8-K

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT

Pursuant to Section 13 OR 15(d) of The Securities Exchange Act of 1934

Date of Report (Date of earliest event reported) September 13, 2006

SunTrust Banks, Inc.

(Exact name of registrant as specified in its charter)

Georgia	001-08918	58-1575035
(State or other jurisdiction of incorporation)	(Commission File Number)	(IRS Employer Identification No.)

303 Peachtree St., N.E., Atlanta, Georgia	30308
(Address of principal executive offices)	(Zip Code)

Registrant’s telephone number, including area code (404) 588-7711

Not Applicable

(Former name or former address, if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):

¨ Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

¨ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

¨ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

¨ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Item 7.01 Regulation FD Disclosure.

Representatives of SunTrust Banks, Inc. (the “Registrant”) are scheduled to make a presentation at the Lehman Brothers 2006 Financial Services Conference on Wednesday, September 13, 2006, at approximately 11:00 a.m. Eastern Time. A copy of the slide package to be used by the Registrant at this conference is being furnished as Exhibit 99.1 to this Current Report on Form 8-K and is incorporated by reference into Item 7.01 of this Current Report on Form 8-K. Such slide package will also be available on the Registrant’s web site at www.suntrust.com. Information contained on the Registrant’s website is expressly not incorporated by reference into this Current Report on Form 8-K.

The information in the preceding paragraph, as well as Exhibit 99.1, shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934 (the “Exchange Act”), or otherwise subject to the liabilities of that section. It may only be incorporated by reference in another filing under the Exchange Act or Securities Act of 1933 if such subsequent filing specifically references this Current Report on Form 8-K. All information in the slide package speaks as of the date thereof and the Registrant does not assume any obligation to update said information in the future. In addition, the Registrant disclaims any inference regarding the materiality of such information which otherwise may arise as a result of its furnishing such information under Item 7.01 of this report on Form 8-K.

Item 9.01 Financial Statements and Exhibits.

(d) Exhibits

99.1 Slide package to be presented on September 13, 2006 (furnished with the Commission as a part of this Current Report on Form 8-K).

SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

	SUNTRUST BANKS, INC.
	(Registrant)
Date: September 13, 2006	By:	/s/ David A. Wisniewski
		David A. Wisniewski,
		Group Vice President

EX-99.1

SunTrust Banks, Inc.

L. Phillip Humann

Chairman and Chief Executive Officer

September 13, 2006

Exhibit 99.1

1

The following should be read in conjunction with the financial statements, notes and other information contained in the Company’s 2005 Annual Report on

Form 10-K, Quarterly Reports for the periods ended March 31, 2006 and June 30, 2006 on Form 10-Q and Current Reports on Form 8-K.

This presentation includes non-GAAP financial measures to describe SunTrust’s performance.  The reconciliation of those measures to GAAP measures

can

be

found

in

the

appendix

to

this

presentation,

as

well

as

in

SunTrust’s

earnings

press

releases,

which

can

be

found

on

SunTrust’s

website

in

the

news

section

of

the

investor

relations

pages.

In

this

presentation,

net

interest

income,

net

interest

margin

and

the

efficiency

ratio

are

presented on a fully taxable-equivalent (“FTE”) basis, and ratios are presented on an annualized basis. The FTE basis adjusts for the tax-favored status

of income from certain loans and investments. The Company believes this measure to be the preferred industry measurement of net interest income and

provides relevant comparison between taxable and non-taxable amounts.

The information in this presentation may contain forward-looking statements. Statements that are not historical or current facts, including statements

about beliefs and expectations, are forward-looking statements. These statements often include the words "believes," "expects," "anticipates,"

"estimates," "intends," "plans,”

"targets," "potentially," "probably," "projects," "outlook" or similar expressions or future conditional verbs such as "may,"

“will,”

“should,”

“would,”

and

"could."

Such

statements

are

based

upon

the

current

beliefs

and

expectations

of

SunTrust's

management

and

on

information currently available to management.  The forward looking statements are intended to be subject to the safe harbor provided by Section 27A   

of

the

Securities

Act

of

1933

and

Section

21E

of

the

Securities

Exchange

Act

of

1934.

