WELLS FARGO & COMPANY/MN - Quarter Report: 2020 June (Form 10-Q)

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-Q

(Mark One)



☑	QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the quarterly period ended June 30, 2020



☐	TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from __________ to __________

Commission file number 001-2979

WELLS FARGO & COMPANY

(Exact name of registrant as specified in its charter)



Delaware	No.	41-0449260
(State of incorporation)	(I.R.S. Employer Identification No.)

420 Montgomery Street, San Francisco, California 94104

(Address of principal executive offices) (Zip Code)

Registrant’s telephone number, including area code: 1-866-249-3302

Securities registered pursuant to Section 12(b) of the Act:



Title of Each Class	Trading Symbol	Name of Each Exchange on Which Registered
Common Stock, par value $1-2/3	WFC	NYSE
7.5% Non-Cumulative Perpetual Convertible Class A Preferred Stock, Series L	WFC.PRL	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series N	WFC.PRN	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series O	WFC.PRO	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series P	WFC.PRP	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of 5.85% Fixed-to-Floating Rate Non-Cumulative Perpetual Class A Preferred Stock, Series Q	WFC.PRQ	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of 6.625% Fixed-to-Floating Rate Non-Cumulative Perpetual Class A Preferred Stock, Series R	WFC.PRR	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series T	WFC.PRT	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series V	WFC.PRV	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series W	WFC.PRW	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series X	WFC.PRX	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series Y	WFC.PRY	NYSE
Depositary Shares, each representing a 1/1000th interest in a share of Non-Cumulative Perpetual Class A Preferred Stock, Series Z	WFC.PRZ	NYSE
Guarantee of 5.80% Fixed-to-Floating Rate Normal Wachovia Income Trust Securities of Wachovia Capital Trust III	WFC/TP	NYSE
Guarantee of Medium-Term Notes, Series A, due October 30, 2028 of Wells Fargo Finance LLC	WFC/28A	NYSE

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No ¨

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes þ No ¨

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer þ Accelerated filer ¨

Non-accelerated filer ¨ Smaller reporting company ☐

Emerging growth company ☐

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ¨

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ☐ No þ

Indicate the number of shares outstanding of each of the issuer’s classes of common stock, as of the latest practicable date.



		Shares Outstanding
		July 24, 2020
Common stock, $1-2/3 par value		4,120,047,105



FORM 10-Q
CROSS-REFERENCE INDEX
PART I	Financial Information
Item 1.	Financial Statements			Page
	Consolidated Statement of Income			63
	Consolidated Statement of Comprehensive Income			64
	Consolidated Balance Sheet			65
	Consolidated Statement of Changes in Equity			66
	Consolidated Statement of Cash Flows			70
	Notes to Financial Statements
	1	—	Summary of Significant Accounting Policies	71
	2	—	Business Combinations	76
	3	—	Cash, Loan and Dividend Restrictions	77
	4	—	Trading Activities	78
	5	—	Available-for-Sale and Held-to-Maturity Debt Securities	79
	6	—	Loans and Related Allowance for Credit Losses	86
	7	—	Leasing Activity	104
	8	—	Equity Securities	105
	9	—	Other Assets	107
	10	—	Securitizations and Variable Interest Entities	108
	11	—	Mortgage Banking Activities	115
	12	—	Intangible Assets	117
	13	—	Guarantees, Pledged Assets and Collateral, and Other Commitments	118
	14	—	Legal Actions	122
	15	—	Derivatives	127
	16	—	Fair Values of Assets and Liabilities	138
	17	—	Preferred Stock	155
	18	—	Revenue from Contracts with Customers	158
	19	—	Employee Benefits and Other Expenses	162
	20	—	Earnings and Dividends Per Common Share	163
	21	—	Other Comprehensive Income	164
	22	—	Operating Segments	166
	23	—	Regulatory and Agency Capital Requirements	167
Item 2.	Management’s Discussion and Analysis of Financial Condition and Results of Operations (Financial Review)
	Summary Financial Data			2
	Overview			3
	Earnings Performance			6
	Balance Sheet Analysis			20
	Off-Balance Sheet Arrangements			23
	Risk Management			24
	Capital Management			48
	Regulatory Matters			55
	Critical Accounting Policies			56
	Current Accounting Developments			58
	Forward-Looking Statements			59
	Risk Factors			61
	Glossary of Acronyms			169
Item 3.	Quantitative and Qualitative Disclosures About Market Risk			41
Item 4.	Controls and Procedures			62

PART II	Other Information
Item 1.	Legal Proceedings			170
Item 1A.	Risk Factors			170
Item 2.	Unregistered Sales of Equity Securities and Use of Proceeds			170
Item 6.	Exhibits			171

Signature				172

PART I - FINANCIAL INFORMATION

FINANCIAL REVIEW



Summary Financial Data
						% Change
	Quarter ended					Jun 30, 2020 from				Six months ended
($ in millions, except per share amounts)	Jun 30, 2020			Mar 31, 2020	Jun 30, 2019	Mar 31, 2020		Jun 30, 2019		Jun 30, 2020			Jun 30, 2019	% Change
For the Period
Wells Fargo net income (loss)	$	(2,379	)	653	6,206	NM		NM		$	(1,726	)	12,066	NM
Wells Fargo net income (loss) applicable to common stock	(2,694		)	42	5,848	NM		NM		(2,652		)	11,355	NM
Diluted earnings (loss) per common share	(0.66		)	0.01	1.30	NM		NM		(0.65		)	2.50	NM
Profitability ratios (annualized):
Wells Fargo net income (loss) to average assets (ROA)	(0.49		)%	0.13	1.31	NM		NM		(0.18		)%	1.29	NM
Wells Fargo net income (loss) applicable to common stock to average Wells Fargo common stockholders’ equity (ROE)	(6.63		)	0.10	13.26	NM		NM		(3.23		)	12.99	NM
Return on average tangible common equity (ROTCE) (1)	(8.00		)	0.12	15.78	NM		NM		(3.89		)	15.47	NM
Efficiency ratio (2)	81.6			73.6	62.3	11		31		77.6			63.4	22
Total revenue	$	17,836		17,717	21,584	1		(17	)	$	35,553		43,193	(18	)
Pre-tax pre-provision profit (PTPP) (3)	3,285			4,669	8,135	(30	)	(60	)	7,954			15,828	(50	)
Dividends declared per common share	0.51			0.51	0.45	—		13		1.02			0.90	13
Average common shares outstanding	4,105.5			4,104.8	4,469.4	—		(8	)	4,105.2			4,510.2	(9	)
Diluted average common shares outstanding (4)	4,105.5			4,135.3	4,495.0	(1	)	(9	)	4,105.2			4,540.1	(10	)
Average loans	$	971,266		965,046	947,460	1		3		$	968,156		948,728	2
Average assets	1,948,939			1,950,659	1,900,627	—		3		1,949,799			1,891,907	3
Average total deposits	1,386,656			1,337,963	1,268,979	4		9		1,362,309			1,265,539	8
Average consumer and small business banking deposits (5)	857,943			779,521	742,671	10		16		819,791			741,171	11
Net interest margin	2.25		%	2.58	2.82	(13	)	(20	)	2.42		%	2.86	(15	)
At Period End
Debt securities	$	472,580		501,563	482,067	(6	)	(2	)	$	472,580		482,067	(2	)
Loans	935,155			1,009,843	949,878	(7	)	(2	)	935,155			949,878	(2	)
Allowance for loan losses	18,926			11,263	9,692	68		95		18,926			9,692	95
Goodwill	26,385			26,381	26,415	—		—		26,385			26,415	—
Equity securities	52,494			54,047	61,537	(3	)	(15	)	52,494			61,537	(15	)
Assets	1,968,766			1,981,349	1,923,388	(1	)	2		1,968,766			1,923,388	2
Deposits	1,410,711			1,376,532	1,288,426	2		9		1,410,711			1,288,426	9
Common stockholders’ equity	159,322			162,654	177,235	(2	)	(10	)	159,322			177,235	(10	)
Wells Fargo stockholders’ equity	179,386			182,718	199,042	(2	)	(10	)	179,386			199,042	(10	)
Total equity	180,122			183,330	200,037	(2	)	(10	)	180,122			200,037	(10	)
Tangible common equity (1)	131,329			134,787	148,864	(3	)	(12	)	131,329			148,864	(12	)
Capital ratios (6):
Total equity to assets	9.15		%	9.25	10.40	(1	)	(12	)	9.15		%	10.40	(12	)
Risk-based capital:
Common Equity Tier 1	10.97			10.67	11.97	3		(8	)	10.97			11.97	(8	)
Tier 1 capital	12.60			12.22	13.69	3		(8	)	12.60			13.69	(8	)
Total capital	15.29			15.21	16.75	1		(9	)	15.29			16.75	(9	)
Tier 1 leverage	7.95			8.03	9.12	(1	)	(13	)	7.95			9.12	(13	)
Common shares outstanding	4,119.6			4,096.4	4,419.6	1		(7	)	4,119.6			4,419.6	(7	)
Book value per common share (7)	$	38.67		39.71	40.10	(3	)	(4	)	$	38.67		40.10	(4	)
Tangible book value per common share (1)(7)	31.88			32.90	33.68	(3	)	(5	)	31.88			33.68	(5	)
Team members (active, full-time equivalent)	266,300			262,800	262,800	1		1		266,300			262,800	1

(1)

Tangible common equity is a non-GAAP financial measure and represents total equity less preferred equity, noncontrolling interests, goodwill, certain identifiable intangible assets (other than mortgage servicing rights) and goodwill and other intangibles on nonmarketable equity securities, net of applicable deferred taxes. The methodology of determining tangible common equity may differ among companies. Management believes that return on average tangible common equity and tangible book value per common share, which utilize tangible common equity, are useful financial measures because they enable investors and others to assess the Company’s use of equity. For additional information, including a corresponding reconciliation to generally accepted accounting principles (GAAP) financial measures, see the “Capital Management – Tangible Common Equity” section in this Report.


(2)	The efficiency ratio is noninterest expense divided by total revenue (net interest income and noninterest income).


(3)	Pre-tax pre-provision profit (PTPP) is total revenue less noninterest expense. Management believes that PTPP is a useful financial measure because it enables investors and others to assess the Company’s ability to generate capital to cover credit losses through a credit cycle.


(4)	In second quarter 2020, diluted average common shares outstanding equaled average common shares outstanding because our securities convertible into common shares had an anti-dilutive effect.


(5)	Consumer and small business banking deposits are total deposits excluding mortgage escrow and wholesale deposits.

(6)

The risk-based capital ratios were calculated under the lower of the Standardized or Advanced Approach determined pursuant to Basel III. Beginning January 1, 2018, the requirements for calculating common equity tier 1 and tier 1 capital, along with risk-weighted assets, became fully phased-in. Accordingly, the information presented reflects fully phased-in common equity tier 1 capital, tier 1 capital and risk-weighted assets, but reflects total capital still in accordance with Transition Requirements. See the “Capital Management” section and Note 23 (Regulatory and Agency Capital Requirements) to Financial Statements in this Report for additional information.


(7)	Book value per common share is common stockholders’ equity divided by common shares outstanding. Tangible book value per common share is tangible common equity divided by common shares outstanding.

Overview (continued)

This Quarterly Report, including the Financial Review and the Financial Statements and related Notes, contains forward-looking statements, which may include forecasts of our financial results and condition, expectations for our operations and business, and our assumptions for those forecasts and expectations. Do not unduly rely on forward-looking statements. Actual results may differ materially from our forward-looking statements due to several factors. Factors that could cause our actual results to differ materially from our forward-looking statements are described in this Report, including in the “Forward-Looking Statements” section, and in the “Risk Factors” and “Regulation and Supervision” sections of our Annual Report on Form 10-K for the year ended December 31, 2019 (2019 Form 10-K).

When we refer to “Wells Fargo,” “the Company,” “we,” “our,” or “us” in this Report, we mean Wells Fargo & Company and Subsidiaries (consolidated). When we refer to the “Parent,” we mean Wells Fargo & Company. See the Glossary of Acronyms for definitions of terms used throughout this Report.

Financial Review

Overview

Wells Fargo & Company is a diversified, community-based financial services company with $1.97 trillion in assets. Founded in 1852 and headquartered in San Francisco, we provide banking, investment and mortgage products and services, as well as consumer and commercial finance, through 7,300 locations, more than 13,000 ATMs, digital (online, mobile and social), and contact centers (phone, email and correspondence), and we have offices in 31 countries and territories to support customers who conduct business in the global economy. With approximately 266,000 active, full-time equivalent team members, we serve one in three households in the United States and ranked No. 30 on Fortune’s 2020 rankings of America’s largest corporations. We ranked fourth in both assets and in the market value of our common stock among all U.S. banks at June 30, 2020.

Wells Fargo’s top priority remains meeting its regulatory requirements to build the right foundation for all that lies ahead. To do that, the Company is committing the resources necessary to ensure that we operate with the strongest business practices and controls, maintain the highest level of integrity, and have an appropriate culture in place.

In response to the COVID-19 pandemic, we have been working diligently to protect employee safety while continuing to carry out Wells Fargo’s role as a provider of critical and essential services to the public. We have taken comprehensive steps to help customers, employees and communities.

For our customers, we have suspended residential property foreclosure activities, offered fee waivers, and provided payment deferrals, among other actions. We have also rapidly expanded digital access and deployed new tools, including changes to our ATMs and mobile technology for the convenience of our customers.

For our employees, we have enabled approximately 200,000 to work remotely. For jobs that cannot be done from home, we have taken significant actions to help ensure employee safety, including adopting social distancing measures, requiring employees to wear facial coverings, and implementing an enhanced cleaning program.

To support our communities, we are directing $175 million in charitable donations from the Wells Fargo Foundation to help address food, shelter, small business and housing stability, as well as providing help to public health organizations fighting to contain the spread of COVID-19. We have also committed to donating the gross processing fees received from the Paycheck Protection Program to help small businesses impacted by the COVID-19 pandemic and will work with nonprofit organizations to provide capital, technical support, and long-term resiliency programs to small businesses with an emphasis on serving minority-owned businesses.

We have strong levels of capital and liquidity, and we remain focused on delivering for our customers and communities to get through these unprecedented times.

Federal Reserve Board Consent Order Regarding Governance Oversight and Compliance and Operational Risk Management

On February 2, 2018, the Company entered into a consent order with the Board of Governors of the Federal Reserve System (FRB). As required by the consent order, the Company’s Board of Directors (Board) submitted to the FRB a plan to further enhance the Board’s governance and oversight of the Company, and the Company submitted to the FRB a plan to further improve the Company’s compliance and operational risk management program. The Company continues to engage with the FRB as the Company works to address the consent order provisions. The consent order also requires the Company, following the FRB’s acceptance and approval of the plans and the Company’s adoption and implementation of the plans, to complete an initial third-party review of the enhancements and improvements provided for in the plans. Until this third-party review is complete and the plans are approved and implemented to the satisfaction of the FRB, the Company’s total consolidated assets as defined under the consent order will be limited to the level as of December 31, 2017. Compliance with this asset cap is measured on a two-quarter daily average basis to allow for management of temporary fluctuations. Due to the COVID-19 pandemic, on April 8, 2020, the FRB amended the consent order to allow the Company to exclude from the asset cap any on-balance sheet exposure resulting from loans made by the Company in connection with the Small Business Administration’s Paycheck Protection Program and the FRB’s Main Street Lending Program. As required under the amendment to the consent order, certain fees and other economic benefits received by the Company from loans made in connection with these programs shall be transferred to the U.S. Treasury or to non-profit organizations approved by the FRB that support small businesses. After removal of the asset cap, a second third-party review must also be conducted to assess the efficacy and sustainability of the enhancements and improvements.

Consent Orders with the Consumer Financial Protection Bureau and Office of the Comptroller of the Currency Regarding Compliance Risk Management Program, Automobile Collateral Protection Insurance Policies, and Mortgage Interest Rate Lock Extensions

On April 20, 2018, the Company entered into consent orders with the Consumer Financial Protection Bureau (CFPB) and the Office

of the Comptroller of the Currency (OCC) to pay an aggregate of $1 billion in civil money penalties to resolve matters regarding the Company’s compliance risk management program and past practices involving certain automobile collateral protection insurance (CPI) policies and certain mortgage interest rate lock extensions. As required by the consent orders, the Company submitted to the CFPB and OCC an enterprise-wide compliance risk management plan and a plan to enhance the Company’s internal audit program with respect to federal consumer financial law and the terms of the consent orders. In addition, as required by the consent orders, the Company submitted for non-objection plans to remediate customers affected by the automobile collateral protection insurance and mortgage interest rate lock matters, as well as a plan for the management of remediation activities conducted by the Company.

Retail Sales Practices Matters

In September 2016, we announced settlements with the CFPB, the OCC, and the Office of the Los Angeles City Attorney, and entered into related consent orders with the CFPB and the OCC, in connection with allegations that some of our retail customers received products and services they did not request. As a result, it remains a top priority to rebuild trust through a comprehensive action plan that includes making things right for our customers, team members, and other stakeholders, and building a better Company for the future. Our priority of rebuilding trust has included numerous actions focused on identifying potential financial harm to customers resulting from these matters and providing remediation.

For additional information regarding retail sales practices matters, including related legal matters, see the “Risk Factors” section in our 2019 Form 10-K and Note 14 (Legal Actions) to Financial Statements in this Report.

Other Customer Remediation Activities

Our priority of rebuilding trust has also included an effort to identify other areas or instances where customers may have experienced financial harm, provide remediation as appropriate, and implement additional operational and control procedures. We are working with our regulatory agencies in this effort. We have previously disclosed key areas of focus as part of our rebuilding trust efforts and are in the process of providing remediation for those matters. We have accrued for the reasonably estimable remediation costs related to our rebuilding trust efforts, which amounts may change based on additional facts and information, as well as ongoing reviews and communications with our regulators.

As our ongoing reviews continue, it is possible that in the future we may identify additional items or areas of potential concern. To the extent issues are identified, we will continue to assess any customer harm and provide remediation as appropriate. For more information, including related legal and regulatory risk, see the “Risk Factors” section in our 2019 Form 10-K and Note 14 (Legal Actions) to Financial Statements in this Report.

Financial Performance

Wells Fargo had a net loss of $2.4 billion in second quarter 2020 with diluted loss per common share of $0.66, compared with net income of $6.2 billion and diluted income per common share (EPS) of $1.30 a year ago. Financial performance items for second quarter 2020 compared with the same period a year ago included:


•	revenue of $17.8 billion, down $3.7 billion, with net interest income of $9.9 billion, down $2.2 billion, or 18%, and noninterest income of $8.0 billion, down $1.5 billion, or 16%;


•	a net interest margin of 2.25%, down 57 basis points;


•	provision for credit losses of $9.5 billion, up $9.0 billion;


•	noninterest expense of $14.6 billion, up $1.1 billion, or 8%;


•	an efficiency ratio of 81.6%, compared with 62.3%;


•	average loans of $971.3 billion, up $23.8 billion;


•	average deposits of $1.39 trillion, up $117.7 billion;


•	net loan charge-off rate of 0.46% (annualized) of average loans, compared with 0.28% (annualized);


•	nonaccrual loans of $7.6 billion, up $1.7 billion, or 28%; and


•	return on assets (ROA) of (0.49)% and return on equity (ROE) of (6.63)%, down from 1.31% and 13.26%, respectively.

Balance Sheet and Liquidity

Our balance sheet remained strong during second quarter 2020 with solid levels of liquidity and capital. Our total assets were $1.97 trillion at June 30, 2020. Cash and other short-term investments increased $98.4 billion from December 31, 2019, reflecting an increase in cash balances, partially offset by lower federal funds sold and securities purchased under resale agreements. Debt securities decreased $24.5 billion from December 31, 2019, predominantly due to a decrease in available-for-sale debt securities, partially offset by an increase in held-to-maturity debt securities. Loans decreased $27.1 billion from December 31, 2019, due to paydowns in real estate 1-4 family mortgage loans, credit card loans, and commercial and industrial loans, as well as the designation in second quarter 2020 of real estate 1-4 family mortgage loans as mortgage loans held for sale (MLHFS). The decrease in loans was partially offset by an increase in commercial real estate loans driven by new originations and draws on construction loans.

Average deposits in second quarter 2020 were $1.39 trillion, up $117.7 billion from second quarter 2019, on growth across the deposit gathering businesses reflecting customers’ preferences for liquidity due to the COVID-19 pandemic.

Credit Quality

Credit quality declined due to the economic impact that the COVID-19 pandemic had on our customer base.

Net loan charge-offs were $1.1 billion, or 0.46% (annualized) of average loans, in second quarter 2020, compared with $653 million a year ago (0.28%)(annualized). Our commercial portfolio net loan charge-offs were $602 million, or 44 basis points (annualized) of average commercial loans, in second quarter 2020, compared with net loan charge-offs of $165 million, or 13 basis points (annualized), a year ago, predominantly driven by increased losses in our commercial and industrial and commercial real estate loan portfolios. The increased losses in our commercial and industrial portfolio were primarily related to higher net loan charge-offs in our oil and gas portfolio. Our consumer portfolio net loan charge-offs were $511 million, or 48 basis points (annualized) of average consumer loans, in second quarter 2020, compared with net loan charge-offs of $488 million, or 45 basis points (annualized), a year ago, predominantly driven by increased losses in our residential real estate and automobile loan portfolios, partially offset by lower losses in our credit card and other revolving credit and installment loan portfolios.

The allowance for credit losses (ACL) for loans of $20.4 billion at June 30, 2020, increased $9.8 billion, compared with a year ago, and increased $10.0 billion from December 31, 2019. We had a $11.4 billion increase in the allowance for credit losses for loans in the first half of 2020, partially offset by a $1.3 billion decrease as a result of our adoption on January 1, 2020, of Accounting Standards Update (ASU) 2016-13, Financial Instruments – Credit Losses (Topic 326): Measurement of Credit Losses on Financial

Overview (continued)

Instruments (CECL). The allowance coverage for total loans was 2.19% at June 30, 2020, compared with 1.12% a year ago and 1.09% at December 31, 2019. The allowance covered 4.6 times annualized net loan charge-offs in second quarter 2020, compared with 4.0 times in second quarter 2019. Our provision for credit losses for loans was $9.6 billion in second quarter 2020, up from $503 million a year ago. The increase in the allowance for credit losses for loans and the provision for credit losses reflected current and forecasted economic conditions due to the COVID-19 pandemic.

Nonperforming assets (NPAs) at June 30, 2020, of $7.8 billion, increased $1.4 billion, or 22%, from March 31, 2020, and $2.2 billion, or 38%, from December 31, 2019, and represented 0.83% of total loans at June 30, 2020. Nonaccrual loans increased $1.4 billion from March 31, 2020, due to increases in commercial loans driven by the oil and gas portfolio and increases in real estate mortgage loans, as the economic impact of the COVID-19 pandemic continued to impact our customer base. Foreclosed assets decreased $57 million from March 31, 2020. For information on how we are assisting our customers in response to the COVID-19 pandemic, see the “Risk Management – Credit Risk Management” section in this Report.

Capital

We maintained a solid capital position in the first half of 2020, with total equity of $180.1 billion at June 30, 2020, compared with $188.0 billion at December 31, 2019. We reduced our common shares outstanding by 14.9 million shares from December 31, 2019, through share repurchases, partially offset by issuances and conversions of preferred shares. On March 15, 2020, we, along with the other members of the Financial Services Forum (which consists of the eight largest and most diversified financial institutions headquartered in the U.S.), decided to temporarily suspend share repurchases for the remainder of the first quarter and for second quarter 2020. On June 25, 2020, the FRB announced that it was prohibiting large bank holding companies (BHCs) subject to the FRB’s capital plan rule, including Wells Fargo, from making any capital distribution (excluding any capital distribution arising from the issuance of a capital instrument eligible for inclusion in the numerator of a regulatory capital ratio), unless otherwise approved by the FRB. Through the end of third quarter 2020, the FRB authorized certain limited exceptions to this prohibition, which are described in the “Capital Management – Capital Planning and Stress Testing” section in this Report.

In first quarter 2020, we issued $2.0 billion of Non-Cumulative Perpetual Class A Preferred Stock, Series Z. Additionally, we redeemed the remaining $1.8 billion of our Fixed-to-Floating Rate Non-Cumulative Perpetual Class A Preferred Stock, Series K. We also redeemed $669 million of our Non-Cumulative Perpetual Class A Preferred Stock, Series T.

On July 28, 2020, the Company reduced its third quarter 2020 common stock dividend to $0.10 per share.

We believe an important measure of our capital strength is the Common Equity Tier 1 (CET1) ratio, which was 10.97% at June 30, 2020, down from 11.14% at December 31, 2019, but still above our internal target of 10% and the regulatory minimum of 9%. As of June 30, 2020, our eligible external total loss absorbing capacity (TLAC) as a percentage of total risk-weighted assets was 25.33%, compared with the required minimum of 22.0%. Likewise, our other regulatory capital ratios remained strong. See the “Capital Management” section in this Report for more information regarding our capital, including the calculation of our regulatory capital amounts.

Earnings Performance

Wells Fargo net loss for second quarter 2020 was $2.4 billion ($0.66 diluted loss per common share), compared with net income of $6.2 billion ($1.30 diluted income per common share) in the same period a year ago. Net income decreased to a net loss in second quarter 2020, compared with the same period a year ago, due to a $2.2 billion decrease in net interest income, a $9.0 billion increase in our provision for credit losses, a $1.5 billion decrease in noninterest income, and a $1.1 billion increase in noninterest expense, partially offset by a $5.2 billion decrease in income tax expense. Net loss for the first half of 2020 was $1.7 billion, compared with net income of $12.1 billion in the same period a year ago. Net income decreased to a net loss in the first half of 2020, compared with the same period a year ago, due to a $3.2 billion decrease in net interest income, a $12.2 billion increase in our provision for credit losses, a $4.4 billion decrease in noninterest income, and a $234 million increase in noninterest expense, partially offset by a $5.9 billion decrease in income tax expense.

Revenue, the sum of net interest income and noninterest income, was $17.8 billion in second quarter 2020, compared with $21.6 billion in the same period a year ago. Revenue for the first half of 2020 was $35.6 billion, compared with $43.2 billion in the same period a year ago. Net interest income represented 55% of revenue in second quarter 2020, compared with 56% in the same period a year ago, and 60% of revenue in the first half of 2020, compared with 57% in the same period a year ago. Noninterest income represented 45% of revenue in second quarter 2020, compared with 44% in the same period a year ago, and 40% of revenue in the first half of 2020, compared with 43% in the same period a year ago.

Earnings Performance (continued)

Net Interest Income

Net interest income is the interest earned on debt securities, loans (including yield-related loan fees) and other interest-earning assets minus the interest paid on deposits, short-term borrowings and long-term debt. The net interest margin is the average yield on earning assets minus the average interest rate paid for deposits and our other sources of funding. Net interest income and the net interest margin are presented on a taxable-equivalent basis in Table 1 to consistently reflect income from taxable and tax-exempt loans and debt and equity securities based on a 21% federal statutory tax rate for the periods ending June 30, 2020 and 2019.

Net interest income and the net interest margin in any one period can be significantly affected by a variety of factors including the mix of earning assets in our portfolio, the overall size of our earning assets portfolio, and the cost of funding those assets. In addition, variable sources of interest income, such as loan fees, periodic dividends, and collection of interest on nonaccrual loans, can fluctuate from period to period.

Net interest income on a taxable-equivalent basis was $10.0 billion and $21.5 billion in the second quarter and first half of 2020, respectively, compared with $12.3 billion and $24.7 billion for the same periods a year ago. Net interest margin on a taxable-equivalent basis was 2.25% and 2.42% in the second quarter and first half of 2020, respectively, compared with 2.82% and 2.86% for the same periods a year ago. The decrease in net interest income and net interest margin in the second quarter and first half of 2020, compared with the same periods a year ago, was driven by unfavorable impacts of repricing due to lower market rates and changes in mix of earning assets and funding sources, including sales of high yielding Pick-a-Pay loans in 2019.

Average earning assets increased $40.0 billion in second quarter 2020, compared with the same period a year ago. The change was driven by increases in:


•	average interest-earning deposits with banks of $35.3 billion;


•	average loans of $23.8 billion;


•	average mortgage loans held for sale of $7.5 billion; and


•	other earning assets of $3.0 billion;

partially offset by decreases in:


•	average federal funds sold and securities purchased under resale agreements of $21.7 billion; and


•	average equity securities of $7.8 billion.

Average earning assets increased $44.9 billion in the first half of 2020, compared with the same period a year ago. The change was driven by increases in:


•	average loans of $19.4 billion;


•	average interest-earning deposits with banks of $12.0 billion;


•	average mortgage loans held for sale of $7.0 billion;


•	average debt securities of $4.2 billion;


•	other earning assets of $3.0 billion; and


•	average federal funds sold and securities purchased under resale agreements of $1.1 billion;

partially offset by decreases in:


•	average equity securities of $1.7 billion.

Deposits are an important low-cost source of funding and affect both net interest income and the net interest margin. Deposits include noninterest-bearing deposits, interest-bearing checking, market rate and other savings, savings certificates, other time deposits, and deposits in non-U.S. offices. Average deposits were $1.39 trillion and $1.36 trillion in the second quarter and first half of 2020, respectively, compared with $1.27 trillion for both the second quarter and first half of 2019, and represented 143% of average loans in second quarter 2020 and 141% in the first half of 2020, compared with 134% in second quarter 2019 and 133% in the first half of 2019. Average deposits were 78% and 76% of average earning assets in the second quarter and first half of 2020, compared with 73% in both periods a year ago. The average deposit cost for second quarter 2020 was 17 basis points, down 53 basis points from a year ago, reflecting the lower interest rate environment.

Table 1: Average Balances, Yields and Rates Paid (Taxable-Equivalent Basis) (1)



	Quarter ended June 30,
						2020							2019
(in millions)	Average balance			Yields/ rates		Interest income/ expense			Average balance		Yields/ rates		Interest income/ expense
Earning assets
Interest-earning deposits with banks	$	176,327		0.12	%	$	51		141,045		2.33	%	$	819
Federal funds sold and securities purchased under resale agreements	76,384			0.01		2			98,130		2.44		598
Debt securities (2):
Trading debt securities	96,049			2.76		663			86,514		3.45		746
Available-for-sale debt securities:
Securities of U.S. Treasury and federal agencies	9,452			0.83		19			15,402		2.21		85
Securities of U.S. states and political subdivisions	35,728			2.98		267			45,769		4.02		460
Mortgage-backed securities:
Federal agencies	143,600			2.33		837			149,761		2.99		1,120
Residential and commercial	4,433			2.27		25			5,562		4.02		56
Total mortgage-backed securities	148,033			2.33		862			155,323		3.03		1,176
Other debt securities	39,231			2.75		268			45,063		4.40		494
Total available-for-sale debt securities	232,444			2.44		1,416			261,557		3.39		2,215
Held-to-maturity debt securities:
Securities of U.S. Treasury and federal agencies	48,574			2.14		258			44,762		2.19		244
Securities of U.S. states and political subdivisions	14,168			3.81		135			6,958		4.06		71
Federal agency and other mortgage-backed securities	104,047			2.21		575			95,506		2.64		632
Other debt securities	15			2.58		—			58		3.86		—
Total held-to-maturity debt securities	166,804			2.33		968			147,284		2.57		947
Total debt securities	495,297			2.46		3,047			495,355		3.16		3,908
Mortgage loans held for sale (3)	25,960			3.55		230			18,464		4.22		195
Loans held for sale (3)	1,650			1.87		7			1,642		4.80		20
Loans:
Commercial loans:
Commercial and industrial – U.S.	310,104			2.58		1,990			285,084		4.47		3,176
Commercial and industrial – Non-U.S.	72,241			2.48		445			62,905		3.90		611
Real estate mortgage	123,525			3.03		930			121,869		4.58		1,390
Real estate construction	21,361			3.37		179			21,568		5.36		288
Lease financing	18,087			4.34		196			19,133		4.71		226
Total commercial loans	545,318			2.76		3,740			510,559		4.47		5,691
Consumer loans:
Real estate 1-4 family first mortgage	280,878			3.44		2,414			286,169		3.88		2,776
Real estate 1-4 family junior lien mortgage	27,700			4.24		292			32,609		5.75		468
Credit card	36,539			10.78		979			38,154		12.65		1,204
Automobile	48,441			4.99		601			45,179		5.23		589
Other revolving credit and installment	32,390			5.45		440			34,790		7.12		617
Total consumer loans	425,948			4.45		4,726			436,901		5.18		5,654
Total loans (3)	971,266			3.50		8,466			947,460		4.80		11,345
Equity securities	27,417			1.70		117			35,215		2.70		237
Other	7,715			(0.02	)	—			4,693		1.76		20
Total earning assets	$	1,782,016		2.68	%	$	11,920		1,742,004		3.94	%	$	17,142
Funding sources
Deposits:
Interest-bearing checking	$	53,592		0.07	%	$	9		57,549		1.46	%	$	210
Market rate and other savings	799,949			0.16		311			690,677		0.59		1,009
Savings certificates	27,051			1.11		75			30,620		1.62		124
Other time deposits	59,920			1.01		149			96,887		2.61		630
Deposits in non-U.S. offices	37,682			0.44		41			51,875		1.86		240
Total interest-bearing deposits	978,194			0.24		585			927,608		0.96		2,213
Short-term borrowings	63,535			(0.10	)	(17		)	114,754		2.26		646
Long-term debt	232,395			2.13		1,237			236,734		3.21		1,900
Other liabilities	29,947			1.53		116			24,314		2.18		132
Total interest-bearing liabilities	1,304,071			0.59		1,921			1,303,410		1.50		4,891
Portion of noninterest-bearing funding sources	477,945			—		—			438,594		—		—
Total funding sources	$	1,782,016		0.43		1,921			1,742,004		1.12		4,891
Net interest margin and net interest income on a taxable-equivalent basis (4)				2.25	%	$	9,999				2.82	%	$	12,251
Noninterest-earning assets
Cash and due from banks	$	21,227							19,475
Goodwill	26,384								26,415
Other	119,312								112,733
Total noninterest-earning assets	$	166,923							158,623
Noninterest-bearing funding sources
Deposits	$	408,462							341,371
Other liabilities	52,298								56,161
Total equity	184,108								199,685
Noninterest-bearing funding sources used to fund earning assets	(477,945		)						(438,594	)
Net noninterest-bearing funding sources	$	166,923							158,623
Total assets	$	1,948,939							1,900,627

Average prime rate				3.25	%						5.50	%
Average three-month London Interbank Offered Rate (LIBOR)				0.60							2.51


(1)	Yields/rates and amounts include the effects of hedge and risk management activities associated with the respective asset and liability categories.


(2)	Yields/rates are based on interest income/expense amounts for the period, annualized based on the accrual basis for the respective accounts. The average balance amounts represent amortized cost for the periods presented.


(3)	Nonaccrual loans and related income are included in their respective loan categories.


(4)	Includes taxable-equivalent adjustments of $119 million and $156 million for the quarters ended June 30, 2020 and 2019, respectively, and $259 million and $318 million for the first half of 2020 and 2019, respectively, predominantly related to tax-exempt income on certain loans and securities.



	Six months ended June 30,
						2020						2019
(in millions)	Average balance			Yields/ rates		Interest income/ expense		Average balance		Yields/ rates		Interest income/ expense
Earning assets
Interest-earning deposits with banks	$	152,924		0.57	%	$	432	140,915		2.33	%	$	1,629
Federal funds sold and securities purchased under resale agreements	91,969			0.84		382		90,875		2.42		1,093
Debt securities (2):
Trading debt securities	98,556			2.91		1,433		87,938		3.52		1,544
Available-for-sale debt securities:
Securities of U.S. Treasury and federal agencies	10,116			1.14		57		14,740		2.18		159
Securities of U.S. states and political subdivisions	37,340			3.22		601		47,049		4.02		946
Mortgage-backed securities:
Federal agencies	151,119			2.51		1,899		150,623		3.04		2,293
Residential and commercial	4,540			2.55		58		5,772		4.17		120
Total mortgage-backed securities	155,659			2.51		1,957		156,395		3.09		2,413
Other debt securities	39,386			3.11		611		45,920		4.43		1,011
Total available-for-sale debt securities	242,501			2.66		3,226		264,104		3.44		4,529
Held-to-maturity debt securities:
Securities of U.S. Treasury and federal agencies	47,255			2.17		509		44,758		2.20		487
Securities of U.S. states and political subdivisions	13,852			3.82		265		6,560		4.05		133
Federal agency and other mortgage-backed securities	101,221			2.38		1,203		95,753		2.69		1,288
Other debt securities	20			2.90		—		60		3.91		1
Total held-to-maturity debt securities	162,348			2.44		1,977		147,131		2.60		1,909
Total debt securities	503,405			2.64		6,636		499,173		3.20		7,982
Mortgage loans held for sale (3)	23,161			3.69		427		16,193		4.28		347
Loans held for sale (3)	1,567			2.49		19		1,752		5.04		44
Loans:
Commercial loans:
Commercial and industrial – U.S.	299,303			3.05		4,536		285,827		4.47		6,345
Commercial and industrial – Non U.S.	71,451			2.82		1,001		62,863		3.90		1,215
Real estate mortgage	122,656			3.47		2,117		121,644		4.58		2,763
Real estate construction	20,819			3.94		408		21,999		5.40		589
Lease financing	18,687			4.37		408		19,261		4.66		450
Total commercial loans	532,916			3.19		8,470		511,594		4.48		11,362
Consumer loans:
Real estate 1-4 family first mortgage	287,217			3.53		5,064		285,694		3.92		5,597
Real estate 1-4 family junior lien mortgage	28,303			4.70		662		33,197		5.75		949
Credit card	38,147			11.53		2,186		38,168		12.76		2,416
Automobile	48,350			4.98		1,197		45,007		5.21		1,163
Other revolving credit and installment	33,223			5.89		974		35,068		7.13		1,240
Total consumer loans	435,240			4.65		10,083		437,134		5.22		11,365
Total loans (3)	968,156			3.85		18,553		948,728		4.82		22,727
Equity securities	32,475			2.00		325		34,154		2.63		448
Other	7,573			0.37		14		4,555		1.69		38
Total earning assets	$	1,781,230		3.02	%	$	26,788	1,736,345		3.97	%	$	34,308
Funding sources
Deposits:
Interest-bearing checking	$	58,339		0.50	%	$	144	56,905		1.44	%	$	407
Market rate and other savings	781,044			0.33		1,289		689,628		0.54		1,856
Savings certificates	28,575			1.30		185		27,940		1.46		202
Other time deposits	70,949			1.43		505		97,356		2.64		1,275
Deposits in non-U.S. offices	45,508			0.90		204		53,649		1.88		499
Total interest-bearing deposits	984,415			0.48		2,327		925,478		0.92		4,239
Short-term borrowings	83,256			0.66		275		111,719		2.24		1,243
Long-term debt	230,699			2.15		2,477		234,963		3.27		3,827
Other liabilities	30,073			1.71		258		24,801		2.23		275
Total interest-bearing liabilities	1,328,443			0.81		5,337		1,296,961		1.49		9,584
Portion of noninterest-bearing funding sources	452,787			—		—		439,384		—		—
Total funding sources	$	1,781,230		0.60		5,337		1,736,345		1.11		9,584
Net interest margin and net interest income on a taxable-equivalent basis (4)				2.42	%	$	21,451			2.86	%	$	24,724
Noninterest-earning assets
Cash and due from banks	$	20,899						19,544
Goodwill	26,386							26,417
Other	121,284							109,601
Total noninterest-earning assets	$	168,569						155,562
Noninterest-bearing funding sources
Deposits	$	377,894						340,061
Other liabilities	57,323							55,864
Total equity	186,139							199,021
Noninterest-bearing funding sources used to fund earning assets	(452,787		)					(439,384	)
Net noninterest-bearing funding sources	$	168,569						155,562
Total assets	$	1,949,799						1,891,907

Average prime rate				3.82	%					5.50	%
Average three-month London Interbank Offered Rate (LIBOR)				1.07						2.60

Noninterest Income

Table 2: Noninterest Income



	Quarter ended June 30,				%		Six months ended June 30,				%
(in millions)	2020			2019	Change		2020			2019	Change
Service charges on deposit accounts	$	930		1,206	(23	)%	$	2,139		2,300	(7	)%
Trust and investment fees:
Brokerage advisory, commissions and other fees	2,117			2,318	(9	)	4,599			4,511	2
Trust and investment management	687			795	(14	)	1,388			1,581	(12	)
Investment banking	547			455	20		938			849	10
Total trust and investment fees	3,351			3,568	(6	)	6,925			6,941	—
Card fees	797			1,025	(22	)	1,689			1,969	(14	)
Other fees:
Lending related charges and fees	303			349	(13	)	631			696	(9	)
Cash network fees	88			117	(25	)	194			226	(14	)
Commercial real estate brokerage commissions	—			105	(100	)	1			186	(99	)
Wire transfer and other remittance fees	99			121	(18	)	209			234	(11	)
All other fees	88			108	(19	)	175			228	(23	)
Total other fees	578			800	(28	)	1,210			1,570	(23	)
Mortgage banking:
Servicing income, net	(689		)	277	NM		(418		)	641	NM
Net gains on mortgage loan origination/sales activities	1,006			481	109		1,114			825	35
Total mortgage banking	317			758	(58	)	696			1,466	(53	)
Net gains from trading activities	807			229	252		871			586	49
Net gains on debt securities	212			20	960		449			145	210
Net gains (losses) from equity securities	533			622	(14	)	(868		)	1,436	NM
Lease income	334			424	(21	)	686			867	(21	)
Life insurance investment income	163			167	(2	)	324			326	(1	)
All other (1)	(66		)	670	NM		240			1,181	(80	)
Total	$	7,956		9,489	(16	)	$	14,361		18,787	(24	)

NM – Not meaningful


(1)	In second quarter 2020, insurance income was reclassified to all other noninterest income. Prior period balances have been revised to conform with the current period presentation.

Noninterest income decreased $1.5 billion and $4.4 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to overall lower income driven by the economic impact of the COVID-19 pandemic. For more information on the nature of services performed for certain of our revenues discussed below, see Note 18 (Revenue from Contracts with Customers) to Financial Statements in this Report.

Service charges on deposit accounts decreased $276 million and $161 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to lower customer transaction volumes and higher average account balances. We have provided certain fee waivers and reversals to support customers during the COVID-19 pandemic, which also negatively impacted income from service charges on deposit accounts.

Brokerage advisory, commissions and other fees decreased $201 million in second quarter 2020, compared with the same period a year ago, due to lower asset-based fees and lower transactional revenue. Brokerage advisory, commissions and other fees increased $88 million in the first half of 2020, compared with the same period a year ago, due to higher asset-based fees. Asset-based fees include fees from advisory accounts that are based on a percentage of the market value of the assets as of the beginning of the quarter. All retail brokerage services are provided by our Wealth and Investment Management (WIM) operating segment. For additional information on retail

brokerage client assets, including asset composition, see the “Operating Segment Results – Wealth and Investment Management – Retail Brokerage Client Assets” section in this Report.

