| Financial Information of Operating Segment |
| | | | | | | | | | | | | | | | | | | Wealth, | | | | | | | | | | | Brokerage | | | | | | | | | Community | Wholesale | and | | Consolidated | | (income/expense in millions, average balances in billions) | | Banking | Banking | Retirement | Other (1) | Company | | 2012 | | | | | | | | Net interest income (2) | $ | 29,045 | 12,648 | 2,768 | (1,231) | 43,230 | | Provision for credit losses | | 6,835 | 286 | 125 | (29) | 7,217 | | Noninterest income | | 24,360 | 11,444 | 9,392 | (2,340) | 42,856 | | Noninterest expense | | 30,840 | 12,082 | 9,893 | (2,417) | 50,398 | | Income (loss) before income tax expense (benefit) | | 15,730 | 11,724 | 2,142 | (1,125) | 28,471 | | Income tax expense (benefit) | | 4,774 | 3,943 | 814 | (428) | 9,103 | | Net income (loss) before noncontrolling interests | | 10,956 | 7,781 | 1,328 | (697) | 19,368 | | Less: Net income from noncontrolling interests | | 464 | 7 | - | - | 471 | | Net income (loss) (3) | $ | 10,492 | 7,774 | 1,328 | (697) | 18,897 | | | | | | | | | | | | | 2011 | | | | | | | | Net interest income (2) | $ | 29,657 | 11,616 | 2,844 | (1,354) | 42,763 | | Provision (reversal of provision) for credit losses | | 7,976 | (110) | 170 | (137) | 7,899 | | Noninterest income | | 21,124 | 9,952 | 9,333 | (2,224) | 38,185 | | Noninterest expense | | 29,252 | 11,177 | 9,934 | (970) | 49,393 | | Income (loss) before income tax expense (benefit) | | 13,553 | 10,501 | 2,073 | (2,471) | 23,656 | | Income tax expense (benefit) | | 4,104 | 3,495 | 785 | (939) | 7,445 | | Net income (loss) before noncontrolling interests | | 9,449 | 7,006 | 1,288 | (1,532) | 16,211 | | Less: Net income from noncontrolling interests | | 316 | 19 | 7 | - | 342 | | Net income (loss) (3) | $ | 9,133 | 6,987 | 1,281 | (1,532) | 15,869 | | | | | | | | | | | | | 2010 | | | | | | | | Net interest income (2) | $ | 31,885 | 11,474 | 2,707 | (1,309) | 44,757 | | Provision for credit losses | | 13,807 | 1,920 | 334 | (308) | 15,753 | | Noninterest income | | 22,604 | 10,951 | 9,023 | (2,125) | 40,453 | | Noninterest expense | | 30,071 | 11,269 | 9,768 | (652) | 50,456 | | Income (loss) before income tax expense (benefit) | | 10,611 | 9,236 | 1,628 | (2,474) | 19,001 | | Income tax expense (benefit) | | 3,347 | 3,315 | 616 | (940) | 6,338 | | Net income (loss) before noncontrolling interests | | 7,264 | 5,921 | 1,012 | (1,534) | 12,663 | | Less: Net income from noncontrolling interests | | 274 | 20 | 7 | - | 301 | | Net income (loss) (3) | $ | 6,990 | 5,901 | 1,005 | (1,534) | 12,362 | | | | | | | | | | | | | 2012 | | | | | | | | Average loans | $ | 487.1 | 273.8 | 42.7 | (28.4) | 775.2 | | Average assets | | 761.1 | 481.7 | 164.6 | (65.8) | 1,341.6 | | Average core deposits | | 591.2 | 227.0 | 137.5 | (61.8) | 893.9 | | | | | | | | | | | | | 2011 | | | | | | | | Average loans | $ | 496.3 | 249.1 | 43.0 | (31.3) | 757.1 | | Average assets | | 752.3 | 428.1 | 155.2 | (65.3) | 1,270.3 | | Average core deposits | | 556.3 | 202.1 | 130.0 | (61.7) | 826.7 | | | | | | | | | | | | | | | | | | | | | | |
- Includes Wachovia integration expenses, through completion in the first quarter of 2012, and the elimination of items that are included in both Community Banking and Wealth, Brokerage and Retirement, largely representing services and products for wealth management customers provided in Community Banking stores.
- Net interest income is the difference between interest earned on assets and the cost of liabilities to fund those assets. Interest earned includes actual interest earned on segment assets and, if the segment has excess liabilities, interest credits for providing funding to other segments. The cost of liabilities includes interest expense on segment liabilities and, if the segment does not have enough liabilities to fund its assets, a funding charge based on the cost of excess liabilities from another segment.
- Represents segment net income (loss) for Community Banking; Wholesale Banking; and Wealth, Brokerage and Retirement segments and Wells Fargo net income for the consolidated company.
|