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Citigroup

Financial Services Conference

John Stumpf
p
Chairman and Chief Executive Officer

March 10, 2011

© 2011 Wells Fargo & Company. All rights reserved.

Forward-looking statements and additional information

This presentation contains forward-looking statements about our future financial performance. These forward-looking
statements include statements using words such as “believe,” “expect,” “anticipate,” “estimate,” “should,” “may,” “can,”
“will,” “outlook,” “appears” or similar expressions. Forward-looking statements in this presentation include, among
others, statements about: expected or estimated future losses in our loan portfolios, including our belief that quarterly
provision expense and quarterly total credit losses have peaked and the allowance for loan losses is expected to
decline; mortgage repurchase exposure; exposure related to foreclosure practices; estimated future expenses, including
expected Wachovia integration costs and loan resolution/loss mitigation costs; and our expectations that we will be
above a 7% Tier 1 common ratio under proposed Basel capital rules within the next few quarters. Investors are urged
to not unduly rely on forward-looking statements as actual results could differ materially from expectations. Forward-
looking statements speak only as of the date made, and we do not undertake to update them to reflect changes or
eventst th
thatt occur after
ft that
th t date.
d t For
F more information
i f ti about
b t factors
f t that
th t could
ld cause actual
t l results
lt to
t differ
diff materially
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from expectations, refer to Wells Fargo’s reports filed with the Securities and Exchange Commission, including our
Annual Report on Form 10-K for the year ended December 31, 2010 including the discussion under “Risk Factors” in
that report.

Loans that were acquired from Wachovia that were considered credit impaired were written down at acquisition date in
purchase accounting to an amount estimated to be collectible and the related allowance for loan losses was not carried
over to Wells Fargo’s allowance. In addition, such purchased credit-impaired loans are not classified as nonaccrual or
nonperforming, and are not included in loans that were contractually 90+ days past due and still accruing. Any losses
on such loans are charged against the nonaccretable difference established in purchase accounting and are not reported
as charge-offs (until such difference is fully utilized). As a result of accounting for purchased loans with evidence of
credit deterioration,, certain ratios of the combined company
p y are not comparable
p to a portfolio
p that does not include
purchased credit-impaired loans. In certain cases, the purchased credit-impaired loans may affect portfolio credit ratios
and trends. Management believes that the presentation of information adjusted to exclude the purchased credit-
impaired loans provides useful disclosure regarding the credit quality of the non-impaired loan portfolio. Accordingly,
certain of the loan balances and credit ratios in this presentation have been adjusted to exclude the purchased credit-
impaired loans. References to impaired loans mean the purchased credit-impaired loans. Please see pages 31-33 of the
fourth quarter 2010 press release for additional information regarding the purchased creditcredit-impaired
impaired loans.
loans

1

Wells Fargo vision

“ We want to satisfy all our customers’
financial needs, help them succeed
financially, be the premier provider
of financial services in every one of
our markets, and be known as one
of America’s
America s great companies
companies.

2

3 .

consistent and high-quality earnings  Broad-based revenue growth with additional opportunities  Significant improvement in credit quality  Loan growth  Strong capital position 4 .Overview  Leading franchise  Strong.

5 . Bank ▪ 70+MM customers ▪ 9 000 stores 9.000 salespeople ▪ 18MM online banking customers Wells Fargo Bank stores Wachovia Bank stores Wells Fargo Advisors offices Wells Fargo Home Mortgage stores As of 4Q10.S.000 t ▪ 12.000 ATMs ▪ 57.Wells Fargo serves consumers and businesses in more communities than any other U.

6 . Newsweek. 2008. (2) As of January 31. (4) Wachovia merger completed on December 31. 2011.200 #2 Most generous corporate foundation in U.000 .376 .S. billion Residential real estate originations since $ 806 billion Wachovia merger Mortgage loan modifications since Wachovia 635. (2010) (3) #1 Greenest Bank in U.Fulfilling our responsibility to our communities As of December 31. (1) Domestic lending commitments and origination activity. (3) Source: Business Week. (4) 2010.S. (2) merger Wells Fargo FTEs 272. 2010 Credit extended since Wachovia merger g (1) $ 1.