Such

statements

speak

as

of

the

date

hereof,

and

SunTrust

does

not

intend

to

update

the

statements

made

herein

or

to

update

the

reasons

why

actual

results

could

differ

from

those

contained

in

such

statements

in light of new information or future events.

Forward

looking

statements

involve

significant

risks

and

uncertainties.

Investors

are

cautioned

against

placing

undue

reliance

on

such

statements.

Actual

results

may

differ

materially

from

those

set

forth

in

the

forward-looking

statements.

Factors

that

could

cause

actual

results

to

differ

materially   

from those described in the forward-looking statements can be found in the Company's 2005 Annual Report on Form 10-K, in the Company’s Quarterly

Reports on Form 10-Q, and in the Current Reports on Form 8-K filed with the Securities and Exchange Commission and available at the Securities and

Exchange Commission's internet site (http://www.sec.gov). Those factors include: changes in general business or economic conditions, including

customers' ability to repay debt obligations, could have a material adverse effect on our financial condition and results of operations; changes in market

interest rates or capital markets could adversely affect our revenues and expenses, the value of assets and obligations, costs of capital, or liquidity; the

fiscal and monetary policies of the federal government and its agencies could have a material adverse effect on our earnings; significant changes in

securities

markets

or

markets

for

commercial

or

residential

real

estate

could

harm

our

revenues

and

profitability;

customers

could

pursue

alternatives

to bank deposits, causing us to lose a relatively inexpensive source of funding; customers may decide not to use banks to complete their financial

transactions, which could affect net income; we have businesses other than banking, which subjects us to a variety of risks; hurricanes and other natural

disasters may adversely affect loan portfolios and operations and increase the cost of doing business; negative public opinion could damage our

reputation and adversely impact our business; we rely on other companies for key components of our business infrastructure; we depend on the accuracy

and completeness of information about clients and counterparties; regulation by federal and state agencies could adversely affect our business,

revenues, and profit margins; competition in the financial services industry is intense and could result in losing business or reducing profit

margins;

future

legislation

could

harm

our

competitive

position;

maintaining

or

increasing

market

share

depends

on

market

acceptance

and

regulatory

approval of new products and services; our ability to receive dividends from our subsidiaries accounts for most of our revenues and could affect our

liquidity and ability to pay dividends; we have in the past and may in the future pursue acquisitions, which could affect costs and from which we may not

be able to realize anticipated benefits; we depend on the expertise of key personnel without whom our operations may suffer; we may be unable to hire or

retain

additional

qualified

personnel

and

recruiting

and

compensation

costs

may

increase

as

a

result

of

turnover,

both

of

which

may

increase

costs

and

reduce

profitability

and

may

adversely

impact

our

ability

to

implement

the

business

strategy;

our

accounting

policies

and

methods

are

key

to

how

we report financial condition and results of operation, and may require management to make estimates about matters that are uncertain; our stock price     

can be

volatile;

and

our

disclosure

controls

and

procedures

may

fail

to

prevent

or

detect

all

errors

or

acts

of

fraud.

2

SunTrust Value Proposition

•

Unique operating model

-

enables us to deliver big bank resources through a

locally empowered management team

•

Ideal high growth footprint

–

we are in some of the fastest growing markets in

the country

•

Experienced and proven management team

–

with deep banking experience and

diverse backgrounds and engaged employees

through stock ownership

•

Increasingly diverse revenue and business mix

–

positioned for growth in

various business cycles

•

Disciplined approach to credit risk management

-

consistently maintain “best-in-

class”

