service charges on deposit accounts, fiduciary income, commercial lending fees, letter of credit fees, card fees, foreign exchange income, brokerage fees and customer-driven components of other noninterest income. 25 175 184 187 183 190 182 206 211 197 204 4Q11 1Q12 2Q12 3Q12 4Q12 Customer-Driven Fee Income Total Noninterest Income ($MM) 1 Noninterest income increased $7MM, or 4% reflecting:  An increase in customer-driven fee income: +$3MM Commercial Lending Fees +$3MM Derivative Income +$3MM Fiduciary Income -$2MM Letter of Credit Fees  Noncustomer-driven fee income was stable: +$1MM Net Securities Gains (Auction-rate securities redemptions) -$2MM Deferred compensation asset returns (offset in noninterest expense) Customer-driven Fee Income Increased 4Q12 compared to 3Q12. 9,397 9,195 9,014 9,008 8,967 4Q11 1Q12 2Q12 3Q12 4Q12 Full Time Equivalent (FTE) Employees 26 442 448 425 424 425 479 448 433 449 427 4Q11 1Q12 2Q12 3Q12 4Q12 RestructuringNoninterest Expenses ($MM) Continued Tight Expense Control Noninterest expense decreased $22MM, or 5%, reflecting: - $23MM Merger & Restructuring Costs +$4MM Salaries: +$4MM Severance +$2MM Employee incentives - $2MM Deferred compensation asset expense (offset in noninterest income) - $2MM Employee benefits +$2MM Occupancy - $4MM Litigation & Legal Fees +$6MM Gain on asset sales in 3Q12

Continued Focus on Efficiency Improvements Goal as of February 8, 2013. 27  Revenue & efficiency improvements• Vendor consolidation• Selective outsourcing• Leverage technology• Selectively increase product pricing• Reallocate resources to faster growing areas  Assisting in offsetting headwinds, such as:• Low rate environment• Pension• Regulatory  Can drive future operating leverage• Capacity to grow 69% 68%59% 66% 69% 67% 72% 69% 2007 2008 2009 2010 2011 2012 Restructuring 20 year average: 59% Efficiency Ratio Long-TermGoal: Below 60% 28 Average loans in $ billions. Loans by Business and Market By Line of Business 4Q12 3Q12 4Q11 By Market 4Q12 3Q12 4Q11Middle Market: Michigan $13.4 $13.5 $13.8General $13.2 $13.1 $13.0 California 13.3 12.9 11.7Energy 2.9 2.6 1.9 Texas 9.8 9.6 9.0National Dealer Services 4.6 4.3 3.4 Other Markets 7.6 7.6 7.0Entertainment 0.6 0.6 0.6 TOTAL $44.1 $43.6 $41.5Tech. & Life Sciences 1.9 1.8 1.5Environmental Services 0.7 0.7 0.5Total Middle Market $23.9 $23.1 20.9CorporateUS Banking 2.8 3.0 2.7International 1.8 1.8 1.6Mortgage Banker Finance 2.1 2.0 1.5Commercial Real Estate 3.7 3.9 4.6BUSINESS BANK $34.3 $33.8 $31.3Small Business 3.7 3.7 3.8Personal Banking 1.6 1.6 1.8RETAIL BANK $5.3 $5.3 $5.6Private Banking 4.5 4.5 4.6WEALTH MANAGEMENT $4.5 $4.5 $4.6TOTAL $44.1 $43.6 $41.5  Middle Market: Serving companies with revenues generally between $20-500MM  Corporate: Serving companies (and their U.S. based subsidiaries) with revenues generally over $500MM  Small Business: Serving companies with revenues generally under $20MM