Trust and investment management fees decreased $108 million and $193 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by lower trust fees due to the sale of our Institutional Retirement and Trust (IRT) business in 2019.

Our assets under management (AUM) totaled $766.6 billion at June 30, 2020, compared with $682.0 billion at June 30, 2019. Substantially all of our AUM is managed by our WIM operating segment. Our assets under administration (AUA) totaled $1.7 trillion at June 30, 2020 and $1.8 trillion at June 30, 2019. Management believes that AUM and AUA are useful metrics because they allow investors and others to assess how changes in asset amounts may impact the generation of certain asset-based fees.

Our AUM and AUA included IRT client assets of $21 billion and $730 billion, respectively, at June 30, 2020, which we continue to administer at the direction of the buyer pursuant to a transition services agreement that will terminate no later than July 2021.

Additional information regarding our WIM operating segment AUM is provided in Table 4f and the related discussion in the “Operating Segment Results – Wealth and Investment

Earnings Performance (continued)

Management – Trust and Investment Client Assets Under Management” section in this Report.

Card fees decreased $228 million and $280 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The decrease in the second quarter and first half of 2020, compared with the same periods a year ago, was due to lower interchange fees driven by decreased purchase volume due to the impact of the COVID-19 pandemic, and higher fee waivers as part of our actions to support customers during the COVID-19 pandemic, partially offset by lower rewards costs.

Other fees decreased $222 million and $360 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by a decline in commission fees as a result of the sale of our commercial real estate brokerage business, Eastdil Secured (Eastdil), in fourth quarter 2019, and lower business payroll income due to the sale of our Business Payroll Services business in first quarter 2019. Additionally, we waived or reversed certain lending related charges or fees as part of our actions to support customers during the COVID-19 pandemic, which also negatively impacted other fees.

Mortgage banking noninterest income, consisting of net servicing income and net gains on mortgage loan origination/ sales activities, decreased $441 million and $770 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. For more information, see Note 11 (Mortgage Banking Activities) to Financial Statements in this Report.

Our portfolio of loans serviced for others was $1.6 trillion at both June 30, 2020, and December 31, 2019. At June 30, 2020, the ratio of combined residential and commercial mortgage servicing rights (MSRs) to related loans serviced for others was 0.52%, compared with 0.79% at December 31, 2019.

Net servicing income decreased $1.0 billion and $1.1 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The decrease in net servicing income in the second quarter and first half of 2020, compared with the same periods a year ago, was driven by MSR valuation losses, net of hedge results, reflecting higher expected servicing costs and updates to other valuation model assumptions affecting prepayment estimates that are independent of interest rate changes, such as changes in home prices and in customer credit profiles. The decrease in net servicing income in the second quarter and first half of 2020 also reflected continued prepayments and the impacts of customer accommodations associated with the COVID-19 pandemic. See the “Risk Management – Asset/Liability Management – Mortgage Banking Interest Rate and Market Risk” section in this Report for additional information regarding our MSRs risks and hedging approach.

Net gains on mortgage loan origination/sales activities increased $525 million and $289 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to higher residential real estate held for sale origination volumes and margins.

The production margin on residential held for sale mortgage loan originations, which represents net gains on residential mortgage loan origination/sales activities divided by total residential held for sale mortgage loan originations, provides a measure of the profitability of our residential mortgage origination activity. The increase in the production margin in the second quarter and first half of 2020, compared with the same periods a year ago, was due to higher margins in both our retail and correspondent production channels, as well as a shift to more

retail origination volume, which has a higher margin. Table 2a presents the information used in determining the production margin.

Table 2a Selected Mortgage Production Data



		Quarter ended June 30,				Six months ended June 30,
		2020			2019	2020			2019
Net gains on mortgage loan origination/sales activities (in millions):
Residential	(A)	$	866		322	$	1,226		554
Commercial		83			83	106			130
Residential pipeline and unsold/repurchased loan management (1)		57			76	(218		)	141
Total		$	1,006		481	$	1,114		825
Application data (in billions):
Mortgage applications		$	84		90	192			154
First mortgage unclosed pipeline (2)		50			44	50			44
Residential real estate originations (in billions):
Held for sale	(B)	$	43		33	$	76		55
Held for investment		16			20	31			31
Total		$	59		53	$	107		86
Production margin on residential held for sale mortgage loan originations	(A)/(B)	2.04		%	0.98	1.61		%	1.01	%


(1)	Predominantly Includes the results of Government National Mortgage Association (GNMA) loss mitigation activities, interest rate management activities and changes in estimate to the liability for mortgage loan repurchase losses.


(2)	Balances presented are as of June 30, 2020 and 2019.

Net gains from trading activities, which reflect unrealized changes in fair value of our trading positions and realized gains and losses, increased $578 million and $285 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The increase in the second quarter and first half of 2020, compared with the same periods a year ago, reflected trading volatility created by the COVID-19 pandemic. The increase in second quarter 2020, compared with the same period a year ago, also reflected higher gains driven by market liquidity and improvements in the energy sector, as well as increased demand for interest rate products due to lower interest rates. The increase in the first half of 2020, compared with the same period a year ago, also reflected higher income driven by demand for interest rate products due to lower interest rates, as well as higher equities and credit trading volume, partially offset by lower income from wider credit spreads and lower trading volumes in asset-backed securities. Net gains from trading activities exclude interest and dividend income and expense on trading securities, which are reported within interest income from debt and equity securities and other interest income. For additional information about trading activities, see the “Risk Management – Asset/Liability Management – Market Risk-Trading Activities” section and Note 4 (Trading Activities) to Financial Statements in this Report.

Net gains from debt securities increased $192 million and $304 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, reflecting higher gains from the sale of agency mortgage-backed securities (MBS).

Net gains from equity securities decreased $89 million and $2.3 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven

by changes in the value of deferred compensation plan investments (largely offset in personnel expense) and higher unrealized losses. The decrease in the first half of 2020, compared with the same period a year ago, also included a $1.0 billion impairment on equity securities. Table 3a presents results for our deferred compensation plan and related investments.

Lease income decreased $90 million and $181 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by reductions in the size of the equipment leasing portfolio.

All other income decreased $736 million and $941 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. All other income includes insurance income, income or losses from equity method investments, including low-income housing tax credit

investments (excluding related tax credits recorded in income tax expense), foreign currency adjustments and related hedges of foreign currency risks, and certain economic hedges. The decrease in the second quarter and first half of 2020, compared with the same periods a year ago, was driven by higher income in the second quarter and first half of 2019 from gains on the sales of purchased credit-impaired (PCI) loans, as well as lower equity method investments income in the second quarter and first half of 2020, partially offset by gains on the sales of loans reclassified to held for sale in 2019 and sold in the second quarter and first half of 2020. The decrease in the first half of 2020, compared with the same period a year ago, also reflected a pre-tax gain on the sale of our Business Payroll Services business in first quarter 2019, partially offset by transition services fees in the first half of 2020 associated with the sale of our IRT business.

Noninterest Expense

Table 3: Noninterest Expense



	Quarter ended June 30,			%		Six months ended June 30,			%
(in millions)	2020		2019	Change		2020		2019	Change
Personnel (1)	$	8,911	8,474	5	%	$	17,225	17,682	(3	)%
Technology and equipment (1)	562		641	(12	)	1,268		1,335	(5	)
Occupancy (2)	871		719	21		1,586		1,436	10
Core deposit and other intangibles	22		27	(19	)	45		55	(18	)
FDIC and other deposit assessments	165		144	15		283		303	(7	)
Operating losses	1,219		247	394		1,683		485	247
Outside professional services	758		821	(8	)	1,485		1,499	(1	)
Contract services (1)	634		590	7		1,219		1,120	9
Leases (3)	244		311	(22	)	504		597	(16	)
Advertising and promotion	137		329	(58	)	318		566	(44	)
Outside data processing	142		175	(19	)	307		342	(10	)
Travel and entertainment	15		163	(91	)	108		310	(65	)
Postage, stationery and supplies	108		119	(9	)	237		241	(2	)
Telecommunications	110		93	18		202		184	10
Foreclosed assets	23		35	(34	)	52		72	(28	)
Insurance	25		25	—		50		50	—
All other	605		536	13		1,027		1,088	(6	)
Total	$	14,551	13,449	8		$	27,599	27,365	1


(1)	In second quarter 2020, personnel-related expenses were combined into a single line item, and expenses for cloud computing services were reclassified from contract services expense to technology and equipment expense. Prior period balances have been revised to conform with the current period presentation.

(2)Represents expenses for both leased and owned properties.


(3)	Represents expenses for assets we lease to customers.

Noninterest expense increased $1.1 billion and $234 million in the second quarter and first half of 2020, compared with the same periods a year ago, predominantly driven by higher operating losses and occupancy expense.

Personnel expense increased $437 million in second quarter 2020, compared with the same period a year ago, and decreased $457 million in the first half of 2020, compared with the same period a year ago. The increase in second quarter 2020, compared with the same period a year ago, was driven by higher deferred compensation expense (offset in net gains from equity securities), and higher salaries expense. The decrease in the first half of 2020, compared with the same period a year ago, was driven by lower deferred compensation expense (offset in net losses from equity securities), partially offset by an increase in salaries and employee benefits expense. The second quarter and first half of 2020 also reflected higher salaries driven by annual salary increases and higher staffing levels, as well as increased employee benefits and incentive compensation expense related to the COVID-19 pandemic, including additional payments for

certain customer-facing and support employees and back-up childcare services.

Table 3a presents results for our deferred compensation plan and related hedges. Historically, we used equity securities as economic hedges of our deferred compensation plan liabilities. Changes in the fair value of the equity securities used as economic hedges were recorded in net gains (losses) from equity securities within noninterest income. In second quarter 2020, we entered into arrangements to transition our economic hedges from equity securities to derivative instruments. Changes in fair value of derivatives used as economic hedges are presented within the same financial statement line as the related business activity being hedged. As a result of this transition, we presented the net gains/(losses) on derivatives from economic hedges on the deferred compensation plan liabilities in personnel expense. For additional information on the derivatives used in the economic hedges, see Note 15 (Derivatives) to Financial Statements in this Report.

Earnings Performance (continued)

Table 3a: Deferred Compensation and Related Hedges



	Quarter ended June 30,					Six months ended June 30,
(in millions)	2020			2019		2020			2019
Net interest income	$	3		18		$	15		31
Net gains (losses) from equity securities	346			87		(275		)	432
Total revenue (losses) from deferred compensation plan investments	349			105		(260		)	463
Change in deferred compensation plan liabilities	490			114		(108		)	471
Net derivative (gains) losses from economic hedges of deferred compensation	(141		)	—		(141		)	—
Personnel expense	349			114		(249		)	471
Income (loss) before income tax expense	$	—		(9	)	$	(11	)	(8	)

Occupancy expense increased $152 million and $150 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to additional cleaning fees, supplies, and equipment expenses related to the COVID-19 pandemic.

Operating losses increased $1.0 billion and $1.2 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to higher litigation and customer remediation accruals. The increase in customer remediation accruals reflected expansions of the population of affected customers, remediation payments, and/or remediation time frames for a variety of matters.

Outside professional and contract services expense decreased $19 million in second quarter 2020, compared with the same period a year ago, and increased $85 million in the first half of 2020, compared with the same period a year ago. The decrease in second quarter 2020, compared with the same period a year ago, was due to lower legal expenses and reduced project spending. The increase in the first half of 2020, compared with the same period a year ago, was due to an increase in project spending, partially offset by lower legal expenses.

Advertising and promotion expense decreased $192 million and $248 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by decreases in marketing and brand campaign volumes due to the impact of the COVID-19 pandemic.

Travel and entertainment expense decreased $148 million and $202 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by a reduction in business travel and company events due to ongoing expense management initiatives, as well as the impact of the COVID-19 pandemic.

All other expense increased $69 million in second quarter 2020, compared with the same period a year ago, and decreased $61 million in the first half of 2020, compared with the same period a year ago. The increase in second quarter 2020, compared with the same period a year ago, was due to higher pension plan settlement expenses and lower gains on the extinguishment of debt, partially offset by a reduction in the insurance claims reserve and lower pension benefit plan expenses. The decrease in the first half of 2020, compared with the same period a year ago, was due to a reduction in the insurance claims reserve and lower pension benefit plan expenses, partially offset by higher pension plan settlement expenses.

Income Tax Expense

Income tax benefit was $3.9 billion and $3.8 billion in the second quarter and first half of 2020, respectively, compared with income tax expense of $1.3 billion and $2.2 billion in the same periods a year ago. The decrease in income tax expense to an income tax benefit in both the second quarter and first half of 2020, compared with the same periods a year ago, was driven by lower income. Our effective income tax rate was 62.2% and 68.5% for the second quarter and first half of 2020, respectively, compared with 17.3% and 15.3% for the same periods a year ago. The higher rate in second quarter 2020, compared with the same period a year ago, reflected the impact of annual income tax benefits, primarily tax credits, driven by the reported pre-tax loss, and included net discrete income tax benefits of $98 million predominantly related to the resolution of prior period U.S. federal income tax matters.

Operating Segment Results

As of June 30, 2020, we were organized for management reporting purposes into three operating segments: Community Banking; Wholesale Banking; and Wealth and Investment Management (WIM). These segments are defined by product type and customer segment and their results are based on our management reporting process. The management reporting process is based on U.S. GAAP with specific adjustments, such as for funds transfer pricing for asset/liability management, for shared revenues and expenses, and tax-equivalent adjustments to consistently reflect income from taxable and tax-exempt sources. On February 11, 2020, we announced a new organizational structure with five principal lines of business: Consumer and Small Business Banking; Consumer Lending; Commercial Banking; Corporate and Investment Banking; and Wealth and Investment Management. This new organizational structure is intended to help drive operating, control, and business performance. In July 2020, the Company completed the transition to this new organizational structure, including finalizing leadership for these principal business lines and aligning management reporting and allocation methodologies. These changes will not impact the consolidated financial results of the Company. Accordingly, we will update our operating segment disclosures, including comparative financial results, in third quarter 2020. Table 4 and the following discussion present our results by operating segment. For additional description of our operating segments, including additional financial information and the underlying management reporting process, see Note 22 (Operating Segments) to Financial Statements in this Report.

We perform a goodwill impairment assessment annually in the fourth quarter. However, in second quarter 2020, we performed another interim, quantitative impairment assessment of our goodwill given deteriorated macroeconomic conditions from the impact of the COVID-19 pandemic. These market conditions led to a sharp decline in share prices for Wells Fargo and other companies across many industries. As part of our interim assessment, we updated our assumptions used in both the income and market approaches for estimating fair values of our reporting units. The update to assumptions incorporated current market-based information such as price-earnings information and a regular update to our internal enterprise-wide

forecasts, which reflected lower interest rates and higher expected credit losses, as well as a weaker macroeconomic outlook.

Since our annual assessment, we have observed declines in the fair values of our reporting units and the amount of excess fair value over the carrying amount of our reporting units; however, we did not have evidence of goodwill impairment as of June 30, 2020. The fair value of each reporting unit exceeded its corresponding carrying amount by 18% or higher. The estimated fair value of our corporate and investment banking reporting unit, included within the Wholesale Banking operating segment, increased in second quarter 2020 as it reflected recent updates in price-earnings information used in our market approach valuations. The increase in fair value resulted in significant excess fair value over the carrying amount for the reporting unit compared with the prior quarter.

The aggregate fair value of our reporting units exceeded our market capitalization as of June 30, 2020. Our individual reporting unit fair values cannot be directly correlated to the Company’s market capitalization. However, we considered several factors in the comparison of aggregate fair value to market capitalization, including (i) control premiums adjusted for the current market environment, which include synergies that may not be reflected in current market pricing, (ii) degree of complexity and execution risk at the reporting unit level compared with the enterprise level, and (iii) issues or risks related to the Company level that may not be included in the fair value of the individual reporting units. Given the uncertainty of the severity or length of the current economic downturn, we will continue to monitor our performance against our internal forecasts as well as market conditions for circumstances that could have a further negative effect on the estimated fair values of our reporting units.

In connection with the planned change to our operating segment disclosures, we will realign our goodwill to the reporting units that underlie our operating segments, which could impact the results of our goodwill impairment assessment. We will reassess goodwill for impairment at the time of the realignment. For additional information about goodwill, see Note 1 (Summary of Significant Accounting Policies) in our 2019 Form 10-K.

Table 4: Operating Segment Results – Highlights



(income/expense in millions,	Community Banking				Wholesale Banking			Wealth and Investment Management			Other (1)				Consolidated Company
balance sheet data in billions)	2020			2019	2020		2019	2020	2019		2020		2019		2020		2019
Quarter ended June 30,
Revenue	$	8,766		11,805	6,563		7,065	3,660	4,050		(1,153	)	(1,336	)	17,836		21,584
Provision (reversal of provision) for credit losses	3,378			479	6,028		28	257	(1	)	(129	)	(3	)	9,534		503
Net income (loss)	(331		)	3,147	(2,143	)	2,789	180	602		(85	)	(332	)	(2,379	)	6,206
Average loans	$	449.3		457.7	504.3		474.0	78.7	75.0		(61.0	)	(59.2	)	971.3		947.5
Average deposits	848.5			777.6	441.2		410.4	171.8	143.5		(74.8	)	(62.5	)	1,386.7		1,269.0
Goodwill	16.7			16.7	8.4		8.4	1.3	1.3		—		—		26.4		26.4
Six months ended June 30,
Revenue	$	18,262		23,555	12,380		14,176	7,375	8,129		(2,464	)	(2,667	)	35,553		43,193
Provision (reversal of provision) for credit losses	5,096			1,189	8,316		162	265	3		(138	)	(6	)	13,539		1,348
Net income (loss)	(176		)	5,970	(1,832	)	5,559	643	1,179		(361	)	(642	)	(1,726	)	12,066
Average loans	$	456.0		457.9	494.4		475.2	78.6	74.7		(60.8	)	(59.1	)	968.2		948.7
Average deposits	823.5			771.6	448.9		410.1	161.6	148.3		(71.7	)	(64.5	)	1,362.3		1,265.5
Goodwill	16.7			16.7	8.4		8.4	1.3	1.3		—		—		26.4		26.4


(1)	Includes the elimination of certain items that are included in more than one business segment, most of which represents products and services for WIM customers served through Community Banking distribution channels.

Earnings Performance (continued)

Community Banking offers a complete line of diversified financial products and services for consumers and small businesses with annual sales generally up to $5 million in which the owner generally is the financial decision maker. These financial products and services include checking and savings accounts, credit and debit cards, automobile, student, mortgage, home equity and small business lending, as well as referrals to Wholesale Banking

and WIM business partners. The Community Banking segment also includes the results of our Corporate Treasury activities net of allocations (including funds transfer pricing, capital, liquidity and certain corporate expenses) in support of other segments and results of investments in our affiliated venture capital and private equity partnerships. Table 4a provides additional financial information for Community Banking.

Table 4a: Community Banking



	Quarter ended June 30,							Six months ended June 30,
(in millions, except average balances which are in billions)	2020			2019		% Change		2020			2019		% Change
Net interest income	$	5,699		7,066		(19	)%	$	12,486		14,314		(13	)%
Noninterest income:
Service charges on deposit accounts	419			704		(40	)	1,119			1,314		(15	)
Trust and investment fees:
Brokerage advisory, commissions and other fees (1)	433			480		(10	)	951			929		2
Trust and investment management (1)	174			199		(13	)	368			409		(10	)
Investment banking (2)	(67		)	(18	)	NM		(166		)	(38	)	NM
Total trust and investment fees	540			661		(18	)	1,153			1,300		(11	)
Card fees	732			929		(21	)	1,541			1,787		(14	)
Other fees	247			335		(26	)	532			667		(20	)
Mortgage banking	253			655		(61	)	593			1,296		(54	)
Net gains (losses) from trading activities	6			(11	)	155		35			(6	)	683
Net gains on debt securities	123			15		720		317			52		510
Net gains (losses) from equity securities (3)	388			471		(18	)	(640		)	1,072		NM
Other (4)	359			980		(63	)	1,126			1,759		(36	)
Total noninterest income	3,067			4,739		(35	)	5,776			9,241		(37	)

Total revenue	8,766			11,805		(26	)	18,262			23,555		(22	)

Provision for credit losses	3,378			479		605		5,096			1,189		329
Noninterest expense:
Personnel	5,992			5,436		10		11,447			11,417		—
Technology and equipment (4)	648			614		6		1,335			1,283		4
Occupancy	685			542		26		1,214			1,084		12
Core deposit and other intangibles	—			—		—		1			1		—
FDIC and other deposit assessments	112			94		19		180			200		(10	)
Outside professional services	460			387		19		902			703		28
Operating losses	1,037			197		426		1,491			416		258
Other (4)	(588		)	(58	)	NM		(1,108		)	(203	)	NM
Total noninterest expense	8,346			7,212		16		15,462			14,901		4
Income (loss) before income tax expense and noncontrolling interests	(2,958		)	4,114		NM		(2,296		)	7,465		NM
Income tax expense (benefit)	(2,666		)	838		NM		(2,022		)	1,262		NM
Less: Net income (loss) from noncontrolling interests (5)	39			129		(70	)	(98		)	233		NM
Net income (loss)	$	(331	)	3,147		NM		$	(176	)	5,970		NM
Average loans	$	449.3		457.7		(2	)	$	456.0		457.9		—
Average deposits	848.5			777.6		9		823.5			771.6		7

NM – Not meaningful


(1)	Represents income on products and services for WIM customers served through Community Banking distribution channels which is eliminated in consolidation.


(2)	Includes underwriting fees paid to Wells Fargo Securities for services related to the issuance of our corporate securities which are offset in our Wholesale Banking segment and eliminated in consolidation.


(3)	Primarily represents gains resulting from venture capital investments.


(4)	In second quarter 2020, insurance income was reclassified to other noninterest income, and expenses for cloud computing services were reclassified from contract services expense (within other noninterest expense) to technology and equipment expense. Prior period balances have been revised to conform with the current period presentation.


(5)	Reflects results attributable to noncontrolling interests predominantly associated with the Company’s consolidated venture capital investments.

Community Banking reported a net loss of $331 million in second quarter 2020, compared with net income of $3.1 billion in the same period a year ago, and reported a net loss of $176 million in the first half of 2020, compared with net income of $6.0 billion in the same period a year ago.

Revenue decreased $3.0 billion and $5.3 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The decrease in the second quarter and first half of 2020, compared with the same periods a year ago, was driven by lower net interest income reflecting the lower interest rate environment and lower noninterest income reflecting lower fees from reduced consumer spending and transaction activity due to the impact of the COVID-19 pandemic, partially offset by higher net gains on debt securities. The decrease in the first half of 2020, compared with the same period a year ago, also reflected net losses on equity securities (including lower deferred compensation plan investment results,

which were largely offset in personnel expense).

The provision for credit losses increased $2.9 billion and $3.9 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to increases in the allowance for credit losses reflecting current and forecasted economic conditions due to the impact of the COVID-19 pandemic.

Noninterest expense increased $1.1 billion and $561 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The increase in the second quarter and first half of 2020, compared with the same periods a year ago, was due to higher operating losses, occupancy expense, outside professional services expense, and technology and equipment expense, partially offset by lower other expenses. The increase in second quarter 2020, compared with the same period a year ago, also reflected higher personnel expense.

Average loans decreased $8.4 billion and $1.9 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The decrease in second quarter 2020, compared with the same period a year ago, was driven by lower real estate 1-4 family first mortgage loans and lower junior lien mortgage loans, partially offset by higher commercial loans. The decrease in the first half of 2020, compared with the same period a year ago, was due to lower junior lien mortgage loans, partially offset by higher automobile loans.

Average deposits increased $70.9 billion and $51.9 billion, in the second quarter and first half of 2020, respectively, compared

with the same periods a year ago, driven by customers’ preferences for liquidity due to the COVID-19 pandemic.

Wholesale Banking provides financial solutions to businesses with annual sales generally in excess of $5 million and to financial institutions globally. Products and businesses include Commercial Banking, Commercial Real Estate, Corporate and Investment Banking, Credit Investment Portfolio, Treasury Management, and Commercial Capital. Table 4b provides additional financial information for Wholesale Banking.

Table 4b: Wholesale Banking



	Quarter ended June 30,						Six months ended June 30,
(in millions, except average balances which are in billions)	2020			2019	% Change		2020			2019	% Change
Net interest income	$	3,891		4,535	(14	)%	$	8,027		9,069	(11	)%
Noninterest income:
Service charges on deposit accounts	511			502	2		1,019			985	3
Trust and investment fees:
Brokerage advisory, commissions and other fees	79			74	7		169			152	11
Trust and investment management	130			117	11		261			231	13
Investment banking	614			475	29		1,104			887	24
Total trust and investment fees	823			666	24		1,534			1,270	21
Card fees	65			95	(32	)	148			181	(18	)
Other fees	330			464	(29	)	676			901	(25	)
Mortgage banking	65			104	(38	)	105			172	(39	)
Net gains from trading activities	794			226	251		835			559	49
Net gains on debt securities	89			5	NM		132			93	42
Net gains (losses) from equity securities	(16		)	116	NM		(111		)	193	NM
Other (1)	11			352	(97	)	15			753	(98	)
Total noninterest income	2,672			2,530	6		4,353			5,107	(15	)

Total revenue	6,563			7,065	(7	)	12,380			14,176	(13	)

Provision for credit losses	6,028			28	NM		8,316			162	NM
Noninterest expense:
Personnel	1,311			1,384	(5	)	2,694			2,894	(7	)
Technology and equipment (1)	8			13	(38	)	19			26	(27	)
Occupancy	106			96	10		210			191	10
Core deposit and other intangibles	19			23	(17	)	38			47	(19	)
FDIC and other deposit assessments	45			44	2		89			89	—
Outside professional services	124			231	(46	)	225			415	(46	)
Operating losses	173			10	NM		177			11	NM
Other (1)	2,177			2,081	5		4,274			4,047	6
Total noninterest expense	3,963			3,882	2		7,726			7,720	—
Income (loss) before income tax expense (benefit) and noncontrolling interests	(3,428		)	3,155	NM		(3,662		)	6,294	NM
Income tax expense (benefit) (2)	(1,286		)	365	NM		(1,832		)	734	NM
Less: Net income from noncontrolling interests	1			1	—		2			1	100
Net income (loss)	$	(2,143	)	2,789	NM		$	(1,832	)	5,559	NM
Average loans	$	504.3		474.0	6		$	494.4		475.2	4
Average deposits	441.2			410.4	8		448.9			410.1	9

NM – Not meaningful


(1)	In second quarter 2020, insurance income was reclassified to other noninterest income, and expenses for cloud computing services were reclassified from contract services expense (within other noninterest expense) to technology and equipment expense. Prior period balances have been revised to conform with the current period presentation.


(2)	Income tax expense for our Wholesale Banking operating segment included income tax credits related to low-income housing and renewable energy investments of $465 million and $956 million for the second quarter and first half of 2020, respectively, and $423 million and $850 million for the second quarter and first half of 2019, respectively.

Wholesale Banking reported a net loss of $2.1 billion in second quarter 2020, compared with net income of $2.8 billion in the same period a year ago, and reported a net loss of $1.8 billion in the first half of 2020, compared with net income of $5.6 billion in the same period a year ago.

Net interest income decreased $644 million and $1.0 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by the impact of the lower interest rate environment, partially offset by higher average deposit balances and higher average loan balances.

Noninterest income increased $142 million in second quarter 2020, compared with the same period a year ago, due to increased market sensitive revenue (represents net gains (losses) from trading activities, debt securities, and equity securities) and

investment banking fees, partially offset by lower other noninterest income including lower lease income, and lower commercial real estate brokerage fees within other fees related to our sale of Eastdil in fourth quarter 2019. Noninterest income decreased $754 million in the first half of 2020, compared with the same period a year ago, due to lower other income from higher amortization on renewable energy and community lending investments and lower lease income, lower other fees related to our sale of Eastdil, and lower mortgage banking fees, partially offset by higher investment banking fees.

The provision for credit losses increased $6.0 billion and $8.2 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, due to increases in the allowance for credit losses reflecting current and

Earnings Performance (continued)

forecasted economic conditions due to the impact of the COVID-19 pandemic and higher charge-offs in the oil and gas and commercial real estate portfolios.

Noninterest expense increased $81 million and $6 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The increase in second quarter 2020, compared with the same period a year ago, was driven by higher operating losses primarily due to litigation accruals, partially offset by lower personnel expense. The increase in the first half of 2020, compared with the same period a year ago, was due to higher operating losses and increased regulatory and risk related expense within other noninterest expense, partially offset by lower personnel expense, and lower lease and travel expenses within other noninterest expense, as well as the impact of the sale of Eastdil in fourth quarter 2019.

Average loans increased $30.3 billion and $19.2 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, reflecting broad-based growth across the lines of businesses driven by draws of revolving lines due to the economic slowdown associated with the COVID-19 pandemic.

Average deposits increased $30.8 billion and $38.8 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, reflecting customers’ preferences for liquidity due to the COVID-19 pandemic.

Wealth and Investment Management provides a full range of personalized wealth management, investment and retirement products and services to clients across U.S.-based businesses including Wells Fargo Advisors, The Private Bank, Abbot Downing, and Wells Fargo Asset Management. We deliver financial planning, private banking, credit, investment management and fiduciary services to high-net worth and ultra-high-net worth individuals and families. We also serve clients’ brokerage needs and provide investment management capabilities delivered to global institutional clients through separate accounts and the Wells Fargo Funds. The sale of our IRT business closed on July 1, 2019. For additional information on the sale of our IRT business, including its impact on our AUM and AUA, see the “Earnings Performance – Noninterest Income” section in this Report.

Table 4c provides additional financial information for WIM.

Table 4c: Wealth and Investment Management



	Quarter ended June 30,							Six months ended June 30,
(in millions, except average balances which are in billions)	2020			2019		% Change		2020			2019		% Change
Net interest income	$	736		1,037		(29	)%	$	1,603		2,138		(25	)%
Noninterest income:
Service charges on deposit accounts	4			4		—		9			8		13
Trust and investment fees:
Brokerage advisory, commissions and other fees	2,039			2,248		(9	)	4,436			4,372		1
Trust and investment management	568			687		(17	)	1,150			1,363		(16	)
Investment banking	1			(1	)	200		2			4		(50	)
Total trust and investment fees	2,608			2,934		(11	)	5,588			5,739		(3	)
Card fees	1			2		(50	)	2			3		(33	)
Other fees	4			4		—		8			8		—
Mortgage banking	(3		)	(3	)	—		(6		)	(6	)	—
Net gains (losses) from trading activities	6			13		(54	)	(1		)	32		NM
Net gains on debt securities	—			—		—		—			—		—
Net gains (losses) from equity securities	161			35		360		(117		)	171		NM
Other (1)	143			24		496		289			36		703
Total noninterest income	2,924			3,013		(3	)	5,772			5,991		(4	)

Total revenue	3,660			4,050		(10	)	7,375			8,129		(9	)

Provision (reversal of provision) for credit losses	257			(1	)	NM		265			3		NM
Noninterest expense:
Personnel	2,021			2,112		(4	)	3,971			4,309		(8	)
Technology and equipment (1)	(94		)	15		NM		(86		)	27		NM
Occupancy	111			112		(1	)	224			224		—
Core deposit and other intangibles	3			4		(25	)	6			7		(14	)
FDIC and other deposit assessments	14			12		17		26			26		—
Outside professional services	182			210		(13	)	373			394		(5	)
Operating losses	15			43		(65	)	24			64		(63	)
Other (1)	901			738		22		1,718			1,498		15
Total noninterest expense	3,153			3,246		(3	)	6,256			6,549		(4	)
Income before income tax expense and noncontrolling interests	250			805		(69	)	854			1,577		(46	)
Income tax expense	63			201		(69	)	216			393		(45	)
Less: Net income (loss) from noncontrolling interests	7			2		250		(5		)	5		NM
Net income	$	180		602		(70	)	$	643		1,179		(45	)
Average loans	$	78.7		75.0		5		$	78.6		74.7		5
Average deposits	171.8			143.5		20		161.6			148.3		9

NM – Not meaningful


(1)	In second quarter 2020, insurance income was reclassified to other noninterest income, and expenses for cloud computing services were reclassified from contract services expense (within other noninterest expense) to technology and equipment expense. Prior period balances have been revised to conform with the current period presentation.

WIM net income decreased $422 million and $536 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago.

Net interest income decreased $301 million and $535 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by lower

interest rates, partially offset by higher average deposit balances and higher average loan balances.

Noninterest income decreased $89 million and $219 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The decrease in second quarter 2020, compared with the same period a year ago,

was driven by lower asset-based fees and lower brokerage transaction revenue, partially offset by net gains from equity securities driven by an increase in deferred compensation plan investment results (largely offset by lower personnel expense). The decrease in the first half of 2020, compared with the same period a year ago, was driven by net losses from equity securities driven by a decline in deferred compensation plan investment results (largely offset by lower personnel expense) and lower trust and investment management income, partially offset by higher retail brokerage advisory fees (priced at the beginning of the quarter).

The provision for credit losses increased $258 million and $262 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by current and forecasted economic conditions due to the impact of the COVID-19 pandemic.

Noninterest expense decreased $93 million and $293 million in the second quarter and first half of 2020, respectively, compared with the same periods a year ago. The decrease in second quarter 2020, compared with the same period a year ago, was driven by lower personnel expense from lower commissions and other incentive compensation, and lower technology and equipment expense related to the reversal of an accrual for software costs, partially offset by higher project spending on regulatory and compliance related initiatives included within other noninterest expense and higher deferred compensation plan expense within personnel expense (largely offset by net gains from equity securities). The decrease in the first half of 2020, compared with the same period a year ago, was due to lower personnel expense driven by lower deferred compensation plan expense (largely offset by net losses from equity securities) and incentive compensation, and lower technology and equipment expense related to the reversal of an accrual for software costs, partially offset by higher project spending on

regulatory and compliance related initiatives included within other noninterest expense and higher broker commissions within personnel expense.

Average loans increased $3.7 billion and $3.9 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, driven by growth in real estate 1-4 first mortgage loans.

Average deposits increased $28.3 billion and $13.3 billion in the second quarter and first half of 2020, respectively, compared with the same periods a year ago, primarily due to growth in brokerage clients’ cash balances.

The following discussions provide additional information for client assets we oversee in our retail brokerage advisory and trust and investment management business lines.

Retail Brokerage Client Assets Brokerage advisory, commissions and other fees are received for providing full-service and discount brokerage services predominantly to retail brokerage clients. Offering advisory account relationships to our brokerage clients is an important component of our broader strategy of meeting their financial needs. Although a majority of our retail brokerage client assets are in accounts that earn brokerage commissions, the fees from those accounts generally represent transactional commissions based on the number and size of transactions executed at the client’s direction. Fees from advisory accounts are based on a percentage of the market value of the assets as of the beginning of the quarter, which vary across the account types based on the distinct services provided, and are affected by investment performance as well as asset inflows and outflows. A majority of our brokerage advisory, commissions and other fee income is earned from advisory accounts. Table 4d shows advisory account client assets as a percentage of total retail brokerage client assets at June 30, 2020 and 2019.

Table 4d: Retail Brokerage Client Assets



	June 30,
($ in billions)	2020			2019
Retail brokerage client assets	$	1,561.2		1,620.5
Advisory account client assets	569.4			561.3
Advisory account client assets as a percentage of total client assets	36		%	35

Retail Brokerage advisory accounts include assets that are financial advisor-directed and separately managed by third-party managers, as well as certain client-directed brokerage assets where we earn a fee for advisory and other services, but do not have investment discretion. For second quarter 2020 and 2019, the average fee rate by account type ranged from 80 to 120 basis points. Table 4e presents retail brokerage advisory account client assets activity by account type for the second quarter and first half of 2020 and 2019.

Earnings Performance (continued)

Table 4e: Retail Brokerage Advisory Account Client Assets



	Quarter ended							Six months ended
(in billions)	Balance, beginning of period		Inflows (1)	Outflows (2)		Market impact (3)	Balance, end of period	Balance, beginning of period		Inflows (1)	Outflows (2)		Market impact (3)		Balance, end of period
June 30, 2020
Client directed (4)	$	142.7	7.3	(7.8	)	20.0	162.2	$	169.4	17.4	(17.4	)	(7.2	)	162.2
Financial advisor directed (5)	152.4		8.4	(6.6	)	22.6	176.8	176.3		19.1	(15.2	)	(3.4	)	176.8
Separate accounts (6)	134.2		5.0	(5.8	)	18.1	151.5	160.1		11.8	(14.3	)	(6.1	)	151.5
Mutual fund advisory (7)	69.5		2.2	(2.7	)	9.9	78.9	83.7		5.4	(7.2	)	(3.0	)	78.9
Total advisory client assets	$	498.8	22.9	(22.9	)	70.6	569.4	$	589.5	53.7	(54.1	)	(19.7	)	569.4
June 30, 2019
Client directed (4)	$	163.6	8.6	(9.7	)	3.7	166.2	$	151.5	16.5	(19.0	)	17.2		166.2
Financial advisor directed (5)	156.9		8.6	(8.7	)	6.4	163.2	141.9		16.1	(16.4	)	21.6		163.2
Separate accounts (6)	148.3		6.2	(8.0	)	5.4	151.9	136.4		11.8	(14.9	)	18.6		151.9
Mutual fund advisory (7)	77.9		2.9	(3.5	)	2.7	80.0	71.3		5.7	(6.7	)	9.7		80.0
Total advisory client assets	$	546.7	26.3	(29.9	)	18.2	561.3	$	501.1	50.1	(57.0	)	67.1		561.3


(1)	Inflows include new advisory account assets, contributions, dividends and interest.


(2)	Outflows include closed advisory account assets, withdrawals, and client management fees.


(3)	Market impact reflects gains and losses on portfolio investments.


(4)	Investment advice and other services are provided to client, but decisions are made by the client and the fees earned are based on a percentage of the advisory account assets, not the number and size of transactions executed by the client.


(5)	Professionally managed portfolios with fees earned based on respective strategies and as a percentage of certain client assets.


(6)	Professional advisory portfolios managed by Wells Fargo Asset Management or third-party asset managers. Fees are earned based on a percentage of certain client assets.


(7)	Program with portfolios constructed of load-waived, no-load and institutional share class mutual funds. Fees are earned based on a percentage of certain client assets.

Trust and Investment Client Assets Under Management We earn trust and investment management fees from managing and administering assets, including mutual funds, separate accounts, and personal trust assets, through our asset management and wealth businesses. Prior to the sale of our IRT business, which closed on July 1, 2019, we also earned fees from managing employee benefit trusts through the retirement business. Our asset management business is conducted by Wells Fargo Asset Management (WFAM), which offers Wells Fargo proprietary mutual funds and manages institutional separate accounts, and

our wealth business, which manages assets for high net worth clients. Generally, our trust and investment management fee income is earned from AUM where we have discretionary management authority over the investments and generate fees as a percentage of the market value of the AUM. For additional information on the sale of our IRT business, including its impact on our AUM and AUA, see the “Earnings Performance – Noninterest Income” section in this Report. Table 4f presents AUM activity for the second quarter and first half of 2020 and 2019.

Table 4f: WIM Trust and Investment – Assets Under Management



	Quarter ended							Six months ended
(in billions)	Balance, beginning of period		Inflows (1)	Outflows (2)		Market impact (3)	Balance, end of period	Balance, beginning of period		Inflows (1)	Outflows (2)		Market impact (3)		Balance, end of period
June 30, 2020
Assets managed by WFAM (4):
Money market funds (5)	$	166.2	35.7	—		—	201.9	$	130.6	71.3	—		—		201.9
Other assets managed	351.6		26.9	(26.5	)	24.4	376.4	378.2		53.1	(55.1	)	0.2		376.4
Assets managed by Wealth and IRT (6)	162.8		8.5	(10.6	)	15.8	176.5	187.4		16.3	(21.2	)	(6.0	)	176.5
Total assets under management	$	680.6	71.1	(37.1	)	40.2	754.8	$	696.2	140.7	(76.3	)	(5.8	)	754.8
June 30, 2019
Assets managed by WFAM (4):
Money market funds (5)	$	109.5	10.3	—		—	119.8	$	112.4	7.4	—		—		119.8
Other assets managed	367.0		22.2	(23.0	)	9.1	375.3	353.5		41.5	(44.9	)	25.2		375.3
Assets managed by Wealth and IRT (6)	181.4		8.2	(11.2	)	3.5	181.9	170.7		17.4	(21.6	)	15.4		181.9
Total assets under management	$	657.9	40.7	(34.2	)	12.6	677.0	$	636.6	66.3	(66.5	)	40.6		677.0


(1)	Inflows include new managed account assets, contributions, dividends and interest.


(2)	Outflows include closed managed account assets, withdrawals and client management fees.


(3)	Market impact reflects gains and losses on portfolio investments.


(4)	Assets managed by WFAM consist of equity, alternative, balanced, fixed income, money market, and stable value, and include client assets that are managed or sub-advised on behalf of other Wells Fargo lines of business.


(5)	Money Market funds activity is presented on a net inflow or net outflow basis, because the gross flows are not meaningful nor used by management as an indicator of performance.


(6)	Includes $5.0 billion and $4.5 billion as of June 30, 2020 and 2019, respectively, of client assets invested in proprietary funds managed by WFAM.

Balance Sheet Analysis

At June 30, 2020, our assets totaled $1.97 trillion, up $41.2 billion from December 31, 2019. Asset growth reflected an increase in cash, cash equivalents and restricted cash of $121.3 billion, partially offset by declines in debt securities and loans of $24.5 billion and $27.1 billion, respectively, as well as a $22.9 billion decrease in federal funds sold and securities purchased under resale agreements and a $15.7 billion decrease in equity securities.

The following discussion provides additional information about the major components of our balance sheet. Information regarding our capital and changes in our asset mix is included in the “Earnings Performance – Net Interest Income” and “Capital Management” sections and Note 23 (Regulatory and Agency Capital Requirements) to Financial Statements in this Report.

Available-for-Sale and Held-to-Maturity Debt Securities

Table 5: Available-for-Sale and Held-to-Maturity Debt Securities



	June 30, 2020				December 31, 2019
(in millions)	Amortized cost, net (1)		Net unrealized gain (loss)	Fair value	Amortized cost	Net unrealized gain (loss)	Fair value
Available-for-sale (2)	224,467		4,432	228,899	260,060	3,399	263,459
Held-to-maturity (3)	169,002		7,880	176,882	153,933	2,927	156,860
Total	$	393,469	12,312	405,781	413,993	6,326	420,319

(1)

Represents amortized cost of the securities, net of the allowance for credit losses, of $114 million related to available-for-sale debt securities and $20 million related to held-to-maturity debt securities at June 30, 2020. The allowance for credit losses related to available-for-sale and held-to-maturity debt securities was $0 at December 31, 2019, due to our adoption of CECL on January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.