credit quality

•

History of growing dividends and returning earnings to shareholders

–

long-

term dividend growth is 11% and over the past ten years 70% of earnings on

average were returned to shareholders

•

Opportunities

to

drive

future

earnings

growth

through

optimizing

business

mix

and greater efficiency and productivity

–

shaping the long-term view about the

clients we want to serve and the businesses we want to be in

3

Building for Long-Term Growth

Current

1998/99

•

Focused on

efficiency,

ability to

deliver

common 

customer

experience

•

Implemented

series of

operational

initiatives and

common

systems

platform

•

Introduced new

geographic

structure and

operating

model

•

Aligned top

talent to key

leadership

positions

•

Intensified

local market,

client and sales

focus

•

Extended

footprint into

key growth

markets with

Crestar

merger

•

Collapsed 28

bank charters

•

Streamlined

functional

organization

Enhanced

Franchise

One

Bank

Take the

Lead

Sales

Culture

Transformation

Risk

Optimization &

Enhanced

Operating

Leverage

•

Focusing on loan

spread improvements

•

Institutionalizing

Business Mix

Management process

to optimize long-term

investments and

financial performance

•

Identifying portfolios

with opportunity for

better risk-adjusted

pricing, applying

improved credit

analytics and pricing

tools

•

Pursuing productivity

initiatives to drive

significant expense

savings

•

Implemented corporate

strategy referred to as

S3 + E2 = Selling,

Serving, Sustaining

client relationships with

Excellence in Execution

•

Placed highest priority

on sales, cross-LOB

referrals & client

retention

•

Championed 360

o

relationships: profiling

clients’

financial

services needs and

accessing the breadth

of SunTrust’s

capabilities

•

Established high

performance standards

for LOB’s

and

geographic units

4

Convenience

Product Array

and Expertise

Ability to

Serve

All Segments

Ease of Doing

Business

Personalized,

Quality

Service

Decision Close

to Customer

Deliver “Big Bank”

Capabilities

Local Decisions

and Responsiveness

with

Unique Operating Model

5

•

Five Business Lines

–

Retail

–

Commercial

–

Mortgage

–

Corporate and

Investment Banking

–

Wealth and Investment

Management

•

Four Groups

–

Central

–

Florida

–

Mid-Atlantic

–

Carolinas

•

20 Regions with a Local

Executive and Dedicated

Management Team

•

50+ Local Banking Markets

Drive Strategy,

Initiatives, Installation

and

Profitability

Drive Client Acquisition,

Expansion, Service,

Retention and

Profitability

Lines of Business

Geographies

LOB and Geographic Overview

6

Operating Model Differentiation

•

LOB’s design business and product strategies

with direct feedback from the geographic

partners

•

Geographic partners are led by regional leaders

who have solid-line reporting relationships with

the local Retail, Commercial and Wealth and

Investment Management heads.  They are

empowered to deliver services, products and

pricing to local customers

•

Local credit decisioning and pricing (most

commercial credit requests are priced and

approved locally)

•

Local management is held accountable and

their incentive compensation is earned based

on the success of the combined local LOB’s

performance

•

Geographic partners have weekly sales

meetings with LOB’s

where specific cross LOB

commitments are made and the subsequent

success tracked

•

Focused on delivering the whole institution to

customers on an integrated basis

Mid-Atlantic

Carolinas

Central

Florida

7

High Growth Footprint Leveraged for Continued Growth

•

Weighted average population growth for SunTrust markets 84% higher than national average

•

Excellent future growth prospects for SunTrust

%

Source: SNL Securities, U.S. average is a weighted average based

on MSA deposits.

Weighted Average Population Growth  

(5 Yr Projected Growth Rate: 2005-2010)

2.6

2.7

2.9

3.8

5.5

5.5

5.9

6.4

6.7

7.2

7.4

7.9

8.7

9.4

6.3

11.6

0

2

4

6

8

10

12

14

8

Experienced and Proven Management Team

SunTrust Management Committee

Averages 29 years of experience with diverse backgrounds

Name

Title

Heritage

Years of Banking

Experience

Phil Humann

Chairman and CEO

Trust Co (1985)

37

Jim Wells

President and COO

Crestar (1998)

38

Bill Reed

Vice Chairman, Geographic Banking and Sales Administration

NCF (2004)

36

Don Downing

Governance and MIO

Trust Co (1985)

38

Dennis Patterson

Corporate Sales Administration

Trust Co (1985)

37

C. T. Hill

Chairman, President and CEO, Mid-Atlantic Group

Crestar (1998)

36

Richard Furr

Chairman, President and CEO, Carolinas Group

NCF (2004)

