Investor Meetings. April 2010

Transcription

1 Investor Meetings April 2010

2 PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 FORWARD-LOOKING STATEMENT DISCLOSURE 2 This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including statements about Key s financial condition, results of operations, earnings outlook, asset quality trends and profitability. Forward-looking statements are not historical facts, but instead represent only management s current expectations and forecasts regarding future events, many of which, by their nature, are inherently uncertain and outside of Key s control. Key s actual results and financial condition may differ, possibly materially, from the anticipated results and financial condition indicated in these forward-looking statements. Factors that could cause Key s actual results to differ materially from those described in the forward-looking statements can be found in Key s Annual Report on Form 10-K for the year ended December 31, 2009, which has been filed with the Securities and Exchange Commission and is available on Key s website ( and on the Securities and Exchange Commission s website ( Forward-looking statements are not guarantees of future performance and should not be relied upon as representing management's views as of any subsequent date. Key does not undertake any obligation to update the forward-looking statements to reflect the impact of circumstances or events that may arise after the date of the forward-looking statements.

3 2010 Strategic Priorities 3 Return to sustainable profitability Sustain strong reserves, capital and liquidity Continue building a robust risk management culture Expand and acquire client relationships Attract and retain a capable, diverse and engaged workforce

4 Strong Franchise Geographically Diverse 4 Branches Rocky Mountain and Northwest 367 Great Lakes 343 Northeast 304 ATMs Loans (a) $10.7 $6.8 $5.8 Deposits (a) $16.2 $16.7 $15.5 Branches Corporate offices KNB offices Wealth Management (a) Community Banking average total loans and deposits for the first quarter of 2010

5 Diversified Business Mix 5 First Quarter 2010 Revenue (TE) Regional Banking Retail Banking Business Banking Private Banking Wealth Management 46% 13% 6% Real Estate Capital and Corporate Banking Services Equipment Finance 16% 10% 9% Commercial Banking Community Banking National Banking Other Segments Other Segments Corporate Treasury Principal Investing Exit Portfolios Institutional and Capital Markets Victory Capital Management TE = Taxable Equivalent

6 Focused on Client Relationship Strategies 6 COMMUNITY BANKING Enhance sales/service culture Top bank in customer service survey (a) Strengthen market share Leverage client insight model: integrated local delivery Invest for future growth People Technology Infrastructure NATIONAL BANKING Focus on specific client segments Leverage expertise in noncapital intensive businesses Reduce organizational complexity Emphasize areas that have synergy with Community Banking Robust Risk Mgmt. Culture Improving Operating Efficiency Capital Optimization (a) Key had previously been named a Customer Service Champion by BusinessWeek in its March 2009 edition. Additionally, Key received recognition from Corporate Insight s 2009 Bank Monitor which highlights firms that excel in key areas of the online banking experience.

7 Financial Review 7

8 Financial Summary First Quarter Loss from continuing operations attributable to Key common shareholders $ (.11) Performance from continuing operations Net interest margin (TE) 3.19% Return on average total assets (.26) Capital Tier 1 common equity (a) 7.53% Tier 1 risk-based capital (a) Total risk-based capital (a) Tangible common equity to tangible assets 7.37 Asset quality from continuing operations Allowance for credit losses to period-end loans 4.55% Net loan charge-offs to average loans 3.67 NPLs to EOP portfolio loans 3.69 NPAs to EOP portfolio loans + OREO + Other NPAs 4.31 TE = Taxable Equivalent, EOP = End of Period (a) Ratios are estimated.

9 Net Interest Margin (TE) 9 $ in millions Continuing Operations $ % $700 $600 $595 $591 $613 $637 $ % $ % 3.00% $400 $300 $200 $ % 2.77% 2.87% 2.38% 2.37% 2.30% 2.53% 2.71% 2.50% (a) Net Interest Income Net Interest Margin Net Interest Spread (a) 2.00% TE = Taxable Equivalent (a) The information shown in this table has been adjusted to exclude the impact of certain leveraged lease terminations, which reduced taxable equivalent net interest income by $16 million and $14 million in 2Q09 and 3Q09, respectively.