(2)	Available-for-sale debt securities are carried on the balance sheet at fair value, which includes the allowance for credit losses, subsequent to the adoption of CECL on January 1, 2020.


(3)	Held-to-maturity debt securities are carried on the balance sheet at amortized cost, net of allowance for credit losses, subsequent to the adoption of CECL on January 1, 2020.

Table 5 presents a summary of our available-for-sale and held-to-maturity debt securities, which decreased $19.5 billion in balance sheet carrying value from December 31, 2019, as purchases were more than offset by runoff and sales.

The total net unrealized gains on available-for-sale debt securities were $4.4 billion at June 30, 2020, up from net unrealized gains of $3.4 billion at December 31, 2019, driven by lower interest rates, partially offset by wider credit spreads. For a discussion of our investment management objectives and practices, see the “Balance Sheet Analysis” section in our 2019 Form 10-K. Also, see the “Risk Management – Asset/Liability Management” section in this Report for information on our use of investments to manage liquidity and interest rate risk.

After adoption of CECL, we recorded an allowance for credit losses on available-for-sale and held-to-maturity debt securities. Total provision/(reversal of provision) for credit losses on debt securities was $(31) million and $141 million in the second quarter and first half of 2020. For a discussion of our accounting policies relating to the allowance for credit losses on debt securities and underlying considerations and analysis, see Note 1 (Summary of Significant Accounting Policies) and Note 5 (Available-for-Sale and Held-to-Maturity Debt Securities) to Financial Statements in this Report.

At June 30, 2020, debt securities included $47.3 billion of municipal bonds, of which 97.7% were rated “A-” or better based predominantly on external ratings. Additionally, some of the debt securities in our total municipal bond portfolio are guaranteed against loss by bond insurers. These guaranteed bonds are predominantly investment grade and were generally underwritten in accordance with our own investment standards prior to the determination to purchase, without relying on the bond insurer’s guarantee in making the investment decision. The credit quality of our municipal bond holdings are monitored as part of our ongoing evaluation of the appropriateness of the allowance for credit losses on debt securities.

The weighted-average expected maturity of debt securities available-for-sale was 4.3 years at June 30, 2020. The expected

remaining maturity is shorter than the remaining contractual maturity for the 65% of this portfolio that is mortgage-backed securities (MBS) because borrowers generally have the right to prepay obligations before the underlying mortgages mature. The estimated effects of a 200 basis point increase or decrease in interest rates on the fair value and the expected remaining maturity of the MBS available-for-sale portfolio are shown in Table 6.

Table 6: Mortgage-Backed Securities Available-for-Sale



(in billions)	Fair value		Net unrealized gain (loss)		Expected remaining maturity (in years)
At June 30, 2020
Actual	$	148.9	5.4		3.6
Assuming a 200 basis point:
Increase in interest rates	136.0		(7.5	)	5.5
Decrease in interest rates	151.5		8.0		3.2

The weighted-average expected remaining maturity of debt securities held-to-maturity (HTM) was 4.4 years at June 30, 2020. HTM debt securities are measured at amortized cost and, therefore, changes in the fair value of our held-to-maturity MBS resulting from changes in interest rates are not recognized in earnings. See Note 5 (Available-for-Sale and Held-to-Maturity Debt Securities) to Financial Statements in this Report for a summary of debt securities by security type.

Loan Portfolios

Table 7 provides a summary of total outstanding loans by portfolio segment. Total loans decreased $27.1 billion from December 31, 2019, predominantly due to a decrease in consumer loans.

Commercial loans decreased $2.5 billion from December 31, 2019, driven by paydowns of commercial and industrial loans

Balance Sheet Analysis (continued)

following increased loan draws in first quarter 2020, partially offset by growth in commercial real estate loans driven by new originations and construction loan fundings.

Consumer loans decreased $24.6 billion from December 31,

2019, due to paydowns exceeding originations. Also, in second quarter 2020, we designated $10.4 billion of real estate 1-4 family first lien mortgage loans as MLHFS.

Table 7: Loan Portfolios



(in millions)	June 30, 2020			December 31, 2019
Commercial	$	513,187		515,719
Consumer	421,968			446,546
Total loans	$	935,155		962,265
Change from prior year-end	$	(27,110	)	9,155

Average loan balances and a comparative detail of average loan balances is included in Table 1 under “Earnings Performance – Net Interest Income” earlier in this Report. Additional information on total loans outstanding by portfolio segment and class of financing receivable is included in the “Risk Management – Credit Risk Management” section in this Report. Period-end balances and other loan related information are in Note 6 (Loans

and Related Allowance for Credit Losses) to Financial Statements in this Report.

See the “Balance Sheet Analysis – Loan Portfolios” section in our 2019 Form 10-K for information regarding contractual loan maturities and the distribution of loans to changes in interest rates.

Deposits

Deposits were $1.4 trillion at June 30, 2020, up $88.1 billion from December 31, 2019, reflecting strong growth across our deposit gathering businesses driven by impacts from the COVID-19 pandemic including customers’ preferences for liquidity, loan payment deferrals, tax payment deferrals, stimulus checks, and lower consumer spending. The increase in deposits was partially offset by actions taken to manage to the asset cap resulting in

declines in other time deposits driven by lower brokered certificates of deposit (CDs) and declines in deposits in non-U.S. offices.

Table 8 provides additional information regarding deposits. Information regarding the impact of deposits on net interest income and a comparison of average deposit balances is provided in the “Earnings Performance – Net Interest Income” section and Table 1 earlier in this Report.

Table 8: Deposits



($ in millions)	Jun 30, 2020		% of total deposits		Dec 31, 2019		% of total deposits		% Change
Noninterest-bearing	$	432,857	31	%	$	344,496	26	%	26
Interest-bearing checking	54,477		4		62,814		5		(13	)
Market rate and other savings	809,232		57		751,080		57		8
Savings certificates	26,118		2		31,715		2		(18	)
Other time deposits	53,203		4		78,609		6		(32	)
Deposits in non-U.S. offices (1)	34,824		2		53,912		4		(35	)
Total deposits	$	1,410,711	100	%	$	1,322,626	100	%	7


(1)	Includes Eurodollar sweep balances of $21.5 billion and $34.2 billion at June 30, 2020, and December 31, 2019, respectively.

Fair Value of Financial Instruments

We use fair value measurements to record fair value adjustments to certain financial instruments and to determine fair value disclosures. See the “Critical Accounting Policies” section in our 2019 Form 10-K and Note 16 (Fair Values of Assets and Liabilities) to Financial Statements in this Report for a description of our critical accounting policy related to fair value of financial instruments and a discussion of our fair value measurement techniques.

Table 9 presents the summary of the fair value of financial instruments recorded at fair value on a recurring basis, and the amounts measured using significant Level 3 inputs (before derivative netting adjustments). The fair value of the remaining assets and liabilities were measured using valuation methodologies involving market-based or market-derived information (collectively Level 1 and 2 measurements).

Table 9: Fair Value Level 3 Summary



	June 30, 2020				December 31, 2019
($ in billions)	Total balance			Level 3 (1)	Total balance	Level 3 (1)
Assets carried at fair value	$	380.5		20.4	428.6	24.3
As a percentage of total assets	19		%	1	22	1
Liabilities carried at fair value	$	31.6		1.6	26.5	1.8
As a percentage of total liabilities	2		%	*	2	*

* Less than 1%.


(1)	Before derivative netting adjustments.

See Note 16 (Fair Values of Assets and Liabilities) to Financial Statements in this Report for additional information on fair value measurements and a description of the Level 1, 2 and 3 fair value hierarchy.

Equity

Total equity was $180.1 billion at June 30, 2020, compared with $188.0 billion at December 31, 2019. The decrease was driven by common stock repurchases of $3.4 billion (substantially all of which occurred in first quarter 2020), preferred stock redemptions of $2.5 billion, dividends of $4.8 billion, and a net loss of $1.8 billion, partially offset by the issuance of common and preferred stock of $4.0 billion.

Off-Balance Sheet Arrangements

In the ordinary course of business, we engage in financial transactions that are not recorded on the balance sheet, or may be recorded on the balance sheet in amounts that are different from the full contract or notional amount of the transaction. Our off-balance sheet arrangements include commitments to lend and purchase debt and equity securities, transactions with unconsolidated entities, guarantees, derivatives, and other commitments. These transactions are designed to (1) meet the financial needs of customers, (2) manage our credit, market or liquidity risks, and/or (3) diversify our funding sources. For additional information on our contractual obligations that may require future cash payments, see the “Off-Balance Sheet Arrangements – Contractual Cash Obligations” section in our 2019 Form 10-K.

Commitments to Lend

We enter into commitments to lend to customers, which are usually at a stated interest rate, if funded, and for specific purposes and time periods. When we enter into commitments, we are exposed to credit risk. The maximum credit risk for these commitments will generally be lower than the contractual amount because a significant portion of these commitments are not funded. For more information, see Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report.

Commitments to Purchase Debt and Equity Securities

We enter into commitments to purchase securities under resale agreements. We also may enter into commitments to purchase debt and equity securities to provide capital for customers’ funding, liquidity or other future needs. For more information, see Note 13 (Guarantees, Pledged Assets and Collateral, and Other Commitments) to Financial Statements in this Report.

Transactions with Unconsolidated Entities

In the normal course of business, we enter into various types of on- and off-balance sheet transactions with special purpose entities (SPEs), which are corporations, trusts, limited liability companies or partnerships that are established for a limited purpose. Generally, SPEs are formed in connection with securitization transactions and are considered variable interest entities (VIEs). For more information, see Note 10 (Securitizations and Variable Interest Entities) to Financial Statements in this Report.

Guarantees and Other Arrangements

Guarantees are contracts that contingently require us to make payments to a guaranteed party based on an event or a change in an underlying asset, liability, rate or index. Guarantees are generally in the form of standby letters of credit, direct pay letters of credit, written options, recourse obligations, exchange and clearing house guarantees, indemnifications, and other types of similar arrangements. For more information, see Note 13 (Guarantees, Pledged Assets and Collateral, and Other Commitments) to Financial Statements in this Report.

Derivatives

We use derivatives to manage exposure to market risk, including interest rate risk, credit risk and foreign currency risk, and to assist customers with their risk management objectives. Derivatives are recorded on the balance sheet at fair value, and volume can be measured in terms of the notional amount, which is generally not exchanged, but is used only as the basis on which interest and other payments are determined. The notional amount is not recorded on the balance sheet and is not, when viewed in isolation, a meaningful measure of the risk profile of the instruments. For more information, see Note 15 (Derivatives) to Financial Statements in this Report.

Risk Management

Wells Fargo manages a variety of risks that can significantly affect our financial performance and our ability to meet the expectations of our customers, shareholders, regulators and other stakeholders. For more information about how we manage risk, see the “Risk Management” section in our 2019 Form 10-K. The discussion that follows supplements our discussion of the management of certain risks contained in the “Risk Management” section in our 2019 Form 10-K.

Credit Risk Management

We define credit risk as the risk of loss associated with a borrower or counterparty default (failure to meet obligations in accordance with agreed upon terms). Credit risk exists with many of our assets and exposures such as debt security holdings, certain derivatives, and loans.

The Board’s Credit Committee has primary oversight responsibility for credit risk. At the management level, Credit Risk, which is part of the Company’s Independent Risk Management (IRM) organization, has primary oversight responsibility for credit risk. Credit Risk reports to the Chief Risk Officer (CRO) and also provides periodic reports related to credit risk to the Board’s Credit Committee.

Coronavirus Aid, Relief, and Economic Security Act

On March 25, 2020, the U.S. Senate approved the Coronavirus Aid, Relief, and Economic Security Act (the CARES Act), a bill designed to provide a wide range of economic relief to consumers and businesses in the U.S.

PAYCHECK PROTECTION PROGRAM The CARES Act created funding for the Small Business Administration’s (SBA) loan program providing forgiveness of up to the full principal amount of qualifying loans guaranteed under a new program called the Paycheck Protection Program (PPP). The intent of the PPP is to provide loans to small businesses in order to keep their employees on the payroll and make certain other eligible payments. Loans granted under the PPP are guaranteed by the SBA and are fully forgivable if used for qualifying expenses such as payroll, mortgage interest, rent and utilities. If the loans are not forgiven, they must be repaid over a term not to exceed five years. Under the PPP, through June 30, 2020, we funded $10.1 billion in loans to more than 179,000 borrowers. As of June 30, 2020, $9.8 billion of principal remained outstanding on these PPP loans. We deferred $397 million of SBA processing fees that will be recognized as interest income over the term of the loans. We have committed to donating the gross processing fees received from funding PPP loans to non-profit organizations that support small businesses as the fees are recognized in earnings. We did not donate any processing fees during second quarter 2020.

PPP LIQUIDITY FACILITY The FRB established the Paycheck Protection Program Liquidity Facility which is intended to provide liquidity to financial institutions participating in PPP lending. Under this program, we act as a correspondent between the Federal Reserve Banks and community development financial institutions (CDFIs) to facilitate cash flows between the two entities. We do not receive any fees for our participation in this program.

SBA SIX MONTH PAYMENT ASSISTANCE Under the CARES Act, the SBA will make principal and interest payments on behalf of

certain borrowers for six months. As of June 30, 2020, over 20,000 of our lending customers were eligible for SBA payment assistance, and we had received $193 million in payments from the SBA.

MAIN STREET LENDING PROGRAM The Federal Reserve Board (FRB) established the Main Street Lending Program to provide additional financial support for small and medium sized businesses. Under the terms of the program, eligible lenders will perform underwriting and originate loans to eligible borrowers and subsequently sell 95% of the loan to a special purpose vehicle established by the FRB. We have registered as an eligible lender under the program and anticipate that we will begin funding customer loans in third quarter 2020.

Loan Portfolios

The following discussion focuses on our loan portfolios, which represent the largest component of assets on our balance sheet for which we have credit risk. Table 10 presents our total loans outstanding by portfolio segment and class of financing receivable.

Table 10: Total Loans Outstanding by Portfolio Segment and Class of Financing Receivable



(in millions)	Jun 30, 2020		Dec 31, 2019
Commercial:
Commercial and industrial	$	350,116	354,125
Real estate mortgage	123,967		121,824
Real estate construction	21,694		19,939
Lease financing	17,410		19,831
Total commercial	513,187		515,719
Consumer:
Real estate 1-4 family first mortgage	277,945		293,847
Real estate 1-4 family junior lien mortgage	26,839		29,509
Credit card	36,018		41,013
Automobile	48,808		47,873
Other revolving credit and installment	32,358		34,304
Total consumer	421,968		446,546
Total loans	$	935,155	962,265

We manage our credit risk by establishing what we believe are sound credit policies for underwriting new business, while monitoring and reviewing the performance of our existing loan portfolios. We employ various credit risk management and monitoring activities to mitigate risks associated with multiple risk factors affecting loans we hold, could acquire or originate including:


•	Loan concentrations and related credit quality


•	Counterparty credit risk


•	Economic and market conditions


•	Legislative or regulatory mandates


•	Changes in interest rates


•	Merger and acquisition activities


•	Reputation risk

Our credit risk management oversight process is governed centrally, but provides for decentralized management and accountability by our lines of business. Our overall credit process

Risk Management - Credit Risk Management (continued)

includes comprehensive credit policies, disciplined credit underwriting, frequent and detailed risk measurement and modeling, extensive credit training programs, and a continual loan review and audit process.

A key to our credit risk management is adherence to a well-controlled underwriting process, which we believe is appropriate for the needs of our customers as well as investors who purchase the loans or securities collateralized by the loans.

Credit Quality Overview Credit quality in second quarter 2020 continued to decline due to the economic impact that the COVID-19 pandemic had on our customer base. Second quarter 2020 results reflected:

•

Nonaccrual loans were $7.6 billion at June 30, 2020, up from $5.3 billion at December 31, 2019, predominantly due to a $2.0 billion increase in commercial nonaccrual loans driven by increases in the commercial and industrial and commercial real estate portfolios as the economic impact of the COVID-19 pandemic continued to impact our customer base. Commercial nonaccrual loans increased to $4.3 billion at June 30, 2020, compared with $2.3 billion at December 31, 2019, and consumer nonaccrual loans increased to $3.3 billion at June 30, 2020, compared with $3.1 billion at December 31, 2019. Nonaccrual loans represented 0.81% of total loans at June 30, 2020, compared with 0.56% at December 31, 2019.


•	Net loan charge-offs (annualized) as a percentage of our average commercial and consumer loan portfolios were 0.44% and 0.48% in the second quarter and 0.35% and 0.51% in the first half of 2020, respectively, compared with 0.13% and 0.45% in the second quarter and 0.12% and 0.48% in the first half of 2019.


•	Loans that are not government insured/guaranteed and 90 days or more past due and still accruing were $145 million and $672 million in our commercial and consumer portfolios, respectively, at June 30, 2020, compared with $78 million and $855 million at December 31, 2019.

•

Our provision for credit losses for loans was $9.6 billion and $13.4 billion in the second quarter and first half of 2020, respectively, compared with $503 million and $1.3 billion for the same periods a year ago. The increase in provision for credit losses for loans in the second quarter and first half of 2020, compared with the same periods a year ago, reflected an increase in the allowance for credit losses for loans driven by current and forecasted economic conditions due to the COVID-19 pandemic, and higher net loan charge-offs driven by higher losses in our commercial real estate portfolio and continued weakness in our oil and gas portfolio.


•	The allowance for credit losses for loans totaled $20.4 billion, or 2.19% of total loans, at June 30, 2020, up from $10.5 billion, or 1.09%, at December 31, 2019.

Additional information on our loan portfolios and our credit quality trends follows.

TROUBLED DEBT RESTRUCTURING RELIEF The CARES Act provides banks optional, temporary relief from accounting for certain loan modifications as troubled debt restructurings (TDRs). The modifications must be related to the adverse effects of COVID-19, and certain other criteria are required to be met in order to apply the relief. In first quarter 2020, we elected to apply the TDR relief provided by the CARES Act, which expires no later than December 31, 2020.

On April 7, 2020, federal banking regulators issued the Interagency Statement on Loan Modifications and Reporting for

Financial Institutions Working with Customers Affected by the Coronavirus (Revised) (the Interagency Statement). The Interagency Statement provides additional TDR relief as it clarifies that it is not necessary to consider the impact of COVID-19 on the financial condition of a borrower in connection with short-term (e.g., six months or less) loan modifications related to COVID-19 provided the borrower is current at the date the modification program is implemented. For additional information regarding the TDR relief provided by the CARES Act and the clarifying TDR accounting guidance from the Interagency Statement, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

The TDR relief provided under the CARES Act, as well as from the Interagency Statement, does not change our processes for monitoring the credit quality of our loan portfolios or for updating our measurement of the allowance for credit losses for loans based on expected losses.

Additionally, our election to apply the TDR relief provided by the CARES Act and the Interagency Statement impacts our regulatory capital ratios as these loan modifications related to COVID-19 are not adjusted to a higher risk-weighting normally required with TDR classification.

COVID-Related Lending Accommodations

During second quarter 2020, we continued to provide accommodations to our customers in response to the COVID-19 pandemic, including fee reversals for consumer and small business banking customers, and payment deferrals, fee waivers, covenant waivers, and other expanded assistance for mortgage, credit card, automobile, small business, personal and commercial lending customers. Foreclosure, collection and credit bureau reporting activities have also been suspended. Additionally, we deferred rental payments on certain leased assets for which we are the lessor. Customer payment deferral activities instituted in response to the COVID-19 pandemic could delay the recognition of net charge-offs, delinquencies, and nonaccrual status for those customers who would have otherwise moved into past due or nonaccrual status.

Table 11 and Table 11a summarize the unpaid principal balance (UPB) of commercial and consumer loans at June 30, 2020, that received accommodations under loan modification programs established to assist customers with the economic impact of the COVID-19 pandemic (COVID-related modifications), and exclude accommodations made for customers with loans that we service for others. COVID-related modifications primarily included payment deferrals of principal, interest or both as well as interest and fee waivers. As of June 30, 2020, the unpaid principal balance of loans with COVID-related modifications represented 7% and 13% of our total commercial and consumer loan portfolios, respectively, and included customers that continued to make payments after receiving a modification and those that were no longer in a deferral period.

If the COVID-19 pandemic continues to cause economic uncertainty, customers may request additional or extended accommodations. During second quarter 2020, we provided certain extensions of prior modifications for up to an additional 90 days. As of June 30, 2020, the unpaid principal balance of commercial and consumer loans that received extensions of prior modifications was $9.7 billion and $876 million, respectively.

Of the loans that received COVID-related modifications, $38 billion and $50 billion of unpaid principal balance of commercial and consumer loans, respectively, were not classified as TDRs as of June 30, 2020, of which 5% for both commercial and consumer loans qualified for TDR designation relief under the CARES Act or Interagency Statement. Additionally, the tables

include $241 million and $3 billion of unpaid principal balance of commercial and consumer loans, respectively, that were already classified as TDRs when the COVID-related modification was granted.

For information related to loans that are classified as TDRs, see Note 6 (Loans and Allowance for Credit Losses) to Financial Statements this Report.

Table 11: Commercial Loan Modifications Related to COVID-19



(in millions)	Unpaid principal balance of modified loans (1)		% of loan class (2)		General program description
Six months ended June 30, 2020
Commercial:
Commercial and industrial	$	20,656	6	%	Initial deferral of scheduled principal and/or interest up to 90 days, with available extensions up to 90 days
Real estate mortgage and construction	16,229		11		Initial deferral of scheduled principal and/or interest up to 90 days, with available extensions up to 90 days
Lease financing	1,287		7		Initial deferral of lease payments up to 90 days, with available extensions up to 90 days
Total commercial	$	38,172	7	%


(1)	Includes all COVID-related modifications provided since the inception of the loan modification programs in first quarter 2020. COVID-related modifications are at the loan facility level.


(2)	Based on total loans outstanding at June 30, 2020.

Table 11a: Consumer Loan Modifications Related to COVID-19



(in millions)	Unpaid principal balance of modified loans (1)		% of loan class (2)		% current at time of deferral (3)	% with payment during deferral (4)	Unpaid principal balance of modified loans still in deferral period		% of loan class (2)		General program description
Six months ended June 30, 2020
Consumer:
Real estate 1-4 family first mortgage (5)	$	38,022	14	%	79	34	$	32,253	12	%	Initial deferral up to 90 days of scheduled principal and interest; with available extensions up to 90 days
Real estate 1-4 family junior lien mortgage	3,123		12		88	62	2,812		10		Initial deferral up to 90 days of scheduled principal and interest; with available extensions up to 90 days
Credit card	3,173		9		91	48	2,616		7		Initial 90 day deferral of minimum payment and waiver of interest and fees; modifications subsequent to June 3, 2020, including extensions, were 60 day deferral of minimum payment only
Automobile	6,560		13		87	24	4,880		10		Initial 90 day deferral of scheduled principal and interest, with available extensions of 90 days
Other revolving credit and installment	1,968		6		89	20	1,673		5		Revolving lines: Initial 90 day deferral of minimum payment and waiver of interest and fees; with available extensions of 60 days Installment loans: Initial 90 day deferral of scheduled principal and interest, with available extensions of 90 days
Total consumer	$	52,846	13	%	82	35	$	44,234	10	%


(1)	Includes all COVID-related modifications provided since the inception of the loan modification programs in first quarter 2020.


(2)	Based on total loans outstanding at June 30, 2020.


(3)	Represents loans that were less than 30 days past due at the date of the initial COVID-related modification, based on the outstanding balance of modified loans at June 30, 2020.


(4)	Represents loans for which at least a partial payment was collected during the deferral period, based on the outstanding balance of modified loans at June 30, 2020.

(5)

Unpaid principal balance includes approximately $7.4 billion of real estate 1-4 family first mortgage loans insured by the Federal Housing Administration (FHA) or guaranteed by the Department of Veterans Affairs (VA) that were repurchased from GNMA loan securitization pools. FHA/VA loans are entitled to payment deferrals of scheduled principal and interest up to a total of 12 months. Excluding these loans, the percentage current at time of deferral was 95%.

Significant Loan Portfolio Reviews Measuring and monitoring our credit risk is an ongoing process that tracks delinquencies, collateral values, Fair Isaac Corporation (FICO) scores, economic trends by geographic areas, loan-level risk grading for certain portfolios (typically commercial) and other indications of credit risk. Our credit risk monitoring process is designed to enable early identification of developing risk and to support our determination of an appropriate allowance for credit losses. The following discussion provides additional characteristics and analysis of our significant loan portfolios. See Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report for more analysis and credit metric information for each of the following portfolios.

COMMERCIAL AND INDUSTRIAL LOANS AND LEASE FINANCING For purposes of portfolio risk management, we aggregate commercial and industrial loans and lease financing according to market segmentation and standard industry codes. We generally subject commercial and industrial loans and lease financing to individual risk assessment using our internal borrower and collateral quality ratings. Our ratings are aligned to federal banking regulators’ definitions of pass and criticized categories with the criticized category including special mention, substandard, doubtful, and loss categories.

The commercial and industrial loans and lease financing portfolio totaled $367.5 billion, or 39% of total loans, at June 30, 2020. The net charge-off rate (annualized) of average loans for this portfolio was 0.54% and 0.45% in the second quarter and first

Risk Management - Credit Risk Management (continued)

half of 2020, respectively, compared with 0.18% and 0.17% for the same periods a year ago. At June 30, 2020, 0.83% of this portfolio was nonaccruing, compared with 0.44% at December 31, 2019. Nonaccrual loans in this portfolio increased $1.4 billion from December 31, 2019, primarily in the oil, gas and pipelines category due to the economic impact of the COVID-19 pandemic. Also, $27.8 billion of the commercial and industrial loan and lease financing portfolio was internally classified as criticized in accordance with regulatory guidance at June 30, 2020, compared with $16.6 billion at December 31, 2019, reflecting increases primarily in the oil, gas and pipelines, real estate and construction, entertainment and recreation, and retail categories due to the economic impact of the COVID-19 pandemic.

The majority of our commercial and industrial loans and lease financing portfolio is secured by short-term assets, such as accounts receivable, inventory, and debt securities, as well as long-lived assets, such as equipment and other business assets. Generally, the collateral securing this portfolio represents a secondary source of repayment.

Table 12 provides our commercial and industrial loans and lease financing by industry, and includes non-U.S. loans of $68.2 billion and $71.7 billion at June 30, 2020, and December 31, 2019, respectively. Significant industry concentrations of non-U.S. loans included $32.7 billion and $31.2 billion in the financials except banks category, and $15.5 billion and $19.9 billion in the banks category, at June 30, 2020, and December 31, 2019, respectively. The oil, gas and pipelines category included $1.6 billion of non-U.S. loans at both June 30, 2020, and December 31, 2019. The industry categories are based on the North American Industry Classification System.

Loans to financials except banks, our largest industry concentration, were $112.1 billion, or 12% of total outstanding

loans, at June 30, 2020, compared with $117.3 billion, or 12% of total outstanding loans, at December 31, 2019. This industry category is comprised of loans to investment firms, financial vehicles, and non-bank creditors, including those that invest in financial assets backed predominantly by commercial or residential real estate or consumer loan assets. We had $72.4 billion and $75.2 billion of loans originated by our Asset Backed Finance (ABF) lines of business at June 30, 2020, and December 31, 2019, respectively. These ABF loans are limited to a percentage of the value of the underlying financial assets considering underlying credit risk, asset duration, and ongoing performance. These ABF loans may also have other features to manage credit risk such as cross-collateralization, credit enhancements, and contractual re-margining of collateral supporting the loans. Loans to financials except banks included collateralized loan obligations (CLOs) in loan form of $7.7 billion and $7.0 billion at June 30, 2020, and December 31, 2019, respectively.

Oil, gas and pipelines loans totaled $12.6 billion, or 1% of total outstanding loans, at June 30, 2020, compared with $13.6 billion, or 1% of total outstanding loans, at December 31, 2019. Oil, gas and pipelines loans included $8.9 billion and $9.2 billion of senior secured loans outstanding at June 30, 2020 and December 31, 2019, respectively. Oil, gas and pipelines nonaccrual loans increased to $1.4 billion at June 30, 2020, compared with $615 million at December 31, 2019, due to new downgrades to nonaccrual status in second quarter 2020.

In addition to the oil, gas and pipelines category, industries with escalated credit monitoring include retail, entertainment and recreation, transportation services, and commercial real estate.

Table 12: Commercial and Industrial Loans and Lease Financing by Industry



	June 30, 2020							December 31, 2019
($ in millions)	Nonaccrual loans		Loans outstanding	% of total loans		Total commitments (1)		Nonaccrual loans		Loans outstanding	% of total loans		Total commitments (1)
Financials except banks	$	219	112,130	12	%	$	197,152	$	112	117,312	12	%	$	200,848
Equipment, machinery and parts manufacturing	98		21,622	2		41,771		36		23,457	2		42,040
Technology, telecom and media	61		24,912	3		54,894		28		22,447	2		53,343
Real estate and construction	290		25,245	3		49,925		47		22,011	2		48,217
Banks	—		15,548	2		16,598		—		20,070	2		20,728
Retail	216		23,149	2		43,212		105		19,923	2		41,938
Materials and commodities	46		15,877	2		37,877		33		16,375	2		39,369
Automobile related	24		13,103	1		25,162		24		15,996	2		26,310
Food and beverage manufacturing	12		13,082	1		29,284		9		14,991	2		29,172
Health care and pharmaceuticals	76		17,144	2		32,481		28		14,920	2		30,168
Oil, gas and pipelines	1,414		12,598	1		32,679		615		13,562	1		35,445
Entertainment and recreation	62		11,820	1		18,134		44		13,462	1		19,854
Transportation services	319		10,849	1		17,040		224		10,957	1		17,660
Commercial services	98		12,095	1		24,548		50		10,455	1		22,713
Agribusiness	54		7,362	*		12,984		35		7,539	*		12,901
Utilities	1		6,486	*		20,615		224		5,995	*		19,390
Insurance and fiduciaries	2		6,032	*		17,069		1		5,525	*		15,596
Government and education	6		5,741	*		12,128		6		5,363	*		12,267
Other (2)	36		12,731	1		32,843		19		13,596	*		32,988
Total	$	3,034	367,526	39	%	$	716,396	$	1,640	373,956	39	%	$	720,947


*	Less than 1%.


(1)	Total commitments consist of loans outstanding plus unfunded credit commitments, excluding issued letters of credit.


(2)	No other single industry had total loans in excess of $4.4 billion and $4.7 billion at June 30, 2020, and December 31, 2019, respectively.

COMMERCIAL REAL ESTATE (CRE) We generally subject CRE loans to individual risk assessment using our internal borrower and collateral quality ratings. Our ratings are aligned to federal banking regulators' definitions of pass and criticized categories with criticized segmented among special mention, substandard, doubtful and loss categories. The CRE portfolio, which included $8.2 billion of non-U.S. CRE loans, totaled $145.7 billion, or 16% of total loans, at June 30, 2020, and consisted of $124.0 billion of mortgage loans and $21.7 billion of construction loans.

Table 13 summarizes CRE loans by state and property type with the related nonaccrual totals at June 30, 2020. The portfolio is diversified both geographically and by property type. The largest geographic concentrations of CRE loans are in California, New York, Florida, and Texas, which combined represented 49% of the total CRE portfolio. By property type, the largest

concentrations are office buildings at 26% and apartments at 19% of the portfolio. CRE nonaccrual loans totaled 0.86% of the CRE outstanding balance at June 30, 2020, compared with 0.43% at December 31, 2019. The increase in CRE nonaccrual loans was driven by the hotel/motel, shopping center, and office buildings property types and reflected the economic impact of the COVID-19 pandemic. At June 30, 2020, we had $9.1 billion of criticized CRE mortgage loans, compared with $3.8 billion at December 31, 2019, and $1.3 billion of criticized CRE construction loans, compared with $187 million at December 31, 2019. The increase in criticized CRE mortgage and CRE construction loans was driven by the hotel/motel, shopping center, retail (excluding shopping center), and office building property types and reflected the economic impact of the COVID-19 pandemic.

Table 13: CRE Loans by State and Property Type



	June 30, 2020
	Real estate mortgage			Real estate construction		Total			% of total loans
($ in millions)	Nonaccrual loans		Total portfolio	Nonaccrual loans	Total portfolio	Nonaccrual loans	Total portfolio		% of total loans
By state:
California	$	149	32,164	2	4,666	151	36,830		4	%
New York	96		12,952	2	2,059	98	15,011		2
Florida	27		8,295	1	1,446	28	9,741		1
Texas	341		8,047	—	1,226	341	9,273		*
Washington	13		3,934	—	782	13	4,716		*
Georgia	15		4,043	—	448	15	4,491		*
North Carolina	12		3,737	—	648	12	4,385		*
Arizona	35		3,862	—	318	35	4,180		*
Colorado	16		3,300	—	587	16	3,887		*
Virginia	4		3,036	—	664	4	3,700		*
Other	509		40,597	29	8,850	538	49,447	(1)	5
Total	$	1,217	123,967	34	21,694	1,251	145,661		16	%
By property:
Office buildings	$	160	35,280	1	3,209	161	38,489		4	%
Apartments	11		19,284	—	7,694	11	26,978		3
Industrial/warehouse	72		16,149	1	1,674	73	17,823		2
Retail (excluding shopping center)	171		14,211	2	181	173	14,392		2
Hotel/motel	170		10,637	—	1,610	170	12,247		1
Shopping center	399		10,878	—	1,055	399	11,933		1
Mixed use properties	90		5,641	—	640	90	6,281		*
Institutional	77		3,910	20	2,159	97	6,069		*
Collateral pool	—		2,336	—	202	—	2,538		*
Agriculture	61		2,006	—	9	61	2,015		*
Other	6		3,635	10	3,261	16	6,896		*
Total	$	1,217	123,967	34	21,694	1,251	145,661		16	%


*	Less than 1%.

(1)Consists of 40 states, none of which had loans in excess of $3.7 billion.

Risk Management - Credit Risk Management (continued)

NON-U.S LOANS Our classification of non-U.S. loans is based on whether the borrower’s primary address is outside of the United States. At June 30, 2020, non-U.S. loans totaled $76.6 billion, representing approximately 8% of our total consolidated loans outstanding, compared with $80.5 billion, or approximately 8% of total consolidated loans outstanding, at December 31, 2019. Non-U.S. loans were approximately 4% of our consolidated total assets at both June 30, 2020, and December 31, 2019.

COUNTRY RISK EXPOSURE Our country risk monitoring process incorporates centralized monitoring of economic, political, social, legal, and transfer risks in countries where we do or plan to do business, along with frequent dialogue with our customers, counterparties and regulatory agencies. We establish exposure limits for each country through a centralized oversight process based on customer needs, and through consideration of the relevant and distinct risk of each country. We monitor exposures closely and adjust our country limits in response to changing conditions.

We evaluate our individual country risk exposure based on our assessment of the borrower’s ability to repay, which gives consideration for allowable transfers of risk such as guarantees and collateral and may be different from the reporting based on the borrower’s primary address. Our largest single country exposure outside the U.S. based on our assessment of risk at June 30, 2020, was the United Kingdom, which totaled $36.3 billion, or approximately 2% of our total assets, and included $11.6 billion of sovereign claims. Our United Kingdom sovereign claims arise predominantly from deposits we have placed with the Bank of England pursuant to regulatory requirements in support of our London branch.

The United Kingdom withdrew from the European Union (Brexit) on January 31, 2020, and is currently subject to a

transition period during which the terms and conditions of its exit are being negotiated. As the United Kingdom exits from the European Union, our primary goal is to continue to serve our existing clients in the United Kingdom and the European Union as well as to continue to meet the needs of our domestic clients as they do business in those locations. We have an existing authorized bank in Ireland and an asset management entity in Luxembourg. Additionally, we established a broker dealer in France. We are in the process of leveraging these entities to continue to serve clients in the European Union and continue to take actions to update our business operations in the United Kingdom and European Union, including implementing new supplier contracts and staffing arrangements. For additional information on risks associated with Brexit, see the “Risk Factors” section in our 2019 Form 10-K.

Table 14 provides information regarding our top 20 exposures by country (excluding the U.S.), based on our assessment of risk, which gives consideration to the country of any guarantors and/or underlying collateral. With respect to

Table 14:


•	Lending exposure includes outstanding loans, unfunded credit commitments, and deposits with non-U.S. banks. These balances are presented prior to the deduction of allowance for credit losses or collateral received under the terms of the credit agreements, if any.


•	Securities exposure represents debt and equity securities of non-U.S. issuers. Long and short positions are netted, and net short positions are reflected as negative exposure.


•	Derivatives and other exposure represents foreign exchange contracts, derivative contracts, securities resale agreements, and securities lending agreements.

Table 14: Select Country Exposures



	June 30, 2020
	Lending			Securities				Derivatives and other		Total exposure
(in millions)	Sovereign		Non- sovereign	Sovereign		Non- sovereign		Sovereign	Non- sovereign	Sovereign		Non- sovereign (1)	Total
Top 20 country exposures:
United Kingdom	$	11,579	21,649	—		1,189		—	1,894	11,579		24,732	36,311
Canada	4		16,575	—		87		—	425	4		17,087	17,091
Cayman Islands	—		6,398	—		—		—	138	—		6,536	6,536
Ireland	1,217		4,873	—		168		—	117	1,217		5,158	6,375
Japan	19		1,049	4,535		236		—	28	4,554		1,313	5,867
Luxembourg	—		3,745	—		102		—	64	—		3,911	3,911
Guernsey	—		3,522	—		3		—	16	—		3,541	3,541
China	—		2,838	(14	)	327		49	53	35		3,218	3,253
Bermuda	—		3,034	—		73		—	56	—		3,163	3,163
Germany	—		2,621	—		179		6	60	6		2,860	2,866
Netherlands	—		2,382	—		205		—	272	—		2,859	2,859
South Korea	—		2,573	(5	)	181		—	16	(5	)	2,770	2,765
Switzerland	—		1,924	—		(79	)	—	121	—		1,966	1,966
France	—		1,729	—		43		20	15	20		1,787	1,807
Brazil	—		1,626	—		4		5	11	5		1,641	1,646
Chile	—		1,481	—		150		—	2	—		1,633	1,633
Australia	—		1,405	—		66		—	14	—		1,485	1,485
Singapore	—		1,173	—		72		—	49	—		1,294	1,294
India	—		1,185	—		94		—	—	—		1,279	1,279
United Arab Emirates	—		1,029	—		3		—	2	—		1,034	1,034
Total top 20 country exposures	$	12,819	82,811	4,516		3,103		80	3,353	17,415		89,267	106,682


(1)	For countries presented in the table, total non-sovereign exposure comprises $45.9 billion exposure to financial institutions and $43.3 billion to non-financial corporations at June 30, 2020.

REAL ESTATE 1-4 FAMILY MORTGAGE LOANS Our real estate 1-4 family mortgage loan portfolio is comprised of both first and junior lien mortgage loans, which are presented in Table 15.

Table 15: Real Estate 1-4 Family Mortgage Loans



	June 30, 2020				December 31, 2019
(in millions)	Balance		% of portfolio		Balance		% of portfolio
Real estate 1-4 family first mortgage	$	277,945	91	%	$	293,847	91	%
Real estate 1-4 family junior lien mortgage	26,839		9		29,509		9
Total real estate 1-4 family mortgage loans	$	304,784	100	%	$	323,356	100	%

The real estate 1-4 family mortgage loan portfolio includes some loans with an interest-only feature as part of the loan terms and some with adjustable-rate features. Interest-only loans were approximately 3% of total loans at both June 30, 2020, and December 31, 2019. We believe we have manageable adjustable-rate mortgage (ARM) reset risk across our mortgage loan portfolios, including ARM loans that have negative amortizing features that were acquired in prior business combinations. We do not offer option ARM products, nor do we offer variable-rate mortgage products with fixed payment amounts, commonly referred to within the financial services industry as negative amortizing mortgage loans. In connection with our adoption of CECL on January 1, 2020, our real estate 1-4 family mortgage purchased credit-impaired (PCI) loans, which had a carrying value of $568 million, were reclassified as purchased credit-deteriorated (PCD) loans. PCD loans are generally accounted for in the same manner as non-PCD loans. For more information on PCD loans, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

We continue to modify real estate 1-4 family mortgage loans to assist homeowners and other borrowers experiencing financial difficulties. For more information on our modification programs, see the “Risk Management – Credit Risk Management – Real Estate 1-4 Family Mortgage Loans” section in our 2019

Form 10-K. For more information on customer accommodations, including loan modifications, in response to the COVID-19 pandemic, see the “Risk Management – Credit Risk Management – COVID-Related Lending Accommodations” section in this Report.

Part of our credit monitoring includes tracking delinquency, current FICO scores and loan/combined loan to collateral values (LTV/CLTV) on the entire real estate 1-4 family mortgage loan portfolio. These credit risk indicators on the mortgage portfolio exclude government insured/guaranteed loans. Loans 30 days or more delinquent at June 30, 2020, totaled $2.9 billion, or 1% of total mortgages, compared with $3.0 billion, or 1%, at December 31, 2019. Loans with FICO scores lower than 640 totaled $6.8 billion, or 2% of total mortgages at June 30, 2020, compared with $7.6 billion, or 2%, at December 31, 2019. Mortgages with a LTV/CLTV greater than 100% totaled $2.3 billion at June 30, 2020, or 1% of total mortgages, compared with $2.5 billion, or 1%, at December 31, 2019. Information regarding credit quality indicators can be found in Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report.

Real estate 1-4 mortgage loans by state are presented in Table 16. Our real estate 1-4 family mortgage loans to borrowers in California represented 13% of total loans at June 30, 2020, located predominantly within the larger metropolitan areas, with no single California metropolitan area consisting of more than 5% of total loans. We monitor changes in real estate values and underlying economic or market conditions for all geographic areas of our real estate 1-4 family mortgage portfolios as part of our credit risk management process. Our underwriting and periodic review of loans and lines secured by residential real estate collateral includes original appraisals adjusted for the change in Home Price Index (HPI) or estimates from automated valuation models (AVMs) to support property values. Additional information about appraisals and AVMs and our policy for their use can be found in Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report and the “Risk Management – Credit Risk Management – Real Estate 1-4 Family Mortgage Loans” section in our 2019 Form 10-K.

Table 16: Real Estate 1-4 Family Mortgage Loans by State



	June 30, 2020
(in millions)	Real estate 1-4 family first mortgage		Real estate 1-4 family junior lien mortgage	Total real estate 1-4 family mortgage	% of total loans
Real estate 1-4 family mortgage loans:
California	$	112,828	7,291	120,119	13	%
New York	31,163		1,406	32,569	3
New Jersey	13,159		2,539	15,698	2
Florida	11,172		2,393	13,565	2
Washington	10,302		603	10,905	1
Virginia	7,829		1,549	9,378	1
Texas	8,309		546	8,855	1
North Carolina	5,287		1,262	6,549	1
Colorado	5,929		595	6,524	1
Other (1)	59,505		8,655	68,160	7
Government insured/ guaranteed loans (2)	12,462		—	12,462	1
Total	$	277,945	26,839	304,784	33	%


(1)	Consists of 41 states; none of which had loans in excess of $6.2 billion.


