Wells Fargo & Company Annual Report 2009

FY2009 Annual Report · Wells Fargo & Company
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Wells Fargo & Company Annual Report 2009

The vision 
that works

Wells Fargo & Company
NYSE:WFC

We’re a nationwide, diversiﬁ ed ﬁ nancial 
services company(cid:2)—(cid:2)community-based and 
relationship-oriented.

Our corporate headquarters is in San Francisco, 
but all our “convenience points”(cid:2)—(cid:2)stores, 
regional commercial banking centers, ATMs, 
Wells Fargo Phone Bank,SM internet(cid:2)—(cid:2)are 
headquarters for satisfying all our customers’ 
ﬁ nancial needs and helping them succeed 
ﬁ nancially, through banking, insurance, 
investments, mortgage and consumer ﬁ nance.

Assets: $1.2 trillion, 4th among peers

Market value of stock: $140 billion, 
2nd among peers (12/31/09)

Customers: 70 million
(one of every three U.S. households)

Team members: 281,000

Stores: 10,000

Our vision 
is clear and 
simple.

© 2010 Wells Fargo & Company. All rights reserved.

2 

 To Our Owners

  10 

 The Vision That Works: 

  For Our Customers

  24 

 The Vision That Works: 

  For Our Communities

  31 

 Board of Directors, Senior Leaders

  33 

 Financial Review

  88 

 Controls and Procedures

  90 

 Financial Statements

  186 

 Report of Independent Registered 

  Public Accounting Firm

  191 

 Stock Performance

We want to satisfy all our 
customers’ ﬁ nancial needs 
and help them succeed 
ﬁ nancially.

Our vision puts our customers ﬁ rst. It’s the heart 

of our culture. It unites all our businesses. It’s behind 

every product we design, every service we off er, 

every dollar we earn. It’s time-tested. It’s measurable. 

We’ve been making steady progress toward it for more 

than two decades. In this report, we show you how 

we do it — how we want our vision to anchor all our 

daily behaviors, decisions and customer interactions.

1

 
To our owners

John G. Stumpf
Chairman, President and CEO

Let’s begin with what’s most important 
— the value we delivered this year for 
our customers, our communities, our 
country and our shareholders. We 

did this by doing what community-based, relationship-
oriented ﬁ nancial providers are supposed to do. We 
channel the wealth of savers, who deposit their money 
with us, and then we lend it out to ﬁ nance those who 
invest in people, businesses and construction for creating 
and building things that help America’s economy grow 
and that strengthen neighborhoods and communities.

For starters, we:

 Provided $711 billion this year in loans and lines of credit 
to our customers.

 Provided more loan dollars to small businesses than any 
other U.S. lender and the most loans under $100,000 to 
small businesses in low- to moderate-income neighborhoods 
(2008 data).

 Provided $804 billion in loans and lines of credit to 
individuals and businesses during the 15 months that we 
used U.S. taxpayers’ $25 billion investment in Wells Fargo — 
32 times the government’s investment.

 Repaid the U.S. Treasury its $25 billion investment plus 
$1.44 billion in dividends on its investment.

 Raised $12.2 billion in equity in December 2009 to help 
repay the government investment, and had two other 
successful stock off erings since November 2008 totaling 
$21.2 billion, showing strong shareholder support for our 
company’s business model and earnings potential. Total 
raised in 14 months: $33 billion.

• 

• 

• 

• 

• 

22

• 

• 

• 

 Helped reduce mortgage payments for 1.2 million 
homeowners through reﬁ nancing.

 Lowered the interest rate or principal or changed terms for 
470,000 mortgage customers struggling with their payments.

 Maintained a mortgage delinquency rate, including 
foreclosures, a third of the industry average1, with 92 of 
every 100 of our mortgage customers current on their 
home payments.

Because of the value we created for our customers and 
communities, we generated record revenue, earnings and 
capital. We earned a record $12.3 billion (more than any of our 
peers) despite lower demand for credit and a weak economy. 
Our diluted earnings per common share2 were $1.75 for the 
year. That’s after absorbing 48 cents a share for adding to our 
reserve for loan losses, and 76 cents a share in dividends for 
Wells Fargo preferred stock issued to the government.

1  Inside Mortgage Finance (3Q09)
2   Includes stock option grants and securities that can be converted into stock

  We generated a record $89 billion in revenue for the year. 
Proﬁ t before taxes and providing for loan loss reserves — a 
key measure of our revenue-generating power — was a record 
$40 billion1, more than two times the loans we charged off  as 
uncollectable, called “net charge-off s.”
  Our customers signaled their faith in our strength and 
stability by entrusting us with even more of their deposits. 
Our core deposits2 rose ﬁ ve percent, to $781 billion, even as 
$109 billion in higher-priced Wachovia certiﬁ cates of deposit 
matured. We retained most of those Wachovia deposit 
customers. A new, independent survey of 33,500 consumers 
for brands in 71 industries rated Wells Fargo #1 among banks 
in brand loyalty.

Strong capital — growing even stronger
We’re committed to maintaining strong capital so we can grow 
proﬁ tably and safely. We entered the credit crisis with one of 
the strongest capital positions in our industry. This enabled 
us to provide credit to customers and acquire Wachovia while 
many of our peers struggled to cover large losses. Our capital 
position is stronger than ever. We grew stockholders’ equity 
to $112 billion, up from $47 billion just before announcing 
the Wachovia acquisition. We were able to do this because of 
our record earnings, the best way to grow capital, and three 
successful secondary market off erings of common stock. This 
brought our regulatory capital ratios back to the strong levels 
we’ve maintained. 
  We achieved all this even after doubling the asset size of our 
company, repaying the government in full (and with interest) 
on its investment in Wells Fargo, and acquiring the remaining 
23 percent stake in our securities brokerage business. We also 
reduced Wells Fargo’s risk. With Wachovia, we have even more 
diversity of businesses, customers, geographies and revenue 
sources. We believe we have less exposure than any of our large 
bank peers to capital loss from high-risk trading, derivatives 
and cross-border international risk.

Rate of credit losses slowing
To be the best in ﬁ nancial services, you have to be the best in 
credit and risk management. Our lending principles are simple. 
We never want to sacriﬁ ce credit quality for short-term ﬁ nancial 
gain. The return on a transaction or relationship should be 
in proportion to the risk. We don’t want to compromise this 
principle just to meet market competition. We always need 
to ask: Is this credit right for the customer and for Wells Fargo?
  Despite the down economy and higher credit losses, we 
proved again we have the discipline, controls, experience, 
and customer knowledge and relationships to be the best in 
credit in good times and bad. In the fourth quarter, we saw 
more signs the credit cycle may be turning. Credit quality 
was stronger in several of our loan portfolios. Housing values 
stabilized or rose in some of our metro markets. Delinquent 
loan payments were down for credit cards, auto loans, part of 
our home equity portfolio, small business loans and lines of 
consumer credit.

1   See footnote 4, page 4.
2   Checking accounts that pay interest, deposits that don’t, savings certiﬁ cates, 

market rate and other savings, and some foreign deposits

Wells Fargo-Wachovia merger: better than expected
We’re now in the middle innings of the integration of Wachovia 
and Wells Fargo — the largest, most complex banking merger 
in U.S. history. It’s adding to our earnings and capital growth 
much more and much earlier than we expected. Even after 
writing down the value of Wachovia’s assets at the merger, we’re 
shedding more of the riskier assets faster than we expected, 
keeping more Wachovia customers and their deposits, and 
saving from the merger’s effi  ciency. We now estimate merger 
costs at less than $5 billion, one-third less than we estimated 
at the time of the merger. We’re on track to achieve $5 billion 
in expense saving from the merger by the end of 2011, but this 
merger isn’t driven by pressure to cut costs. We’re taking our 
time to help team members whose jobs were eliminated due to 
the merger ﬁ nd opportunities elsewhere in the company. As the 
nation’s 12th-largest private employer — with more U.S.-based 
team members than any U.S. ﬁ nancial services company — we’re 
creating jobs every day in our company. 
  We’re taking our time to do this merger right. We want this 
experience to be smooth and easy for our customers, to satisfy 
all their ﬁ nancial needs. We’re creating one retail banking 
operating system to serve our customers coast-to-coast when, 
where and how they want to be served so their hometown 
bank can always be right around the corner. In November 2009, 
we combined systems so we can fully serve 95,000 Wachovia 
customers in Colorado. In March 2010, we did the same for 
40,000 Wachovia customers in Arizona, 15,000 in Nevada 
and 14,000 in Illinois. By mid-2010, we’ll off er full service 
to 600,000 Wachovia customers in California. In the third 
quarter of 2010, we’ll integrate Wachovia and Wells Fargo 
systems for 514,000 Wachovia customers in Texas, and 21,000 
in Missouri and Kansas. Later in 2010 and in 2011, we’ll do 
the same for 14 million more Wachovia Community Banking 
customers in Alabama, Connecticut, Delaware, the District 
of Columbia, Florida, Georgia, Maryland, Mississippi, 
New Jersey, New York, North Carolina, Pennsylvania, 
South Carolina, Tennessee and Virginia.

Community Banking: investing in future growth
The merger created our nation’s most extensive community 
banking franchise. We off er our customers more coast-to-
coast convenience than any other ﬁ nancial services company 
in America: 6,629 banking stores, 12,363 ATMs, Wells Fargo 
Phone BankSM and wellsfargo.com. “Most extensive” and “more,” 
however, don’t automatically beneﬁ t our customers. There’s 
an old saying: The value’s in the worth, not the number. What 
counts isn’t just how many stores and ATMs we have. What 
counts is the way all our channels work together for our 
customers, and our talented and caring team members and 
their ability to make decisions locally, closest to our customers, 
so we can satisfy all their ﬁ nancial needs. Our team members in 
our Wachovia banking stores, known for the very high-quality 
experience they give their customers, actually had higher 
service scores than before the merger. Legacy Wells Fargo 
retail bank households have an average of 5.95 products with 
us; legacy Wachovia, 4.65. We want to get to eight. One of 
every four legacy Wells Fargo customers already has eight 
or more products with us.

33

Our Performance

$ in millions, except per share amounts

2009

2008 1

% Change

FOR THE YEAR 2
Wells Fargo net income
Wells Fargo net income applicable to common stock
Diluted earnings per common share
Proﬁ tability ratios:
  Wells Fargo net income to average total assets (ROA)
  Wells Fargo net income applicable to common stock to average common 

stockholders’ equity (ROE)

Effi  ciency ratio 3

Total revenue
Pre−tax pre−provision proﬁ t (PTPP) 4

Dividends declared per common share
Average common shares outstanding
Diluted average common shares outstanding

Average loans
Average assets
Average core deposits 5
Average retail core deposits 6

Net interest margin

AT YEAR END 2
Securities available for sale
Loans
Allowance for loan losses
Goodwill
Assets
Core deposits 5
Wells Fargo stockholders’ equity
Total equity
Tier 1 capital 7
Total capital 7

Capital ratios:

Total equity to assets

Risk−based capital 7
Tier 1 capital

Total capital
Tier 1 leverage 7
Tier 1 common equity 8 
Book value per common share
Team members (active, full−time equivalent) 9

$

12,275 
7,990 
1.75 

0.97 %

9.88 
55.3 

$

88,686 
39,666 

0.49 
4,545.2 
4,562.7 

$ 822,833 
 1,262,354 
762,461 
588,072 

4.28 %

$ 172,710 
782,770 
24,516 
24,812 
 1,243,646 
780,737 
111,786 
114,359 
93,795 
134,397 

2,655 
2,369 
0.70 

0.44 

4.79 
54.0 

41,877 
19,279 

1.30 
3,378.1 
3,391.3 

398,460 
604,396 
325,212 
234,130 

4.83 

151,569 
864,830 
21,013 
22,627 
 1,309,639 
745,432 
99,084 
102,316 
86,397 
130,318 

9.20%

7.81 

9.25

13.26
7.87
6.46
20.03
267,300

$

7.84 

 11.83 
14.52 
3.13
16.15 
270,800 

362 %
237 
150 

120 

106 
2 

112 
106 

(62)
35 
35 

107 
109 
134 
151 

(11)

14 
(9)
17 
10 
(5)
5 
13 
12 
9 
3 

18 

18 

 12 
(46)
106
24 
(1)

1   Wells Fargo & Company (Wells Fargo) acquired Wachovia Corporation (Wachovia) on December 31, 2008. Because the acquisition was completed on December 31, 2008, Wachovia’s 
results are in the income statement, average balances and related metrics beginning in 2009. Wachovia’s assets and liabilities are in the consolidated balance sheet beginning on 
December 31, 2008.

2   On January 1, 2009, we adopted new accounting guidance on noncontrolling interests on a retrospective basis for disclosure and, accordingly, prior period information reﬂ ects the 

adoption. The guidance requires that noncontrolling interests be reported as part of total equity.

3   The effi  ciency ratio is noninterest expense divided by total revenue (net interest income and noninterest income).
4   Pre-tax pre-provision proﬁ t (PTPP) is total revenue less noninterest expense. Management believes that PTPP is a useful ﬁ nancial measure because it enables investors and others to 

assess the Company’s ability to generate capital to cover credit losses through a credit cycle.

5   Core deposits are noninterest-bearing deposits, interest-bearing checking, savings certiﬁ cates, market rate and other savings, and certain foreign deposits (Eurodollar sweep balances).
6   Retail core deposits are total core deposits excluding Wholesale Banking core deposits and retail mortgage escrow deposits.
7   See Note 25 (Regulatory and Agency Capital Requirements) to Financial Statements in this Report for additional information.
8   See the “Capital Management” section on page 71 in this Report for additional information. 
9   Includes Wachovia team members at December 31, 2008.

44

 
 
 
 
 
 
 
 
 
  To seize this opportunity to satisfy even more of our 
customers’ ﬁ nancial needs, we’re adding personal bankers 
in our Wachovia stores. The average legacy Wells Fargo 
banking store serves about 20 percent more households than 
the average Wachovia store, but has 70 percent more bankers 
serving customers.
  As a result, we added 1,250 more bankers to serve 
customers in our Wachovia stores this year alone. In 
Florida, we plan to hire 275 more in 2010. In Alabama, 150; 
Connecticut, 30; Delaware, 10; Georgia, 110; New York 30; 
North Carolina 125; Pennsylvania, 110; South Carolina, 70; 
and Virginia, 301. Because sales and service are strands of 
the same rope, all our Wachovia banking stores have adopted 
the Wells Fargo model of one store manager responsible for 
the store’s entire sales and service performance rather than 
separating those roles. Our legacy Wells Fargo banking stores 
now use Wachovia’s processes and measures for the customer 
experience. We’re also expanding a popular Wachovia product 
across Community Banking — our Way2Save® account. It’s 
a savings account that can be linked to checking, turning 
purchases into automatic savings by transferring $1 from 
checking to the Way2Save® account each time you make a 
check card purchase or use Wells Fargo Bill Pay.

Credit cards: practices and pricing You’ve probably heard 
about a new law2 that modiﬁ es a number of credit card 
practices. It also signiﬁ cantly improves the information in 
credit card statements and disclosures. This should make credit 
card statements and fee disclosures easier to understand. It 
could reduce interest and fees for some customers who carry a 
balance. It does, however, make it more diffi  cult for card issuers 
to charge higher rates for riskier customers, especially if their 
credit-worthiness declines. As a result, some borrowers may 
have less access to credit than before and pricing on virtually 
all accounts likely will be higher than before.
  We’re a relationship-based card issuer so we market credit 
cards as a key element in a broader relationship. We off er 
our credit card accounts only to new and existing customers. 
We want every one of our creditworthy customers to have a 
Wells Fargo credit card (only one of every four does now) and 
Wells Fargo debit card. We’re working to provide credit to as 
many creditworthy customers as possible. We’re also adding 
new ways for customers to earn rewards for their spending on 
debit and credit card accounts and to help them save more and 
pay down debt. For example, our customers can direct their 
Wells Fargo credit card rewards points to pay down debt on 
their Wells Fargo mortgage or other Wells Fargo loans. Unlike 
most of our competitors, our credit card business remained 
proﬁ table in 2009. Our credit card portfolio is only three 
percent of our total loans.

Banking-mortgage cross-sell
Our mortgage business — with its natural earnings counterbalance 
between originations and servicing — enters 2010 with good 
momentum. When interest rates decline, customers take 
advantage of the lower rates and originations increase. When 
interest rates rise, pre-payment rates slow and our servicing 
portfolio increases in value. We originated $420 billion in 

1   Full-time equivalents 
2   Credit Card Accountability Responsibility and Disclosure Act (CARD Act) 

“ What counts isn’t just how 
many stores and ATMs we 
have. What counts is the 
way all our channels work 
together for our customers, 
and our talented and caring 
team members(cid:15)...”

mortgages this year, up 83 percent. We were the nation’s largest 
mortgage originator, funding one of every four mortgages in 
the U.S. We serviced $1.8 trillion in mortgages and nine million 
loans, one of every six mortgage holders nationwide.
  Regardless of where interest rates go in 2010 and beyond, 
we have a huge opportunity for market share growth in the 15 
eastern states and the District of Columbia through Wachovia. 
Fourteen percent of Wells Fargo banking households have 
their mortgage with Wells Fargo, but only ten percent of 
Wachovia’s have either a Wells Fargo or Wachovia home 
mortgage. Opportunity!

Helping homeowners
Much work lies ahead, but we’ve made signiﬁ cant progress 
helping struggling mortgage customers stay in their homes. 
We changed terms, lowered rates, or lowered principal (or 
some combination) for a half-million customers on a trial or 
permanent basis, including 119,000 using federal programs. 
We have 15,000 U.S.-based team members focused exclusively 
on helping mortgage customers stay in their homes, more than 
double a year ago, including 8,000 hired and trained this year 
alone. We make every reasonable eff ort to avoid foreclosure — 
that’s what’s best for our customers, our communities, and our 
shareholders. In fact, we modiﬁ ed three mortgages for every 
foreclosure sale on an owner-occupied property in the fourth 
quarter of this year.
  We’re optimistic about the performance of the Wachovia 
Pick-a-Payment mortgage portfolio. It includes loans that had 
allowed customers to make monthly payments that might not 
cover interest charges, a product Wells Fargo has not off ered 
and will not off er. We modiﬁ ed one of every three Wachovia 
Pick-a-Payment loans likely to default and reduced payments 
for 98 percent of those customers by adjusting term rates or 
forgiving some of the principal they owed on their adjustable-
rate mortgages. We believe the losses on these loans over their 
lifetimes actually will be lower than we ﬁ rst estimated. The 
re-default rate on mortgage loans we restructured was less 
than half the rate for similar loans in our industry.
  We held home preservation workshops in Atlanta, Baltimore, 
Chicago, Saint Paul and Phoenix — attracting more than 6,300 
customers. In our ﬁ rst four events, we helped about half of the 

55

attendees on the spot or shortly after with lower rates, lowered 
principal or change in terms (or some combination). We plan 
more workshops in 2010 in Los Angeles, Miami and Oakland.

Managing more of our customers’ wealth
Our customers are still recovering from the shock of the largest 
decline in the U.S. ﬁ nancial markets since the Great Depression. 
Investors — including 70 million baby boomers scheduled to 
retire in the next 15 years — are cautious and concerned. They’re 
searching for guidance they can trust and because of that 
there’s more “money in motion” than ever before. 
  We want to help customers build a ﬁ nancial road map so 
they can see where they want to go and understand what it will 
take to get there. We work with them to clarify short- and long-
term ﬁ nancial goals, create a clear and achievable plan to reach 
those goals and adjust as needed. This approach led Barron’s to 
rank us as the nation’s third-largest wealth manager. We want 
to earn the privilege of bringing this expertise, guidance and 
personal approach as a trusted ﬁ nancial provider for all our 
customers. Our retail banking households that have a Wealth, 
Brokerage and Retirement relationship with us have an average 
of 9.3 products with Wells Fargo, about two-thirds more than 
our average household relationship.

Wealth Management Wells Fargo Private Bank and Wells Fargo 
Family Wealth manage $118 billion in assets, up 6.4 percent 
from the previous year. Our clients entrust us with $49 billion 
in deposits, up 63 percent from the previous year. Family 
Wealth, which serves ultra-high-net-worth families, was ranked 
the second largest multi-family offi  ce in the U.S. based on assets 
by industry analyst Family Wealth Alliance.

Brokerage Wells Fargo Advisors, our coast-to-coast retail 
investment brokerage, is the nation’s third largest in revenue. 
Our 15,000 ﬁ nancial advisors serve six million households 
nationwide from 1,300 offi  ces, and through many of our banking 
stores and other channels. We hold $1.1 trillion in client assets 
and $77 billion in deposits. Using a process called “Envision®,” 
we provide clients with investment plans tailored to their goals 
and aspirations. More than half our affl  uent clients have an 
Envision plan. Our goal: provide one for every client, so we 
can help satisfy all their ﬁ nancial needs and help them 
succeed ﬁ nancially.

In a year of volatile markets and industry consolidation, 
our reputation for strength and stability enabled us to attract 
1,300 experienced ﬁ nancial advisors and hire 400 advisor 
trainees. We ended the year as the third-largest full-service 

retail brokerage, based on the number of advisors. We have 
unprecedented opportunity to attract new customers and 
earn more business from our current ones: only nine of 
every 100 customers who bank with us have a relationship 
with Wells Fargo Advisors.

Retirement Our institutional retirement business is the nation’s 
seventh-largest. We administer 401(k) plans for 3.5 million 
employees and manage $223 billion in plan assets. We’re fourth 
nationally in IRA assets under management, and we’re the #1 
distributor of annuities. We’ve just begun to tap our potential 
to satisfy all the retirement needs of our customers: only six of 
every 100 Wells Fargo customers have an IRA with us.

Wholesale Banking: loan demand down but 
relationships growing
Banks that are strong, well-capitalized and have customer 
relationships that are broad, deep and long-lasting tend to 
earn more business, especially when times are tough. So, even 
though commercial loan demand was weak, our outstanding 
Wholesale Banking teams attracted new customers and 
earned more business from current customers. When the 
economy picks up, so will loan demand, and we’ll earn even 
more of our customers’ business. Our Wholesale team leads 
our company in cross-sell. Our average Wholesale relationship 
(legacy Wells Fargo) has 6.4 products with us; our average 
Commercial Banking relationship (companies with annual 
revenue of $25 million – $500 million) in legacy Wells Fargo 
has almost eight.
  We led all U.S. banks in three important categories. We were 
#1 with the most lead relationships with Commercial Banking 
customers, in the number of lead relationships that borrowed 
from us, and in establishing the most new Commercial Banking 
relationships. We made $12 billion in loans to 8,000 cities, non-
proﬁ ts, colleges and universities, and non-proﬁ t healthcare 
organizations, up nine percent from 2008. We’re scheduled to 
complete the integration of our Wachovia Commercial Banking 
offi  ces into Wells Fargo’s operating model in early 2010, so we 
can satisfy all the ﬁ nancial needs of more customers. We also 
created a new group to serve businesses that make, market 
or develop products and services such as electric and low-
emission vehicles, solar and wind power, energy and water 
effi  ciency, and smart-grid applications.

Mutual funds: soon nation’s 10th largest Our mutual funds 
business, Wells Fargo Advantage Funds®, grew sales four times 
the industry average in 2009. After integrating the Wells Fargo 

“ We want to help customers build a ﬁ nancial road map so they 
can see where they want to go and understand what it will take 
to get there. We work with them to clarify short- and long-term 
ﬁ nancial goals, create a clear and achievable plan to reach those 
goals and adjust as needed.”

66

 
Advantage and Wachovia’s Evergreen fund families in 2010, and 
pending approval by Fund shareholders, we’ll have 133 mutual 
funds, variable trust funds, and Wells Fargo Managed Account 
CoreBuilder® Shares. Our combined business, with $245 billion 
in assets under management, would have been the nation’s 10th 
largest family of funds at year-end 2009. About half our long-
term mutual funds earn four or ﬁ ve stars from Morningstar. 
Our Funds team guides institutions, ﬁ nancial advisors, and 
individuals to help them reach their ﬁ nancial objectives and 
satisfy all their ﬁ nancial needs. We believe agile, independent 
investment teams, each with distinct strengths and disciplines, 
can provide superior insight and expertise.

Investment Banking: customer-focused The merger with 
Wachovia gives us an opportunity to become one of America’s 
top customer-focused investment banks. We’re providing a 
broader array of solutions for our commercial customers, our 
corporate customers and our real estate relationships. The 
merger combines our capital strength with across-the-board 
solutions including debt and equity underwriting, debt and 
equity sales and trading, strategic advice (including mergers 
and acquisitions), loan syndications, tax-exempt products, 
research and economic data, and hedging products.

Commercial Real Estate: relationship-based With the decline 
in property values and rental payments, there’s been a lot in the 
media lately about commercial real estate lending, a segment 
of lending in the U.S. second in size only to home mortgages. 
Our total portfolio was $135 billion, down two percent this year. 
Our losses rose from historically low levels, but we believe the 
quality of our portfolio is better than our competitors because 
we’re well-diversiﬁ ed by geography and property type, we’re 
relationship-based, and we focus our underwriting on people, 
cash ﬂ ows and creditworthiness, not just property values. We 
have a seasoned, experienced leadership team that’s been 
together for decades, including the troubled commercial real 
estate market of the early 1990s.

Insurance: a fundamental ﬁ nancial need We’re the world’s 
fourth-largest insurance brokerage and America’s largest 
insurance broker owned by a bank holding company. Two-
and-a-half million banking households have bought insurance 
through us. That equates, however, to just one of every 15 of 
our banking customers, up from one of every 20 just a few 
years ago (our long-term goal: one in ﬁ ve). We can do much 
better because insurance (with checking/debit, mortgage and 
investments) is one of our four core products. It’s a fundamental 
ﬁ nancial need, one that customers value so much that if they 
have it with us, they’re more likely to buy other products 
from us. We provide a full line of insurance products that our 
commercial business customers and our banking households 
need to help them succeed ﬁ nancially. Via the phone 
(1-866-294-2571) and wellsfargo.com, we provide no-obligation 
quotes in minutes for auto, renters’, homeowners’ and term life 
insurance from multiple insurance companies.
  This year, our bankers referred 2.5 million customers to our 
local commercial brokerage teams, sales centers and online 
resources. The result: 280,000 customers purchased personal 
insurance online (up 90 percent from 2008). On the commercial 
front, we serve some 40,000 businesses, including almost one of 

every ﬁ ve Fortune 1,000 companies. With Wachovia’s insurance 
brokerage team, we gained signiﬁ cant presence this year in 10 
more metro markets, adding $200 million in revenue. We serve 
commercial customers in 130 countries through 80 brokerage 
partners in our Global Broker Network.

Where does the bank stop and the community begin?
How have we been able to grow earnings and capital internally, 
and become even stronger, even while building a storehouse 
for credit losses of almost $25 billion? It’s because our business 
model doesn’t run on just a few sources of revenue or even 20 or 
30 sources of revenue, but on more than 80 diff erent businesses 
across ﬁ nancial services. It’s because our loan portfolio is 
diversiﬁ ed across many diff erent industries. It’s because we’re 
not geographically concentrated in one region, but serve 
70 million customers across North America. It’s because of our 
time-tested credit discipline. It’s because we have the deepest, 
most talented, most experienced and people-focused team of 
senior leaders in the industry. It’s because we believe our long-
term success depends on our ability to help our customers and 
communities succeed ﬁ nancially.
  And often overlooked, it’s because all banks are not created 
alike. We’re not a hedge fund disguised as a bank. We’re not 
a proprietary trader (which produces no customer beneﬁ t) 
disguised as a bank. Nor are we simply a mortgage company 
or an investment broker or an insurance broker or a credit 
card company. What we are at our heart is community-based, 
and relationship-oriented. We serve our customers online, 
on the phone or at our ATMs, and we welcome them into our 
10,000 stores. We greet them on neighborhood sidewalks. We 
have breakfast with them at the neighborhood diner. We serve 
alongside them on local chambers, Rotary, nonproﬁ t boards, 
at community events. We worship with them in churches, 
synagogues, mosques and temples. Many of our customers 
know our tellers by their ﬁ rst names, and we know them 
by theirs. We want our banking stores to be more than just 
storefronts, but like community centers where neighbors meet. 
Call this old-fashioned if you like, but our customers can’t get 
enough of it. They wouldn’t trade it for all the hedge funds in 
the world. I could tell you a thousand real-life stories to prove 
this point. You can read about just a few beginning on page 24 
of this Report and in our new Social Responsibility Report.

After the government’s investment: our view
The ﬁ nancial crisis that began in the fall of 2008 was 
unprecedented for our country and global markets. We 
earned $5.4 billion in net income the ﬁ rst nine months of 
that year. We also acquired Wachovia Corporation without 
any need for ﬁ nancial help from the federal government. We 
appreciated the magnitude of the situation our country was in. 
We understood our role as Americans ﬁ rst, bankers second. 
That’s why we took part in the U.S. Treasury’s Troubled Asset 
Relief Program (TARP), joining eight other ﬁ nancial ﬁ rms in 
accepting government investments in our companies. We fully 
repaid the government’s $25 billion investment in Wells Fargo, 
including interest of $1.4 billion. We used the government’s 
investment as it was intended to be used: we provided 32 
times the government’s investment in loans and credit lines 

77

“ What we are at our heart is community-based, and relationship-
oriented. We serve our customers online, on the phone or at our 
ATMs, and we welcome them into our 10,000 stores. ...(cid:15)Many of 
our customers know our tellers by their ﬁ rst names, and we know 
them by theirs. ...(cid:15)Call this old-fashioned if you like, but our 
customers can’t get enough of it.”

to consumers and businesses. We helped 1.2 million mortgage 
customers reduce their payments through reﬁ nancing and 
modiﬁ ed mortgage payments for 470,000 customers so they 
could stay in their homes. We also raised $33 billion in capital 
in just 14 months. We helped Wachovia emerge stronger from 
the crisis.
  The crisis may be over but its eff ects linger. No one wants 
to go through another one like it. Congress is considering 
proposals to signiﬁ cantly restructure laws and regulations 
governing ﬁ nancial services. We’re part of this process. We 
believe all ﬁ nancial services companies must be subject to 
strong, eff ective regulation. All consumers should have 
strong protection, no matter what company they deal with. 
All ﬁ nancial service regulators should have the tools they 
need to deal with risk. In many cases they already do. 
Wells Fargo is part of this eff ort to address weaknesses the 
crisis exposed. We’re advocating for sensible, regulatory 
solutions that beneﬁ t consumers and businesses and that 
strengthen ﬁ nancial markets. We’re concerned, however, 
about proposals that would complicate how ﬁ nancial markets 
work, add bureaucracy and could cause regulatory conﬂ icts 
and unintended risks.

Consumer protection We favor regulating all ﬁ nancial providers 
so there can be strong, eff ective protection for consumers. That 
protection, however, should be the responsibility of “safety and 
soundness” regulators that already regulate these providers. 
These regulators have the insight and knowledge to balance 
and judge what’s needed to ensure both the soundness of these 
institutions and the integrity of the products and services they 
off er. A new, stand-alone agency focused only on protecting 
consumers might not balance these interests. This could create 
regulatory conﬂ icts that would inadvertently create new risks 
for our ﬁ nancial system. Financial providers that don’t already 
have such a “safety and soundness” regulator need to have one. 
Its powers should include protecting consumers, too.

Nationwide access Americans are blessed with access to 
national ﬁ nancial markets. It’s the underpinning of our 
capitalist economy, and a principle we defend. This freedom 
didn’t happen by accident. Through the wisdom of leaders 
such as Abraham Lincoln, the National Bank Act was passed 
in 1864 to create national banks that off er uniform products 
across state lines. This law makes more sense today than ever 
because mobility is a way of life for most of our customers. 
They commute, do business, relocate, travel and vacation 

88

across state lines, often coast to coast. They buy goods 
and services globally by mail and on the internet. Good for 
them and good for our economy. Our customers want to 
bank wherever they are and however they wish, by internet, 
telephone, in our banking stores or our ATMs. It’s taken years 
to carefully balance between state and federal regulation 
to make this happen. We’re on guard for our customers to 
help make sure nationwide access to ﬁ nancial products and 
services is not compromised. If that happened it would be bad 
for our customers and bad for our country.

Systemic risk Financial service regulators must be able to 
identify systemic risks and deal with them well before there’s 
a crisis. To do this, we support creating a council of existing 
regulators that would be on watch for emerging market and 
industry risks. They would have a distinct advantage over all 
new regulatory bodies, because they know best the conditions 
of the companies and industries they already supervise. They 
would make judgments based on real business conditions 
and risks, not academic formulas. They would consider 
which companies have too much risk and how those risks 
aff ect other companies and markets. If a company that many 
others depend on is considered a systemic risk, a council 
of regulators would ensure that the company’s existing 
regulator take the lead to ﬁ x it before the risk spreads to other 
companies, industries and markets. 

“Too big to fail” We believe no company should be “too 
big to fail.” A government “resolution authority” should 
unwind and liquidate any failed company. It shouldn’t be just 
bankruptcy or “bail out.” What’s needed is a mechanism to 
assure the orderly winding down of a failed company. The 
process needs to assure that stockholders take the ﬁ rst losses, 
then unsecured creditors. The parties dealing with the failed 
company can receive distributions based on estimates of 
asset values without having to wait for the entire process 
to be completed. This would avoid systemic risk. It’s not a 
company’s size that’s the source of risk it’s the nature of its 
business and how it interconnects with other businesses 
and markets. Wells Fargo is large, but we’re also broadly 
diversiﬁ ed. We have controls and practices that enable us 
to manage risk. It’s simple to solve the problem of “too big 
to fail.” Let’s just make it clear: any ﬁ nancial services ﬁ rm 
can be allowed to fail. If it fails to manage its risk, it deserves 
to fail. Period.

  Every recession has an end and then comes growth, but 
our nation still must absorb an oversupply of goods, labor 
and housing. To reduce unemployment, our capitalist, free-
enterprise system — the envy of the world — needs breathing 
room so Americans can be free to do what they do best: Create 
and innovate and build and rebuild.

Thank you, Dick!
On behalf of our Board and all team members, a special 
thank you to Dick Kovacevich, who retired December 30th 
after 23 stellar years with our company. One year ago, Dick 
was scheduled to retire, but agreed at the Board’s invitation 
to continue as chairman through 2009 to help us successfully 
integrate Wachovia into Wells Fargo. More than 20 years ago, 
he crafted and propagated our groundbreaking vision that 
remains solidly in place today: We want to satisfy all our 
customers’ ﬁ nancial needs and help them succeed ﬁ nancially. 
We call it “The Vision That Works.” We bring it to life for you 
as the theme of this Report on pages 10–29.
  Dick leaves a great legacy and, most importantly, a great 
team ready for even more growth and success. We wish him 
and his wife, Mary Jo, and their family all the best.
  We thank all our team members for working together to 
earn more of our customers’ business during a very diffi  cult 
year for our country and our industry, and for collaborating 
so eff ectively to complete the ﬁ rst year of the Wachovia-
Wells Fargo integration. We thank our customers for entrusting 
us with more of their business and for returning to us for their 
next ﬁ nancial services product. And we thank you, our owners, 
for your conﬁ dence in Wells Fargo as we begin our 159th year.
  We can’t control the economy. We can control who we are, 
what we do and how we do it. In my 28 years with the company, 
I believe this was the best year we’ve ever had for putting us in 
a position for future growth — because of our vision and values, 
time-tested business model, team member talent, liquidity, 
capital, ability to generate revenue from such a diversity of 
businesses and geographies, and because of the success to date 
of the Wells Fargo-Wachovia merger.