10 Average Loans 10 $ in billions Continuing Operations $80 $60 $40 $20 CF&A CRE Comml Mtg CRE Construction Leasing Home Equity Other Consumer Exit Portfolios Total Loans $71.6 $68.7 $64.8 $60.5 $57.6 $ $ $ $ $ Exit Portfolios Average Balances $12 $9 $6 $3 Leasing CRE Homebuilder Marine/RV Floor Plan Home Equity - Other Marine/RV & Other Consumer Total Exit Portfolios Held for Sale Homebuilder and Leasing Loans $10.6 $ $9.8 $8.9 $8.0 $7.2 $ $ $ $ Loans Held for Sale Total Loans and Loans Held for Sale.7 $ $ $ $ $58.0 Total Exit Portfolios and Loans Held for Sale Discontinued Operations Education Lending Business (a) $10.7 $4.2 $9.8 $4.1 $8.9 $3.8 $8.0 $3.9 $7.3 $6.7 (a) Includes discontinued operations loans held for sale.

11 Average Deposits (a) 11 $ in billions $70 $60 $ $66.8 $67.4 $ $ CDs > $100K 16% $50 $40 $30 $20 $ DDA 23% NOW/MMDA 38% CDs < $100K 20% Savings 3% CDs > $100K CDs < $100K Savings NOW/MMDA DDA (a) Excludes foreign office deposits.

12 Strong Liquidity Position 12 5% 3% 1Q09 Average Earning Assets 5% 3% 3% 3% 1Q10 1% Average Deposit & Funding Sources 1Q09 1Q10 3% 1% 3% 9% 1% 79% 19 % 66% 13% 7% 77% 9% 3% 1% 83% 1% 2% Total loans Loans held for sale Investment securities Short-term investments Other investments Education lending business Education loan securitization trusts Core deposits Deposits in foreign offices Short-term borrowings Long-term debt Education lending business Education loan securitization trusts 125% 100% 115% Loan to Deposit Ratio (a) 107% 101% 98% 93% 75% 50% 109% 101% 95% 91% 88% 25% 0% Discontinued operations Continuing operations (a) Ending balances; loans & loans held for sale (excluding securitized loans) to deposits (excluding foreign branch)

13 Capital Ratios 13 Tangible Common Equity To Tangible Assets 10.00% Tier 1 Common Equity (a) 10.00% 8.00% 7.35% 7.58% 7.56% 7.37% 8.00% 7.36% 7.64% 7.50% 7.53% 6.00% 6.06% 6.00% 5.62% 4.00% 4.00% 2.00% 2.00% 0.00% 0.00% Tier 1 Risk-Based Capital (a) Total Risk-Based Capital (a) 15.00% 12.00% 9.00% 6.00% 3.00% 11.22% 2.56% 2.39%.65% 5.62% 12.57% 12.75% 12.96% 12.61% 2.39% 1.97% 2.09% 2.16% 2.52% 2.68% 2.82% 2.92%.30%.32%.34%.35% 7.36% 7.64% 7.50% 7.53% 6.00% 18.00% 15.00% 12.00% 9.00% 6.00% 3.00% 15.18% 2.69% 1.27% 2.56% 2.39%.65% 5.62% 16.67% 16.65% 16.95% 17.11% 2.81% 2.75% 2.90% 2.87% 1.29% 1.29% 1.30% 1.28% 2.39% 1.97% 2.09% 2.16% 2.52% 2.68% 2.82% 2.92%.30%.32%.34%.35% 7.36% 7.64% 7.50% 7.53% 10.00% 0.00% 0.00% (a) ratio is estimated. Qualifying Common Convertible Preferred Capital Purchase Program Capital Securities Qualifying ALL/Unfunded Comm. Qualifying LTD Peer Median Fed-defined minimum for a well capitalized bank