(2)	Represents loans whose repayments are predominantly insured by the Federal Housing Administration (FHA) or guaranteed by the Department of Veterans Affairs (VA).

Risk Management - Credit Risk Management (continued)

First Lien Mortgage Portfolio Our total real estate 1-4 family first lien mortgage portfolio (first mortgage) decreased $15.0 billion and $15.9 billion in the second quarter and first half of 2020, respectively. Mortgage loan originations of $16.4 billion and $30.7 billion in the second quarter and first half of 2020, respectively, were more than offset by paydowns. In addition, in second quarter 2020 we designated $10.4 billion of first mortgage loans as MLHFS.

Net loan charge-offs (annualized) as a percentage of average first mortgage loans were 0.00% in both the second quarter and first half of 2020, compared with a net recovery of 0.04% and

0.03% for the same periods a year ago. Nonaccrual loans were $2.4 billion at June 30, 2020, up $243 million from December 31, 2019. The increase in nonaccrual loans from December 31, 2019 was driven by the implementation of CECL, which required PCI loans to be classified as nonaccruing based on performance. For additional information, see the “Risk Management – Credit Risk Management – Nonperforming Assets (Nonaccrual Loans and Foreclosed Assets)” section in this Report.

Table 17 shows certain delinquency and loss information for the first mortgage portfolio and lists the top five states by outstanding balance.

Table 17: First Mortgage Portfolio Performance



	Outstanding balance			% of loans 30 days or more past due			Loss (recovery) rate (annualized) quarter ended
(in millions)	Jun 30, 2020		Dec 31, 2019	Jun 30, 2020		Dec 31, 2019	Jun 30, 2020		Mar 31, 2020		Dec 31, 2019		Sep 30, 2019		Jun 30, 2019
California	$	112,828	118,256	0.59	%	0.48	(0.01	)	(0.01	)	(0.02	)	(0.01	)	(0.04	)
New York	31,163		31,336	0.95		0.83	0.02		(0.01	)	0.02		0.01		—
New Jersey	13,159		14,113	1.38		1.40	0.03		—		0.02		0.02		(0.06	)
Florida	11,172		11,804	2.07		1.81	(0.01	)	(0.03	)	(0.06	)	(0.07	)	(0.11	)
Washington	10,302		10,863	0.37		0.29	(0.01	)	(0.02	)	(0.02	)	—		(0.03	)
Other	86,859		95,750	1.21		1.20	0.01		0.01		(0.02	)	—		(0.06	)
Total	265,483		282,122	0.93		0.86	—		—		(0.02	)	(0.01	)	(0.04	)
Government insured/guaranteed loans	12,462		11,170
PCI (1)	N/A		555
Total first lien mortgages	$	277,945	293,847


(1)	In connection with our adoption of CECL on January 1, 2020, PCI loans were reclassified as PCD loans and are therefore included with other non-PCD loans in this table. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

Junior Lien Mortgage Portfolio The junior lien mortgage portfolio consists of residential mortgage lines and loans that are subordinate in rights to an existing lien on the same property. It is not unusual for these lines and loans to have draw periods, interest-only payments, balloon payments, adjustable rates, and similar features. Junior lien loan products are mostly amortizing payment loans with fixed interest rates and repayment periods between five to 30 years.

We continuously monitor the credit performance of our junior lien mortgage portfolio for trends and factors that influence the frequency and severity of loss, such as junior lien mortgage performance when the first mortgage loan is delinquent. Table 18 shows certain delinquency and loss information for the junior lien mortgage portfolio and lists the top five states by outstanding balance. The decrease in outstanding balances since December 31, 2019, predominantly

reflected loan paydowns. In second quarter 2020, we suspended the origination of junior lien mortgages. As of June 30, 2020, 4% of the outstanding balance of the junior lien mortgage portfolio was associated with loans that had a combined loan to value (CLTV) ratio in excess of 100%. Of those junior lien mortgages with a CLTV ratio in excess of 100%, 3% were 30 days or more past due. CLTV means the ratio of the total loan balance of first mortgages and junior lien mortgages (including unused line amounts for credit line products) to property collateral value. The unsecured portion (the outstanding amount that was in excess of the most recent property collateral value) of the outstanding balances of these loans totaled 1% of the junior lien mortgage portfolio at June 30, 2020. For additional information on consumer loans by LTV/CLTV, see Table 6.12 in Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report.

Table 18: Junior Lien Mortgage Portfolio Performance



	Outstanding balance			% of loans 30 days or more past due			Loss (recovery) rate (annualized) quarter ended
(in millions)	Jun 30, 2020		Dec 31, 2019	Jun 30, 2020		Dec 31, 2019	Jun 30, 2020		Mar 31, 2020		Dec 31, 2019		Sep 30, 2019		Jun 30, 2019
California	$	7,291	8,054	1.55	%	1.62	(0.26	)	(0.36	)	(0.44	)	(0.51	)	(0.40	)
New Jersey	2,539		2,744	2.36		2.74	(0.12	)	0.13		0.07		0.11		(0.07	)
Florida	2,393		2,600	2.38		2.93	(0.01	)	—		(0.09	)	(0.11	)	(0.11	)
Virginia	1,549		1,712	1.79		1.97	(0.05	)	0.09		(0.02	)	(0.23	)	(0.17	)
Pennsylvania	1,540		1,674	1.78		2.16	0.05		0.11		(0.10	)	(0.05	)	(0.19	)
Other	11,527		12,712	1.77		2.05	(0.21	)	0.01		(0.18	)	(0.29	)	(0.22	)
Total	26,839		29,496	1.82		2.07	(0.17	)	(0.07	)	(0.21	)	(0.28	)	(0.24	)
PCI (1)	N/A		13
Total junior lien mortgages	$	26,839	29,509


(1)	In connection with our adoption of CECL on January 1, 2020, PCI loans were reclassified as PCD loans and are therefore included with other non-PCD loans in this table. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

Our junior lien, as well as first lien, lines of credit portfolios generally have draw periods of 10, 15 or 20 years with variable interest rate and payment options available during the draw period of (1) interest only or (2) 1.5% of outstanding principal balance plus accrued interest. As of June 30, 2020, lines of credit in a draw period primarily used the interest-only option. During the draw period, the borrower has the option of converting all or a portion of the line from a variable interest rate to a fixed rate with terms including interest-only payments for a fixed period between three to seven years or a fully amortizing payment with a fixed period between five to 30 years. At the end of the draw period, a line of credit generally converts to an amortizing payment schedule with repayment terms of up to 30 years based on the balance at time of conversion. Certain lines and loans have been structured with a balloon payment, which requires full repayment of the outstanding balance at the end of the term period. The conversion of lines or loans to fully amortizing or balloon payoff may result in a significant payment increase, which can affect some borrowers’ ability to repay the outstanding balance.

On a monthly basis, we monitor the payment characteristics of borrowers in our first and junior lien lines of credit portfolios. In June 2020, excluding borrowers with COVID-19 related loan modification payment deferrals, approximately 44% of borrowers paid only the minimum amount due and approximately 52% paid more than the minimum amount due. The rest were either

delinquent or paid less than the minimum amount due. For the borrowers with an interest-only payment feature, approximately 28% paid only the minimum amount due and approximately 68% paid more than the minimum amount due.

The lines that enter their amortization period may experience higher delinquencies and higher loss rates than the ones in their draw or term period. We have considered this increased inherent risk in our allowance for credit loss estimate.

In anticipation of our borrowers reaching the end of their contractual commitment, we have created a program to inform, educate and help these borrowers transition from interest-only to fully-amortizing payments or full repayment. We monitor the performance of the borrowers moving through the program in an effort to refine our ongoing program strategy.

Table 19 reflects the outstanding balance of our portfolio of junior lien mortgages, including lines and loans, and first lien lines segregated into scheduled end-of-draw or end-of-term periods and products that are currently amortizing, or in balloon repayment status. At June 30, 2020, $367 million, or 1%, of lines in their draw period were 30 days or more past due, compared with $344 million, or 4%, of amortizing lines of credit. Included in the amortizing amounts in Table 19 is $61 million of end-of-term balloon payments which were past due. The unfunded credit commitments for junior and first lien lines totaled $57.7 billion at June 30, 2020.

Table 19: Junior Lien Mortgage Line and Loan and First Lien Mortgage Line Portfolios Payment Schedule



					Scheduled end of draw / term
(in millions)	Outstanding balance June 30, 2020			Remainder of 2020	2021	2022	2023	2024	2025 and thereafter (1)	Amortizing
Junior lien lines and loans	$	26,839		133	739	2,982	2,055	1,646	11,101	8,183
First lien lines	9,806			60	367	1,501	1,128	879	4,247	1,624
Total	$	36,645		193	1,106	4,483	3,183	2,525	15,348	9,807
% of portfolios	100		%	1	3	12	9	7	42	26


(1)	Substantially all lines and loans are scheduled to convert to amortizing loans by the end of 2029, with annual scheduled amounts through 2029 ranging from $1.7 billion to $4.3 billion and averaging $2.9 billion per year.

CREDIT CARDS Our credit card portfolio totaled $36.0 billion at June 30, 2020, which represented 4% of our total outstanding loans. The net charge-off rate (annualized) for our credit card portfolio was 3.60% for second quarter 2020, compared with 3.68% for second quarter 2019, and 3.71% for the first half of both 2020 and 2019. The decrease in the net charge-off rate in second quarter 2020, compared with the same period a year ago, was driven by payment deferral activities in response to the COVID-19 pandemic.

AUTOMOBILE Our automobile portfolio totaled $48.8 billion at June 30, 2020. The net charge-off rate (annualized) for our automobile portfolio was 0.88% for second quarter 2020, compared with 0.46% for second quarter 2019, and 0.78% and 0.64% for the first half of 2020 and 2019, respectively. The increase in the net charge-off rate in the second quarter and first half of 2020, compared with the same periods in 2019, was driven by lower recoveries due to the temporary suspension of involuntary repossessions in response to the COVID-19 pandemic.

OTHER REVOLVING CREDIT AND INSTALLMENT Other revolving credit and installment loans totaled $32.4 billion at June 30, 2020, and largely included student and securities-based loans. Our private student loan portfolio totaled $10.3 billion at June 30, 2020. On July 1, 2020, we announced that only customers with an outstanding private student loan balance will be eligible for new loans for the upcoming academic year. The net charge-off rate (annualized) for other revolving credit and installment loans was 1.09% for second quarter 2020, compared with 1.56% for second quarter 2019, and 1.35% and 1.52% for the first half of 2020 and 2019, respectively. The decrease in the net charge-off rate in the second quarter and first half of 2020, compared with the same periods a year ago, was driven by payment deferral activities in response to the COVID-19 pandemic.

Risk Management - Credit Risk Management (continued)

NONPERFORMING ASSETS (NONACCRUAL LOANS AND FORECLOSED ASSETS) Table 20 summarizes nonperforming assets (NPAs) for each of the last four quarters. Total NPAs increased $1.4 billion from first quarter 2020 to $7.8 billion. Nonaccrual loans of $7.6 billion increased $1.4 billion from first quarter 2020. The increase in nonaccrual loans was driven by an increase in commercial nonaccrual loans predominantly due to an increase in oil and gas and real estate mortgage nonaccrual loans as the economic impact of the COVID-19 pandemic continued to impact our customer base. Customer payment deferral activities instituted in response to the COVID-19 pandemic may delay recognition of delinquencies for customers who otherwise would have moved into nonaccrual status. Prior to January 1, 2020, PCI loans were excluded from nonaccrual loans because they continued to earn interest income from accretable yield, independent of performance in accordance with their contractual terms. However, as a result of our adoption of CECL on January 1,

2020, $275 million of real estate 1-4 family mortgage loans were reclassified from PCI to PCD loans, and as a result, were also classified as nonaccrual loans given their contractual delinquency. For more information on PCD loans, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

For information about when we generally place loans on nonaccrual status, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in our 2019 Form 10-K. For more information on customer accommodations, including loan modifications, in response to the COVID-19 pandemic, see the “Risk Management – Credit Risk Management – COVID-Related Lending Accommodations” section in this Report.

Foreclosed assets of $195 million were down $57 million from first quarter 2020.

Table 20: Nonperforming Assets (Nonaccrual Loans and Foreclosed Assets)



	June 30, 2020				March 31, 2020				December 31, 2019					September 30, 2019
($ in millions)	Balance		% of total loans		Balance		% of total loans		Balance			% of total loans		Balance			% of total loans
Nonaccrual loans:
Commercial:
Commercial and industrial	$	2,896	0.83	%	$	1,779	0.44	%	$	1,545		0.44	%	$	1,539		0.44	%
Real estate mortgage	1,217		0.98		944		0.77		573			0.47		669			0.55
Real estate construction	34		0.16		21		0.10		41			0.21		32			0.16
Lease financing	138		0.79		131		0.68		95			0.48		72			0.37
Total commercial	4,285		0.83		2,875		0.51		2,254			0.44		2,312			0.45
Consumer:
Real estate 1-4 family first mortgage (1)	2,393		0.86		2,372		0.81		2,150			0.73		2,261			0.78
Real estate 1-4 family junior lien mortgage (1)	753		2.81		769		2.70		796			2.70		819			2.66
Automobile	129		0.26		99		0.20		106			0.22		110			0.24
Other revolving credit and installment	45		0.14		41		0.12		40			0.12		43			0.12
Total consumer	3,320		0.79		3,281		0.74		3,092			0.69		3,233			0.73
Total nonaccrual loans	7,605		0.81		6,156		0.61		5,346			0.56		5,545			0.58
Foreclosed assets:
Government insured/guaranteed (2)	31				43				50					59
Non-government insured/guaranteed	164				209				253					378
Total foreclosed assets	195				252				303					437
Total nonperforming assets	$	7,800	0.83	%	$	6,408	0.63	%	$	5,649		0.59	%	$	5,982		0.63	%
Change in NPAs from prior quarter	$	1,392			759				(333		)			(317		)


(1)	Real estate 1-4 family mortgage loans predominantly insured by the FHA or guaranteed by the VA are not placed on nonaccrual status because they are insured or guaranteed.

(2)

Consistent with regulatory reporting requirements, foreclosed real estate resulting from government insured/guaranteed loans are classified as nonperforming. Both principal and interest related to these foreclosed real estate assets are collectible because the loans were predominantly insured by the FHA or guaranteed by the VA. Receivables related to the foreclosure of certain government guaranteed residential real estate mortgage loans are excluded from this table and included in Accounts Receivable in Other Assets. For more information on foreclosed assets, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in our 2019 Form 10-K.

Table 21 provides an analysis of the changes in nonaccrual loans.

Table 21: Analysis of Changes in Nonaccrual Loans



	Quarter ended
(in millions)	Jun 30, 2020			Mar 31, 2020		Dec 31, 2019		Sep 30, 2019		Jun 30, 2019
Commercial nonaccrual loans
Balance, beginning of period	$	2,875		2,254		2,312		2,470		2,797
Inflows	2,741			1,479		652		710		621
Outflows:
Returned to accruing	(64		)	(56	)	(124	)	(52	)	(46	)
Foreclosures	—			—		—		(78	)	(2	)
Charge-offs	(560		)	(360	)	(201	)	(194	)	(187	)
Payments, sales and other	(707		)	(442	)	(385	)	(544	)	(713	)
Total outflows	(1,331		)	(858	)	(710	)	(868	)	(948	)
Balance, end of period	4,285			2,875		2,254		2,312		2,470
Consumer nonaccrual loans
Balance, beginning of period	3,281			3,092		3,233		3,452		4,108
Inflows (1)	379			749		473		448		437
Outflows:
Returned to accruing	(135		)	(254	)	(227	)	(274	)	(250	)
Foreclosures	(6		)	(21	)	(29	)	(32	)	(34	)
Charge-offs	(39		)	(48	)	(45	)	(44	)	(34	)
Payments, sales and other	(160		)	(237	)	(313	)	(317	)	(775	)
Total outflows	(340		)	(560	)	(614	)	(667	)	(1,093	)
Balance, end of period	3,320			3,281		3,092		3,233		3,452
Total nonaccrual loans	$	7,605		6,156		5,346		5,545		5,922


(1)	In connection with our adoption of CECL on January 1, 2020, we classified $275 million of PCD loans as nonaccruing based on performance.

Typically, changes to nonaccrual loans period-over-period represent inflows for loans that are placed on nonaccrual status in accordance with our policy, offset by reductions for loans that are paid down, charged off, sold, foreclosed, or are no longer classified as nonaccrual as a result of continued performance and an improvement in the borrower’s financial condition and loan repayment capabilities.

While nonaccrual loans are not free of loss content, we believe exposure to loss is significantly mitigated by the following factors at June 30, 2020:


•	90% of total commercial nonaccrual loans and 99% of total consumer nonaccrual loans are secured. Of the consumer nonaccrual loans, 95% are secured by real estate and 89% have a combined LTV (CLTV) ratio of 80% or less.


•	losses of $708 million and $990 million have already been recognized on 16% of commercial nonaccrual loans and 34% of consumer nonaccrual loans, respectively, in accordance with our charge-off policies. Once we write down loans to the net realizable value (fair value of collateral less estimated costs to sell), we re-evaluate each loan regularly and record additional write-downs if needed.


•	80% of commercial nonaccrual loans were current on interest and 75% of commercial nonaccrual loans were current on both principal and interest, but were on nonaccrual status because the full or timely collection of interest or principal had become uncertain.


•	of the $1.3 billion of consumer loans in bankruptcy or discharged in bankruptcy, and classified as nonaccrual, $866 million were current.


•	the remaining risk of loss of all nonaccrual loans has been considered and we believe is adequately covered by the allowance for loan losses.

We continue to work with our customers experiencing financial difficulty to determine if they can qualify for a loan modification so that they can stay in their homes. Under our proprietary modification programs, customers may be required to provide updated documentation, and some programs require completion of payment during trial periods to demonstrate sustained performance before the loan can be removed from nonaccrual status.

Risk Management - Credit Risk Management (continued)

Table 22 provides a summary of foreclosed assets and an analysis of changes in foreclosed assets.

Table 22: Foreclosed Assets



(in millions)	Jun 30, 2020			Mar 31, 2020		Dec 31, 2019		Sep 30, 2019		Jun 30, 2019
Summary by loan segment
Government insured/guaranteed	$	31		43		50		59		68
Commercial	45			49		62		180		101
Consumer	119			160		191		198		208
Total foreclosed assets	$	195		252		303		437		377
Analysis of changes in foreclosed assets
Balance, beginning of period	$	252		303		437		377		436
Net change in government insured/guaranteed (1)	(12		)	(7	)	(9	)	(9	)	(7	)
Additions to foreclosed assets (2)	51			107		126		235		144
Reductions:
Sales	(98		)	(154	)	(250	)	(155	)	(199	)
Write-downs and gains (losses) on sales	2			3		(1	)	(11	)	3
Total reductions	(96		)	(151	)	(251	)	(166	)	(196	)
Balance, end of period	$	195		252		303		437		377


(1)	Foreclosed government insured/guaranteed loans are temporarily transferred to and held by us as servicer, until reimbursement is received from FHA or VA.


(2)	Includes loans moved into foreclosed assets from nonaccrual status and repossessed automobiles.

Foreclosed assets at June 30, 2020, included $138 million of foreclosed residential real estate, of which 22% is predominantly FHA insured or VA guaranteed and expected to have minimal or no loss content. The remaining amount of foreclosed assets has been written down to estimated net realizable value. Of the $195 million in foreclosed assets at June 30, 2020, 64% have been in the foreclosed assets portfolio one year or less.

As part of our actions to support customers during the COVID-19 pandemic, we have suspended certain mortgage foreclosure activities, which may affect the amount of our foreclosed assets for the remainder of the year. For additional information on loans in process of foreclosure, see Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report.

TROUBLED DEBT RESTRUCTURINGS (TDRs)

Table 23: Troubled Debt Restructurings (TDRs)



(in millions)	Jun 30, 2020		Mar 31, 2020	Dec 31, 2019	Sep 30, 2019	Jun 30, 2019
Commercial:
Commercial and industrial	$	1,882	1,302	1,183	1,162	1,294
Real estate mortgage	717		697	669	598	620
Real estate construction	20		33	36	40	43
Lease financing	10		10	13	16	31
Total commercial TDRs	2,629		2,042	1,901	1,816	1,988
Consumer:
Real estate 1-4 family first mortgage	7,176		7,284	7,589	7,905	8,218
Real estate 1-4 family junior lien mortgage	1,309		1,356	1,407	1,457	1,550
Credit Card	510		527	520	504	486
Automobile	108		76	81	82	85
Other revolving credit and installment	173		172	170	167	159
Trial modifications	91		108	115	123	127
Total consumer TDRs	9,367		9,523	9,882	10,238	10,625
Total TDRs	$	11,996	11,565	11,783	12,054	12,613
TDRs on nonaccrual status	$	3,475	2,846	2,833	2,775	3,058
TDRs on accrual status:
Government insured/guaranteed	1,277		1,157	1,190	1,199	1,209
Non-government insured/guaranteed	7,244		7,562	7,760	8,080	8,346
Total TDRs	$	11,996	11,565	11,783	12,054	12,613

Table 23 provides information regarding the recorded investment of loans modified in TDRs. The allowance for loan losses for TDRs was $607 million and $1.0 billion at June 30, 2020, and December 31, 2019, respectively. See Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report for additional information regarding TDRs. In those situations where principal is forgiven, the entire amount of such forgiveness is immediately charged off. When we delay the timing on the repayment of a portion of principal (principal forbearance), we charge off the amount of forbearance if that amount is not considered fully collectible. As part of our actions to support customers during the COVID-19 pandemic, we have provided borrowers relief in the form of loan modifications. Under the CARES Act and the Interagency Statement, loan modifications related to the COVID-19 pandemic will not be classified as TDRs if they meet certain eligibility criteria. For more information on the CARES Act and the Interagency Statement, see the “Risk Management – Credit Risk Management – Credit Quality Overview – Troubled Debt Restructuring Relief” section in this Report.

For more information on our nonaccrual policies when a restructuring is involved, see the “Risk Management – Credit Risk Management – Troubled Debt Restructurings (TDRs)” section in our 2019 Form 10-K.

Table 24 provides an analysis of the changes in TDRs. Loans modified more than once are reported as TDR inflows only in the period they are first modified. Other than resolutions such as foreclosures, sales and transfers to held for sale, we may remove loans held for investment from TDR classification, but only if they have been refinanced or restructured at market terms and qualify as new loans.

Risk Management - Credit Risk Management (continued)

Table 24: Analysis of Changes in TDRs



						Quarter ended
(in millions)	Jun 30, 2020			Mar 31, 2020		Dec 31, 2019		Sep 30, 2019		Jun 30, 2019
Commercial TDRs
Balance, beginning of quarter	$	2,042		1,901		1,816		1,988		2,512
Inflows (1)	971			452		476		293		232
Outflows
Charge-offs	(60		)	(56	)	(48	)	(66	)	(37	)
Foreclosures	—			—		(1	)	—		—
Payments, sales and other (2)	(324		)	(255	)	(342	)	(399	)	(719	)
Balance, end of quarter	2,629			2,042		1,901		1,816		1,988
Consumer TDRs
Balance, beginning of quarter	9,523			9,882		10,238		10,625		12,797
Inflows (1)	425			312		350		360		336
Outflows
Charge-offs	(46		)	(63	)	(57	)	(56	)	(61	)
Foreclosures	(8		)	(57	)	(61	)	(70	)	(74	)
Payments, sales and other (2)	(510		)	(544	)	(580	)	(617	)	(2,364	)
Net change in trial modifications (3)	(17		)	(7	)	(8	)	(4	)	(9	)
Balance, end of quarter	9,367			9,523		9,882		10,238		10,625
Total TDRs	$	11,996		11,565		11,783		12,054		12,613


(1)	Inflows include loans that modify, even if they resolve within the period, as well as gross advances on term loans that modified in a prior period and net advances on revolving TDRs that modified in a prior period.


(2)	Other outflows consist of normal amortization/accretion of loan basis adjustments and loans transferred to held for sale. Occasionally, loans that have been refinanced or restructured at market terms qualify as new loans, which are also included as other outflows.


(3)	Net change in trial modifications includes: inflows of new TDRs entering the trial payment period, net of outflows for modifications that either (i) successfully perform and enter into a permanent modification, or (ii) did not successfully perform according to the terms of the trial period plan and are subsequently charged-off, foreclosed upon or otherwise resolved.

LOANS 90 DAYS OR MORE PAST DUE AND STILL ACCRUING Loans 90 days or more past due are still accruing if they are (1) well-secured and in the process of collection or (2) real estate 1-4 family mortgage loans or consumer loans exempt under regulatory rules from being classified as nonaccrual until later delinquency, usually 120 days past due. Prior to January 1, 2020, PCI loans were excluded from loans 90 days or more past due and still accruing because they continued to earn interest income from accretable yield, independent of performance in accordance with their contractual terms. In connection with our adoption of CECL, PCI loans were reclassified as PCD loans and classified as accruing or nonaccruing based on performance.

Loans 90 days or more past due and still accruing, excluding insured/guaranteed loans, at June 30, 2020, were down $116 million, or 12%, from December 31, 2019 due to payoffs and lower delinquencies in consumer loans as payment deferral activities instituted in response to the COVID-19 pandemic

delayed recognition of delinquencies for customers who would have otherwise moved into past due status, partially offset by an increase in commercial loans 90 days or more past due and still accruing driven by credit deterioration due to the economic impact of the COVID-19 pandemic.

Loans 90 days or more past due and still accruing whose repayments are predominantly insured by the FHA or guaranteed by the VA for mortgages were $8.9 billion at June 30, 2020, up from $6.4 billion at December 31, 2019, due to the economic slowdown related to the COVID-19 pandemic affecting our customers.

Table 25 reflects loans 90 days or more past due and still accruing by class for loans not government insured/guaranteed. For additional information on delinquencies by loan class, see Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report.

Table 25: Loans 90 Days or More Past Due and Still Accruing



(in millions)	Jun 30, 2020		Mar 31, 2020	Dec 31, 2019	Sep 30, 2019	Jun 30, 2019
Total:	$	9,739	7,023	7,285	7,130	7,258
Less: FHA insured/VA guaranteed (1)	8,922		6,142	6,352	6,308	6,478
Total, not government insured/guaranteed	$	817	881	933	822	780
By segment and class, not government insured/guaranteed: Commercial:
Commercial and industrial	$	101	24	47	6	17
Real estate mortgage	44		28	31	28	24
Real estate construction	—		1	—	—	—
Total commercial	145		53	78	34	41
Consumer:
Real estate 1-4 family first mortgage	93		128	112	100	108
Real estate 1-4 family junior lien mortgage	19		25	32	35	27
Credit card	418		528	546	491	449
Automobile	54		69	78	75	63
Other revolving credit and installment	88		78	87	87	92
Total consumer	672		828	855	788	739
Total, not government insured/guaranteed	$	817	881	933	822	780


(1)	Represents loans whose repayments are predominantly insured by the FHA or guaranteed by the VA.

Risk Management - Credit Risk Management (continued)

NET LOAN CHARGE-OFFS

Table 26: Net Loan Charge-offs



																					Quarter ended
	Jun 30, 2020					Mar 31, 2020					Dec 31, 2019					Sep 30, 2019					Jun 30, 2019
($ in millions)	Net loan charge- offs			% of avg. loans(1)		Net loan charge- offs			% of avg. loans (1)		Net loan charge- offs			% of avg. loans (1)		Net loan charge-offs			% of avg. loans (1)		Net loan charge-offs			% of avg. loans (1)
Commercial:
Commercial and industrial	$	521		0.55	%	$	333		0.37	%	$	168		0.19	%	$	147		0.17	%	$	159		0.18	%
Real estate mortgage	67			0.22		(2		)	(0.01	)	4			0.01		(8		)	(0.02	)	4			0.01
Real estate construction	(1		)	(0.02	)	(16		)	(0.32	)	—			—		(8		)	(0.14	)	(2		)	(0.04	)
Lease financing	15			0.33		9			0.19		31			0.63		8			0.17		4			0.09
Total commercial	602			0.44		324			0.25		203			0.16		139			0.11		165			0.13
Consumer:
Real estate 1-4 family first mortgage	2			—		(3		)	—		(3		)	—		(5		)	(0.01	)	(30		)	(0.04	)
Real estate 1-4 family junior lien mortgage	(12		)	(0.17	)	(5		)	(0.07	)	(16		)	(0.20	)	(22		)	(0.28	)	(19		)	(0.24	)
Credit card	327			3.60		377			3.81		350			3.48		319			3.22		349			3.68
Automobile	106			0.88		82			0.68		87			0.73		76			0.65		52			0.46
Other revolving credit and installment	88			1.09		134			1.59		148			1.71		138			1.60		136			1.56
Total consumer	511			0.48		585			0.53		566			0.51		506			0.46		488			0.45
Total	$	1,113		0.46	%	$	909		0.38	%	$	769		0.32	%	$	645		0.27	%	$	653		0.28	%


(1)	Quarterly net loan charge-offs (recoveries) as a percentage of average respective loans are annualized.

Table 26 presents net loan charge-offs for second quarter 2020 and the previous four quarters. Net loan charge-offs in second quarter 2020 were $1.1 billion (0.46% of average total loans outstanding), compared with $653 million (0.28%) in second quarter 2019.

The increase in commercial net loan charge-offs in second quarter 2020 from the prior quarter was driven by higher commercial and industrial losses primarily in our oil and gas portfolio, as well as higher commercial real estate mortgage losses. The decrease in consumer net loan charge-offs in second quarter 2020 from the prior quarter was driven by lower losses in credit card, and other revolving credit and installment loans driven by payment deferral activities in response to the COVID-19 pandemic.

The COVID-19 pandemic may continue to impact the credit quality of our loan portfolio. Although the potential impacts were considered in our allowance for credit losses for loans, payment deferral activities instituted in response to the COVID-19 pandemic could delay the recognition of net loan charge-offs. For more information on customer accommodations in response to the COVID-19 pandemic, see the “Risk Management – Credit Risk Management – COVID-Related Lending Accommodations” section in this Report.

ALLOWANCE FOR CREDIT LOSSES We maintain an allowance for credit losses for loans, which is management’s estimate of the expected credit losses in the loan portfolio and unfunded credit commitments, at the balance sheet date, excluding loans and unfunded credit commitments carried at fair value or held for sale. Additionally, we maintain an allowance for credit losses for debt securities classified as either available-for-sale or held-to-maturity, other financial assets measured at amortized cost, net investments in leases, and other off-balance sheet credit exposures.

We apply a disciplined process and methodology to establish our allowance for credit losses each quarter. The process for establishing the allowance for credit losses for loans takes into consideration many factors, including historical and forecasted loss trends, loan-level credit quality ratings and loan grade-specific characteristics. The process involves subjective and complex judgments. In addition, we review a variety of credit metrics and trends. These credit metrics and trends, however, do not solely determine the amount of the allowance as we use several analytical tools. For additional information on our allowance for credit losses, see the “Critical Accounting Policies – Allowance for Credit Losses” section and Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report. For additional information on our allowance for credit losses for loans, see Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report, and for additional information on our allowance for credit losses for debt securities, see the “Balance Sheet Analysis – Available-For-Sale and Held-To-Maturity Debt Securities” section and Note 5 (Available-for-Sale and Held-to-Maturity Debt Securities) to Financial Statements in this Report.

Table 27 presents the allocation of the allowance for credit losses for loans by loan segment and class for the most recent quarter end and last four year ends. The detail of the changes in the allowance for credit losses for loans by portfolio segment (including charge-offs and recoveries by loan class) is included in Note 6 (Loans and Related Allowance for Credit Losses) to Financial Statements in this Report.

Table 27: Allocation of the Allowance for Credit Losses (ACL) for Loans (1)



	Jun 30, 2020				Dec 31, 2019				Dec 31, 2018				Dec 31, 2017				Dec 31, 2016
($ in millions)	ACL		Loans as % of total loans		ACL		Loans as % of total loans		ACL		Loans as % of total loans		ACL		Loans as % of total loans		ACL		Loans as % of total loans
Commercial:
Commercial and industrial	$	8,109	37	%	$	3,600	37	%	$	3,628	37	%	$	3,752	35	%	$	4,560	34	%
Real estate mortgage	2,395		13		1,236		13		1,282		13		1,374		13		1,320		14
Real estate construction	484		2		1,079		2		1,200		2		1,238		3		1,294		2
Lease financing	681		2		330		2		307		2		268		2		220		2
Total commercial	11,669		54		6,245		54		6,417		54		6,632		53		7,394		52
Consumer:
Real estate 1-4 family first mortgage	1,541		30		692		30		750		30		1,085		30		1,270		29
Real estate 1-4 family junior lien mortgage	725		3		247		3		431		3		608		4		815		5
Credit card	3,777		4		2,252		4		2,064		4		1,944		4		1,605		4
Automobile	1,174		5		459		5		475		5		1,039		5		817		6
Other revolving credit and installment	1,550		4		561		4		570		4		652		4		639		4
Total consumer	8,767		46		4,211		46		4,290		46		5,328		47		5,146		48
Total	$	20,436	100	%	$	10,456	100	%	$	10,707	100	%	$	11,960	100	%	$	12,540	100	%

	Jun 30, 2020				Dec 31, 2019				Dec 31, 2018				Dec 31, 2017				Dec 31, 2016
Components:
Allowance for loan losses	$	18,926			9,551				9,775				11,004				11,419
Allowance for unfunded credit commitments	1,510				905				932				956				1,121
Allowance for credit losses for loans	$	20,436			10,456				10,707				11,960				12,540
Allowance for loan losses as a percentage of total loans	2.02			%	0.99				1.03				1.15				1.18
Allowance for loan losses as a percentage of total net loan charge-offs (2)	423				346				356				376				324
Allowance for credit losses for loans as a percentage of total loans	2.19				1.09				1.12				1.25				1.30
Allowance for credit losses for loans as a percentage of total nonaccrual loans	269				196				165				156				126


(1)	Disclosure is not comparative due to our adoption of CECL on January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.


(2)	Total net loan charge-offs are annualized for the quarter ended June 30, 2020.

The ratios for the allowance for loan losses and the allowance for credit losses for loans presented in Table 27 may fluctuate from period to period due to such factors as the mix of loan types in the portfolio, borrower credit strength, and the value and marketability of collateral.

The allowance for credit losses for loans increased $10.0 billion, or 95%, from December 31, 2019, driven by a $11.4 billion increase in the allowance for credit losses for loans in the first half of 2020, partially offset by a $1.3 billion decrease as a result of adopting CECL. The increase in the allowance for credit losses for loans reflected current and forecasted economic conditions due to the COVID-19 pandemic. Total provision for credit losses for loans was $9.6 billion in second quarter 2020, compared with $503 million in second quarter 2019. The increase in the provision for credit losses for loans in second quarter 2020, compared with the same period a year ago, reflected an increase in the allowance for credit losses for loans due to the economic impact of the COVID-19 pandemic.

We consider multiple economic scenarios to develop our estimate of the allowance for credit losses for loans. The scenarios include a base case considered to be the most likely economic forecast, along with an optimistic (upside) and a

pessimistic (downside) economic forecast. Our estimate of the allowance for credit losses for loans at June 30, 2020, was based on a weighting of the base case and downside economic scenarios of 80% and 20%, respectively, with no weighting applied to the upside scenario. The base case economic forecast assumed near-term economic stress recovering into late 2021. The downside scenario assumed more sustained adverse economic impacts resulting from the COVID-19 pandemic compared with the base case. The downside scenario assumed U.S. real GDP increasing slowly and not fully recovering during the remainder of 2020 and 2021, and a sustained elevation in the U.S. unemployment rate until mid-2022. We considered expectations for the impact of government economic stimulus programs in effect on June 30, 2020; however, we did not consider the impact of future government economic stimulus programs. In addition, we considered expectations for the impact of customer accommodation activity, as well as the estimated impact on certain industries that we consider to be directly and most adversely affected by the COVID-19 pandemic.

In addition to quantitative estimates, we consider qualitative factors that represent risks inherent in our processes and assumptions such as economic environmental factors, modeling

Risk Management - Credit Risk Management (continued)

assumptions and performance, and other subjective factors, including industry trends and emerging risk assessments. At June 30, 2020, the qualitative portion of our allowance for credit losses for loans included adjustments for model performance relative to management's loss expectations, including specific incremental risks from the oil and gas, commercial real estate, and home lending portfolios due to the continued economic impact of the COVID-19 pandemic.

The forecasted key economic variables inherent in our estimate of the allowance for credit losses for loans at June 30, 2020, are presented in Table 28.

Table 28: Forecasted Key Economic Variables



	4Q 2020		2Q 2021		4Q 2021
Blend of 80% base case and 20% downside scenario (1):
U.S. unemployment rate (2)	11.0		9.2		7.5
U.S. real GDP (3)	4.3		6.3		3.5
Home price index (4)	0.7		(3.0	)	(0.9	)
Commercial real estate asset prices (4)	(2.5	)	(7.6	)	(5.1	)


(1)	Represents a weighted average of the forecasted economic variable inputs.


(2)	Quarterly average.


(3)	Seasonally adjusted annualized rate.


(4)	Percentage change year over year of national average; outlook differs by geography and property type.

Future amounts of the allowance for credit losses for loans will be based on a variety of factors, including loan balance changes, portfolio credit quality and mix changes, and changes in general economic conditions and expectations (including for unemployment and GDP), among other factors. Based on economic conditions at the end of second quarter 2020, it was difficult to estimate the length and severity of the economic downturn that may result from the COVID-19 pandemic and the impact of other factors that may influence the level of eventual losses and corresponding requirements for future amounts of the allowance for credit losses, including the impact of economic stimulus programs and customer accommodation activity. The COVID-19 pandemic could continue to result in the recognition of credit losses in our loan portfolios and increases in our allowance for credit losses, particularly if the impact on the economy worsens.

We believe the allowance for credit losses for loans of $20.4 billion at June 30, 2020, was appropriate to cover expected credit losses, including unfunded credit commitments, at that date. The entire allowance is available to absorb expected credit losses from the total loan portfolio. The allowance for credit losses for loans is subject to change and reflects existing factors as of the date of determination, including economic or market conditions and ongoing internal and external examination processes. Due to the sensitivity of the allowance for credit losses for loans to changes in the economic and business environment, it is possible that we will incur incremental credit losses not anticipated as of the balance sheet date.

LIABILITY FOR MORTGAGE LOAN REPURCHASE LOSSES For information on our repurchase liability, see the “Risk Management – Credit Risk Management – Liability For Mortgage Loan Repurchase Losses” section in our 2019 Form 10-K.

RISKS RELATING TO SERVICING ACTIVITIES In addition to servicing loans in our portfolio, we act as servicer and/or master servicer of residential mortgage loans included in GSE-guaranteed mortgage securitizations, GNMA-guaranteed mortgage securitizations of FHA-insured/VA-guaranteed mortgages and private label

mortgage securitizations, as well as for unsecuritized loans owned by institutional investors. In connection with our servicing activities, we could become subject to consent orders and settlement agreements with federal and state regulators for alleged servicing issues and practices. In general, these can require us to provide customers with loan modification relief, refinancing relief, and foreclosure prevention and assistance, as well as can impose certain monetary penalties on us.

As a servicer, we are required to advance certain delinquent payments of principal and interest on the mortgage loans we service. The amount and timing of reimbursement of these advances vary by investor and the applicable servicing agreements in place. Due to an increase in customer requests for payment deferrals as a result of the COVID-19 pandemic, the amount of principal and interest advances we were required to make as a servicer increased in second quarter 2020. The amount of these advances may continue to increase if additional payment deferrals are provided. Payment deferrals also delay the collection of contractually specified servicing fees, resulting in lower net servicing income.

In accordance with applicable servicing guidelines, delinquency status continues to advance for loans with COVID-related payment deferrals, which has resulted in an increase in delinquent loans serviced for others and a corresponding increase in loans eligible for repurchase from GNMA loan securitization pools. Our option to repurchase loans from GNMA loan securitization pools becomes exercisable when three scheduled loan payments remain unpaid by the borrower. We generally repurchase these loans for cash and as a result, our total consolidated assets do not change. In July 2020, we repurchased $14.1 billion of these delinquent loans and we expect to repurchase $5.6 billion of these delinquent loans in August 2020.

Loans that regain current status or are otherwise modified in accordance with applicable servicing guidelines may be included in future GNMA loan securitization pools. However, in accordance with guidance issued by GNMA in June 2020, repurchased loans with COVID-related payment deferrals are ineligible for inclusion in future GNMA loan securitization pools until the borrower has timely made six consecutive payments. This requirement may delay our ability to resell loans into the securitization market.

For additional information about the risks related to our servicing activities, see the “Risk Management – Credit Risk Management – Risks Relating to Servicing Activities” section in our 2019 Form 10-K. For additional information on mortgage banking activities, see Note 11 (Mortgage Banking Activities) to Financial Statements in this Report.

Asset/Liability Management

Asset/liability management involves evaluating, monitoring and managing interest rate risk, market risk, liquidity and funding. Primary oversight of interest rate risk and market risk resides with the Finance Committee of our Board, which oversees the administration and effectiveness of financial risk management policies and processes used to assess and manage these risks. Primary oversight of liquidity and funding resides with the Risk Committee of the Board. At the management level we utilize a Corporate Asset/Liability Committee (Corporate ALCO), which consists of management from finance, risk and business groups, to oversee these risks and provide periodic reports to the Board’s Finance Committee and Risk Committee as appropriate. As discussed in more detail for market risk activities below, we employ separate management level oversight specific to market risk.

INTEREST RATE RISK Interest rate risk, which potentially can have a significant earnings impact, is an integral part of being a financial intermediary. We are subject to interest rate risk because:


•	assets and liabilities may mature or reprice at different times (for example, if assets reprice faster than liabilities and interest rates are generally rising, earnings will initially increase);


•	assets and liabilities may reprice at the same time but by different amounts (for example, when the general level of interest rates is rising, we may increase rates paid on checking and savings deposit accounts by an amount that is less than the general rise in market interest rates);


•	short-term and long-term market interest rates may change by different amounts (for example, the shape of the yield curve may affect new loan yields and funding costs differently);


•	the remaining maturity of various assets or liabilities may shorten or lengthen as interest rates change (for example, if long-term mortgage interest rates increase sharply, MBS held in the debt securities portfolio may pay down slower than anticipated, which could impact portfolio income); or


•	interest rates may also have a direct or indirect effect on loan demand, collateral values, credit losses, mortgage origination volume, the fair value of MSRs and other financial instruments, the value of the pension liability and other items affecting earnings.