Thomson Reuters . (1) FDIC data.S. (10) SunLife Distributer Roundtable.S. (3) CRA data. (9) Strategic Insight. (8) SDC.S. FY 2010. 7 . (6) FY 2010. (4) Mortgage Bankers Association. 2009. (13) Inter-American Dialogue.Breadth of product/business lines Deposits #2 in U. (11) Barron’s. (1) #1 Mortgage originator (2) Residential mortgage #2 Mortgage servicing portfolio #1 Small business banking (SBA lender) (3) #1 Commercial real estate lender (4) #1 Used car lender (5) Lending #2 Arranger of asset-based finance (6) #2 Education finance lender (private) #3 Commercial loan syndications (7) #1 Real estate loan syndications (lead arranger) (6) Investment banking #5 U. Thomson Reuters. (2) Inside Mortgage Finance. (5) AutoCount. (12) Nielson Report. June 2010. (7) Bookrunner by number of transactions. September 2010. May 2010. equity capital markets bookrunner (8) Insurance #1 Bank-owned Bank owned insurance brokerage #2 Banked-owned mutual fund family (9) #2 Annuity distributor (based on sales) (10) Wealth Management/Brokerage #3 Retail brokerage (based on FAs and client assets) #4 Wealth management provider (based on AUM) (11) #2 Debit card issuer (12) Card Services #1 U. bank managed remittance network overseas (13) As of 4Q10.

730 WBR $1.72% (1) Segment net income after-tax excludes other net losses of $1.118 Banking $5.534 million in 2010 which includes Wachovia integration expenses and the elimination of items that are included in both Community Banking and Wealth.Broad-based revenues and earnings (1) ($ in millions) 2010 Revenues 2010 Segment Net Income (1) Wholesale Banking $22. 8 .773 $54. and products sold.005 ROA Community Banking 0. Brokerage & Retirement relating primarily to wealth management customers serviced.55% Wealth Brokerage & Retirement Wealth.92% Wholesale Banking 1.216 Community Wholesale Banking Banking Community $7. in the stores. 0 72% 0.698 WBR $11 730 $11.

Our distribution network is more extensive across the U.S. financial institution Number of MSAs Deposit Wells Fargo 443 share of fastest- Bank of America 390 growing MSAs JPMorgan Chase 244 Deposit share of 100 largest MSAs Number of MSAs with Deposit Deposits per Store Market Share over 15% ($ in millions) 236 80 80 66 83 43 ll Fargo Wells k off Bank h JPM Chase W ll F Wells Fargo B k off Bank JPM Chase Ch America America Source: SNL Financial using FDIC data 6/30/2010. Caps deposits at $500mm in a single banking store. and reaches deeper into communities than any other U.S. 9 .

92 0. Data through 4Q10. Citi. PNC. SunTrust.79 0. US Bank.05 2. 10 .86 1. Source: SNL.39 3.64 WFC All Peer C BAC JPM WFC BAC All Peer C JPM Avg A Avg All peer average includes Bank of America.37 3. BB&T. JPM. Regions. Key Bank.35 3 05 3.Our business model has produced significantly higher operating margins than peer average Net Interest Margin Return on Assets NIM (10 year average 2001-2010) ROA (10 year average 2001-2010) 4. Fifth Third.93 0.43 0.

convenience and customer retention have produced a significant and sustainable advantage in core deposits Percent of Funding from Deposits Average Cost of Deposits Percent of funding from deposits (4Q10) Percent of deposits(FY in2010) checking/savings (3Q 2010) (3Q 2010) 67 1.39 0.35 WFC All Peer BAC C JPM WFC JPM BAC All Peer C A Avg Avg All peer average includes Bank of America. JPM.Cross-sell. SunTrust. 11 .70 0. Citi.00 49 45 44 44 0. BB&T. Key Bank. PNC. US Bank.40 0 35 0. Source: SNL. Regions. Fifth Third.

PNC. JPM.52 2..35 2. Percentage) 3. 12 .30 3.32 2.27 All Peer All Peer A Average (1) Average (1) 1.53 2. US Bank. Fifth Third. Citi. peers Fee Income / Assets Fee Income / Assets (FY 2010. Source: SNL. Percentage) (10 Year Avg. 2001-2010. BB&T. Regions.Cross-sell and customer retention have produced greater fee income vs. SunTrust.41 2.60 WFC JPM BAC C WFC JPM C BAC (1) All peer average includes Bank of America.24 2. Key Bank.58 2.