1,94 7 2,30 5 2,45 2 2,64 1 2,85 1 4Q11 1Q12 2Q12 3Q12 4Q12 545 614 635 670 716 4Q11 1Q12 2Q12 3Q12 4Q12 Loan Performance in Select Portfolios Average $ in millions. Environmental Services Energy 1,51 7 1,64 3 1,65 9 1,83 1 1,88 6 4Q11 1Q12 2Q12 3Q12 4Q12 Tech and Life Sciences 29 3,39 3 3,80 0 4,28 3 4,29 8 4,62 2 4Q11 1Q12 2Q12 3Q12 4Q12 National Dealer Services Mortgage Banker Finance 30  40+ years experience with reputation for consistent, reliable approach  Provide short-term warehouse financing: bridge from origination of residential mortgage until sale into end market  Extensive backroom provides collateral monitoring and customer service  Focus on full banking relationships: 87% of customers have 3 or more products  Excellent credit quality 563 6 57 504 56 4 425 707 943 1 ,101 566 61 4 923 1,53 5 1,48 3 1,50 7 1,99 6 2,09 4 Average Loans ($ MMs)

Energy • 30+ years experience through the cycles • Focus on middle market companies• Excellent credit quality• Deep relationships with significant ancillary noncredit products • Diverse customer base1: Natural Gas Oil Mixed Midstream 20% Service 10% Exploration & Production 70% $ in millions. 1Based on 4Q12 period end loans outstanding. 1,81 1 1,65 6 1,46 9 1,32 7 1,29 6 1,14 9 1,19 6 1,26 9 1,42 3 1,45 6 1,63 5 1,94 7 2,30 5 2,45 2 2,64 1 2,85 1 1Q09 3Q09 1Q10 3Q10 1Q11 3Q11 1Q12 3Q12 Average Loans ($ MMs) 67 71 84 107 152 233 430 444 50 1 493 492 865 686 567 533 512 1Q09 3Q09 1Q10 3Q10 1Q11 3Q11 1Q12 3Q12 Average Deposits ($ MMs) 31 Commercial Real Estate Line of Business 32 6,84 3 6,65 2 6,36 5 6,04 5 5,74 4 5,37 4 5,09 6 4,75 4 4,42 8 4,03 4 4,43 6 4,57 7 4,36 5 4,30 5 3,92 4 3,72 7 Commercial & OtherReal Estate ConstructionCommercial Mortgages Pace of Decline Expected to Slow Commercial Real Estate (CRE) Line of Business1  160+ years experience with focus on well-established developers, primarily in our footprint  Provide construction financing with mini-perm mortgage to bridge project to end-market  Extensive backroom construction monitoring and customer service  Focus on full banking relationships: Approx. 80% of customers have depository accounts 3,802 4,151 4,228 4,248 4,345 4Q11 1Q12 2Q12 3Q12 4Q12 CRE Commitments2 $ in millions. At 12/31/12. 1Average loan balances. Outlook as of February 8, 2013. 2Based on period end commitments.

Toyota/Lexus 18% Honda/Acura 16% Ford 8% GM 9% Chrysler 9% Mercedes 4% Nissan/ Infiniti 7% Other European 9% Other Asian 9% Other211% Diverse Franchise Distribution1 National Dealer Services Line of Business Geographic DispersionCalifornia 62% Texas 6%Michigan 19% Other 13% 1 Franchise distribution based on December 31, 2012 period-end (PE) outstandings.2 “Other” includes obligations where a primary franchise is indeterminable (rental car and leasing companies, heavy truck, recreational vehicles, and non-floor plan loans). • 65+ years of Floor Plan lending, with over 20 years on a national basis • Top tier strategy• Majority are “Mega Dealer” (five or more dealerships in group)• Excellent credit quality• Robust monitoring of company inventory and performance 4.9 3.5 3.5 3.5 4.3 5.1 2008 2009 2010 2011 2012 2012 Loan Balances ($ in Billions) 33 Average Period End • Approximately 900 borrowers• Strategy: Full relationships with ancillary business• Comerica is agent for approximately 18%• Adhere to same credit underwriting standards as rest of loan book • Credit quality mirrors total portfolio Period-end outstandings as of December 31, 2012. Shared National Credit (SNC): Facilities greater than $20 million shared by three or more federally supervised financial institutions which are reviewed by regulatory authorities at the agent bank level. Commercial Real Estate$0.6B 6% Corporate $2.7B 30% General$2.0B 21% National Dealer $0.4B 4% Energy$2.6B 28% Entertainment$0.3B 3% Tech. & Life Sciences$0.2B 2% Environmental Services $0.3B 3% Mortgage Banker$0.3B 3% 34 Shared National Credit Relationships = Total Middle Market (61%) December 31, 2012: $9.4 billion