John G. Stumpf
Chairman, President and Chief Executive Offi  cer

Our world in 2010
Cold numbers like 9.7 percent unemployment don’t begin to tell 
the human story of pain and loss that many Americans suff ered 
this year. Our team members suff ered right along with them 
because many of those struggling are our own customers, our 
neighbors, and our family members. Our customers need us 
now more than ever for sound ﬁ nancial advice. We welcome 
them into our banking stores for kitchen table conversations 
about their ﬁ nances so we can work together to help them 
succeed ﬁ nancially.
  The attitude of our customers shifted radically in 2009. 
They’re more frugal than ever. They’re more serious about 
balancing wants and needs. They’re saving and investing 
and paying down debt as never before. Delayed gratiﬁ cation 
is back in style. Who’d have ever thought the retail “layaway” 
plan would become fashionable again?
  Creating good jobs is now Job #1 for our country. 
Wells Fargo — serving one of every three U.S. households — 
wants to help make that happen. Our economy is still losing 
jobs, the U.S. economy remains fragile and the labor market 
bleak and probably will be for much of 2010, but the economy 
is improving. Many companies are in good ﬁ nancial shape. 
Inventories, payrolls and equipment spending are low. Cash 
is king. Many balance sheets are strong. Inﬂ ation and interest 
rates remain low. Now more than ever, we want to be there for 
our commercial and small business customers to help them 
expand and grow and hire.

Being there rain or shine I hear people say banks don’t want 
to lend anymore. Or the old saw: A banker is someone who 
will lend you an umbrella on a sunny day. I can assure you, the 
banker who’s open for business only on sunny days will soon 
go out of business. Next time it rains, check to see how many 
customers left that banker and took their money down the 
street to a competitor who can stay with them rain or shine. 
The economy we live in today is that rainy day. We want to be 
loyal to customers who’ve been loyal to us. These are the times 
that test that loyalty. We can’t make every customer happy. We 
also make some mistakes. And, there are loans that shouldn’t 
be made. We do not believe in lending to a customer who we 
believe doesn’t show the ability to pay the loan back under its 
terms or in making a loan without the proper documentation. 
But there are lots of customers who need ﬁ nancing today who 
can qualify. And we are lending. We’re taking a second look at 
many of the loan applications we deny to make sure we made 
the right decision for the customer and our company. We expect 
to increase our small business lending as much as 25 percent in 
2010 to more than $16 billion if the economy improves and with 
disciplined credit underwriting. 
  Our biggest challenge in 2010 will be aggressively looking 
for creditworthy customers who need not just ﬁ nancing but 
sound ﬁ nancial advice and the beneﬁ t of a full relationship that 
can last a lifetime. Credit is available. The amount of credit 
customers are using on their lines of credit today is as low as 
I’ve ever seen. That’s why we’re hiring hundreds of bankers — 
more feet on the street — to ﬁ nd as many good loans as possible. 

99

The vision that works: 
for our customers

Every day, we try to draw a straight line from 

our vision to ﬁ nancial success for our customers. 

Helping them get the right answers fast so they can 

make smart ﬁ nancial decisions. Helping them create 

a ﬁ nancial plan unique to their needs. Helping them 

compare investment options for a secure retirement. 

Making sure they understand lending requirements 

so they can qualify for a home mortgage. Saving 

them money on insurance. Helping companies grow 

by raising new capital. Here’s how a vision should 

work(cid:23)...(cid:23)for our customers.

10

Hanh Nguyen, a teller in Harrisburg, Pennsylvania, noticed something 

 as she was handing her customer her banking statement. She asked 
a simple question: “How much are you paying in auto insurance?” Nguyen 
asked if she had time right now to see if Wells Fargo could off er a better 
deal. Together, they called a Wells Fargo Insurance agent. An hour later, the 
customer saved $400 a year in premiums. Then she decided to check our 
renter’s insurance, too, and on the same call saved even more money. 
“We’re always looking for ways to save our customers money,” Nguyen said. 
“We’re her bank. Now we’re her insurance provider, too, which makes life 
simpler for her.”

“We’re always looking for ways 

to save our customers money.”

Hanh Nguyen
Team Member, Harrisburg, Pennsylvania

The vision that works

How much are 
you paying for 
insurance?

11

“We’ll connect the customer with 

other Wells Fargo experts for 

personal loans, or mortgages or 

other services. We’re a gateway 

into Wells Fargo.”

Jamie Berthiaume
Team Member, Colorado Springs, Colorado

An Illinois customer was on wellsfargo.com checking out a home

 equity loan last fall when a little box showed on his screen. It was an 
invitation to chat live with loan specialist Jamie Berthiaume in Colorado 
Springs, Colorado. She’s part of a team that helps home equity customers 
get answers fast so they can make smart decisions. “Customers like it. They 
like that they can get a fast answer and that they’re talking to a real person,” 
said Berthiaume. Customers interested in applying for a home equity loan 
can then talk to her by phone to complete the application. It takes just a few 
minutes. “If we see a home equity loan isn’t the right ﬁ t, we’ll connect the 
customer with other Wells Fargo experts for personal loans, or mortgages 
or other services. We’re a gateway into Wells Fargo.”

The vision that works

A little box 
on the screen

12

A Council Bluff s, Iowa, family needed help, fast. The day had come to

 buy their new house, and the lender backed out at the last second. The 

family’s real-estate agent called Wells Fargo asking for a Spanish-speaking 
originator who could help. Mortgage originator Celina Fontes met with 
Jesus and Guadalupe Robles, then started a 72-hour marathon to help the 
family get their home mortgage. They were already Wells Fargo banking 
customers, so a personal banker veriﬁ ed their accounts, while other team 
members helped them understand lending requirements and veriﬁ ed their 
income. “I brought my family to you and you accepted me with all of my 
issues,” said Jesus. “You helped me and advised me — just like a family. 
I am going to recommend Wells Fargo Home Mortgage to all my friends.”

“You helped me and 

advised me — just like a family. 

I am going to recommend 

Wells Fargo Home Mortgage 

to all my friends.”

Jesus and Guadalupe Robles and family
Customers, Council Bluff s, Iowa

Celina Fontes (inset)
Team Member, Omaha, Nebraska

The vision that works

Behind the numbers: 
a family

13

Denver-based Berry Petroleum Company — founded in 1909 during the 

California oil rush — has been a Wells Fargo customer for over 20 years. 

When Berry wanted to raise capital in 2009, it turned to Wells Fargo for 
help. Our Investment Banking team, including Jeff  Gore and Ty Peterson 
(inset below), joined relationship manager Art Krasny (inset center) and 
our Energy Group team to discuss ﬁ nancing alternatives. Then, in May, 
Wells Fargo was lead underwriter on an off ering that raised $325 million 
followed by a $125 million issuance in August. “Wells Fargo consistently 
delivers for our company, helping us succeed in many ways,” said 
David Wolf, Berry’s chief ﬁ nancial offi  cer (below). “Now that we can turn 
to Wells Fargo to tap capital markets, we’ve deepened and strengthened 
our long-term relationship.” 

“Now that we can turn to 

Wells Fargo to tap capital 

markets, we’ve deepened 

and strengthened our 

long-term relationship.”

David Wolf
Customer, Denver, Colorado

The vision that works

Long-time customer, 
new-found service

14

Gerard Corbett is a long-time customer of Wells Fargo with a dozen 

products and services. He’s also a big online-banking fan. When 

he saw the redesigned Wells Fargo Retirement Online Center, he dug in, 
researching information that he and his family need to plan a secure 
retirement. “I’m also using the site to compare investment options,” 
Corbett said. “I have several 401(k)s, so I use the site to benchmark the 
accounts with each other. Everything is seamless at the Wells Fargo site. 
We have a number of accounts, so it’s helpful to use the site and go to 
each one without walls and barriers.”

“Everything is seamless at 

the Wells Fargo site. We have 

a number of accounts, so it’s 

helpful to use the site and 

go to each one without walls 

and barriers.”

Gerard Corbett
Customer, San Francisco, California

The vision that works

Retirement planning 
made easier

15

In mid-2008, the city of Los Angeles decided to do business with both 

Wachovia and Wells Fargo. Months later, the two companies announced 

their agreement to merge. The city asked: How can you work together 
to help us? Corrie Bowman of Wachovia, Lynn Love of Wells Fargo and 
dozens of team members seized the opportunity to work together to help 
the city. Result: a revolution in the city’s cash-management systems and 
other changes that have saved the city $5.5 million (and counting), in part 
by eliminating a decades-old general ledger that still required hand-entered 
deposit records. “From day one, we put the customer ﬁ rst and we delivered 
as one team,” Love said.

“From day one, we put the 

customer ﬁ rst and we 

delivered as one team.”

Corrie Bowman and Lynn Love
Team Members, Los Angeles, California

The vision that works

Saved for L. A. – 
$5.5 million

16

Brett and Cindy Holzhauer are long-time Wells Fargo customers and 

were delighted when they spotted a Wells Fargo Home Mortgage store 

in their new hometown of Fayetteville, Arkansas. A year after getting a 
mortgage for their new home, however, expenses began to get tight: Cindy 
was in college working part-time and they needed to free up cash to cover 
some health expenses. They again turned to Wells Fargo and originator 
Ryann Thornton (inset, below) for help. “When we moved here from 
Minnesota, we kept our Wells Fargo accounts. We’re Wells Fargo fans,” 
Cindy said. “Ryann helped us reduce our payments by $360 a month by 
reﬁ nancing and now we’re even bigger fans.”

“When we moved, we kept 

our Wells Fargo accounts. We’re 

Wells Fargo fans. Ryann helped 

us reduce our payments by 

$360 a month, by reﬁ nancing, 

and now we’re even bigger fans.”

Cindy and Brett Holzhauer
Customers, Fayetteville, Arkansas

The vision that works

Banking on 
a mortgage

17

It was time for a change to Wells Fargo. The CEO of Houston-based 

healthcare company U.S. Imaging — with 250 employees in dozens of 
locations — turned to team member Renee Ricker for help moving accounts 
and services from another ﬁ nancial services company that could no longer 
meet its needs. The relationship grew and grew. The company and its 
employees now have more than 500 products and services with Wells Fargo: 
private banking, treasury management, direct deposit, business banking, 
personal banking, Desktop Deposit® service to scan and send deposits 
electronically, and more. Ricker and team member Sherry Walker enrolled 
employees in Wells Fargo Membership® Banking (including free checking, 
savings accounts and credit cards). “It starts with asking for their business, 
then providing outstanding service, and now we’re helping both a company 
and its employees be ﬁ nancially successful,” Ricker said. “It’s a great feeling.”

“It starts with asking for 

their business, then providing 

outstanding service, and now 

we’re helping both a company 

and its employees be ﬁ nancially 

successful. It’s a great feeling.”

Renee Ricker (inset)
Team Member, Houston, Texas

Todd and LE “Doc” Richey (below)
Customers, Houston, Texas

The vision that works

The relationship 
that grew and grew

18

It was crunch time. Two New York City customers had to wrap up a 

new mortgage for their business by day’s end or face $15,000 in 
prepayment penalties from another lender. One problem: They were 
vacationing in Florida, and the papers were 2,200 miles away with team 
member Sheila Chacon (below, left) in Phoenix. The solution: With no 
Wells Fargo location anywhere near — the Wells Fargo/Wachovia merger 
was announced just a few weeks before — Chacon looked up a Wachovia 
banking store in Winter Haven, Florida, and asked for help. Dwight Faulknor 
(below, right) took the call. “No problem,” he said as he stayed past closing 
time, using two printers simultaneously to get the massive document ready 
for signatures. Teller Carrie Perry (below, center) stayed late, too, to notarize 
the documents. Result: satisﬁ ed customers who’ll think of Wells Fargo for 
their next ﬁ nancial need.

“We can help customers in many 

ways because we’re both online 

and in the neighborhood. We 

saved our New York customers 

$15,000 that another lender 

wanted to charge in penalties 

because we moved fast and were 

there when they needed us most.”

Dwight Faulknor
Team Member, Winter Haven, Florida

The vision that works

The clock 
was ticking

19

Customers Brad and Renee Simmons in Charlotte, North Carolina,

 had been saving for retirement. Now they needed a plan just for them. 
Renee’s employer held a beneﬁ ts fair where she spoke to Paul Irving (inset, 
below), a Wells Fargo ﬁ nancial advisor at the Wachovia booth. We managed 
the company’s 401(k) retirement plan. Irving said, “Brad and Renee were 
out there on their own. We worked with them to develop a plan to match 
their needs and wants.” Now, the Simmons know where they’re going and 
how they’ll get there. “Paul listened,” Renee said. “When he says, ‘This is 
best for you,’ I believe him. He’s here to help us. We’ve diversiﬁ ed based 
on Paul’s advice, and he’s helping us have a more secure future.” 

“Paul listened. When he says, 

‘This is best for you,’ I believe him. 

He’s here to help us.”

Brad and Renee Simmons
Customers, Charlotte, North Carolina

The vision that works

“They were out there 
on their own.”

20

Shopping for a new bank on the web, Doug Loar of Moreno Valley, 

California (east of Los Angeles), saw something intriguing at 

wellsfargo.com. With a mouse click and a few keystrokes, he could arrange 
an in-person visit with a Wells Fargo banker. “My home and work are 
really close to Wells Fargo, so I ﬁ gured I’d make an appointment online 
and check it out.” The next day, he met with banking store manager 
Andrew Lansing (inset, below). “I prefer online banking, but it was 
really nice getting to meet Andrew face to face to get accounts set up 
and ask questions,” Loar said. Testing continues on the online Make an 
AppointmentSM service, now available to customers in parts of California 
and Arizona. It’s another example of how Wells Fargo stores, ATMs, 
wellsfargo.com and Wells Fargo Phone Bank all work together to serve our 
customers when, where and how they want to be served to satisfy all their 
ﬁ nancial needs and help them succeed ﬁ nancially.

“I prefer online banking, 

but it was really nice getting 

to meet Andrew face to 

face to get accounts set up 

and ask questions.”

Doug Loar
Customer, Moreno Valley, California

The vision that works

You choose(cid:3)...(cid:3)
online or in person

21

It started small. A utility company with modest beginnings in Minnesota

 issued public stock and chose a Wells Fargo predecessor bank to be 
its stock transfer agent 86 years ago. Today, MDU Resources (Bismarck, 
North Dakota) and its 8,000 employees continue to rely on Wells Fargo for 
its stock transfer business and so much more: trust and custody services, 
treasury management applications, hedging opportunities, the placement 
of equity and helping arrange lines of credit to meet the capital needs of 
the company, and other banking services. Patrick McCue (below, left), 
and Keith Luettel (below, right), are two of dozens of team members who 
help MDU Resources succeed ﬁ nancially. “Wells Fargo has become a key 
banking partner and our relationship continues to evolve as we grow,” said 
MDU Treasurer Doug Mahowald (below, center). “Wells Fargo delivers 
solutions tailored to the ﬁ nancial needs of our company.”

“Wells Fargo delivers solutions 

tailored to the ﬁ nancial needs 

of our company.”

Doug Mahowald
Customer, Bismarck, North Dakota

The vision that works

86 years 
and counting

22

23

The vision that works: 
for our communities

We’re not just a bank that happens to be in a 

community. We’re a community bank. That means 

we’re “in and of” every community in which we 

do business. We were local ﬁ rst, then national. 

We weren’t born as a national bank that decided 

to be local. We were born as a local bank in one 

community that grew to be national. Here’s how 

a vision should work(cid:23)...(cid:23)for our communities.

24

Y ou could call this 10 for 10. Our team members volunteer to spend 

10 weeks reading aloud to elementary schoolchildren. They then 

leave a legacy well beyond those 10 hours: a donated set of 10 books for 
the classroom through our volunteer partnership with Reading First. Our 
eff ort, begun at Wachovia 10 years ago, is so successful we’ve expanded 
it across Wells Fargo. Many Wachovia Volunteers teams in our eastern 
states made Reading First an important activity. Carlos Carmona — 
Greater Washington, D.C., Wachovia Volunteers member and its former 
president — saw Reading First beneﬁ t Greater Washington, D.C., schools. 
“Our volunteers get excited when they see a child’s eyes light up as they 
read stories aloud,” he said. “When the 10 weeks in the classroom are over, 
teachers are so appreciative to have a set of books for their students to 
enjoy. When school district budgets are tight, our company can help ﬁ ll 
the gap to keep literacy a priority.”

“When school district budgets 

are tight, our company can 

help ﬁ ll the gap to keep literacy 

a priority.”

Carlos Carmona
Team Member, Alexandria, Virginia

The vision that works

Fostering a love 
of reading

25

“By investing just a few hours 

a month, we can help young 

adults build on skills that will 

help them in school and as 

they pursue careers.”

Bernard Bermudez
Team Member, Las Vegas, Nevada

Y oung people need strong adult role models to build character and 

skills. Cultivating our relationship with the Boys & Girls Club in 
Las Vegas, team members in our Asian Connection affi  nity group pledged 
to mentor up to 10 preteens in its leadership development program. 
Bernard Bermudez, chairman of Asian Connection and a Business Banking 
relationship manager, reﬂ ected on the opportunity to make a larger 
contribution to Boys & Girls Club: “This Project Mentor program builds 
upon our company’s rich history of community support,” he said. “By 
investing just a few hours a month, we can help young adults build on 
skills that will help them in school and as they pursue careers.”

The vision that works

Mentoring 
tomorrow’s leaders 

26

Surveys show that buildings generate 39 percent of carbon dioxide 

emissions, use 40 percent of energy and 13 percent of water. 
Wells Fargo is reducing these percentages by registering Wachovia 
buildings in the Leadership in Energy and Environmental Design (LEED®) 
program as our Community Banking states convert to Wells Fargo 
systems. Colorado was ﬁ rst in 2009, with 16 banking stores registered and 
upgraded with programmed thermostats and ﬂ ow controls for plumbing. 
We’re also installing solar panels on 10 stores in Colorado. Sheri Elbert, 
our head of LEED standards (on the roof of our Highlands Ranch banking 
store, part of our solar pilot), leads the project to update up to 3,000 
banking stores to energy-effi  cient standards through 2011. “Our coast-to-
coast banking-store conversion gives Wells Fargo a huge opportunity to 
live our environmental commitment,” said Elbert. “The solar panels supply 
about 20 percent of the stores’ electricity.”

“Our coast-to-coast banking-

store conversion gives 

Wells Fargo a huge opportunity 

to live our environmental 

commitment.”

Sheri Elbert
Team Member, San Francisco, California

The vision that works

The energy to 
integrate diff erently

27

W ells Fargo Home Mortgage customers faced with the challenge of 

keeping up with monthly payments were looking for easy access 
to help. We responded by hosting foreclosure-prevention workshops in 
Atlanta, Baltimore, Chicago, Phoenix, and Saint Paul. More than 6,300 
customers met with mortgage representatives such as Shawn Gatewood 
(pictured in Baltimore) during those workshops. As Gatewood met with 
customers — providing on-the-spot decisions or clear next steps to address 
their needs — he said, “People who had spent hours on the telephone really 
appreciated that we came to where they live to sit with them to hear about 
their speciﬁ c situation. The time I spent with customers was emotional, but 
it was rewarding to see how we could make an immediate diff erence for so 
many people and neighborhoods in the Baltimore area.”

“The time I spent with customers 

was emotional, but it was 

rewarding to see how we could 

make an immediate diff erence 

for so many people and 

neighborhoods.”

Shawn Gatewood
Team Member, Frederick, Maryland

The vision that works

Preserving 
neighborhoods: one 
customer at a time

28

Aff ordable housing projects in communities across the country often

 face challenges. In Portland, Oregon, a nonproﬁ t group, Cedar Sinai, 

struggled to gather the ﬁ nancing needed to buy and preserve a 235-unit 
senior housing complex. Wells Fargo helped meet the need. We structured 
a multimillion-dollar ﬁ nancing plan for the nonproﬁ t to buy and preserve 
the building and protect residents from potential rent hikes. Team member 
Katy Patricelli (pictured) of Portland worked with Community Development 
investment manager Kevin Gardiner in Salt Lake City to help make the 
ﬁ nancing a reality. “Stepping in to help with this project gave Wells Fargo 
the opportunity to showcase our commitment to the community and to work 
together to beneﬁ t the places where we do business,” Patricelli said.

“Stepping in to help with this 

project gave Wells Fargo the 

opportunity to showcase our 

commitment to the community 

and to work together to 

beneﬁ t the places where 

we do business.”

Katy Patricelli
Team Member, Portland, Oregon

The vision that works

Protecting against 
higher rent

29

W E L L S  

F A R G O  

C O N T R I B U T E D  

202MILLION

T O   1 8 , 0 0 0   N O N P R O F I T S   I N   2 0 0 9 ,   A V E R A G E   O F :

$

$3.9 million 
every week

$550,000 
every day

$23,000 
every hour

The vision that works

Where we give

Education 

Investing in our 
communities

$42 
million

donated by team members 
during annual Community 
Support and United Way 
Campaign

Our community 
commitment

1.23 
million hours

volunteered by team members

Average value of a volunteer hour: $20.25, 
equivalent to $25 million in time contributed

$943
million

in Community 
Development Lending

Includes aff ordable housing, community 
service and economic development loans

Community Development 

Human Services 

Arts and Culture 

Civic 

Environmental 

Other 

30%

26%

24%

11%

4%

1%

4%

Social capital – applying our best thinking as 
leaders in making communities better places 
to live and work

Team member volunteerism – encouraging 
and celebrating the good work team members 
do in their communities

Financial contributions – giving with purpose 
and focus

Compliance – conducting business ethically 
and responsibly according to legal requirements 
and our own standards

$61 
million

to educational organizations

$14 million in matched educational donations 
from team members

Environmental progress
•  $6 billion in environmental ﬁ nancing
•  Set a goal to reduce our U.S.-based greenhouse gas emissions by 20 percent below 2008 

levels by 2018

•  New banking stores will use about 20 percent less energy and 40 percent less water than 

conventional buildings of the same type

30

Board of Directors

John D. Baker II 1, 2
President, CEO
Patriot Transportation 
Holding, Inc.
Jacksonville, Florida
(Transportation, real estate 
management)

John S. Chen 5
Chairman, President, CEO
Sybase, Inc.
Dublin, California
(Computer software)

Lloyd H. Dean 1, 2
President, CEO
Catholic Healthcare West
San Francisco, California
(Healthcare)

Susan E. Engel 2, 3, 5
Chief Executive Offi  cer
Portero, Inc.
Armonk, New York
(Online luxury retailer)

Enrique Hernandez, Jr. 1, 3
Chairman, CEO
Inter-Con Security 
Systems, Inc.
Pasadena, California
(Security services)

Donald M. James 3, 5
Chairman, CEO
Vulcan Materials Company
Birmingham, Alabama
(Construction materials)

Richard D. McCormick 3, 5
Chairman Emeritus
US WEST, Inc.
Denver, Colorado
(Communications)

Mackey J. McDonald 4, 5
Retired Chairman, CEO
VF Corporation
Greensboro, North Carolina
(Apparel manufacturer)

Cynthia H. Milligan 1, 2, 4
Dean Emeritus
College of Business 
Administration
University of Nebraska – 
Lincoln, Nebraska
(Higher education)

Nicholas G. Moore 1, 2
Retired Global Chairman
PricewaterhouseCoopers
New York, New York
(Accounting)

Philip J. Quigley 1, 4
Retired Chairman, 
President, CEO
Paciﬁ c Telesis Group
San Francisco, California
(Telecommunications)

Donald B. Rice 4, 5
President, CEO
Agensys, Inc.
Santa Monica, California
(Biotechnology)

Judith M. Runstad 2, 3
Of Counsel
Foster Pepper PLLC
Seattle, Washington
(Law ﬁ rm)

Stephen W. Sanger 3, 5
Retired Chairman
General Mills, Inc.
Minneapolis, Minnesota
(Packaged foods)

Robert K. Steel 2, 3
Former President, CEO
Wachovia Corporation
Charlotte, North Carolina
(Financial services)

John G. Stumpf 
Chairman, President, CEO
Wells Fargo & Company

Susan G. Swenson 1, 4
President, CEO
Sage Software – North America
Irvine, California
(Business software and 
services supply)

Standing Committees

1.   Audit and Examination

2.   Credit

3.   Finance

4.  Governance and Nominating

5.   Human Resources

Executive Offi  cers, Corporate Staff 

John G. Stumpf, Chairman, President, CEO *

Michael J. Loughlin, Chief Credit and 

Paul R. Ackerman, Treasurer

Caryl J. Athanasiu, Compliance and 

Risk Management

Howard I. Atkins, Chief Financial Offi  cer *

Patricia R. Callahan, Offi  ce of Transition 
(Wells Fargo-Wachovia Integration) *

Jon R. Campbell, Social Responsibility

David M. Carroll, Wealth, Brokerage and 

Retirement Services *

Ellen Haude, Investment Portfolio

Bruce E. Helsel, Corporate Development

Laurel A. Holschuh, Corporate Secretary

David A. Hoyt, Wholesale Banking *

Richard D. Levy, Controller *

Risk Offi  cer *

Kevin McCabe, Chief Auditor

Avid Modjtabai, Technology 

and Operations *

Mark C. Oman, Home and 

Consumer Finance *

Kevin A. Rhein, Card Services and 

Consumer Lending *

Eric D. Shand, Chief Loan Examiner

Robert S. Strickland, Investor Relations

James M. Strother, General Counsel, 

Government Relations *

Oscar Suris, Corporate Communications

Carrie L. Tolstedt, Community Banking *

Julie M. White, Human Resources *

* “ Executive offi  cers” according to Securities and 

Exchange Commission rules

31

Our Operating Committee  Front row (from left): Mark Oman, 
David Carroll, Howard Atkins, John Stumpf, Carrie Tolstedt, 
David Hoyt. Back row: James Strother, Patricia Callahan, 
Kevin McCabe, Avid Modjtabai, Michael Loughlin, Kevin Rhein. 

Senior Business Leaders

COMMUNITY BANKING

Laura A. Schulte (cont.)

HOME AND CONSUMER FINANCE

Darryl G. Harmon, Southeast

Jerome J. Byers, Atlanta

Mike S. Donnelly, Tennessee, Alabama, 

Mississippi

Michael L. Golden, Greater Georgia

Ebbert E. (Pete) Jones, Jr., Mid-Atlantic

Andrew M. Bertamini, Baltimore

Group Head

Mark C. Oman

Wells Fargo Home Mortgage

Michael J. Heid

Cara K. Heiden

Mary C. Coffi  n, Mortgage Servicing/

Timothy A. Butturini, Greater Virginia

Post Closing

Group Head

Carrie L. Tolstedt

Regional Banking

Regional Presidents

James O. Prunty, Great Lakes

Mary E. Bell, Indiana, Ohio

Frederick A. Bertoldo, Michigan, 

Wisconsin

James D. Hanson, Greater Minnesota

J. Scott Johnson, Iowa, Illinois

Daniel P. Murphy, North Dakota, 

South Dakota

Paul W. “Chip” Carlisle, Texas, Arkansas, 

Border Banking

George W. Cone, Heart of Texas

John T. Gavin, Dallas-Fort Worth

Glenn V. Godkin, Houston

Dee E. O’Donnell, Western Virginia

George D. Swygert, Greater 

Washington, D.C.

Stanhope A. Kelly, Carolinas

Kendall K. Alley, Charlotte

Jack O. Clayton, Triangle/Eastern 

North Carolina

Leslie L. Hayes, Western/Triad 

North Carolina

Forrest R. (Rick) Redden, 

South Carolina

Don C. Kendrick, Central Texas

Michelle Y. Lee, Northeast

Suzanne M. Ramos, Border Banking

Lucia D. Gibbons, Northern New Jersey

Kenneth A. Telg, West Texas

Joe F. Kirk, New York, Connecticut

Thomas W. Honig, Mountain West

Brenda K. Ross-Dulan, Southern 

Nathan E. Christian, Colorado

Kirk L. Kellner, Nebraska, Kansas

Michael J. Matthews, Wyoming

Joy N. Ott, Montana

Dana B. Reddington, Idaho

Richard Strutz, Alaska

Greg A. Winegardner, Utah

Patrick G. Yalung, Washington

Lisa J. Stevens, California

New Jersey

Hugh C. Long II, Penn-Del

Vincent J. Liuzzi III, Greater 
Philadelphia, Delaware

David D. Miree, Greater Pennsylvania

Diversiﬁ ed Products Group

Michael R. James

Marc L. Bernstein, Small Business 

Segment and Business Direct Lending

Michael F. Billeci, San Francisco Bay Area

Felix S. Fernandez, Northern California

James W. Foley, Greater San Francisco 

Bay Area

Jerry Bowen, Auto Dealer 
Commercial Services

Kevin Moss, Home Equity Lending

David J. Rader, SBA Lending

David A. Galasso, Central California

Todd A. Reimringer, Business 

Hector E. Retta, Orange County

John K. Sotoodeh, Los Angeles Metro

Kim M. Young, Southern California

Gerrit van Huisstede, Desert Mountain

Kirk V. Clausen, Nevada

Pamela M. Conboy, Arizona

Donald J. Pearson, Oregon

Lisa J. Riley, New Mexico

Laura A. Schulte, Eastern Region

Shelley Freeman, Florida

Allen R. Brinkman, Central Florida

Scott M. Coble, North Florida

Kathryn G. Dinkin, Southeast Florida

Carl A. Miller, Greater Gulf Coast

Payroll Services

Debra B. Rossi, Merchant 
Payment Solutions

Thomas A. Wolfe, Wells Fargo 

Dealer Services

Robert D. Worth, Business Banking 

Support Group

Kenneth A. Zimmerman, Consumer and 

Small Business Deposits

James P. Smith

Enterprise Marketing

Sylvia L. Reynolds

Frank M. Newman III, Gold Coast

Customer Connection

Diana L. Starcher

32

Internet Services Group

Timothy J. Sloan

Special Situations Group 
(asset workout)

Mark Myers

Wholesale Credit

David J. Weber

Michael P. Sadilek, Workout

International and Insurance Services

Group Head

David J. Zuercher

Neal R. Aton, Wells Fargo Insurance, Inc. 
and Wells Fargo Insurance Services, Inc.

Peter P. Connolly, International 

Financial Services

Michael P. Day, Rural Community 

Insurance Services, Inc.

Michael P. Heavener, Global Financial 

Institutions and Trade

Wells Fargo Capital Finance

Peter E. Schwab

Henry K. Jordan

Scott R. Diehl, Corporate 

Finance Group

William J. Mayer, Commercial and 

Asset Management Group

Michael J. Niedermeyer

Robert W. Bissell, Wells Capital 

Management Inc.

Thomas K. Hoops, Specialty Asset 

Management

James W. Paulsen, Wells Capital 

Management Inc.

Karla M. Rabusch, Wells Fargo Funds 

Management, LLC

Wholesale Services

Stephen M. Ellis

Debbie Ball, Wholesale Internet Services

Michael J. Kennedy, Payment Strategies

Daniel C. Peltz, Treasury 
Management Group

CORPORATE FINANCE

Group Head

Howard I. Atkins

Norwest Equity Partners

Susan A. Davis, National Retail Sales/

Fulﬁ llment Services

John P. Gibbons, Capital Markets

Eric P. Stoddard, Correspondent Lending

Kathleen L. Vaughan, Wholesale Lending

CARD SERVICES AND 
CONSUMER LENDING

Group Head

Kevin A. Rhein

Daniel I. Ayala, Global 
Remittance Services

R. Kirk Bare, Education Financial Services

Edward M. Kadletz, Consumer and 

Business Debit Card/Prepaid Products

David R. Kvamme, Wells Fargo Financial

Robert A. Ryan, Wells Fargo Rewards 

and Enhancement Services

R. Brent Vallat, Personal Credit 

Management

WEALTH, BROKERAGE 
AND RETIREMENT

Group Head

David M. Carroll

Christine A. Deakin, Business Services

Daniel J. Ludeman, Wells Fargo Advisors

Clyde W. Ostler, Family Wealth

John M. Papadopulos, Retirement

Jay S. Welker, Wealth Management Group

WHOLESALE BANKING

Group Head

David A. Hoyt

Commercial, Real Estate and 
Specialized Financial Services Group

J. Edward Blakey, Specialized Lending, 

Servicing and Trust

Michael R. McCoy, Consumer Credit Card

Retail Finance Group

A. Larry Chapman, Commercial 

Timothy C. Devries, Managing Partner

Norwest Venture Partners

Promod Haque, Managing Partner

Corporate Properties

Donald E. Dana

Real Estate

Robert Engel and Jonathan Weiss, 
Investment Banking and Capital 
Markets Group

Carlos Evans, Commercial Banking East

J. Michael Johnson, Corporate 

Banking Group

Benjamin V. Lambert, Chairman Eastdil 

Secured, LLC

Todd J. May, Shareowner Services

Petros G. Pelos, Commercial 

Banking West

John R. Shrewsberry, Securities 

Investment Group

Financial Review

34 Overview

37

47

Earnings Performance

Balance Sheet Analysis

50 Off-Balance Sheet Arrangements

54

Risk Management

71 Capital Management

73 Critical Accounting Policies

79 Current Accounting
Developments

80

81

Forward-Looking Statements

Risk Factors

111

111

3 Cash, Loan and Dividend Restrictions

4 Federal Funds Sold, Securities

Purchased under Resale Agreements
and Other Short-Term Investments

112

5 Securities Available for Sale

119

6 Loans and Allowance for Credit Losses

123

7 Premises, Equipment, Lease 

Commitments and Other Assets

124

8 Securitizations and Variable 

Interest Entities

134

9 Mortgage Banking Activities

136

10 Intangible Assets

137

11 Deposits

137

12 Short-Term Borrowings

Controls and Procedures

138

13 Long-Term Debt

88 Disclosure Controls and 

Procedures

88

Internal Control over Financial
Reporting

88 Management’s Report on Internal
Control over Financial Reporting

89

Report of Independent Registered
Public Accounting Firm

Financial Statements

90 Consolidated Statement of Income

91 Consolidated Balance Sheet

92 Consolidated Statement of 
Changes in Equity and
Comprehensive Income

141

14 Guarantees and Legal Actions

146

15 Derivatives

151

16 Fair Values of Assets and Liabilities

161

17 Preferred Stock

163

18 Common Stock and Stock Plans

167

19 Employee Beneﬁts and Other Expenses

174

20 Income Taxes

176

21 Earnings Per Common Share

177

22 Other Comprehensive Income

178

23 Operating Segments

180

24 Condensed Consolidating Financial

Statements

184

25 Regulatory and Agency Capital 

Requirements

96 Consolidated Statement of 

Cash Flows

186

Report of Independent Registered
Public Accounting Firm

Notes to Financial Statements

187 Quarterly Financial Data

97

1 Summary of Signiﬁcant 
Accounting Policies

109

2 Business Combinations

189 Glossary of Acronyms

190 Codification Cross Reference

33

This Annual Report, including the Financial Review and the Financial Statements and related Notes, has 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. Some of these factors are described in the Financial Review and in the Financial
Statements  and  related  Notes.  For  a  discussion  of  other  factors,  refer  to  the  “Risk  Factors”  section  in  this  Report.  A  Glossary  of
Acronyms for terms used throughout this Report and a Codiﬁcation Cross Reference for cross references from accounting standards
under  the  recently  adopted  Financial  Accounting  Standards  Board  (FASB)  Accounting  Standards  Codiﬁcation  (Codiﬁcation) 
to pre-Codiﬁcation accounting standards can be found at the end of this Report.

Financial Review

Overview

Wells Fargo & Company is a $1.2 trillion diversified financial
services company providing banking, insurance, trust and
investments, mortgage banking, investment banking, retail
banking, brokerage and consumer finance through banking
stores, the internet and other distribution channels to individ-
uals, businesses and institutions in all 50 states, the District
of Columbia (D.C.) and in other countries. We ranked fourth
in assets and second in the market value of our common stock
among our peers at December 31, 2009. 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. When we refer to “legacy
Wells Fargo,” we mean Wells Fargo excluding
Wachovia Corporation (Wachovia).