We assess interest rate risk by comparing outcomes under various net interest income simulations using many interest rate scenarios that differ in the direction of interest rate changes, the degree of change over time, the speed of change and the projected shape of the yield curve. These simulations require assumptions regarding drivers of earnings and balance sheet composition such as loan originations, prepayment speeds on loans and debt securities, deposit flows and mix, as well as pricing strategies.

Currently, our profile is such that we project net interest income will benefit from higher interest rates as our assets would reprice faster and to a greater degree than our liabilities, while in the case of lower interest rates, our assets would reprice downward and to a greater degree than our liabilities.

Our most recent simulations estimate net interest income sensitivity over the next two years under a range of both lower and higher interest rates. Measured impacts from standardized ramps (gradual changes) and shocks (instantaneous changes) are summarized in Table 29, indicating net interest income sensitivity relative to the Company’s base net interest income plan. Ramp scenarios assume interest rates move gradually in parallel across the yield curve relative to the base scenario in year one, and the full amount of the ramp is held as a constant differential to the base scenario in year two. The following describes the simulation assumptions for the scenarios presented in Table 29:


•	Simulations are dynamic and reflect anticipated growth across assets and liabilities.


•	Other macroeconomic variables that could be correlated with the changes in interest rates are held constant.


•	Mortgage prepayment and origination assumptions vary across scenarios and reflect only the impact of the higher or lower interest rates.


•	Our base scenario deposit forecast incorporates mix changes consistent with the base interest rate trajectory. Deposit mix is modeled to be the same as in the base scenario across the alternative scenarios. In higher interest rate scenarios,

customer activity that shifts balances into higher-yielding products could reduce expected net interest income.


•	We hold the size of the projected debt and equity securities portfolios constant across scenarios.

Table 29: Net Interest Income Sensitivity Over Next Two-Year Horizon Relative to Base Expectation



			Lower Rates (1)	Higher Rates
($ in billions)	Base		100 bps Ramp Parallel Decrease	100 bps Instantaneous Parallel Increase	200 bps Ramp Parallel Increase
First Year of Forecasting Horizon
Net Interest Income Sensitivity to Base Scenario		$	(0.9) - (0.4)	4.6 - 5.1	4.2 - 4.7
Key Rates at Horizon End
Fed Funds Target	0.25	%	0.00	1.25	2.25
10-year CMT (2)	0.76		0.00	1.76	2.76
Second Year of Forecasting Horizon
Net Interest Income Sensitivity to Base Scenario		$	(2.3) - (1.8)	7.2 - 7.7	11.2 - 11.7
Key Rates at Horizon End
Fed Funds Target	0.25	%	0.00	1.25	2.25
10-year CMT (2)	0.89		0.00	1.89	2.89


(1)	U.S. interest rates are floored at zero where applicable in this scenario analysis


(2)	U.S. Constant Maturity Treasury Rate

The sensitivity results above do not capture interest rate sensitive noninterest income and expense impacts. Our interest rate sensitive noninterest income and expense are predominantly driven by mortgage banking activities, and may move in the opposite direction of our net interest income. Mortgage originations generally decline in response to higher interest rates and generally increase, particularly refinancing activity, in response to lower interest rates. Mortgage results are also impacted by the valuation of MSRs and related hedge positions. See the “Risk Management – Asset/Liability Management – Mortgage Banking Interest Rate and Market Risk” section in this Report for more information.

Interest rate sensitive noninterest income also results from changes in earnings credit for noninterest-bearing deposits that reduce treasury management deposit service fees. Additionally, for the trading portfolio, our trading assets are (before the effects of certain economic hedges) generally less sensitive to changes in interest rates than the related funding liabilities. As a result, net interest income from the trading portfolio contracts and expands as interest rates rise and fall, respectively. The impact to net interest income does not include the fair value changes of trading securities and loans, which, along with the effects of related economic hedges, are recorded in noninterest income.

We use the debt securities portfolio and exchange-traded and over-the-counter (OTC) interest rate derivatives to hedge our interest rate exposures. See the “Balance Sheet Analysis – Available-for-Sale and Held-to-Maturity Debt Securities” section in this Report for more information on the use of the available-for-sale and held-to-maturity securities portfolios. The notional or contractual amount, credit risk amount and fair value of the derivatives used to hedge our interest rate risk exposures as of June 30, 2020, and December 31, 2019, are presented in Note 15 (Derivatives) to Financial Statements in this Report. We use derivatives for asset/liability management in two main ways:

Asset/Liability Management (continued)


•	to convert the cash flows from selected asset and/or liability instruments/portfolios including investments, commercial loans and long-term debt, from fixed-rate payments to floating-rate payments, or vice versa; and


•	to economically hedge our mortgage origination pipeline, funded mortgage loans and MSRs using interest rate swaps, swaptions, futures, forwards and options.

MORTGAGE BANKING INTEREST RATE AND MARKET RISK We originate, fund and service mortgage loans, which subjects us to various risks, including credit, liquidity and interest rate risks. For more information on mortgage banking interest rate and market risk, see the “Risk Management – Asset/Liability Management – Mortgage Banking Interest Rate and Market Risk” section in our 2019 Form 10-K.

While our hedging activities are designed to balance our mortgage banking interest rate risks, the financial instruments we use may not perfectly correlate with the values and income being hedged. For example, the change in the value of ARM production held for sale from changes in mortgage interest rates may or may not be fully offset by index-based financial instruments used as economic hedges for such ARMs. Hedge results may also be impacted as the overall level of hedges changes as interest rates change, or as there are other changes in the market for mortgage forwards that may affect the implied carry on the MSRs.

The total carrying value of our residential and commercial MSRs was $8.2 billion at June 30, 2020, and $12.9 billion at December 31, 2019. The weighted-average note rate on our portfolio of loans serviced for others was 4.13% at June 30, 2020, and 4.25% at December 31, 2019. The carrying value of our total MSRs represented 0.52% and 0.79% of mortgage loans serviced for others at June 30, 2020 and December 31, 2019, respectively.

MARKET RISK Market risk is the risk of possible economic loss from adverse changes in market risk factors such as interest rates, credit spreads, foreign exchange rates, equity and commodity prices, and the risk of possible loss due to counterparty exposure. This applies to implied volatility risk, basis risk, and market liquidity risk. It also includes price risk in the trading book, mortgage servicing rights and the hedge effectiveness risk associated with the mortgage book, and impairment on private equity investments.

The Board’s Finance Committee has primary oversight responsibility for market risk and oversees the Company’s market risk exposure and market risk management strategies. In addition, the Board’s Risk Committee has certain oversight responsibilities with respect to market risk, including adjusting the Company’s market risk appetite with input from the Finance Committee. The Finance Committee also reports key market risk matters to the Risk Committee.

At the management level, the Market and Counterparty Risk Management function, which is part of IRM, has primary oversight responsibility for market risk. The Market and Counterparty Risk Management function reports into the CRO and also provides periodic reports related to market risk to the Board’s Finance Committee.

MARKET RISK – TRADING ACTIVITIES We engage in trading activities to accommodate the investment and risk management activities of our customers and to execute economic hedging to manage certain balance sheet risks. These trading activities predominantly occur within our Wholesale Banking businesses and to a lesser extent other divisions of the Company. Debt securities held for trading, equity securities held for trading, trading loans and trading derivatives are financial instruments used in our trading activities, and all are carried at fair value. Income earned on the financial instruments used in our trading activities include net interest income, changes in fair value and realized gains and losses. Net interest income earned from our trading activities is reflected in the interest income and interest expense components of our income statement. Changes in fair value of the financial instruments used in our trading activities are reflected in net gains on trading activities, a component of noninterest income in our income statement. For more information on the financial instruments used in our trading activities and the income from these trading activities, see Note 4 (Trading Activities) to Financial Statements in this Report.

Value-at-risk (VaR) is a statistical risk measure used to estimate the potential loss from adverse moves in the financial markets. The Company uses VaR metrics complemented with sensitivity analysis and stress testing in measuring and monitoring market risk. For more information, including information regarding our monitoring activities, sensitivity analysis and stress testing, see the “Risk Management – Asset/Liability Management – Market Risk – Trading Activities” section in our 2019 Form 10-K.

Trading VaR is the measure used to provide insight into the market risk exhibited by the Company’s trading positions. The

Company calculates Trading VaR for risk management purposes to establish line of business and Company-wide risk limits. Trading VaR is calculated based on all trading positions on our balance sheet.

Table 30 shows the Company’s Trading General VaR by risk category. As presented in Table 30, average Company Trading General VaR was $155 million for the quarter ended June 30, 2020, compared with $33 million for the quarter ended March 31, 2020, and $20 million for the quarter ended June 30, 2019. The increase in average as well as period end Company Trading General VaR for the quarter ended June 30, 2020, compared with the quarter ended June 30, 2019, was driven by recent market volatility, in particular changes in interest rate curves and a significant widening of credit spreads entering the 12-month historical lookback window used to calculate VaR.

Table 30: Trading 1-Day 99% General VaR by Risk Category



				Quarter ended
	June 30, 2020							March 31, 2020						June 30, 2019
(in millions)	Period end			Average		Low	High	Period end		Average		Low	High	Period end		Average		Low	High
Company Trading General VaR Risk Categories
Credit	$	86		82		61	99	62		28		15	75	15		15		11	18
Interest rate	155			106		42	161	84		32		5	198	29		37		27	49
Equity	14			10		6	17	6		7		4	10	4		5		4	8
Commodity	4			4		2	7	2		2		1	6	2		2		1	6
Foreign exchange	1			2		1	3	2		1		1	6	1		1		1	1
Diversification benefit (1)	(51		)	(49	)			(63	)	(37	)			(32	)	(40	)
Company Trading General VaR	$	209		155				93		33				19		20

(1)

The period-end VaR was less than the sum of the VaR components described above, which is due to portfolio diversification. The diversification effect arises because the risks are not perfectly correlated causing a portfolio of positions to usually be less risky than the sum of the risks of the positions alone. The diversification benefit is not meaningful for low and high metrics since they may occur on different days.

MARKET RISK – EQUITY SECURITIES We are directly and indirectly affected by changes in the equity markets. We make and manage direct investments in start-up businesses, emerging growth companies, management buy-outs, acquisitions and corporate recapitalizations. We also invest in non-affiliated funds that make similar private equity investments. These private equity investments are made within capital allocations approved by management and the Board. The Board’s policy is to review business developments, key risks and historical returns for the private equity investment portfolio at least annually. Management reviews these investments at least quarterly and assesses them for possible other-than-temporary impairment (OTTI) and observable price changes. For nonmarketable equity securities, the analysis is based on facts and circumstances of each individual investment and the expectations for that investment’s cash flows, capital needs, the viability of its business model, our exit strategy, and observable price changes that are similar to the investments held. Investments in nonmarketable equity securities include private equity investments accounted for under the equity method, fair value through net income, and the measurement alternative.

In conjunction with the March 2008 initial public offering (IPO) of Visa, Inc. (Visa), we received approximately 20.7 million shares of Visa Class B common stock, the class which was apportioned to member banks of Visa at the time of the IPO. To manage our exposure to Visa and realize the value of the appreciated Visa shares, we incrementally sold these shares through a series of sales, thereby eliminating this position as of September 30, 2015. As part of these sales, we agreed to compensate the buyer for any additional contributions to a litigation settlement fund for the litigation matters associated with the Class B shares we sold. Our exposure to this retained litigation risk has been updated quarterly and is reflected on our balance sheet. For additional information about the associated litigation matters, see the “Interchange Litigation” section in Note 14 (Legal Actions) to Financial Statements in this Report.

As part of our business to support our customers, we trade public equities, listed/OTC equity derivatives and convertible bonds. We have parameters that govern these activities. We also have marketable equity securities that include investments relating to our venture capital activities. We manage these marketable equity securities within capital risk limits approved by management and the Board and monitored by Corporate ALCO and the Market Risk Committee. The fair value changes in these marketable equity securities are recognized in net income. For

more information, see Note 8 (Equity Securities) to Financial Statements in this Report.

Changes in equity market prices may also indirectly affect our net income by (1) the value of third party assets under management and, hence, fee income, (2) borrowers whose ability to repay principal and/or interest may be affected by the stock market, or (3) brokerage activity, related commission income and other business activities. Each business line monitors and manages these indirect risks.

LIQUIDITY AND FUNDING The objective of effective liquidity management is to ensure that we can meet customer loan requests, customer deposit maturities/withdrawals and other cash commitments efficiently under both normal operating conditions and under periods of Wells Fargo-specific and/or market stress. To achieve this objective, the Board establishes liquidity guidelines that require sufficient asset-based liquidity to cover potential funding requirements and to avoid over-dependence on volatile, less reliable funding markets. These guidelines are monitored on a monthly basis by the Corporate ALCO and on a quarterly basis by the Board. These guidelines are established and monitored for both the consolidated company and for the Parent on a stand-alone basis to ensure that the Parent is a source of strength for its regulated, deposit-taking banking subsidiaries.

Liquidity Standards We are subject to a rule, issued by the FRB, OCC and Federal Deposit Insurance Corporation (FDIC), that includes a quantitative liquidity requirement consistent with the liquidity coverage ratio (LCR) established by the Basel Committee on Banking Supervision (BCBS). The rule requires banking institutions, such as Wells Fargo, to hold high-quality liquid assets (HQLA), such as central bank reserves and government and corporate debt that can be converted easily and quickly into cash, in an amount equal to or greater than its projected net cash outflows during a 30-day stress period. The rule is applicable to the Company on a consolidated basis and to our insured depository institutions (IDIs) with total assets greater than $10 billion. In addition, rules issued by the FRB impose enhanced liquidity management standards on large BHCs such as Wells Fargo.

The FRB, OCC and FDIC have proposed a rule that would implement a stable funding requirement, the net stable funding ratio (NSFR), which would require large banking organizations, such as Wells Fargo, to maintain a sufficient amount of stable

Asset/Liability Management (continued)

funding in relation to their assets, derivative exposures and commitments over a one-year horizon period.

Liquidity Coverage Ratio As of June 30, 2020, the consolidated Company, Wells Fargo Bank, N.A. and Wells Fargo National Bank West were above the minimum LCR requirement of 100%, which is calculated as HQLA divided by projected net cash outflows, as each is defined under the LCR rule. Table 31 presents the Company’s quarterly average values for the daily-calculated LCR and its components calculated pursuant to the LCR rule requirements.

Table 31: Liquidity Coverage Ratio



(in millions, except ratio)	Average for Quarter ended June 30, 2020
HQLA (1)(2)	$	409,467
Projected net cash outflows	316,268
LCR	129		%


(1)	Excludes excess HQLA at certain subsidiaries that is not transferable to other Wells Fargo entities.


(2)	Net of applicable haircuts required under the LCR rule.

Liquidity Sources We maintain liquidity in the form of cash, cash equivalents and unencumbered high-quality, liquid debt

securities. These assets make up our primary sources of liquidity which are presented in Table 32. Our primary sources of liquidity are substantially the same in composition as HQLA under the LCR rule; however, our primary sources of liquidity will generally exceed HQLA calculated under the LCR rule due to the applicable haircuts to HQLA and the exclusion of excess HQLA at our subsidiary IDIs required under the LCR rule.

Our cash is predominantly on deposit with the Federal Reserve. Debt securities included as part of our primary sources of liquidity are comprised of U.S. Treasury and federal agency debt, and mortgage-backed securities issued by federal agencies within our debt securities portfolio. We believe these debt securities provide quick sources of liquidity through sales or by pledging to obtain financing, regardless of market conditions. Some of these debt securities are within our held-to-maturity portfolio and as such are not intended for sale, but may be pledged to obtain financing. Some of the legal entities within our consolidated group of companies are subject to various regulatory, tax, legal and other restrictions that can limit the transferability of their funds. We believe we maintain adequate liquidity for these entities in consideration of such funds transfer restrictions.

Table 32: Primary Sources of Liquidity



	June 30, 2020				December 31, 2019
(in millions)	Total		Encumbered	Unencumbered	Total	Encumbered	Unencumbered
Interest-earning deposits with banks	$	237,799	—	237,799	119,493	—	119,493
Debt securities of U.S. Treasury and federal agencies	58,486		3,181	55,305	61,099	3,107	57,992
Mortgage-backed securities of federal agencies (1)	255,447		37,215	218,232	258,589	41,135	217,454
Total	$	551,732	40,396	511,336	439,181	44,242	394,939


(1)	Included in encumbered securities at June 30, 2020, were securities with a fair value of $2.0 billion, which were purchased in June 2020, but settled in July 2020.

In addition to our primary sources of liquidity shown in

Table 32, liquidity is also available through the sale or financing of other debt securities including trading and/or available-for-sale debt securities, as well as through the sale, securitization or financing of loans, to the extent such debt securities and loans are not encumbered. As of June 30, 2020, we also maintained approximately $276.1 billion of available borrowing capacity at various Federal Home Loan Banks and the Federal Reserve Discount Window.

Deposits have historically provided a sizable source of relatively low-cost funds. Deposits were 151% of total loans at June 30, 2020, and 137% at December 31, 2019.

Additional funding is provided by long-term debt and short-term borrowings. Table 33 shows selected information for short-term borrowings, which generally mature in less than 30 days.

Table 33: Short-Term Borrowings



	Quarter ended
(in millions)	Jun 30, 2020		Mar 31, 2020	Dec 31, 2019	Sep 30, 2019	Jun 30, 2019
Balance, period end
Federal funds purchased and securities sold under agreements to repurchase	$	49,659	79,036	92,403	110,399	102,560
Other short-term borrowings	10,826		13,253	12,109	13,509	12,784
Total	$	60,485	92,289	104,512	123,908	115,344
Average daily balance for period
Federal funds purchased and securities sold under agreements to repurchase	$	52,868	90,722	103,614	109,499	102,557
Other short-term borrowings	10,667		12,255	12,335	12,343	12,197
Total	$	63,535	102,977	115,949	121,842	114,754
Maximum month-end balance for period
Federal funds purchased and securities sold under agreements to repurchase (1)	$	50,397	91,121	111,727	110,399	105,098
Other short-term borrowings (2)	11,220		13,253	12,708	13,509	12,784


(1)	Highest month-end balance in each of the last five quarters was in April and February 2020, and October, September and May 2019.


(2)	Highest month-end balance in each of the last five quarters was in April and March 2020, and October, September and June 2019.

Long-Term Debt We access domestic and international capital markets for long-term funding (generally greater than one year) through issuances of registered debt securities, private placements and asset-backed secured funding. We issue long-term debt in a variety of maturities and currencies to achieve cost-efficient funding and to maintain an appropriate maturity profile. Proceeds from securities issued were used for general corporate purposes, and, unless otherwise specified in the applicable prospectus or prospectus supplement, we expect the proceeds from securities issued in the future will be used for the same purposes. Long-term debt of $230.9 billion at June 30,

2020, increased $2.7 billion from December 31, 2019. We issued $18.8 billion and $37.7 billion of long-term debt in the second quarter and first half of 2020, respectively, and $187 million in July 2020. Depending on market conditions, we may purchase our outstanding debt securities from time to time in privately negotiated or open market transactions, by tender offer, or otherwise. Table 34 provides the aggregate carrying value of long-term debt maturities (based on contractual payment dates) for the remainder of 2020 and the following years thereafter, as of June 30, 2020.

Table 34: Maturity of Long-Term Debt



	June 30, 2020
(in millions)	Remaining 2020		2021	2022	2023	2024	Thereafter	Total
Wells Fargo & Company (Parent Only)
Senior notes	$	7,665	17,999	18,411	11,573	12,346	88,248	156,242
Subordinated notes	—		—	—	3,789	772	26,818	31,379
Junior subordinated notes	—		—	—	—	—	1,949	1,949
Total long-term debt – Parent	$	7,665	17,999	18,411	15,362	13,118	117,015	189,570
Wells Fargo Bank, N.A. and other bank entities (Bank)
Senior notes	$	2,109	15,207	4,897	2,943	6	416	25,578
Subordinated notes	—		—	—	1,005	—	4,929	5,934
Junior subordinated notes	—		—	—	—	—	369	369
Securitizations and other bank debt	1,683		1,296	933	268	139	1,472	5,791
Total long-term debt – Bank	$	3,792	16,503	5,830	4,216	145	7,186	37,672
Other consolidated subsidiaries
Senior notes	$	131	1,843	206	508	123	836	3,647
Securitizations and other bank debt	—		—	—	—	—	32	32
Total long-term debt – Other consolidated subsidiaries	$	131	1,843	206	508	123	868	3,679
Total long-term debt	$	11,588	36,345	24,447	20,086	13,386	125,069	230,921

Credit Ratings Investors in the long-term capital markets, as well as other market participants, generally will consider, among other factors, a company’s debt rating in making investment decisions. Rating agencies base their ratings on many quantitative and qualitative factors, including capital adequacy, liquidity, asset quality, business mix, the level and quality of earnings, and rating agency assumptions regarding the probability and extent of federal financial assistance or support for certain large financial institutions. Adverse changes in these factors could result in a reduction of our credit rating; however, our debt securities do not contain credit rating covenants.

On April 22, 2020, Fitch Ratings, Inc. (Fitch) affirmed the Company’s long-term and short-term issuer default ratings and revised the rating outlook to negative from stable as Fitch expects significant operating environment headwinds from the disruption to economic activity and financial markets as a result of the COVID-19 pandemic. This rating action followed Fitch’s event-driven review of the commercially-oriented U.S. global

systemically important banks (G-SIBs). On May 21, 2020, DBRS Morningstar confirmed the Company’s ratings and revised the rating trend to negative from stable, citing the economic disruption caused by the COVID-19 pandemic. On July 22, 2020, Standard & Poor's (S&P) Global Ratings lowered the long-term rating of the Company to BBB+ from A- and revised the rating outlook to stable from negative.

See the “Risk Factors” section in our 2019 Form 10-K for additional information regarding our credit ratings and the potential impact a credit rating downgrade would have on our liquidity and operations, as well as Note 15 (Derivatives) to Financial Statements in this Report for information regarding additional collateral and funding obligations required for certain derivative instruments in the event our credit ratings were to fall below investment grade.

The credit ratings of the Company and Wells Fargo Bank, N.A. as of June 30, 2020, are presented in Table 35.

Table 35: Credit Ratings as of June 30, 2020



	Wells Fargo & Company		Wells Fargo Bank, N.A.
	Senior debt	Short-term borrowings	Long-term deposits	Short-term borrowings
Moody’s	A2	P-1	Aa1	P-1
S&P Global Ratings (1)	A-	A-2	A+	A-1
Fitch Ratings, Inc.	A+	F1	AA	F1+
DBRS Morningstar	AA (low)	R-1 (middle)	AA	R-1 (high)


(1)	On July 22, 2020, S&P Global Ratings lowered the long-term rating of the Company to BBB+ from A- and revised the rating outlook to stable from negative.

Asset/Liability Management (continued)

FEDERAL HOME LOAN BANK MEMBERSHIP The Federal Home Loan Banks (the FHLBs) are a group of cooperatives that lending institutions use to finance housing and economic development in local communities. We are a member of the FHLBs based in Dallas, Des Moines and San Francisco. Each member of the FHLBs is required to maintain a minimum investment in capital stock of the applicable FHLB. The board of directors of each FHLB can increase the minimum investment requirements in the event it has concluded that additional capital is required to allow it to meet its own regulatory capital requirements. Any increase in the minimum investment requirements outside of specified ranges requires the approval of the Federal Housing Finance Agency. Because the extent of any obligation to increase our investment in any of the FHLBs depends entirely upon the occurrence of a future event, potential future payments to the FHLBs are not determinable.

LIBOR TRANSITION Due to uncertainty surrounding the suitability and sustainability of the London Interbank Offered Rate (LIBOR), central banks and global regulators have called for financial market participants to prepare for the discontinuation of LIBOR by the end of 2021. LIBOR is a widely-referenced benchmark rate, which is published in five currencies and a range of tenors, and seeks to estimate the cost at which banks can borrow on an unsecured basis from other banks. We have a significant number of assets and liabilities referenced to LIBOR and other interbank offered rates (IBORs), such as commercial loans, adjustable-rate mortgage loans, derivatives, debt securities, and long-term debt.

Accordingly, we established a LIBOR Transition Office (LTO) in February 2018, with senior management and Board oversight. The LTO is responsible for developing a coordinated strategy to transition the IBOR-linked contracts and processes across Wells Fargo to alternative reference rates and serves as the primary conduit between Wells Fargo and relevant industry groups, such as the Alternative Reference Rates Committee (ARRC).

In addition, the Company is actively working with regulators, industry working groups (such as the ARRC) and trade associations that are developing guidance to facilitate an orderly transition away from the use of LIBOR. We are closely monitoring and seeking to follow the recommendations and guidance announced by such organizations, including those announced by the ARRC and the Bank of England’s Working Group on Sterling Risk-Free Reference Rates. We continue to assess the risks and related impacts associated with a transition away from IBORs. See the “Risk Factors” section in the 2019 Form 10-K for additional information regarding the potential impact of a benchmark rate, such as LIBOR, or other referenced financial metric being significantly changed, replaced, or discontinued.

On March 12, 2020, the Financial Accounting Standards Board (FASB) issued ASU 2020-04 – Facilitation of the Effects of Reference Rate Reform on Financial Reporting (Update) that provides temporary relief from existing GAAP accounting requirements for entities that perform activities related to reference rate reform. The relief provided by the Update is primarily related to contract modifications and hedge accounting relationships that are impacted by the Company’s reference rate reform activities. For additional information on the Update, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

For additional information on the amount of our IBOR-linked assets and liabilities, as well as the program structure and initiatives created by the LTO, see the “Risk Management – Asset/Liability Management – LIBOR Transition” section in our 2019 Form 10-K.

Capital Management

We have an active program for managing capital through a comprehensive process for assessing the Company’s overall capital adequacy. Our objective is to maintain capital at an amount commensurate with our risk profile and risk tolerance objectives, and to meet both regulatory and market expectations. We primarily fund our working capital needs through the retention of earnings net of both dividends and share repurchases, as well as through the issuance of preferred stock and long and short-term debt. Retained earnings decreased $6.7 billion from December 31, 2019, predominantly as a result of common and preferred stock dividends of $4.9 billion and net losses of $1.7 billion. During second quarter 2020, we issued $367 million of common stock, excluding conversions of preferred shares. On March 15, 2020, we suspended our share repurchase activities for the remainder of the first quarter and for second quarter 2020. On June 25, 2020, the FRB announced that it was prohibiting large BHCs subject to the FRB’s capital plan rule, including Wells Fargo, from making any capital distribution (excluding any capital distribution arising from the issuance of a capital instrument eligible for inclusion in the numerator of a regulatory capital ratio), unless otherwise approved by the FRB. Through the end of third quarter 2020, the FRB authorized certain limited exceptions to this prohibition, which are described in the “Capital Planning and Stress Testing” section below. For additional information about capital distributions, see the “Capital Planning and Stress Testing” and “Securities Repurchases” sections below.

In January 2020, we issued $2.0 billion of our Preferred Stock, Series Z. In March 2020, we redeemed the remaining $1.8 billion of our Preferred Stock, Series K, and redeemed $669 million of our Preferred Stock, Series T. For more information, see Note 17 (Preferred Stock) to Financial Statements in this Report.

On July 28, 2020, the Company reduced its third quarter 2020 common stock dividend to $0.10 per share.

Regulatory Capital Guidelines

The Company and each of our IDIs are subject to various regulatory capital adequacy requirements administered by the FRB and the OCC. Risk-based capital (RBC) guidelines establish a risk-adjusted ratio relating capital to different categories of assets and off-balance sheet exposures as discussed below.

RISK-BASED CAPITAL AND RISK-WEIGHTED ASSETS The Company is subject to rules issued by federal banking regulators to implement Basel III capital requirements for U.S. banking organizations. The federal banking regulators’ capital rules, among other things, required on a fully phased-in basis as of June 30, 2020:


•	a minimum Common Equity Tier 1 (CET1) ratio of 9.00%, comprised of a 4.50% minimum requirement plus a capital conservation buffer of 2.50% and for us, as a global systemically important bank (G-SIB), a capital surcharge of 2.00%;


•	a minimum tier 1 capital ratio of 10.50%, comprised of a 6.00% minimum requirement plus the capital conservation buffer of 2.50% and the G-SIB capital surcharge of 2.00%;


•	a minimum total capital ratio of 12.50%, comprised of a 8.00% minimum requirement plus the capital conservation buffer of 2.50% and the G-SIB capital surcharge of 2.00%;


•	a potential countercyclical buffer of up to 2.50% to be added to the minimum capital ratios, which could be imposed by regulators at their discretion if it is determined that a period of excessive credit growth is contributing to an increase in systemic risk; and


•	a minimum tier 1 leverage ratio of 4.00%.

The Basel III capital requirements for calculating CET1 and tier 1 capital, along with risk-weighted assets (RWAs), are fully phased-in. However, the requirements for determining tier 2 and total capital are still in accordance with Transition Requirements and are scheduled to be fully phased-in by the end of 2021. The Basel III capital rules contain two frameworks for calculating capital requirements, a Standardized Approach and an Advanced Approach applicable to certain institutions, including Wells Fargo. Accordingly, in the assessment of our capital adequacy, we must report the lower of our CET1, tier 1 and total capital ratios calculated under the Standardized Approach and under the Advanced Approach. The difference between RWAs under the Standardized and Advanced Approach has narrowed in recent quarters due to economic conditions from the COVID-19 pandemic impacting our calculation of Advanced Approach RWAs. In particular, downgrades of loans in our loan portfolio, which drive negative credit risk migration, increased our Advanced Approach RWAs at June 30, 2020. We expect this trend to continue if the economic impact of the COVID-19 pandemic continues to affect our customer base.

Effective October 1, 2020, a stress capital buffer will be included in the minimum capital ratio requirements. The stress capital buffer is calculated based on the decrease in a BHC’s risk-based capital ratios under the severely adverse scenario in the FRB’s annual supervisory stress test and related Comprehensive Capital Analysis and Review (CCAR), plus four quarters of planned common stock dividends. The stress capital buffer will replace the current 2.50% capital conservation buffer under the Standardized Approach. On June 29, 2020, following the FRB’s release of the results of the 2020 supervisory stress test and related CCAR, the Company announced that it expects its stress capital buffer to be 2.50%, which is the lowest possible under the new framework and would keep the regulatory minimum for the Company’s CET1 ratio at 9.00%. The FRB has indicated that it will publish the final stress capital buffer for each BHC by August 31, 2020. Because the stress capital buffer is calculated annually as part of the FRB’s supervisory stress test and related CCAR and will be based on data that can differ over time, our stress capital buffer, and thus the regulatory minimums for our capital ratios, are subject to change in future years.

As a G-SIB, we are also subject to the FRB’s rule implementing the additional capital surcharge of between 1.00-4.50% on the minimum capital requirements of G-SIBs. Under the rule, we must annually calculate our surcharge under two methods and use the higher of the two surcharges. The first method (method one) considers our size, interconnectedness, cross-jurisdictional activity, substitutability, and complexity, consistent with the methodology developed by the BCBS and the Financial Stability Board (FSB). The second method (method two) uses similar inputs, but replaces substitutability with use of short-term wholesale funding and will generally result in higher surcharges than the BCBS methodology. Because the G-SIB capital surcharge is calculated annually based on data that can differ

Capital Management (continued)

over time, the amount of the surcharge is subject to change in future years.

The tables that follow provide information about our risk-based capital and related ratios as calculated under Basel III

capital guidelines. Although we report certain capital amounts and ratios in accordance with Transition Requirements for banking industry regulatory reporting purposes, we manage our capital based on a fully phased-in basis. For information about our capital requirements calculated in accordance with Transition Requirements, see Note 23 (Regulatory and Agency Capital Requirements) to Financial Statements in this Report.

Table 36 summarizes our CET1, tier 1 capital, total capital, RWAs and capital ratios on a fully phased-in basis at June 30, 2020, and December 31, 2019.

Table 36: Capital Components and Ratios (Fully Phased-In) (1)



				June 30, 2020						December 31, 2019
(in millions, except ratios)		Required Minimum Capital Ratios		Advanced Approach				Standardized Approach		Advanced Approach	Standardized Approach
Common Equity Tier 1	(A)			$	133,055			133,055		138,760	138,760
Tier 1 Capital	(B)			152,871				152,871		158,949	158,949
Total Capital (2)	(C)			182,698				192,486		187,813	195,703
Risk-Weighted Assets (3)	(D)			1,195,423				1,213,062		1,165,079	1,245,853
Common Equity Tier 1 Capital Ratio (3)	(A)/(D)	9.00	%	11.13		%		10.97	*	11.91	11.14	*
Tier 1 Capital Ratio (3)	(B)/(D)	10.50		12.79				12.60	*	13.64	12.76	*
Total Capital Ratio (2)(3)	(C)/(D)	12.50		15.28			*	15.87		16.12	15.71	*

*Denotes the lowest capital ratio as determined under the Advanced and Standardized Approaches.


(1)	See Table 37 for information regarding the calculation and components of CET1, tier 1 capital, total capital and RWAs.

(2)

Fully phased-in total capital amounts and ratios are considered non-GAAP financial measures that are used by management, bank regulatory agencies, investors and analysts to assess and monitor the Company’s capital position. See Table 37 for information regarding the calculation and components of our fully phased-in total capital amounts, including a corresponding reconciliation to GAAP financial measures.


(3)	RWAs and capital ratios for December 31, 2019, have been revised as a result of a decrease in RWAs under the Advanced Approach due to the correction of duplicated operational loss amounts.

Table 37 provides information regarding the calculation and composition of our risk-based capital under the Advanced and

Standardized Approaches at June 30, 2020, and

December 31, 2019.

Table 37: Risk-Based Capital Calculation and Components



		June 30, 2020					December 31, 2019
(in millions)		Advanced Approach			Standardized Approach		Advanced Approach		Standardized Approach
Total equity		$	180,122		180,122		187,984		187,984
Adjustments:
Preferred stock		(21,098		)	(21,098	)	(21,549	)	(21,549	)
Additional paid-in capital on preferred stock		159			159		(71	)	(71	)
Unearned ESOP shares		875			875		1,143		1,143
Noncontrolling interests		(736		)	(736	)	(838	)	(838	)
Total common stockholders’ equity		159,322			159,322		166,669		166,669
Adjustments:
Goodwill		(26,385		)	(26,385	)	(26,390	)	(26,390	)
Certain identifiable intangible assets (other than MSRs)		(389		)	(389	)	(437	)	(437	)
Goodwill and other intangibles on nonmarketable equity securities (included in other assets)		(2,050		)	(2,050	)	(2,146	)	(2,146	)
Applicable deferred taxes related to goodwill and other intangible assets (1)		831			831		810		810
CECL transition provision (2)		1,857			1,857		—		—
Other		(131		)	(131	)	254		254
Common Equity Tier 1		133,055			133,055		138,760		138,760

Common Equity Tier 1		$	133,055		133,055		138,760		138,760
Preferred stock		21,098			21,098		21,549		21,549
Additional paid-in capital on preferred stock		(159		)	(159	)	71		71
Unearned ESOP shares		(875		)	(875	)	(1,143	)	(1,143	)
Other		(248		)	(248	)	(288	)	(288	)
Total Tier 1 capital	(A)	152,871			152,871		158,949		158,949

Long-term debt and other instruments qualifying as Tier 2		25,471			25,471		26,515		26,515
Qualifying allowance for credit losses (3)		4,591			14,379		2,566		10,456
Other		(235		)	(235	)	(217	)	(217	)
Total Tier 2 capital (Fully Phased-In)	(B)	29,827			39,615		28,864		36,754
Effect of Basel III Transition Requirements		133			133		520		520
Total Tier 2 capital (Basel III Transition Requirements)		$	29,960		39,748		29,384		37,274

Total qualifying capital (Fully Phased-In)	(A)+(B)	$	182,698		192,486		187,813		195,703
Total Effect of Basel IIII Transition Requirements		133			133		520		520
Total qualifying capital (Basel III Transition Requirements)		$	182,831		192,619		188,333		196,223

Risk-Weighted Assets (RWAs) (4)(5):
Credit risk (6)		$	787,340		1,145,141		790,784		1,210,209
Market risk		67,920			67,921		35,644		35,644
Operational risk (7)		340,163			—		338,651		—
Total RWAs (7)		$	1,195,423		1,213,062		1,165,079		1,245,853


(1)	Determined by applying the combined federal statutory rate and composite state income tax rates to the difference between book and tax basis of the respective goodwill and intangible assets at period end.

(2)

In second quarter 2020, the Company elected to apply a modified transition provision issued by federal banking regulators in March 2020 related to the impact of CECL on regulatory capital. The rule permits certain banking organizations to exclude from regulatory capital the initial adoption impact of CECL, plus 25% of the cumulative changes in the ACL under CECL for each period until December 31, 2021, followed by a three-year phase-out of the benefits. The impact of the CECL transition provision on our regulatory capital at June 30, 2020, was an increase in capital of $1.9 billion, reflecting a $991 million (post-tax) increase in capital recognized upon our initial adoption of CECL, offset by 25% of the $11.4 billion increase in our ACL under CECL from January 1, 2020, through June 30, 2020.

(3)

Under the Advanced Approach the allowance for credit losses that exceeds expected credit losses is eligible for inclusion in Tier 2 Capital, to the extent the excess allowance does not exceed 0.60% of Advanced credit RWAs, and under the Standardized Approach, the allowance for credit losses is includable in Tier 2 Capital up to 1.25% of Standardized credit RWAs, in each case with any excess allowance for credit losses being deducted from the respective total RWAs.


(4)	RWAs calculated under the Advanced Approach utilize a risk-sensitive methodology, which relies upon the use of internal credit models based upon our experience with internal rating grades. Advanced Approach also includes an operational risk component, which reflects the risk of operating loss resulting from inadequate or failed internal processes or systems.

(5)

Under the regulatory guidelines for risk-based capital, on-balance sheet assets and credit equivalent amounts of derivatives and off-balance sheet items are assigned to one of several broad risk categories according to the obligor, or, if relevant, the guarantor or the nature of any collateral. The aggregate dollar amount in each risk category is then multiplied by the risk weight associated with that category. The resulting weighted values from each of the risk categories are aggregated for determining total RWAs.


(6)	Includes an increase of $1.5 billion under both the Advanced Approach and Standardized Approach related to the impact of the CECL transition provision on our excess allowance for credit losses as of June 30, 2020. See footnote (3) to this table.


(7)	Amounts for December 31, 2019, have been revised as a result of a decrease in RWAs under the Advanced Approach due to the correction of duplicated operational loss amounts.

Capital Management (continued)

Table 38 presents the changes in Common Equity Tier 1 under the Advanced Approach for the six months ended June 30, 2020.

Table 38: Analysis of Changes in Common Equity Tier 1 (Advanced Approach)



(in millions)
Common Equity Tier 1 at December 31, 2019	$	138,760
Net income applicable to common stock	(2,652		)
Common stock dividends	(4,189		)
Common stock issued, repurchased, and stock compensation-related items	(2,189		)
Changes in cumulative other comprehensive income	513
Cumulative effect from change in accounting policies (1)	991
Goodwill	5
Certain identifiable intangible assets (other than MSRs)	48
Goodwill and other intangibles on nonmarketable equity securities (included in other assets)	96
Applicable deferred taxes related to goodwill and other intangible assets (2)	21
CECL transition provision (3)	1,857
Other	(206		)
Change in Common Equity Tier 1	(5,705		)
Common Equity Tier 1 at June 30, 2020	$	133,055


(1)	Effective January 1, 2020, we adopted CECL. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.


(2)	Determined by applying the combined federal statutory rate and composite state income tax rates to the difference between book and tax basis of the respective goodwill and intangible assets at period end.

(3)

Table 39 presents net changes in the components of RWAs under the Advanced and Standardized Approaches for the six months ended June 30, 2020.

Table 39: Analysis of Changes in RWAs



(in millions)	Advanced Approach			Standardized Approach
RWAs at December 31, 2019 (1)	$	1,165,079		1,245,853
Net change in credit risk RWAs (2)	(3,444		)	(65,068	)
Net change in market risk RWAs	32,276			32,277
Net change in operational risk RWAs	1,512			—
Total change in RWAs	30,344			(32,791	)
RWAs at June 30, 2020	$	1,195,423		1,213,062


(1)	Amount for December 31, 2019, has been revised as a result of a decrease in RWAs under the Advanced Approach due to the correction of duplicated operational loss amounts.


(2)	Includes an increase of $1.5 billion under both the Advanced Approach and Standardized Approach related to the impact of the CECL transition provision on our excess allowance for credit losses. See Table 37 for more information.

TANGIBLE COMMON EQUITY We also evaluate our business based on certain ratios that utilize tangible common equity. Tangible common equity is a non-GAAP financial measure and represents total equity less preferred equity, noncontrolling interests, goodwill, certain identifiable intangible assets (other than MSRs) and goodwill and other intangibles on nonmarketable equity securities, net of applicable deferred taxes. These tangible common equity ratios are as follows:


•	Tangible book value per common share, which represents tangible common equity divided by common shares outstanding; and


•	Return on average tangible common equity (ROTCE), which represents our annualized earnings contribution as a percentage of tangible common equity.

The methodology of determining tangible common equity may differ among companies. Management believes that tangible book value per common share and return on average tangible common equity, which utilize tangible common equity, are useful financial measures because they enable investors and others to assess the Company’s use of equity.

Table 40 provides a reconciliation of these non-GAAP financial measures to GAAP financial measures.

Table 40: Tangible Common Equity



		Balance at period end							Average balance
		Quarter ended							Quarter ended							Six months ended
(in millions, except ratios)		Jun 30, 2020			Mar 31, 2020		Jun 30, 2019		Jun 30, 2020			Mar 31, 2020		Jun 30, 2019		Jun 30, 2020		Jun 30, 2019
Total equity		$	180,122		183,330		200,037		184,108			188,170		199,685		186,139		199,021
Adjustments:
Preferred stock		(21,098		)	(21,347	)	(23,021	)	(21,344		)	(21,794	)	(23,023	)	(21,569	)	(23,118	)
Additional paid-in capital on preferred stock		159			140		(78	)	140			135		(78	)	138		(87	)
Unearned ESOP shares		875			1,143		1,292		1,140			1,143		1,294		1,141		1,397
Noncontrolling interests		(736		)	(612	)	(995	)	(643		)	(785	)	(939	)	(714	)	(919	)
Total common stockholders’ equity	(A)	159,322			162,654		177,235		163,401			166,869		176,939		165,135		176,294
Adjustments:
Goodwill		(26,385		)	(26,381	)	(26,415	)	(26,384		)	(26,387	)	(26,415	)	(26,386	)	(26,417	)
Certain identifiable intangible assets (other than MSRs)		(389		)	(413	)	(493	)	(402		)	(426	)	(505	)	(414	)	(524	)
Goodwill and other intangibles on nonmarketable equity securities (included in other assets)		(2,050		)	(1,894	)	(2,251	)	(1,922		)	(2,152	)	(2,155	)	(2,037	)	(2,157	)
Applicable deferred taxes related to goodwill and other intangible assets (1)		831			821		788		828			818		780		823		782
Tangible common equity	(B)	$	131,329		134,787		148,864		135,521			138,722		148,644		137,121		147,978
Common shares outstanding	(C)	4,119.6			4,096.4		4,419.6		N/A			N/A		N/A		N/A		N/A
Net income applicable to common stock	(D)	N/A			N/A		N/A		$	(2,694	)	42		5,848		(2,652	)	11,355
Book value per common share	(A)/(C)	$	38.67		39.71		40.10		N/A			N/A		N/A		N/A		N/A
Tangible book value per common share	(B)/(C)	31.88			32.90		33.68		N/A			N/A		N/A		N/A		N/A
Return on average common stockholders’ equity (ROE) (annualized)	(D)/(A)	N/A			N/A		N/A		(6.63		)%	0.10		13.26		(3.23	)	12.99
Return on average tangible common equity (ROTCE) (annualized)	(D)/(B)	N/A			N/A		N/A		(8.00		)	0.12		15.78		(3.89	)	15.47


(1)	Determined by applying the combined federal statutory rate and composite state income tax rates to the difference between book and tax basis of the respective goodwill and intangible assets at period end.