At 12/31/12. 1Source: 2012 Nilson Report, a leading payment systems publication. 2Final rule announced 12/22/10. Government Card Programs  #2 prepaid card issuer1 in US  Service 32 state and local government benefit programs with over 5.6MM cards issued  Service US Treasury DirectExpress Program:• Exclusive provider of prepaid debit cards with a contract through January 2015• Over 3.7 million cards registered• Phasing out checks2As of 5/1/11, new benefit recipientsAs of 3/1/13, current check recipients 35 290 532 650 720 948 2008 2009 2010 2011 2012 US Treasury Program State Card Programs Growing Average Noninterest-Bearing Deposits ($ MMs) Securities Portfolio Total average MBS portfolio of $9.8B at 4Q12 • Duration of 3.0 years • Net unrealized pre-tax gain $236MM• Unamortized premium of about $95MM• Expect continued pace of prepayment $850MM-950MM for 1Q131 Average $ in billions. Excludes auction-rate securities. 1Outlook as of January 16, 2013. 36 9.4 9.5 9.4 9.6 10.0 7.7 9.6 2.74 2.73 2.55 2.42 2.25 4Q11 1Q12 2Q12 3Q12 4Q12 2011 2012 MBS Other Yield Primarily AAA Mortgage-backed Securities (MBS)

Deposits by Business and Market Average deposits in $ billions. 37 By Line of Business 4Q12 3Q12 4Q11 By Market 4Q12 3Q12 4Q11Middle Market: Mighigan $20.0 $19.6 $19.1General $14.6 $14.1 $12.7 California 15.5 15.0 13.5Energy 0.5 0.5 0.9 Texas 9.8 9.9 10.3National Dealer Services 0.2 0.2 0.2 Other Markets 5.5 5.0 4.5Entertainment 0.1 0.1 0.1 Finance/ Other 0.5 0.4 0.4Tech. & Life Sciences 5.2 5.2 4.4 TOTAL $51.3 $49.9 $47.8Environmental Services 0.1 0.1 0.1Total Middle Market $20.7 $20.2 $18.4CorporateUS Banking 2.1 1.9 2.0International 1.6 1.4 1.5Mortgage Banker Finance 0.6 0.5 0.4Commercial Real Estate 1.1 1.1 1.0BUSINESS BANK $26.1 $25.1 $23.3Small Business 6.3 6.1 6.3Personal Banking 14.6 14.6 14.4RETAIL BANK $20.9 $20.7 $20.7Private Banking 3.8 3.7 3.4WEALTH MANAGEMENT $3.8 $3.7 $3.4Finance/ Other 0.5 0.4 0.4TOTAL $51.3 $49.9 $47.8  Middle Market: Serving companies with revenues generally between $20-500MM  Corporate: Serving companies (and their U.S. based subsidiaries) with revenues generally over $500MM  Small Business: Serving companies with revenues generally under $20MM Senior Unsecured/Long-Term Issuer Rating S&P Moody’s Fitch DBRS BB&T A- A2 A+ A (high) Comerica A- A3 A A M&T Bank A- A3 A- A (low) BOK Financial BBB+ A2 A A (low) KeyCorp BBB+ Baa1 A- BBB (high) SunTrust BBB Baa1 BBB+ A (low) Fifth Third BBB Baa1 A- A (low) Huntington BBB Baa1 BBB+ BBB First Horizon National Corp BBB- Baa2 BBB- Regions Financial BBB- Ba1 BBB- BBB Zions Bancorporation BBB- Ba1 BBB- BBB (low) Synovus Financial Corp B B2 BB- Wells Fargo & Company A+ A2 AA- AA U.S. Bancorp A+ A1 AA- AA JP Morgan A A2 A+ A (high) PNC Financial Services Group A- A3 A+ A (high) Bank of America A- Baa2 A A Holding Company Debt Ratings As of 2/4/13; Source: SNL Financial; Debt Ratings are not a recommendation to buy, sell, or hold securities. 38 Pee r Ba nks Larg e Ba nks