35

Bob Coords

Chief Risk Officer

SunBank (1985)

33

Craig Kelly

Chief Marketing Officer

Crestar (1998)

33

Jenner Wood

Chairman, President and CEO, Central Group

Trust Co (1985)

31

Charlie Shufeldt

Corporate and Investment Banking

Trust Co (1985)

30

Tom Kuntz

Chairman, President and CEO, Florida Group

SunBank (1985)

28

Bill Rogers

W&IM, Commercial and Mortgage

Trust Co (1985)

26

Dave Dierker

Chief Administration Officer

Crestar (1998)

26

Mimi Breeden

Director of Human Resources

Trust Co (1985)

26

Tom Freeman

Chief Credit Officer

Hired in 2006

25

Ray Fortin

General Counsel

Trust Co (1985)

25

Gay Abbott

Commercial Line of Business

Trust Co (1985)

23

Gene Kirby

Retail Line of Business

Crestar (1998)

21

Mark Chancy

Chief Financial Officer

STRH (2001)

20

Sterling Edmunds

President and CEO, SunTrust Mortgage

Crestar (1998)

19

Tim Sullivan

Chief Information Officer

Hired in 2003

18

9

Employee Engagement

Think…..

like

an

owner

Act….

like an owner

Spend…..

like an owner

We Depend on Each Other

-

SunTrust employees own stock

worth $1.2 billion

-

Employees own over 16 million

shares

-

Employees hold nearly 20 million

stock options

To Make It Happen…

10

June YTD 2006

36%

13%

9%

12%

20%

10%

Retail

Commercial

Corporate

and

Investment

Banking

Mortgage

Wealth and

Investment

Management

Corporate Other

and Treasury

Diverse and Balanced Business Mix

After-Tax Net Income

Contribution by Line

of Business

(As a % of Consolidated

After-Tax Net Income)

11

18%

8%

57%

8%

5%

4%

Net Interest

Income

Deposit and

Other Fees

Other

Mortgage

Broker/Dealer

Trust and

Investment

Management

Diverse Revenue Stream

Revenue by Type of

Income

(Excludes Securities

Gains/Losses)

June YTD 2006

12

Rising Contribution of Fee Income

29%

32%

36%

35%

36%

37%

39%

39%

41%

40%

42%

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

June YTD

2006

Fee Income / Total Revenue

1

Excludes securities gains/losses.

1

13

Disciplined Credit Risk Management

0.19

0.24

0.21

0.14

0.13

0.27

0.17

0.08

0.10

-0.40

-0.20

0.00

0.20

0.40

0.60

0.80

1.00

1.20

2Q 2004

3Q 2004

4Q 2004

1Q 2005

2Q 2005

3Q 2005

4Q 2005

1Q 2006

2Q 2006

SunTrust

Peer Average

High

Low

Annualized Net Charge-Offs/Average Loans

%

*

* Peers include Amsouth, Bank of America, BB&T, Comerica, Fifth

Third, First Horizon, Keycorp, M&T Bank, National City, PNC, Regions, US Bancorp, Wachovia and     

Wells Fargo.  Numbers presented for peers are averages. 

Source: SNL Financial and company filings.

14

Real Estate 1-4 Family

28%

Commercial -

Commercial LOB

12%

Commercial - Other

LOBs

3%

Commercial Leasing

4%

Real Estate Home

Equity Lines

11%

Real Estate

Construction

10%

Consumer - Indirect

7%

Consumer - Direct

4%

Real Estate

Commercial

11%

Commercial - CIB

LOB

10%

Loan Portfolio

YTD Average Balances

Through June 2006

Diverse Loan Portfolio

1

Excludes business credit card, nonaccrual

and restructured loans as their aggregate contribution was less

than 1%.