Percentage) 4 58 4. 2001-2010. (1) All peer average includes Bank of America. BB&T.27 1. Percentage) (10 Year Avg. SunTrust.46 2. Key Bank.97 All Peer 1.67 Average (1) 1.38 3. Citi. 13 . US Bank.25 All Peer Average (1) C BAC JPM WFC C JPM BAC WFC Wells Fargo’s charge-offs in part reflect reduced risk in the Wachovia portfolio due to PCI accounting performed for highest risk Wachovia loans.30 1. Regions. Source: SNL.58 3.58 2.Lower credit losses versus peers have contributed to higher relative operating margins Charge-offs/ Loans Charge-offs/ Loans (FY 2010. PNC. JPM. Fifth Third.51 2.

Wells Fargo’s charge-offs in part reflect reduced risk in the Wachovia portfolio due to PCI accounting performed for highest risk Wachovia loans. Regions.1x 2 1x 2. 14 .1 JPM 1.Pre-tax pre-provision profit (PTPP) (1)– a competitive advantage WFC PTPP / Charge-offs 2.2x Average 2 1x 2.1 1.8x BAC 1. (1) Pre-tax pre-provision profit (PTPP) is total revenue less noninterest expense.9 All 1. Management believes that PTPP is a useful measure because it enables investors and others to asses the company’s ability to generate capital to cover credit losses through a credit cycle. PNC.8x 1.8x 2009-2010 2. Citi. JPM.2 C 1. US Bank.1x 2 1x 2. SunTrust. (2) All peers includes Bank of America. Key Bank.4 Peers (2) 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 Wells Fargo’s charge-offs in part reflect reduced risk in the Wachovia portfolio due to PCI accounting performed for highest risk Wachovia loans. BB&T. Fifth Third.9x WFC 2.1x 1.

0 2.8 2. up 21% YoY.1 3. ($ in billions) 9% linked quarter annualized (LQA)  $24.6 billion earned since Wachovia merger  $0.6 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 (1) Net income after tax.2 3.4 3.3 3.61 $0 61 per share in 4Q10 3.2 3. 15 .Record quarterly earnings in 4Q10 Net Income  $3.4 billion record NIAT (1) in 4Q10.

9 . (1) The non-strategic/liquidating loan portfolio includes the Pick-a-Pay.Checking/savings deposits up 17% annualized . broad-based revenue Revenue  $21.5 22.Earnings growth driven by strong.0 billion reduction in non- strategic loans (1) .5 22.7 21.Period end loans up 2% LQA.4 21.Mortgage originations up 27% .4 21. up 6% LQA excluding $6.Wealth.5 billion revenue in 4Q10.5 21. liquidating home equity. legacy WFF debt consolidation and Commercial and Commercial Real Estate PCI loan portfolios. 16 .Trust and investment fees up 15% 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 Community Banking Revenue Wholesale Banking Revenue WBR Revenue Percent changes from 3Q10.0 20. Brokerage and Retirement (WBR) client assets up 12% annualized . up 12% linked ($ in billions) quarter annualized (LQA)  60% of revenue in 4Q10 came from businesses Q g with > 10% LQA growth  Growth across the franchise in 4Q10: 22. legacy WFF indirect auto.

(2) Data used is for combined Wells Fargo.S.Retail bank cross-sell opportunities Retail Bank Household Cross-sell (1)(2) 14-16 7. Fargo Financial Servies Consumer (1) Number of products per household as of 4Q10.2 5. 17 .1 East Combined Wells West Top Region g Avg.1 5. g U.7 6.

7 3. including overlapping states and Kansas 18 .Legacy Wells Fargo cross-sell capability is built over 20 years and proven over time We continue to grow households… …and household cross-sell over time Retail Bank household growth (1)(2)(3) Retail Bank household cross-sell (1)(2)(3) 3. and the West includes legacy WF states.0% 5. the more value we can pprovide more we can satisfy their needs and remain relevant over time Total package penetration (3) Retail Bank household cross-sell by tenure (2) (combined consumer and business) 81% 2004 Legacy WF 7.5% 4. East includes WB stand alone states except for Kansas.7 5.7% 3.70 2.1 2010 Com bined WF 67 6.9% 3.47 5 70 5.9 Leg WF 2003 West 2010 <1 2 to 3 5 to 6 10 to 20 20+ Tenure in years (1) Retail Bank Households for combined company for 2009 and 2010 periods (unless otherwise noted) (2) Period-ending results (3) Legacy WF includes legacy WF states (not Kansas).4 5. the The more we know our customers.4 4.5% 3.1 5.3 3.73 5 47 5.57 4.7 26% 2.1% 5 53 5.95 3.82 2.53 5 73 5.21 4.35 Leg WF Leg WF Leg WF Leg WF Leg WF Leg WF Comb'd WF Leg WF Leg WF Leg WF Leg WF Leg WF Leg WF Leg WF Comb'd Comb'd 2004 2005 2006 2007 2008 2009 2010 2003 2004 2005 2006 2007 2008 2009 WF 2009WF 2010 The more products our customers have.6 4.3% 5.

