KEYCORP /NEW/ - FORM 8-K - EX-99.2

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KeyCorp

Second Quarter 2012 Earnings Review

July 19, 2012

Beth E. Mooney

Chairman and

Chief Executive Officer

Jeffrey B. Weeden

Chief Financial Officer

Exhibit 99.2

FORWARD-LOOKING STATEMENTS AND ADDITIONAL

INFORMATION DISCLOSURE

This presentation contains and we may, from time to time, make forward-looking statements within the meaning of the Private Securities Litigation

Reform Act of 1995, including statements about Key’s financial condition, results of operations, earnings outlook, asset quality trends, capital

levels and profitability. Forward-looking statements are not historical facts but instead represent only management’s current expectations and

forecasts regarding future events, many of which, by their nature, are inherently uncertain and outside of Key’s control. Forward-looking

statements usually can be identified by the use of words such as “goal,” “objective,” plan,” “expect,” “anticipate,” “intend,” “project,” “believe,”

“estimate” or other words of similar meaning.

Our forward-looking statements are subject to the following principal risks and uncertainties: the economic recovery may face challenges causing

its momentum to falter or a further recession; the Dodd-Frank Wall Street Reform and Consumer Protection Act and other reforms will subject us

to a variety of new and more stringent legal and regulatory requirements, including increased scrutiny from our regulators; changes in local,

regional and international business, economic or political conditions in the regions where we operate or have significant assets; changes in trade,

monetary and fiscal policies of various governmental bodies and central banks could affect the economic environment in which we operate; our

ability to effectively deal with an economic slowdown or other economic or market difficulty; adverse changes in credit quality trends; our ability to

determine accurate values of certain assets and liabilities; adverse behaviors in foreign exchange rates, securities, public debt, and capital

markets, including changes in market liquidity and volatility; our ability to anticipate interest rate changes correctly and manage interest rate risk

presented through unanticipated changes in our interest rate risk position and/or short- and long-term interest rates; unanticipated changes in our

liquidity position, including but not limited to our ability to enter the financial markets to manage and respond to any changes to our liquidity

position; adequacy of our risk management program; reduction of the credit ratings assigned to KeyCorp and KeyBank; increased competitive

pressure due to industry consolidation; unanticipated adverse affects of acquisitions and dispositions of assets, business units or affiliates; and

operational or risk management failures due to technological, cybersecurity threats or other factors.

We provide greater detail regarding some of these factors in our 2011 Form 10-K, including in Item 1A. Risk Factors and in Item 7. Management’s

Discussion and Analysis of Financial Condition and Results of Operation under the heading “Risk Management,” as well as in our subsequent

SEC filings, all of which are accessible on our website at www.key.com/ir and on the SEC’s website at www.sec.gov.

Key does not undertake any obligation to update the forward-looking statements to reflect the impact of circumstances or events that may arise

after the date of the forward-looking statements. Actual results or future events could differ, possibly materially, from those anticipated in forward-

looking statements, as well as from historical performance.

This presentation also includes certain Non-GAAP financial measures related to “tangible common equity, “Tier 1 common equity,” and “pre-

provision net revenue.” Management believes these ratios may assist investors, analysts and regulators in analyzing Key’s financials. Although

Key has procedures in place to ensure that these measures are calculated using the appropriate GAAP or regulatory components, they have

limitations as analytical tools and should not be considered in isolation, or as a substitute for analysis of results under GAAP. For more

information on these calculations and to view the reconciliations to the most comparable GAAP measures, please refer to the Appendix to this

presentation or our most recent earnings press release, which is accessible at www.key.com/ir.

Web addresses referenced in this slide are inactive textual references only. Information on these websites is not part of this document.

Second quarter net income up 11% from 1Q12

Company-wide initiatives to improve efficiency

Continued improvement in credit quality

Growing client relationships and engagement

Acquired 37 branches in Upstate New York

Growth in average loans driven by C&I

Growing the

Franchise

Executing common stock repurchase program

Increased common dividend for 2Q12 from $.03 to $.05

Strong capital levels; positioned for Basel III

Execution of

Business

Plan

Investor Highlights –

Second Quarter 2012

Strategic statement: Key grows by building enduring relationships

through client-focused solutions and extraordinary service

Disciplined

Capital

Management

Driving Growth through Efficiency

Expected Benefit

$150 -

$200 MM

December 2013

69%

60% -

65%

$150 -

$200 MM

Efficiency Ratio

(a)