14 Key s Targets for Success 14 KEY Business Model KEY Metrics (a) KEY 1Q10 Targets Action Plans Core funded Loan to deposit ratio (b) (c) 93% % Improve risk profile of loan portfolio Improve mix and grow deposit base Returning to a moderate risk profile NCOs to average loans 3.67% bps Focus on relationship clients Exit noncore portfolios Limit concentrations Focus on risk-adjusted returns Growing high quality, diverse revenue streams Net Interest Margin Noninterest income/ total revenue 3.19% 41.6% >3.50% >40% Improve funding mix Focus on risk-adjusted returns Leverage Key s total client solutions and cross-selling capabilities Creating positive operating leverage Keyvolution cost savings $191 million implemented $300-$375 million Improve efficiency and effectiveness Leverage technology Change cost base to more variable from fixed Executing our strategies Return on average assets (.26)% % Execute our client insight-driven relationship model Improved funding mix with lower cost core deposits Keyvolution savings (a) Continuing operations, unless otherwise noted (b) Consolidated operations (c) Loans & loans HFS (excluding securitized loans) to deposits (excluding foreign branch)

15 Asset Quality 15

16 Net Loan Charge-offs 16 $ in millions Continuing Operations 1Q10 Net Loan Charge-offs = $522 million Commercial, financial and agricultural 24% Consumer other 11% Home equity 9% CRE commercial mortgage 21% Net Loan Charge-Offs to Average Loans 5.00% 4.00% 3.00% 2.60% Residential mortgages 1% Commercial lease financing 4% 2.93% 3.59% 4.64% CRE construction 30% 3.67% Allowance to Period-End Loans 4.50% 3.75% 3.00% 2.88% 3.48% 4.00% 4.31% 4.34% 2.00% 1.00% 0.00% Net Charge-Offs, $ in millions CF&A & Leasing CRE - Comml Mtg CRE - Construction Consumer Exit Portfolios Total $ $460 $ $502 $ $587 $ $708 $ $ % 1.50% 0.75% 0.00% Peer Median

17 Nonperforming Assets 17 $ in millions Continuing Operations 1Q10 Nonperforming Loans = $2,065 million Commercial, financial and agricultural 27% Consumer other 1% Home equity 6% Residential mortgages 4% Commercial lease financing 5% CRE commercial mortgage 28% Nonperforming Asset Trends $3,150 $2,700 $2,250 $1,800 $1,350 $900 $450 CF&A & Leasing CRE - Comml Mtg CRE - Construction Consumer Held for Sale OREO + Other Total $1,994 $2,548 $2,799 $2,510 $2,428 $ $1,994 $ $2,548 $ $2,799 $ $2,510 $ $2,428 CRE construction 29% 6.00% 5.00% 4.00% 3.00% 2.00% Peer Median Allowance to NPLs 150% 125% 100% 75% 50% 25% 0% 116.2% 107.1% 108.5% 115.9% 117.4% NPA to Loans + OREO

18 Credit Quality by Portfolio 18 $ in millions Period-end loans Average loans Net loan charge-offs Net loan charge-offs (a) / average loans Nonperforming loans Ending allowance Allowance / period-end loans Allowance / NPLs 3/31/10 1Q10 1Q10 4Q09 1Q10 4Q09 3/31/10 12/31/09 3/31/10 3/31/10 3/31/10 Commercial, financial and agricultural $18,015 $18,796 $126 $ % 4.36 % $558 $586 $ % % Real estate - commercial mortgage 10,467 10, Real estate - construction 3,990 4, Commercial leasing financing 6,964 7, Real estate - residential mortgage 1,812 1, Home equity: Community Banking 9,892 9, Other - exit Consumer Community Banking 1,141 1, N/M Consumer Exit Marine 2,636 2, N/M Other N/M Continuing total $55,913 $57,628 $522 $ % 4.64 % $2,065 $2,187 $2, % % Discontinued operations - education lending business 6,022 6, Consolidated total $61,935 $63,822 $558 $ % 4.61 % $2,107 $2,200 $2, % % (a) Net charge-off amounts are annualized in calculation. N/M = Not Meaningful

19 Commercial Portfolio Line of Business 19 Quarterly Average Balances $ in billions $60 $53.7 $51.1 $50 $47.5 $40 $30 $20 $10 $43.5 $41.0 Net Charge-Offs $ in millions $700 $600 $500 $410 $400 $375 $492 $603 $410 Nonperforming Loans $ in millions $2,500 $2,000 $1,500 $1,560 $1,992 $2,078 $1,954 $1,843 $300 $200 $100 $1,000 $500 Other Segments Equipment Finance Commercial Banking Institutional & Capital Markets Real Estate Capital & Regional Banking Corporate Banking Services