Our vision is to satisfy all our customers’ financial needs,
help them succeed financially, be recognized as the premier
financial services company in our markets and be one of
America’s great companies. Our primary strategy to achieve
this vision is to increase the number of products our customers
buy from us and to give them all of the financial products that
fulfill their needs. Our cross-sell strategy, diversified business
model and the breadth of our geographic reach facilitate growth
in both strong and weak economic cycles, as we can grow by
expanding the number of products our current customers have
with us, gain new customers in our extended markets, and
increase market share in many businesses. We continued to earn
more of our customers’ business in 2009 in both our retail and
commercial banking businesses and in our equally customer-
centric securities brokerage and investment banking businesses. 
On December 31, 2008, Wells Fargo acquired Wachovia.
Because the acquisition was completed at the end of 2008,
Wachovia’s results are included in the income statement,
average balances and related financial information beginning
in 2009. Wachovia’s assets and liabilities are included, at 
fair value, in the consolidated balance sheet beginning on
December 31, 2008, but not in 2008 averages. 

On January 1, 2009, we adopted new FASB guidance on
noncontrolling interests on a retrospective basis for disclosure
and, accordingly, prior period information reflects the adoption.
The guidance requires that noncontrolling interests be reported
as a component of total equity. In addition, our consolidated
income statement must disclose amounts attributable to both
Wells Fargo interests and the noncontrolling interests.

34

We generated record revenue and built capital at a record

rate in 2009 despite elevated credit costs. Wells Fargo net
income was a record $12.3 billion in 2009, with net income
applicable to common stock of $8.0 billion. Diluted earnings
per common share were $1.75. In fourth quarter 2009, we fully
repaid the U.S. Treasury’s $25 billion Troubled Asset Relief
Program (TARP) Capital Purchase Program (CPP) preferred
stock investment, including related preferred dividends, which
reduced 2009 diluted earnings per share by $0.76 per share.
Pre-tax pre-provision profit (PTPP) was $39.7 billion in 2009,
which covered more than 2.1 times annual net charge-offs.
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.
Our cross-sell at legacy Wells Fargo set records for the
11th consecutive year with a record of 5.95 Wells Fargo products
for retail banking households. Our goal is eight products 
per customer, which is approximately half of our estimate of
potential demand. One of every four of our legacy Wells Fargo
retail banking households has eight or more products and our
average middle-market commercial banking customer has
almost eight products. Wachovia retail bank households had
an average of 4.65 Wachovia products. We believe there is
potentially significant opportunity for growth as we increase
the Wachovia retail bank household cross-sell. For legacy
Wells Fargo, our average middle-market commercial banking
customer reached an average of 7.8 products and an average
of 6.4 products for Wholesale Banking customers. Business
banking cross-sell offers another potential opportunity for
growth, with a record cross-sell of 3.77 products at legacy
Wells Fargo. 

Wells Fargo remained one of the largest providers of credit

to the U.S. economy. We continued to lend to credit-worthy
customers and, during 2009, made $711 billion in new loan
commitments to consumer, small business and commercial
customers, including $420 billion of residential mortgage
originations. We are an industry leader in loan modifications
for homeowners. As of December 31, 2009, nearly half a million
Wells Fargo mortgage customers were in active trial or had
completed loan modifications started in the prior 12 months.
We have helped reduce mortgage payments for 1.7 million
homeowners through refinancing. 

Our core deposits grew 5% from December 31, 2008, even

though $109 billion in higher-priced Wachovia certificates
of deposit (CDs) matured. Average core deposits funded 
93% of total average loans in 2009, up from 82% in 2008.
Checking and savings deposits grew 21% to $679.9 billion 
at December 31, 2009, from $563.4 billion a year ago as we
continued to gain new customers and deepen our relation-
ships with existing customers.

As we have stated in the past, to consistently grow over
the long term, successful companies must invest in their core
businesses and maintain strong balance sheets. In 2009, we
opened 70 retail banking stores for a retail network total of
6,629 stores. We converted 19 Wachovia Banking stores in
Colorado to the Wells Fargo platform, as part of the Wachovia
integration, with the conversion of our remaining overlapping
markets scheduled to occur in 2010.

The Wachovia integration remains on track and on 

schedule, with business and revenue synergies exceeding our
expectations at the time the merger was announced. Cross-sell
revenues are being realized. We are on track to realize annual
run-rate savings of $5 billion upon completion of the Wachovia
integration in 2011, with over 50% of this annual run rate
already achieved in 2009. We currently expect cumulative
merger integration costs of approximately $5 billion, down
from our $7.9 billion estimate at the time of merger. The
revised estimate reflects lower owned real estate write-downs
and lower employee-related expenses than anticipated at the
time of the merger. In 2009, we spent a total of $1.9 billion in

Table 1:  Six-Year Summary of Selected Financial Data

merger expenses, $1.0 billion through goodwill under purchase
accounting and $895 million expensed through earnings.  

We continued taking actions to further strengthen our bal-

ance sheet, including building credit reserves by $3.5 billion
during the year to $25.0 billion at December 31, 2009, reduc-
ing previously identified non-strategic and liquidating loan
portfolios by $18.9 billion to $104.9 billion, and reducing the
value of our debt and equity investment portfolios through
$1.7 billion of other-than-temporary impairment (OTTI) write-
downs. We significantly built capital in 2009 and in the last 15
months since announcing our merger with Wachovia, driven
by record retained earnings and other sources of internal 
capital generation, as well as three common stock offerings
totaling over $33 billion, including the $12.2 billion offering in
fourth quarter 2009, which allowed us to repay in full the U.S.
Treasury’s TARP preferred stock investment. We substantially
increased the size of the Company with the Wachovia merger,
and experienced cyclically elevated credit costs; however, our
capital ratios at December 31, 2009, were higher than they
were prior to the Wachovia acquisition, even after redeeming
the TARP preferred stock in full and purchasing Prudential
Financial Inc.’s noncontrolling interest in our retail securities
brokerage joint venture. Tier 1 common equity increased to
$65.5 billion, 6.46% of risk-weighted assets. The Tier 1 capital
ratio increased to 9.25% and Tier 1 leverage ratio declined to
7.87%. See the “Capital Management” section in this Report
for more information regarding Tier 1 common equity.

2009

2008

2007

2006

2005

2004

% Change
2009/
2008

Five-year
compound
growth rate

(in millions, except
per share amounts)

Income statement
Net interest income
Noninterest income

Revenue

Provision for credit losses
Noninterest expense
Net income before 

noncontrolling interests

Less: Net income from 

noncontrolling interests

Wells Fargo net income
Earnings per common share
Diluted earnings 

per common share

Dividends declared 

per common share

Balance sheet (at year end)
Securities available for sale
Loans
Allowance for loan losses
Goodwill
Assets
Core deposits (1)
Long-term debt
Wells Fargo 

stockholders’ equity
Noncontrolling interests
Total equity

$

46,324
42,362

88,686
21,668
49,020

12,667

392

12,275
1.76

1.75

0.49

$ 172,710
782,770
24,516
24,812
1,243,646
780,737
203,861

111,786
2,573
114,359

25,143
16,734

41,877
15,979
22,598

2,698

43

2,655
0.70

0.70

1.30

151,569
864,830
21,013
22,627
1,309,639
745,432
267,158

99,084
3,232
102,316

20,974
18,546

39,520
4,939
22,746

8,265

208

8,057
2.41

2.38

1.18

72,951
382,195
5,307
13,106
575,442
311,731
99,393

47,628
286
47,914

19,951
15,817

35,768
2,204
20,767

8,567

147

8,420
2.50

2.47

1.08

42,629
319,116
3,764
11,275
481,996
288,068
87,145

45,814
254
46,068

18,504
14,591

33,095
2,383
18,943

7,892

221

7,671
2.27

2.25

1.00

41,834
310,837
3,871
10,787
481,741
253,341
79,668

40,660
239
40,899

17,150
12,930

30,080
1,717
17,504

7,104

90

7,014
2.07

2.05

0.93

33,717
287,586
3,762
10,681
427,849
229,703
73,580

37,866
247
38,113

84%

153

112
36
117

369

812

362
151

150

(62)

14%
(9)
17
10
(5)
5
(24)

13
(20)
12

(1) Core deposits are noninterest-bearing deposits, interest-bearing checking, savings certificates, market rate and other savings, and certain foreign deposits 

(Eurodollar sweep balances).

22
27

24
66
23

12

34

12
(3)

(3)

(12)

39
22
45
18
24
28
23

24
60
25

35

Table 2:  Ratios and Per Common Share Data

Year ended December 31 ,

2009

2008

2007

Profitability ratios
Wells Fargo net income to 
average assets (ROA)

Net income to average assets 
Wells Fargo net income applicable to 

common stock to average Wells Fargo 
common stockholders’ equity (ROE) 

Net income to average total equity 
Efficiency ratio (1)
Capital ratios
At year end:

Wells Fargo common stockholders’ 

equity to assets
Total equity to assets 
Risk-based capital (2)

Tier 1 capital
Total capital
Tier 1 leverage (2) (3)
Tier 1 common equity (4)

0.97%
1.00

9.88
10.75
55.3

8.34
9.20

9.25
13.26
7.87
6.46

Average balances:

Average Wells Fargo common 

stockholders’ equity to average assets
Average total equity to average assets 

6.41
9.34

Per common share data
Dividend payout (5)
Book value
Market price (6)

High
Low
Year end

27.9
$20.03

31.53
7.80
26.99

0.44
0.45

4.79
5.02
54.0

5.21
7.81

7.84
11.83
14.52
3.13

8.18
8.89

185.4
16.15

44.68
19.89
29.48

1.55
1.59

17.12
17.46
57.6

8.28
8.33

7.59
10.68
6.83
6.56

9.04
9.09

49.0
14.45

37.99
29.29
30.19

(1) The efficiency ratio is noninterest expense divided by total revenue 

(net interest income and noninterest income).

(2) See Note 25 (Regulatory and Agency Capital Requirements) to Financial

Statements in this Report for additional information.

(3) Due to the Wachovia acquisition that closed on December 31, 2008, the Tier 1
leverage ratio, which considers period-end Tier 1 capital and quarterly averages
in the computation of the ratio, does not reflect average assets of Wachovia for
the full period ended December 31, 2008.

(4) See the “Capital Management” section in this Report for additional information.
(5) Dividends declared per common share as a percentage of earnings per 

common share.

(6) Based on daily prices reported on the New York Stock Exchange Composite

Transaction Reporting System.

We saw signs of stability emerging in our credit portfolio,

as the rate of growth in credit losses slowed during 2009.
While losses remained elevated as expected, a more favorable
economic outlook and improved credit statistics in several
portfolios further increase our confidence that our credit cycle
is turning, provided economic conditions do not deteriorate.
In the commercial portfolios, we saw some signs that credit
quality may be improving, as the pace of commercial and
commercial real estate (CRE) nonaccrual growth slowed
toward the end of 2009, reflecting our historically strong
underwriting and the purchase accounting adjustments 
taken on the Wachovia portfolio at the time of the merger. 
We expect credit losses to remain elevated in the near term,
but, assuming no further economic deterioration, current 
projections show credit losses peaking in the first half of 2010
in our consumer portfolios and later in 2010 in our commercial
and CRE portfolios. Based on the portfolio performance 
data we saw in fourth quarter 2009, and assuming the same
economic outlook, we are tracking somewhat better than
these expectations.

36

We believe it is important to maintain a well controlled
operating environment as we complete the integration of the
Wachovia businesses and grow the combined company. We
manage our credit risk by setting what we believe are sound
credit policies for underwriting new business, while monitor-
ing and reviewing the performance of our loan portfolio. We
manage the interest rate and market risks inherent in our
asset and liability balances within established ranges, while
ensuring adequate liquidity and funding. We maintain strong
capital levels to facilitate future growth. 

WACHOVIA MERGER  On December 31, 2008, Wells Fargo
acquired Wachovia, one of the nation’s largest diversified
financial services companies. Wachovia’s assets and liabilities
were included in the December 31, 2008, consolidated balance
sheet at their respective fair values on the acquisition date.
Because the acquisition was completed on December 31, 2008,
Wachovia’s results of operations were not included in our
2008 income statement. Beginning in 2009, our consolidated
results and associated financial information, as well as our
consolidated average balances, include Wachovia. The
Wachovia acquisition was material to us, and the inclusion 
of results from Wachovia’s businesses in our 2009 financial
statements is a material factor in the changes in our results
compared with prior year periods.

Because the transaction closed on the last day of the 2008
annual reporting period, certain fair value purchase accounting
adjustments were based on preliminary data as of an interim
period with estimates through year end. We have validated
and, where necessary, refined our December 31, 2008, fair
value estimates and other purchase accounting adjustments.
The impact of these refinements was recorded as an adjust-
ment to goodwill in 2009. Based on the purchase price of
$23.1 billion and the $12.2 billion fair value of net assets
acquired, inclusive of final refinements identified during
2009, the transaction resulted in goodwill of $10.9 billion. 
The more significant fair value adjustments in our pur-
chase accounting for the Wachovia acquisition were to loans.
As of December 31, 2008, certain of the loans acquired from
Wachovia had evidence of credit deterioration since origina-
tion, and it was probable that we would not collect all contrac-
tually required principal and interest payments. Such loans
identified at the time of the acquisition were accounted for
using the measurement provisions for purchased credit-
impaired (PCI) loans, which are contained in the Receivables
topic (FASB Accounting Standards Codification (ASC) 310) of
the Codification. PCI loans were recorded at fair value at the
date of acquisition, and any related allowance for loan losses
was not permitted to be carried over. 

PCI loans were written down to an amount estimated to
be collectible. Accordingly, such loans are not classified as
nonaccrual, even though they may be contractually past due,
because we expect to fully collect the new carrying values 
of such loans (that is, the new cost basis arising out of our
purchase accounting). PCI loans are also not included in the
disclosure of loans 90 days or more past due and still accruing
interest even though a portion of them are 90 days or more
contractually past due.

As a result of PCI loan accounting, certain credit-related
ratios of the Company, including the growth rate in nonper-
forming assets (NPAs) since December 31, 2008, may not be
directly comparable with periods prior to the merger or with
credit-related ratios of other financial institutions. In particular:
(cid:129) Wachovia’s high risk loans were written down pursuant 
to PCI accounting at the time of merger. Therefore, the
allowance for credit losses is lower than otherwise would
have been required without PCI loan accounting; and

(cid:129) Because we virtually eliminated Wachovia’s nonaccrual

loans at December 31, 2008, quarterly growth in our nonac-
crual loans during 2009 was higher than it would have been
without PCI loan accounting. Similarly, our net charge-offs
rate was lower than it otherwise would have been.

For further detail on the merger see the “Balance Sheet

Analysis – Loan Portfolio” section and Note 2 (Business
Combinations) to Financial Statements in this Report. 

Earnings Performance

(cid:129)

The earnings performance in 2009 was impacted by the
acquisition of Wachovia on December 31, 2008, which signifi-
cantly increased both asset size and the earnings potential of
the Company. Net income for 2009 was $12.3 billion ($1.75
diluted per share) with $8.0 billion applicable to common
stock, compared with net income of $2.7 billion ($0.70 diluted
per share) with $2.4 billion applicable to common stock for 2008.
Our 2009 earnings were influenced by factors including:
(cid:129) a low mortgage rate environment combined with synergies
from the addition of complementary Wachovia business
lines, which resulted in a more even split in revenue
between net interest income and noninterest income, pri-
marily mortgage banking and trust and investment fees; 
the integration of Wachovia, which increased our expenses
to align staffing models with those of Wells Fargo in our
service and product distribution channels, as well as to
align or enhance our various systems, business line 
support and other infrastructures; 
consumer and commercial borrower ﬁnancial distress,
which increased credit losses and foreclosed asset 
preservation costs, as well as increased staffing expenses
to manage loan modification programs, loan collection,
and various other loss mitigation activities; and
signiﬁcant distress in the ﬁnancial services industry, 
which caused, among other items, increased Federal
Deposit Insurance Corporation (FDIC) and other 
deposit assessments.

(cid:129)

(cid:129)

Revenue, the sum of net interest income and noninterest
income, grew to $88.7 billion in 2009 from $41.9 billion in 2008,
primarily due to the acquisition of Wachovia. In 2009, net
interest income of $46.3 billion represented 52% of revenue,
compared with $25.1 billion (60%) in 2008. Noninterest income
of $42.4 billion in 2009 represented 48% of revenue, up from
$16.7 billion (40%) in 2008. The increase in noninterest income
as a percentage of revenue was due to a higher percentage of
trust and investment fees (11% in 2009, up from 7% in 2008)
with the addition of Wells Fargo Advisors (formerly Wachovia
Securities) retail brokerage business, legacy Wachovia wealth
management and retirement, and reinsurance businesses, and
to very strong mortgage banking results (14% in 2009, up
from 6% in 2008, predominantly from legacy Wells Fargo).

Noninterest expense as a percentage of revenue was 55%
in 2009 and 54% in 2008, with amortization of core deposits
(3% of revenue in 2009 and less than 1% in 2008) and additional

FDIC and other deposit assessments (2% of revenue in 2009
and less than 1% in 2008) in 2009 driving the slightly weaker
ratio. Noninterest expense for 2009 also included $895 million
of Wachovia merger-related integration expense.

Table 3 presents the components of revenue and noninterest
expense as a percentage of revenue for year-over-year results,
comparing the combined Wells Fargo and Wachovia results
for 2009 with legacy Wells Fargo results for 2008.

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 for 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 5 to consistently reflect
income from taxable and tax-exempt loans and securities
based on a 35% federal statutory tax rate. 

Net interest income on a taxable-equivalent basis

increased to $47.0 billion in 2009, from $25.4 billion in 2008,
and the net interest margin was 4.28% in 2009, down 55 basis
points from 4.83% in 2008. These changes are primarily due to
the impact of acquiring Wachovia. Although the addition of
Wachovia increased earning assets and net interest income, it
decreased the net interest margin since Wachovia’s net inter-
est margin was much lower than that of legacy Wells Fargo.
Table 4 presents the components of earning assets and
funding sources as a percentage of earning assets to provide
a more meaningful analysis of year-over-year average bal-
ances, comparing the combined Wells Fargo and Wachovia
balances for 2009 with legacy Wells Fargo balances for 2008.
The mix of earning assets and their yields are important
drivers of net interest income. During 2009, there were slight
shifts in our earning asset mix from loans to more liquid
assets. Due to weaker loan demand in 2009 and the impact 
of liquidating certain loan portfolios, average loans for 2009
decreased to 75% of average earning assets from 76% for 2008,
average mortgage-backed securities (MBS) dropped to 12% in
2009, from 13% in 2008, and average short-term investments
and trading account assets increased to 2% in 2009 from 1% a
year ago. 

37

Average interest-bearing core deposits increased to 58% 

of average earning assets for 2009, from 51% for 2008, and
average short-term borrowings decreased to 5% of average
earning assets, from 13% for 2008. Core deposits are a low-
cost source of funding and thus an important contributor to
growth in net interest income and the net interest margin.
Core deposits include noninterest-bearing deposits, interest-
bearing checking, savings certificates, market rate and other
savings, and certain foreign deposits (Eurodollar sweep 
balances). Average core deposits rose to $762.5 billion in 2009
from $325.2 billion in 2008 and funded 93% and 82% of average
loans, respectively. About 87% of our core deposits are now in
checking and savings deposits, one of the highest percentages

in the industry. Total average retail core deposits, which
exclude Wholesale Banking core deposits and retail mort-
gage escrow deposits, grew to $588.1 billion for 2009 from
$234.1 billion a year ago. Average mortgage escrow deposits
were $28.3 billion for 2009, compared with $21.0 billion a year
ago. Average savings certificates increased to $140.2 billion
in 2009 from $39.5 billion a year ago and average checking
and savings deposits increased to $622.4 billion in 2009 from
$285.7 billion a year ago. Total average interest-bearing deposits
increased to $635.9 billion in 2009 from $266.1 billion a 
year ago. 

Table 5 presents the individual components of net interest

income and the net interest margin.

Table 3:  Net Interest Income, Noninterest Income and Noninterest Expense as a Percentage of Revenue

Year ended December 31 ,

2009

% of
revenue

2008

% of
revenue

$

944
11,941
1,930
183
41,659
336

56,993

3,774
231
5,786
172

9,963

47,030

(706)

46,324

5,741
9,735
3,683
3,804
12,028
2,126
2,674
(127)
185
685
1,828

42,362

13,757
8,021
4,689
2,506
3,127
2,577
1,849
12,494

49,020

$88,686

1%

13
2
—
47
—

64

4
—
7
—

11

53

(1)

52

6
11
4
4
14
2
3
—
—
1
2

48

16
9
5
3
4
3
2
14

55

$

189
5,577
1,573
48
27,651
181

35,219

4,521
1,478
3,789
—

9,788

25,431

(288)

25,143

3,190
2,924
2,336
2,097
2,525
1,830
275
1,037
(757)
427
850

16,734

8,260
2,676
2,004
1,357
1,619
186
120
6,376

22,598

41,877

—%
13
4
—
66
—

84

11
4
9
—

23

61

(1)

60

8
7
6
5
6
4
1
2
(2)
1
2

40

20
6
5
3
4
—
—
15

54

(in millions, except per share amounts)

Interest income
Trading assets
Securities available for sale
Mortgages held for sale
Loans held for sale
Loans
Other interest income

Total interest income

Interest expense
Deposits
Short-term borrowings
Long-term debt
Other interest expense

Total interest expense

Net interest income (on a taxable-equivalent basis)

Taxable-equivalent adjustment

Net interest income
Noninterest income
Service charges on deposit accounts
Trust and investment fees
Card fees
Other fees
Mortgage banking
Insurance
Net gains from trading activities
Net gains (losses) on debt securities available for sale
Net gains (losses) from equity investments
Operating leases
Other

Total noninterest income

Noninterest expense
Salaries
Commission and incentive compensation
Employee beneﬁts
Equipment
Net occupancy
Core deposit and other intangibles
FDIC and other deposit assessments
Other (1)

Total noninterest expense

Revenue

(1) See Table 8 – Noninterest Expense in this Report for additional detail.

38

Table 4:  Average Earning Assets and Funding Sources as a Percentage of Average Earning Assets

(in millions)

Earning assets
Federal funds sold, securities purchased under 

resale agreements and other short-term investments

Trading assets
Debt securities available for sale:

Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential and commercial

Total mortgage-backed securities

Other debt securities (1)

Total debt securities available for sale (1)

Mortgages held for sale (2)
Loans held for sale (2)
Loans:

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total loans (2)

Other

Total earning assets

Funding sources
Deposits:

Interest-bearing checking
Market rate and other savings
Savings certificates
Other time deposits
Deposits in foreign ofﬁces

Total interest-bearing deposits

Short-term borrowings
Long-term debt
Other liabilities

Total interest-bearing liabilities
Portion of noninterest-bearing funding sources

Total funding sources

Noninterest-earning assets
Cash and due from banks
Goodwill
Other

Total noninterest-earning assets

Noninterest-bearing funding sources 
Deposits
Other liabilities
Total equity
Noninterest-bearing funding sources 

used to fund earning assets

Net noninterest-bearing funding sources

Total assets

(1) Includes certain preferred securities.
(2) Nonaccrual loans are included in their respective loan categories.

2009

% of
earning
assets

Average
balance

Year ended December 31 ,

2008

% of
earning
assets

Average
balance

$    26,869
21,092

2%
2

$ 5,293
4,971

1%
1

2,480
12,702

87,197
41,618

128,815
32,011

176,008
37,416
6,293

180,924
104,197
32,961
14,751

332,833

238,359
106,957
23,357
90,666

459,339

30,661

822,833
6,113

—
1

8
4

12
3

16
3
1

16
10
3
1

30

22
10
2
8

42

3

75
1

1,083
6,918

44,777
20,749

65,526
12,818

86,345
25,656
837

98,620
41,659
19,453
7,141

166,873

75,116
75,375
19,601
54,368

224,460

7,127

398,460
1,920

—
1

9
4

13
2

16
5
—

19
8
4
1

32

14
14
4
10

43

1

76
—

$1,096,624

100%

$523,482

100%

$

70,179
351,892
140,197
20,459
53,166

635,893
51,972
231,801
4,904

924,570
172,054

6%

32
13
2
5

58
5
21
—

84
16

$ 5,650
166,691
39,481
6,656
47,578

266,056
65,826
102,283
—

434,165
89,317

1%

32
8
1
9

51
13
20
—

83
17

$1,096,624

100%

$523,482

100%

$

19,218
23,997
122,515

$ 165,730

$ 171,712
48,193
117,879

(172,054)

$ 165,730

$1,262,354

11,175
13,353
56,386

80,914

87,820
28,658
53,753

(89,317)

80,914

604,396

39

Table 5:  Average Balances, Yields and Rates Paid (Taxable-Equivalent Basis) (1)(2)(3)

Average
balance

Yields/
rates

2009
Interest
income/
expense

Average
balance

Yields/
rates

2008
Interest
income/
expense

(in millions)

Earning assets
Federal funds sold, securities purchased under 

resale agreements and other short-term investments

$

Trading assets
Debt securities available for sale (4):

Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential and commercial

Total mortgage-backed securities

Other debt securities (5)

Total debt securities available for sale (5)

Mortgages held for sale (6)
Loans held for sale (6)
Loans:

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer: 

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total loans (6)

Other

26,869
21,092

2,480
12,702

87,197
41,618

128,815
32,011

176,008
37,416
6,293

180,924
104,197
32,961
14,751

332,833

238,359
106,957
23,357
90,666

459,339

30,661

822,833
6,113

Funding sources
Deposits:

Interest-bearing checking
Market rate and other savings
Savings certiﬁcates
Other time deposits
Deposits in foreign ofﬁces

Total interest-bearing deposits

Short-term borrowings
Long-term debt
Other liabilities

Total interest-bearing liabilities

Portion of noninterest-bearing funding sources

$

70,179
351,892
140,197
20,459
53,166

635,893
51,972
231,801
4,904

924,570
172,054

Total funding sources

$1,096,624

Net interest margin and net interest income on

a taxable-equivalent basis (7)

Noninterest-earning assets
Cash and due from banks
Goodwill
Other (8)

Total noninterest-earning assets

Noninterest-bearing funding sources
Deposits
Other liabilities
Total equity
Noninterest-bearing funding sources used to 

fund earning assets

Net noninterest-bearing funding sources

Total assets

$

19,218
23,997
122,515

$ 165,730

$ 171,712
48,193
117,879

(172,054)

$ 165,730

$1,262,354

0.56%
4.48

$

2.83
6.42

5.45
9.09

6.73
7.16

6.73
5.16
2.90

4.22
3.44
2.94
9.32

4.08

5.45
4.76
12.16
6.56

5.85

3.95

5.06
3.05

150
944

69
840

4,591
4,150

8,741
2,291

11,941
1,930
183

7,643
3,585
970
1,375

13,573

12,992
5,089
2,841
5,952

26,874

1,212

41,659
186

0.14%
0.39
1.24
2.03
0.27

0.59
0.44
2.50
3.50

1.08
—

0.91

$

100
1,375
1,738
415
146

3,774
231
5,786
172

9,963
—

9,963

5,293
4,971

1,083
6,918

44,777
20,749

65,526
12,818

86,345
25,656
837

98,620
41,659
19,453
7,141

166,873

75,116
75,375
19,601
54,368

224,460

7,127

398,460
1,920

523,482

5,650
166,691
39,481
6,656
47,578

266,056
65,826
102,283
—

434,165
89,317

523,482

1.71%
3.80

$

3.84
6.83

5.97
6.04

5.99
7.17

6.22
6.13
5.69

6.12
5.80
5.08
5.62

5.90

6.67
6.55
12.13
8.72

7.60

10.50

6.94
4.73

90
189

41
501

2,623
1,412

4,035
1,000

5,577
1,573
48

6,034
2,416
988
401

9,839

5,008
4,934
2,378
4,744

17,064

748

27,651
91

6.69%

$35,219

1.12%
1.32
3.08
2.83
1.81

1.70
2.25
3.70
—

2.25
—

1.86

$

64
2,195
1,215
187
860

4,521
1,478
3,789
—

9,788
—

9,788

4.28%

$47,030

4.83%       $25,431

11,175
13,353
56,386

80,914

87,820
28,658
53,753

(89,317)

80,914

604,396

Total earning assets

$1,096,624

5.19%

$56,993

(1) Because the Wachovia acquisition was completed at the end of 2008, Wachovia’s assets and liabilities are included in average balances, and Wachovia’s results are

reflected in interest income/expense beginning in 2009.

(2) Our average prime rate was 3.25%, 5.09%, 8.05%, 7.96% and 6.19% for 2009, 2008, 2007, 2006 and 2005, respectively. The average three-month London Interbank

Offered Rate (LIBOR) was 0.69%, 2.93%, 5.30%, 5.20% and 3.56% for the same years, respectively.

(3) Interest rates and amounts include the effects of hedge and risk management activities associated with the respective asset and liability categories.
(4) Yields are based on amortized cost balances computed on a settlement date basis.

40

Average
balance

Yields/
rates

2007
Interest
income/
expense

Average
balance

Yields/
rates

2006
Interest
income/
expense

Average
balance

Yields/
rates

2005
Interest
income/
expense

5,515
4,958

875
3,192

36,691
6,640

43,331
6,204

53,602
42,855
630

65,720
29,344
14,810
5,437

115,311

57,509
64,255
12,571
50,922

185,257

6,343

306,911
1,357

415,828

4,302
134,248
32,355
32,168
20,724

223,797
21,471
84,035
—

329,303
86,525

415,828

4.80%
4.95

$

4.36
7.98

6.04
6.57

6.12
7.10

6.31
6.41
7.40

8.13
7.32
7.94
5.72

7.78

7.27
7.98
13.29
9.60

8.57

12.39

8.35
4.97

265
245

39
245

2,206
430

2,636
439

3,359
2,746
47

5,340
2,148
1,175
311

8,974

4,182
5,126
1,670
4,889

15,867

786

25,627
68

7.79%

$32,357

2.86%
2.40
3.91
4.99
4.60

3.21
4.62
4.91
—

3.73
—

2.96

$

123
3,225
1,266
1,607
953

7,174
992
4,124
—

12,290
—

12,290

5,448
5,411

997
3,395

19,768
5,128

24,896
3,846

33,134
38,986
2,857

58,434
29,098
11,086
5,226

103,844

78,170
55,616
10,663
43,102

187,551

4,711

296,106
1,581

383,523

3,607
129,291
22,638
27,676
11,432

194,644
24,074
79,137
—

297,855
85,668

383,523

3.01%
3.52

$

3.81
8.27

6.02
5.60

5.94
7.10

6.24
5.67
5.10

6.76
6.31
6.67
5.91

6.58

6.42
6.61
12.33
8.80

7.36

13.49

7.19
4.34

164
190

38
266

1,162
283

1,445
266

2,015
2,213
146

3,951
1,836
740
309

6,836

5,016
3,679
1,315
3,794

13,804

636

21,276
68

6.81%

$26,072

1.43%
1.45
2.90
3.29
3.12

1.98
3.09
3.62
—

2.50
—

1.95

$

51
1,874
656
910
357

3,848
744
2,866
—

7,458
—

7,458

$

4,468
4,291

848
4,740

38,592
6,548

45,140
6,295

57,023
33,066
896

77,965
32,722
16,934
5,921

133,542

61,527
72,075
15,874
54,436

203,912

7,321

344,775
1,402

4.99%
4.37

$

4.26
7.37

6.10
6.12

6.10
7.52

6.34
6.50
7.76

8.17
7.38
7.80
5.84

7.82

7.25
8.12
13.58
9.71

8.71

11.68

8.43
5.07

223
188

36
342

2,328
399

2,727
477

3,582
2,150
70

6,367
2,414
1,321
346

10,448

4,463
5,851
2,155
5,285

17,754

855

29,057
71

$445,921

7.93%

$35,341

3.16%
2.78
4.38
4.87
4.57

3.41
4.81
5.18
—

3.97
—

3.19

$

160
4,105
1,773
435
1,679

8,152
1,245
4,824
—

14,221
—

14,221

$ 5,057
147,939
40,484
8,937
36,761

239,178
25,854
93,193
—

358,225
87,696

$445,921

$ 11,806
11,957
51,068

$ 74,831

$ 88,907
26,287
47,333

(87,696)

$ 74,831

$520,752

4.74%

$21,120

4.83%

$20,067

4.86% 

$18,614

12,466
11,114
46,615

70,195

89,117
24,221
43,382

(86,525)

70,195

486,023

13,173
10,705
38,389

62,267

87,218
21,316
39,401

(85,668)

62,267

445,790

(5) Includes certain preferred securities.
(6) Nonaccrual loans and related income are included in their respective loan categories.
(7) Includes taxable-equivalent adjustments primarily related to tax-exempt income on certain loans and securities. The federal statutory tax rate was 35% for the 

periods presented.

(8) See Note 7 (Premises, Equipment, Lease Commitments and Other Assets) to Financial Statements in this Report for detail of balances of other noninterest-earning

assets at December 31, 2009 and 2008.

41

Table 6 allocates the changes in net interest income on a
taxable-equivalent basis to changes in either average balances
or average rates for both interest-earning assets and interest-
bearing liabilities. Because of the numerous simultaneous 
volume and rate changes during any period, it is not possible

Table 6:  Analysis of Changes in Net Interest Income

to precisely allocate such changes between volume and rate.
For this table, changes that are not solely due to either volume
or rate are allocated to these categories in proportion to the
percentage changes in average volume and average rate.

(in millions)

Increase (decrease) in net interest income:
Federal funds sold, securities purchased under 

2009 over 2008

2008 over 2007

Volume

Rate

Total

Volume

Rate

Total

Year ended December 31,

resale agreements and other short-term investments

$

Trading assets
Debt securities available for sale:

Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential and commercial

Total mortgage-backed securities

Other debt securities 

Total debt securities available for sale

Mortgages held for sale
Loans held for sale
Loans:

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total loans

Other

156
715

41
369

2,229
1,823

4,052
1,292

5,754
635
169

3,904
2,467
507
602

7,480

9,055
1,727
457
2,594

13,833

1,176

(96)
40

(13)
(30)

(261)
915

654
(1)

610
(278)
(34)

(2,295)
(1,298)
(525)
372

(3,746)

(1,071)
(1,572)
6
(1,386)

(4,023)

(712)

60
755

28
339

1,968
2,738

4,706
1,291

6,364
357
135

1,609
1,169
(18)
974

3,734

7,984
155
463
1,208

9,810

464

35
26

9
181

349
1,017

1,366
543

2,099
(460)
(4)

1,471
581
176
69

2,297

924
258
470
(7)

1,645

(22)

(168)
(25)

(4)
(22)

(54)
(4)

(58)
(20)

(104)
(117)
(18)

(1,804)
(579)
(509)
(14)

(2,906)

(379)
(1,175)
(247)
(534)

(2,335)

(85)

(133)
1

5
159

295
1,013

1,308
523

1,995
(577)
(22)

(333)
2
(333)
55

(609)

545
(917)
223
(541)

(690)

(107)

22,489

(8,481)

14,008

3,920

(5,326)

(1,406)

137

(42)

95

25

(5)

Total increase (decrease) in interest income

30,055

(8,281)

21,774

5,641

(5,763)

20

(122)

(96)
(1,910)
(558)
(248)
(819)

(3,631)
233
(1,035)
—

(4,433)

136
1,396
1,601
294
91

3,518
(259)
3,544
172

6,975

(100)
(2,216)
(1,078)
(66)
(805)

(4,265)
(988)
(1,547)
—

(6,800)

36
(820)
523
228
(714)

(747)
(1,247)
1,997
172

175

17
469
(43)
(94)
396

745
1,158
439
—

2,342

(113)
(2,379)
(515)
(154)
(1,215)

(4,376)
(925)
(1,474)
—

(6,775)

$23,080

(1,481)

21,599

3,299

1,012

4,311

banking income increased significantly during 2009 driven
by the low rate environment, strong loan origination volume
and strong market-related valuation changes, net of economic
hedge results. 