2Q12

Target

Impact of

Initiatives

(a)

From continuing operations, before restructuring costs

Corporate

Bank

Community

Bank

Shared

Services

End-to-end process

optimization

Organizational design –

span and layers

Strategic sourcing

Branch rationalization

Improve variability of cost

to serve

Sales and service

productivity

Occupancy

Demand management

Company-wide Initiatives

Aligning cost structure with operating environment

Branch Acquisition Strengthens Market Share

Key Branch

HSBC Branch

Source: SNL; based on Buffalo-Niagara Falls MSA and Rochester MSA

Buffalo

Rochester

Benefits of Acquisition

Gaining Meaningful Share

Strengthens Key’s local presence in attractive

markets of Buffalo and Rochester, New York

Enhances ability to acquire customers and

provide exceptional service

Adds ATM check imaging capabilities

Provides liquidity to fund organic growth and

remain flexible with debt maturities

Leverages existing cost structure across larger

base

Seamless and successful conversion

Transaction closed July 13, 2012, adding $2.1 billion in deposits and $260 million in loans

Delivering Shareholder Value

Executing Relationship Strategy

Moderate Risk Profile

High Quality, Diverse Revenue Streams

Positive Operating Leverage

Disciplined Capital Management

ROA Target: 1.00% -

1.25%

Financial Review

Financial Summary –

Second Quarter 2012

Capital

(b)

Asset Quality

(a)

Financial

Performance

(a)

TE = Taxable equivalent, EOP = End of Period

(a)

From continuing operations

(b)

From consolidated operations

(c)

6-30-12 ratios are estimated

(d)

Non-GAAP measure: see slide 24 of Appendix for reconciliation

Income from continuing operations attributable to Key

$.23

$.21

$.26

common shareholders

Net interest margin (TE)

3.06%

3.16%

3.19%

Return on average total assets

1.12

1.02

1.23

Tier 1 common equity

(c), (d)

11.7%

11.5%

11.1%

Tier 1 risk-based capital

(c)

12.5

13.3

13.9

Tangible common equity to tangible assets

(d)

10.4

10.3

9.7

Book value per common share

$10.43

$10.26

$9.88

Net loan charge-offs to average loans

.63%

.82%

1.11%

NPLs to EOP portfolio loans

1.32

1.35

1.76

NPAs to EOP portfolio loans + OREO + Other NPAs

1.51

1.55

1.98

Allowance for loan losses to period-end loans

1.79

1.92

2.57

Allowance for loan losses to NPLs

135.2

141.7

146.1

Metrics

2Q12 1Q12 2Q11

$10

$20

$30

$40

$50

$60

2Q11

3Q11

4Q11

1Q12

2Q12

Average balances grew for the third consecutive

quarter, driven by growth in C&I loans

Strong spring home equity campaign drove

period-end Community Bank home equity loans

5% higher in 2Q12

Originated $10.3 billion in new or renewed lending

commitments during 2Q12, up 8% from prior year

Continuing to leverage integrated business model

and focus on targeted segments

Loan Growth

$ in billions

Highlights

Average Commercial & Industrial Loans

C&I loans

Utilization rate

Quarterly % Change in Average C&I Loans

Average Loans

Exit Portfolios

Home Equity & Other

C&I & Leasing

Commercial Real Estate

$ in billions

$48.5

$20.1

$19.6

$18.3

$17.4

$16.9

47.3%

46.9%

46.3%

44.4%

43.4%

$10

$15

$20

$25

2Q11

3Q11

4Q11

1Q12

2Q12

30%

40%

50%

60%

(5.7)%

(4.4)%

(2.3)%

(1.5)%

3.7%

5.4%

7.2%

2.5%

2.7%

(12.0)%

(8.0)%

(4.0)%

.0%

4.0%

8.0%

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

$48.0

$48.7

$49.4

$45.3

$46.5

$48.2

$48.8

$50.8

.10%

.12%

.17%

.13%

.15%

$25

$35

$45

$55

2Q11

3Q11

4Q11

1Q12

2Q12

.00%

.10%

.20%

.30%

Improving Deposit Mix

Highlights

Average Non-time Deposits

(a)