400 Retail Checking 91% 89% Household Cross-sell 6.14 5.000 With our partners. (2) Data used is for combined Wells Fargo.000 11.0 Mortgage 14% 10% Platform FTE 20. 19 . we have opportunity to cross-sell new retail products to our Eastern customer bases (1) 4Q10.7 4.575 3.Retail bank staffing and deepening relationship opportunities Retail Bank household Metric (1)(2) product penetration (1)(2) Retail households West East West East Households / Store 3.11 Debit 85% 75% Households / Platform FTE 625 855 Retail Savings 73% 66% Credit Card 33% 14% Solutions/Productivity Insurance 9% 4% Platform FTE / Store 5.

20 .7% 4.2% 5.7% 2006 2007 2008 2009 2010 2006-2008 are legacy Wells Fargo only. 2009 and 2010 are for the combined company.5% 6.Cross-sell. convenience and customer retention have produced a significant and sustainable advantage in core deposits Consumer Checking Account Net Gain WFC PPNR / Charge-Offs 7.8% 4.

221 347. 21 .000 of assets with the company. previously not included in reported client assets.3 (1) (1) 2009 2010 2009 2010 Managed g Accounts Recurring Revenue ($ in billions) as a % of Total Revenue 235 70% 65% 197 2009 2010 2009 2010 Period end balances.WBR opportunities Client Assets Key HH (2) with Envision Plan ® ($ in trillions) $1. respectively. (2) Key households (HH) defined as those with $250. (1) Includes $50 billion and $48 billion of Wealth deposits for 2009 and 2010.4 418.704 $1 3 $1.

(3) Bloomberg. we Preferreds (3) #1 23% #1 focus primarily on the U.S. trading and research  Opportunities for growth include: − Cross-sell • Investment banking revenue from commercial customers increased 44% in 2010 driven by strong growth in leveraged loan syndications. Municipal competitive bond issues. (4) SDC (IPOs and follow-ons). (2) Thomson Reuters. (5) Thomson Reuters.Wells Fargo Securities – Investment Banking opportunities  Wells Fargo Securities takes a client-centric. 22 . Product and Industry Leadership relationship-based approach to investment banking League Table Volume # of Deals  We leverage our deep long-term client Leadership (1) Market relationships across thousands of corporate Rank Share Rank and institutional clients Loan Syndications (2) #4 9% #3  We believe we take less risk than peers.S. Municipals (5) #7 6% #14 including sales. and have a High Yield (3) #9 6% #8 segregated credit culture Equity qu y Cap Capital a Markets a e s (4) #9 9 5% #5 5  We have complete distribution capabilities. U. high yield originations and M&A advisory − Growing advisory business − Investing in and growing our talent base • Added more than 500 team members since the merger. with strategic hires in key sectors − Leveraging our retail brokerage network  Solidly profitable each quarter since the Wachovia merger (1) FY 2010. only.

30 (0.85) 5 41 5. 23 .5% (0.45 1.41 5.00 0.39 4.56 0 70 0. down $456 million from 3Q10 $ Q ($256 ($ million fewer losses and $200 million higher reserve release) 6.70 3 99 3.50) 3. down 29% ($ in billions) from 4Q09 peak  Provision expense of $3.50 12/31/10 = 6.09  Remaining PCI nonaccretable at 12/31/10 = 4 56 4. Wells Fargo’s charge-offs in part reflect reduced risk in the Wachovia portfolio due to PCI accounting performed for highest risk Wachovia loans.33 5.0 billion in 4Q10.11 4.65) 2.84 3.5 billion at 1.26 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 N t Ch Net Charge-offs ff C dit R Credit Reserve B Build ild Reserve Release (1) Unpaid principal balance for PCI loans that have not had a UPB charge-off.8 billion net charge-offs in 4Q10.Earnings growth reflects continued decline in charge-offs / provision expense Provision Expense  $3.33 5.99 29 5% of remaining UPB (1) 29.10 3.49 4.11 5.99 (0.91  Allowance for credit losses = $23.1x quarterly charge-offs 5.