Increase (decrease) in interest expense:
Deposits:

Interest-bearing checking
Market rate and other savings
Savings certiﬁcates
Other time deposits
Deposits in foreign ofﬁces

Total interest-bearing deposits

Short-term borrowings
Long-term debt
Other liabilities

Total increase (decrease) in interest expense

Increase (decrease) in net interest income 

on a taxable-equivalent basis

Noninterest Income
Noninterest income represented 48% of revenue for 2009
compared with 40% for 2008. The increase from 2008 was 
primarily due to strong trust and investment fee income,
aided primarily by the Wachovia acquisition. Also, mortgage

42

Table 7:  Noninterest Income

(in millions)

Service charges on deposit accounts
Trust and investment fees: 

Trust, investment and IRA fees
Commissions and all other fees

Total trust and investment fees

Card fees
Other fees:

Cash network fees
Charges and fees on loans
All other fees

Total other fees

Mortgage banking:

Servicing income, net
Net gains on mortgage 

loan origination/sales activities

All other

Total mortgage banking

Insurance
Net gains from trading activities
Net gains (losses) on debt 

securities available for sale

Net gains (losses) from 
equity investments

Operating leases
All other

Total

Year ended December 31,

2009

$ 5,741

3,588
6,147

9,735

3,683

231
1,801
1,772

3,804

2008

3,190

2,161
763

2,924

2,336

188
1,037
872

2,097

2007

3,050

2,305
844

3,149

2,136

193
1,011
1,088

2,292

5,557

979

1,511

6,152
319

12,028

2,126
2,674

1,183
363

2,525

1,830
275

(127)

1,037

185
685
1,828

(757)
427
850

1,289
333

3,133

1,530
544

209

864
703
936

$42,362

16,734

18,546

The Federal Reserve Board (FRB) announced regulatory
changes to debit card and ATM overdraft practices in fourth
quarter 2009. In third quarter 2009, we had also announced
policy changes that will help customers limit overdraft and
returned item fees. We currently estimate that the combina-
tion of these changes will reduce our 2010 fee revenue by
approximately $500 million (after tax). The actual impact
could vary due to a variety of factors including changes in
customer behavior. There is no assurance that the actual
impact on our 2010 fee revenue from pending changes to our
overdraft practices will not materially vary from our estimate.
We earn trust, investment and IRA (Individual Retirement
Account) fees from managing and administering assets, including
mutual funds, corporate trust, personal trust, employee benefit
trust and agency assets. At December 31, 2009, these assets
totaled $1.9 trillion, up 19% from $1.6 trillion (including
$510 billion from Wachovia) at December 31, 2008. Trust,
investment and IRA fees are primarily based on a tiered scale
relative to the market value of the assets under management
or administration. The fees increased to $3.6 billion in 2009
from $2.2 billion a year ago.

We receive commissions and other fees for providing services
to full-service and discount brokerage customers. These fees
increased to $6.1 billion in 2009 from $763 million a year ago,
primarily due to Wachovia. These fees include transactional
commissions, which are based on the number of transactions
executed at the customer’s direction, and asset-based fees,
which are based on the market value of the customer’s assets.
Client assets totaled $1.1 trillion at December 31, 2009, up from
$970 billion (including $859 billion from Wachovia) a year ago.
Commissions and other fees also include fees from investment
banking activities including equity and bond underwriting. 

Card fees increased 58% to $3.7 billion in 2009 from

$2.3 billion in 2008, predominantly due to additional card fees
from the Wachovia portfolio. Recent legislative and regulatory
changes limit our ability to increase interest rates and assess
certain fees on card accounts. We currently estimate that
these changes will reduce our 2010 fee revenue by approxi-
mately $235 million (after tax) before accounting for potential
offsets in performance, the economy, revenue mitigation
impacts and other factors. The actual impact could vary due
to a variety of factors, and there is no assurance that the actual
impact on our 2010 fee revenue from these changes will not
materially vary from our estimate.

Mortgage banking noninterest income was $12.0 billion 
in 2009, compared with $2.5 billion a year ago. In addition to
servicing fees, net servicing income includes both changes in
the fair value of mortgage servicing rights (MSRs) during the
period as well as changes in the value of derivatives (economic
hedges) used to hedge the MSRs. Net servicing income for
2009 included a $5.3 billion net MSRs valuation gain that was
recorded to earnings ($1.5 billion decrease in the fair value 
of the MSRs offset by a $6.8 billion hedge gain) and for 2008
included a $242 million net MSRs valuation loss ($3.3 billion
decrease in the fair value of MSRs offset by a $3.1 billion
hedge gain). See the “Risk Management – Mortgage Banking
Interest Rate and Market Risk” section of this Report for a
detailed discussion of our MSRs risks and hedging approach.
Our portfolio of loans serviced for others was $1.88 trillion at
December 31, 2009, and $1.86 trillion (including $379 billion
acquired from Wachovia) at December 31, 2008. At December 31,
2009, the ratio of MSRs to related loans serviced for others
was 0.91%.

Net gains on mortgage loan origination/sales activities 
of $6.2 billion for 2009 were up from $1.2 billion a year ago,
due to strong business performance during the year as the low
interest-rate environment produced higher levels of refinance
activity. Residential real estate originations were $420 billion
in 2009, compared with $230 billion a year ago. The 1-4 family
first mortgage unclosed pipeline was $57 billion at December 31,
2009, and $71 billion at December 31, 2008. For additional detail,
see the “Risk Management – Mortgage Banking Interest Rate
and Market Risk” section and Note 1 (Summary of Significant
Accounting Policies), Note 9 (Mortgage Banking Activities)
and Note 16 (Fair Values of Assets and Liabilities) to Financial
Statements in this Report.

Net gains on mortgage loan origination/sales activities
include the cost of any additions to the mortgage repurchase
reserve as well as adjustments of loans in the warehouse/
pipeline for changes in market conditions that affect their
value. Mortgage loans are repurchased based on standard 
representations and warranties and early payment default
clauses in mortgage sale contracts. Additions to the mortgage
repurchase reserve that were charged against net gains on
mortgage loan origination/sales activities during 2009
totaled $927 million ($399 million for 2008), of which
$302 million ($165 million for 2008) was related to our 
estimate of loss content associated with loan sales during 
the year and $625 million ($234 million for 2008) was for 
subsequent increases in estimated losses, primarily due to

43

increased delinquencies and heightened investor repurchase
demands on prior years loan sales within the current
environment. To the extent that economic conditions and the
housing market do not recover or future investor repurchase
demand and appeals success rates differ from past experience,
we could continue to have increased demands and increased
loss severity on repurchases, causing future additions to the
repurchase reserve. For additional information about mort-
gage loan repurchases, see the “Risk Management – Credit 
Risk Management Process – Reserve for Mortgage Loan
Repurchase Losses” section in this Report. Net write-downs
for mortgage loans while they were in the warehouse/pipeline
totaled $164 million during 2009 and $584 million during
2008, due to the deterioration in the overall credit market
and related secondary market liquidity challenges. Similar
losses on the warehouse/pipeline could be possible in the
future if housing market values do not recover.

Income from trading activities was $2.7 billion in 2009, 
up from $275 million a year ago. This increase was driven 
by $1.8 billion in investment banking activities in our fixed
income, financial products, equities and municipal businesses
in large part due to Wachovia’s investment banking business.
The majority of the remaining 2009 trading gains were 
driven by various hedging activities of interest rate and credit 
exposures using cash and derivative trading instruments. 
Net losses on debt securities available for sale were

$127 million in 2009, compared with net gains of $1.0 billion a
year ago. Net gains from equity investments were $185 million
in 2009, compared with net losses of $757 million in 2008,
which included a $334 million gain from our ownership 
interest in Visa, which completed its initial public offering in
March 2008. Net gains and losses on debt and equity securities
totaled $58 million, after OTTI write-downs of $1.7 billion, in
2009 and $280 million, after OTTI write-downs of $2.0 billion,
in 2008. The 2008 OTTI write-downs included $646 million for
securities of Fannie Mae, Freddie Mac and Lehman Brothers. 

Noninterest Expense
The increase in noninterest expense to $49.0 billion in 2009
from a year ago was predominantly due to the acquisition of
Wachovia, increased staffing and other costs related to problem
loan modifications and workouts, special deposit assessments
and operating losses. The acquisition of Wachovia resulted in
an expanded geographic platform and capabilities in businesses
such as retail brokerage, asset management and investment
banking. As part of our integration investment to enhance
both the short- and long-term benefits to our customers, we
added sales and service team members to align Wachovia’s
banking stores and other distribution channels with Wells Fargo’s
model. Commission and incentive compensation expense
increased proportionately more than salaries due to higher
2009 revenues generated by businesses with revenue-based
compensation, including the retail securities brokerage business
acquired from Wachovia and our mortgage business. 

44

Table 8:  Noninterest Expense

Year ended December 31,

(in millions)

Salaries
Commission and incentive compensation
Employee beneﬁts
Equipment
Net occupancy
Core deposit and other intangibles
FDIC and other deposit assessments
Outside professional services
Contract services
Foreclosed assets
Outside data processing
Postage, stationery and supplies
Operating losses
Insurance
Telecommunications
Travel and entertainment
Advertising and promotion
Operating leases
All other

2009

$13,757
8,021
4,689
2,506
3,127
2,577
1,849
1,982
1,088
1,071
1,027
933
875
845
610
575
572
227
2,689

2008

8,260
2,676
2,004
1,357
1,619
186
120
847
407
414
480
556
142
725
321
447
378
389
1,270

2007

7,762
3,284
2,322
1,294
1,545
158
34
899
448
256
482
565
437
416
321
474
412
561
1,076

Total

$49,020

22,598

22,746

Noninterest expense included $895 million of Wachovia
merger-related integration expense for 2009. Employee bene-
fit expense in 2009 reflected actions related to freezing the
Wells Fargo and Wachovia Cash Balance pension plans, which
lowered pension cost by approximately $500 million for 2009,
and reflected $150 million of additional expense for a 401(k)
profit sharing contribution to all eligible team members. 
See Note 19 (Employee Benefits and Other Expenses) to
Financial Statements in this Report for additional information.
Salaries and employee benefits also reflected increased
staffing levels to handle the higher volume of mortgage loan
modifications, which continued to increase throughout 2009,
driven by both federal and our own proprietary loan modifica-
tion programs to help customers stay in their homes. FDIC
and other deposit assessments, which included additional
assessments related to the FDIC Transaction Account
Guarantee Program in 2009, were $1.8 billion in 2009, including
a mid-year 2009 FDIC special assessment of $565 million. 
See the “Risk Management – Liquidity and Funding” section
in this Report for additional information. Operating losses
included a $261 million reserve for an auction rate securities
(ARS) settlement. See Note 8 (Securitizations and Variable
Interest Entities) to Financial Statements in this Report for
more information.

Income Tax Expense
Our effective income tax rate was 30.3% in 2009, up from
18.5% in 2008. The increase is primarily attributable to higher
pre-tax earnings and increased tax expense (with a comparable
increase in interest income) associated with purchase accounting
for leveraged leases, partially offset by higher levels of tax
exempt income, tax credits and the impact of changes in our
liability for uncertain tax positions. We recognized a net tax
benefit of approximately $150 million and $200 million during
the fourth quarter and year-ended December 31, 2009, respectively,
primarily related to changes in our uncertain tax positions,
due to federal and state income tax settlements. 

Effective January 1, 2009, we adopted new accounting
guidance that changed the way noncontrolling interests are
presented in the income statement such that the consolidated
income statement includes amounts from both Wells Fargo
interests and the noncontrolling interests. As a result, our
effective tax rate is calculated by dividing income tax expense
by income before income tax expense less the net income
from noncontrolling interests.

Operating Segment Results
We define our operating segments by product and customer.
As a result of the combination of Wells Fargo and Wachovia,
in 2009 management realigned our business segments into
three lines of business: Community Banking; Wholesale
Banking; and Wealth, Brokerage and Retirement. Our man-
agement accounting process measures the performance of the
operating segments based on our management structure and

Table 9:  Operating Segment Results – Highlights

(in billions)

Revenue
Net income

Average loans
Average core deposits

Community Banking offers a complete line of diversified
financial products and services for consumers and small 
businesses including investment, insurance and trust services
in 39 states and D.C., and mortgage and home equity loans 
in all 50 states and D.C. Wachovia added expanded product
capability as well as expanded channels to better serve our
customers. Community Banking includes Wells Fargo Financial. 
Revenue growth for 2009 was driven primarily by signifi-

cant growth in mortgage originations ($420 billion in 2009
compared with $230 billion in prior year) and strong mort-
gage servicing hedge results (primarily due to hedge carry
income arising from the low short-term interest rates) as well
as continued success in the cross-sell of Wells Fargo products.
Double-digit growth in legacy Wells Fargo core deposits and
the ability to retain approximately 60% of Wachovia’s matured
higher-cost CDs portfolio in lower-rate CDs and liquid
deposits at lower than expected yields also contributed to the
growth, mitigated by lower loan interest rates. Noninterest
expense increased from 2008 due to the addition of Wachovia,
increases in FDIC and other deposit assessments, and credit
related expenses, including the addition of resources to han-
dle a higher volume of mortgage loan modifications. To bene-
fit our customers we continued to invest in adding sales and
service team members in regional banking as we aligned
Wachovia banking stores with the Wells Fargo model. The
increases in noninterest expense were mitigated by continued
revenue growth and expense management as we stayed on
track to meet our merger synergy goals.

is not necessarily comparable with similar information for
other financial services companies. We revised prior period
information to reflect the 2009 realignment of our operating
segments; however, because the acquisition was completed 
on December 31, 2008, Wachovia’s results are not included in
the income statement or in average balances for periods prior
to 2009. The Wachovia acquisition was material to us, and the
inclusion of results from Wachovia’s businesses in our 2009
financial statements is a material factor in the changes in 
our results compared with prior year results. The significant
matters affecting our financial results for 2009 have been 
discussed previously. Table 9 and the following discussion
present our results by operating segment. For a more 
complete description of our operating segments, including
additional financial information and the underlying manage-
ment accounting process, see Note 23 (Operating Segments)
to Financial Statements in this Report.

Community Banking

Wholesale Banking

2009

$ 59.0
8.6

538.0
533.0

2008

33.0
2.1

285.6
252.8

2009

20.3
3.9

255.4
146.6

2008

8.2
1.4

112.3
69.6

Wealth, Brokerage
and Retirement

2009

11.5
1.0

45.7
114.3

2008

2.7
0.2

15.2
23.1

Wholesale Banking provides financial solutions to businesses
across the United States with annual sales generally in excess
of $10 million and to financial institutions globally. Products
include middle market banking, corporate banking, CRE, trea-
sury management, asset-based lending, insurance brokerage,
foreign exchange, correspondent banking, trade services, 
specialized lending, equipment finance, corporate trust,
investment banking, capital markets, and asset management.
Wachovia added expanded product capabilities across the
segment, including investment banking, mergers and acquisi-
tions, equity trading, equity structured products, fixed-income
sales and trading, and equity and fixed-income research. 

Wholesale Banking earned net income of $3.9 billion and
revenue of $20.3 billion in 2009. Results were driven by the
performance of our many diverse businesses, such as com-
mercial banking, corporate banking, asset-based lending,
asset management, investment banking and international.
With over 750 offices nationwide and globally, plus expanded
product and distribution capabilities, Wholesale Banking saw
gains in 2009 in the number of new middle market companies
we lent money to and in the positive experiences those com-
panies had with our bank. Revenue performance also benefited
from the recovery of the capital markets. We saw the effect 
of customers deleveraging, accessing capital markets and
delaying investment decisions as loan balances declined
throughout the year; however, we continued to originate loans
at improved spreads and terms. The provision for loan losses
was $3.6 billion, including $1.2 billion of additional provision
to build reserves for the wholesale portfolio.

45

Revenue, the sum of net interest income and noninterest
income, grew 6% to $41.9 billion in 2008 from $39.5 billion in
2007. The breadth and depth of our business model resulted
in very strong and balanced growth in loans, deposits and 
fee-based products. We achieved positive operating leverage
(revenue growth of 6%; expense decline of 1%), the best
among large bank peers. Wells Fargo net income for 2008 of
$2.7 billion included an $8.1 billion (pre tax) credit reserve
build, $2.0 billion (pre tax) of OTTI and $124 million (pre tax)
of merger-related expenses. Diluted earnings per share of
$0.70 for 2008 included credit reserve build ($1.51 per share)
and OTTI ($0.37 per share). Industry-leading annual results
included the highest growth in pre-tax pre-provision earnings
(up 15%), highest net interest margin (4.83%), return on average
common stockholders’ equity (ROE), return on average total
assets (ROA) and highest total shareholder return among
large bank peers (up 2%).

Net interest income on a taxable-equivalent basis was
$25.4 billion in 2008, up from $21.1 billion in 2007, reflecting
strong loan growth, disciplined deposit pricing and lower
market funding costs. Average earning assets grew 17% from
2007. Our net interest margin was 4.83% for 2008, up from
4.74% in 2007, primarily due to the benefit of lower funding
costs as market rates declined. 

Noninterest income decreased 10% to $16.7 billion in 2008

from $18.5 billion in 2007. Card fees were up 9% from 2007,
due to continued growth in new accounts and higher credit
and debit card transaction volume. Insurance revenue was up
20%, due to customer growth, higher crop insurance revenue
and the fourth quarter 2007 acquisition of ABD Insurance.
However, trust and investment fees decreased 7% and other
fees decreased 9%, due to depressed market conditions.
Operating lease income decreased 39% from 2007, due to 
continued softening in the auto market, reflecting tightened
credit standards. Noninterest income included $280 million in
net gains on debt and equity securities, including $2.0 billion
of OTTI write-downs. 

Noninterest expense was $22.6 billion in 2008, down 1%

from $22.7 billion in 2007. We continued to invest in new
stores and additional sales and service-related team members.
Operating lease expense decreased 31% to $389 million in
2008 from $561 million in 2007, as we stopped originating
new indirect auto leases in third quarter 2008. Insurance
expense increased to $725 million in 2008 from $416 million
in 2007 due to the fourth quarter 2007 acquisition of ABD
Insurance, additional insurance reserves at our captive 
mortgage reinsurance operation as well as higher 
commissions on increased sales volume.

Key merger achievements included the conversion of
Wachovia offices to the commercial banking model, revenue
synergies through our government banking and global finan-
cial institutions and trade services businesses and enhance-
ment of our investment banking business across the franchise
by combining the best of the two companies’ advisory, 
financing and securities distribution capabilities.

Wealth, Brokerage and Retirement provides a full range of
financial advisory services to clients. Wealth Management
provides affluent and high-net-worth clients with a complete
range of wealth management solutions including financial
planning, private banking, credit, investment management,
trust and estate services, business succession planning and
charitable services along with bank-based brokerage services
through Wells Fargo Advisors and Wells Fargo Investments,
LLC. Family Wealth provides family-office services to ultra-
high-net-worth clients and is one of the largest multi-family
financial office practices in the United States. Retail Brokerage’s
financial advisors serve customers’ advisory, brokerage 
and financial needs as part of one of the largest full-service
brokerage firms in the United States. Retirement provides
retirement services for individual investors and is a national
leader in 401(k) and pension record keeping. The addition of
Wachovia in first quarter 2009 added the following businesses
to this operating segment: Wells Fargo Advisors (retail 
brokerage), wealth management, including its family wealth
business, and retirement and reinsurance business. 

Wealth, Brokerage and Retirement earned net income of
$1.0 billion in 2009. Revenue of $11.5 billion included a mix 
of brokerage commissions, asset-based fees and net interest
income. The equity market recovery helped drive growth in
fee income. Deposit balances grew 33% during the year. Net
interest income growth was dampened by the exceptionally
low short-term interest rate environment. Expenses increased
from the prior year due to the addition of Wachovia and the
loss reserve for the ARS legal settlement. Expense growth was
mitigated by the realization of merger synergies during the
year. The wealth, brokerage and retirement businesses have
solidified partnerships throughout Wells Fargo, working with
Community Banking and Wholesale Banking to provide
financial solutions for clients.

Earnings Performance – Comparison of 2008 with 2007
Wells Fargo net income in 2008 was $2.7 billion ($0.70 per
common share), compared with $8.1 billion ($2.38 per common
share) in 2007. Results for 2008 included the impact of our
$8.1 billion (pre tax) credit reserve build, $2.0 billion (pre tax)
of OTTI and $124 million (pre tax) of merger-related expenses.
Results for 2007 included the impact of our $1.4 billion 
(pre tax) credit reserve build and $203 million (pre tax) of
Visa litigation expenses. Despite the challenging environment
in 2008, we achieved both top line revenue growth and 
positive operating leverage (revenue growth of 6%; expense
decline of 1%).

46

Balance Sheet Analysis

During 2009, we continued to grow core deposits even
though loan demand remained soft. Deposits increased
$42.6 billion in 2009 from a year ago, with $35.3 billion of the
increase in core deposits. Growth in deposits was due to the
increase in the U.S. money supply, a preference on the part 
of consumers and businesses to maintain liquidity, and the
Company’s successful efforts to attract and retain deposits
from new and existing customers. Loans decreased $82.1 billion
from a year ago, before considering the impact of the $3.5 billion
increase in the allowance for loan losses. Commercial loan
demand was soft during 2009 as businesses reduced investing
in inventory, plant and equipment. Likewise, retail customer
borrowing declined as consumers limited their spending.
Excess deposits were therefore invested in liquid assets, 
particularly in the latter half of 2009. Our rate mix of core
deposits improved with noninterest-bearing, interest-bearing
checking, and market rate and other lower cost savings deposits
increasing to 83% of total core deposits at December 31, 2009,
from 71% a year ago.  

See the following sections for more discussion and details
about the major components of our balance sheet. Capital is
discussed in the “Capital Management” section of this Report.

Securities Available for Sale
Securities available for sale consist of both debt and marketable
equity securities. We hold debt securities available for sale
primarily for liquidity, interest rate risk management and
long-term yield enhancement. Accordingly, this portfolio 
consists primarily of very liquid, high-quality federal agency
debt and privately issued MBS. We held $167.1 billion of debt
securities available for sale, with net unrealized gains of
$4.8 billion, at December 31, 2009, compared with $145.4 billion,
with net unrealized losses of $9.8 billion a year ago. We also
held $5.6 billion of marketable equity securities available for
sale, with net unrealized gains of $843 million, at December 31,
2009, compared with $6.1 billion, with net unrealized losses 
of $160 million a year ago. The total net unrealized gains on
securities available for sale were $5.6 billion at December 31,
2009, up from net unrealized losses of $9.9 billion at December 31,
2008, due to general decline in long-term yields and narrowing
of credit spreads. With the application of purchase accounting
at December 31, 2008, for the Wachovia portfolio, the net
unrealized losses in cumulative other comprehensive income
(OCI), a component of common equity, related entirely to 
the legacy Wells Fargo portfolio at that date.

We analyze securities for OTTI on a quarterly basis, or
more often if a potential loss-triggering event occurs. Of the
$1.7 billion OTTI write-downs in 2009, $1.0 billion related to
debt securities and $655 million to equity securities. For a dis-
cussion of our OTTI accounting policies and underlying con-
siderations and analysis see Note 1 (Summary of Significant
Accounting Policies – Accounting Standards Adopted in 2009
– FASB ASC 320-10 and – Securities) and Note 5 (Securities
Available for Sale) to Financial Statements in this Report.

At December 31, 2009, we had approximately $8 billion of
investments in securities, primarily municipal bonds, which
are guaranteed against loss by bond insurers. These securities
are almost exclusively 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.
These securities will continue to be monitored as part of our
on-going impairment analysis of our securities available for
sale, but are expected to perform, even if the rating agencies
reduce the credit rating of the bond insurers.

The weighted-average expected maturity of debt securities

available for sale was 5.6 years at December 31, 2009. Since
73% of this portfolio is MBS, the expected remaining maturity
may differ from contractual maturity because borrowers 
generally have the right to prepay obligations before the
underlying mortgages mature. The estimated effect 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 are shown in Table 10.

Table 10:  Mortgage-Backed Securities

(in billions)

At December 31, 2009

At December 31, 2009, 

assuming a 200 basis point:
Increase in interest rates
Decrease in interest rates

Fair
value

$122.4

113.0
128.8

Expected
Net
unrealized
remaining
gain (loss) maturity

2.5

(6.9)
8.9

4.0

5.4
2.6

See Note 5 (Securities Available for Sale) to Financial
Statements in this Report for securities available for sale by
security type.

47

Loan Portfolio
Loans decreased during 2009 for nearly all loan types as 
loan demand softened in response to economic conditions.

Table 11:  Loan Portfolios

Table 11 provides detail by loan product, and by PCI and all
other loans.

(in millions)

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

PCI
loans

All
other
loans

2009

Total

December 31,

PCI
loans (1)

All
other
loans

2008

Total

$ 1,911
5,631
3,713

156,441
99,167
25,994
— 14,210

158,352
104,798
29,707
14,210

4,580
7,762
4,503
—

197,889
95,346
30,173
15,829

202,469
103,108
34,676
15,829

Total commercial and commercial real estate

11,255

295,812

307,067

16,845

339,237

356,082

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total loans

38,386
331

191,150
103,377
— 24,003
— 89,058

229,536
103,708
24,003
89,058

39,214
728
—
151

208,680
109,436
23,555
93,102

247,894
110,164
23,555
93,253

38,717

407,588

446,305

40,093

434,773

474,866

1,733

27,665

29,398

1,859

32,023

33,882

$51,705

731,065

782,770

58,797

806,033

864,830

(1) In 2009, we refined certain of our preliminary purchase accounting adjustments based on additional information as of December 31, 2008. These refinements resulted in
increasing the PCI loans carrying value at December 31, 2008, to $59.2 billion. The table above has not been updated as of December 31, 2008, to reflect these refinements.

A discussion of average loan balances and a comparative
detail of average loan balances is included in Table 5 under
“Earnings Performance – Net Interest Income” earlier in this
Report; year-end balances and other loan related information
are in Note 6 (Loans and Allowance for Credit Losses) to
Financial Statements in this Report.

(cid:129) Net increase to the nonaccretable difference of $3.7 billion,
due to the addition of more loans and further refinement
of the loss estimates. The net increase was created by a
$299 million increase in commercial, CRE, and foreign
loans and a $3.4 billion increase in consumer loans
($2.2 billion of which related to Pick-a-Pay loans).

During 2009, we further refined our preliminary purchase

(cid:129) Net increase to the accretable yield of a $1.8 billion interest

accounting adjustments related to loans from the Wachovia
acquisition. These refinements, which increased the
December 31, 2008, balance of PCI loans to $59.2 billion,
were based on additional information as of December 31,
2008, that became available after the merger date, as 
permitted under purchase accounting.  

The most significant refinements for the PCI loans were as

follows:
(cid:129) Net increase to the unpaid principal balance of $2.3 billion
based on additional loans considered in the scope of PCI
loans, consisting of a $1.9 billion decrease in commercial,
CRE, and foreign loans and a $4.2 billion increase in consumer
loans ($2.7 billion of which related to Pick-a-Pay loans).

rate mark premium, primarily for consumer loans.

The nonaccretable difference was established in purchase

accounting for PCI loans to absorb losses expected at that
time on those loans. Amounts absorbed by the nonaccretable
difference do not affect the income statement or the
allowance for credit losses. Table 12 provides an analysis 
of 2009 changes in the nonaccretable difference related to
principal that is not expected to be collected.

48

Table 12:  Changes in Nonaccretable Difference for PCI Loans

(in millions)

Balance at December 31, 2008, with reﬁnements
Release of nonaccretable difference due to:

Loans resolved by payment in full (1)
Loans resolved by sales to third parties (2)
Loans with improving cash ﬂows reclassiﬁed to accretable yield (3)

Use of nonaccretable difference due to:

Losses from loan resolutions and write-downs (4)

Balance at December 31, 2009

Commercial,
CRE and
foreign

Pick-a-Pay

Other
consumer

Total

$(10,410)

(26,485)

(4,069)

(40,964)

330
86
138

—
—
27

—
85
276

330
171
441

4,853

$ (5,003)

10,218

(16,240)

2,086

(1,622)

17,157

(22,865)

(1) Release of the nonaccretable difference for payments in full increases interest income in the period of payment. Pick-a-Pay and other consumer PCI loans do not reflect

nonaccretable difference releases due to accounting for those loans on a pooled basis.

(2) Release of the nonaccretable difference as a result of sales to third parties increases noninterest income in the period of the sale.
(3) Reclassification of nonaccretable difference for probable and significant increased cash flow estimates to the accretable yield will result in increasing income and thus the

rate of return over the remaining life of the PCI loan or pool of loans.

(4) Write-downs to net realizable value of PCI loans are charged to the nonaccretable difference when severe delinquency (normally 180 days) or other indications of severe

borrower financial stress exist that indicate there will be a loss upon final resolution of the loan.

For further detail on PCI loans, see Note 1 (Summary of
Significant Accounting Policies – Loans) and Note 6 (Loans
and Allowance for Credit Losses) to Financial Statements in
this Report. 

Table 13:  Maturities for Selected Loan Categories

Table 13 shows contractual loan maturities for selected
loan categories and sensitivities of those loans to changes in
interest rates.

(in millions)

Selected loan maturities: 

Commercial
Real estate mortgage
Real estate construction
Foreign

Total selected loans

Distribution of loans due after one year 

to changes in interest rates:
Loans at ﬁxed interest rates
Loans at ﬂoating/variable interest rates

Total selected loans

After
Within one year
one
through
year ﬁve years

After
ﬁve
years

2009

Total

$ 44,919
29,982
18,719
21,266

91,951
44,312
10,055
5,715

21,482
30,504
933
2,417

158,352
104,798
29,707
29,398

Within
one
year

59,246
23,880
19,270
23,605

After
one year
through
ﬁve years

109,764
45,565
13,942
7,288

December 31,

2008

After
ﬁve
years

33,459
33,663
1,464
2,989

Total

202,469
103,108
34,676
33,882

$114,886

152,033

55,336

322,255

126,001

176,559

71,575

374,135

$ 26,373
125,660

$152,033

18,921
36,415

55,336

24,766
151,793

176,559

23,628
47,947

71,575

49

Deposits
Deposits totaled $824.0 billion at December 31, 2009, 
compared with $781.4 billion at December 31, 2008. Table 14
provides additional detail. Comparative detail of average
deposit balances is provided in Table 5 under “Earnings
Performance – Net Interest Income” earlier in this Report.

Total core deposits were $780.7 billion at December 31, 2009,
up $35.3 billion from $745.4 billion at December 31, 2008.
High-rate CDs of $109 billion at Wachovia matured in 2009
and were replaced by $62 billion in checking, savings or
lower-cost CDs. We continued to gain new deposit customers
and deepen our relationships with existing customers.

Table 14:  Deposits

(in millions)

Noninterest-bearing
Interest-bearing checking
Market rate and other savings
Savings certiﬁcates
Foreign deposits (1)

Core deposits
Other time deposits
Other foreign deposits

Total deposits

(1) Reflects Eurodollar sweep balances included in core deposits.

Off-Balance Sheet Arrangements

In the ordinary course of business, we engage in financial
transactions that are not recorded in the balance sheet, or
may be recorded in the balance sheet in amounts that are 
different from the full contract or notional amount of the
transaction. These transactions are designed to (1) meet the
financial needs of customers, (2) manage our credit, market 
or liquidity risks, (3) diversify our funding sources, and/or 
(4) optimize capital. These are described below as off-balance
sheet transactions with unconsolidated entities, and guarantees
and certain contingent arrangements. Beginning in 2010, 
the accounting rules for off-balance sheet transactions with
unconsolidated entities changed. We discuss the impact of
those changes in this section and in the “Current Accounting
Developments” section in this Report.

Off-Balance Sheet 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 or partnerships
that are established for a limited purpose. Historically, the
majority of SPEs were formed in connection with securitization
transactions. For more information on securitizations, including
sales proceeds and cash flows from securitizations, see Note 8
(Securitizations and Variable Interest Entities) to Financial
Statements in this Report.

Table 15 presents our significant continuing involvement
with qualifying special purpose entities (QSPEs) and uncon-
solidated variable interest entities (VIEs) as of December 31,
2009 and 2008. 

50

% of
total
deposits

22%
8
49
12
4

95
2
3

2009

$181,356
63,225
402,448
100,857
32,851

780,737
16,142
27,139

2008

$150,837
72,828
306,255
182,043
33,469

745,432
28,498
7,472

December 31,

% of
total
deposits

%
Change

19%
10
39
23
4

95
4
1

20
(13)
31
(45)
(2)

5
(43)
263

5

$824,018

100%

$781,402

100%

Table 15 does not include SPEs and unconsolidated VIEs
where our only involvement is in the form of (1) investments
in trading securities, (2) investments in securities available
for sale or loans issued by entities sponsored by third parties,
(3) derivative counterparty for certain derivatives such as
interest rate swaps or cross currency swaps that have custom-
ary terms or (4) administrative or trustee services. Also not
included are investments accounted for in accordance with
the American Institute of Certified Public Accountants
(AICPA) Investment Company Audit Guide, investments
accounted for under the cost method and investments
accounted for under the equity method.

In Table 15, “Total entity assets” represents the total assets

of unconsolidated SPEs. “Carrying value” is the amount in 
our consolidated balance sheet related to our involvement
with the unconsolidated SPEs. “Maximum exposure to loss”
from our involvement with off-balance sheet entities, which 
is a required disclosure under generally accepted accounting
principles (GAAP), is determined as the carrying value of 
our involvement with off-balance sheet (unconsolidated) VIEs
plus the remaining undrawn liquidity and lending commitments,
the notional amount of net written derivative contracts, and
generally the notional amount of, or stressed loss estimate for,
other commitments and guarantees. It represents estimated
loss that would be incurred under severe, hypothetical cir-
cumstances, for which we believe the possibility is extremely
remote, such as where the value of our interests and any asso-
ciated collateral declines to zero, without any consideration 
of recovery or offset from any economic hedges. Accordingly,
this required disclosure is not an indication of expected loss. 

Table 15:  Qualifying Special Purpose Entities and Unconsolidated Variable Interest Entities

(in millions)

QSPEs 
Residential mortgage loan securitizations (1):

Conforming and GNMA (2)
Other/nonconforming

Commercial mortgage securitizations (1)
Auto loan securitizations
Student loan securitizations
Other

Total QSPEs

Unconsolidated VIEs
Collateralized debt obligations (1)
Wachovia administered ABCP (3) conduit
Asset-based finance structures
Tax credit structures
Collateralized loan obligations
Investment funds
Credit-linked note structures
Money market funds (4)
Other

Total unconsolidated VIEs

2009

December 31,

2008

Total
Maximum
entity Carrying exposure
to loss
value
assets

Total
entity
assets

Maximum
Carrying exposure
to loss

value

$1,150,515
251,850
345,561
2,285
2,637
8,391

$1,761,239

$

55,899
5,160
17,467
27,537
23,830
84,642
1,755
—
8,470

$ 224,760

18,926
13,222
4,945
158
173
61

37,485

14,734
—
9,867
4,006
3,666
1,702
1,025
—
2,981

37,981

24,362
13,469
5,222
158
173
135

43,519

16,607
5,263
11,227
4,663
4,239
2,920
1,754
—
5,048

51,721

1,008,824
313,447
320,299
4,133
2,765
11,877

1,661,345

54,294
10,767
11,614
22,882
23,339
105,808
12,993
13,307
1,832

256,836

21,496
9,483
2,894
115
133
71

34,192

15,133
—
9,096
3,850
3,326
3,543
1,522
10
3,806

40,286

24,619
9,909
2,894
115
133
1,576

39,246

20,443
15,824
9,482
4,926
3,881
3,690
2,303
51
4,699

65,299

(1) Certain December 31, 2008, balances have been revised to reflect additionally identified residential mortgage QSPEs and collateralized debt obligation VIEs, as well as to

reflect removal of commercial mortgage asset transfers that were subsequently determined not to be transfers to QSPEs.