Higher cost CDs continue to decline, while lower

cost deposits have remained strong

Improved funding mix has reduced the cost of

deposits, which is down 6 bps from 1Q12

Total CD maturities and average cost

–

2012 Q3: $2.5 billion at 2.23%

–

2012 Q4: $1.3 billion at 2.18%

–

2013: $3.2 billion at 1.77%

–

2014 & beyond: $2.0 billion at 3.28%

Average

CD Balances

$ in billions

(a) Excludes time deposits and deposits in foreign office

(b) Represents period-end consolidated total loans and loans held for sale (excluding education loans in the securitization

trusts) divided by period-end consolidated total deposits (excluding deposits in foreign office)

Loan to Deposit Ratio

(b)

Continuing operations

Discontinued operations

Cost of non-time deposits

Non-time deposits

Average rate on CDs

Total average CDs

81%

80%

82%

86%

87%

86%

25%

50%

75%

100%

2Q11

3Q11

4Q11

1Q12

2Q12

$9.5

$10.1

$10.8

$11.7

$12.4

2.59%

2.53%

2.60%

2.48%

2.42%

$10

$15

$20

2Q11

3Q11

4Q11

1Q12

2Q12

.00%

1.00%

2.00%

3.00%

4.00%

5.00%

$950

$914

$859

$767

$751

1.32%

1.35%

1.47%

1.64%

1.76%

$400

$800

$1,200

$1,600

2Q11

3Q11

4Q11

1Q12

2Q12

0.00%

1.00%

2.00%

3.00%

$888

$944

$1,004

$1,131

$1,230

2.35%

2.03%

2.57%

1.92%

1.79%

$400

$800

$1,200

$1,600

2Q11

3Q11

4Q11

1Q12

2Q12

0.00%

1.00%

2.00%

3.00%

4.00%

135.2%

141.7%

138.1%

143.5%

146.1%

50%

100%

150%

200%

2Q11

3Q11

4Q11

1Q12

2Q12

$134

$109

$105

$101

$77

$21

$42

$(22)

$10

$(8)

.63%

.82%

.86%

.90%

1.11%

-$100

$100

$200

$300

2Q11

3Q11

4Q11

1Q12

2Q12

-1.00%

.00%

1.00%

2.00%

3.00%

Nonperforming Assets

Net Charge-offs & Provision for Loan and Lease Losses

NPLs

NPLs to period-end loans

NCOs

Provision for loan and

lease losses

NCOs to average loans

Allowance for Loan and Lease Losses

Allowance to Nonperforming Loans

Allowance for loan

and lease losses

ALLL to period-end loans

$ in millions

NPLs held for sale,

OREO & other NPAs

Continued Improvement in Asset Quality

Total Revenue

TE = Taxable equivalent

$ in millions

Continuing Operations

Net interest margin

Net interest income

Highlights

Net Interest Margin (TE) Trend

Net interest margin down due to early

termination of leveraged leases and continued

low rate environment

Higher noninterest income driven by leveraged

lease terminations and gains from loan sales

Pressure in market-sensitive businesses

continues to challenge Key and the industry

New client acquisition and execution of

relationship-based model will provide

opportunities to grow noninterest income

Noninterest Income and % of Total Revenue

Noninterest income

Noninterest income to

total revenue

$ in millions

$544

$559

$563

$555

$570

3.09%

3.13%

3.19%

3.16%

3.06%

$150

$300

$450

$600

$750

2Q11

3Q11

4Q11

1Q12

2Q12

0.00%

2.00%

4.00%

6.00%

$454

$483

$414

$472

$485

47.1%

45.8%

44.3%

42.4%

46.5%

$200

$400

$600

2Q11

3Q11

4Q11

1Q12

2Q12

30.0%

40.0%

50.0%

60.0%

$380

$382

$387

$385

$389

$300

$310

$330

$318

$325

$200

$400

$600

$800

2Q11

3Q11

4Q11

1Q12

2Q12

Focused Expense Management

Noninterest Expense

Personnel expense

$ in millions

Highlights

Noninterest expense increased $11 million from

1Q12

–

Elevated expenses related to acquisition of

branches in Upstate New York

–

Costs related to company-wide efficiency

initiatives

–

Higher marketing expense correlated with

robust spring home equity campaign

Key remains focused on operating leverage, with

newly announced efficiency initiatives in place

–

Targeting $150 -

$200 million in expense

reductions by December 2013, with full-year

impact expected in 2014

Average FTEs

Non-personnel expense

$680

15,584

15,404

15,424

15,665

15,301

15,349

15,490

15,381

15,455

14,000

15,000

16,000

17,000

18,000

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

$692

$717

$703

$714

Strong capital position supports growth

Disciplined capital management process

–

Executing share repurchases

–

Increased dividend for 2Q12 from $.03 to

$.05 per common share

Estimated Basel III tier 1 common equity ratio of

10.9%

(a)