20 Commercial Portfolio Continuing Ops. Average Loans, NCOs and NPLs 20 First Quarter 2010 $ in millions Regional Banking Commercial Banking Real Estate Capital & Corp. Bank Srvs. Equipment Finance Institutional & Capital Markets Other Segments Total Average Loans Commercial, financial and agricultural $3,080 $5,697 $2,742 $741 $5,200 $1,336 $18,796 Commercial real estate 2,712 2,585 9, ,967 Commercial lease financing , ,815 7,195 Total commercial loans $5,986 $8,971 $12,336 $4,573 $5,526 $3,566 $40,958 Net Charge-Offs Commercial, financial and agricultural $23 $13 $5 $7 $26 $52 $126 Commercial real estate Commercial lease financing Total commercial loan NCOs $45 $19 $207 $18 $26 $95 $410 Nonperforming Loans Commercial, financial and agricultural $58 $135 $15 $18 $106 $226 $558 Commercial real estate ,186 Commercial lease financing Total commercial NPLs $144 $265 $796 $108 $106 $424 $1,843 Fourth Quarter 2009 $ in millions Average Loans Commercial, financial and agricultural $3,137 $5,801 $3,072 $592 $5,595 $1,620 $19,817 Commercial real estate 2,843 2,680 9, ,099 Commercial lease financing , ,943 7,598 Total commercial loans $6,185 $9,202 $13,249 $4,610 $6,143 $4,125 $43,514 Net Charge-Offs Commercial, financial and agricultural $25 $46 $104 ($3) $9 $37 $218 Commercial real estate Commercial lease financing Total commercial loan NCOs $31 $67 $381 $22 $9 $93 $603 Nonperforming Loans Commercial, financial and agricultural $52 $106 $28 $42 $102 $256 $586 Commercial real estate ,255 Commercial lease financing Total commercial NPLs $144 $223 $868 $118 $102 $499 $1,954

21 Commercial Real Estate 21 $ in millions Period-end loans Nonperforming loans Net loan charge-offs Q10 4Q09 Retail properties $2,504 $2,557 $227 $290 $32 $90 Multifamily properties 2,442 2, Office builldings 1,319 1, Health facilities 1,220 1, Residential properties 938 1, (a) Land and development Other CRE 1,405 1, Total nonowner-occupied 10,227 10,725 1,010 1, Owner-occupied 4,230 4, Total $14,457 $15,196 $1,186 $1,255 $263 $346 (a) Nonresidential land and development loans.

22 Commercial Real Estate Loans March 31, $ in millions Geographic Region % of Commercial West Southwest Central Midwest Southeast Northeast Total Total CRE Mortgage Construction Nonowner-occupied: Retail properties $405 $248 $325 $678 $606 $242 $2, % $1,519 $985 Multifamily properties , , Office buildings , Health facilities , , Residential properties Warehouses (a) Land and development Hotels/Motels Manufacturing facilities Other Total nonowner-occupied $2, ,659 1,634 2,173 1,755 10, ,634 3,593 Owner-occupied 1, , , Total $3,787 $993 $2,056 $2,608 $2,350 $2,663 $14, % $10,467 $3,990 Nonowner-occupied: March 31, 2010 Nonperforming loans $147 $185 $169 $68 $286 $155 $1,010 N/M $419 $ days past due N/M days past due N/M Nonowner-occupied: December 31, 2009 Nonperforming loans $169 $108 $142 $92 $416 $161 $1,088 N/M $460 $ days past due N/M days past due N/M (a) Nonresidential land and development loans. N/M = Not Meaningful

23 Commercial Real Estate 23 Period-end Balances $ in billions $20 $16 $18.3 $17.9 $16.6 $15.2 $14.5 $12 $8 $4 Nonperforming Loans Net Charge-Offs $ in millions $ in millions $346 $1,400 $1,268 $350 $1,255 $1,170 $1,186 $1,200 $297 $300 $263 $1,000 $856 $250 $220 $800 $200 $600 $150 $125 $400 $100 $200 $50 Retail properties Office buildings Residential properties Other CRE Multifamily properties Health facilities Land and development Owner occupied