(2) Conforming residential mortgage loan securitizations are those that are guaranteed by government-sponsored entities (GSEs), including Government National Mortgage
Association (GNMA). We have concluded that conforming mortgages are not subject to consolidation under Accounting Standards Update (ASU) 2009-16 (FAS 166) and
ASU 2009-17 (FAS 167). See the “Current Accounting Developments” section in this Report for our estimate of the nonconforming mortgages that may potentially be 
consolidated under this guidance. The maximum exposure to loss as of December 31, 2008, has been revised to conform with the year-end 2009 basis of determination.

(3) Asset-backed commercial paper.
(4) Includes only those money market mutual funds to which the Company had outstanding contractual support agreements in place. The December 31, 2008, balance 

has been revised to exclude certain funds because the support arrangements had lapsed or settled and we were not obligated to support such funds.

We expect to consolidate the VIEs or former QSPEs where

we have power, regardless of whether or not we transferred
assets to or sponsored the VIE or QSPE. Based upon the
transfers accounting guidance in ASU 2009-16 (FAS 166) 
and the consolidated accounting guidance in ASU 2009-17
(FAS 167) regarding the nature and type of continuing
involvement that could potentially be significant and our
related assessment of whether or not we have power, it may
be necessary to make changes in our future disclosures. 
See additional detail regarding the expected impact to the
Company’s balance sheet in the “Current Accounting
Developments” section of this Report. 

The FASB issued new guidance for accounting for off-
balance sheet transactions with QSPEs and VIEs effective
January 1, 2010, that replaces the current consolidation 
model for VIEs. For further information and the impact of
the application of this guidance, see the “Current Accounting
Developments” section in this Report. 

Table 16 presents our involvement with QSPEs and
unconsolidated VIEs as of December 31, 2009, segregated
between those entities we sponsored or to which we 
transferred assets and those sponsored by third parties.
Additionally, we have further segregated the QSPEs and
unconsolidated VIEs over which we have power in accordance
with the consolidated accounting guidance in ASU 2009-17
(FAS 167) and those we do not. 

We consider sponsorship to include transactions with

QSPEs and unconsolidated VIEs where we solely or materially
participated in the initial design or structuring of the entity
or the marketing of the transaction to investors. If we sold
assets, typically securities or loans, to a QSPE or unconsoli-
dated VIE we are considered the transferor. Third party 
transactions are those transactions where we have ongoing
involvement, but did not sponsor or transfer assets to a 
QSPE or unconsolidated VIE. 

51

Table 16:  Qualifying Special Purpose Entities and Unconsolidated Variable Interest Entities Total Entity Assets by Type of Involvement

(in millions)

QSPEs
Residential mortgage loan securitizations:

Conforming and GNMA (1)
Other/nonconforming

Commercial mortgage securitizations
Other

Total QSPEs

Unconsolidated VIEs
Collateralized debt obligations
Wachovia administered ABCP conduit
Asset-based lending structures
Tax credit structures
Collateralized loan obligations
Investment funds (2)
Other

Wells Fargo as sponsor or transferor

Third party sponsor

Without
power

With
power

Subtotal

Without
power

With
power

Subtotal

Total

December 31, 2009

$1,012,312
91,789
199,847
10,946

$1,314,894

$

48,350
—
2,121
27,533
23,830
22,479
10,225

— 1,012,312
111,510
199,847
13,313

19,721
—
2,367

22,088

1,336,982

—
5,160
—
4
—
—
—

5,164

48,350
5,160
2,121
27,537
23,830
22,479
10,225

139,702

138,203
138,262
145,714
—

422,179

7,549
—
15,346
—
—
62,163
—

85,058

—
2,078
—
—

2,078

—
—
—
—
—
—
—

—

138,203
140,340
145,714
—

424,257

7,549
—
15,346
—
—
62,163
—

85,058

1,150,515
251,850
345,561
13,313

1,761,239

55,899
5,160
17,467
27,537
23,830
84,642
10,225

224,760

Total unconsolidated VIEs

$ 134,538

(1) We have concluded that conforming mortgages are not subject to consolidation under ASU 2009-16 (FAS 166) and ASU 2009-17 (FAS 167). See the “Current Accounting

Developments” section in this Report for our estimate of the nonconforming mortgages that may potentially be consolidated under this guidance.

(2) Includes investment funds that are subject to deferral from application of ASU 2009-17 (FAS 167).

Guarantees and Certain Contingent 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, securities lending and other indemnifications, liquidity
agreements, written put options, recourse obligations, residual

Table 17:  Guarantees and Certain Contingent Arrangements

value guarantees and contingent consideration. Table 17 
presents the carrying value, maximum exposure to loss on our
guarantees and the amount with a higher risk of performance.
For more information on guarantees and certain contingent

arrangements, see Note 14 (Guarantees and Legal Actions) 
to Financial Statements in this Report.

(in millions)

Standby letters of credit
Securities lending and other indemniﬁcations
Liquidity agreements (1)
Written put options (1)(2)
Loans sold with recourse
Residual value guarantees
Contingent consideration
Other guarantees

Total guarantees

2009

December 31,

2008

Carrying
value

Maximum
exposure
to loss

Non-
investment
grade

Carrying
value

Maximum
exposure
to loss

Non-
investment
grade

$ 148
51
66
803
96
8
11
—

$1,183

49,997
20,002
7,744
8,392
5,049
197
145
55

91,581

21,112
2,512
—
3,674
2,400
—
102
2

29,802

130
—
30
1,376
53
—
11
—

1,600

47,191
30,120
17,602
10,182
6,126
1,121
187
38

112,567

17,293
1,907
—
5,314
2,038
—
—
—

26,552

(1) Certain of these agreements included in this table are related to off-balance sheet entities and, accordingly, are also disclosed in Note 8 (Securitizations and Variable

Interest Entities) to Financial Statements in this Report.

(2) Written put options, which are in the form of derivatives, are also included in the derivative disclosures in Note 15 (Derivatives) to Financial Statements in this Report.

52

Contractual Obligations 
In addition to the contractual commitments and arrangements
previously described, which, depending on the nature of the
obligation, may or may not require use of our resources, we
enter into other contractual obligations in the ordinary course
of business, including debt issuances for the funding of
operations and leases for premises and equipment. 

Table 18 summarizes these contractual obligations as 
of December 31, 2009, excluding obligations for short-term
borrowing arrangements and pension and postretirement
benefit plans. More information on those obligations is in
Note 12 (Short-Term Borrowings) and Note 19 (Employee
Benefits and Other Expenses) to Financial Statements in 
this Report.

Table 18:  Contractual Obligations

(in millions)

Contractual payments by period:

Deposits
Long-term debt (2)
Operating leases
Unrecognized tax obligations
Purchase obligations (3)

Total contractual obligations

Note(s) to
Financial
Statements

11
7, 13
7
20

Less than
1 year

$126,061
40,495
1,217
49
400

$168,222

1-3
years

30,303
64,726
2,055
—
364

97,448

3-5
years

More than
5 years

Indeterminate

maturity (1)

17,579
30,779
1,588
—
56

50,002

3,006
67,861
3,503
—
6

74,376

647,069
—
—
2,253
—

649,322

Total

824,018
203,861
8,363
2,302
826

1,039,370

(1) Includes interest-bearing and noninterest-bearing checking, and market rate and other savings accounts.
(2) Includes obligations under capital leases of $77 million.
(3) Represents agreements to purchase goods or services.

We are subject to the income tax laws of the U.S., its
states and municipalities, and those of the foreign jurisdic-
tions in which we operate. We have various unrecognized
tax obligations related to these operations that may require
future cash tax payments to various taxing authorities.
Because of their uncertain nature, the expected timing and
amounts of these payments generally are not reasonably
estimable or determinable. We attempt to estimate the
amount payable in the next 12 months based on the status 
of our tax examinations and settlement discussions. See
Note 20 (Income Taxes) to Financial Statements in this
Report for more information. 

We enter into derivatives, which create contractual 
obligations, as part of our interest rate risk management
process for our customers or for other trading activities. 
See the “Risk Management – Asset/Liability and Market Risk
Management” section and Note 15 (Derivatives) to Financial
Statements in this Report for more information. 

Transactions with Related Parties
The Related Party Disclosures topic of the Codification
requires disclosure of material related party transactions,
other than compensation arrangements, expense allowances
and other similar items in the ordinary course of business. 
We had no related party transactions required to be reported
for the years ended December 31, 2009, 2008 and 2007.

53

Risk Management

Credit Risk Management Process
Our credit risk management process is governed centrally,
but provides for decentralized management and accountability
by our lines of business. Our overall credit process includes
comprehensive credit policies, judgmental or statistical credit
underwriting, frequent and detailed risk measurement and
modeling, extensive credit training programs, and a continual
loan review and audit process. In addition, regulatory examiners
review and perform detailed tests of our credit underwriting,
loan administration and allowance processes. 

We continually evaluate and modify our credit policies 
to address unacceptable levels of risk as they are identified.
Accordingly, from time to time, we designate certain portfo-
lios and loan products as non-strategic or high risk to limit 
or cease their continued origination and to specially monitor
their loss potential. As an example, during the current weak
economic cycle we have significantly tightened bank-selected
reduced documentation requirements as a precautionary 
measure and to substantially reduce third party originations
due to the negative loss trends experienced in these channels.
A key to our credit risk management is utilizing a well
controlled underwriting process, which we believe is appro-
priate for the needs of our customers as well as investors who
purchase the loans or securities collateralized by the loans.
We only approve applications and make loans if we believe
the customer has the ability to repay the loan or line of credit
according to all its terms. Our underwriting of loans collater-
alized by residential real property utilizes appraisals or auto-
mated valuation models (AVMs) to support property values.
AVMs are computer-based tools used to estimate the market
value of homes. AVMs are a lower-cost alternative to appraisals
and support valuations of large numbers of properties in a
short period of time. AVMs estimate property values based 
on processing large volumes of market data including market
comparables and price trends for local market areas. The 
primary risk associated with the use of AVMs is that the 
value of an individual property may vary significantly from
the average for the market area. We have processes to periodi-
cally validate AVMs and specific risk management guidelines
addressing the circumstances when AVMs may be used.
Generally, AVMs are only used in underwriting to support
property values on loan originations where the loan amount 
is under $250,000. For underwriting residential property loans
of $250,000 or more we require property visitation appraisals
by qualified independent appraisers. 

Measuring and monitoring our credit risk is an ongoing
process that tracks delinquencies, collateral values, economic
trends by geographic areas, loan-level risk grading for certain
portfolios (typically commercial) and other indications of risk
to loss. Our credit risk monitoring process is designed to
enable early identification of developing risk to loss and to
support our determination of an adequate allowance for loan
losses. During the current economic cycle our monitoring and

54

resolution efforts have focused on loan portfolios exhibiting
the highest levels of risk including mortgage loans supported
by real estate (both consumer and commercial), junior lien,
commercial, credit card and subprime portfolios. The following
analysis reviews each of these loan portfolios and their 
relevant concentrations and credit quality performance 
metrics in greater detail.

Table 19 identifies our non-strategic and liquidating 
consumer portfolios as of December 31, 2009 and 2008.

Table 19:  Non-Strategic and Liquidating Consumer Portfolios

(in billions)

Pick-a-Pay mortgage
Liquidating home equity
Legacy Wells Fargo Financial indirect auto

Total non-strategic and liquidating 

consumer portfolios

Outstanding balance
December 31,

2009

$ 85.2
8.4
11.3

2008

95.3
10.3
18.2

$104.9

123.8

COMMERCIAL REAL ESTATE (CRE) The CRE portfolio consists 
of both real estate mortgages and construction loans. 
The combined loans outstanding totaled $134.5 billion at
December 31, 2009, which represented 17% of total loans.
Construction loans totaled $29.7 billion at December 31, 2009,
or 4% of total loans. Permanent CRE loans totaled $104.8 billion
at December 31, 2009, or 13% of total loans. The portfolio is
diversified both geographically and by product type. The
largest geographic concentrations are found in California 
and Florida, which represented 22% and 11% of the total CRE
portfolio, respectively. By product type, the largest concentra-
tions are office buildings and industrial/warehouse, which
represented 23% and 11% of the portfolio, respectively. 

At legacy Wells Fargo our underwriting of CRE loans has
been focused primarily on cash flows and creditworthiness,
not solely collateral valuations. Our legacy Wells Fargo 
management team is overseeing and managing the CRE loans
acquired from Wachovia. At merger closing, we determined
that $19.3 billion of Wachovia CRE loans needed to be
accounted for as PCI loans and we recorded an impairment
write-down of $7.0 billion in our purchase accounting, which
represented a 37% write-down of the PCI loans included in the
Wachovia CRE loan portfolio. To identify and manage newly
emerging problem CRE loans we employ a high level of 
surveillance and regular customer interaction to understand
and manage the risks associated with these assets, including
regular loan reviews and appraisal updates. As issues are
identified, management is engaged and dedicated workout
groups are in place to manage problem assets. At year-end 2009
the remaining balance of PCI CRE loans totaled $9.3 billion.
This balance reflects the refinement of the impairment analysis
and reduction from loan resolutions and write-downs.

Table 20 summarizes CRE loans by state and product type
with the related nonaccrual totals. At December 31, 2009, the
highest concentration of non-PCI CRE loans by state was
$27.8 billion in California, about double the next largest state
concentration, and the related nonaccrual loans totaled about
$2.0 billion, or 7.2%. Office buildings, at $28.7 billion of non-PCI

loans, were the largest property type concentration, nearly
double the next largest, and the related nonaccrual loans
totaled $1.1 billion, or 3.7%. Of CRE mortgage loans (excluding
construction loans), 43% related to owner-occupied properties
at December 31, 2009. In aggregate, nonaccrual loans totaled
5.6% of the non-PCI outstanding balance at December 31, 2009.

Table 20:  CRE Loans by State and Property Type

Real estate mortgage
Nonaccrual Outstanding

Real estate construction
Nonaccrual Outstanding

Total
Nonaccrual Outstanding

loans

balance (1)

loans

balance (1)

loans

balance (1)

% of
total
loans

December 31, 2009

(in millions)

By state:
PCI loans:
Florida
California
North Carolina
Georgia
Virginia
Other

Total PCI loans

All other loans:
California
Florida
Texas
North Carolina
Georgia
Virginia
New York
Arizona
New Jersey
Colorado
Other

Total all other loans

Total

By property:
PCI loans:
Apartments
Ofﬁce buildings
1-4 family land
1-4 family structure
Land (excluding 1-4 family)
Other

Total PCI loans

All other loans:
Ofﬁce buildings
Industrial/warehouse
Real estate – other
Apartments
Retail (excluding shopping center)
Land (excluding 1-4 family)
Shopping center
Hotel/motel
1-4 family land
1-4 family structure
Other

Total all other loans

Total

$ —
—
—
—
—
—

$ —

$1,141
626
231
205
225
65
54
187
66
78
1,106

$3,984

$3,984

$ —
—
—
—
—
—

$ —

$   904
527
564
259
620
148
172
208
164
90
328

$3,984

$3,984

1,022
1,116
283
385
396
2,429

5,631

23,214
10,999
6,643
5,468
4,364
3,499
3,860
3,958
3,028
2,248
31,886

99,167

104,798

1,141
1,650
531
154
553
1,602

5,631

25,542
13,925
13,791
7,670
10,788
2,941
6,070
5,214
718
1,191
11,317

99,167

104,798

—
—
—
—
—
—

—

865
311
250
135
109
105
48
171
23
110
898

722
150
485
364
303
1,689

3,713

4,549
2,127
2,509
1,594
952
1,555
1,187
1,045
644
879
8,953

3,025

3,025

25,994

29,707

—
—
—
—
—
—

—

171
17
88
262
85
639
242
123
677
659
62

969
192
815
635
206
896

3,713

3,151
999
877
4,570
996
6,264
2,240
1,162
2,670
2,073
992

3,025

3,025

25,994

29,707

—
—
—
—
—
—

—

2,006
937
481
340
334
170
102
358
89
188
2,004

7,009

7,009

—
—
—
—
—
—

—

1,075
544
652
521
705
787
414
331
841
749
390

7,009

7,009

1,744
1,266
768
749
699
4,118(2)

9,344

27,763
13,126
9,152
7,062
5,316
5,054
5,047
5,003
3,672
3,127
40,839(3)

125,161

134,505

2,110
1,842
1,346
789
759
2,498

9,344

28,693
14,924
14,668
12,240
11,784
9,205
8,310
6,376
3,388
3,264
12,309

125,161(4)

134,505

* Less than 1%.
(1) For PCI loans amounts represent carrying value.
(2) Includes 38 states; no state had loans in excess of $605 million at December 31, 2009.
(3) Includes 40 states; no state had loans in excess of $3.0 billion at December 31, 2009.
(4) Includes $46.6 billion of loans to owner-occupants where 51% or more of the property is used in the conduct of their business.

*%
*
*
*
*
1

1%

4%
2
1
1
1
1
1
1
*
*
5

16%

17%

*%
*
*
*
*
*

1%

4%
2
2
2
2
1
1
1
*
*
2

16%

17%

55

The concentrations of real estate 1-4 family mortgage
loans by state are presented in Table 22. Our real estate 1-4
family mortgage loans to borrowers in the state of California
represented approximately 14% of total loans at both
December 31, 2009 and 2008, mostly within the larger 
metropolitan areas, with no single area consisting of more
than 3% of total loans. Of this amount, 3% of total loans were
PCI loans from Wachovia. Changes in real estate values and
underlying economic or market conditions for these areas are
monitored continuously within the credit risk management
process. Beginning in 2007, the residential real estate markets
began to experience significant declines in property values
and several markets in California, specifically in Southern
California and the Central Valley, experienced declines that
turned out to be more significant than the national decline.

Some of our real estate 1-4 family mortgage loans, including
first mortgage and home equity products, include an interest-
only feature as part of the loan terms. At December 31, 2009,
these loans were approximately 15% of total loans, compared
with 11% at the end of 2008. Most of these loans are considered
to be prime or near prime. We have manageable adjustable-
rate mortgage (ARM) reset risk across our Wells Fargo 
originated and owned mortgage loan portfolios. 

Table 22:  Real Estate 1-4 Family Mortgage Loans by State

December 31, 2009

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

(in millions)

PCI loans:
California
Florida
New Jersey
Other (1)

$ 25,265
4,288
1,196
7,637

Total PCI loans $ 38,386

All other loans:
California
Florida
New Jersey
Virginia
New York
Pennsylvania
North Carolina
Georgia
Texas
Other (2)

Total all 

$ 52,229
19,284
9,230
5,915
6,769
6,396
6,464
5,003
6,900
72,960

82
67
34
148

331

29,731
9,210
6,801
4,995
4,071
4,343
4,043
3,816
1,769
34,598

25,347
4,355
1,230
7,785

38,717

81,960
28,494
16,031
10,910
10,840
10,739
10,507
8,819
8,669
107,558

294,527

333,244

3%
1
*
1

5%

11%
4
2
1
1
1
1
1
1
14

37%

42%

other loans $191,150

Total

$229,536

103,377

103,708

* Less than 1%.
(1) Consists of 47 states; no state had loans in excess of $975 million.
(2) Consists of 41 states; no state had loans in excess of $7.8 billion. 

Includes $15.2 billion in GNMA pool buyouts.

COMMERCIAL LOANS AND LEASE FINANCING  For purposes of
portfolio risk management, we aggregate commercial loans
and lease financing according to market segmentation and
standard industry codes. Table 21 summarizes commercial
loans and lease financing by industry with the related
nonaccrual totals. This portfolio has experienced less credit
deterioration than our CRE portfolio as evidenced by its
lower nonaccrual rate of 2.6% compared with 5.2% for the CRE
portfolios. We believe this portfolio is well underwritten and
is diverse in its risk with relatively even concentrations across
several industries.

Table 21:  Commercial Loans and Lease Financing by Industry

(in millions)

PCI loans:
Real estate investment trust
Media
Investors
Residential construction
Insurance
Leisure
Other

Total PCI loans

All other loans:
Financial institutions
Oil and gas
Healthcare
Cyclical retailers
Industrial equipment
Food and beverage
Real estate – other
Business services
Transportation
Public administration
Technology
Utilities
Other

Total all other loans

Total

December 31, 2009

Nonaccrual Outstanding

loans

balance (1)

% of
total
loans

$ —
—
—
—
—
—
—

$ —

$ 496
202
88
77
71
119
99
167
31
17
15
72
3,114

$4,568

$4,568

351
314
140
122
118
110
756(2)

1,911

11,111
8,464
8,397
8,316
8,188
7,524
6,722
6,570
6,469
5,785
5,752
5,489
81,864(3)

170,651

172,562

*%
*
*
*
*
*
*

*%

1%
1
1
1
1
1
1
1
1
1
1
1
10

22%

22%

* Less than 1%.
(1) For PCI loans amounts represent carrying value.
(2) No other single category had loans in excess of $87 million.
(3) No other single category had loans in excess of $5.3 billion. The next largest
categories included investors, hotel/restaurant, media, securities firms, 
non-residential construction, leisure, trucking, dairy, gaming and contractors.

REAL ESTATE 1-4 FAMILY FIRST MORTGAGE LOANS As part of the
Wachovia acquisition, we acquired residential first and home
equity loans that are very similar to the Wells Fargo core 
originated portfolio. We also acquired the Pick-a-Pay portfolio,
which is composed primarily of option payment adjustable-rate
mortgage and fixed-rate mortgage products. Under purchase
accounting for the Wachovia acquisition, we made purchase
accounting adjustments to the Pick-a-Pay loans considered 
to be impaired under accounting guidance for PCI loans. 
See the “Risk Management – Pick-a-Pay Portfolio” section 
in this Report for additional detail.

56

The deterioration in specific segments of the Home Equity

portfolios required a targeted approach to managing these
assets. In fourth quarter 2007, a liquidating portfolio was
identified, consisting of home equity loans generated through
the wholesale channel not behind a Wells Fargo first mortgage,
and home equity loans acquired through correspondents. 
The liquidating portion of the Home Equity portfolio was
$8.4 billion at December 31, 2009, compared with $10.3 billion
a year ago. The loans in this liquidating portfolio represent
about 1% of total loans outstanding at December 31, 2009, and
contain some of the highest risk in our $123.8 billion Home
Equity portfolios, with a loss rate of 11.17% compared with

Table 23:  Home Equity Portfolios (1)

3.28% for the core portfolio. The loans in the liquidating 
portfolio are largely concentrated in geographic markets 
that have experienced the most abrupt and steepest declines
in housing prices. The core portfolio was $115.4 billion at
December 31, 2009, of which 97% was originated through 
the retail channel and approximately 17% of the outstanding
balance was in a first lien position. Table 23 includes the credit
attributes of these two portfolios. California loans represent
the largest state concentration in each of these portfolios and
have experienced among the highest early-term delinquency
and loss rates.

(in millions)

Core portfolio (2)
California
Florida
New Jersey
Virginia
Pennsylvania
Other

Total

Liquidating portfolio
California
Florida
Arizona
Texas
Minnesota
Other

Total

Outstanding balance

% of loans
two payments
or more past due

December 31,

December 31,

Loss rate

December 31,

2009

2008

2009

2008

2009

2008

$ 30,264
12,038
8,379
5,855
5,051
53,811

31,544
11,781
7,888
5,688
5,043
56,415

115,398

118,359

3,205
408
193
154
108
4,361

8,429

4,008
513
244
191
127
5,226

10,309

4.12%
5.48
2.50
1.91
2.03
2.85

3.35

8.78
9.45
10.46
1.94
4.15
5.06

6.74

3.58

2.95
3.36
1.41
1.50
1.10
1.97

2.27

6.69
8.41
7.40
1.27
3.79
3.28

4.93

2.48

5.42
4.73
1.30
1.06
1.49
2.44

3.28

16.74
16.90
18.57
2.56
7.58
6.46

11.17

3.88

2.93
2.79
0.66
1.08
0.38
1.14

1.70

9.26
11.24
8.58
1.56
5.74
3.40

6.18

2.10

Total core and liquidating portfolios

$123,827

128,668

(1) Consists of real estate 1-4 family junior lien mortgages and lines of credit secured by real estate from all groups, excluding PCI loans.
(2) Includes equity lines of credit and closed-end second liens associated with the Pick-a-Pay portfolio totaling $1.8 billion at December 31, 2009, and $2.1 billion at

December 31, 2008.

PICK-A-PAY PORTFOLIO  Our Pick-a-Pay portfolio, which we
acquired in the Wachovia merger, had an unpaid principal
balance of $103.7 billion and a carrying value of $85.2 billion
at December 31, 2009. This portfolio includes loans that offer
payment options (Pick-a-Pay option payment loans), loans
that were originated without the option payment feature and
loans that no longer offer the option feature as a result of our
modification efforts since the acquisition. At December 31,
2009, the unpaid principal balance of Pick-a-Pay option pay-
ment loans totaled $73.1 billion, or 70% of the total Pick-a-Pay
portfolio, down significantly from $101.3 billion, or 86%, 
at December 31, 2008, primarily due to loan modifications,
paid-in full loans and net charge-offs. The Pick-a-Pay portfolio
is a liquidating portfolio as Wachovia ceased originating new
Pick-a-Pay loans in 2008. Equity lines of credit and closed-end
second liens associated with Pick-a-Pay loans are reported in
the Home Equity core portfolio.

PCI loans in the Pick-a-Pay portfolio had an unpaid 
principal balance of $55.1 billion and a carrying value of
$37.0 billion at December 31, 2009. The carrying value of the
PCI loans is net of purchase accounting write-downs to reflect
their fair value at acquisition. Upon acquisition, we recorded a
$22.4 billion write-down in purchase accounting on Pick-a-Pay
loans that were impaired. Losses to date on this portfolio are
reasonably in line with management’s original expectations. Our
most recent life-of-loan loss projections show an improvement
driven in part by extensive and currently successful modification
efforts as well as improving delinquency roll rate trends and
further stabilization in the housing market.

Pick-a-Pay option payment loans may be adjustable or
fixed rate. They are home mortgages on which the customer
has the option each month to select from among four payment
options: (1) a minimum payment as described below, (2) an
interest-only payment, (3) a fully amortizing 15-year payment,
or (4) a fully amortizing 30-year payment.

57

The minimum monthly payment for substantially all of our
Pick-a-Pay loans is reset annually. The new minimum monthly
payment amount usually cannot increase by more than 7.5% of
the then-existing principal and interest payment amount. The
minimum payment may not be sufficient to pay the monthly
interest due and in those situations a loan on which the cus-
tomer has made a minimum payment is subject to “negative
amortization,” where unpaid interest is added to the principal
balance of the loan. The amount of interest that has been
added to a loan balance is referred to as “deferred interest.”
Total deferred interest of $3.7 billion at December 31, 2009,
was down from $4.3 billion at December 31, 2008, due to loan
modification efforts as well as falling interest rates resulting
in the minimum payment option covering the interest and
some principal on many loans. At December 31, 2009, 
approximately 47% of customers choosing the minimum 
payment option did not defer interest. 

Deferral of interest on a Pick-a-Pay loan may continue 

as long as the loan balance remains below a pre-defined 
principal cap, which is based on the percentage that the 
current loan balance represents to the original loan balance.
Loans with an original loan-to-value (LTV) ratio equal to or
below 85% have a cap of 125% of the original loan balance, and
these loans represent substantially all the Pick-a-Pay portfolio.
Loans with an original LTV ratio above 85% have a cap of
110% of the original loan balance. Most of the Pick-a-Pay loans
on which there is a deferred interest balance re-amortize (the
monthly payment amount is reset or “recast”) on the earlier 
of the date when the loan balance reaches its principal cap, 
or the 10-year anniversary of the loan. There exists a small
population of Pick-a-Pay loans for which recast occurs at the

Table 24:  Pick-a-Pay Portfolio

five-year anniversary. After a recast, the customers’ new payment
terms are reset to the amount necessary to repay the balance
over the remainder of the original loan term.

Due to the terms of the Pick-a-Pay portfolio, there is little
recast risk over the next three years. Based on assumptions 
of a flat rate environment, if all eligible customers elect the
minimum payment option 100% of the time and no balances
prepay, we would expect the following balances of loans to
recast based on reaching the principal cap: $2 million in 2010,
$1 million in 2011 and $4 million in 2012. In 2009, the amount of
loans recast based on reaching the principal cap was $1 million.
In addition, we would expect the following balances of loans to
start fully amortizing due to reaching their recast anniversary
date and also having a payment change at the recast date
greater than the annual 7.5% reset: $44 million in 2010, $52 million
in 2011 and $58 million in 2012. In 2009, the amount of loans
reaching their recast anniversary date and also having a 
payment change over the annual 7.5% reset was $25 million.
Table 24 reflects the geographic distribution of the 
Pick-a-Pay portfolio broken out between PCI loans and all
other loans. In stressed housing markets with declining home
prices and increasing delinquencies, the LTV ratio is a useful
metric in predicting future real estate 1-4 family first mortgage
loan performance, including potential charge-offs. Because
PCI loans were initially recorded at fair value written down
for expected credit losses, the ratio of the carrying value to
the current collateral value for acquired loans with credit
impairment will be lower as compared with the LTV based 
on the unpaid principal. For informational purposes, we have
included both ratios in the following table. 

(in millions)

California
Florida
New Jersey
Texas
Arizona
Other states

Total Pick-a-Pay loans

PCI loans

Ratio of
carrying
value to
current
value

94%
77
77
74
72
82

December 31, 2009

All other loans

Unpaid
principal
balance

$23,795
5,046
2,914
1,967
1,124
13,716

$48,562

Current
LTV
ratio (1)

Carrying

value (2)

93% $23,626
4,942
2,912
1,973
1,106
13,650

104
82
66
101
86

$48,209

Unpaid
principal
balance

$37,341
5,751
1,646
442
1,410
8,506

$55,096

Current
LTV
ratio (1)

Carrying

value (2)

141% $25,022
3,199
139
1,269
101
399
82
712
143
6,428
110

$37,029

(1) The current LTV ratio is calculated as the unpaid principal balance plus the unpaid principal balance of any equity lines of credit that share common collateral divided by
the collateral value. Collateral values are determined using AVMs and are updated quarterly. AVMs are computer-based tools used to estimate market values of homes
based on processing large volumes of market data including market comparables and price trends for local market areas.

(2) Carrying value, which does not reflect the allowance for loan losses, includes purchase accounting adjustments, which, for PCI loans, are the nonaccretable difference and

the accretable yield, and for all other loans, an adjustment to mark the loans to a market yield at date of merger less any subsequent charge-offs.

58

To maximize return and allow flexibility for customers to

avoid foreclosure, we have in place several loss mitigation
strategies for our Pick-a-Pay loan portfolio. We contact cus-
tomers who are experiencing difficulty and may in certain
cases modify the terms of a loan based on a customer’s docu-
mented income and other circumstances. We also are actively
modifying the Pick-a-Pay portfolio. Because of the write-down
of the PCI loans in purchase accounting, which have been
aggregated in pools, our post merger modifications to PCI
Pick-a-Pay loans have not resulted in any modification-related
provision for credit losses. To the extent we modify loans not
in the PCI Pick-a-Pay portfolio, we establish an impairment
reserve in accordance with the applicable accounting require-
ments for loan restructurings.

We also have taken steps to work with customers to refi-

nance or restructure their Pick-a-Pay loans into other loan
products. For customers at risk, we offer combinations of term
extensions of up to 40 years (from 30 years), interest rate
reductions, to charge no interest on a portion of the principal
for some period of time and, in geographies with substantial
property value declines, we will even offer permanent princi-
pal reductions. In 2009, we completed over 52,000 Pick-a-Pay
loan modifications. The majority of the loan modifications
were concentrated in our PCI Pick-a-Pay loan portfolio.
Approximately 31% of the PCI portfolio was modified in 2009.
Nearly 70,000 modification offers were proactively sent to
customers during 2009. As part of the modification process,
the loans are re-underwritten, income is documented and the
negative amortization feature is eliminated. Most of the modi-
fications result in material payment reduction to the cus-
tomer. We continually reassess our loss mitigation strategies
and may adopt additional or different strategies in the future.
In fourth quarter 2009, the U.S. Treasury Department’s Home
Affordable Modiﬁcation Program (HAMP) was rolled out to
the customers in this portfolio. As of December 31, 2009, over
45,000 HAMP applications were being reviewed by our loan
servicing department. We believe a key factor to successful
loss mitigation is tailoring the revised loan payment to the
customer’s sustainable income.

CREDIT CARDS  Our credit card portfolio, a portion of which 
is included in the Wells Fargo Financial discussion below,
totaled $24.0 billion at December 31, 2009, which represents
only 3% of our total outstanding loans and is smaller than 
the credit card portfolios of each of our large bank peers.
Delinquencies of 30 days or more were 5.5% of credit card 
outstandings at December 31, 2009, up from 5.0% a year ago.
Net charge-offs were 10.8% for 2009, up from 7.2% in 2008,
reflecting high bankruptcy filings and the current economic
environment. We have tightened underwriting criteria and
imposed credit line management changes to minimize 
balance transfers and line increases.

WELLS FARGO FINANCIAL  Wells Fargo Financial’s portfolio
consists of real estate loans, substantially all of which are
secured debt consolidation loans, and both prime and non-
prime auto secured loans, unsecured loans and credit cards.

Wells Fargo Financial had $25.8 billion and $29.1 billion 
in real estate secured loans at December 31, 2009 and 2008,
respectively. Of this portfolio, $1.6 billion and $1.8 billion,
respectively, was considered prime based on secondary market
standards and has been priced to the customer accordingly.
The remaining portfolio is non-prime but has been originated
with standards to reduce credit risk. These loans were originated
through our retail channel with documented income, LTV 
limits based on credit quality and property characteristics,
and risk-based pricing. In addition, the loans were originated
without teaser rates, interest-only or negative amortization
features. Credit losses in the portfolio have increased in the
current economic environment compared with historical levels,
but performance remained similar to prime portfolios in the
industry with overall loss rates of 3.13% in 2009 on the entire
portfolio. At December 31, 2009, $8.4 billion of the portfolio
was originated with customer FICO scores below 620, but
these loans have further restrictions on LTV and debt-to-
income ratios intended to limit the credit risk.

Wells Fargo Financial also had $16.5 billion and $23.6 bil-

lion in auto secured loans and leases at December 31, 2009
and 2008, respectively, of which $4.4 billion and $6.3 billion,
respectively, were originated with customer FICO scores
below 620. Loss rates in this portfolio in 2009 were 5.12% for
FICO scores of 620 and above, and 7.00% for FICO scores
below 620. These loans were priced based on relative risk. 
Of this portfolio, $11.3 billion represented loans and leases
originated through its indirect auto business, a channel
Wells Fargo Financial ceased using near the end of 2008.

Wells Fargo Financial had $8.1 billion and $8.4 billion in
unsecured loans and credit card receivables at December 31,
2009 and 2008, respectively, of which $1.0 billion and $1.3 bil-
lion, respectively, was originated with customer FICO scores
below 620. Net loss rates in this portfolio were 13.35% in 2009
for FICO scores of 620 and above, and 19.78% for FICO scores
below 620. Wells Fargo Financial has been actively tightening
credit policies and managing credit lines to reduce exposure
given current economic conditions.