9 32.1 billion in 2Q10.2) (4.8) (4.2 3.1 0.1 24.6 Ending balance 11.4 20.2 2.8 1.3 18.7 15.4) (3.3 3.4 ($ in billions) 4Q09 1Q10 2Q10 3Q10 4Q10 31.9 Outflows (3.3 2.6 billion in 4Q10.0 2.1) 15.5) (2 5) (2.8 2.4) (2 4) (3.8 4.0 15.3 12.6 32.3 Inflows 5.9 10.1 billion in 4Q09.44% 7.8 Ending g balance 12.8 billion in 1Q10 and $16.6 4.7 38 3.3 1.0 3.3 23 5 23.2 5.3 26.6 5.6) (3 6) 2.0 6.2 2.5 6.8 4.6 15.2 Inflows 3.34% 7.2 Outflows (2.6 6.7 3.0 billion in 3Q10.8 2.2 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 Consumer Commercial 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 (1) Excludes FHA insured/VA guaranteed loans.1 2.4 4. $16.8) (5.0 6.8 2.9 7.1 6.69% 5. The carrying value of PCI loans contractually 90 days or more past due was $11.8 28.5 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 Nonperforming loans REO/Foreclosed assets/Other Loans 90+ DPD and Still Accruing (1) Early Stage Delinquencies – Retail Businesses ($ in billions) (30+ days past due) 6.9 4.5 Consumer 12.3 3.2) (2 2) (2.6 11.3 17 1.6 3. 24 .6 27.1 4.7 14.0 6. These PCI loans are also excluded because they are considered to be accruing due to the existence of accretable yield and not based on contractual interest payments.54% 7. Consumer includes mortgage loans held for sale 90 days or more past due and still accruing.3 Commercial 27.Leading credit metrics point to continued credit improvement Nonperforming Assets Nonperforming Loan Flows ($ in billions) 34.2 12.5 2.5 32 3.9 4.18% 7. $15.6) (2 6) (2.7 12.0 2.21% 6. $13.3 27.

Expense discipline Potential average quarterly 4Q10 expense level (pre-tax.. 25 .340 (1) Includes merger integration expense of $70 million for 4Q10.010 TBD TBD Corporate-wide expense reduction focused on process p improvements.. $ in millions) Actual 2011 2012 Wachovia integration costs $ 533 375-475 375 475 75-125 75 125 Loan resolution/loss mitigation costs 827 600-775 550-650 Wells Fargo Financial residual costs 344 225-275 200-250 Charitable contribution to Wells Fargo Foundation 400 . reducing g complexity and eliminating redundancies Total 4Q10 Noninterest expense $ 13. - Advertising/travel/equipment (LQ seasonally higher) 1. improving p g time to market.226 (1) TBD TBD Other expense 10.

2 142.5%.2 632.3 128.Foreign up $3. liquidating home equity.7 .6 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 (1) All other loans Non-strategic portfolio Period-end balances.0 641.0 135.9 demand 149.1 121.8 646.1 638. (1) The non-strategic/liquidating portfolio includes the Pick-a-Pay.7 650.9 154.3 . legacy WFF debt consolidation and Commercial and Commercial Real Estate PCI loan portfolios.6 800.8 640. indirect auto.3 753. line utilization relatively stable though lower than 843. excluding $6. legacy WFF indirect auto.Loans outstanding Period–end Loans Outstanding  Loans increased $3.7 666. all other PCI loans) 680. home equity.0 billion decline in the non- strategic portfolio (Pick-a-Pay.6 1Q09 821.7 115.6 billion.2 billion driven by trade finance 162.0 782. or 6% LQA.6 billion.7 757. debt consolidation.C&I up $4.2 billion reflecting strong mortgage originations  All other loans in 4Q10 up $9. or 0. liquidating.0 billion on new relationships.8 781.4 766. 26 .Real estate 1-4 family first mortgage up $2. in 4Q10 ($ in billions) from 3Q10 .

83% 6.63% 20% 8. (2) Industry is all large servicers ($6.96% 4 29% 4. C.19% 6% 66% 10.29% 3 63% 3. JPM and BAC.30% 7% 14% Delinquency Rate 7% 12% 11.16% 11. 2010) 16% Foreclosure Rate 14. 27 .14% 4% 7 62% 7.25% 10% 8 96% 8. down from a peak of 8.62% 7.60% 4.Mortgage servicing Residential Mortgage Servicing Portfolio 4Q10 Delinquency Performance (1) $1.74% 2.31% 5. 2010) (as of December 31.02%.8 Trillion (Data as of December 31.96% and private whole loan sales in 4Q09 (1) Inside Mortgage Finance.7 trillion) including WFC.22% 2% 0% Agency (2) Wells Fargo Citi JPM Chase Bank of Industry Retained and acquired portfolio America Non-agency securitizations of WFC originated loans  Wells Fargo total delinquency and foreclosure ratio Non-agency acquired servicing for 4Q10 was 8.02% 8% 2.