Commercial -

CIB

•

A majority of our large middle

market and corporate loans carry

an investment grade profile

•

No large industry concentrations

Real Estate Commercial

•

Well balanced by type and region

•

Owner occupied facilities

represent the largest segment of

the portfolio

Real Estate Construction

•

Approximately 60% of RE Construction is Residential

RE related

•

Underwriting minimizes exposure to volatile,

speculative condo investor activity

–

Typically requires minimum pre-sales from the

borrower, minimum equity from the borrower,

bonding of the borrower, minimum deposits from

buyers

and

the

use

of

unassignable

contracts

•

Total

condo

construction

outstandings

=

approximately

$500 million, less than 1% of the total portfolio

Real Estate 1-4 Family

•

Mortgage portfolio: WA credit score =

734, over half the portfolio has a score

greater than 740, WA LTV = 77%

•

Home equity loans: WA credit score =

732, WA LTV = 71%, 1st lien position on

48%

Real Estate Home Equity Lines

•

WA credit score = 742, WA LTV = 73%,

1st lien position on 29%

1

15

1

EPS as originally reported and adjusted for stock splits.  There are no adjustments for merger pooling.

2

Based on GAAP EPS.

GAAP EPS

0.06

0.17

0.14

0.37

0.10

0.09

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

$5.50

$6.00

EPS

Reduction in EPS due to merger-related charges

CAGR = 10%

EPS Growth

June YTD EPS = $2.96

1

2

16

Growing the Dividend

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

CAGR = 11%

Current Quarterly Dividend = $0.61

1

2006 implied dividend.

17

38

40

41

38

37

34

34

33

36

33

33

50

39

52

62

74

86

105

68

106

79

51

0

20

40

60

80

100

120

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

June YTD

2006

Dividend

Buyback

Returning Capital to Shareholders

SunTrust returned 70% of earnings on average to shareholders during this period

%

Pre-NCF

Total Payout Average = 79%

Dividends = 35%

Buyback = 44%

Post-NCF

Total Payout Average = 47%

Dividends = 40%

Buyback = 7%

18

Business Mix Management Overview: shaping the long-term view about the

clients we want to serve and the businesses we want to invest in

•

Periodically review our portfolio of businesses (30) to ensure that we are

making the right investment choices

•

Have a view of what businesses are core to SunTrust’s long-term strategy that

is validated by current and future performance and external perspectives

•

Evaluate risk-adjusted profitability data to inform strategic decisions

•

Provide high level corporate direction to enhance the one-and

five-year

planning/budgeting processes:

-

Relevance and importance to SunTrust’s overall mix of businesses

-

Differentiated expense growth rates based on where we want to focus

investments

•

Identify opportunities to reallocate investment dollars either through expense

or productivity initiatives or exiting, restructuring or selling

select businesses

Objectives

Shaping Our Long-Term Business View

Results

•

Divestiture of bond trustee business

•

Divestiture of certain factoring assets

•

Divestiture of the stock transfer business

•

Other opportunities are continuously being evaluated

19

Optimizing Risk Adjusted Results

•

Established a formal process to periodically review credit portfolio performance by

LOB, geography, industry and counterparty risk concentrations. Data is viewed in a

risk/reward framework

•

There are several key ways in which the new approach is adding economic value:

–

Portfolio

performance

will

be

improved

by

a

better

understanding

of

the

value

creation process and the trade-offs required for optimal use of scarce or excess

capital (regulatory and economic)

–

Pricing and origination strategies will be managed in a more dynamic manner using

standardized, consistently applied and comprehensive metrics across our franchise

–

The Portfolio Management Committee provides an opportunity to review market

opportunities (loan portfolio transactions, pricing trends, etc.) in the context of

available capital, budgets and current portfolio risk-adjusted yields that facilitates the

pursuit of high-value strategies that can potentially enhance earnings momentum with

a risk-balanced perspective

–

This process was the driver behind the sale of $3 billion in loans in the 2   and 3

quarters of 2006 ($1.8 billion in mortgages and $1.2 billion in student loans), which

will benefit key areas such as use of capital and loan loss reserves, and important

metrics such as margin and ROA

•

The Portfolio Management Committee facilitates the most efficient use of SunTrust’s

regulatory and economic capital resources

nd

rd

20

Changing the Paradigm of Balance Sheet Management

Historical

Future

•

EPS growth is good as long as

risk is low

•

Balance EPS objectives with other

financial ratios (ROA, NIM, etc.)