NONACCRUAL LOANS AND OTHER NONPERFORMING ASSETS
Table 25 shows the five-year trend for nonaccrual loans and
other NPAs. We generally place loans on nonaccrual status
when: 
(cid:129)

the full and timely collection of interest or principal
becomes uncertain; 
they are 90 days (120 days with respect to real estate 1-4
family first and junior lien mortgages and auto loans) past
due for interest or principal (unless both well-secured and
in the process of collection); or 

(cid:129)

(cid:129) part of the principal balance has been charged off and no

restructuring has occurred. 

Note 1 (Summary of Significant Accounting Policies –
Loans) to Financial Statements in this Report describes our
accounting policy for nonaccrual loans.

59

Table 25:  Nonaccrual Loans and Other Nonperforming Assets

(in millions)

Nonaccrual loans:

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Other revolving credit and installment

Total consumer

Foreign

Total nonaccrual loans (1)(2)(3)

As a percentage of total loans 

Foreclosed assets:
GNMA loans (4)
Other

Real estate and other nonaccrual investments (5)

Total nonaccrual loans and other nonperforming assets

As a percentage of total loans

2009

2008

2007

2006

2005

December 31,

$ 4,397
3,984
3,025
171

11,577

10,100
2,263
332

12,695

146

24,418

3.12%

$

960
2,199
62

$27,639

3.53%

1,253
594
989
92

2,928

2,648
894
273

3,815

57

6,800

0.79

667
1,526
16

9,009

1.04

432
128
293
45

898

1,272
280
184

1,736

45

2,679

0.70

535
649
5

3,868

1.01

331
105
78
29

543

688
212
180

1,080

43

1,666

0.52

322
423
5

2,416

0.76

286
165
31
45

527

471
144
171

786

25

1,338

0.43

—
191
2

1,531

0.49

(1) Includes nonaccrual mortgages held for sale and loans held for sale in their respective loan categories.
(2) Excludes loans acquired from Wachovia that are accounted for as PCI loans.
(3) Includes $9.5 billion and $3.6 billion at December 31, 2009, and December 31, 2008, respectively, of loans classified as impaired. See Note 6 (Loans and Allowance for

Credit Losses) to Financial Statements in this Report for further information on impaired loans.

(4) Consistent with regulatory reporting requirements, foreclosed real estate securing Government National Mortgage Association (GNMA) loans is classified as nonperforming.
Both principal and interest for GNMA loans secured by the foreclosed real estate are collectible because the GNMA loans are insured by the Federal Housing Administration
(FHA) or guaranteed by the Department of Veterans Affairs (VA).

(5) Includes real estate investments (contingent interest loans accounted for as investments) that would be classified as nonaccrual if these assets were recorded as loans,

and nonaccrual debt securities.

Total NPAs were $27.6 billion (3.53% of total loans) at
December 31, 2009, and included $24.4 billion of nonaccrual
loans and $3.2 billion of foreclosed assets, real estate, and
other nonaccrual investments. Nonaccrual loans increased
$17.6 billion from December 31, 2008. The rate of nonaccrual
growth in 2009 was somewhat increased by the effect of pur-
chase accounting applicable to substantially all of Wachovia’s
nonaccrual loans as PCI loans at year-end 2008. This pur-
chase accounting resulted in reclassifying all but $97 million
of Wachovia’s nonaccruing loans to accruing status, virtually
eliminating all nonaccrual loans as of our merger date, and
limiting comparability of this metric and related credit ratios
with prior periods and our peers. Typically, changes to nonac-
crual loans period-over-period represent inflows for loans that
reach a specified past due status, offset by reductions for
loans that are charged off, sold, transferred to foreclosed
properties, or are no longer classified as nonaccrual because
they return to accrual status. During 2009, because of pur-
chase accounting, the rate of growth in nonaccrual loans was
higher than it would have been without PCI loan accounting.
The impact of purchase accounting on our credit data should
diminish over time. In addition, we have also increased loan
modifications and restructurings to assist homeowners and
other borrowers in the current difficult economic cycle. 

This increase is expected to result in elevated nonaccrual loan
levels for longer periods because consumer nonaccrual loans
that have been modified remain in nonaccrual status until a
borrower has made six consecutive contractual payments,
inclusive of consecutive payments made prior to the modifica-
tion. For a consumer accruing loan that has been modified, if
the borrower has demonstrated performance under the previ-
ous terms and shows the capacity to continue to perform under
the restructured terms, the loan will remain in accruing status.
Otherwise, the loan will be placed in a nonaccrual status until
the borrower has made six consecutive contractual payments.
As explained in more detail below, we believe the loss
exposure expected in our NPAs is mitigated by three factors.
First, 96% of our nonaccrual loans are secured. Second, losses
have already been recognized on 36% of total nonaccrual
loans. Third, there is a segment of nonaccrual loans for which
specific impairment reserves have been established in the
allowance, while the remaining NPAs are covered by general
reserves. We are seeing signs of stability in our credit portfolio,
as growth in credit losses slowed during 2009. While losses
are expected to remain elevated, a more favorable economic
outlook and improved credit statistics in several portfolios
further increase our confidence that our credit cycle is turning,
provided economic conditions do not deteriorate further. 

60

Commercial and CRE nonaccrual loans amounted to

$11.6 billion at December 31, 2009, compared with $2.9 billion
at December 31, 2008. Of the $11.6 billion total commercial
and CRE nonaccrual loans at December 31, 2009: 
(cid:129)

$7.4 billion have had $1.0 billion of loan impairments
recorded for expected life-of-loan losses in accordance
with impairment accounting standards;
the remaining $4.2 billion have reserves as part of the
allowance for loan losses;
$10.7 billion (93%) are secured, of which $7.0 billion (61%)
are secured by real estate, and the remainder secured by
other assets such as receivables, inventory and equipment; 

(cid:129)

(cid:129)

(cid:129) over one-third of these nonaccrual loans are paying 

interest that is being applied to principal; and
31% have been written down by approximately 52%.

(cid:129)

Consumer nonaccrual loans (including nonaccrual 

troubled debt restructurings (TDRs)) amounted to 
$12.7 billion at December 31, 2009, compared with $3.8 billion
at December 31, 2008. The $8.9 billion increase in nonaccrual
consumer loans from December 31, 2008, represented an
increase of $7.5 billion in 1-4 family first mortgage loans 
and an increase of $1.4 billion in 1-4 family junior liens. In
addition, there were accruing consumer TDRs of $6.2 billion
at December 31, 2009. Of the $18.9 billion of consumer 
nonaccrual loans and accruing TDRs:

Table 26:  Nonaccrual Loans and Other Nonperforming Assets During 2009

(cid:129)

(cid:129)

(cid:129)

(cid:129)

(cid:129)

$6.1 billion have had charge-offs totaling $2.6 billion; 
consumer loans secured by real estate are charged-off 
to the appraised value, less cost to sell, of the underlying
collateral when these loans reach 180 days delinquent;
$8.3 billion have $1.8 billion in life-of-loan TDR loss
impairment reserves in addition to any charge-offs; and
the remaining $10.6 billion have reserves as part of the
allowance for loan losses.

Of the $12.7 billion of consumer nonaccrual loans:
$12.6 billion (99%) are secured, substantially all by 
real estate; and
21% have a combined LTV ratio of 80% or below.

NPAs at December 31, 2009, included $960 million of loans
that are FHA insured or VA guaranteed, which have little to no
loss content, and $2.2 billion of foreclosed assets, which have
been written down to the value of the underlying collateral.
Foreclosed assets included $852 million that resulted from
PCI loans.

Table 26 summarizes NPAs for each of the four quarters 
of 2009. It shows a trend of declining increase in NPAs after
the first quarter of 2009.

($ in millions)

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate
Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Other revolving credit and installment

Total consumer
Foreign

Total nonaccrual loans

Foreclosed assets:
GNMA loans
All other

Total foreclosed assets

Real estate and other nonaccrual investments

Total nonaccrual loans and other 

nonperforming assets

December 31, 2009

September 30, 2009

June 30, 2009

March 31, 2009

As a
% of
total
loans

As a
% of
total
loans

Balances

Balances

As a
% of
total
loans

Balances

As a
% of
total
loans

Balances

2.78%
$ 4,397
3,984
3.80
3,025 10.18
1.20

171

$ 4,540
2,856
2,711
157

2.68%
2.76
8.55
1.11

$ 2,910
2,343
2,210
130

1.60%
2.26
6.65
0.89

$ 1,696
1,324
1,371
114

0.88%
1.26
4.04
0.77

11,577

3.77

10,264

3.22

7,593

2.28

4,505

1.30

4.40
2.18
0.37

2.84
0.50

3.12

10,100
2,263
332

12,695
146

24,418

960
2,199

3,159

62

3.50
1.90
0.38

2.32
0.48

2.61

8,132
1,985
344

10,461
144

20,869

840
1,687

2,527

55

2.53
1.54
0.36

1.74
0.75

1.92

6,000
1,652
327

7,979
226

15,798

932
1,592

2,524

20

1.74
1.29
0.33

1.27
0.24

1.25

4,218
1,418
300

5,936
75

10,516

768
1,294

2,062

34

$27,639

3.53%

$23,451

2.93%

$18,342

2.23%

$12,612

1.50%

Change from prior quarter

$ 4,188

5,109

5,730

3,603

61

While commercial and CRE nonaccrual loans were up in

2009, the dollar amount of the increase declined between
quarters and the rate of growth slowed considerably through-
out the year. Commercial and CRE nonaccrual loans increased
$8.6 billion, or 295%, from December 31, 2008. Similarly, the
growth rate in consumer nonaccrual loans also slowed in
2009. Wells Fargo’s consumer nonaccrual loans increased
$8.9 billion, or 233%, from December 31, 2008. Wachovia’s
Pick-a-Pay portfolio represents the largest portion of con-
sumer nonaccrual loans and was up $3.3 billion in 2009. 

Total consumer TDRs amounted to $8.3 billion at December 31,
2009, compared with $1.6 billion at December 31, 2008. Of the
TDRs, $2.1 billion at December 31, 2009, and $409 million at
December 31, 2008, were classified as nonaccrual. Consumer
loans that enter into a TDR before they reach nonaccrual status
(normally 120 days past due) remain in accrual status as long
as they continue to perform according to the terms of the
TDR. We strive to identify troubled loans and work with the
customer to modify to more affordable terms before their loan
reaches nonaccrual status. Accordingly, during 2009 most
consumer loans were in accrual status at the time of TDR and
therefore most of our consumer TDR loans are in accrual status
at the end of the year. We establish an impairment reserve
when a loan is restructured in a TDR. 

At December 31, 2008, total nonaccrual loans were 

$6.8 billion (0.79% of total loans) up from $2.7 billion (0.70%) 
at December 31, 2007. A significant portion of the $4.1 billion
increase in nonaccrual loans was in the real estate 1-4 family
first mortgage portfolio, including $742 million in Wells Fargo
Financial real estate and $424 million in Wells Fargo Home
Mortgage, and was due to the national rise in mortgage
default rates. Total NPAs were $9.0 billion (1.04% of total
loans) at December 31, 2008, compared with $3.9 billion
(1.01%) at December 31, 2007. Total NPAs at December 31,
2008, excluded $20.0 billion of PCI loans that were previously
reflected as nonperforming by Wachovia.

We expect NPAs to continue to grow, in part reflecting our
efforts to modify more real estate loans to reduce foreclosures
and keep customers in their homes. We remain focused on
proactively identifying problem credits, moving them to non-
performing status and recording the loss content in a timely
manner. We have increased and will continue to increase
staffing in our workout and collection organizations to ensure
these troubled borrowers receive the attention and help they
need. See the “Risk Management – Allowance for Credit
Losses” section in this Report for additional discussion. 
The performance of any one loan can be affected by external
factors, such as economic or market conditions, or factors
affecting a particular borrower.

If interest due on the book balances of all nonaccrual loans

(including loans that were, but are no longer on nonaccrual 
at year end) had been accrued under the original terms,
approximately $815 million of interest would have been
recorded as income in 2009, compared with $71 million
recorded as interest income.

62

At December 31, 2009, substantially all of our foreclosed
assets of $3.2 billion have been in the portfolio one year or less.

LOANS 90 DAYS OR MORE PAST DUE AND STILL ACCRUING  
Loans included in this category are 90 days or more past due
as to interest or principal and still accruing, because they are
(1) well-secured and in the process of collection or (2) real
estate 1-4 family first mortgage loans or consumer loans exempt
under regulatory rules from being classified as nonaccrual.
PCI loans are excluded from the disclosure of loans 90 days or
more past due and still accruing interest. Even though certain
of them are 90 days or more contractually past due, they are
considered to be accruing because the interest income on
these loans relates to the establishment of an accretable yield
under the accounting for PCI loans and not to contractual
interest payments.

Loans 90 days or more past due and still accruing totaled
$22.2 billion, $11.8 billion, $6.4 billion, $5.1 billion and $3.6 billion
at December 31, 2009, 2008, 2007, 2006 and 2005, respectively.
The total included $15.3 billion, $8.2 billion, $4.8 billion,
$3.9 billion and $2.9 billion for the same dates, respectively, 
in advances pursuant to our servicing agreements to GNMA
mortgage pools and similar loans whose repayments are
insured by the FHA or guaranteed by the VA. 

Table 27 reflects loans 90 days or more past due and still

accruing excluding the insured/guaranteed GNMA and 
similar loans.

Table 27:  Loans 90 Days or More Past Due and Still Accruing

(Excluding Insured/Guaranteed GNMA and Similar Loans)

(in millions)

Commercial and 

commercial real estate:
Commercial
Real estate mortgage
Real estate construction

Total commercial 

and commercial 
real estate

Consumer:

Real estate 

1-4 family 
ﬁrst mortgage (1)

Real estate 

1-4 family junior 
lien mortgage

Credit card
Other revolving credit 
and installment

Total consumer

Foreign

2009

2008

2007

2006

2005

December 31,

$ 590
1,183
740

218
88
232

32
10
24

15
3
3

18
13
9

2,513

538

66

21

40

1,623

883

286

154

103

515
795

1,333

4,266

73

457
687

1,047

201
402

552

63
262

616

3,074

1,441

1,095

34

52

44

50
159

290

602

41

683

Total

$6,852

3,646

1,559

1,160

(1) Includes mortgage loans held for sale 90 days or more past due and still accruing.

NET CHARGE-OFFS Table 28 presents net charge-offs for the
four quarters and full year of 2009.

Table 28:  Net Charge-offs

Year ended

December 31, 2009

December 31, 2009

September 30, 2009

June 30, 2009

Quarter ended

March 31, 2009

Net loan

As a
% of
charge- average
loans

offs

Net loan

As a
% of
charge- average

Net loan

As a
% of
charge- average

Net loan

As a
% of
charge- average

Net loan

As a
% of
charge- average

offs

loans (1)

offs

loans (1)

offs

loans (1)

offs

loans (1)

$ 3,111
725
959
209

1.72%
0.70
2.91
1.42

$ 927
349
375
49

2.24%
1.32
4.82
1.37

$ 924
209
249
82

2.09%
0.80
3.01
2.26

$ 704
146
232
61

1.51%
0.56
2.76
1.68

$ 556
21
103
17

1.15%
0.08
1.21
0.43

5,004

1.50

1,700

2.15

1,464

1.78

1,143

1.35

697

0.80

3,133

1.31

1,018

1.74

966

1.63

758

1.26

4,638
2,528

2,668

12,967
197

4.34
10.82

2.94

2.82
0.64

1,329
634

686

3,667
46

5.09
10.61

3.06

3.24
0.62

1,291
648

682

3,587
60

4.85
10.96

3.00

3.13
0.79

1,171
664

604

3,197
46

4.33
11.59

2.66

2.77
0.61

391

847
582

696

2,516
45

0.65

3.12
10.13

3.05

2.16
0.56

$18,168

2.21%

$5,413

2.71%

$5,111

2.50%

$4,386

2.11%

$3,258

1.54%

($ in millions)

Commercial and 

commercial real estate:
Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and 

commercial real estate

Consumer:

Real estate 1-4 family 

ﬁrst mortgage

Real estate 1-4 family 
junior lien mortgage

Credit card
Other revolving credit 

and installment

Total consumer
Foreign

Total

(1) Annualized

Net charge-offs in 2009 were $18.2 billion (2.21% of average

total loans outstanding) compared with $7.8 billion (1.97%) in
2008. The year over year increase in net charge-offs is signifi-
cantly impacted by the merger as the 2008 totals reflect only
Wells Fargo loss results. Approximately half of the increase 
in net charge-offs from 2008 came from deterioration in the
non-PCI Wachovia portfolio; charge-offs from these portfolios
took two to three quarters to emerge as a result of purchase
accounting at the end of 2008. The increases in losses during
the year were anticipated given the economic conditions in
the marketplace affecting our customers. The pace of loss
increases decelerated quarter to quarter throughout the year
as the loss levels in several portfolios have seen some level 
of stabilization. While increases in losses were distributed
across the portfolio, the majority of the increase was concen-
trated in commercial, CRE and consumer real estate. The
increases in the commercial and CRE portfolios were influ-
enced by the impact on those businesses providing consumer
cyclical goods and services or those related to the residential
real estate industry. For the consumer real estate portfolios,
continued property value disruption combined with rising
unemployment affected loss levels. 

Net charge-offs in the 1-4 family first mortgage portfolio

totaled $3.1 billion in 2009. Our relatively high-quality 1-4
family first mortgage portfolio continued to reflect relatively
low loss rates, although until housing prices fully stabilize,
these credit losses will continue to remain elevated. Credit
card charge-offs increased $1.1 billion to $2.5 billion in 2009.
We continued to see increases in delinquency and loss levels
in the consumer unsecured loan portfolios as a result of
higher unemployment.

Net charge-offs in the real estate 1-4 family junior lien
portfolio were $4.6 billion in 2009. The rise in unemployment
levels is also increasing the frequency of loss. More information
about the Home Equity portfolio is available in Table 23 in
this Report and the related discussion.

Commercial and CRE net charge-offs were $5.0 billion in
2009 compared with $1.8 billion a year ago. Wholesale credit
results continued to deteriorate. Commercial lending requests
slowed during 2009 as borrowers continued to reduce their
receivable and inventory levels to conserve cash.

In 2008, net charge-offs were $7.8 billion (1.97% of average

total loans), up $4.3 billion from $3.5 billion (1.03%) in 2007.
Commercial and CRE net charge-offs increased $1.3 billion in
2008 from 2007, of which $379 million was from loans origi-
nated through our Business Direct channel. Business Direct
consists primarily of unsecured lines of credit to small firms
and sole proprietors that tend to perform in a manner similar
to credit cards. Total wholesale net charge-offs (excluding
Business Direct) were $967 million (0.11% of average loans).
The remaining balance of commercial and CRE loans (real
estate mortgage, real estate construction and lease financing)
experienced some deterioration from 2007 with loss levels
increasing, reflecting the credit environment in 2008. 

Home Equity net charge-offs were $2.2 billion (2.59% of
average Home Equity loans) in 2008, compared with $595 million
(0.73%) in 2007. Since our loss experience through third party
channels was significantly worse than other retail channels, 
in 2007 we segregated these indirect loans into a liquidating
portfolio. We also experienced increased net charge-offs in
our unsecured consumer portfolios, such as credit cards and
lines of credit, in part due to growth and in part due to
increased economic stress in households. 

63

Wells Fargo Financial auto portfolio net charge-offs for 2008
were $1.2 billion (4.50% of average auto loans), compared with
$1.0 billion (3.45%) in 2007. While we continued to reduce 
the size of this portfolio and limited additional growth, the
economic environment adversely affected portfolio results.
We remained focused on our loss mitigation strategies; how-
ever, credit performance deteriorated as a result of increased
unemployment and depressed used car values, resulting in
higher than expected losses for 2008.

ALLOWANCE FOR CREDIT LOSSES  The allowance for credit 
losses, which consists of the allowance for loan losses and the
reserve for unfunded credit commitments, is management’s
estimate of credit losses inherent in the loan portfolio at 
the balance sheet date and excludes PCI loans which have a
nonaccretable difference to absorb losses and loans carried 
at fair value. The detail of the changes in the allowance for
credit losses, including charge-offs and recoveries by loan 
category, is in Note 6 (Loans and Allowance for Credit
Losses) to Financial Statements in this Report.

We employ a disciplined process and methodology to
establish our allowance for loan losses each quarter. This
process takes into consideration many factors, including 
historical and forecasted loss trends, loan-level credit quality
ratings and loan grade specific loss factors. The process
involves difficult, subjective, and complex judgments. In 
addition, we review several credit ratio trends, such as the
ratio of the allowance for loan losses to nonaccrual loans and
the ratio of the allowance for loan losses to net charge-offs.
These trends are not determinative of the adequacy of the
allowance as we use several analytical tools in determining
the adequacy of the allowance.

For individually graded (typically commercial) portfolios,
we generally use loan-level credit quality ratings, which are
based on borrower information and strength of collateral,
combined with historically based grade specific loss factors.
The allowance for individually rated nonaccruing commercial
loans with an outstanding exposure of $5 million or greater is
determined through an individual impairment analysis. For
statistically evaluated portfolios (typically consumer), we gen-
erally leverage models which use credit-related characteris-
tics such as credit rating scores, delinquency migration rates,
vintages, and portfolio concentrations to estimate loss con-
tent. Additionally, the allowance for consumer TDRs is based
on the risk characteristics of the modified loans and the resul-
tant estimated cash flows discounted at the pre-modification
effective yield of the loan. While the allowance is determined
using product and business segment estimates, it is available
to absorb losses in the entire loan portfolio.

At December 31, 2009, the allowance for loan losses totaled
$24.5 billion (3.13% of total loans), compared with $21.0 billion
(2.43%), at December 31, 2008. The allowance for credit losses
was $25.0 billion (3.20% of total loans) at December 31, 2009,
and $21.7 billion (2.51%) at December 31, 2008. The allowance
for credit losses included $333 million related to PCI loans
acquired from Wachovia. Loans acquired from Wachovia are
included in total loans net of related purchase accounting
write-downs. The reserve for unfunded credit commitments

64

was $515 million at December 31, 2009, and $698 million at
December 31, 2008. In addition to the allowance for credit
losses there was $22.9 billion of nonaccretable difference at
December 31, 2009, to absorb losses for PCI loans.

The ratio of the allowance for credit losses to total nonac-

crual loans was 103% and 319% at December 31, 2009 and
2008, respectively. The decrease in this ratio reflects some
deterioration in the underlying loan portfolio. However, the
trend in the ratio is also profoundly affected by the impact 
of purchase accounting eliminating virtually all legacy
Wachovia nonaccrual loans at December 31, 2008. In general,
this ratio may fluctuate significantly 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. Over half of nonaccrual loans were home mort-
gages, auto and other consumer loans at December 31, 2009.  
The ratio of the allowance for loan losses to annual net
charge-offs was 135%, 268% and 150% at December 31, 2009,
2008 and 2007, respectively. The decline in this ratio from
2008 is largely due to the fact that only legacy Wells Fargo
losses were included in 2008, but the allowance anticipated
emerging losses from the combined portfolios. The allowance
as of December 31, 2008, anticipated the increased charge-
offs that occurred over 2009, while the allowance for
December 31, 2009, anticipates inherent losses that will be
recognized as charge-offs in future periods. When anticipated
charge-offs are projected to decline from current levels, this
ratio will shrink. As more of the portfolio experiences charge-
offs, charge-off levels continue to increase and the remaining
portfolio is anticipated to consist of higher quality vintage
loans subjected to tightened underwriting standards adminis-
tered during the downturn in the credit cycle. As charge-off
levels peak, we anticipate coverage levels will shrink until
charge-off levels return to more normalized levels. This ratio
may fluctuate significantly from period to period due to many
factors, including general economic conditions, customer
credit strength and the marketability of collateral. The
allowance for loan losses reflects management’s estimate 
of credit losses inherent in the loan portfolio based on loss
emergence periods of the respective loans, underlying eco-
nomic and market conditions, among other factors. See the
“Critical Accounting Policies – Allowance for Credit Losses”
section in this Report for additional information. The
allowance for loan losses at December 31, 2008, also includes
the allowance acquired from the Wachovia acquisition (except
for PCI loans), while 2008 net charge-offs do not include
activity related to Wachovia. 

The provision for credit losses totaled $21.7 billion in 2009,

$16.0 billion in 2008 and $4.9 billion in 2007. In 2009, the 
provision of $21.7 billion included a credit reserve build of
$3.5 billion, which was primarily driven by three factors:
(1) deterioration in economic conditions that increased the
projected losses in our commercial portfolios, (2) additional
reserves associated with loan modification programs
designed to keep qualifying borrowers in their homes, and
(3) the establishment of additional reserves for PCI loans.

In 2008, the provision of $16.0 billion included a credit
reserve build of $8.1 billion in excess of net charge-offs, which
included $3.9 billion to conform loss emergence coverage
periods to the most conservative of each company within
FFIEC guidelines. The remainder of the reserve build was
attributable to higher projected loss rates across the majority
of the consumer credit businesses, and some credit deteriora-
tion and growth in the wholesale portfolios.

In 2007, the provision of $4.9 billion included a credit
reserve build of $1.4 billion in excess of net charge-offs, which
was our estimate of the increase in incurred losses in our loan
portfolio at year-end 2007, primarily related to the Home
Equity portfolio.

Table 29 presents the allocation of the allowance for 
credit losses by type of loans. The $3.3 billion increase in the
allowance for credit losses from year-end 2008 to year-end
2009 largely reflects continued stress in both the commercial
and residential real estate sectors, and includes reserve builds
reflecting the significant increase in modified residential real
estate loans that result in TDRs. In determining the appropriate

Table 29:  Allocation of the Allowance for Credit Losses (ACL)

allowance attributable to our residential real estate portfolios,
the loss rates used in our analysis include the impacts of our
established loan modification programs. When modifications
occur or are probable to occur, our allowance reflects the
impact of these modifications, taking into consideration the
associated credit cost, including re-defaults of modified loans
and projected loss severity. The loss content associated with
existing and probable loan modifications has been considered
in our allowance reserving methodology. 

Changes in the allowance reflect changes in statistically

derived loss estimates, historical loss experience, current
trends in borrower risk and/or general economic activity 
on portfolio performance, and management’s estimate for
imprecision and uncertainty. Effective December 31, 2006,
the entire allowance was assigned to individual portfolio
types to better reflect our view of risk in these portfolios. 
The allowance for credit losses includes a combination 
of baseline loss estimates and a range of imprecision or
uncertainty specific to each portfolio segment previously 
categorized as unallocated in prior years.

(in millions)

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total allocated

2009

Loans
as %
of total
ACL loans

2008

Loans
as %
of total
ACL loans

2007

Loans
as %
of total
ACL loans

2006

Loans
as %
of total
ACL loans

December 31,

2005

Loans
as %
of total
ACL loans

$ 4,175
2,577
1,063
181

7,996

6,407
5,311
2,745
2,266

16,729

306

20% $ 4,129
1,011
13
1,023
4
135
2

23% $1,137
288
12
156
4
51
2

24% $1,051
225
109
40

9
5
2

22% $ 926
253
115
51

9
5
2

39

29
13
3
12

57

4

6,298

4,938
4,496
2,463
3,251

15,148

265

41

28
13
3
11

55

4

1,632

415
1,329
834
1,164

3,742

144

40

19
20
5
14

58

2

1,425

186
168
606
1,434

2,394

145

38

17
21
5
17

60

2

1,345

229
118
508
1,060

1,915

149

20%
9
4
2

35

25
19
4
15

63

2

25,031

100% 21,711

100%

5,518

100%

3,964

100%

3,409

100%

Unallocated component of allowance

Total

—

$25,031

—

$21,711

—

$5,518

—

$3,964

648

$4,057

We believe the allowance for credit losses of $25.0 billion
was adequate to cover credit losses inherent in the loan portfolio,
including unfunded credit commitments, at December 31, 2009.
The allowance for credit losses is subject to change and
considers existing factors at the time, including economic
or market conditions and ongoing internal and external
examination processes. Due to the sensitivity of the allowance
for credit losses to changes in the economic environment,
it is possible that unanticipated economic deterioration
would create incremental credit losses not anticipated as 
of the balance sheet date. Our process for determining the
adequacy of the allowance for credit losses is discussed in the
“Critical Accounting Policies – Allowance for Credit Losses”
section and Note 6 (Loans and Allowance for Credit Losses)
to Financial Statements in this Report.

RESERVE FOR MORTGAGE LOAN REPURCHASE LOSSES  We sell
mortgage loans to various parties, including government-
sponsored entities (GSEs), under contractual provisions that
include various representations and warranties which typically
cover ownership of the loan, compliance with loan criteria set
forth in the applicable agreement, validity of the lien securing
the loan, absence of delinquent taxes or liens against the
property securing the loan, and similar matters. We may be
required to repurchase the mortgage loans with identified
defects, indemnify the investor or insurer, or reimburse the
investor for credit loss incurred on the loan (collectively
“repurchase”) in the event of a material breach of such con-
tractual representations or warranties. On occasion, we may
negotiate global settlements in order to resolve a pipeline of

65

demands in lieu of repurchasing the loans. We manage the
risk associated with potential repurchases or other forms of
settlement through our underwriting and quality assurance
practices and by servicing mortgage loans to meet investor
and secondary market standards.

We establish mortgage repurchase reserves related to various

representations and warranties that reflect management’s 
estimate of losses based on a combination of factors. Such 
factors incorporate estimated levels of defects based on internal
quality assurance sampling, default expectations, historical
investor repurchase demand and appeals success rates (where
the investor rescinds the demand based on a cure of the
defect or acknowledges that the loan satisfies the investor’s
applicable representations and warranties), reimbursement by
correspondent and other third party originators, and projected
loss severity. We establish a reserve at the time loans are sold
and continually update our reserve estimate during their life.
Although investors may demand repurchase at any time, the
majority of repurchase demands occurs in the first 24 to 36
months following origination of the mortgage loan and can
vary by investor. Currently, repurchase demands primarily
relate to 2006 through 2008 vintages. 

During 2009 we experienced elevated levels of repurchase

activity measured by number of loans, investor repurchase
demands and our level of repurchases. These trends accelerated
in the fourth quarter. We repurchased or otherwise settled
mortgage loans with balances of $1.3 billion in 2009, compared
with $426 million in 2008. We incurred losses on repurchase
activity of $514 million in 2009, compared with $251 million 
in 2008. Our reserve for repurchases, included in “Accrued
expenses and other liabilities” in our consolidated financial
statements, was $1.0 billion at December 31, 2009, and $589 mil-
lion at December 31, 2008. To the extent that repurchased
loans are nonperforming, the loans are classified as nonaccrual.
Nonperforming loans included $275 million of repurchased loans
at December 31, 2009, and $193 million at December 31, 2008. 
Approximately three-fourths of our repurchases were 
government agency conforming loans from Freddie Mac
and Fannie Mae. The increase in repurchase and settlement
activity during 2009 primarily related to weaker economic
conditions as investors, predominantly GSEs, made increased
demands associated with higher levels of defaulted loans. Our
appeals success rate improved from 2008 to 2009 reflecting
our enhanced and more timely loss mitigation efforts.
However, the annual loss increased year over year due to
higher volumes. The appeals success rate is one indicator 
of our future repurchase losses and may also be affected by
factors such as the quality of repurchase demands, the mix 
of reasons for the demands, and investor repurchase 
demand strategies.  

To the extent that economic conditions and the housing
market do not recover or future investor repurchase demand
and appeals success rates differ from past experience, we could
continue to have increased demands and increased loss severity
on repurchases, causing future additions to the repurchase
reserve. However, some of the underwriting standards that
were permitted by the GSEs for conforming loans in the 2006
through 2008 vintages, which significantly contributed to

66

recent levels of repurchase demands, were tightened starting
in mid to late 2008. Accordingly, we do not expect a similar
level of repurchase requests from the 2009 and prospective
vintages, absent deterioration in economic conditions.

Asset/Liability Management 
Asset/liability management involves the evaluation, 
monitoring and management of interest rate risk, market
risk, liquidity and funding. The Corporate Asset/Liability
Management Committee (Corporate ALCO)— which oversees
these risks and reports periodically to the Finance Committee
of the Board of Directors — consists of senior financial and
business executives. Each of our principal business groups
has its own asset/liability management committee and
process linked to the Corporate ALCO process.

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: 
(cid:129)

assets and liabilities may mature or reprice at different
times (for example, if assets reprice faster than liabilities
and interest rates are generally falling, earnings will 
initially decline); 
assets and liabilities may reprice at the same time but by
different amounts (for example, when the general level 
of interest rates is falling, we may reduce rates paid on
checking and savings deposit accounts by an amount that
is less than the general decline 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); or 
the remaining maturity of various assets or liabilities may
shorten or lengthen as interest rates change (for example,
if long-term mortgage interest rates decline sharply, 
MBS held in the securities available-for-sale portfolio 
may prepay significantly earlier than anticipated, 
which could reduce portfolio income). 

(cid:129)

(cid:129)

(cid:129)

Interest rates may also have a direct or indirect effect on
loan demand, 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 our most likely
earnings plan with various earnings 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. For example,
as of December 31, 2009, our most recent simulation indicated
estimated earnings at risk of approximately 5% of our most
likely earnings plan over the next 12 months using a scenario
in which the federal funds rate rises to 4.25% and the 10-year
Constant Maturity Treasury bond yield rises to 5.50%. Simulation
estimates depend on, and will change with, the size and mix
of our actual and projected balance sheet at the time of each
simulation. Due to timing differences between the quarterly
valuation of MSRs and the eventual impact of interest rates
on mortgage banking volumes, earnings at risk in any particular

quarter could be higher than the average earnings at risk over
the 12-month simulation period, depending on the path of
interest rates and on our hedging strategies for MSRs. See the
“Risk Management – Mortgage Banking Interest Rate and
Market Risk” section in this Report for more information. 
We use exchange-traded and over-the-counter (OTC)
interest rate derivatives to hedge our interest rate exposures.
The notional or contractual amount, credit risk amount and
estimated net fair value of these derivatives as of December
31, 2009 and 2008, are presented in Note 15 (Derivatives) to
Financial Statements in this Report. We use derivatives for
asset/liability management in three main ways: 
(cid:129)

to convert a major portion of our long-term fixed-rate debt,
which we issue to finance the Company, from fixed-rate
payments to floating-rate payments by entering into
receive-fixed swaps; 
to convert the cash flows from selected asset and/or 
liability instruments/portfolios from fixed-rate payments
to floating-rate payments or vice versa; and 
to hedge our mortgage origination pipeline, funded 
mortgage loans and MSRs using interest rate swaps, 
swaptions, futures, forwards and options. 

(cid:129)

(cid:129)

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. Based on market conditions and other factors, we
reduce credit and liquidity risks by selling or securitizing
some or all of the long-term fixed-rate mortgage loans we
originate and most of the ARMs we originate. On the other
hand, we may hold originated ARMs and fixed-rate mortgage
loans in our loan portfolio as an investment for our growing
base of core deposits. We determine whether the loans will be
held for investment or held for sale at the time of commitment.
We may subsequently change our intent to hold loans for
investment and sell some or all of our ARMs or fixed-rate
mortgages as part of our corporate asset/liability management.
We may also acquire and add to our securities available for sale
a portion of the securities issued at the time we securitize mort-
gages held for sale (MHFS).

Notwithstanding the continued downturn in the housing
sector, and the continued lack of liquidity in the nonconforming
secondary markets, our mortgage banking revenue growth
continued to be positive, reflecting the complementary origi-
nation and servicing strengths of the business. The secondary
market for agency-conforming mortgages functioned well
during the year. 