Tier 1 Common Equity

(b), (c)

Tangible Common Equity to Tangible Assets

(b)

Strong Capital Ratios

Highlights

Book Value per Share

10.4%

10.3%

9.7%

9.8%

9.9%

0.00%

3.00%

6.00%

9.00%

12.00%

2Q11

3Q11

4Q11

1Q12

2Q12

$10.43

$10.26

$9.88

$10.09

$8.00

$8.50

$9.00

$9.50

$10.00

$10.50

2Q11

3Q11

4Q11

1Q12

2Q12

11.1%

11.7%

11.5%

11.3%

0.00%

3.00%

6.00%

9.00%

12.00%

2Q11

3Q11

4Q11

1Q12

2Q12

(a)

Based upon June 30, 2012 pro forma analysis; see slide 25 of Appendix for further detail

(b)

Non-GAAP measure: see slide 24 of Appendix for reconciliation

(c)

6-30-12 ratio is estimated

Appendix

(a)

Continuing operations, unless otherwise noted

(b)

Represents period-end consolidated total loans and loans held for sale (excluding education loans in the securitization trusts)

divided by period-end consolidated total deposits (excluding deposits in foreign office)

Progress on Targets for Success

KEY Business

Model

KEY Metrics

(a)

KEY

2Q12

KEY

1Q12

Targets

Action Plans

Core funded

Loan to deposit ratio

(b)

86%

87%

90-100%

Leverage integrated model to grow

relationships and loans

Improve deposit mix

Returning to a

moderate risk

profile

NCOs to average loans

.63%

.82%

40-50 bps

Focus on relationship clients

Exit noncore portfolios

Limit concentrations

Focus on risk-adjusted returns

Growing high

quality, diverse

revenue streams

Net interest margin

3.06%

3.16%

>3.50%

Improve funding mix

Focus on risk-adjusted returns

Grow client relationships

Leverage Key’s total client solutions and

cross-selling capabilities

Noninterest income

to total revenue

47%

46%

>40%

Creating positive

operating

leverage

Efficiency ratio

69%

68%

60-65%

Improve efficiency and effectiveness

Leverage technology

Change cost base to more variable from

fixed

Executing our

strategies

Return on average

assets

1.12%

1.02%

1.00-1.25%

Execute our client insight-driven

relationship model

Focus on operating leverage

Improved funding mix with lower cost core

deposits

Community Bank: Engaging Relationships

Performance Metrics

* Initiated tracking of engaged clients

Engaged: A relationship client as determined by product or transaction activity

Focusing on targeted clients, alignment, capabilities and channels

•

Four consecutive quarters of average

loan growth

•

Strong spring borrowing campaign

drove home equity balances 5% higher

during 2Q12

•

Continued improvement in deposit mix

•

Net charge-offs of 74 bps at lowest level

in 4 years

•

2Q12 noninterest income up 8% from

prior quarter and 2% from prior year

•

Relationship Rewards program

enrollment continues to grow

3Q11*

2Q12

Unengaged Client

Engaged Client

•

Results in deeper, more profitable engaged clients

Corporate Bank: Deepening Relationships

Note:

New client relationships have YTD revenue exceeding $5,000

Leveraging product breadth, industry focus, distinctive knowledge and

capabilities

•

Results in client acquisition and broadened relationships

•

$37MM in YTD revenue from new

client relationships

•

New corporate and investment

banking and real estate capital

clients have average YTD revenue

of $300K

•

Our targeted new clients provide

more fee income, borrow more and

have a better risk profile than our

overall portfolio average

•

$54MM in YTD revenue from

enhanced client relationships, an

average of $497K per client

Performance Metrics

118

167

224

284

120

180

240

300

Jan-12

Feb-12

Mar-12

Apr-12

May-12

Jun-12

109

100

125

Jan-12

Feb-12

Mar-12

Apr-12

May-12

Jun-12

Expanded client relationships require YTD revenue to exceed FY11 revenue by more than $100,000

$17.4

$17.5

$18.4

$18.5

$19.0

2.89%

3.01%

3.07%

3.15%

3.20%

$10

$15

$20

$25

2Q11

3Q11

4Q11

1Q12

2Q12

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

Average Total Investment Securities

Highlights

Average AFS securities

$ in billions

High Quality Investment Portfolio

Portfolio composed of Agency or GSE backed:

GNMA, Fannie & Freddie

–

No private label MBS or financial paper

Average portfolio life at 6/30/12: 2.3 years

Unrealized net gain of $437 million on available-

for-sale securities portfolio at 6/30/12

Mortgage paydowns of $1.5 billion in both 2Q12

and 1Q12

Securities to Total Assets

(a)

(a) Includes end of period held-to-maturity and available-for-sale securities

20.3%

20.2%

21.1%

21.0%

20.4%

10%

15%

20%

25%

2Q11

3Q11

4Q11

1Q12

2Q12

Average yield

Average HTM securities

N/M = Not Meaningful

(a)

Net loan charge-off amounts are annualized in calculation. NCO ratios for discontinued operations and consolidated Key exclude education

loans in the securitization trusts since valued at fair-market value

(b)

6-30-12 allowance by portfolio is estimated. Allowance/period loans ratios for discontinued operations and consolidated Key exclude

education loans in the securitization trusts since valued at fair-market value

Credit Quality

Credit Quality by Portfolio

$ in millions

Allowance /

period-end

loans

(b)

Allowance /

NPLs

Net loan

charge-offs

Net loan

charge-offs

(a)

average loans

Nonperforming

loans

Ending

allowance

(b)

Period-end

loans

Average

loans

6/30/12

2Q12

1Q12

2Q12

1Q12

6/30/12

3/31/12

6/30/12

Allowance /

period-end

loans

(b)

Allowance /

NPLs

Net loan

charge-offs

Net loan

charge-offs

(a)

average loans

Nonperforming

loans

Ending

allowance

(b)

Commercial, financial and agricultural

$20,386

$20,132

$15

.06

.31

$141

$168

$304

1.49

215.60

Commercial real estate:

Commercial mortgage

7,409

7,613

.48

1.06

172

175

250

3.37

145.35

Construction

1,172

1,216

1.32

3.13

4.69

80.88

Commercial lease financing

5,636

5,700

.71

1.21

377.78

Real estate - residential mortgage

2,016

1,990

1.21

1.03

1.29

33.33

Home equity:

Key Community Bank

9,601

9,359

.90

1.01

141

109

.83

56.74

Other

479

493

5.71

5.40

5.01

141.18

Consumer other— Key Community Bank

1,263

1,247

2.58

3.03

2.69

N/M

Consumer other:

Marine

1,542

1,596

1.76

2.35

3.05

247.37

Other

101

100

8.04

3.41

N/M

Continuing total

$49,605

$49,446

$77

$101

.63

.82

$657

$666

$888

1.79

135.16

Discontinued operations - education

lending business

5,483

5,613

1.64

2.51

2.72

438.89

Consolidated total

$55,088

$55,059

$89

$120

.68

.92

$675

$685

$967

1.84

143.26

Vintage (% of Loans)

Loan Balances

Average Loan

Size ($)

Average

FICO

Average

LTV

% of Loans

LTV>90%

2011 and

later

2010

2009

2008

2007 and

prior

Home equity loans and lines

First lien

23,012

745

Second lien

458

24,321

730

32.4

Total home equity loans and lines

479

24,260

731

31.0

Nonaccrual loans

First lien

19,377

730

100

Second lien

27,016

706

37.2

Total home equity nonaccrual loans

26,598

706

35.7

Exit Portfolio - Home Equity

Second quarter net charge-offs

Net loan charge-offs to average loans

5.71

(a)

Average LTVs are at origination. Current average LTVs for Community Bank total home equity loans and lines is approximately 79%,

which compares to 81% at the end of the first quarter 2012.

Community Bank –

Home Equity

Exit Portfolio –

Home Equity

$ in millions, except average loan size

(a)

Home Equity Loans –

6/30/12

Vintage (% of Loans)

Loan Balances

Average Loan

Size ($)

Average

FICO

Average

LTV

% of Loans

LTV>90%

2011 and

later

2010

2009

2008

2007 and

prior

Home equity loans and lines

First lien

5,220

62,244

756

Second lien

4,381

46,995

754

3.1

Total home equity loans and lines

9,601

54,217

755

1.8

Nonaccrual loans

First lien

65,339

719

1.1

Second lien

50,767

713

3.1

Total home equity nonaccrual loans

141

56,728

716

1.9

Community Bank - Home Equity

Second quarter net charge-offs

Net loan charge-offs to average loans

.90

Exit Loan Portfolio Trend (Excluding Discontinued Operations)

Exit Loan Portfolio

$ in millions

(a)

Includes (1) the business aviation, commercial vehicle, office products, construction and industrial leases; (2) Canadian lease financing

portfolios; and (3) all remaining balances related to lease in, lease out; sale in, lease out; service contract leases; and qualified technological

equipment leases

(b)

Includes loans in Key’s consolidated education loan securitization trusts

(c)

Credit amounts indicate recoveries exceeded charge-offs

$ in millions

Exit Loan Portfolio

$3,431

$3,899

$4,217

$4,435

$4,736

$1,500

$3,000

$4,500

$6,000

2Q11

3Q11

4Q11

1Q12

2Q12

Change

6-30-12 vs.