49% . the satisfaction of any other applicable conditions. with respect to the TRUPS. 28 .19% 8.Capital is strong and continued to grow internally  Internal capital generation in 4Q10 = 12% Tier 1 Common Equity Ratio annualized ($3.09% equity it ratio ti under d B Basell III within ithi the th nextt 6. (1) Subject to regulatory approval and.0%  Expect to be above a 7% Tier 1 common 7.18% shares.5 billion)  Tier 1 common +29 bps in 4Q10  O h capital Other i l ratios i growing i . Tier 1 Leverage = 9.30% .46% few quarters  Objective: increase dividend.5 billion Wachovia Income Trust Securities (WITS) remarketed and proceeds will be used to purchase non- 3.12% cumulative perpetual preferred stock 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 See the appendix for more information on Tier 1 common equity. $2. Tier 1 Capital = 11. redeem callable TRUPS (1) 4.01% 2001-2007 7.61% Avg g = 7.16% 8. repurchase 5.

consistent and high-quality earnings  Broad-based revenue growth with additional opportunities  Significant improvement in credit quality  Loan growth  Strong capital position 29 .Summary  Leading franchise  Strong.

Appendix 30 .

3) (0.5 5. 30. 31 .6 1. goodwill and intangible assets (excluding MSRs).6) (1.3 5.18 4.8) (4.071. MSRs. net of related deferred taxes.0 968.6) (5.1 Noncontrolling interests (1. (2.6 100.3 77.0 5.3) (0. Sept.3) (0.49 3.3 5.8 990.46 5.9 70. June 30.1 33.2) (0.5) (38 7) (38.4 107.4 128. T he aggregate dollar amount in each risk category is then multiplied by the risk weight associated with that category.1) (31.3) (0.5 Tier 1 common equity to total risk-weighted assets (A)/(B) 8.0) (30. equity because of current interest in such information on the part of market participants.6) (2.8) (6.8 116.1 1.047. .0) (4. 30.1) (8.6) (6.4 118.0) 0.8) Tier 1 common equity (A) $ 81. . if relevant.01 7.7 1.013.4 970.7 119. .6) (1. 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. the guarantor or the nature of any collateral.1) (8. June 30.1 114.1 111.7) (36 7) (37.2 5.09 6. Management reviews T ier 1 common equity along with other measures of capital as part of its financial analyses and has included this non-GAAP non GAAP financial information. T ier 1 common equity includes total Wells Fargo stockholders' equity.5) (35 5) (36.1 114.2) Cumulative other comprehensive income (4.4 123.30 % 8.9) (1.8) Total Wells Fargo stockholders' equity 126.5 53.023.3 Adjustments: Preferred equity (8.2 65.8 122.9 121.3) (0. analysts and bank regulatory agencies to assess the capital position of financial services companies.7) (38 6) (38.0 47.0) (4.5) (1.0) (2. 31.9) Goodwill G d ill andd intangible i t ibl assets t ((other th than th MSRs) MSR ) (35.2) (37 2) (37. 31.6 73.5) (1. (1.6 Other (0.4) (4.1) (31.9) (0. 31. ($ in billions) 2010 2010 2010 2010 2009 2009 2009 2009 Total equity $ 127.1) (36 1) (36.Tier 1 common equity reconciliation Wells Fargo & Company and Subsidiaries (1) TIER 1 COMMON EQUITY Quarter ended Dec. 31. Mar. Dec. (2) Under the regulatory guidelines for risk-based capital.0) (1.1) (8.3 4.61 7.1) (8.6 3.4 (2) Total risk-weighted assets (B) $ 980.2 121.7) (37 7) (37 5) (37.9 125. adjusted for specified T ier 1 regulatory capital limitations covering deferred taxes.7 5. information and the corresponding reconciliation to total equity.0) .7) MSRs over specified limitations (0.12 (1) T ier 1 common equity is a non-generally accepted accounting principle (GAAP) financial measure that is used by investors.5) (1. and cumulative other comprehensive income.6) Applicable deferred taxes 4. T he resulting weighted values from each of the risk categories are aggregated for determining total risk-weighted assets.8) (6. less preferred equity.0) (3.7 Deferred tax asset limitation . Mar.5) (1.3) (0.8 1. Sept.