Interest rate and market risk can be substantial in the
mortgage business. Changes in interest rates may potentially
reduce total origination and servicing fees, the value of our
residential MSRs measured at fair value, the value of MHFS
and the associated income and loss reflected in mortgage
banking noninterest income, the income and expense 
associated with instruments (economic hedges) used to
hedge changes in the fair value of MSRs and MHFS, and the
value of derivative loan commitments (interest rate “locks”) 
extended to mortgage applicants.

Interest rates affect the amount and timing of origination
and servicing fees because consumer demand for new mort-
gages and the level of refinancing activity are sensitive to
changes in mortgage interest rates. Typically, a decline in
mortgage interest rates will lead to an increase in mortgage
originations and fees and may also lead to an increase in ser-
vicing fee income, depending on the level of new loans added
to the servicing portfolio and prepayments. Given the time 
it takes for consumer behavior to fully react to interest rate
changes, as well as the time required for processing a new
application, providing the commitment, and securitizing and
selling the loan, interest rate changes will affect origination
and servicing fees with a lag. The amount and timing of the
impact on origination and servicing fees will depend on the
magnitude, speed and duration of the change in interest rates.
We elected to measure MHFS at fair value prospectively

for new prime MHFS originations for which an active sec-
ondary market and readily available market prices existed 
to reliably support fair value pricing models used for these
loans. At December 31, 2008, we measured at fair value simi-
lar MHFS acquired from Wachovia. Loan origination fees on
these loans are recorded when earned, and related direct loan
origination costs and fees are recognized when incurred. We
also elected to measure at fair value certain of our other inter-
ests held related to residential loan sales and securitizations.
We believe that the election for new prime MHFS and other
interests held, which are now hedged with free-standing
derivatives (economic hedges) along with our MSRs, reduces
certain timing differences and better matches changes in the
value of these assets with changes in the value of derivatives
used as economic hedges for these assets. During 2008 and
2009, in response to continued secondary market illiquidity,
we continued to originate certain prime non-agency loans to
be held for investment for the foreseeable future rather than
to be held for sale.

We initially measure and carry our residential MSRs at 
fair value, which represent substantially all of our MSRs. Under
this method, the MSRs are recorded at fair value at the time
we sell or securitize the related mortgage loans. The carrying
value of MSRs reflects changes in fair value at the end of each
quarter and changes are included in net servicing income, a
component of mortgage banking noninterest income. If the
fair value of the MSRs increases, income is recognized; if 
the fair value of the MSRs decreases, a loss is recognized. 
We use a dynamic and sophisticated model to estimate the
fair value of our MSRs and periodically benchmark our
estimates to independent appraisals. The valuation of MSRs
can be highly subjective and involve complex judgments by
management about matters that are inherently unpredictable.
Changes in interest rates influence a variety of significant
assumptions included in the periodic valuation of MSRs,
including prepayment speeds, expected returns and potential
risks on the servicing asset portfolio, the value of escrow 
balances and other servicing valuation elements.

A decline in interest rates generally increases the propensity
for refinancing, reduces the expected duration of the servicing
portfolio and therefore reduces the estimated fair value of
MSRs. This reduction in fair value causes a charge to income,

67

net of any gains on free-standing derivatives (economic
hedges) used to hedge MSRs. We may choose not to fully
hedge all of the potential decline in the value of our MSRs
resulting from a decline in interest rates because the potential
increase in origination/servicing fees in that scenario provides
a partial “natural business hedge.” An increase in interest rates
generally reduces the propensity for refinancing, extends the
expected duration of the servicing portfolio and therefore
increases the estimated fair value of the MSRs. However, an
increase in interest rates can also reduce mortgage loan
demand and therefore reduce origination income. In 2009, 
a $1.5 billion decrease in the fair value of our MSRs and
$6.8 billion of gains on free-standing derivatives used to
hedge the MSRs resulted in a net gain of $5.3 billion. This 
net gain was largely due to hedge-carry income reflecting 
the current low short-term interest rate environment.

The price risk associated with our MSRs is economically

hedged with a combination of highly liquid interest rate 
forward instruments including mortgage forward contracts,
interest rate swaps and interest rate options. All of the 
instruments comprising the hedge are marked to market
daily. Because the hedging instruments are traded in highly
liquid markets, their prices are readily observable and are
fully reflected in each quarter’s mark to market. Quarterly
MSR hedging results include a combination of directional
gain or loss due to market changes as well as any carry
income generated. If the economic hedge is effective, its 
overall directional hedge gain or loss will offset the change 
in the valuation of the underlying MSR asset. Consistent with
our longstanding approach to hedging interest rate risk in the
mortgage business, the size of the hedge and the particular
combination of forward hedging instruments at any point 
in time is designed to reduce the volatility of the mortgage 
business’s earnings over various time frames within a range
of mortgage interest rates. Since market factors, the composi-
tion of the mortgage servicing portfolio and the relationship
between the origination and servicing sides of our mortgage
business change continually, the types of instruments used in
our hedging are reviewed daily and rebalanced based on our
evaluation of current market factors and the interest rate risk
inherent in our MSRs portfolio. Throughout 2009, our economic
hedging strategy generally used forward mortgage purchase
contracts that were effective at offsetting the impact of 
interest rates on the value of the MSR asset.  

Mortgage forward contracts are designed to pass the full
economics of the underlying reference mortgage securities to
the holder of the contract including both the directional gain
or loss from the forward delivery of the reference securities
and the corresponding carry income. Carry income represents
the contract’s price accretion from the forward delivery price to
the current spot price including both the yield earned on the
reference securities and the market implied cost of financing
during the period. The actual amount of carry income earned
on the hedge each quarter will depend on the amount of the
underlying asset that is hedged and the particular instruments
comprising the hedge. The level of carry income is driven by
the slope of the yield curve and other market driven supply
and demand factors impacting the specific reference securities.

68

A steep yield curve generally produces higher carry income
while a flat or inverted yield curve can result in lower or
potentially negative carry income. The level of carry income
is also impacted by the type of instrument used. In general,
mortgage forward contracts tend to produce higher carry
income than interest rate swap contracts. Carry income is 
recognized over the life of the mortgage forward as a compo-
nent of the contract’s mark to market gain or loss. We expect
hedge carry income to remain strong as long as the yield
curve remains at historically steep levels and, in particular, 
as long as market implied financing costs remain low.
During fourth quarter 2009, mortgage interest rates

increased, resulting in a valuation increase in the MSRs asset
due to slower prepayment speed assumptions and the corre-
sponding extension of the expected life of the MSRs asset, and
a directional valuation decline on the hedge position due to
the decrease in the price of the mortgage securities underlying
the mortgage forward purchase contract. However, because the
increase in mortgage rates during that quarter was relatively
small, and the yield on our mortgage forward purchase contracts
was relatively high compared with implied financing costs, 
the carry income component of the hedge valuation change
exceeded the directional loss embedded in that valuation and
as a result, the total hedge result was positive even though the
value of the underlying MSR asset increased in the quarter.

Hedging the various sources of interest rate risk in mort-
gage banking is a complex process that requires sophisticated
modeling and constant monitoring. While we attempt to bal-
ance these various aspects of the mortgage business, there
are several potential risks to earnings:
(cid:129) MSRs valuation changes associated with interest rate

changes are recorded in earnings immediately within the
accounting period in which those interest rate changes
occur, whereas the impact of those same changes in 
interest rates on origination and servicing fees occur with
a lag and over time. Thus, the mortgage business could be
protected from adverse changes in interest rates over a
period of time on a cumulative basis but still display large
variations in income from one accounting period to the next.

(cid:129) The degree to which the “natural business hedge” offsets
changes in MSRs valuations is imperfect, varies at different
points in the interest rate cycle, and depends not just 
on the direction of interest rates but on the pattern of
quarterly interest rate changes.

(cid:129) Origination volumes, the valuation of MSRs and hedging
results and associated costs are also affected by many 
factors. Such factors include the mix of new business
between ARMs and fixed-rate mortgages, the relationship
between short-term and long-term interest rates, the
degree of volatility in interest rates, the relationship
between mortgage interest rates and other interest rate
markets, and other interest rate factors. Many of these 
factors are hard to predict and we may not be able to
directly or perfectly hedge their effect. 

(cid:129) 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 ARMs production held for sale 
from changes in mortgage interest rates may or may not
be fully offset by Treasury and LIBOR index-based financial
instruments used as economic hedges for such ARMs.
Additionally, the hedge-carry income we earn on our 
economic hedges for the MSRs may not continue if the
spread between short-term and long-term rates decreases.

The total carrying value of our residential and commercial
MSRs was $17.1 billion at December 31, 2009, and $16.2 billion
at December 31, 2008. The weighted-average note rate on the
owned servicing portfolio was 5.66% at December 31, 2009,
and 5.92% at December 31, 2008. Our total MSRs were 0.91%
of mortgage loans serviced for others at December 31, 2009,
compared with 0.87% at December 31, 2008.

As part of our mortgage banking activities, we enter into
commitments to fund residential mortgage loans at specified
times in the future. A mortgage loan commitment is an interest
rate lock that binds us to lend funds to a potential borrower at
a specified interest rate and within a specified period of time,
generally up to 60 days after inception of the rate lock. These
loan commitments are derivative loan commitments if the
loans that will result from the exercise of the commitments
will be held for sale. These derivative loan commitments are
recognized at fair value in the balance sheet with changes in
their fair values recorded as part of mortgage banking nonin-
terest income. The fair value of these commitments include,
at inception and during the life of the loan commitment, the
expected net future cash flows related to the associated ser-
vicing of the loan as part of the fair value measurement of
derivative loan commitments. Changes subsequent to incep-
tion are based on changes in fair value of the underlying loan
resulting from the exercise of the commitment and changes
in the probability that the loan will not fund within the terms
of the commitment, referred to as a fall-out factor. The value
of the underlying loan commitment is affected primarily by
changes in interest rates and the passage of time. 

Outstanding derivative loan commitments expose us to
the risk that the price of the mortgage loans underlying the
commitments might decline due to increases in mortgage
interest rates from inception of the rate lock to the funding 
of the loan. To minimize this risk, we utilize forwards and
options, Eurodollar futures, and options, and Treasury futures,
forwards and options contracts as economic hedges against
the potential decreases in the values of the loans. We expect
that these derivative financial instruments will experience
changes in fair value that will either fully or partially offset
the changes in fair value of the derivative loan commitments.
However, changes in investor demand, such as concerns
about credit risk, can also cause changes in the spread rela-
tionships between underlying loan value and the derivative
financial instruments that cannot be hedged.

MARKET RISK – TRADING ACTIVITIES  From a market risk 
perspective, our net income is exposed to changes in interest
rates, credit spreads, foreign exchange rates, equity and com-
modity prices and their implied volatilities. The primary pur-
pose of our trading businesses is to accommodate customers
in the management of their market price risks. Also, we take

positions based on market expectations or to benefit from
price differences between financial instruments and markets,
subject to risk limits established and monitored by Corporate
ALCO. All securities, foreign exchange transactions, commod-
ity transactions and derivatives used in our trading business-
es are carried at fair value. The Institutional Risk Committee
establishes and monitors counterparty risk limits. The credit
risk amount and estimated net fair value of all customer
accommodation derivatives at December 31, 2009 and 2008,
are included in Note 15 (Derivatives) to Financial Statements
in this Report. Open, “at risk” positions for all trading 
businesses are monitored by Corporate ALCO.

The standardized approach for monitoring and reporting
market risk for the trading activities consists of value-at-risk
(VaR) metrics complemented with factor analysis and stress
testing. VaR measures the worst expected loss over a given time
interval and within a given confidence interval. We measure
and report daily VaR at a 99% confidence interval based on
actual changes in rates and prices over the past 250 trading
days. The analysis captures all financial instruments that are
considered trading positions. The average one-day VaR through-
out 2009 was $62 million, with a lower bound of $25 million
and an upper bound of $130 million. The average VaR for
fourth quarter 2009 was $45 million with the decline from the
annual average primarily reflecting risk-reduction strategies.

MARKET RISK – EQUITY MARKETS  We are directly and indirectly
affected by changes in the equity markets. We make and man-
age direct equity investments in start-up businesses, emerg-
ing growth companies, management buy-outs, acquisitions
and corporate recapitalizations. We also invest in non-affiliat-
ed funds that make similar private equity investments. These
private equity investments are made within capital allocations
approved by management and the Board of Directors (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 the valua-
tions of these investments at least quarterly and assesses
them for possible OTTI. For nonmarketable investments, the
analysis is based on facts and circumstances of each individ-
ual investment and the expectations for that investment’s
cash flows and capital needs, the viability of its business
model and our exit strategy. Nonmarketable investments
included private equity investments of $3.8 billion and $3.0
billion accounted for under the cost method at December 31,
2009 and 2008, respectively, and $5.1 billion and $6.4 billion,
respectively, accounted for under the equity method. Private
equity investments are subject to OTTI. Principal investments
totaled $1.4 billion and $1.3 billion at December 31, 2009 and
2008, respectively. Principal investments are carried at fair
value with net unrealized gains and losses reported in 
noninterest income. 

As part of our business to support our customers, we trade
public equities, listed/OTC equity derivatives and convertible
bonds. We have risk mandates that govern these activities.
We also have marketable equity securities in the securities
available-for-sale portfolio, including securities relating to 
our venture capital activities. We manage these investments

69

within capital risk limits approved by management and the
Board and monitored by Corporate ALCO. Gains and losses on
these securities are recognized in net income when realized
and periodically include OTTI charges. The fair value and
cost of marketable equity securities was $5.6 billion and 
$4.7 billion at December 31, 2009, and $6.1 billion and 
$6.3 billion, respectively, at December 31, 2008. 

Changes in equity market prices may also indirectly affect
our net income by affecting (1) the value of third party assets
under management and, hence, fee income, (2) particular 
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 unpredictable circumstances of industry
or market stress. To achieve this objective, Corporate ALCO
establishes and monitors liquidity guidelines that require 
sufficient asset-based liquidity to cover potential funding
requirements and to avoid over-dependence on volatile, less
reliable funding markets. We set these guidelines for both the
consolidated balance sheet and for the Parent to ensure that
the Parent is a source of strength for its regulated, deposit-
taking banking subsidiaries.

Debt securities in the securities available-for-sale portfolio

provide asset liquidity, in addition to the immediately liquid
resources of cash and due from banks and federal funds sold,
securities purchased under resale agreements and other
short-term investments. The weighted-average expected
remaining maturity of the debt securities within this portfolio
was 5.6 years at December 31, 2009. Of the $162.3 billion (cost
basis) of debt securities in this portfolio at December 31, 2009,
$48.1 billion (30%) is expected to mature or be prepaid in 2010
and an additional $25.1 billion (15%) in 2011. Asset liquidity is
further enhanced by our ability to sell or securitize loans in
secondary markets and to pledge loans to access secured 
borrowing facilities through the Federal Home Loan Banks,
the FRB, or the U.S. Treasury. In 2009, we sold mortgage loans

of $394 billion. The amount of mortgage loans and other 
consumer loans available to be sold, securitized or pledged
was approximately $240 billion at December 31, 2009.

Core customer deposits have historically provided a size-
able source of relatively stable and low-cost funds. Average
core deposits funded 60.4% and 53.8% of average total assets
in 2009 and 2008, respectively.

Additional funding is provided by long-term debt (includ-

ing trust preferred securities), other foreign deposits, and
short-term borrowings (federal funds purchased, securities
sold under repurchase agreements, commercial paper and
other short-term borrowings). Long-term debt averaged
$231.8 billion in 2009 and $102.3 billion in 2008. Short-term
borrowings averaged $52.0 billion in 2009 and $65.8 billion 
in 2008. We reduced short-term borrowings due to the 
continued liquidation of previously identified non-strategic
and liquidating loan portfolios, soft loan demand and strong
deposit growth.

We anticipate making capital expenditures of approximately
$1.1 billion in 2010 for our stores, relocation and remodeling
of our facilities, and routine replacement of furniture, equipment
and servers. We fund expenditures from various sources,
including cash flows from operations and borrowings.

Liquidity is also available through our ability to raise funds

in a variety of domestic and international money and capital
markets. We access capital markets for long-term funding
through issuances of registered debt securities, private 
placements and asset-backed secured funding. Investors in
the long-term capital markets generally will consider, among
other factors, a company’s debt rating in making investment
decisions. Wells Fargo Bank, N.A. is rated “Aa2,” by Moody’s
Investors Service, and “AA,” by Standard & Poor’s (S&P)
Rating Services. Rating agencies base their ratings on many
quantitative and qualitative factors, including capital adequacy,
liquidity, asset quality, business mix, and level and quality of
earnings. Material changes in these factors could result in a
different debt rating; however, a change in debt rating would
not cause us to violate any of our debt covenants. 

Table 30 provides the credit ratings of the Company,

Wells Fargo Bank, N.A. and Wachovia Bank, N.A. as of
February 26, 2010. 

Table 30:  Credit Ratings

Moody’s
S&P
Fitch, Inc.
DBRS

* low  ** middle  *** high

Wells Fargo & Company

Wells Fargo Bank, N.A.

Wachovia Bank, N.A.

Senior Subordinated
debt

debt

Commercial
paper

Long-term
deposits

Short-term
borrowings

Long-term
deposits

Short-term
borrowings

A1
AA-
AA-
AA

A2

A+
A+
AA*

P-1
A-1+
F1+
R-1**

Aa2
AA
AA
AA***

P-1
A-1+
F1+
R-1***

Aa2
AA
AA
AA***

P-1
A-1+
F1+
R-1***

Wells Fargo participated in the FDIC’s Temporary Liquidity

Guarantee Program (TLGP) during 2009. The TLGP had two
components: the Debt Guarantee Program, which provided 
a temporary guarantee of newly issued senior unsecured 
debt issued by eligible entities; and the Transaction Account
Guarantee Program, which provided a temporary unlimited

guarantee of funds in noninterest bearing transaction
accounts at FDIC insured institutions. The Debt Guarantee
Program expired on October 31, 2009, and Wells Fargo opted
out of the temporary unlimited guarantee of funds effective
December 31, 2009.

70

Parent. Under SEC rules, the Parent is classified as a “well-
known seasoned issuer,” which allows it to file a registration
statement that does not have a limit on issuance capacity.
“Well-known seasoned issuers” generally include those 
companies with a public float of common equity of at least
$700 million or those companies that have issued at least
$1 billion in aggregate principal amount of non-convertible
securities, other than common equity, in the last three years.
In June 2009, the Parent filed a registration statement with the
SEC for the issuance of senior and subordinated notes, preferred
stock and other securities. This registration statement replaces
a registration statement for the issuance of similar securities
that expired in June 2009. The Parent’s ability to issue debt
and other securities under this registration statement is 
limited by the debt issuance authority granted by the Board.
The Parent is currently authorized by the Board to issue
$60 billion in outstanding short-term debt and $170 billion 
in outstanding long-term debt. 

At December 31, 2009, the Parent had outstanding 
short-term and long-term debt under these authorities of
$10.2 billion and $119.5 billion, respectively. During 2009, the
Parent issued a total of $3.5 billion in registered senior notes
guaranteed by the FDIC under the TLGP and an additional
$2.0 billion in non-guaranteed registered senior notes. Effective
August 2009, the Parent established an SEC registered $25 billion
medium-term note program (MTN), under which it may issue
senior and subordinated debt securities. In December 2009,
the Parent established a $25 billion European medium-term
note programme (EMTN), under which it may issue senior
and subordinated debt securities. In addition, the Parent has
an A$5.0 billion Australian medium-term note programme
(AMTN), under which it may issue senior and subordinated
debt securities. The EMTN and AMTN securities are not 
registered with the SEC and may not be offered in the
United States without applicable exemptions from registration.
The Parent has $23.0 billion, $25.0 billion and A$1.75 billion
available for issuance under the MTN, EMTN and AMTN,
respectively. The proceeds from securities issued in 2009
were used for general corporate purposes, and we expect that
the proceeds from securities issued in the future will also be
used for general corporate purposes. The Parent also issues
commercial paper from time to time, subject to its short-term
debt limit.

Capital Management

Wells Fargo Bank, N.A. Wells Fargo Bank, N.A. is authorized
by its board of directors to issue $100 billion in outstanding
short-term debt and $50 billion in outstanding long-term
debt. In December 2007, Wells Fargo Bank, N.A. established a
$100 billion bank note program under which, subject to any
other debt outstanding under the limits described above, it
may issue $50 billion in outstanding short-term senior notes
and $50 billion in long-term senior or subordinated notes.
During 2009, Wells Fargo Bank, N.A. issued $14.5 billion in
short-term notes. At December 31, 2009, Wells Fargo Bank, N.A.
had remaining issuance capacity on the bank note program 
of $50 billion in short-term senior notes and $50 billion in
long-term senior or subordinated notes. Securities are issued
under this program as private placements in accordance with
Office of the Comptroller of the Currency (OCC) regulations. 

Wells Fargo Financial. In February 2008, Wells Fargo
Financial Canada Corporation (WFFCC), an indirect wholly-
owned Canadian subsidiary of the Parent, qualified with the
Canadian provincial securities commissions CAD$7.0 billion in
medium-term notes for distribution from time to time in Canada.
At December 31, 2009, CAD$5.5 billion remained available for
future issuance. In January 2010, WFFCC filed a new short
form base shelf prospectus, replacing the February 2008 base
shelf prospectus and qualifying a total of CAD$7.0 billion of
issuance authority. All medium-term notes issued by WFFCC
are unconditionally guaranteed by the Parent.

FEDERAL HOME LOAN BANK MEMBERSHIP  We are a member 
of the Federal Home Loan Banks based in Atlanta, Dallas, 
Des Moines and San Francisco (collectively, the FHLBs). Each
member of each of the FHLBs is required to maintain a mini-
mum 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 regu-
latory capital requirements. Any increase in the minimum
investment requirements outside of specified ranges requires
the approval of the Federal Housing Finance Board. 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. 

We have an active program for managing stockholders’ equity
and regulatory capital and we maintain a comprehensive
process for assessing the Company’s overall capital adequacy.
We generate capital internally primarily through the retention
of earnings net of dividends, and through the issuance of common
stock to certain benefit plans. Our objective is to maintain
capital levels at the Company and its bank subsidiaries above
the regulatory “well-capitalized” thresholds by an amount
commensurate with our risk profile. Our potential sources of
stockholders’ equity include retained earnings and issuances

of common and preferred stock. Retained earnings increased
$5.0 billion from December 31, 2008, predominantly from
Wells Fargo net income of $12.3 billion, less common and 
preferred dividends and accretion of $6.4 billion. On March 6,
2009, the Board reduced the common stock dividend to $0.05
to retain current period earnings and build common equity.
During 2009, we issued approximately 958 million shares,
with net proceeds of $22.0 billion of common stock, including
882 million shares ($20.5 billion) in two common stock offerings
and 76 million shares from time to time during the period

71

under various employee benefit (including our employee
stock option plan) and director plans, as well as under our
dividend reinvestment and direct stock purchase programs. 
In October 2008, we issued to the Treasury Department
under its CPP 25,000 shares of our Fixed Rate Cumulative
Perpetual Preferred Stock, Series D without par value, having
a liquidation amount per share equal to $1,000,000, for a total
price of $25 billion. We paid cumulative dividends on the 
preferred securities at a rate of 5% per year. The preferred
securities are generally non-voting. As part of its purchase 
of the preferred securities, the Treasury Department also
received a warrant to purchase 110,261,688 shares of our 
common stock at an initial per share exercise price of $34.01,
subject to customary anti-dilution provisions. The warrant
expires 10 years from the issuance date. Both the preferred
securities and warrant were treated as Tier 1 capital.

Wells Fargo was a participant in the FRB’s Supervisory

Capital Assessment Program (SCAP) in 2009. On May 7,
2009, the FRB confirmed that under its adverse stress test
scenario the Company’s Tier 1 capital exceeded the minimum
level required for well-capitalized institutions. In conjunction
with the stress test, the Company agreed with the FRB to gen-
erate a $13.7 billion regulatory capital buffer by November 9,
2009. To fulfill this requirement, on May 13, 2009, we issued
392 million shares of common stock in an offering to the public
valued at $8.6 billion. The Company exceeded the $13.7 billion
capital buffer requirement by $6.0 billion through the com-
mon stock offering, strong revenue performance, realization
of deferred tax assets and other internally generated sources,
including core deposit intangible amortization.

On December 23, 2009, we redeemed all of the Series D
preferred stock and repaid the Treasury Department the entire
$25 billion investment, plus accrued dividends, pursuant to
terms approved by the U.S. banking regulators and the U.S.
Treasury. As a precondition to redeeming the preferred stock,
we issued 490 million shares in an offering to the public valued
at $12.2 billion on December 18, 2009. The Treasury Department
continues to hold the warrant issued in conjunction with the
Series D preferred stock in October 2008.

In total, we issued $20.8 billion (gross proceeds) in public
common stock offerings in 2009, and $33 billion since October
2008 when we announced our plans to acquire Wachovia.

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. Various factors determine the amount and timing
of our share repurchases, including our capital requirements,
the number of shares we expect to issue for acquisitions and
employee benefit plans, market conditions (including the
trading price of our stock), and regulatory and legal consider-
ations. The FRB published clarifying supervisory guidance in
first quarter 2009, SR 09-4 Applying Supervisory Guidance and
Regulations on the Payment of Dividends, Stock Redemptions,
and Stock Repurchases at Bank Holding Companies, pertaining
to the FRB’s criteria, assessment and approval process for
reductions in capital. As with all 19 participants in the SCAP,
under this supervisory letter, before repurchasing our common

72

shares, the Parent must consult with the Federal Reserve
staff and demonstrate that its actions are consistent with the
existing supervisory guidance, including demonstrating that
its internal capital assessment process is consistent with the
complexity of its activities and risk profile. In 2008, the Board
authorized the repurchase of up to 25 million additional
shares of our outstanding common stock. During 2009, we
repurchased 8 million shares of our common stock, all from
our employee benefit plans. At December 31, 2009, the total
remaining common stock repurchase authority was approxi-
mately 6 million shares. 

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.

The Company and each of our subsidiary banks are subject
to various regulatory capital adequacy requirements adminis-
tered 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.
At December 31, 2009, the Company and each of our sub-
sidiary banks were “well capitalized” under applicable regula-
tory capital adequacy guidelines. See Note 25 (Regulatory and
Agency Capital Requirements) to Financial Statements in this
Report for additional information.

Current regulatory RBC rules are based primarily on broad

credit-risk considerations and limited market related risks,
but do not take into account other types of risk a financial
company may be exposed to. Our capital adequacy assessment
process contemplates a wide range of risks that the Company
is exposed to and also takes into consideration our perfor-
mance under a variety of economic conditions, as well as 
regulatory expectations and guidance, rating agency 
viewpoints and the view of capital market participants.  
At December 31, 2009, stockholders’ equity and Tier 1
common equity levels were higher than prior to the Wachovia
acquisition. During 2009, as regulators and the market
focused on the composition of regulatory capital, the Tier 1
common equity ratio gained significant prominence as a 
metric of capital strength. There is no mandated minimum 
or “well capitalized” standard for Tier 1 common equity;
instead the RBC rules state voting common stockholders’
equity should be the dominant element within Tier 1 
common equity. Tier 1 common equity was $65.5 billion at
December 31, 2009, or 6.46% of risk-weighted assets, an
increase of $31.1 billion from a year ago. Table 31 provides 
the details of the Tier 1 common equity calculation.

Table 31:  Tier 1 Common Equity (1)

(in billions)

Total equity
Less:  Noncontrolling interests

Total Wells Fargo stockholders’ equity

Less:  Preferred equity

Goodwill and intangible assets 

(other than MSRs)

Applicable deferred tax assets
Deferred tax asset limitation
MSRs over speciﬁed limitations
Cumulative other 

comprehensive income

Other

Tier 1 common equity

Total risk-weighted assets (2)

Tier 1 common equity to total 

risk-weighted assets

(A)

(B)

PRUDENTIAL JOINT VENTURE  As described in the “Contractual
Obligations” section in our 2008 Form 10-K, during 2009 we
owned a controlling interest in a retail securities brokerage
joint venture, which Wachovia entered into with Prudential
Financial, Inc. (Prudential) in 2003. See also Note 1 (Summary
of Significant Accounting Policies – Accounting Standards
Adopted in 2009) to Financial Statements in this Report for
additional information. In 2009, Prudential’s noncontrolling
interest was 23% of the joint venture. On December 31, 2009,
we purchased Prudential’s noncontrolling interest for 
$4.5 billion in cash. We now own 100% of the retail 
securities brokerage business.

December 31,

2009

$ 114.4
(2.6)

111.8

(8.1)

(37.7)
5.3
(1.0)
(1.6)

(3.0)
(0.2)

$

65.5

2008

102.3
(3.2)

99.1

(30.8)

(38.1)
5.6
(6.0)
(1.5)

6.9
(0.8)

34.4

$1,013.6

1,101.3

(A)/(B)

6.46%

3.13

(1) Tier 1 common equity is a non-GAAP financial measure that is used by
investors, analysts and bank regulatory agencies, including the Federal
Reserve in the SCAP, to assess the capital position of financial services 
companies. Tier 1 common equity includes total Wells Fargo stockholders’
equity, less preferred equity, goodwill and intangible assets (excluding MSRs),
net of related deferred taxes, adjusted for specified Tier 1 regulatory capital
limitations covering deferred taxes, MSRs, and cumulative other comprehensive
income. Management reviews Tier 1 common equity along with other measures
of capital as part of its financial analyses and has included this non-GAAP
financial information, and the corresponding reconciliation to total equity,
because of current interest in such information on the part of market participants.
(2) 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 risk-weighted assets.

Critical Accounting Policies

Our significant accounting policies (see Note 1 (Summary of
Significant Accounting Policies) to Financial Statements in
this Report) 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. Six 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: 
(cid:129)
(cid:129) purchased credit-impaired (PCI) loans; 
(cid:129)
(cid:129)
(cid:129) pension accounting; and 
(cid:129)

the valuation of residential mortgage servicing rights (MSRs); 
the fair valuation of financial instruments; 

the allowance for credit losses; 

income taxes. 

Management has reviewed and approved these critical
accounting policies and has discussed these policies with the
Audit and Examination Committee of the Company’s Board.

Allowance for Credit Losses 
The allowance for credit losses, which consists of the
allowance for loan losses and the reserve for unfunded credit
commitments, reflects management’s judgment of probable
credit losses inherent in the portfolio and unfunded lending
commitments at the balance sheet date.

We use a disciplined process and methodology to establish
our allowance for credit each quarter. While our methodology
attributes portions of the allowance to specific portfolios as
part of our analytical process, the entire allowance for credit
losses is available to absorb credit losses in the total loan
portfolio. Additionally, while the allowance is built by portfo-
lio, it is allocated by loan type for external reporting purposes. 
To determine the total allowance for loan losses, we esti-
mate the reserves needed for each component of the portfolio,
including loans analyzed individually and loans analyzed on a
pooled basis.

The allowance for loan losses consists of amounts applica-

ble to: (i) the consumer portfolio; (ii) the commercial, CRE
and lease financing portfolio (including reserve for unfunded
credit commitments); and (iii) the PCI portfolio.  

73

To determine the consumer portfolio component of the
allowance, loans are pooled by portfolio and losses are mod-
eled using historical experience, quantitative and other math-
ematical techniques over the loss emergence period. Each
business group exercises significant judgment in the determi-
nation of the model type and/or segmentation method that
fits the credit risk characteristics of its portfolio. We use both
internally developed and vendor supplied models in this
process. We often use roll rate/net flow models for near-term
loss projections, and vintage-based models, behavior score
models, and time series/statistical trend models for longer-
term projections. Management must use judgment in estab-
lishing additional input metrics for the modeling processes,
such as portfolio segmentation by sub-product, origination
channel, vintage, loss type, geographic, loan to collateral
value, FICO score, and other predictive characteristics. 

The models we use to determine the allowance are inde-
pendently validated and reviewed to ensure that their theoret-
ical foundation, assumptions, data integrity, computational
processes, reporting practices, and end-user controls are
appropriate and properly documented. 

We estimate consumer credit losses under multiple eco-
nomic scenarios to establish a range of potential outcomes.
Management applies judgment to develop its own view of loss
probability within that range, using external and internal para-
meters with the objective of establishing an allowance for the
losses inherent within these portfolios as of the reporting date.
In addition to the allowance for the pooled consumer 
portfolios, we develop a separate allowance for loans that are
identified as impaired through a TDR. These loans are excluded
from pooled loss forecasts and a separate reserve is provided
under the accounting guidance for loan impairment. 

We estimate the component of the allowance for loan 
losses for the non-impaired commercial and CRE portfolios
through the application of loss factors to loans grouped by
their individual credit risk rating specialists. These ratings
reflect the estimated default probability and quality of under-
lying collateral. The loss factors used are statistically derived
through the observation of losses incurred for loans within
each credit risk rating over a specified period of time. In addi-
tion, we apply a loan equivalent factor, which is also statisti-
cally derived, to unfunded loan commitments and letters of
credit by credit risk grade to determine the reserve for
unfunded credit commitments. As appropriate, we adjust or
supplement these allowance factors and estimates to reflect
other risks that may be identified from current conditions and
developments in selected portfolios. 

The commercial component of the allowance also includes
an amount for the estimated impairment in nonaccrual com-
mercial and CRE loans with a credit exposure of $5 million 
or greater. Commercial and CRE loans whose terms have 
been modified in a TDR are also individually analyzed for
estimated impairment. 

PCI loans may require an allowance subsequent to their

acquisition. This allowance requirement generally results
from decreases in expected cash flows. 

Reflected in all of the components of the allowance for
credit losses, including the reserve for unfunded commitments,

74

is an amount for imprecision or uncertainty, which represents
management’s judgment of risks inherent in the processes
and assumptions used in establishing the allowance. This
imprecision considers economic environmental factors,
modeling assumptions and performance, process risk, and
other subjective factors. No single statistic or measurement
determines the adequacy of the allowance for credit losses.

Changes in the allowance for credit losses and the related

provision expense can materially affect net income. The
establishment of the allowance for credit losses relies on a
consistent quarterly process that requires multiple layers of
management review and judgment and responds to changes
in economic conditions, customer behavior, and collateral
value, among other influences. From time to time, events or
economic factors may affect the loan portfolio, causing man-
agement to provide additional amounts to or release balances
from the allowance for credit losses. 

Our allowance for loan losses is sensitive to risk ratings
assigned to individually rated loans and economic assumptions
and delinquency trends driving statistically modeled reserves.
Individual loan risk ratings are evaluated based on each
situation by experienced senior credit officers. Forecasted
losses are modeled using economic scenarios ranging from
strong recovery to slow recovery.  

Assuming a one risk grade downgrade throughout our
individually rated portfolio, a slow recovery (adverse) economic
scenario for modeled losses and incremental deterioration 
in our PCI cash flows could imply an additional reserve
requirement of approximately $10 billion.

Assuming a one risk grade upgrade throughout our 
individually rated portfolio and a strong recovery economic
scenario for modeled losses could imply a reduced reserve
requirement of approximately $3.3 billion.

These sensitivity analyses provided are hypothetical 
scenarios and are not considered probable. They do not 
represent management’s view of inherent losses in the portfolio
as of the balance sheet date. Because significant judgment is
used, it is possible that others performing similar analyses
could reach different conclusions.

See the “Risk Management – Credit Risk Management
Process” section and Note 6 (Loans and Allowance for Credit
Losses) to Financial Statements in this Report for further 
discussion of our allowance. 