6-30-12

3-31-12

2Q12

1Q12

(c)

6-30-12

3-31-12

Residential properties –

homebuilder

$33

$34

$(1)

$14

$17

Marine and RV floor plan

(20)

Commercial lease financing

(a)

1,237

1,534

(297)

(1)

Total commercial loans

1,309

1,627

(318)

Home equity –

Other

479

507

(28)

Marine

1,542

1,654

(112)

RV and other consumer

101

111

(10)

Total consumer loans

2,122

2,272

(150)

Total exit loans in loan portfolio

$3,431

$3,899

$(468)

$19

$26

$75

$103

Discontinued operations -

education

lending business (not included in exit loans above)

(b)

$5,483

$5,715

$(232)

$12

$19

$18

$19

Balance on

Nonperforming

Status

Balance

Outstanding

Charge-offs

Net Loan

Credit Quality Trends

Quarterly Change in Criticized Outstandings

(a)

Delinquencies to Period-end Total Loans

(a)

Loan and Lease Outstandings

30 –

89 days delinquent

90+ days delinquent

(14.4)%

(6.8)%

(13.6)%

(10.2)%

(12.3)%

(11.2)%

(16.7)%

(14.3)%

(12.8)%

(1.0)%

(8.1)%

(2.0)%

2.8%

-20%

-15%

-10%

-5%

2Q09

3Q09

4Q09

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

GAAP to Non-GAAP Reconciliation

$ in millions

(a)

Includes net unrealized gains or losses on securities available for sale (except for net unrealized losses on marketable equity securities), net gains or losses

on cash flow hedges, and amounts resulting from the December 31, 2006, adoption and subsequent application of the applicable accounting guidance for

defined benefit and other postretirement plans.

(b)

Other assets deducted from Tier 1 capital and net risk-weighted assets consist of disallowed deferred tax assets of $75 million at June 30, 2011, disallowed

intangible assets (excluding goodwill) and deductible portions of nonfinancial equity investments. There were no disallowed deferred tax assets at June 30,

2012 and March 31, 2012.

(c)

6-30-12 amount is estimated.

(3) Includes AFS mark-to-market, cash flow hedges on items recognized at fair value on the balance sheet, and defined

benefit pension liability.

(2) 6-30-12 capital information is estimated.

(4) Deferred tax asset subject to future taxable income for realization, primarily tax credit carryforwards.

(1) Tier 1 common equity is a non-generally accepted accounting principle (GAAP) financial measure that is used by

investors, analysis and bank regulatory agencies to assess the capital position of financial services companies.

Management reviews Tier 1 common equity along with other measures of capital as part of its financial analyses.

(5) The amount of regulatory capital and risk-weighted assets estimated under Basel III (as fully phased-in on January 1,

2019) is based upon the federal banking agencies' notices of proposed rulemaking, which implement Basel III and the

Standardized Approach.

Tier 1 Common Equity under Basel III (estimated)

KeyCorp & Subsidiaries

TIER 1 COMMON EQUITY UNDER BASEL III (ESTIMATES)

(1)

Quarter ended

June 30,

($ in billions)

2012

(2)

Tier 1 Common Equity under Basel I

$9.0

Adjustments from Basel I to Basel III:

(0.1)

$8.8

Total risk-weighted assets under Basel I

$77.0

Adjustments from Basel I to Basel III:

Market Risk Impact

0.6

Loan Commitments < 1 Year

1.1

Residential Mortgage Loans & Home Equity

1.7

Other

0.7

Total risk-weighted assets under Basel III

81.1

Tier 1 common equity to total risk-weighted assets

anticipated under Basel III

10.9%

Deferred Tax Assets

(4)

Cumulative Other Comprehensive Income

(3)

Tier 1 common equity anticipated under Basel III

(5)

Attached files

KEYCORP /NEW/ Reports

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