Supplemental Financial DataReconciliation of non-GAAP financial measures with financial measures defined by GAAP ($ in millions) The Tier 1 common capital ratio removes preferred stock and qualifying trust preferred securities from Tier 1 capital as defined by and calculated in conformity with bank regulations. The tangible common equity ratio removes preferred stock and the effect of intangible assets from capital and the effect of intangible assets from total assets.The Corporation believes these measurements are meaningful measures of capital adequacy used by investors, regulators, management and others to evaluate the adequacy of common equity and to compare against other companies in the industry.1Tier 1 Capital and risk-weighted assets as defined and calculated in accordance with regulation.2December 31, 2012 Tier 1 Capital and Risk-Weighted assets are estimated. 12/31/12 9/30/12 6/30/12 3/31/12 12/31/11Tier 1 capital1,2Less: Trust preferred securities $6,705-- $6,685-- $6,676-- $6,647-- $6,58225Tier 1 common capital2Risk-weighted assets1,2Tier 1 common capital ratio2 6,70566,18810.13% 6,68564,56810.35% 6,67664,31210.38% 6,64764,74210.27% 6,55763,24410.37% Common shareholders’ equityLess: GoodwillLess: Other intangible assets $6,94263522 $7,08463525 $7,02863528 $6,98563530 $6,86863532 Tangible common equity $6,285 $6,424 $6,365 $6,320 $6,201Total assetsLess: GoodwillLess: Other intangible assets $65,35963522 $63,31463525 $62,65063528 $62,59363530 $61,00863532Tangible assets $64,702 $62,654 $61,987 $61,928 $60,341Tangible common equity ratio 9.71% 10.25% 10.27% 10.21% 10.27% 39 Supplemental Financial DataTier 1 Common Equity under Basel III (estimated) ($ in billions) Basel III calculations reflect adjustments for the related elements as proposed by regulatory authorities. Basel III impact is estimated and subject to final rulemaking. The Corporation may be affected by other changes due to Basel III. The Corporation believes these measurements are meaningful measures of capital adequacy used by investors, regulators, management and others to evaluate the adequacy of common equity and to compare against other companies in the industry.1Estimated. Tier 1 Capital and risk-weighted assets as defined and calculated in accordance with regulation.2Includes AFS mark-to-market and defined benefit pension liability.3The amount of regulatory capital and risk-weighted assets estimated under Basel III (as fully phased-in on January 1, 2019) is based upon the Corporation’s interpretation of the federal banking agencies’ notices of proposed rulemaking, which implement Basel III and the Standardized Approach. Tier 1 Common Equity under Basel III (estimated) 12/31/12Tier 1 common capital under Basel I1Adjustments from Basel I to Basel III:Cumulative other comprehensive income2 $6.7 (0.4)Tier 1 common equity anticipated under Basel III3 $6.3 Risk-weighted assets under Basel I1Adjustments from Basel I to Basel III:Unused commitments < 1 YearReal estate relatedOther $66.2 1.00.90.5Risk-weighted assets anticipated under Basel III3 $68.6 Tier 1 common equity to total risk-weighted assets anticipated under Basel III 9.1% 40