Capital Management (continued)

SUPPLEMENTARY LEVERAGE RATIO As a BHC, we are required to maintain a supplementary leverage ratio (SLR) of at least 5.00% (comprised of a 3.00% minimum requirement plus a supplementary leverage buffer of 2.00%) to avoid restrictions on capital distributions and discretionary bonus payments. Our IDIs are required to maintain a SLR of at least 6.00% to be considered well-capitalized under applicable regulatory capital adequacy guidelines. In April 2018, the FRB and OCC proposed rules (Proposed SLR rules) that would replace the 2.00% supplementary leverage buffer with a buffer equal to one-half of our G-SIB capital surcharge. The Proposed SLR rules would similarly tailor the current 6.00% SLR requirement for our IDIs. In April 2020, the FRB issued an interim final rule that temporarily allows a BHC to exclude on-balance sheet amounts of U.S. Treasury securities and deposits at Federal Reserve Banks from the calculation of its total leverage exposure in the denominator of the SLR. This interim final rule became effective on April 1, 2020, and expires on March 31, 2021. In May 2020, federal banking regulators issued an interim final rule that permits IDIs to choose to similarly exclude these items from the denominator of their SLRs; however, if an IDI chooses to exclude such amounts from the calculation of its SLR, it will be required to request approval from its primary federal banking regulator before making capital distributions, such as paying dividends, to its parent company. As of June 30, 2020, none of the Company’s IDIs elected to apply this exclusion.

At June 30, 2020, our SLR for the Company was 7.52%, and we also exceeded the applicable SLR requirements for each of our IDIs. See Table 41 for information regarding the calculation and components of the SLR.

Table 41: Supplementary Leverage Ratio



(in millions, except ratio)		Quarter ended June 30, 2020
Tier 1 capital	(A)	$	152,871
Total average assets		1,950,796
Less: Goodwill and other permitted Tier 1 capital deductions (net of deferred tax liabilities)		28,367
Less: Other SLR exclusions		218,984
Total adjusted average assets		1,703,445
Plus adjustments for off-balance sheet exposures:
Derivatives (1)		74,435
Repo-style transactions (2)		3,604
Other (3)		250,765
Total off-balance sheet exposures		328,804
Total leverage exposure	(B)	$	2,032,249
Supplementary leverage ratio	(A)/(B)	7.52		%


(1)	Adjustment represents derivatives and collateral netting exposures as defined for supplementary leverage ratio determination purposes.


(2)	Adjustment represents counterparty credit risk for repo-style transactions where Wells Fargo & Company is the principal (i.e., principal counterparty facing the client).


(3)	Adjustment represents credit equivalent amounts of other off-balance sheet exposures not already included as derivatives and repo-style transactions exposures.

TOTAL LOSS ABSORBING CAPACITY As a G-SIB, we are required to have a minimum amount of equity and unsecured long-term debt for purposes of resolvability and resiliency, often referred to as Total Loss Absorbing Capacity (TLAC). U.S. G-SIBs are required to have a minimum TLAC amount (consisting of CET1 capital and additional tier 1 capital issued directly by the top-tier or covered BHC plus eligible external long-term debt) equal to the greater of (i) 18.00% of RWAs and (ii) 7.50% of total leverage exposure (the denominator of the SLR calculation). Additionally, U.S. G-SIBs are required to maintain (i) a TLAC buffer equal to 2.50% of RWAs

plus our applicable G-SIB capital surcharge calculated under method one plus any applicable countercyclical buffer to be added to the 18.00% minimum and (ii) an external TLAC leverage buffer equal to 2.00% of total leverage exposure to be added to the 7.50% minimum, in order to avoid restrictions on capital distributions and discretionary bonus payments. U.S. G-SIBs are also required to have a minimum amount of eligible unsecured long-term debt equal to the greater of (i) 6.00% of RWAs plus our applicable G-SIB capital surcharge calculated under method two and (ii) 4.50% of the total leverage exposure. Under the Proposed SLR rules, the 2.00% external TLAC leverage buffer would be replaced with a buffer equal to one-half of our applicable G-SIB capital surcharge, and the leverage component for calculating the minimum amount of eligible unsecured long-term debt would be modified from 4.50% of total leverage exposure to 2.50% of total leverage exposure plus one-half of our applicable G-SIB capital surcharge. As of June 30, 2020, our eligible external TLAC as a percentage of total risk-weighted assets was 25.33% compared with a required minimum of 22.00%. Similar to the risk-based capital requirements, we determine minimum required TLAC based on the greater of RWAs determined under the Standardized and Advanced approaches.

OTHER REGULATORY CAPITAL AND LIQUIDITY MATTERS As discussed in the “Risk Management – Asset/ Liability Management – Liquidity and Funding – Liquidity Standards” section in this Report, federal banking regulators have issued a final rule regarding the U.S. implementation of the Basel III LCR and a proposed rule regarding the NSFR.

Capital Planning and Stress Testing

Our planned long-term capital structure is designed to meet regulatory and market expectations. We believe that our long-term targeted capital structure enables us to invest in and grow our business, satisfy our customers’ financial needs in varying environments, access markets, and maintain flexibility to return capital to our shareholders. Our long-term targeted capital structure also considers capital levels sufficient to exceed capital requirements including the G-SIB capital surcharge. Accordingly, based on the final Basel III capital rules under the lower of the Standardized or Advanced Approaches CET1 capital ratios, we currently target a long-term CET1 capital ratio at or in excess of 10.00%, which includes a 2.00% G-SIB capital surcharge. Our capital targets are subject to change based on various factors, including changes to the regulatory capital framework and expectations for large banks promulgated by bank regulatory agencies, changes to the regulatory minimums for our capital ratios (including changes to our stress capital buffer), planned capital actions, changes in our risk profile and other factors.

Under the FRB’s capital plan rule, large BHCs are required to submit capital plans annually for review to determine if the FRB has any objections before making any capital distributions. The rule requires updates to capital plans in the event of material changes in a BHC’s risk profile, including as a result of any significant acquisitions. The FRB assesses, among other things, the overall financial condition, risk profile, and capital adequacy of BHCs when evaluating capital plans.

Our 2020 capital plan, which was submitted on April 3, 2020, as part of CCAR, included a comprehensive capital outlook supported by an assessment of expected sources and uses of capital over a given planning horizon under a range of expected and stress scenarios. As part of the 2020 CCAR, the FRB also generated a supervisory stress test, which assumed a sharp decline in the economy and significant decline in asset pricing using the information provided by the Company to estimate

performance. The FRB reviewed the supervisory stress test results both as required under the Dodd-Frank Act using a common set of capital actions for all large BHCs and by taking into account the Company’s proposed capital actions. The FRB published its supervisory stress test results as required under the Dodd-Frank Act on June 25, 2020.

On June 25, 2020, the FRB also announced that it is requiring large BHCs, including Wells Fargo, to update and resubmit their capital plans within 45 days after the FRB provides updated scenarios. Requiring resubmission will prohibit each BHC from making any capital distribution (excluding any capital distribution arising from the issuance of a capital instrument eligible for inclusion in the numerator of a regulatory capital ratio), unless otherwise approved by the FRB. Through the end of third quarter 2020, the FRB is authorizing each BHC to (i) make share repurchases relating to issuances of common stock related to employee stock ownership plans; (ii) provided that the BHC does not increase the amount of its common stock dividends, pay common stock dividends that do not exceed an amount equal to the average of the BHC’s net income for the four preceding calendar quarters, unless otherwise specified by the FRB; and (iii) make scheduled payments on additional tier 1 and tier 2 capital instruments. These provisions may be extended by the FRB quarter-by-quarter.

Concurrently with CCAR, federal banking regulators also require large BHCs and banks to conduct their own stress tests to evaluate whether the institution has sufficient capital to continue to operate during periods of adverse economic and financial conditions. These stress testing requirements set forth the timing and type of stress test activities large BHCs and banks must undertake as well as rules governing stress testing controls, oversight and disclosure requirements. We submitted the results of our stress test to the FRB and disclosed a summary of the results in June 2020.

Securities Repurchases

From time to time the Board authorizes the Company to repurchase shares of our common stock. Although we announce when the Board authorizes share repurchases, we typically do not give any public notice before we repurchase our shares. Future stock repurchases may be private or open-market repurchases, including block transactions, accelerated or delayed block transactions, forward repurchase transactions, and similar transactions. Additionally, we may enter into plans to purchase stock that satisfy the conditions of Rule 10b5-1 of the Securities Exchange Act of 1934. Various factors determine the amount of our share repurchases, including our capital requirements, the number of shares we expect to issue for employee benefit plans and acquisitions, market conditions (including the trading price of our stock), and regulatory and legal considerations, including the FRB’s response to our capital plan and to changes in our risk profile. Due to the various factors impacting the amount of our share repurchases and the fact that we tend to be in the market regularly to satisfy repurchase considerations under our capital plan, our share repurchases occur at various price levels. We may suspend share repurchase activity at any time. On March 15, 2020, we, along with the other members of the Financial Services Forum, suspended our share repurchase activities for the remainder of the first quarter and for second quarter 2020. On June 25, 2020, the FRB announced that it was prohibiting large BHCs, including Wells Fargo, from making any capital distribution (excluding any capital distribution arising from the issuance of a capital instrument eligible for inclusion in the numerator of a regulatory capital ratio), unless otherwise approved by the FRB. Through the end of third quarter 2020, the FRB authorized

certain limited exceptions to this prohibition, which are described in the “Capital Planning and Stress Testing” section above.

At June 30, 2020, we had remaining Board authority to repurchase approximately 168 million shares, subject to regulatory and legal conditions. For more information about share repurchases during second quarter 2020, see Part II, Item 2 in this Report.

Historically, our policy has been to repurchase shares under the “safe harbor” conditions of Rule 10b-18 of the Securities Exchange Act of 1934 including a limitation on the daily volume of repurchases. Rule 10b-18 imposes an additional daily volume limitation on share repurchases during a pending merger or acquisition in which shares of our stock will constitute some or all of the consideration. Our management may determine that during a pending stock merger or acquisition when the safe harbor would otherwise be available, it is in our best interest to repurchase shares in excess of this additional daily volume limitation. In such cases, we intend to repurchase shares in compliance with the other conditions of the safe harbor, including the standing daily volume limitation that applies whether or not there is a pending stock merger or acquisition.

For additional information about share repurchases, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

Regulatory Matters (continued)

Regulatory Matters

Since the enactment of the Dodd-Frank Act in 2010, the U.S. financial services industry has been subject to a significant increase in regulation and regulatory oversight initiatives. This increased regulation and oversight has substantially changed how most U.S. financial services companies conduct business and has increased their regulatory compliance costs.

For a discussion of certain consent orders applicable to the Company, see the “Overview” section in this Report. The following supplements our discussion of the other significant regulations and regulatory oversight initiatives that have affected or may affect our business contained in the “Regulatory Matters” and “Risk Factors” sections in our 2019 Form 10-K and in our 2020 First Quarter Report on Form 10-Q.

REGULATORY DEVELOPMENTS RELATED TO COVID-19 In response to the COVID-19 pandemic and related events, federal banking regulators have undertaken a number of measures to help stabilize the banking sector, support the broader economy, and facilitate the ability of banking organizations like Wells Fargo to continue lending to consumers and businesses. For example, in order to facilitate the Coronavirus Aid, Relief and Economic Security Act (CARES Act), federal banking regulators issued interim final rules designed to encourage financial institutions to participate in stimulus measures, such as the Small Business Administration’s Paycheck Protection Program and the FRB’s Main Street Lending Program. Similarly, the FRB launched a number of lending facilities designed to enhance liquidity and the functioning of markets, including facilities covering money market mutual funds and term asset-backed securities loans. Federal banking regulators have also issued several joint interim final rules amending the regulatory capital and TLAC rules and other prudential regulations to ease certain restrictions on banking organizations and encourage the use of certain FRB-established facilities in order to further promote lending to consumers and businesses.

In addition, the OCC and the FRB have issued guidelines for banks and BHCs related to working with customers affected by the COVID-19 pandemic, including guidance with respect to waiving fees, offering repayment accommodations, providing payment deferrals, and increasing daily withdrawal limits at automated teller machines. In addition, the federal government has instituted a moratorium on certain mortgage foreclosure activities. Any current or future rules, regulations, and guidance related to the COVID-19 pandemic and its impacts could require us to change certain of our business practices, reduce our revenue and earnings, impose additional costs on us, or otherwise adversely affect our business operations and/or competitive position.

Critical Accounting Policies

Our significant accounting policies (see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in our 2019 Form 10-K) are fundamental to understanding our results of operations and financial condition because they require that we use estimates and assumptions that may affect the value of our assets or liabilities and financial results. Five of these policies are critical because they require management to make difficult, subjective and complex judgments about matters that are inherently uncertain and because it is likely that materially different amounts would be reported under different conditions or using different assumptions. These policies govern:


•	the allowance for credit losses;


•	the valuation of residential MSRs;


•	the fair value of financial instruments;


•	income taxes; and


•	liability for contingent litigation losses.

Management and the Board’s Audit Committee have reviewed and approved these critical accounting policies. These policies are described further in the “Financial Review – Critical Accounting Policies” section and Note 1 (Summary of Significant Accounting Policies) to Financial Statements in our 2019 Form 10-K. In connection with our adoption of CECL on January 1, 2020, we have updated our critical accounting policy for the allowance for credit losses.

Allowance for Credit Losses

We maintain an allowance for credit losses (ACL) for loans, which is management’s estimate of the expected credit losses in the loan portfolio and unfunded credit commitments, at the balance sheet date, excluding loans and unfunded credit commitments carried at fair value or held for sale. Additionally, we maintain an allowance for credit losses for debt securities classified as either held-to-maturity (HTM) or available-for-sale (AFS), other financial assets measured at amortized cost, net investments in leases, and other off-balance sheet credit exposures. In connection with our adoption of CECL, we updated our approach for estimating expected credit losses, which includes new areas for management judgment, described more fully below, and updated our accounting policies. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

For loans and HTM debt securities, the ACL is measured based on the remaining contractual term of the financial asset (including off-balance sheet credit exposures) adjusted, as appropriate, for prepayments and permitted extension options using historical experience, current conditions, and forecasted information. For AFS debt securities, the ACL is measured using a discounted cash flow approach and is limited to the difference between the fair value of the security and its amortized cost.

Changes in the ACL and, therefore, in the related provision for credit losses can materially affect net income. In applying the judgment and review required to determine the ACL, management considerations include the evaluation of past events, historical experience, changes in economic forecasts and conditions, customer behavior, collateral values, and the length of the initial loss forecast period, and other influences. From time to time, changes in economic factors or assumptions, business strategy, products or product mix, or debt security investment strategy, may result in a corresponding increase or decrease in our ACL. While our methodology attributes portions of the ACL to specific financial asset classes (loan and debt security portfolios)

or loan portfolio segments (commercial and consumer), the entire ACL is available to absorb credit losses of the company.

Judgment is specifically applied in:

•

Economic assumptions and the length of the initial loss forecast period. Forecasted economic variables, such as gross domestic product (GDP), unemployment rate or collateral asset prices, are used to estimate expected credit losses. While many of these economic variables are evaluated at the macro-economy level, some economic variables may be forecasted at more granular levels, for example, using the metro statistical area (MSA) level for unemployment rates, home prices and commercial real estate prices. Quarterly, we assess the length of the initial loss forecast period and have currently set the period to one year. Management exercises judgment when assigning weight to the three economic scenarios that are used to estimate future credit losses. The three scenarios include a most likely expectation of economic variables referred to as the base case scenario, as well as an optimistic (upside) scenario and a pessimistic (downside) scenario.

•

Reversion of losses beyond the initial forecast period. We use a reversion approach to connect the losses estimated for our initial loss forecast period to the period of our historical loss forecast based on economic conditions at the measurement date. Our reversion methodology considers the type of portfolio, point in the credit cycle, expected length of recessions and recoveries, as well as other relevant factors. The length of reversion period varies by asset type – one year for shorter contractual term loans such as commercial loans and two years for longer contractual term loans such as real estate 1-4 family mortgage loans. We assess the reversion approach on a quarterly basis and the length of the reversion period by asset type annually.

•

Historical loss expectations. At the end of the reversion period, we incorporate the changes in economic variables observed during representative historical time periods that include both recessions and expansions. This analysis is used to compute average losses for any given portfolio and its associated credit characteristics. Annually, we assess the historical time periods and ensure the average loss estimates are representative of our historical loss experience.

•

Credit risk ratings applied to individual commercial loans, unfunded credit commitments, and debt securities. Individually assessed credit risk ratings are considered key credit variables in our modeled approaches to help assess probability of default and loss given default. Borrower quality ratings are aligned to the borrower’s financial strength and contribute to forecasted probability of default curves. Collateral quality ratings combined with forecasted collateral prices (as applicable) contribute to the forecasted severity of loss in the event of default. These credit risk ratings are reviewed by experienced senior credit officers and subjected to reviews by an internal team of credit risk specialists.

•

Usage of credit loss estimation models. We use internally developed models that incorporate credit attributes and economic variables to generate estimates of credit losses. Management uses a combination of judgement and quantitative analytics in the determination of segmentation, modeling approach, and variables that are leveraged in the models. These models are validated in accordance with the Company’s policies by an internal model validation group. We routinely assess our model performance and apply

adjustments when necessary to improve the accuracy of loss estimation. We also assess our models for limitations against the company-wide risk inventory to help ensure that we appropriately capture known and emerging risks in our estimate of expected credit losses and apply overlays as needed.

•

Valuation of collateral. The current fair value of collateral is utilized to assess the expected credit losses when a financial asset is considered to be collateral dependent. We apply judgment when valuing the collateral either through appraisals, evaluation of the cash flows of the property, or other quantitative techniques. Decreases in collateral valuations support incremental charge-downs and increases in collateral valuation are included in the allowance for credit losses as a negative allowance when the financial asset has been previously written-down below current recovery value.

•

Contractual term considerations. The remaining contractual term of a loan is adjusted for expected prepayments and certain expected extensions, renewals, or modifications. We extend the contractual term when we are not able to unconditionally cancel contractual renewals or extension options. We also incorporate into our allowance for credit losses any scenarios where we reasonably expect to provide an extension through a TDR.


•	Qualitative factors which may not be adequately captured in the loss models. These amounts represent management’s judgment of risks inherent in the processes and assumptions used in establishing the ACL. We also consider economic environmental factors, modeling assumptions and performance, process risk, and other subjective factors, including industry trends and emerging risk assessments.

Sensitivity The ACL for loans is sensitive to changes in key assumptions which requires significant judgment to be used by management. Future amounts of the ACL for loans will be based on a variety of factors, including loan balance changes, portfolio credit quality, and general economic conditions. General economic conditions are forecasted using economic variables, which could have varying impacts on different financial assets or portfolios. Additionally, throughout numerous credit cycles, there are observed changes in economic variables such as the unemployment rate, GDP and real estate prices which may not move in a correlated manner as variables may move in opposite directions or differ across portfolios or geography.

In our sensitivity analysis, we applied 50% weight to both the base case scenario and the downside scenario to reflect the potential for further economic deterioration from a COVID-19 resurgence. The outcomes of both scenarios were influenced by the duration, severity, and timing of changes in economic variables within those scenarios. The result of the sensitivity analysis would have increased the ACL for loans by approximately $5.0 billion at June 30, 2020.

This hypothetical increase in our ACL for loans represents changes to our quantitative estimate and does not incorporate the impact of management judgment for qualitative factors applied in the current ACL for loans, which may have a positive or negative effect on the results. Also, if this hypothetical result were to actually materialize, the increase in our ACL for loans may be recognized over time if actual loss expectations exceed our historical loss experience.

This sensitivity analysis does not represent management’s view of expected credit losses at the balance sheet date. The sensitivity analysis excludes the ACL for debt securities given its size relative to the overall ACL. Management believes that the estimate for the ACL for loans was appropriate at the balance sheet date. Because significant judgment is used, it is possible that others performing similar analyses could reach different conclusions.

Current Accounting Developments

Table 42 provides the significant accounting updates applicable to us that have been issued by the Financial Accounting Standards Board (FASB) but are not yet effective.

Table 42: Current Accounting Developments – Issued Standards



Description		Effective date and financial statement impact
ASU 2018-12 – Financial Services – Insurance (Topic 944): Targeted Improvements to the Accounting for Long-Duration Contracts and subsequent related updates
The Update requires all features in long-duration insurance contracts that meet the definition of a market risk benefit to be measured at fair value through earnings with changes in fair value attributable to our own credit risk recognized in other comprehensive income. Currently, two measurement models exist for these features, fair value and insurance accrual. The Update requires the use of a standardized discount rate and routine updates for insurance assumptions used in valuing the liability for future policy benefits for traditional long-duration contracts. The Update also simplifies the amortization of deferred acquisition costs.		The guidance becomes effective on January 1, 2022. Certain of our variable annuity reinsurance products meet the definition of market risk benefits and will require the associated insurance related reserves for these products to be measured at fair value as of the earliest period presented, with the cumulative effect on fair value for changes attributable to our own credit risk recognized in the beginning balance of accumulated other comprehensive income. The cumulative effect of the difference between fair value and carrying value, excluding the effect of our own credit, will be recognized in the opening balance of retained earnings. As of June 30, 2020, we held $1.1 billion in insurance-related reserves of which $568 million was in scope of the Update. A total of $509 million was associated with products that meet the definition of market risk benefits, and of this amount, $52 million was measured at fair value under current accounting standards. The market risk benefits are largely indexed to U.S. equity and fixed income markets. Upon adoption, we may incur periodic earnings volatility from changes in the fair value of market risk benefits generally due to the long duration of these contracts. We plan to economically hedge this volatility, where feasible. The ultimate impact of these changes will depend on the composition of our market risk benefits portfolio at the date of adoption. Changes in the accounting for the liability of future policy benefits for traditional long-duration contracts and deferred acquisition costs will be applied to all outstanding long-duration contracts on the basis of their existing carrying amounts at the beginning of the earliest period presented, and are not expected to be material.

The following Updates are applicable to us but are not expected to have a material impact on our consolidated financial statements:


•	ASU 2020-01 – Investments – Equity Securities (Topic 321),

Investments – Equity Method and Joint Ventures (Topic

323), and Derivatives and Hedging (Topic 815): Clarifying the

Interactions between Topic 321, Topic 323, and Topic 815 (a

consensus of the FASB Emerging Issues Task Force)


•	ASU 2019-12 – Income Taxes (Topic 740): Simplifying the Accounting for Income Taxes

Forward-Looking Statements (continued)

Forward-Looking Statements

This document contains forward-looking statements. In addition, we may make forward-looking statements in our other documents filed or furnished with the Securities and Exchange Commission (SEC), and our management may make forward-looking statements orally to analysts, investors, representatives of the media and others. Forward-looking statements can be identified by words such as “anticipates,” “intends,” “plans,” “seeks,” “believes,” “estimates,” “expects,” “target,” “projects,” “outlook,” “forecast,” “will,” “may,” “could,” “should,” “can” and similar references to future periods. In particular, forward-looking statements include, but are not limited to, statements we make about: (i) the future operating or financial performance of the Company, including our outlook for future growth; (ii) our noninterest expense and efficiency ratio; (iii) future credit quality and performance, including our expectations regarding future loan losses, our allowance for credit losses, and the economic scenarios considered to develop the allowance; (iv) our expectations regarding net interest income and net interest margin; (v) loan growth or the reduction or mitigation of risk in our loan portfolios; (vi) future capital or liquidity levels, ratios or targets; (vii) the performance of our mortgage business and any related exposures; (viii) the expected outcome and impact of legal, regulatory and legislative developments, as well as our expectations regarding compliance therewith; (ix) future common stock dividends, common share repurchases and other uses of capital; (x) our targeted range for return on assets, return on equity, and return on tangible common equity; (xi) expectations regarding our effective income tax rate; (xii) the outcome of contingencies, such as legal proceedings; and (xiii) the Company’s plans, objectives and strategies.

Forward-looking statements are not based on historical facts but instead represent our current expectations and assumptions regarding our business, the economy and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict. Our actual results may differ materially from those contemplated by the forward-looking statements. We caution you, therefore, against relying on any of these forward-looking statements. They are neither statements of historical fact nor guarantees or assurances of future performance. While there is no assurance that any list of risks and uncertainties or risk factors is complete, important factors that could cause actual results to differ materially from those in the forward-looking statements include the following, without limitation:


•	current and future economic and market conditions, including the effects of declines in housing prices, high unemployment rates, U.S. fiscal debt, budget and tax matters, geopolitical matters, and any slowdown in global economic growth;


•	the effect of the COVID-19 pandemic, including on our credit quality and business operations, as well as its impact on general economic and financial market conditions;


•	our capital and liquidity requirements (including under regulatory capital standards, such as the Basel III capital standards) and our ability to generate capital internally or raise capital on favorable terms;


•	financial services reform and other current, pending or future legislation or regulation that could have a negative effect on our revenue and businesses, including the Dodd-Frank Act and other legislation and regulation relating to bank products and services;

•

developments in our mortgage banking business, including the extent of the success of our mortgage loan modification efforts, the amount of mortgage loan repurchase demands that we receive, any negative effects relating to our mortgage servicing, loan modification or foreclosure practices, and the effects of regulatory or judicial requirements or guidance impacting our mortgage banking business and any changes in industry standards;


•	our ability to realize any efficiency ratio or expense target as part of our expense management initiatives, including as a result of business and economic cyclicality, seasonality, changes in our business composition and operating environment, growth in our businesses and/or acquisitions, and unexpected expenses relating to, among other things, litigation and regulatory matters;


•	the effect of the current interest rate environment or changes in interest rates or in the level or composition of our assets or liabilities on our net interest income, net interest margin and our mortgage originations, mortgage servicing rights and mortgage loans held for sale;


•	significant turbulence or a disruption in the capital or financial markets, which could result in, among other things, reduced investor demand for mortgage loans, a reduction in the availability of funding or increased funding costs, and declines in asset values and/or recognition of impairments of securities held in our debt securities and equity securities portfolios;


•	the effect of a fall in stock market prices on our investment banking business and our fee income from our brokerage, asset and wealth management businesses;

•

negative effects from the retail banking sales practices matter and from other instances where customers may have experienced financial harm, including on our legal, operational and compliance costs, our ability to engage in certain business activities or offer certain products or services, our ability to keep and attract customers, our ability to attract and retain qualified team members, and our reputation;


•	resolution of regulatory matters, litigation, or other legal actions, which may result in, among other things, additional costs, fines, penalties, restrictions on our business activities, reputational harm, or other adverse consequences;


•	a failure in or breach of our operational or security systems or infrastructure, or those of our third-party vendors or other service providers, including as a result of cyber attacks;


•	the effect of changes in the level of checking or savings account deposits on our funding costs and net interest margin;


•	fiscal and monetary policies of the Federal Reserve Board;


•	changes to U.S. tax guidance and regulations, as well as the effect of discrete items on our effective income tax rate;


•	our ability to develop and execute effective business plans and strategies; and


•	the other risk factors and uncertainties described under “Risk Factors” in our Annual Report on Form 10-K for the year ended December 31, 2019, as supplemented by the “Risk Factors” section in this Report.

In addition to the above factors, we also caution that the amount and timing of any future common stock dividends or repurchases will depend on the earnings, cash requirements and financial condition of the Company, market conditions, capital

requirements (including under Basel capital standards), common stock issuance requirements, applicable law and regulations (including federal securities laws and federal banking regulations), and other factors deemed relevant by the Company’s Board of Directors, and may be subject to regulatory approval or conditions.

For more information about factors that could cause actual results to differ materially from our expectations, refer to our reports filed with the Securities and Exchange Commission, including the discussion under “Risk Factors” in our Annual Report on Form 10-K for the year ended December 31, 2019, as supplemented by the “Risk Factors” section in this Report, as filed with the Securities and Exchange Commission and available on its website at www.sec.gov¹.

Any forward-looking statement made by us speaks only as of the date on which it is made. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. We undertake no obligation to publicly update any forward-looking statement, whether as a result of new information, future developments or otherwise, except as may be required by law.

¹We do not control this website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

Forward-looking Non-GAAP Financial Measures. From time to time management may discuss forward-looking non-GAAP financial measures, such as forward-looking estimates or targets for return on average tangible common equity. We are unable to provide a reconciliation of forward-looking non-GAAP financial measures to their most directly comparable GAAP financial measures because we are unable to provide, without unreasonable effort, a meaningful or accurate calculation or estimation of amounts that would be necessary for the reconciliation due to the complexity and inherent difficulty in forecasting and quantifying future amounts or when they may occur. Such unavailable information could be significant to future results.

Risk Factors

An investment in the Company involves risk, including the possibility that the value of the investment could fall substantially and that dividends or other distributions on the investment could be reduced or eliminated. For a discussion of risk factors that could adversely affect our financial results and condition, and the value of, and return on, an investment in the Company, we refer you to the “Risk Factors” section in our 2019 Form 10-K.

The following risk factor supplements the “Risk Factors” section in our 2019 Form 10-K.

The COVID-19 pandemic has adversely impacted our business and financial results, and the ultimate impact will depend on future developments, which are highly uncertain and cannot be predicted, including the scope and duration of the pandemic and actions taken by governmental authorities in response to the pandemic. The COVID-19 pandemic has negatively impacted the global economy, disrupted global supply chains, lowered equity market valuations, created significant volatility and disruption in financial markets, and increased unemployment levels. In addition, the pandemic has resulted in temporary closures of many businesses and the institution of social distancing and sheltering in place requirements in many states and communities. As a result, the demand for our products and services may continue to be significantly impacted, which could adversely affect our revenue. Furthermore, the pandemic could continue to result in the recognition of credit losses in our loan portfolios and increases in our allowance for credit losses, particularly if businesses remain closed, the impact on the global economy worsens, or more customers draw on their lines of credit or seek additional loans to help finance their businesses. Similarly, because of changing economic and market conditions affecting issuers, we may be required to recognize further impairments on the securities we hold, as well as reductions in other comprehensive income. Moreover, the persistence of adverse economic conditions and reduced revenue may adversely affect the fair value of our operating segments and underlying reporting units which may result in goodwill impairment. Our business operations may be further disrupted if significant portions of our workforce are unable to work effectively, including because of illness, quarantines, government actions, or other restrictions in connection with the pandemic, and we have already temporarily closed certain of our branches and offices.

Moreover, the pandemic has created additional operational and compliance risks, including the need to quickly implement and execute new programs and procedures for the products and services we offer our customers, provide enhanced safety measures for our employees and customers, comply with rapidly changing regulatory requirements, address any increased risk of fraudulent activity, and protect the integrity and functionality of our systems and networks as a larger number of our employees work remotely. The pandemic could also result in or contribute to additional downgrades to our credit ratings or credit outlook. In response to the pandemic, we have suspended residential property foreclosure sales and evictions, and are offering fee waivers, payment deferrals, and other expanded assistance for credit card, automobile, mortgage, small business, personal and commercial lending customers, and future governmental actions may require these and other types of customer-related responses. In addition, we have reduced our common stock dividend and temporarily suspended share repurchases, and we could take, or be required to take, other capital actions in the future. The extent to which the COVID-19 pandemic impacts our business, results of operations, and financial condition, as well as our regulatory capital and liquidity ratios, will depend on future developments, which are highly uncertain and cannot be predicted, including the scope and duration of the pandemic and actions taken by governmental authorities and other third parties in response to the pandemic.

Controls and Procedures

Disclosure Controls and Procedures

The Company’s management evaluated the effectiveness, as of June 30, 2020, of the Company’s disclosure controls and procedures. The Company’s chief executive officer and chief financial officer participated in the evaluation. Based on this evaluation, the Company’s chief executive officer and chief financial officer concluded that the Company’s disclosure controls and procedures were effective as of June 30, 2020.

Internal Control Over Financial Reporting

Internal control over financial reporting is defined in Rule 13a-15(f) promulgated under the Securities Exchange Act of 1934 as a process designed by, or under the supervision of, the Company’s principal executive and principal financial officers and effected by the Company’s Board, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with U.S. generally accepted accounting principles (GAAP) and includes those policies and procedures that:


•	pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of assets of the Company;


•	provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with GAAP, and that receipts and expenditures of the Company are being made only in accordance with authorizations of management and directors of the Company; and


•	provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the Company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. No change occurred during second quarter 2020 that has materially affected, or is reasonably likely to materially affect, the Company’s internal control over financial reporting.



Wells Fargo & Company and Subsidiaries
Consolidated Statement of Income (Unaudited)
	Quarter ended June 30,				Six months ended June 30,
(in millions, except per share amounts)	2020			2019	2020			2019
Interest income
Debt securities	$	2,946		3,781	$	6,418		7,722
Mortgage loans held for sale	230			195	427			347
Loans held for sale	7			20	19			44
Loans	8,448			11,316	18,513			22,670
Equity securities	116			236	322			446
Other interest income	54			1,438	829			2,760
Total interest income	11,801			16,986	26,528			33,989
Interest expense
Deposits	585			2,213	2,327			4,239
Short-term borrowings	(17		)	646	274			1,242
Long-term debt	1,237			1,900	2,477			3,827
Other interest expense	116			132	258			275
Total interest expense	1,921			4,891	5,336			9,583
Net interest income	9,880			12,095	21,192			24,406
Provision (reversal of provision) for credit losses:
Debt securities (1)	(31		)	—	141			—
Loans	9,565			503	13,398			1,348
Net interest income after provision for credit losses	346			11,592	7,653			23,058
Noninterest income
Service charges on deposit accounts	930			1,206	2,139			2,300
Trust and investment fees	3,351			3,568	6,925			6,941
Card fees	797			1,025	1,689			1,969
Other fees	578			800	1,210			1,570
Mortgage banking	317			758	696			1,466
Net gains from trading activities	807			229	871			586
Net gains on debt securities	212			20	449			145
Net gains (losses) from equity securities	533			622	(868		)	1,436
Lease income	334			424	686			867
Other (2)	97			837	564			1,507
Total noninterest income	7,956			9,489	14,361			18,787
Noninterest expense
Personnel (2)	8,911			8,474	17,225			17,682
Technology and equipment (2)	562			641	1,268			1,335
Occupancy	871			719	1,586			1,436
Core deposit and other intangibles	22			27	45			55
FDIC and other deposit assessments	165			144	283			303
Other (2)	4,020			3,444	7,192			6,554
Total noninterest expense	14,551			13,449	27,599			27,365
Income (loss) before income tax expense (benefit)	(6,249		)	7,632	(5,585		)	14,480
Income tax expense (benefit)	(3,917		)	1,294	(3,758		)	2,175
Net income (loss) before noncontrolling interests	(2,332		)	6,338	(1,827		)	12,305
Less: Net income (loss) from noncontrolling interests	47			132	(101		)	239
Wells Fargo net income (loss)	$	(2,379	)	6,206	$	(1,726	)	12,066
Less: Preferred stock dividends and other	315			358	926			711
Wells Fargo net income (loss) applicable to common stock	$	(2,694	)	5,848	$	(2,652	)	11,355
Per share information
Earnings (loss) per common share	$	(0.66	)	1.31	$	(0.65	)	2.52
Diluted earnings (loss) per common share (3)	(0.66		)	1.30	(0.65		)	2.50
Average common shares outstanding	4,105.5			4,469.4	4,105.2			4,510.2
Diluted average common shares outstanding (3)	4,105.5			4,495.0	4,105.2			4,540.1

(1)

Prior to our adoption of Accounting Standards Update (ASU) 2016-13, Financial Instruments – Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments (CECL), on January 1, 2020, provision for credit losses from debt securities was not applicable and is therefore presented as $0 for both the second quarter and first half of 2019. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.

(2)

In second quarter 2020, insurance income was reclassified to other noninterest income, personnel-related expenses were combined into a single line item, and expenses for cloud computing services were reclassified from contract services expense (within other noninterest expense) to technology and equipment expense. Prior period balances have been revised to conform with the current period presentation.


(3)	In second quarter 2020, diluted earnings per common share equaled earnings per common share because our securities convertible into common shares had an anti-dilutive effect.

The accompanying notes are an integral part of these statements.



Wells Fargo & Company and Subsidiaries
Consolidated Statement of Comprehensive Income (Unaudited)
	Quarter ended June 30,					Six months ended June 30,
(in millions)	2020			2019		2020		2019
Wells Fargo net income (loss)	$	(2,379	)	6,206		(1,726	)	12,066
Other comprehensive income (loss), before tax:
Debt securities:
Net unrealized gains arising during the period	1,596			1,709		1,486		4,540
Reclassification of net (gains) losses to net income	(90		)	39		(262	)	(42	)
Derivative and hedging activities:
Net unrealized gains (losses) arising during the period	(52		)	57		72		22
Reclassification of net losses to net income	55			79		113		158
Defined benefit plans adjustments:
Net actuarial and prior service losses arising during the period	(674		)	—		(671	)	(4	)
Amortization of net actuarial loss, settlements and other to net income	101			33		137		68
Foreign currency translation adjustments:
Net unrealized gains (losses) arising during the period	51			14		(144	)	56
Other comprehensive income, before tax	987			1,931		731		4,798
Income tax expense related to other comprehensive income	(221		)	(473	)	(219	)	(1,167	)
Other comprehensive income, net of tax	766			1,458		512		3,631
Less: Other comprehensive loss from noncontrolling interests	—			—		(1	)	—
Wells Fargo other comprehensive income, net of tax	766			1,458		513		3,631
Wells Fargo comprehensive income (loss)	(1,613		)	7,664		(1,213	)	15,697
Comprehensive income (loss) from noncontrolling interests	47			132		(102	)	239
Total comprehensive income (loss)	$	(1,566	)	7,796		(1,315	)	15,936

The accompanying notes are an integral part of these statements.



Wells Fargo & Company and Subsidiaries
Consolidated Balance Sheet
(in millions, except shares)	Jun 30, 2020			Dec 31, 2019
Assets	(Unaudited)
Cash and due from banks	$	24,704		21,757
Interest-earning deposits with banks	237,799			119,493
Total cash, cash equivalents, and restricted cash	262,503			141,250
Federal funds sold and securities purchased under resale agreements	79,289			102,140
Debt securities:
Trading, at fair value	74,679			79,733
Available-for-sale, at fair value (includes amortized cost of $224,467 and $260,060, net of allowance for credit losses of $114 and $0) (1)	228,899			263,459
Held-to-maturity, at amortized cost, net of allowance for credit losses of $20 and $0 (fair value $176,882 and $156,860) (1)	169,002			153,933
Mortgage loans held for sale (includes $18,644 and $16,606 carried at fair value) (2)	32,355			23,342
Loans held for sale (includes $1,201 and $972 carried at fair value) (2)	1,339			977
Loans (includes $152 and $171 carried at fair value) (2)	935,155			962,265
Allowance for loan losses	(18,926		)	(9,551	)
Net loans	916,229			952,714
Mortgage servicing rights:
Measured at fair value	6,819			11,517
Amortized	1,361			1,430
Premises and equipment, net	9,025			9,309
Goodwill	26,385			26,390
Derivative assets	22,776			14,203
Equity securities (includes $27,339 and $41,936 carried at fair value) (2)	52,494			68,241
Other assets	85,611			78,917
Total assets (3)	$	1,968,766		1,927,555
Liabilities
Noninterest-bearing deposits	$	432,857		344,496
Interest-bearing deposits	977,854			978,130
Total deposits	1,410,711			1,322,626
Short-term borrowings	60,485			104,512
Derivative liabilities	11,368			9,079
Accrued expenses and other liabilities	75,159			75,163
Long-term debt	230,921			228,191
Total liabilities (4)	1,788,644			1,739,571
Equity
Wells Fargo stockholders’ equity:
Preferred stock	21,098			21,549
Common stock – $1-2/3 par value, authorized 9,000,000,000 shares; issued 5,481,811,474 shares	9,136			9,136
Additional paid-in capital	59,923			61,049
Retained earnings	159,952			166,697
Cumulative other comprehensive income (loss)	(798		)	(1,311	)
Treasury stock – 1,362,252,882 shares and 1,347,385,537 shares	(69,050		)	(68,831	)
Unearned ESOP shares	(875		)	(1,143	)
Total Wells Fargo stockholders’ equity	179,386			187,146
Noncontrolling interests	736			838
Total equity	180,122			187,984
Total liabilities and equity	$	1,968,766		1,927,555


(1)	Prior to our adoption of CECL on January 1, 2020, the allowance for credit losses (ACL) related to available-for-sale (AFS) and held-to-maturity (HTM) debt securities was not applicable and is therefore presented as $0 at December 31, 2019. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.


(2)	Parenthetical amounts represent assets and liabilities that we are required to carry at fair value or for which we have elected the fair value option.

(3)

Our consolidated assets at June 30, 2020, and December 31, 2019, include the following assets of certain variable interest entities (VIEs) that can only be used to settle the liabilities of those VIEs: Cash and due from banks, $26 million and $16 million; Interest-earning deposits with banks, $0 million and $284 million; Debt securities, $555 million and $540 million; Net loans, $11.6 billion and $13.2 billion; Derivative assets, $1 million and $1 million; Equity securities, $71 million and $118 million; Other assets, $215 million and $239 million; and Total assets, $12.4 billion and $14.4 billion, respectively.

(4)

Our consolidated liabilities at June 30, 2020, and December 31, 2019, include the following VIE liabilities for which the VIE creditors do not have recourse to Wells Fargo: Short-term borrowings, $300 million and $401 million; Derivative liabilities, $1 million and $3 million; Accrued expenses and other liabilities, $212 million and $235 million; Long-term debt, $225 million and $587 million; and Total liabilities, $738 million and $1.2 billion, respectively.

The accompanying notes are an integral part of these statements.