•

Balance sheet usage driven by

business line ability to originate

•

Largely ‘buy and hold’

philosophy

•

Challenge of having comparable

data across the lines of

business to allocate capital

effectively

•

Balance sheet usage planned,

monitored and actively managed,

as a whole, through the Portfolio

Management Committee and

ALCO processes

•

Consideration of multiple

alternatives for liquid asset

classes.  Promotion of

specialization

•

Comparability and transparency; 

LOB’s and functions are

accountable for generating value

at origination

21

Improving SunTrust Efficiency and Productivity (STEP)

•

Six specific program “elements  or work streams…work plan refinement underway

–

Supplier Management

–

Corporate Real Estate

–

Outsourcing/Offshoring

–

Investment and Project Management Governance

–

Client Support Operating Leverage

–

Client Contact Operating Leverage

•

Focused on select current expenses, major new investments and creating operating leverage

•

Create a sustainable platform for promoting future productivity improvements

•

Major STEP program elements:

–

Supplier Management: $1.4 billion (29% of total expenses) is spent annually on goods and

services

Through process enhancements optimize the number of suppliers, create pricing leverage

and develop or deepen banking relationships with suppliers

–

Corporate

Real

Estate:

total

occupancy

expenses

of

approximately

$330

million

Optimize facility cost through sale/leaseback opportunities, enhanced space utilization and

minimizing unleased

space

–

Outsourcing/Offshoring: evaluating various opportunities

”

22

Long-Term Financial Goals

SunTrust Long-Term Financial Goals

5 Year Goal

Primary Performance

Metrics

•

Executing LOB strategies in the

geographic units to acquire, retain

and expand client relationships,

leveraging our operating model

differentiation

•

Enhancing the depth and breadth of

our management team and

continued alignment against our

long-term financial objectives, with

the appropriate balance for short-

term earnings achievement 

•

Balancing our business mix, 

optimizing risk-adjusted returns and

aligning investments with the

greatest opportunities

•

Continued focus on internal

productivity improvements to reduce

costs and create investments for

future growth

How We Get There

1

Actual results could differ.  Please see slide 1 for a list of important factors that could cause actual results to differ.

2

Based on full-year, annual growth rates.

3

Period-end tangible equity divided by period-end tangible assets.

EPS Growth

Operating Leverage:

Revenue/Expense

Multiple

Revenue Growth

Tangible Equity to

Tangible Assets

9-11%

1.5x

>7%

>6%

1

2

3

2

2

SunTrust Banks, Inc.

L. Phillip Humann

Chairman and Chief Executive Officer

September 13, 2006

24

APPENDIX

25

Non-GAAP Measures Presented¹

June

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006 YTD

Total noninterest income

1,146.1

1,329.2

1,653.9

1,625.9

1,773.6

2,051.9

2,268.8

2,303.0

2,604.4

3,155.0

1,726.9

Securities (losses)/gains

17.6

6.9

8.2

(109.1)

6.6

153.1

204.5

123.9

(41.7)

(7.2)

6.0

Total noninterest income before securities gains/losses

1,128.5

1,322.3

1,645.7

1,735.0

1,767.0

1,898.8

2,064.3

2,179.1

2,646.1

3,162.2

1,720.9

Total revenue - FTE

3,855.8

4,161.8

4,627.4

4,813.9

4,922.0

5,345.3

5,552.0

5,668.3

6,348.0

7,809.5

4,116.3

Securities (losses)/gains

17.6

6.9

8.2

(109.1)

6.6

153.1

204.5

123.9

(41.7)

(7.2)

6.0

Total revenue - FTE excluding securities gains/losses

3,838.2

4,154.9

4,619.2

4,923.0

4,915.4

5,192.2

5,347.5

5,544.4

6,389.7

7,816.7

4,110.3

1

SunTrust presents total noninterest income excluding realized securities gains/losses. 

  The Company believes total noninterest income without securities gains/losses is more indicative of the Company's performance

  because it isolates income that is primarily customer relationship and customer transaction driven.  

Twelve Months Ended December 31