24 Reducing Risk CRE Residential Properties 24 $ in millions Reduced the Residential Properties (Homebuilder) portfolio by 74% since 1Q08 Initiated process in 2Q08 to aggressively sell at-risk homebuilder loans Reduced exposure to the California market by 93% and the Florida market by 81% since 1Q08 Total Period-end Loans (a) $4,000 $3,000 $2,000 $1,000 $3,638 $2,715 $2,356 $2,154 $1,839 $1,641 $1,492 $1,131 $938 1Q08 2Q08 3Q08 4Q08 California (a) $ $600 $428 $400 $367 $280 $236 $200 $177 $134 $107 $46 1Q08 2Q08 3Q08 4Q08 Performing loans Florida (a) $800 $614 $600 $524 $400 $381 $335 $271 $224 $200 $183 $145 $116 1Q08 2Q08 3Q08 4Q08 Nonperforming loans (a) Non-owner occupied

25 Home Equity Loans March 31, $ in millions, except average loan size Loan Balances Average Loan Size ($) Average FICO Average LTV (a) % of Loans LTV>90% Vintage (% of Loans) 2010 and Regional Banking Home Equity loans and lines First Lien $ 5,197 $ 57, %.5 % 16 % 13 % 9 % 9 % 53 % Second Lien 4,695 43, Total Home Equity loans and lines $ 9,892 $ 49, Nonaccrual Loans First Lien $ 60 $ 84, % - 1 % 3 % 16 % 12 % 68 % Second Lien 51 56, % Total Home Equity nonaccrual loans $ 111 $ 68, First quarter net charge-offs $ 30 1 % 11 % 35 % 14 % 39 % Net loan charge-offs to average loans 1.22 % Other - Exit Home Equity Loans First Lien $ 34 $ 23, %.5 % - 1 % 25 % 15 % 59 % Second Lien , Total Home Equity loans $ 795 $ 26, Nonaccrual Loans First Lien $ 1 $ 21, % % 3 % 15 % 79 % Second Lien 17 27, % Total Home Equity nonaccrual loans $ 18 $ 27, First quarter net charge-offs $ % 34 % 23 % Net loan charge-offs to average loans 8.45 % 2005 and prior (a) Average LTVs are at origination. Current average LTVs for Regional Banking total home equity loans and lines is approximately 81%.

26 Exit Loan Portfolio 26 $ in millions Balance on Balance Outstanding Change vs. Net Loan Charge-offs Nonperforming Status Q10 4Q Residential properties homebuilder $269 $379 $(110) $44 $53 $167 $211 Residential properties held for sale (12) Total residential properties (122) Marine and RV floor plan (88) Commercial lease financing (a) 2,685 2,875 (190) Total commercial loans 3,333 3,733 (400) Home equity Other (43) Marine 2,636 2,787 (151) RV and other consumer (15) Total consumer loans 3,632 3,841 (209) Total loans in exit portfolio $6,965 $7,574 $(609) $153 $141 $499 $599 Discontinued operations - education (b) lending business $6,268 $3,957 $2,311 $36 $36 $42 $13 (a) Includes the business aviation, commercial vehicle, office products, construction and industrial, and Canadian lease financing portfolios; and all remaining balances related to lease in, lease out; sale in, sale out; service contract leases and qualified technological equipment leases. (b) Includes loans in Key s education loan securitization trusts consolidated upon the adoption of new consolidation accounting guidance on January 1, 2010.

27 Net Charge-offs to Average Loans 27 Continuing Operations 1Q10 4Q09 3Q09 2Q09 1Q09 Commercial, financial and agricultural 2.72 % 4.36 % 3.02 % 2.75 % 3.56 % Real estate commercial mortgage Real estate construction Commercial lease financing Total commercial Real estate residential mortgage Home equity: Community Banking Other exit Total home equity Consumer Community Banking Consumer exit Marine Other Total consumer exit Total consumer Net loan charge-offs to average loans 3.67 % 4.64 % 3.59 % 2.93 % 2.60 %