Wells Fargo & Company and Subsidiaries
Consolidated Statement of Changes in Equity (Unaudited)

	Preferred stock					Common stock
(in millions, except shares)	Shares		Amount			Shares		Amount
Balance March 31, 2020	5,743,949		$	21,347		4,096,410,304		$	9,136
Net income (loss)
Other comprehensive income (loss), net of tax
Noncontrolling interests
Common stock issued						13,460,720
Common stock repurchased						(45,866	)
Preferred stock released by ESOP
Preferred stock converted to common shares	(249,176	)	(249		)	9,733,434
Common stock dividends
Preferred stock dividends
Stock incentive compensation expense
Net change in deferred compensation and related plans
Net change	(249,176	)	(249		)	23,148,288		—
Balance June 30, 2020	5,494,773		$	21,098		4,119,558,592		$	9,136
Balance March 31, 2019	9,377,211		$	23,214		4,511,947,830		$	9,136
Net income
Other comprehensive income (loss), net of tax
Noncontrolling interests
Common stock issued						8,491,923
Common stock repurchased						(104,852,744	)
Preferred stock released by ESOP
Preferred stock converted to common shares	(193,042	)	(193		)	4,004,188
Common stock dividends
Preferred stock dividends
Stock incentive compensation expense
Net change in deferred compensation and related plans
Net change	(193,042	)	(193		)	(92,356,633	)	—
Balance June 30, 2019	9,184,169		$	23,021		4,419,591,197		$	9,136




										Quarter ended June 30,
						Wells Fargo stockholders’ equity
Additional paid-in capital		Retained earnings		Cumulative other comprehensive income		Treasury stock		Unearned ESOP shares		Total Wells Fargo stockholders’ equity		Noncontrolling interests		Total equity
59,849		165,308		(1,564	)	(70,215	)	(1,143	)	182,718		612		183,330
		(2,379	)							(2,379	)	47		(2,332	)
				766						766		—		766
										—		77		77
224		(549	)			692				367				367
						(2	)			(2	)			(2	)
—		—								—				—
—								—		—				—
(19	)							268		249				249
(243	)					492				—				—
										—				—
20		(2,113	)							(2,093	)			(2,093	)
—		(315	)							(315	)			(315	)
120										120				120
(28	)					(17	)			(45	)			(45	)
74		(5,356	)	766		1,165		268		(3,332	)	124		(3,208	)
59,923		159,952		(798	)	(69,050	)	(875	)	179,386		736		180,122
60,409		160,776		(3,682	)	(50,519	)	(1,502	)	197,832		901		198,733
		6,206								6,206		132		6,338
				1,458						1,458		—		1,458
										—		(38	)	(38	)
(2	)	(38	)			439				399				399
						(4,898	)			(4,898	)			(4,898	)
		—								—				—
—								—		—				—
(17	)							210		193				193
(15	)					208				—				—
—										—				—
20		(2,035	)							(2,015	)			(2,015	)
		(358	)							(358	)			(358	)
247										247				247
(17	)					(5	)			(22	)			(22	)
216		3,775		1,458		(4,256	)	210		1,210		94		1,304
60,625		164,551		(2,224	)	(54,775	)	(1,292	)	199,042		995		200,037



Wells Fargo & Company and Subsidiaries
Consolidated Statement of Changes in Equity (Unaudited)

	Preferred stock					Common stock
(in millions, except shares)	Shares		Amount			Shares		Amount
Balance December 31, 2019	7,492,169		$	21,549		4,134,425,937		$	9,136
Cumulative effect from change in accounting policies (1)
Balance January 1, 2020	7,492,169		$	21,549		4,134,425,937		$	9,136
Net income (loss)
Other comprehensive income (loss), net of tax
Noncontrolling interests
Common stock issued						50,812,607
Common stock repurchased						(75,413,386	)
Preferred stock redeemed	(1,828,720	)	(2,215		)
Preferred stock released by ESOP
Preferred stock converted to common shares	(249,176	)	(249		)	9,733,434
Preferred stock issued	80,500		2,013
Common stock dividends
Preferred stock dividends
Stock incentive compensation expense
Net change in deferred compensation and related plans
Net change	(1,997,396	)	(451		)	(14,867,345	)	—
Balance June 30, 2020	5,494,773		$	21,098		4,119,558,592		$	9,136
Balance December 31, 2018	9,377,216		$	23,214		4,581,253,608		$	9,136
Cumulative effect from change in accounting policies (2)
Balance January 1, 2019	9,377,216		$	23,214		4,581,253,608		$	9,136
Net income
Other comprehensive income (loss), net of tax
Noncontrolling interests
Common stock issued						36,549,824
Common stock repurchased						(202,216,454	)
Preferred stock redeemed	—		—
Preferred stock released by ESOP
Preferred stock converted to common shares	(193,047	)	(193		)	4,004,219
Preferred stock issued
Common stock dividends
Preferred stock dividends
Stock incentive compensation expense
Net change in deferred compensation and related plans
Net change	(193,047	)	(193		)	(161,662,411	)	—
Balance June 30, 2019	9,184,169		$	23,021		4,419,591,197		$	9,136


(1)	We adopted CECL effective January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies) to Financial Statements in this Report.


(2)	Effective January 1, 2019, we adopted ASU 2016-02 – Leases (Topic 842) and subsequent related Updates, ASU 2017-08 – Receivables – Nonrefundable Fees and Other Costs (Subtopic 310-20): Premium Amortization on Purchased Callable Debt Securities.




										Six months ended June 30,
						Wells Fargo stockholders’ equity
Additional paid-in capital		Retained earnings		Cumulative other comprehensive income		Treasury stock		Unearned ESOP shares		Total Wells Fargo stockholders’ equity		Noncontrolling interests		Total equity
61,049		166,697		(1,311	)	(68,831	)	(1,143	)	187,146		838		187,984
		991		—						991				991
61,049		167,688		(1,311	)	(68,831	)	(1,143	)	188,137		838		188,975
		(1,726	)							(1,726	)	(101	)	(1,827	)
				513						513		(1	)	512
										—		—		—
207		(857	)			2,694				2,044				2,044
						(3,409	)			(3,409	)			(3,409	)
17		(272	)							(2,470	)			(2,470	)
—								—		—				—
(19	)							268		249				249
(243	)					492				—				—
(45	)									1,968				1,968
38		(4,227	)							(4,189	)			(4,189	)
		(654	)							(654	)			(654	)
301										301				301
(1,382	)					4				(1,378	)			(1,378	)
(1,126	)	(7,736	)	513		(219	)	268		(8,751	)	(102	)	(8,853	)
59,923		159,952		(798	)	(69,050	)	(875	)	179,386		736		180,122
60,685		158,163		(6,336	)	(47,194	)	(1,502	)	196,166		900		197,066
		(492	)	481						(11	)			(11	)
60,685		157,671		(5,855	)	(47,194	)	(1,502	)	196,155		900		197,055
		12,066								12,066		239		12,305
				3,631						3,631		—		3,631
										—		(144	)	(144	)
(2	)	(367	)			1,907				1,538				1,538
						(9,718	)			(9,718	)			(9,718	)
		—								—				—
—								—		—				—
(17	)							210		193				193
(15	)					208				—				—
										—				—
39		(4,108	)							(4,069	)			(4,069	)
		(711	)							(711	)			(711	)
791										791				791
(856	)					22				(834	)			(834	)
(60	)	6,880		3,631		(7,581	)	210		2,887		95		2,982
60,625		164,551		(2,224	)	(54,775	)	(1,292	)	199,042		995		200,037



Wells Fargo & Company and Subsidiaries
Consolidated Statement of Cash Flows (Unaudited)
	Six months ended June 30,
(in millions)	2020			2019
Cash flows from operating activities:
Net income (loss) before noncontrolling interests	$	(1,827	)	12,305
Adjustments to reconcile net income to net cash provided by operating activities:
Provision for credit losses	13,539			1,348
Changes in fair value of MSRs, MLHFS and LHFS carried at fair value	4,481			2,408
Depreciation, amortization and accretion	4,062			3,100
Other net (gains) losses	7,146			(1,360	)
Stock-based compensation	953			1,388
Originations and purchases of mortgage loans held for sale	(82,713		)	(63,836	)
Proceeds from sales of and paydowns on mortgage loans held for sale	68,614			39,741
Net change in:
Debt and equity securities, held for trading	36,459			14,777
Loans held for sale	(242		)	619
Deferred income taxes	(1,358		)	(821	)
Derivative assets and liabilities	(6,825		)	(2,461	)
Other assets	(5,910		)	7,194
Other accrued expenses and liabilities	(2,987		)	(7,120	)
Net cash provided by operating activities	33,392			7,282
Cash flows from investing activities:
Net change in:
Federal funds sold and securities purchased under resale agreements	22,851			(31,912	)
Available-for-sale debt securities:
Proceeds from sales	29,524			6,682
Prepayments and maturities	35,340			17,657
Purchases	(28,310		)	(18,306	)
Held-to-maturity debt securities:
Paydowns and maturities	11,566			5,145
Purchases	(25,376		)	(154	)
Equity securities, not held for trading:
Proceeds from sales and capital returns	5,584			2,320
Purchases	(5,587		)	(2,426	)
Loans:
Loans originated by banking subsidiaries, net of principal collected	8,871			(7,008	)
Proceeds from sales (including participations) of loans held for investment	5,325			8,196
Purchases (including participations) of loans	(775		)	(1,001	)
Principal collected on nonbank entities’ loans	5,505			1,770
Loans originated by nonbank entities	(5,856		)	(2,604	)
Proceeds from sales of foreclosed assets and short sales	753			1,405
Other, net	(31		)	512
Net cash provided (used) by investing activities	59,384			(19,724	)
Cash flows from financing activities:
Net change in:
Deposits	88,085			1,938
Short-term borrowings	(44,027		)	9,557
Long-term debt:
Proceeds from issuance	37,664			33,091
Repayment	(44,574		)	(26,357	)
Preferred stock:
Proceeds from issuance	1,968			—
Redeemed	(2,470		)	—
Cash dividends paid	(654		)	(711	)
Common stock:
Proceeds from issuance	454			242
Stock tendered for payment of withholding taxes	(320		)	(272	)
Repurchased	(3,409		)	(9,718	)
Cash dividends paid	(4,055		)	(3,954	)
Net change in noncontrolling interests	(31		)	(124	)
Other, net	(154		)	(110	)
Net cash provided by financing activities	28,477			3,582
Net change in cash, cash equivalents, and restricted cash	121,253			(8,860	)
Cash, cash equivalents, and restricted cash at beginning of period	141,250			173,287
Cash, cash equivalents, and restricted cash at end of period	$	262,503		164,427
Supplemental cash flow disclosures:
Cash paid for interest	$	5,545		9,354
Cash paid for income taxes	2,254			2,516

The accompanying notes are an integral part of these statements. See Note 1 (Summary of Significant Accounting Policies) for noncash activities.

Note 1: Summary of Significant Accounting Policies (continued)

See the Glossary of Acronyms at the end of this Report for terms used throughout the Financial Statements and related Notes.

Note 1: Summary of Significant Accounting Policies

Wells Fargo & Company is a diversified financial services company. We provide banking, trust and investments, mortgage banking, investment banking, retail banking, brokerage, and consumer and commercial finance through banking locations, the internet and other distribution channels to consumers, businesses and institutions in all 50 states, the District of Columbia, and in foreign countries. When we refer to “Wells Fargo,” “the Company,” “we,” “our” or “us,” we mean Wells Fargo & Company and Subsidiaries (consolidated). Wells Fargo & Company (the Parent) is a financial holding company and a bank holding company. We also hold a majority interest in a real estate investment trust, which has publicly traded preferred stock outstanding.

Our accounting and reporting policies conform with U.S. generally accepted accounting principles (GAAP) and practices in the financial services industry. For discussion of our significant accounting policies, see Note 1 (Summary of Significant Accounting Policies) in our Annual Report on Form 10-K for the year ended December 31, 2019 (2019 Form 10-K).

To prepare the financial statements in conformity with GAAP, management must make estimates based on assumptions about future economic and market conditions (for example, unemployment, market liquidity, real estate prices, etc.) that affect the reported amounts of assets and liabilities at the date of the financial statements, income and expenses during the reporting period and the related disclosures. Although our estimates contemplate current conditions and how we expect them to change in the future, it is reasonably possible that actual conditions could be worse than anticipated in those estimates, which could materially affect our results of operations and financial condition. Management has made significant estimates in several areas, including:


•	allowance for credit losses (Note 6 (Loans and Related Allowance for Credit Losses);


•	valuations of residential mortgage servicing rights (MSRs) (Note 10 (Securitizations and Variable Interest Entities) and Note 11 (Mortgage Banking Activities));


•	valuations of financial instruments (Note 15 (Derivatives) and Note 16 (Fair Values of Assets and Liabilities));


•	liabilities for contingent litigation losses (Note 14 (Legal Actions)); and


•	income taxes.

Actual results could differ from those estimates.

These unaudited interim financial statements reflect all adjustments that are, in the opinion of management, necessary for a fair statement of the results for the periods presented. These adjustments are of a normal recurring nature, unless otherwise disclosed in this Form 10-Q. The results of operations in the interim financial statements do not necessarily indicate the results that may be expected for the full year. The interim financial information should be read in conjunction with our 2019 Form 10-K.

Accounting Standards Adopted in 2020

In 2020, we adopted the following new accounting guidance:


•	Accounting Standards Update (ASU or Update) 2020-04 – Reference Rate Reform (Topic 848): Facilitation of the Effects of Reference Rate Reform on Financial Reporting


•	ASU 2019-04 – Codification Improvements to Topic 326, Financial Instruments – Credit Losses, Topic 815, Derivatives and Hedging, and Topic 825, Financial Instruments. This Update includes guidance on recoveries of financial assets, which is included in the discussion for ASU 2016-13 below.


•	ASU 2018-17 – Consolidation (Topic 810): Targeted Improvements to Related Party Guidance for Variable Interest Entities


•	ASU 2018-15 – Intangibles – Goodwill and Other – Internal-Use Software (Subtopic 350-40): Customer’s Accounting for Implementation Costs Incurred in a Cloud Computing Arrangement That Is a Service Contract (a consensus of the Financial Accounting Standards Board (FASB) Emerging Issues Task Force)


•	ASU 2018-13 – Fair Value Measurement (Topic 820): Disclosure Framework – Changes to the Disclosure Requirements for Fair Value Measurement.


•	ASU 2017-04 – Intangibles – Goodwill and Other (Topic 350): Simplifying the Test for Goodwill Impairment


•	ASU 2016-13 – Financial Instruments – Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments and related subsequent Updates

ASU 2020-04 provides optional, temporary relief to ease the burden of accounting for reference rate reform activities that affect contractual modifications of floating rate financial instruments indexed to interbank offering rates (IBORs) and hedge accounting relationships. Modifications of qualifying contracts are accounted for as the continuation of an existing contract rather than as a new contract. Modifications of qualifying hedging relationships will not require discontinuation of the existing hedge accounting relationships. The application of the relief for qualifying existing hedging relationships may be made on a hedge-by-hedge basis and across multiple reporting periods.

We adopted ASU 2020-04 on April 1, 2020, and the guidance will be followed until the Update terminates on December 31, 2022. This guidance is applied on a prospective basis. The Update did not have a material impact on our consolidated financial statements in second quarter 2020.

ASU 2018-17 updates the guidance used by decision-makers of VIEs. Indirect interests held through related parties in common control arrangements will be considered on a proportional basis for determining whether fees paid to decision-makers and service providers are variable interests. This is consistent with how indirect interests held through related parties under common control are considered for determining whether a reporting entity must consolidate a VIE. The Update did not have a material impact on our consolidated financial statements.

ASU 2018-15 clarifies the accounting for implementation costs related to a cloud computing arrangement that is a service contract and enhances disclosures around implementation costs for internal-use software and cloud computing arrangements. The guidance aligns the requirements for capitalizing implementation costs incurred in a hosting arrangement that is a service contract with the requirements for capitalizing implementation costs incurred to develop or obtain internal-use

software (and hosting arrangements that include an internal-use software license). It also requires the expense related to the capitalized implementation costs be presented in the same line item in the statement of income as the fees associated with the hosting element of the arrangement and capitalized implementation costs be presented in the balance sheet in the same line item that a prepayment for the fees of the associated hosting arrangement are presented. The Update did not have a material impact on our consolidated financial statements.

ASU 2018-13 clarifies, eliminates and adds certain fair value measurement disclosure requirements for assets and liabilities, which affects our disclosures in Note 16 (Fair Values of Assets and Liabilities). Although the ASU became effective on January 1, 2020, it permitted early adoption of individual requirements without causing others to be early adopted and, as such, we partially adopted the Update during third quarter 2018 and the remainder of the requirements in first quarter 2020. The Update did not have a material impact on our consolidated financial statements.

ASU 2017-04 simplifies the goodwill impairment test by eliminating the requirement to assign the fair value of a reporting unit to all of the assets and liabilities of that unit (including any unrecognized intangible assets) as if the reporting unit had been acquired in a business combination. The Update requires that a goodwill impairment loss is recognized if the fair value of the reporting unit is less than the carrying amount, including goodwill. The goodwill impairment loss is limited to the amount of goodwill allocated to the reporting unit. The guidance did not change the qualitative assessment of goodwill. This guidance is applied on a prospective basis, and accordingly, the Update did not have a material impact on our consolidated financial statements.

ASU 2016-13 changes the accounting for the measurement of credit losses on loans and debt securities. For loans and held-to-maturity (HTM) debt securities, the Update requires a current expected credit loss (CECL) measurement to estimate the allowance for credit losses (ACL) for the remaining contractual term, adjusted for prepayments, of the financial asset (including off-balance sheet credit exposures) using historical experience, current conditions, and reasonable and supportable forecasts. Also, the Update eliminates the existing guidance for purchased credit-impaired (PCI) loans, but requires an allowance for purchased financial assets with more than an insignificant deterioration of credit since origination. In addition, the Update modifies the other-than-temporary impairment (OTTI) model for available-for-sale (AFS) debt securities to require an allowance for credit impairment instead of a direct write-down, which allows for reversal of credit impairments in future periods based on improvements in credit. Upon adoption, we recognized an overall decrease in our ACL of approximately $1.3 billion (pre-tax) as a cumulative effect adjustment from a change in accounting policies, which increased our retained earnings and regulatory capital amounts and ratios. Loans previously classified as PCI were automatically transitioned to purchased credit-deteriorated (PCD) classification. We recognized an ACL for these new PCD loans and made a corresponding adjustment to the loan balance, with no impact to net income or transition adjustment to retained earnings. For more information on the impact of CECL by type of financial asset, see Table 1.1 below.

Table 1.1: ASU 2016-13 Adoption Impact to Allowance for Credit Losses (1)



				Dec 31, 2019		ASU 2016-13 Adoption Impact				Jan 1, 2020
(in billions)	Balance Outstanding		ACL Balance	Coverage		ASU 2016-13 Adoption Impact			ACL Balance	Coverage
Total commercial (2)	$	515.7	6.2	1.2	%	$	(2.9	)	3.4	0.7	%

Real estate 1-4 family mortgage (3)	323.4		0.9	0.3		—			0.9	0.3
Credit card (4)	41.0		2.3	5.5		0.7			2.9	7.1
Automobile (4)	47.9		0.5	1.0		0.3			0.7	1.5
Other revolving credit and installment (4)	34.3		0.6	1.6		0.6			1.2	3.5
Total consumer	446.5		4.2	0.9		1.5			5.7	1.3
Total loans	962.3		10.5	1.1		(1.3		)	9.1	0.9
Available-for-sale and held-to-maturity debt securities and other assets (5)	420.0		0.1	NM		—			0.1	NM
Total	$	1,382.3	10.6	NM		$	(1.3	)	9.3	NM

NM – Not meaningful


(1)	Amounts presented in this table may not equal the sum of its components due to rounding.


(2)	Decrease reflecting shorter contractual maturities given limitation to contractual terms.


(3)	Impact reflects an increase due to longer contractual terms, offset by expectation of recoveries in collateral value on mortgage loans previously written down significantly below current recovery value.


(4)	Increase due to longer contractual terms or indeterminate maturities.


(5)	Excludes other financial assets in the scope of CECL that do not have an allowance for credit losses based on the nature of the asset.

The adoption of ASU 2016-13 did not result in a change to accounting policies, except as noted herein. Our accounting policy for the ACL was updated and is now inclusive of loans, debt securities and other financing receivables. Other than the ACL and the elimination of PCI loans, there were no changes to accounting policies for loans as described in the 2019 Form 10-K. For debt securities, other than the policies with respect to the ACL, all of the current accounting policies, including those that changed as a

result of CECL adoption, are included below under Debt Securities.

Note 1: Summary of Significant Accounting Policies (continued)

Debt Securities

Our investments in debt securities that are not held for trading purposes are classified as either debt securities available-for-sale (AFS) or held-to-maturity (HTM).

Investments in debt securities for which the Company does not have the positive intent and ability to hold to maturity are classified as AFS. AFS debt securities are measured at fair value, with unrealized gains and losses reported in cumulative other comprehensive income (OCI), net of the allowance for credit losses and applicable income taxes. Investments in debt securities for which the Company has the positive intent and ability to hold to maturity are classified as HTM. HTM debt securities are measured at amortized cost, net of allowance for credit losses.

INTEREST INCOME AND GAIN/LOSS RECOGNITION Unamortized premiums and discounts are recognized in interest income over the contractual life of the security using the effective interest method, except for purchased callable debt securities carried at a premium. For purchased callable debt securities carried at a premium, the premium is amortized into interest income to the earliest call date using the effective interest method. As principal repayments are received on securities (e.g., mortgage-backed securities (MBS)), a proportionate amount of the related premium or discount is recognized in income so that the effective interest rate on the remaining portion of the security continues unchanged.

We recognize realized gains and losses on the sale of debt securities in net gains (losses) on debt securities within noninterest income using the specific identification method.

IMPAIRMENT AND CREDIT LOSSES Unrealized losses of AFS debt securities are driven by a number of factors, including changes in interest rates and credit spreads which impact most types of debt securities with additional considerations for certain types of debt securities:


•	Debt securities of U.S. Treasury and federal agencies, including federal agency MBS, are not impacted by credit movements given the explicit or implicit guarantees provided by the U.S. government.


•	Debt securities of U.S. states and political subdivisions are most impacted by changes in the relationship between municipal and term funding credit curves rather than by changes in the credit quality of the underlying securities.


•	Structured securities, such as MBS and collateralized loan obligations (CLO), are also impacted by changes in projected collateral losses of assets underlying the security.

For debt securities where fair value is less than amortized cost basis, we recognize impairment in earnings if we have the intent to sell the security or if it is more likely than not that we will be required to sell the security before recovery of its amortized cost basis. Impairment is recognized equal to the entire difference between the amortized cost basis and the fair value of the security and is classified as net gains (losses) from debt securities within noninterest income. Following the recognition of impairment, the security’s new amortized cost basis is the previous basis less impairment.

For debt securities where fair value is less than amortized cost basis where we did not recognize impairment in earnings, we set up an allowance for credit losses as of the balance sheet date. See “Allowance for Credit Losses” section in this Note.

TRANSFERS BETWEEN CATEGORIES OF DEBT SECURITIES AFS debt securities transferred to the HTM classification are recorded at fair value and the unrealized gains or losses resulting from the transfer of these securities continue to be reported in cumulative

OCI. The cumulative OCI balance is amortized into earnings over the same period as the unamortized premiums and discounts using the effective interest method. Any allowance for credit losses previously recorded under the AFS model on securities transferred to HTM is reversed and an allowance for credit losses is subsequently recorded under the HTM debt security model.

NONACCRUAL AND PAST DUE, AND CHARGE-OFF POLICIES We generally place debt securities on nonaccrual status using factors similar to those described for loans. When we place a debt security on nonaccrual status, we reverse the accrued unpaid interest receivable against interest income and suspend the amortization of premiums and accretion of discounts. If the ultimate collectability of the principal is in doubt on a nonaccrual debt security, any cash collected is first applied to reduce the security’s amortized cost basis to zero, followed by recovery of amounts previously charged off, and subsequently to interest income. Generally, we return a debt security to accrual status when all delinquent interest and principal become current under the contractual terms of the security and collectability of remaining principal and interest is no longer doubtful.

Our debt securities are considered past due when contractually required principal or interest payments have not been made on the due dates.

Our charge-off policy for debt securities are similar to those described for loans. Subsequent to charge-off, the debt security will be designated as nonaccrual and follow the process described above for any cash received.

Allowance for Credit Losses

The ACL is management’s estimate of the current expected credit losses in the loan portfolio and unfunded credit commitments, at the balance sheet date, excluding loans and unfunded credit commitments carried at fair value or held for sale. Additionally, we maintain an ACL on AFS and HTM debt securities, other financing receivables measured at amortized cost, and other off-balance sheet credit exposures. While we attribute portions of the allowance to specific financial asset classes (loan and debt security portfolios), loan portfolio segments (commercial and consumer) or major security type, the entire ACL is available to absorb credit losses of the Company.

Our ACL process involves procedures to appropriately consider the unique risk characteristics of our financial asset classes, portfolio segments, and major security types. For each loan portfolio segment and each major HTM debt security type, losses are estimated collectively for groups of loans or securities with similar risk characteristics. For loans and securities that do not share similar risk characteristics with other financial assets, the losses are estimated individually, which primarily includes our impaired large commercial loans and non-accruing HTM debt securities. For AFS debt securities, losses are estimated at the tax-lot level.

Our ACL amounts are influenced by a variety of factors, including changes in loan and debt security volumes, portfolio credit quality, and general economic conditions. General economic conditions are forecasted using economic variables which will create volatility as those variables change over time. See Table 1.2 for key economic variables used for our loan portfolios.

Table 1.2: Key Economic Variables



Loan Portfolio		Key economic variables
Total commercial		• Gross domestic product • Commercial real estate asset prices, where applicable • Unemployment rate • Corporate investment-grade bond spreads
Real estate 1-4 family mortgage		• Home price index • Unemployment rate
Other consumer (including credit card, automobile, and other revolving credit and installment)		• Unemployment rate

Our approach for estimating expected life-time credit losses for loans and debt securities includes the following key components:


•	An initial loss forecast period of one year for all portfolio segments and classes of financing receivables and off-balance-sheet credit exposures. This period reflects management’s expectation of losses based on forward-looking economic scenarios over that time.


•	A historical loss forecast period covering the remaining contractual term, adjusted for expected prepayments and certain expected extensions, renewals, or modifications, by portfolio segment and class of financing receivables based on the changes in key historical economic variables during representative historical expansionary and recessionary periods.


•	A reversion period of up to two years to connect the losses estimated for our initial loss forecast period to the period of our historical loss forecast based on economic conditions at the measurement date. Our reversion methodology considers the type of portfolio, point in the credit cycle, expected length of recessions and recoveries, as well as other relevant factors.


•	Utilization of discounted cash flow (DCF) methods to measure credit impairment for loans modified in a troubled debt restructuring, unless they are collateral dependent and measured at the fair value of the collateral. The DCF methods obtain estimated life-time credit losses using the initial and historical mean loss forecast periods described above.


•	For AFS debt securities and certain beneficial interests classified as HTM, we utilize the DCF methods to measure the ACL, which incorporate expected credit losses using the conceptual components described above. The ACL on AFS debt securities is subject to a limitation based on the fair value of the debt securities (fair value floor).

The ACL for financial assets held at amortized cost and AFS debt securities will be reversible with immediate recognition of recovery in earnings if credit improves. The ACL for financial assets held at amortized cost is a valuation account that is deducted from, or added to, the amortized cost basis of the financial assets to present the net amount expected to be collected, which can include a negative allowance limited to the cumulative amounts previously charged off. For financial assets with an ACL estimated using DCF methods, changes in the ACL due to the passage of time are recorded in interest income. The ACL for AFS debt securities reflects the amount of unrealized loss related to expected credit losses, limited by the amount that fair value is less than the amortized cost basis, and cannot have an associated negative allowance.

For certain financial assets, such as residential real estate loans guaranteed by the Government National Mortgage Association (GNMA), an agency of the federal government, U. S. Treasury and Agency mortgage backed debt securities, as well as certain sovereign debt securities, the Company has not

recognized an ACL as our expectation of nonpayment of the amortized cost basis, based on historical losses, adjusted for current conditions and reasonable and supportable forecasts, is zero.

A financial asset is collateral-dependent when the borrower is experiencing financial difficulty and repayment is expected to be provided substantially through the sale or operation of the collateral. When a collateral-dependent financial asset is probable of foreclosure, we will measure the ACL based on the fair value of the collateral. If we intend to sell the underlying collateral, we will measure the ACL based on the collateral’s net realizable value (fair value of collateral, less estimated costs to sell). In most situations, based on our charge-off policies, we will immediately write-down the financial asset to the fair value of the collateral or net realizable value. For consumer loans, collateral-dependent financial assets may have collateral in the form of residential real estate, automobiles or other personal assets. For commercial loans, collateral-dependent financial assets may have collateral in the form of commercial real estate or other business assets.

We do not generally record an ACL for accrued interest receivables because uncollectible accrued interest is reversed through interest income in a timely manner in line with our non-accrual and past due policies for loans and debt securities. For consumer credit card and certain consumer lines of credit, we include an ACL for accrued interest and fees since these loans are not placed on nonaccrual status and written off until the loan is 180 days past due. Accrued interest receivables are included in other assets, except for certain revolving loans, such as credit card loans.

COMMERCIAL LOAN PORTFOLIO SEGMENT ACL METHODOLOGY Generally, commercial loans, which include net investments in lease financing, are assessed for estimated losses by grading each loan using various risk factors as identified through periodic reviews. Our estimation approach for the commercial portfolio reflects the estimated probability of default in accordance with the borrower’s financial strength and the severity of loss in the event of default, considering the quality of any underlying collateral. Probability of default and severity at the time of default are statistically derived through historical observations of default and losses after default within each credit risk rating. These estimates are adjusted as appropriate based on additional analysis of long-term average loss experience compared with previously forecasted losses, external loss data or other risks identified from current economic conditions and credit quality trends. The estimated probability of default and severity at the time of default are applied to loan equivalent exposures to estimate losses for unfunded credit commitments.

CONSUMER LOAN PORTFOLIO SEGMENT ACL METHODOLOGY For consumer loans, we determine the allowance at the individual loan level. When developing historical loss experience, we pool loans, generally by product types with similar risk characteristics, such as residential real estate mortgages and credit cards. As

Note 1: Summary of Significant Accounting Policies (continued)

appropriate and to achieve greater accuracy, we may further stratify selected portfolios by sub-product, origination channel, vintage, loss type, geographic location and other predictive characteristics. We use pooled loan data such as historic delinquency and default and loss severity in the development of our consumer loan models, in addition to home price trends, unemployment trends, and other economic variables that may influence the frequency and severity of losses in the consumer portfolio.

AFS PORTFOLIO ACL METHODOLOGY We develop our ACL estimate for AFS debt securities by utilizing a security-level multi-scenario, probability-weighted discounted cash flow model based on a combination of past events, current conditions, as well as reasonable and supportable forecasts. The projected cash flows are discounted at the security’s effective interest rate, except for certain variable rate securities which are discounted using projections of future changes in interest rates, prepayable securities which are adjusted for estimated prepayments, and securities part of a fair value hedge which use hedge-adjusted assumptions. The ACL on an AFS debt security is limited to the difference between its amortized cost basis and fair value (fair value floor) and reversals of the allowance are permitted up to the amount previously recorded.

HTM PORTFOLIO ACL METHODOLOGY For most HTM debt securities, the ACL is measured using an expected loss model, similar to the methodology used for loans. Unlike AFS debt securities, the ACL on an HTM debt security is not limited to the fair value floor.

Certain beneficial interests categorized as HTM debt securities utilize a similar discounted cash flow model as described for AFS debt securities, without the limitation of the fair value floor.

OTHER QUALITATIVE FACTORS The ACL includes amounts for qualitative factors which may not be adequately reflected in our loss models. These amounts represent management’s judgment of risks in the processes and assumptions used in establishing the ACL. Generally, these amounts are established at a granular level below our loan portfolio segments. We also consider economic environmental factors, modeling assumptions and performance, process risk, and other subjective factors, including industry trends and emerging risk assessments.

OFF-BALANCE SHEET CREDIT EXPOSURES Our off-balance sheet credit exposures include unfunded loan commitments (generally in the form of revolving lines of credit), financial guarantees not accounted for as insurance contracts or derivatives, including standby letters of credit, and other similar instruments. For off-balance sheet credit exposures, we recognize an ACL associated with the unfunded amounts. We do not recognize an ACL for commitments that are unconditionally cancelable at our discretion. Additionally, we recognize an ACL for financial guarantees that create off-balance sheet credit exposure, such as loans sold with credit recourse and factoring guarantees. ACL for off-balance sheet credit exposures are reported as a liability in accrued expenses and other liabilities on our consolidated balance sheet.

OTHER FINANCIAL ASSETS Other financial assets are evaluated for expected credit losses. These other financial assets include accounts receivable for fees, receivables from government-sponsored entities, such as Federal National Mortgage Association (FNMA) and Federal Home Loan Mortgage

Corporation (FHLMC), and GNMA, and other accounts receivable from high-credit quality counterparties, such as central clearing counterparties. Many of these financial assets are generally not expected to have an ACL as there is a zero loss expectation (for example, government guarantee) or no historical credit losses. Some financial assets, such as loans to employees, maintain an ACL that is presented on a net basis with the related amortized cost amounts in other assets on our consolidated balance sheet. Given the nature of these financial assets, provision for credit losses is not recognized separately from the regular income or expense associated with these financial assets.

Securities purchased under resale agreements are generally over-collateralized by securities or cash and are generally short-term in nature. We have elected the practical expedient for these financial assets given collateral maintenance provisions. These provisions require that we monitor the collateral value and customers are required to replenish collateral, if needed. Accordingly, we generally do not maintain an ACL for these financial assets.

PURCHASED CREDIT DETERIORATED FINANCIAL ASSETS Financial assets acquired that are of poor credit quality and with more than an insignificant evidence of credit deterioration since their origination or issuance are PCD assets. PCD assets are recorded at their purchase price plus an ACL estimated at the time of acquisition. Under this approach, there is no provision for credit losses recognized at acquisition; rather, there is a gross-up of the purchase price of the financial asset for the estimate of expected credit losses and a corresponding ACL recorded. Changes in estimates of expected credit losses after acquisition are recognized as provision for credit losses (or reversal of provision for credit losses) in subsequent periods. In general, interest income recognition for PCD financial assets is consistent with interest income recognition for the similar non-PCD financial asset.

Troubled Debt Restructuring and Other Relief Related to COVID-19

On March 25, 2020, the U.S. Senate approved the Coronavirus, Aid, Relief, and Economic Security Act (the CARES Act) providing optional, temporary relief from accounting for certain loan modifications as troubled debt restructurings (TDRs). Under the CARES Act, TDR relief is available to banks for loan modifications related to the adverse effects of Coronavirus Disease 2019 (COVID-19) (COVID-related modifications) granted to borrowers that are current as of December 31, 2019. TDR relief applies to COVID-related modifications made from March 1, 2020, until the earlier of December 31, 2020, or 60 days following the termination of the national emergency declared by the President of the United States. In first quarter 2020, we elected to apply the TDR relief provided by the CARES Act.

On April 7, 2020, federal banking regulators issued the Interagency Statement on Loan Modifications and Reporting for Financial Institutions Working with Customers Affected by the Coronavirus (Revised) (the Interagency Statement). The guidance in the Interagency Statement provides additional TDR relief as it clarifies that it is not necessary to consider the impact of the COVID-19 pandemic on the financial condition of a borrower in connection with a short-term (e.g., six months or less) COVID-related modification provided the borrower is current at the date the modification program is implemented.

For COVID-related modifications in the form of payment deferrals, delinquency status will not advance and loans that were accruing at the time the relief is provided will generally not be placed on nonaccrual status during the deferral period. COVID-

related modifications that do not meet the provisions of the CARES Act or the Interagency Statement will be assessed for TDR classification.

On April 10, 2020, the FASB Staff issued Accounting for Lease Concessions Related to the Effects of the COVID-19 Pandemic, a question and answer guide. The guide provided an election for leases accounted for under Accounting Standards Codification (ASC) 842, Leases, that were modified due to COVID-19 and met certain criteria in order to not require a new lease classification test upon modification. In second quarter 2020, we elected to apply the lease modification relief provided by the guide.

Share Repurchases

During the first quarter of 2020 and 2019, we repurchased shares of our common stock under Rule 10b5-1 repurchase plans. On March 15, 2020, we, along with the other members of the Financial Services Forum, suspended our share repurchase activities for the remainder of the first quarter and for second quarter 2020. On June 25, 2020, the Board of Governors of the Federal Reserve System (FRB) announced that it was prohibiting large bank holding companies (BHCs) subject to the FRB’s capital

plan rule, including Wells Fargo, from making any capital distribution (excluding any capital distribution arising from the issuance of a capital instrument eligible for inclusion in the numerator of a regulatory capital ratio), unless otherwise approved by the FRB. Through the end of third quarter 2020, the FRB is authorizing each BHC to (i) make share repurchases relating to issuances of common stock related to employee stock ownership plans; (ii) provided that the BHC does not increase the amount of its common stock dividends, pay common stock dividends that do not exceed an amount equal to the average of the BHC’s net income for the four preceding calendar quarters, unless otherwise specified by the FRB; and (iii) make scheduled payments on additional tier 1 and tier 2 capital instruments. These provisions may be extended by the FRB quarter-by-quarter. For more information about share repurchases, see Note 1 (Summary of Significant Accounting Policies) in our 2019 Form 10-K.

Supplemental Cash Flow Information

Significant noncash activities are presented in Table 1.3.

Table 1.3: Supplemental Cash Flow Information



	Six months ended June 30,
(in millions)	2020		2019
Trading debt securities retained from securitization of mortgage loans held for sale (MLHFS)	$	16,953	19,131
Transfers from loans to MLHFS	12,430		4,419
Transfers from available-for-sale debt securities to held-to-maturity debt securities	—		6,071
Operating lease ROU assets acquired with operating lease liabilities (1)	345		5,302


(1)	Includes amounts attributable to new leases and changes from modified leases. The six months ended June 30, 2019, balance also includes $4.9 billion from adoption of ASU 2016-02 – Leases (Topic 842).

Subsequent Events

We have evaluated the effects of events that have occurred subsequent to June 30, 2020, and there have been no material

events that would require recognition in our second quarter 2020 consolidated financial statements or disclosure in the Notes to the consolidated financial statements.

Note 2: Business Combinations

There were no acquisitions during the first half of 2020. As of June 30, 2020, we had no pending acquisitions.

Note 3: Cash, Loan and Dividend Restrictions

Cash and cash equivalents may be restricted as to usage or withdrawal. Federal Reserve Board (FRB) regulations require that each of our subsidiary banks maintain reserve balances on deposit with the Federal Reserve Banks. Table 3.1 provides a summary of restrictions on cash equivalents in addition to the FRB reserve cash balance requirements.

Table 3.1: Nature of Restrictions on Cash Equivalents



(in millions)	Jun 30, 2020		Dec 31, 2019
Required reserve balance for the FRB (1)	$	—	11,374
Reserve balance for non-U.S. central banks	200		460
Segregated for benefit of brokerage customers under federal and other brokerage regulations	703		733
Related to consolidated variable interest entities (VIEs) that can only be used to settle liabilities of VIEs	26		300


(1)	Effective March 26, 2020, the FRB reduced reserve requirement ratios to 0%. The amount for December 31, 2019 represents an average for the year ended December 31, 2019.

Federal laws and regulations limit the dividends that a national bank may pay. Our national bank subsidiaries could have declared additional dividends of $1.0 billion at June 30, 2020, without obtaining prior regulatory approval. We have elected to retain higher capital at our national bank subsidiaries in order to meet internal capital policy minimums and regulatory requirements. Our nonbank subsidiaries are also limited by certain federal and state statutory provisions and regulations covering the amount of dividends that may be paid in any given year. In addition, under a Support Agreement dated June 28, 2017, as amended and restated on June 26, 2019, among Wells Fargo & Company, the parent holding company (the “Parent”), WFC Holdings, LLC, an intermediate holding company and subsidiary of the Parent (the “IHC”), Wells Fargo Bank, N.A., Wells Fargo Securities, LLC, Wells Fargo Clearing Services, LLC, and certain other direct and indirect subsidiaries of the Parent designated as material entities for resolution planning purposes or identified as related support entities in our resolution plan, the IHC may be restricted from making dividend payments to the Parent if certain liquidity and/or capital metrics fall below defined triggers or if the Parent’s board of directors authorizes it to file a case under the U.S. Bankruptcy Code. Based on retained earnings at June 30, 2020, our nonbank subsidiaries could have declared additional dividends of $26.5 billion at June 30, 2020, without obtaining prior regulatory approval. For additional information see Note 3 (Cash, Loan and Dividend Restrictions) in our 2019 Form 10-K.

The FRB’s Capital Plan Rule (codified at 12 CFR 225.8 of Regulation Y) establishes capital planning and other requirements that govern capital distributions including dividends by certain large bank holding companies. The FRB has also published guidance regarding its supervisory expectations for capital planning, including capital policies regarding the process relating to common stock dividend and repurchase decisions in the FRB’s SR Letter 15-18. The Parent’s ability to make certain capital distributions is subject to review by the FRB as part of the Parent’s capital plan in connection with the FRB’s annual Comprehensive Capital Analysis and Review (CCAR). Once the FRB’s stress capital buffer requirement becomes effective on October 1, 2020, the Parent’s ability to take certain capital actions will be subject to the Parent meeting or exceeding certain regulatory capital minimums, which include the stress capital buffer established by the FRB as part of the FRB’s annual supervisory stress test and related CCAR.

On July 28, 2020, the Company reduced its third quarter 2020 common stock dividend to $0.10 per share.

On June 25, 2020, the FRB announced that it is requiring large BHCs, including Wells Fargo, to update and resubmit their capital plans within 45 days after the FRB provides updated scenarios. Requiring resubmission will prohibit each BHC from making any capital distribution (excluding any capital distribution arising from the issuance of a capital instrument eligible for inclusion in the numerator of a regulatory capital ratio), unless otherwise approved by the FRB. Through the end of third quarter 2020, the FRB is authorizing each BHC to (i) make share repurchases relating to issuances of common stock related to employee stock ownership plans; (ii) provided that the BHC does not increase the amount of its common stock dividends, pay common stock dividends that do not exceed an amount equal to the average of the BHC’s net income for the four preceding calendar quarters, unless otherwise specified by the FRB; and (iii) make scheduled payments on additional tier 1 and tier 2 capital instruments. These provisions may be extended by the FRB quarter-by-quarter.

Note 4: Trading Activities

Table 4.1 presents a summary of our trading assets and liabilities measured at fair value through earnings.

Table 4.1: Trading Assets and Liabilities



	Jun 30,			Dec 31,
(in millions)	2020			2019
Trading assets:
Debt securities	$	74,679		79,733
Equity securities	12,591			27,440
Loans held for sale	1,201			972
Gross trading derivative assets	60,644			34,825
Netting (1)	(39,885		)	(21,463	)
Total trading derivative assets	20,759			13,362
Total trading assets	109,230			121,507
Trading liabilities:
Short sale	20,213			17,430
Gross trading derivative liabilities	54,985			33,861
Netting (1)	(44,901		)	(26,074	)
Total trading derivative liabilities	10,084			7,787
Total trading liabilities	$	30,297		25,217


(1)	Represents balance sheet netting for trading derivative asset and liability balances, and trading portfolio level counterparty valuation adjustments.

Table 4.2 provides a summary of the net interest income earned from trading securities, and net gains and losses due to the realized and unrealized gains and losses from trading activities.

Net interest income also includes dividend income on trading securities and dividend expense on trading securities we have sold, but not yet purchased.

Table 4.2: Net Interest Income and Net Gains (Losses) on Trading Activities



	Quarter ended June 30,					Six months ended June 30,
(in millions)	2020			2019		2020			2019
Interest income:
Debt securities	$	659		740		$	1,425		1,533
Equity securities	68			143		205			258
Loans held for sale	6			20		18			43
Total interest income	733			903		1,648			1,834
Less: Interest expense	116			127		257			263
Net interest income	617			776		1,391			1,571
Net gains (losses) from trading activities (1):
Debt securities	329			401		2,684			1,089
Equity securities	2,329			1,236		(2,072		)	3,303
Loans held for sale	24			(4	)	12			10
Derivatives (2)	(1,875		)	(1,404	)	247			(3,816	)
Total net gains from trading activities	807			229		871			586
Total trading-related net interest and noninterest income	$	1,424		1,005		$	2,262		2,157


(1)	Represents realized gains (losses) from our trading activities and unrealized gains (losses) due to changes in fair value of our trading positions.


(2)	Excludes economic hedging of mortgage banking and asset/liability management activities, for which hedge results (realized and unrealized) are reported with the respective hedged activities.

Note 5: Available-for-Sale and Held-to-Maturity Debt Securities (continued)

Note 5: Available-for-Sale and Held-to-Maturity Debt Securities

Table 5.1 provides the amortized cost, net of the allowance for credit losses, and fair value by major categories of available-for-sale debt securities, which are carried at fair value, and held-to-maturity debt securities, which are carried at amortized cost, net of allowance for credit losses. The net unrealized gains (losses) for available-for-sale debt securities are reported as a component of cumulative OCI, net of the allowance for credit losses and applicable income taxes. Information on debt securities held for trading is included in Note 4 (Trading Activities).

Outstanding balances exclude accrued interest receivable on available-for-sale and held-to-maturity debt securities which are included in other assets. During the first half of 2020, we reversed accrued interest receivable on our available-for-sale and held-to-maturity debt securities by reversing interest income of $6 million. See Note 9 (Other Assets) for additional information on accrued interest receivable.

Table 5.1: Available-for-Sale and Held-to-Maturity Debt Securities Outstanding



(in millions)	Amortized cost, net (1)		Gross unrealized gains	Gross unrealized losses		Fair value
June 30, 2020
Available-for-sale debt securities:
Securities of U.S. Treasury and federal agencies	$	7,923	69	(9	)	7,983
Securities of U.S. states and political subdivisions (2)	33,259		200	(448	)	33,011
Mortgage-backed securities:
Federal agencies	139,326		5,533	(24	)	144,835
Residential	542		2	(3	)	541
Commercial	3,663		9	(113	)	3,559
Total mortgage-backed securities	143,531		5,544	(140	)	148,935
Corporate debt securities	4,972		95	(92	)	4,975
Collateralized loan obligations	25,727		1	(729	)	24,999
Other	9,055		69	(128	)	8,996
Total available-for-sale debt securities	224,467		5,978	(1,546	)	228,899
Held-to-maturity debt securities:
Securities of U.S. Treasury and federal agencies	48,578		1,972	(47	)	50,503
Securities of U.S. states and political subdivisions	14,277		622	(7	)	14,892
Federal agency and other mortgage-backed securities (3)	106,133		5,350	(10	)	111,473
Other debt securities	14		—	—		14
Total held-to-maturity debt securities	169,002		7,944	(64	)	176,882
Total (4)	$	393,469	13,922	(1,610	)	405,781
December 31, 2019
Available-for-sale debt securities:
Securities of U.S. Treasury and federal agencies	$	14,948	13	(1	)	14,960
Securities of U.S. states and political subdivisions (2)	39,381		992	(36	)	40,337
Mortgage-backed securities:
Federal agencies	160,318		2,299	(164	)	162,453
Residential	814		14	(1	)	827
Commercial	3,899		41	(6	)	3,934
Total mortgage-backed securities	165,031		2,354	(171	)	167,214
Corporate debt securities	6,343		252	(32	)	6,563
Collateralized loan obligations	29,153		25	(123	)	29,055
Other	5,204		150	(24	)	5,330
Total available-for-sale debt securities	260,060		3,786	(387	)	263,459
Held-to-maturity debt securities:
Securities of U.S. Treasury and federal agencies	45,541		617	(19	)	46,139
Securities of U.S. states and political subdivisions	13,486		286	(13	)	13,759
Federal agency and other mortgage-backed securities (3)	94,869		2,093	(37	)	96,925
Other debt securities	37		—	—		37
Total held-to-maturity debt securities	153,933		2,996	(69	)	156,860
Total (4)	$	413,993	6,782	(456	)	420,319

(1)

Represents amortized cost of the securities, net of the allowance for credit losses of $114 million related to available-for-sale debt securities and $20 million related to held-to-maturity debt securities at June 30, 2020. Prior to our adoption of CECL on January 1, 2020, the allowance for credit losses related to available-for-sale and held-to-maturity debt securities was not applicable and is therefore presented as $0 at December 31, 2019. For more information, see Note 1 (Summary of Significant Accounting Policies).


(2)	Includes investments in tax-exempt preferred debt securities issued by investment funds or trusts that predominantly invest in tax-exempt municipal securities. The amortized cost net of allowance for credit losses and fair value of these types of securities was $5.8 billion at both June 30, 2020, and December 31, 2019.


(3)	Predominantly consists of federal agency mortgage-backed securities at both June 30, 2020 and December 31, 2019.

(4)

We held available-for-sale and held-to-maturity debt securities from Federal National Mortgage Association (FNMA) and Federal Home Loan Mortgage Corporation (FHLMC) that each exceeded 10% of stockholders’ equity, with an amortized cost of $93.6 billion and $80.1 billion and a fair value of $98.1 billion and $83.8 billion at June 30, 2020 and an amortized cost of $98.5 billion and $84.1 billion and a fair value of $100.3 billion and $85.5 billion at December 31, 2019, respectively.

Table 5.2 details the breakout of purchases of and transfers to held-to-maturity debt securities by major category of security.

Table 5.2: Held-to-Maturity Debt Securities Purchases and Transfers



	Quarter ended June 30,			Six months ended June 30,
(in millions)	2020		2019	2020		2019
Purchases of held-to-maturity debt securities:
Securities of U.S. Treasury and federal agencies	$	—	—	$	3,016	—
Securities of U.S. states and political subdivisions	15		243	881		243
Federal agency and other mortgage-backed securities	6,970		37	22,895		53
Total purchases of held-to-maturity debt securities	6,985		280	26,792		296
Transfers from available-for-sale debt securities to held-to-maturity debt securities:
Securities of U.S. states and political subdivisions	—		1,558	—		1,558
Federal agency and other mortgage-backed securities	—		2,106	—		4,513
Total transfers from available-for-sale debt securities to held-to-maturity debt securities	$	—	3,664	$	—	6,071

Table 5.3 shows the composition of interest income, provision for credit losses, and gross realized gains and losses

from sales and impairment write-downs included in earnings related to available-for-sale and held-to-maturity debt securities (pre-tax).

Table 5.3: Income Statement Impacts for Available-for-Sale and Held-to-Maturity Debt Securities



	Quarter ended June 30,					Six months ended June 30,
(in millions)	2020			2019		2020			2019
Interest income:
Available-for-sale	$	1,349		2,110		$	3,075		4,311
Held-to-maturity	938			931		1,918			1,878
Total interest income (1)	2,287			3,041		4,993			6,189
Provision (reversal of provision) for credit losses (2):
Available-for-sale	(40		)	—		128			—
Held-to-maturity	9			—		13			—
Total provision (reversal of provision) for credit losses	(31		)	—		141			—
Realized gains and losses (3):
Gross realized gains	248			29		504			202
Gross realized losses	(36		)	(2	)	(40		)	(5	)
Impairment write-downs included in earnings:
Credit-related (4)	—			(7	)	—			(23	)
Intent-to-sell	—			—		(15		)	(29	)
Total impairment write-downs included in earnings	—			(7	)	(15		)	(52	)
Net realized gains	$	212		20		$	449		145


(1)	Total interest income from debt securities excludes interest income from trading debt securities, which is disclosed in Note 4 (Trading Activities).


(2)	Prior to our adoption of CECL on January 1, 2020, the provision for credit losses from debt securities was not applicable and is therefore presented as $0 for the prior period. For more information, see Note 1 (Summary of Significant Accounting Policies).


(3)	Realized gains and losses relate to available-for-sale debt securities. There were no realized gains or losses from held-to-maturity debt securities in all periods presented.


(4)	For the second quarter and first half of 2020, credit-related impairment recognized in earnings is classified as provision for credit losses due to our adoption of CECL on January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies).

Credit Quality

We monitor credit quality of debt securities by evaluating various attributes and utilize such information in our evaluation of the appropriateness of the allowance for credit losses. The credit quality indicators that we most closely monitor include credit ratings and delinquency status and are based on information as of our financial statement date.

CREDIT RATINGS Credit ratings express opinions about the credit quality of a debt security. We determine the credit rating of a security according to the lowest credit rating made available by national recognized statistical rating organizations (NRSRO). Debt securities rated investment grade, that is those with ratings

similar to BBB-/Baa3 or above, as defined by NRSRO, are generally considered by the rating agencies and market participants to be low credit risk. Conversely, debt securities rated

below investment grade, labeled as “speculative grade” by the rating agencies, are considered to be distinctively higher credit risk than investment grade debt securities.

For debt securities not rated by the NRSRO, we determine an internal credit grade of the debt securities (used for credit risk management purposes) equivalent to the credit ratings assigned by major credit agencies. The fair value of available-for-sale debt securities categorized as investment grade based on internal credit grades was $1.3 billion at June 30, 2020, and $2.2 billion at December 31, 2019. Held-to-maturity debt securities

Note 5: Available-for-Sale and Held-to-Maturity Debt Securities (continued)

categorized as investment grade based on internal credit grades are not significant. If an internal credit grade was not assigned, we categorized the debt security as non-investment grade.

Table 5.4 shows the percentage of fair value of available-for-sale debt securities and amortized cost of held-to-maturity debt

securities determined by those rated investment grade, inclusive of those based on internal credit grades.

Table 5.4: Investment Grade Debt Securities



	Available-for-Sale				Held-to-Maturity
($ in millions)	Fair value		% investment grade		Amortized cost	% investment grade
June 30, 2020
Total portfolio	$	228,899	99	%	169,022	99	%

Breakdown by category:
Securities of U.S. Treasury and federal agencies (1)	$	152,818	100	%	153,863	100	%
Securities of U.S. states and political subdivisions	33,011		99		14,286	100
Collateralized loan obligations	24,999		100		N/A	N/A
All other debt securities (2)	18,071		87		873	6
December 31, 2019
Total portfolio	$	263,459	99	%	153,933	99	%

Breakdown by category:
Securities of U.S. Treasury and federal agencies (1)	$	177,413	100	%	139,619	100	%
Securities of U.S. states and political subdivisions	40,337		99		13,486	100
Collateralized loan obligations	29,055		100		N/A	N/A
All other debt securities (2)	16,654		82		828	4


(1)	Includes federal agency mortgage-backed securities.


(2)	Includes non-agency mortgage-backed, corporate, and all other debt securities.

DELINQUENCY STATUS AND NONACCRUAL DEBT SECURITIES Debt security issuers that are delinquent in payment of amounts due under contractual debt agreements have a higher probability of recognition of credit losses. As such, as part of our monitoring of the credit quality of the debt security portfolio, we consider whether debt securities we own are past due in payment of principal or interest payments and whether any securities have been placed into nonaccrual status.

We had no debt securities that were past due and still accruing at June 30, 2020 or December 31, 2019. The fair value of available-for-sale debt securities in nonaccrual status was $153 million and $110 million as of June 30, 2020, and

December 31, 2019, respectively. There were no held-to-maturity debt securities in nonaccrual status as of June 30, 2020, or December 31, 2019. Purchased debt securities with credit deterioration (PCD) are not considered to be in nonaccrual status, as payments from issuers of these securities remain current.

Table 5.5 presents detail of available-for-sale debt securities purchased with credit deterioration during the period. There were no available-for-sale debt securities purchased with credit deterioration during second quarter 2020. There were no held-to-maturity debt securities purchased with credit deterioration during the second quarter and first half of 2020. The amounts presented are as of the date of the PCD assets were purchased.

Table 5.5: Debt Securities Purchased with Credit Deterioration



(in millions)	Six months ended June 30, 2020
Available-for-sale debt securities purchased with credit deterioration (PCD):
Par value	$	164
Allowance for credit losses at acquisition	(11		)
Discount (or premiums) attributable to other factors	3
Purchase price of available-for-sale debt securities purchased with credit deterioration	$	156

Unrealized Losses of Available-for-Sale Debt Securities

Table 5.6 shows the gross unrealized losses and fair value of available-for-sale debt securities by length of time those individual securities in each category have been in a continuous loss position. Debt securities on which we have recorded credit impairment are categorized as being “less than 12 months” or

“12 months or more” in a continuous loss position based on the point in time that the fair value declined to below the (1) for the current period presented, amortized cost basis net of allowance for credit losses, or the (2) for the prior period presented, amortized cost basis.

Table 5.6: Gross Unrealized Losses and Fair Value – Available-for-Sale Debt Securities



	Less than 12 months				12 months or more			Total
(in millions)	Gross unrealized losses			Fair value	Gross unrealized losses		Fair value	Gross unrealized losses		Fair value
June 30, 2020
Available-for-sale debt securities:
Securities of U.S. Treasury and federal agencies	$	(9	)	608	—		—	(9	)	608
Securities of U.S. states and political subdivisions	(372		)	17,219	(76	)	2,539	(448	)	19,758
Mortgage-backed securities:
Federal agencies	(22		)	4,129	(2	)	512	(24	)	4,641
Residential	(2		)	302	(1	)	58	(3	)	360
Commercial	(84		)	2,895	(29	)	343	(113	)	3,238
Total mortgage-backed securities	(108		)	7,326	(32	)	913	(140	)	8,239
Corporate debt securities	(79		)	1,308	(13	)	93	(92	)	1,401
Collateralized loan obligations	(478		)	18,215	(251	)	6,640	(729	)	24,855
Other	(82		)	4,185	(46	)	905	(128	)	5,090
Total available-for-sale debt securities	$	(1,128	)	48,861	(418	)	11,090	(1,546	)	59,951
December 31, 2019
Available-for-sale debt securities:
Securities of U.S. Treasury and federal agencies	$	—		—	(1	)	2,423	(1	)	2,423
Securities of U.S. states and political subdivisions	(10		)	2,776	(26	)	2,418	(36	)	5,194
Mortgage-backed securities:
Federal agencies	(50		)	16,807	(114	)	10,641	(164	)	27,448
Residential	(1		)	149	—		—	(1	)	149
Commercial	(3		)	998	(3	)	244	(6	)	1,242
Total mortgage-backed securities	(54		)	17,954	(117	)	10,885	(171	)	28,839
Corporate debt securities	(9		)	303	(23	)	216	(32	)	519
Collateralized loan obligations	(13		)	5,001	(110	)	16,789	(123	)	21,790
Other	(12		)	1,656	(12	)	492	(24	)	2,148
Total available-for-sale debt securities	$	(98	)	27,690	(289	)	33,223	(387	)	60,913

We have assessed each debt security with gross unrealized losses included in the previous table for credit impairment. As part of that assessment we evaluated and concluded that we do not intend to sell any of the debt securities, and that it is more likely than not that we will not be required to sell, prior to recovery of the amortized cost basis. We evaluate, where necessary, whether credit impairment exists by comparing the present value of the expected cash flows to the debt securities’ amortized cost basis. In prior periods, credit impairment was recorded as a write-down to the amortized cost basis of the security. In the current period, credit impairment is recorded as an allowance for credit losses.

For descriptions of the factors we consider when analyzing debt securities for impairment as well as methodology and significant inputs used to measure credit losses, see Note 1 (Summary of Significant Accounting Policies).

Note 5: Available-for-Sale and Held-to-Maturity Debt Securities (continued)

Allowance for Credit Losses for Debt Securities

Table 5.7 presents the allowance for credit losses on available-for-sale and held-to-maturity debt securities.

Table 5.7: Allowance for Credit Losses for Debt Securities



	Quarter ended June 30, 2020				Six months ended June 30, 2020
(in millions)	Available-for-Sale			Held-to-Maturity	Available-for-Sale			Held-to-Maturity
Balance, beginning of period (1)	$	161		11	$	—		—
Cumulative effect from change in accounting policies (2)	—			—	24			7
Balance, beginning of period, adjusted	161			11	24			7
Provision (reversal of provision) for credit losses	(40		)	9	128			13
Securities purchased with credit deterioration	—			—	11			—
Reduction due to sales	(8		)	—	(8		)	—
Reduction due to intent to sell	—			—	(11		)	—
Charge-offs	(1		)	—	(33		)	—
Interest income (3)	2			—	3			—
Balance, end of period (4)	$	114		20	$	114		20


(1)	Prior to our adoption of CECL on January 1, 2020, the allowance for credit losses related to available-for-sale and held-to-maturity debt securities was not applicable and is therefore presented as $0 at December 31, 2019. For more information, see Note 1 (Summary of Significant Accounting Policies).


(2)	Represents the impact of adoption of CECL on January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies).


(3)	Certain debt securities with an allowance for credit losses calculated by discounting expected cash flows using the securities’ effective interest rate over its remaining life, recognize changes in the allowance for credit losses attributable to the passage of time as interest income.


(4)	The allowance for credit losses for debt securities largely relates to corporate debt securities as of June 30, 2020.

Contractual Maturities

Table 5.8 shows the remaining contractual maturities, amortized cost net of allowance for credit losses, fair value and weighted-average effective yields of available-for-sale debt securities. The remaining contractual principal maturities for MBS do not consider prepayments. Remaining expected maturities will differ from contractual maturities because borrowers may have the right to prepay obligations before the underlying mortgages mature.

Table 5.8: Contractual Maturities – Available-for-Sale Debt Securities



By remaining contractual maturity ($ in millions)	Total			Within one year		After one year through five years	After five years through ten years	After ten years
June 30, 2020
Available-for-sale debt securities (1):
Securities of U.S. Treasury and federal agencies
Amortized cost, net	$	7,923		3,671		1,280	10	2,962
Fair value	7,983			3,672		1,283	11	3,017
Weighted average yield	1.84		%	2.66		0.27	2.34	1.49
Securities of U.S. states and political subdivisions
Amortized cost, net	33,259			2,687		3,094	3,990	23,488
Fair value	33,011			2,687		3,134	3,996	23,194
Weighted average yield	2.37			1.17		2.00	1.51	2.70
Mortgage-backed securities:
Federal agencies
Amortized cost, net	139,326			2		119	2,418	136,787
Fair value	144,835			2		125	2,505	142,203
Weighted average yield	3.18			2.09		3.18	2.38	3.20
Residential
Amortized cost, net	542			—		—	—	542
Fair value	541			—		—	—	541
Weighted average yield	2.26			—		—	—	2.26
Commercial
Amortized cost, net	3,663			—		33	194	3,436
Fair value	3,559			—		30	193	3,336
Weighted average yield	2.20			—		2.49	2.50	2.18
Total mortgage-backed securities
Amortized cost, net	143,531			2		152	2,612	140,765
Fair value	148,935			2		155	2,698	146,080
Weighted average yield	3.16			2.09		3.03	2.39	3.17
Corporate debt securities
Amortized cost, net	4,972			260		1,579	2,332	801
Fair value	4,975			262		1,585	2,360	768
Weighted average yield	4.86			6.17		4.79	4.92	4.40
Collateralized loan obligations
Amortized cost, net	25,727			—		193	11,565	13,969
Fair value	24,999			—		191	11,291	13,517
Weighted average yield	2.44			—		2.85	2.56	2.34
Other
Amortized cost, net	9,055			4,690		476	1,116	2,773
Fair value	8,996			4,682		462	1,098	2,754
Weighted average yield	0.89			(0.14	)	2.51	1.34	2.18
Total available-for-sale debt securities
Amortized cost, net	$	224,467		11,310		6,774	21,625	184,758
Fair value	228,899			11,305		6,810	21,454	189,330
Weighted average yield	2.86		%	1.23		2.43	2.54	3.01


(1)	Weighted-average yields displayed by maturity bucket are weighted based on amortized cost without effect for any related hedging derivatives and are shown pre-tax.

Note 5: Available-for-Sale and Held-to-Maturity Debt Securities (continued)

Table 5.9 shows the remaining contractual maturities, amortized cost net of allowance for credit losses, fair value, and weighted-average effective yields of held-to-maturity debt securities.

Table 5.9: Contractual Maturities – Held-to-Maturity Debt Securities



By remaining contractual maturity ($ in millions)	Total			Within one year	After one year through five years	After five years through ten years	After ten years
June 30, 2020
Held-to-maturity debt securities (1):
Securities of U.S. Treasury and federal agencies
Amortized cost, net	$	48,578		21,011	23,787	—	3,780
Fair value	50,503			21,349	25,164	—	3,990
Weighted average yield	2.14		%	2.21	2.18	—	1.56
Securities of U.S. states and political subdivisions
Amortized cost, net	14,277			143	640	1,864	11,630
Fair value	14,892			145	669	1,960	12,118
Weighted average yield	2.71			1.61	2.43	2.88	2.72
Federal agency and other mortgage-backed securities
Amortized cost, net	106,133			—	15	703	105,415
Fair value	111,473			—	13	755	110,705
Weighted average yield	2.90			—	1.52	1.41	2.91
Other debt securities
Amortized cost, net	14			—	—	14	—
Fair value	14			—	—	14	—
Weighted average yield	2.40			—	—	2.40	—
Total held-to-maturity debt securities
Amortized cost, net	$	169,002		21,154	24,442	2,581	120,825
Fair value	176,882			21,494	25,846	2,729	126,813
Weighted average yield	2.66		%	2.20	2.19	2.47	2.85


(1)	Weighted-average yields displayed by maturity bucket are weighted based on amortized cost and are shown pre-tax.

Note 6: Loans and Related Allowance for Credit Losses

Table 6.1 presents total loans outstanding by portfolio segment and class of financing receivable. Outstanding balances include unearned income, net deferred loan fees or costs, and unamortized discounts and premiums. These amounts were less than 1% of our total loans outstanding at June 30, 2020, and December 31, 2019.

Outstanding balances exclude accrued interest receivable on loans, except for certain revolving loans, such as credit card loans.

During the first half of 2020, we reversed accrued interest receivable by reversing interest income of $21 million for our commercial portfolio segment and $114 million for our consumer portfolio segment. See Note 9 (Other Assets) for additional information on accrued interest receivable.

Table 6.1: Loans Outstanding



(in millions)	Jun 30, 2020		Dec 31, 2019
Commercial:
Commercial and industrial	$	350,116	354,125
Real estate mortgage	123,967		121,824
Real estate construction	21,694		19,939
Lease financing	17,410		19,831
Total commercial	513,187		515,719
Consumer:
Real estate 1-4 family first mortgage	277,945		293,847
Real estate 1-4 family junior lien mortgage	26,839		29,509
Credit card	36,018		41,013
Automobile	48,808		47,873
Other revolving credit and installment	32,358		34,304
Total consumer	421,968		446,546
Total loans	$	935,155	962,265

Our non-U.S. loans are reported by respective class of financing receivable in the table above. Substantially all of our non-U.S. loan portfolio is commercial loans. Table 6.2 presents total non-U.S. commercial loans outstanding by class of financing receivable.

Table 6.2: Non-U.S. Commercial Loans Outstanding



(in millions)	Jun 30, 2020		Dec 31, 2019
Non-U.S. Commercial Loans
Commercial and industrial	$	67,015	70,494
Real estate mortgage	6,460		7,004
Real estate construction	1,697		1,434
Lease financing	1,146		1,220
Total non-U.S. commercial loans	$	76,318	80,152

Note 6: Loans and Related Allowance for Credit Losses (continued)

Loan Purchases, Sales, and Transfers

Table 6.3 summarizes the proceeds paid or received for purchases and sales of loans and transfers from loans held for investment to mortgages/loans held for sale. The table excludes loans for which we have elected the fair value option and government insured/guaranteed real estate 1-4 family first mortgage loans because

their loan activity normally does not impact the ACL. In the first half of 2020, we sold $1.2 billion of 1-4 family first mortgage loans for a gain of $724 million, which is included in other noninterest income on our consolidated income statement. These whole loans were designated as MLHFS in 2019.

Table 6.3: Loan Purchases, Sales, and Transfers



	2020							2019
(in millions)	Commercial			Consumer		Total		Commercial		Consumer		Total
Quarter ended June 30,
Purchases	$	332		2		334		670		5		675
Sales	(1,957		)	(1	)	(1,958	)	(535	)	(153	)	(688	)
Transfers (to) from MLHFS/LHFS	(8		)	(10,379	)	(10,387	)	(89	)	(1,852	)	(1,941	)
Six months ended June 30,
Purchases	$	673		3		676		999		8		1,007
Sales	(2,770		)	(27	)	(2,797	)	(956	)	(332	)	(1,288	)
Transfers (to) from MLHFS/LHFS	69			(10,377	)	(10,308	)	(92	)	(1,852	)	(1,944	)

Commitments to Lend

A commitment to lend is a legally binding agreement to lend funds to a customer, usually at a stated interest rate, if funded, and for specific purposes and time periods. We generally require a fee to extend such commitments. Certain commitments are subject to loan agreements with covenants regarding the financial performance of the customer or borrowing base formulas on an ongoing basis that must be met before we are required to fund the commitment. We may reduce or cancel consumer commitments, including home equity lines and credit card lines, in accordance with the contracts and applicable law.

We may, as a representative for other lenders, advance funds or provide for the issuance of letters of credit under syndicated loan or letter of credit agreements. Any advances are generally repaid in less than a week and would normally require default of both the customer and another lender to expose us to loss. The unfunded amount of these temporary advance arrangements totaled approximately $77.8 billion at June 30, 2020.

We issue commercial letters of credit to assist customers in purchasing goods or services, typically for international trade. At June 30, 2020, and December 31, 2019, we had $922.6 million and $862 million, respectively, of outstanding issued commercial letters of credit. We also originate multipurpose lending commitments under which borrowers have the option to draw on the facility for different purposes in one of several forms, including a standby letter of credit. See Note 13 (Guarantees, Pledged Assets and Collateral, and Other Commitments) for additional information on standby letters of credit.

When we make commitments, we are exposed to credit risk. The maximum credit risk for these commitments will generally be lower than the contractual amount because a significant portion of these commitments are not funded. We manage the potential risk in commitments to lend by limiting the total amount of commitments, both by individual customer and in total, by monitoring the size and maturity structure of these commitments and by applying the same credit standards for these commitments as for all of our credit activities.

For loans and commitments to lend, we generally require collateral or a guarantee. We may require various types of collateral, including commercial and consumer real estate, automobiles, other short-term liquid assets such as accounts receivable or inventory and long-lived assets, such as equipment and other business assets. Collateral requirements for each loan or commitment may vary based on the loan product and our assessment of a customer’s credit risk according to the specific credit underwriting, including credit terms and structure.

The contractual amount of our unfunded credit commitments, including unissued standby and commercial letters of credit, is summarized by portfolio segment and class of financing receivable in Table 6.4. The table excludes the issued standby and commercial letters of credit and temporary advance arrangements described above.

Table 6.4: Unfunded Credit Commitments



(in millions)	Jun 30, 2020		Dec 31, 2019
Commercial:
Commercial and industrial	$	348,870	346,991
Real estate mortgage	8,394		8,206
Real estate construction	17,316		17,729
Total commercial	374,580		372,926
Consumer:
Real estate 1-4 family first mortgage	32,845		34,391
Real estate 1-4 family junior lien mortgage	35,932		36,916
Credit card	121,237		114,933
Other revolving credit and installment	23,357		25,898
Total consumer	213,371		212,138
Total unfunded credit commitments	$	587,951	585,064

Allowance for Credit Losses for Loans

Table 6.5 presents the allowance for credit losses for loans, which consists of the allowance for loan losses and the allowance for unfunded credit commitments. On January 1, 2020, we adopted CECL. Additional information on our adoption of CECL is included in Note 1 (Summary of Significant Accounting Policies). In second quarter 2020, ACL for loans increased $8.4 billion driven by

current and forecasted economic conditions due to the COVID-19 pandemic. These expected impacts were most significantly affected by anticipated changes to economic variables, as well as higher expected losses in the commercial real estate and consumer real estate mortgage loan portfolios and expected impacts of lower oil prices and deteriorating credit trends on the oil and gas portfolio.

Table 6.5: Allowance for Credit Losses for Loans



	Quarter ended June 30,					Six months ended June 30,
(in millions)	2020			2019		2020		2019
Balance, beginning of period	$	12,022		10,821		10,456		10,707
Cumulative effect from change in accounting policies (1)	—			—		(1,337	)	—
Allowance for purchased credit-deteriorated (PCD) loans (2)	—			—		8		—
Balance, beginning of period, adjusted	12,022			10,821		9,127		10,707
Provision for credit losses	9,565			503		13,398		1,348
Interest income on certain loans (3)	(38		)	(39	)	(76	)	(78	)
Loan charge-offs:
Commercial:
Commercial and industrial	(556		)	(205	)	(933	)	(381	)
Real estate mortgage	(72		)	(14	)	(75	)	(26	)
Real estate construction	—			—		—		(1	)
Lease financing	(19		)	(12	)	(32	)	(23	)
Total commercial	(647		)	(231	)	(1,040	)	(431	)
Consumer:
Real estate 1-4 family first mortgage	(20		)	(27	)	(43	)	(70	)
Real estate 1-4 family junior lien mortgage	(18		)	(29	)	(48	)	(63	)
Credit card	(415		)	(437	)	(886	)	(874	)
Automobile	(158		)	(142	)	(314	)	(329	)
Other revolving credit and installment	(113		)	(167	)	(278	)	(329	)
Total consumer	(724		)	(802	)	(1,569	)	(1,665	)
Total loan charge-offs	(1,371		)	(1,033	)	(2,609	)	(2,096	)
Loan recoveries:
Commercial:
Commercial and industrial	35			46		79		89
Real estate mortgage	5			10		10		16
Real estate construction	1			2		17		5
Lease financing	4			8		8		11
Total commercial	45			66		114		121
Consumer:
Real estate 1-4 family first mortgage	18			57		44		112
Real estate 1-4 family junior lien mortgage	30			48		65		91
Credit card	88			88		182		173
Automobile	52			90		126		186
Other revolving credit and installment	25			31		56		65
Total consumer	213			314		473		627
Total loan recoveries	258			380		587		748
Net loan charge-offs	(1,113		)	(653	)	(2,022	)	(1,348	)
Other	—			(29	)	9		(26	)
Balance, end of period	$	20,436		10,603		20,436		10,603
Components:
Allowance for loan losses	$	18,926		9,692		18,926		9,692
Allowance for unfunded credit commitments	1,510			911		1,510		911
Allowance for credit losses for loans	$	20,436		10,603		20,436		10,603
Net loan charge-offs (annualized) as a percentage of average total loans	0.46		%	0.28		0.42		0.29
Allowance for loan losses as a percentage of total loans	2.02			1.02		2.02		1.02
Allowance for credit losses for loans as a percentage of total loans	2.19			1.12		2.19		1.12


(1)	Represents the overall decrease in our allowance for credit losses for loans as a result of our adoption of CECL on January 1, 2020.


(2)	Represents the allowance estimated for PCI loans that automatically became PCD loans with the adoption of CECL. For more information, see Note 1 (Summary of Significant Accounting Policies).


(3)	Loans with an allowance measured by discounting expected cash flows using the loan’s effective interest rate over the remaining life of the loan recognize changes in allowance attributable to the passage of time as interest income.

Note 6: Loans and Related Allowance for Credit Losses (continued)

Table 6.6 summarizes the activity in the allowance for credit losses for loans by our commercial and consumer portfolio segments.

Table 6.6: Allowance for Credit Losses for Loans Activity by Portfolio Segment



						2020						2019
(in millions)	Commercial			Consumer		Total		Commercial		Consumer		Total
Quarter ended June 30,
Balance, beginning of period	$	5,279		6,743		12,022		6,428		4,393		10,821
Provision for credit losses	6,999			2,566		9,565		46		457		503
Interest income on certain loans (1)	(12		)	(26	)	(38	)	(14	)	(25	)	(39	)
Loan charge-offs	(647		)	(724	)	(1,371	)	(231	)	(802	)	(1,033	)
Loan recoveries	45			213		258		66		314		380
Net loan charge-offs	(602		)	(511	)	(1,113	)	(165	)	(488	)	(653	)
Other	5			(5	)	—		3		(32	)	(29	)
Balance, end of period	$	11,669		8,767		20,436		6,298		4,305		10,603
Six months ended June 30,
Balance, beginning of period	$	6,245		4,211		10,456		6,417		4,290		10,707
Cumulative effect from change in accounting policies (1)	(2,861		)	1,524		(1,337	)	—		—		—
Allowance for purchased credit-deteriorated (PCD) loans (2)	—			8		8		—		—		—
Balance, beginning of period, adjusted	3,384			5,743		9,127		6,417		4,290		10,707
Provision for credit losses	9,239			4,159		13,398		210		1,138		1,348
Interest income on certain loans (3)	(26		)	(50	)	(76	)	(25	)	(53	)	(78	)
Loan charge-offs	(1,040		)	(1,569	)	(2,609	)	(431	)	(1,665	)	(2,096	)
Loan recoveries	114			473		587		121		627		748
Net loan charge-offs	(926		)	(1,096	)	(2,022	)	(310	)	(1,038	)	(1,348	)
Other	(2		)	11		9		6		(32	)	(26	)
Balance, end of period	$	11,669		8,767		20,436		6,298		4,305		10,603


(1)	Represents the overall decrease in our allowance for credit losses for loans as a result of our adoption of CECL on January 1, 2020.


(2)	Represents the allowance estimated for PCI loans that automatically became PCD loans with the adoption of CECL. For more information, see Note 1 (Summary of Significant Accounting Policies).


(3)	Loans with an allowance measured by discounting expected cash flows using the loan’s effective interest rate over the remaining life of the loan recognize changes in allowance attributable to the passage of time as interest income.

Table 6.7 disaggregates our allowance for credit losses for loans and recorded investment in loans by impairment methodology. This information is no longer relevant after

December 31, 2019, given our adoption of CECL on January 1, 2020, which has a single impairment methodology.

Table 6.7: Allowance for Credit Losses for Loans by Impairment Methodology



	Allowance for credit losses for loans				Recorded investment in loans
(in millions)	Commercial		Consumer	Total	Commercial	Consumer	Total
December 31, 2019
Collectively evaluated (1)	$	5,778	3,364	9,142	512,586	436,081	948,667
Individually evaluated (2)	467		847	1,314	3,133	9,897	13,030
PCI (3)	—		—	—	—	568	568
Total	$	6,245	4,211	10,456	515,719	446,546	962,265


(1)	Represents non-impaired loans evaluated collectively for impairment.


(2)	Represents impaired loans evaluated individually for impairment.


(3)	Represents the allowance for loan losses and related loan carrying value for PCI loans.

Credit Quality

We monitor credit quality by evaluating various attributes and utilize such information in our evaluation of the appropriateness of the allowance for credit losses. The following sections provide the credit quality indicators we most closely monitor. The credit quality indicators are generally based on information as of our financial statement date, with the exception of updated Fair Isaac Corporation (FICO) scores and updated loan-to-value (LTV)/combined LTV (CLTV). We obtain FICO scores at loan origination and the scores are generally updated at least quarterly, except in limited circumstances, including compliance with the Fair Credit Reporting Act (FCRA). Generally, the LTV and CLTV indicators are updated in the second month of each quarter, with updates no older than March 31, 2020. Amounts disclosed in the credit quality tables that follow are not comparative between reported periods due to our adoption of CECL on January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies).

COMMERCIAL CREDIT QUALITY INDICATORS We manage a consistent process for assessing commercial loan credit quality. Generally, commercial loans are subject to individual risk assessment using our internal borrower and collateral quality ratings, which is our primary credit quality indicator. Our ratings are aligned to federal banking regulators’ definitions of pass and criticized categories with the criticized category including special mention, substandard, doubtful, and loss categories.

Table 6.8 provides a breakdown of outstanding commercial loans by risk category. In connection with our adoption of CECL, credit quality information is provided with the year of origination for term loans. Revolving loans may convert to term loans as a result of a contractual provision in the original loan agreement or if modified in a TDR. At June 30, 2020, we had $475.0 billion and $38.2 billion of pass and criticized loans respectively.

Table 6.8: Commercial Loans Categories by Risk Categories and Vintage (1)



	Term loans by origination year								Revolving loans	Revolving loans converted to term loans	Total
(in millions)	2020		2019	2018	2017	2016		Prior	Revolving loans	Revolving loans converted to term loans	Total
June 30, 2020
Commercial and industrial
Pass	$	46,042	46,198	20,195	10,082	6,048		6,347	189,019	215	324,146
Criticized	1,461		1,886	2,170	1,367	592		510	17,863	121	25,970
Total commercial and industrial	47,503		48,084	22,365	11,449	6,640		6,857	206,882	336	350,116
Real estate mortgage
Pass	12,781		29,006	21,842	13,270	13,973		18,728	5,134	104	114,838
Criticized	789		1,609	1,440	1,306	1,217		2,358	410	—	9,129
Total real estate mortgage	13,570		30,615	23,282	14,576	15,190		21,086	5,544	104	123,967
Real estate construction
Pass	2,970		6,823	5,319	2,432	879		396	1,592	8	20,419
Criticized	26		329	500	144	265		10	1	—	1,275
Total real estate construction	2,996		7,152	5,819	2,576	1,144		406	1,593	8	21,694
Lease financing
Pass	2,068		4,626	2,786	2,063	1,595		2,480	—	—	15,618
Criticized	178		562	485	264	174		129	—	—	1,792
Total lease financing	2,246		5,188	3,271	2,327	1,769		2,609	—	—	17,410
Total commercial loans	$	66,315	91,039	54,737	30,928	24,743		30,958	214,019	448	513,187
						Commercial and industrial		Real estate mortgage	Real estate construction	Lease financing	Total
December 31, 2019
By risk category:
Pass						$	338,740	118,054	19,752	18,655	495,201
Criticized						15,385		3,770	187	1,176	20,518
Total commercial loans						$	354,125	121,824	19,939	19,831	515,719


(1)	Disclosure is not comparative due to our adoption of CECL on January 1, 2020. For more information, see Note 1 (Summary of Significant Accounting Policies).

Note 6: Loans and Related Allowance for Credit Losses (continued)

Table 6.9 provides past due information for commercial loans, which we monitor as part of our credit risk management practices; however, delinquency is not a primary credit quality indicator for commercial loans. Payment deferral activities instituted in response to the COVID-19 pandemic may delay recognition of delinquencies for customers who otherwise would have moved into past due status.

Table 6.9: Commercial Loan Categories by Delinquency Status



(in millions)	Commercial and industrial		Real estate mortgage	Real estate construction	Lease financing	Total
June 30, 2020
By delinquency status:
Current-29 days past due (DPD) and still accruing	$	346,680	122,136	21,580	17,045	507,441
30-89 DPD and still accruing	439		570	80	227	1,316
90+ DPD and still accruing	101		44	—	—	145
Nonaccrual loans	2,896		1,217	34	138	4,285
Total commercial loans	$	350,116	123,967	21,694	17,410	513,187
December 31, 2019
By delinquency status:
Current-29 DPD and still accruing	$	352,110	120,967	19,845	19,484	512,406
30-89 DPD and still accruing	423		253	53	252	981
90+ DPD and still accruing	47		31	—	—	78
Nonaccrual loans	1,545		573	41	95	2,254
Total commercial loans	$	354,125	121,824	19,939	19,831	515,719

CONSUMER CREDIT QUALITY INDICATORS We have various classes of consumer loans that present unique credit risks. Loan delinquency, FICO credit scores and LTV for 1-4 family mortgage loans are the primary credit quality indicators that we monitor and utilize in our evaluation of the appropriateness of the allowance for credit losses for the consumer portfolio segment.

Many of our loss estimation techniques used for the allowance for credit losses rely on delinquency-based models; therefore, delinquency is an important indicator of credit quality and the establishment of our allowance for credit losses.

Table 6.10 provides the outstanding balances of our consumer portfolio by delinquency status. Payment deferral activities instituted in response to the COVID-19 pandemic may delay recognition of delinquencies for customers who otherwise would have moved into past due status.

In connection with our adoption of CECL, credit quality information is provided with the year of origination for term loans. Revolving loans may convert to term loans as a result of a contractual provision in the original loan agreement or if modified in a TDR. The revolving loans converted to term loans in the credit card loan category represent credit card loans with modified terms that require payment over a specific term.

Table 6.10: Consumer Loan Categories by Delinquency Status and Vintage (1)



	Term loans by origination year							Revolving loans	Revolving loans converted to term loans
(in millions)	2020		2019	2018	2017	2016	Prior	Revolving loans	Revolving loans converted to term loans	Total
June 30, 2020
Real estate 1-4 family first mortgage
By delinquency status:
Current-29 DPD	$	30,155	54,199	21,265	32,823	38,466	76,491	7,644	1,994	263,037
30-59 DPD	25		37	30	26	60	771	23	39	1,011
60-89 DPD	1		2	6	8	14	370	14	25	440
90-119 DPD	—		—	1	4	6	166	8	15	200
120-179 DPD	—		—	—	2	3	127	9	20	161
180+ DPD	—		—	3	6	9	482	9	125	634
Government insured/guaranteed loans (2)	5		73	206	334	669	11,175	—	—	12,462
Total real estate 1-4 family first mortgage	30,186		54,311	21,511	33,203	39,227	89,582	7,707	2,218	277,945
Real estate 1-4 family junior mortgage
By delinquency status:
Current-29 DPD	12		39	47	42	36	1,382	18,052	6,730	26,340
30-59 DPD	1		1	—	—	—	26	47	79	154
60-89 DPD	—		2	2	4	2	13	23	49	95
90-119 DPD	—		—	—	—	—	8	12	30	50
120-179 DPD	—		—	—	—	—	4	10	34	48
180+ DPD	1		—	—	1	1	14	13	122	152
Total real estate 1-4 family junior mortgage	14		42	49	<