Purchased Credit-Impaired (PCI) Loans 
Loans purchased with evidence of credit deterioration since
origination and for which it is probable that all contractually
required payments will not be collected are considered to be
credit impaired. PCI loans represent loans acquired from
Wachovia that were deemed to be credit impaired. Evidence
of credit quality deterioration as of the purchase date may
include statistics such as past due and nonaccrual status,
recent borrower credit scores and recent LTV percentages.
PCI loans are initially measured at fair value, which includes
estimated future credit losses expected to be incurred over
the life of the loan. Accordingly, the associated allowance for
credit losses related to these loans is not carried over at the
acquisition date. We estimated the cash flows expected to be

collected at acquisition using our internal credit risk, interest
rate risk and prepayment risk models, which incorporate our
best estimate of current key assumptions, such as property
values, default rates, loss severity and prepayment speeds. 

Under the accounting guidance for PCI loans, the excess 
of cash flows expected to be collected over the estimated fair
value is referred to as the accretable yield and is recognized
in interest income over the remaining life of the loan, or pool
of loans, in situations where there is a reasonable expectation
about the timing and amount of cash flows expected to be 
collected. The difference between the contractually required
payments and the cash flows expected to be collected at
acquisition, considering the impact of prepayments, is
referred to as the nonaccretable difference. 

In addition, subsequent to acquisition, we are required to
periodically evaluate our estimate of cash flows expected to
be collected. These evaluations, performed quarterly, require
the continued usage of key assumptions and estimates, simi-
lar to the initial estimate of fair value. Given the current eco-
nomic environment, we must apply judgment to develop our
estimates of cash flows for PCI loans given the impact of home
price and property value changes, changing loss severities
and prepayment speeds. Decreases in the expected cash flows
will generally result in a charge to the provision for credit
losses resulting in an increase to the allowance for loan losses.
Increases in the expected cash flows will generally result in
an increase in interest income over the remaining life of the
loan, or pool of loans. Disposals of loans, which may include
sales of loans to third parties, receipt of payments in full or
part by the borrower, and foreclosure of the collateral, result
in removal of the loan from the PCI loan portfolio at its carrying
amount. The amount of cash flows expected to be collected
and, accordingly, the adequacy of the allowance for loan loss
due to certain decreases in expected cash flow, is particularly
sensitive to changes in loan credit quality. The sensitivity of
the overall allowance for loan losses, including PCI loans, to 
a one risk downgrade is presented in the preceding section,
“Critical Accounting Policies – Allowance for Credit Losses.”
We aggregated loans acquired in the same fiscal quarter
into one or more pools, provided that the loans have common
risk characteristics. A pool is then accounted for as a single
asset with a single composite interest rate and an aggregate
expectation of cash flows. We aggregated all of the consumer
loans and commercial and CRE loans with balances of $3 mil-
lion or less into pools with common risk characteristics. We
accounted for commercial and CRE loans with balances in
excess of $3 million individually.

PCI loans that were classified as nonperforming loans by
Wachovia are no longer classified as nonperforming because,
at acquisition, we believe we will fully collect the new carrying
value of these loans. It is important to note that judgment is
required to classify PCI loans as performing, and is dependent
on having a reasonable expectation about the timing and
amount of cash flows expected to be collected, even if the
loan is contractually past due.

See the “Risk Management – Credit Risk Management
Process” section and Note 6 (Loans and Allowance for Credit

Losses) to Financial Statements in this Report for further 
discussion of PCI loans. 

Valuation of Residential Mortgage Servicing Rights 
We recognize as assets the rights to service mortgage loans
for others, or mortgage servicing rights (MSRs), whether we
purchase the servicing rights, or the servicing rights result
from the sale or securitization of loans we originate (asset
transfers). We also acquire MSRs under co-issuer agreements
that provide for us to service loans that are originated and
securitized by third-party correspondents. We initially mea-
sure and carry our MSRs related to residential mortgage loans
(residential MSRs) using the fair value measurement method,
under which purchased MSRs and MSRs from asset transfers
are capitalized and carried at fair value. 

At the end of each quarter, we determine the fair value of

MSRs using a valuation model that calculates the present
value of estimated future net servicing income. The model
incorporates assumptions that market participants use in 
estimating future net servicing income, including estimates
of prepayment speeds (including housing price volatility),
discount rate, default rates, cost to service (including delin-
quency and foreclosure costs), escrow account earnings, con-
tractual servicing fee income, ancillary income and late fees.
The valuation of MSRs is discussed further in this section 
and in Note 1 (Summary of Significant Accounting Policies),
Note 8 (Securitizations and Variable Interest Entities), Note 9
(Mortgage Banking Activities) and Note 16 (Fair Values of
Assets and Liabilities) to Financial Statements in this Report. 
To reduce the sensitivity of earnings to interest rate and
market value fluctuations, we may use securities available 
for sale and free-standing derivatives (economic hedges) to
hedge the risk of changes in the fair value of MSRs, with the
resulting gains or losses reflected in income. Changes in the
fair value of the MSRs from changing mortgage interest rates
are generally offset by gains or losses in the fair value of the
derivatives depending on the amount of MSRs we hedge and
the particular instruments used to hedge the MSRs. We may
choose not to fully hedge MSRs, partly because origination
volume tends to act as a “natural hedge.” For example, as
interest rates decline, servicing values generally decrease and
fees from origination volume tend to increase. Conversely, as
interest rates increase, the fair value of the MSRs generally
increases, while fees from origination volume tend to decline.
See the “Risk Management – Mortgage Banking Interest Rate
and Market Risk” section in this Report for discussion of the
timing of the effect of changes in mortgage interest rates.

Net servicing income, a component of mortgage banking
noninterest income, includes the changes from period to period
in fair value of both our residential MSRs and the free-standing
derivatives (economic hedges) used to hedge our residential
MSRs. Changes in the fair value of residential MSRs from
period to period result from (1) changes in the valuation
model inputs or assumptions (principally reflecting changes
in discount rates and prepayment speed assumptions, mostly
due to changes in interest rates) and (2) other changes, 
representing changes due to collection/realization of expected
cash flows. 

75

We use a dynamic and sophisticated model to estimate the
value of our MSRs. The model is validated by an independent
internal model validation group operating in accordance with
Company policies. Senior management reviews all significant
assumptions quarterly. Mortgage loan prepayment speed—
a key assumption in the model — is the annual rate at which
borrowers are forecasted to repay their mortgage loan principal.
The discount rate used to determine the present value 
of estimated future net servicing income — another key
assumption in the model—is the required rate of return
investors in the market would expect for an asset with similar
risk. To determine the discount rate, we consider the risk 
premium for uncertainties from servicing operations (e.g.,
possible changes in future servicing costs, ancillary income
and earnings on escrow accounts). Both assumptions can, 
and generally will, change quarterly as market conditions and
interest rates change. For example, an increase in either the
prepayment speed or discount rate assumption results in a
decrease in the fair value of the MSRs, while a decrease in
either assumption would result in an increase in the fair 
value of the MSRs. In recent years, there have been significant
market-driven fluctuations in loan prepayment speeds and
the discount rate. These fluctuations can be rapid and may 
be significant in the future. Therefore, estimating prepayment
speeds within a range that market participants would use 
in determining the fair value of MSRs requires significant
management judgment. 

These key economic assumptions and the sensitivity of the

fair value of MSRs to an immediate adverse change in those
assumptions are shown in Note 8 (Securitizations and Variable
Interest Entities) to Financial Statements in this Report.

Fair Valuation of Financial Instruments
We use fair value measurements to record fair value 
adjustments to certain financial instruments and to determine
fair value disclosures. Trading assets, securities available for
sale, derivatives, prime residential MHFS, certain commercial
loans held for sale (LHFS), principal investments and securi-
ties sold but not yet purchased (short sale liabilities) are
recorded at fair value on a recurring basis. Additionally, from
time to time, we may be required to record at fair value other
assets on a nonrecurring basis, such as certain MHFS and
LHFS, loans held for investment and certain other assets.
These nonrecurring fair value adjustments typically involve
application of lower-of-cost-or-market accounting or write-
downs of individual assets. Further, we include in the Notes 
to Financial Statements in this Report, information about 
the extent to which fair value is used to measure assets and
liabilities, the valuation methodologies used and its effect on
earnings. Additionally, for financial instruments not recorded
at fair value we disclose the estimate of their fair value. 

Fair value represents the price that would be received to
sell the financial asset or paid to transfer the financial liability
in an orderly transaction between market participants at the
measurement date. 

The accounting provisions for fair value measurements
include a three-level hierarchy for disclosure of assets and 

76

liabilities recorded at fair value. The classification of assets
and liabilities within the hierarchy is based on whether the
inputs to the valuation methodology used for measurement
are observable or unobservable. Observable inputs reflect
market-derived or market-based information obtained from
independent sources, while unobservable inputs reflect our
estimates about market data. 
(cid:129) Level 1 – Valuation is based upon quoted prices for identical
instruments traded in active markets. Level 1 instruments
include securities traded on active exchange markets, such
as the New York Stock Exchange, as well as U.S. Treasury
and other U.S. government securities that are traded by
dealers or brokers in active OTC markets. 

(cid:129) Level 2 – Valuation is based upon quoted prices for similar
instruments in active markets, quoted prices for identical
or similar instruments in markets that are not active, and
model-based valuation techniques, such as matrix pricing,
for which all significant assumptions are observable in the
market. Level 2 instruments include securities traded in
functioning dealer or broker markets, plain-vanilla interest
rate derivatives and MHFS that are valued based on prices
for other mortgage whole loans with similar characteristics. 

(cid:129) Level 3 – Valuation is generated primarily from model-
based techniques that use significant assumptions not
observable in the market. These unobservable assumptions
reflect our own estimates of assumptions market 
participants would use in pricing the asset or liability.
Valuation techniques include use of option pricing models,
discounted cash flow models and similar techniques. 

When developing fair value measurements, we maximize
the use of observable inputs and minimize the use of unob-
servable inputs. When available, we use quoted prices in
active markets to measure fair value. If quoted prices in active
markets are not available, fair value measurement is based
upon models that use primarily market-based or independently
sourced market parameters, including interest rate yield
curves, prepayment speeds, option volatilities and currency
rates. However, in certain cases, when market observable
inputs for model-based valuation techniques may not be 
readily available, we are required to make judgments about
assumptions market participants would use in estimating the
fair value of the financial instrument.

The degree of management judgment involved in deter-
mining the fair value of a financial instrument is dependent
upon the availability of quoted prices in active markets or
observable market parameters. For financial instruments with
quoted market prices or observable market parameters in
active markets, there is minimal subjectivity involved in mea-
suring fair value. When quoted prices and observable data in
active markets are not fully available, management judgment
is necessary to estimate fair value. Changes in the market
conditions, such as reduced liquidity in the capital markets or
changes in secondary market activities, may reduce the avail-
ability and reliability of quoted prices or observable data used
to determine fair value. When significant adjustments are
required to price quotes or inputs, it may be appropriate to
utilize an estimate based primarily on unobservable inputs.

When an active market for a financial instrument does not
exist, the use of management estimates that incorporate 
current market participant expectations of future cash flows,
adjusted for an appropriate risk premium, is acceptable.

In connection with the first quarter 2009 adoption of the
new fair value measurement guidance included in FASB ASC
820, Fair Value Measurements and Disclosures, we developed
policies and procedures to determine when markets for our
financial assets and liabilities are inactive if the level and vol-
ume of activity has declined significantly relative to normal
conditions. If markets are determined to be inactive, it may be
appropriate to adjust price quotes received. The methodology
we use to adjust the quotes generally involves weighting the
price quotes and results of internal pricing techniques, such
as the net present value of future expected cash flows (with
observable inputs, where available) discounted at a rate of
return market participants require to arrive at the fair value.
The more active and orderly markets for particular security
classes are determined to be, the more weighting we assign to
price quotes. The less active and orderly markets are deter-
mined to be, the less weighting we assign to price quotes. 

We may use independent pricing services and brokers to
obtain fair values based on quoted prices. We determine the
most appropriate and relevant pricing service for each security
class and generally obtain one quoted price for each security.
For certain securities, we may use internal traders to obtain
quoted prices. Quoted prices are subject to our internal price
verification procedures. We validate prices received using a
variety of methods, including, but not limited to, comparison
to pricing services, corroboration of pricing by reference to
other independent market data such as secondary broker
quotes and relevant benchmark indices, and review of pricing
by Company personnel familiar with market liquidity and
other market-related conditions. We believe the determina-
tion of fair value for our securities is consistent with the
accounting guidance on fair value measurements.

Significant judgment may be required to determine

whether certain assets measured at fair value are included in
Level 2 or Level 3. When making this judgment, we consider
all available information, including observable market data,
indications of market liquidity and orderliness, and our
understanding of the valuation techniques and significant
inputs used. For securities in inactive markets, we use a pre-
determined percentage to evaluate the impact of fair value
adjustments derived from weighting both external and inter-
nal indications of value to determine if the instrument is 
classified as Level 2 or Level 3. Otherwise, the classification 
of Level 2 or Level 3 is based upon the specific facts and 
circumstances of each instrument or instrument category 
and judgments are made regarding the significance of the
Level 3 inputs to the instruments’ fair value measurement in
its entirety. If Level 3 inputs are considered significant, the
instrument is classified as Level 3.

Our financial assets valued using Level 3 measurements
consisted of certain asset-backed securities, including those
collateralized by auto leases or loans and cash reserves, pri-
vate collateralized mortgage obligations (CMOs), collateral-

ized debt obligations (CDOs), collateralized loan obligations
(CLOs), auction-rate securities, certain derivative contracts
such as credit default swaps related to CMO, CDO and CLO
exposures and certain MHFS and MSRs.

Approximately 22% of total assets ($277.4 billion) at

December 31, 2009, and 19% of total assets ($247.5 billion) at
December 31, 2008, consisted of financial instruments recorded
at fair value on a recurring basis. The fair value of assets 
measured using significant Level 3 inputs (before derivative
netting adjustments) represented approximately 19% of these
financial instruments (4% of total assets) at December 31, 2009,
and approximately 22% (4% of total assets) at December 31, 2008.
The fair value of the remaining assets was measured using
valuation methodologies involving market-based or market-
derived information, collectively Level 1 and 2 measurements. 

Approximately 2% of total liabilities ($22.8 billion) at
December 31, 2009, and 2% ($18.8 billion) at December 31,
2008, consisted of financial instruments recorded at fair value
on a recurring basis. The fair value of liabilities measured
using Level 3 inputs (before derivative netting adjustments)
was $7.9 billion and $9.3 billion at December 31, 2009 and
2008, respectively. 

See Note 16 (Fair Values of Assets and Liabilities) to

Financial Statements in this Report for a complete discussion
on our use of fair valuation of financial instruments, our
related measurement techniques and its impact to our 
financial statements.

Pension Accounting
We account for our defined benefit pension plans using an
actuarial model. The funded status of our pension and postre-
tirement benefit plans is recognized in our balance sheet. 
In 2008, we began measuring our plan assets and benefit
obligations using a year-end measurement date. 

On April 28, 2009, the Board approved amendments to freeze
the benefits earned under the Wells Fargo qualified and sup-
plemental Cash Balance Plans and the Wachovia Corporation
Pension Plan, and to merge the Pension Plan into the qualified
Cash Balance Plan. These actions became effective on July 1, 2009.
We use four key variables to calculate our annual pension

cost: size and characteristics of the employee population,
actuarial assumptions, expected long-term rate of return on
plan assets, and discount rate. We describe below the effect 
of each of these variables on our pension expense.

SIZE AND CHARACTERISTICS OF THE EMPLOYEE POPULATION
Pension expense is directly related to the number of employees
covered by the plans, and other factors including salary, age
and years of employment. As of July 1, 2009, pension expense
will no longer be dependent on salaries earned and service
cost will no longer be recognized for the plans that were
frozen in 2009. In 2009, pension expense for the qualified and
unqualified Cash Balance plans was about $317 million, which
includes one-time curtailment gains of $59 million resulting
from the freezing of these plans. In 2010, pension expense 
for these plans is estimated to be a credit of approximately
$44 million; the decrease in pension expense in 2010 is 
primarily due to no longer incurring service cost.

77

ACTUARIAL ASSUMPTIONS  To estimate the projected benefit
obligation, actuarial assumptions are required about factors
such as the rates of mortality, turnover, retirement, disability
and compensation increases for our participant population.
These demographic assumptions are reviewed periodically. 
In general, the range of assumptions is narrow. The compen-
sation increase assumption does not apply to the plans that
were frozen in 2009.

EXPECTED LONG-TERM RATE OF RETURN ON PLAN ASSETS  We
determine the expected return on plan assets each year based
on the composition of assets and the expected long-term rate
of return on that portfolio. The expected long-term rate of
return assumption is a long-term assumption and is not 
anticipated to change significantly from year to year. 

To determine if the expected rate of return is reasonable,

we consider such factors as (1) long-term historical return
experience for major asset class categories (for example, large
cap and small cap domestic equities, international equities
and domestic fixed income), and (2) forward-looking return
expectations for these major asset classes. Our expected rate
of return for 2010 is 8.25%, a decrease from 8.75%, the expected
rate of return for 2009 and 2008. The decrease reflects our
decision to de-emphasize the use of the Tactical Asset
Allocation model. Differences in each year, if any, between
expected and actual returns are included in our net actuarial
gain or loss amount, which is recognized in OCI. We generally
amortize any net actuarial gain or loss in excess of a 5% 
corridor (as defined in accounting guidance for retirement
benefits) in net periodic pension expense calculations over
our estimated average remaining participation period of
13 years. See Note 19 (Employee Benefits and Other Expenses)
to Financial Statements in this Report for information on
funding, changes in the pension benefit obligation, and plan
assets (including the investment categories, asset allocation
and the fair value).

If we were to assume a 1% increase/decrease in the expected

long-term rate of return, holding the discount rate and other
actuarial assumptions constant, 2010 pension expense would
decrease/increase by approximately $91 million. 

DISCOUNT RATE  We use a discount rate to determine the pre-
sent value of our future benefit obligations. The discount rate
reflects the current rates available on long-term high-quality
fixed-income debt instruments, and is reset annually on the
measurement date. To determine the discount rate, we review,
with our independent actuary, spot interest rate yield curves
based upon yields from a broad population of high-quality
bonds, adjusted to match the timing and amounts of the 
Cash Balance Plan’s expected benefit payments. We used 
a discount rate of 5.75% in 2009 and 6.75% in 2008.

If we were to assume a 1% increase in the discount rate,
and keep the expected long-term rate of return and other
actuarial assumptions constant, 2010 pension expense would
decrease by approximately $33 million. If we were to assume a
1% decrease in the discount rate, and keep other assumptions

78

constant, 2010 pension expense would increase by approxi-
mately $36 million. The decrease in pension expense due to a
1% increase in discount rate differs slightly from the increase
in pension expense due to a 1% decrease in discount rate due
to the impact of the 5% gain/loss corridor.

Income Taxes  
We are subject to the income tax laws of the U.S., its states
and municipalities and those of the foreign jurisdictions in
which we operate. Our income tax expense consists of two
components: current and deferred. Current income tax
expense approximates taxes to be paid or refunded for the
current period and includes income tax expense related to our
uncertain tax positions. We determine deferred income taxes
using the balance sheet method. Under this method, the net
deferred tax asset or liability is based on the tax effects of the
differences between the book and tax bases of assets and lia-
bilities, and recognized enacted changes in tax rates and laws
in the period in which they occur. Deferred income tax
expense results from changes in deferred tax assets and liabil-
ities between periods. Deferred tax assets are recognized sub-
ject to management’s judgment that realization is “more likely
than not.” Uncertain tax positions that meet the more likely
than not recognition threshold are measured to determine the
amount of benefit to recognize. An uncertain tax position is
measured at the largest amount of benefit that management
believes has a greater than 50% likelihood of realization upon
settlement. Foreign taxes paid are generally applied as credits
to reduce federal income taxes payable. We account for inter-
est and penalties as a component of income tax expense.
The income tax laws of the jurisdictions in which we 
operate are complex and subject to different interpretations
by the taxpayer and the relevant government taxing authorities.
In establishing a provision for income tax expense, we must
make judgments and interpretations about the application 
of these inherently complex tax laws. We must also make
estimates about when in the future certain items will affect
taxable income in the various tax jurisdictions by the 
government taxing authorities, both domestic and foreign.
Our interpretations may be subjected to review during 
examination by taxing authorities and disputes may arise
over the respective tax positions. We attempt to resolve these
disputes during the tax examination and audit process and
ultimately through the court systems when applicable.

We monitor relevant tax authorities and revise our esti-
mate of accrued income taxes due to changes in income tax
laws and their interpretation by the courts and regulatory
authorities on a quarterly basis. Revisions of our estimate of
accrued income taxes also may result from our own income
tax planning and from the resolution of income tax controver-
sies. Such revisions in our estimates may be material to our 
operating results for any given quarter.

See Note 20 (Income Taxes) to Financial Statements in

this Report for a further description of our provision for
income taxes and related income tax assets and liabilities.

Current Accounting Developments

The following accounting pronouncements were issued by 
the FASB, but are not yet effective:
(cid:129) ASU 2010-6, Improving Disclosures about Fair Value

Measurements;

(cid:129) ASU 2009-16, Accounting for Transfers of Financial Assets
(FAS 166, Accounting for Transfers of Financial Assets – 
an amendment of FASB Statement No. 140); and
(cid:129) ASU 2009-17, Improvements to Financial Reporting 

by Enterprises Involved with Variable Interest Entities
(FAS 167, Amendments to FASB Interpretation No. 46(R)).

Information about these pronouncements is further

described in more detail below.

ASU 2010-6 changes the disclosure requirements for fair
value measurements. Companies are now required to disclose
significant transfers in and out of Levels 1 and 2 of the fair
value hierarchy, whereas existing rules only require the dis-
closure of transfers in and out of Level 3. Additionally, in the
rollforward of Level 3 activity, companies should present
information on purchases, sales, issuances, and settlements
on a gross basis rather than on a net basis as is currently
allowed. The Update also clarifies that fair value measure-
ment disclosures should be presented for each class of assets
and liabilities. A class is typically a subset of a line item in the
statement of financial position. Companies should also pro-
vide information about the valuation techniques and inputs
used to measure fair value for both recurring and nonrecur-
ring instruments classified as either Level 2 or Level 3. ASU
2010-6 is effective for us in first quarter 2010 with prospective
application, except for the new requirement related to the
Level 3 rollforward. Gross presentation in the Level 3 rollfor-
ward is effective for us in first quarter 2011 with prospective
application. Our adoption of the Update will not affect our
consolidated financial results since it amends only the disclo-
sure requirements for fair value measurements.

ASU 2009-16 (FAS 166) modifies certain guidance contained
in FASB ASC 860, Transfers and Servicing. This pronouncement
eliminates the concept of QSPEs and provides additional 
criteria transferors must use to evaluate transfers of financial
assets. To determine if a transfer is to be accounted for as 
a sale, the transferor must assess whether it and all of the
entities included in its consolidated financial statements have
surrendered control of the assets. A transferor must consider
all arrangements or agreements made or contemplated at the
time of transfer before reaching a conclusion on whether 
control has been relinquished. The new guidance addresses
situations in which a portion of a financial asset is transferred.
In such instances the transfer can only be accounted for as 
a sale when the transferred portion is considered to be a 
participating interest. The Update also requires that any
assets or liabilities retained from a transfer accounted for as a
sale be initially recognized at fair value. This pronouncement
is effective for us as of January 1, 2010, with adoption applied
prospectively for transfers that occur on and after the 
effective date. 

ASU 2009-17 (FAS 167) amends several key consolidation
provisions related to VIEs, which are included in FASB ASC
810, Consolidation. First, the scope of the new guidance
includes entities that are currently designated as QSPEs.
Second, companies are to use a different approach to identify
the VIEs for which they are deemed to be the primary 
beneficiary and are required to consolidate. Under existing
rules, the primary beneficiary is the entity that absorbs the
majority of a VIE’s losses and receives the majority of the
VIE’s returns. The new guidance identifies a VIE’s primary
beneficiary as the entity that has the power to direct the 
VIE’s significant activities, and has an obligation to absorb
losses or the right to receive benefits that could be potentially
significant to the VIE. Third, companies will be required to
continually reassess whether they are the primary beneficiary
of a VIE. Existing rules only require companies to reconsider
primary beneficiary conclusions when certain triggering
events have occurred. The Update is effective for us as of
January 1, 2010, and applies to all existing QSPEs and VIEs,
and VIEs created after the effective date. 

We have performed an analysis of these accounting 
pronouncements with respect to QSPE and VIE structures
currently applicable to us. Application of these new accounting
pronouncements will result in the January 1, 2010, consolida-
tion of certain QSPEs and VIEs that were not included in our
consolidated financial statements at December 31, 2009. Tables
32 and 33 present the estimated impacts to our financial state-
ments of those newly consolidated QSPEs and VIE structures.

Implementation of ASU 2009-17 (FAS 167) has been
deferred for certain investment funds and accordingly, 
will not be consolidated under ASU 2009-17 (FAS 167).

Table 32:  Estimated Impact of Initial 2010 Application of 

ASU 2009-16 (FAS 166) and ASU 2009-17 (FAS 167) 
by Structure Type

(in billions, except 
retained earnings in millions)

Residential mortgage loans –

nonconforming (1)

Commercial paper conduit
Other

Total

Incremental

Incremental
GAAP risk-weighted
assets
assets

$13
5
2

$20

5
3
2

10

Retained
earnings

impact (2)

240
(4)
27

263

(1) Represents certain of our residential mortgage loans that are not guaranteed

by GSEs (“nonconforming”). 

(2) Represents cumulative effect (after tax) of adopting ASU 2009-17 (FAS 167)

recorded to retained earnings on January 1, 2010.

79

Table 33:  Estimated Impact of Initial 2010 Application of 

We have refined our estimate disclosed in our third 

quarter 2009 Form 10-Q due largely to the sale of residential
MBS and the proposed amendment to ASU 2009-17 (FAS 167),
which defers application to certain investment funds. The
cumulative effect of adopting these statements will be recorded
as an adjustment to retained earnings on January 1, 2010. 

(cid:129)

(cid:129)

(cid:129)

(cid:129)

the effect of political and economic conditions and 
geopolitical events;
economic conditions that affect the general economy,
housing prices, the job market, consumer confidence and
spending habits;
the level and volatility of the capital markets, interest
rates, currency values and other market indices that affect
the value of our assets and liabilities;
the availability and cost of both credit and capital as well
as the credit ratings assigned to our debt instruments;
investor sentiment and confidence in the financial markets;

(cid:129)
(cid:129) our reputation;
(cid:129)

the impact of current, pending and future legislation, 
regulation and legal actions;
(cid:129)
changes in accounting standards, rules and interpretations;
(cid:129) mergers and acquisitions, and our ability to integrate them;
various monetary and fiscal policies and regulations of the
(cid:129)
U.S. and foreign governments; and
the other factors described in “Risk Factors” below.

(cid:129)

Any forward-looking statement made by us in this Report

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. 

ASU 2009-16 (FAS 166) and ASU 2009-17 (FAS 167) 
by Balance Sheet Classification

(in billions)

Net increase (decrease)
Trading assets
Securities available for sale
Loans, net (1)
Short-term borrowings
Long-term debt
Other
Cumulative other 

comprehensive income

Retained earnings

Total

Assets Liabilities

Equity

$ 0.1
(7.2)
26.3
—
—
0.4

—
—

$19.6

—
—
—
5.2
13.8
0.1

—
—

19.1

—
—
—
—
—
—

0.2
0.3

0.5

(1) Includes $1.3 billion of nonaccrual loans, substantially all of which are real

estate 1-4 family first mortgage loans.

Forward-Looking Statements

This Report contains “forward-looking statements” within the
meaning of the Private Securities Litigation Reform Act of
1995. Forward-looking statements can be identified by words
such as “anticipates,” “intends,” “plans,” “seeks,” “believes,”
“estimates,” “expects,” “projects,” “outlook,” “forecast,” “will,”
“may,” “could,” “should,” “can” and similar references to future
periods. Examples of forward-looking statements include, but
are not limited to, statements we make about: future results 
of the Company; expectations for consumer and commercial
credit losses, life-of-loan losses, and the sufficiency of our
credit loss allowance to cover future credit losses; the merger
integration of the Company and Wachovia, including expense
savings, merger costs and revenue synergies; the expected
outcome and impact of legal, regulatory and legislative devel-
opments; and the Company’s plans, objectives and strategies.
Forward-looking statements are based on 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:

80

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. We discuss below
and elsewhere in this Report, as well as in other documents we
file with the SEC, 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 Financial
Review section and Financial Statements (and related Notes)
in this Report for more information about credit, interest 
rate, market and litigation risks and to the “Regulation and
Supervision” section of our 2009 Form 10-K for more 
information about legislative and regulatory risks. Any factor
described below or elsewhere in this Report or in our 2009
Form 10-K could by itself, or together with other factors,
adversely affect our financial results and condition. Refer to
our quarterly reports on Form 10-Q filed with the SEC in 2010
for material changes to the discussion of risk factors. There
are factors not discussed below or elsewhere in this Report
that could adversely affect our financial results and condition.

RISKS RELATING TO CURRENT ECONOMIC AND MARKET CONDITIONS 

Our ﬁnancial results and condition may be adversely affected 
if home prices continue to fall or unemployment continues to
increase. Significant declines in home prices over the last two
years and recent increases in unemployment have resulted in
higher loan charge-offs and increases in our allowance for credit
losses and related provision expense. The economic environment
and related conditions will directly affect credit performance. 
For example, if home prices continue to fall or unemployment
continues to rise we would expect to incur higher than normal
charge-offs and provision expense from increases in our allowance
for credit losses. These conditions may adversely affect not only
consumer loan performance but also commercial and CRE loans,
especially those business borrowers that rely on the health of
industries or properties that may experience deteriorating 
economic conditions.

Current ﬁnancial and credit market conditions may persist or
worsen, making it more difﬁcult to access capital markets on
favorable terms. Financial and credit markets may continue to
experience unprecedented disruption and volatility. These condi-
tions may continue or even worsen, affecting our ability to access
capital markets on favorable terms. We may raise additional capital
through the issuance of common stock, which could dilute existing
stockholders, or further reduce or even eliminate our common stock
dividend to preserve capital or in order to raise additional capital.

Bank regulators may require higher capital levels, limiting our
ability to pay common stock dividends or repurchase our common
stock. On December 23, 2009, we repaid the U.S. Treasury’s
investment in us under the TARP CPP program. While we are no
longer a participant in the TARP CPP program, federal banking
regulators continue to monitor the capital position of banks and
bank holding companies. Although not currently anticipated, our
regulators may require us to raise additional capital or otherwise
restrict how we utilize our capital, including common stock 
dividends and stock repurchases. Issuing additional common
stock may dilute existing stockholders.

In addition, the U.S. Treasury continues to hold a warrant to

purchase approximately 110.3 million shares of our common
stock at $34.01 per share. If the warrant is exercised, the 
ownership of existing stockholders may be diluted.

Compensation restrictions could adversely affect our ability to
recruit and retain key employees. Following repayment of the
U.S. Treasury’s TARP CPP investment in December 2009, we are
no longer subject to the compensation restrictions applicable to
participants in the TARP CPP program. However, legislators and
regulators may impose compensation restrictions on financial
institutions, which could adversely affect our ability to compete
for executive talent.

We may be required to repurchase mortgage loans or reimburse
investors as a result of breaches in contractual representations
and warranties. We sell mortgage loans to various parties,
including GSEs, under contractual provisions that include 
various representations and warranties which typically cover
ownership of the loan, compliance with loan criteria set forth in
the applicable agreement, validity of the lien securing the loan,
absence of delinquent taxes or liens against the property 
securing the loan, and similar matters. We may be required to
repurchase the mortgage loans with identified defects, indemnify
the investor or insurer, or reimburse the investor for credit loss
incurred on the loan (collectively, “repurchase obligations”) in
the event of a material breach of such contractual representations
or warranties. In addition, we may negotiate global settlements in
order to resolve repurchase obligations in lieu of repurchasing
loans. If economic conditions and the housing market do not
recover or future investor repurchase demand and our success at
appealing repurchase requests differ from past experience, we
could continue to have increased repurchase obligations and
increased loss severity on repurchases, requiring material addi-
tions to the repurchase reserve.

For more information, refer to the “Risk Management – Reserve

for Mortgage Loan Repurchase Losses” section in this Report.

Legislative and regulatory proposals may restrict or limit our
ability to engage in our current businesses or in businesses that
we desire to enter into.  Many legislative and regulatory proposals
directed at the financial services industry are being proposed or
are pending in the U.S. Congress to address perceived weaknesses
in the financial system and regulatory oversight thereof that may
have contributed to the financial disruption over the last two
years and to provide additional protection for consumers and
investors. These proposals, if adopted, may restrict our ability to
compete in our current businesses or restrict our ability to enter
into new businesses that we otherwise may desire to enter into. 
In addition, the proposals may limit our revenues in businesses,
impose fees or taxes on us, restrict compensation we may pay to
key employees, restrict acquisition opportunities, and/or intensify
the regulatory supervision of us and the financial services industry.
These proposals, if adopted, may have a material adverse effect
on our business operations, income, and/or competitive position.

81

GENERAL RISKS RELATING TO OUR BUSINESS

Higher charge-offs and worsening credit conditions could require
us to increase our allowance for credit losses through a charge
to earnings. When we loan money or commit to loan money 
we incur credit risk, or the risk of losses if our borrowers do not
repay their loans. We reserve for credit losses by establishing 
an allowance through a charge to earnings. The amount of this
allowance is based on our assessment of credit losses inherent in
our loan portfolio (including unfunded credit commitments). The
process for determining the amount of the allowance is critical to
our financial results and condition. It requires difficult, subjective
and complex judgments about the future, including forecasts of
economic or market conditions that might impair the ability of
our borrowers to repay their loans. 

We might underestimate the credit losses inherent in our loan
portfolio and have credit losses in excess of the amount reserved.
We might increase the allowance because of changing economic
conditions, including falling home prices and higher unemploy-
ment, or other factors such as changes in borrower behavior. 
As an example, borrowers may be less likely to continue making
payments on their real estate-secured loans if the value of the real
estate is less than what they owe, even if they are still financially
able to make the payments.  

While we believe that our allowance for credit losses was 
adequate at December 31, 2009, there is no assurance that it will
be sufficient to cover future credit losses, especially if housing
and employment conditions worsen. We may be required to build
reserves in 2010, thus reducing earnings.

For more information, refer to the “Risk Management – Credit

Risk Management Process” and “Critical Accounting Policies –
Allowance for Credit Losses” sections in this Report. 

We may have more credit risk and higher credit losses to the
extent our loans are concentrated by loan type, industry segment,
borrower type, or location of the borrower or collateral. Our
credit risk and credit losses can increase if our loans are concen-
trated to borrowers engaged in the same or similar activities or to
borrowers who as a group may be uniquely or disproportionately
affected by economic or market conditions. We experienced the
effect of concentration risk in 2008 and 2009 when we incurred
greater than expected losses in our Home Equity loan portfolio due
to a housing slowdown and greater than expected deterioration 
in residential real estate values in many markets, including the
Central Valley California market and several Southern California
metropolitan statistical areas. As California is our largest banking
state in terms of loans and deposits, continued deterioration in
real estate values and underlying economic conditions in those
markets or elsewhere in California could result in materially
higher credit losses. As a result of the Wachovia merger, we have
increased our exposure to California, as well as to Arizona and
Florida, two states that have also suffered significant declines in
home values. Continued deterioration in housing conditions and
real estate values in these states and generally across the country
could result in materially higher credit losses.

For more information, refer to the “Risk Management – Credit
Risk Management Process” section and Note 6 (Loans and Allowance
for Credit Losses) to Financial Statements in this Report.

Bankruptcy laws may be changed to allow mortgage “cram-downs,”
or court-ordered modiﬁcations to our mortgage loans including
the reduction of principal balances. Under current bankruptcy
laws, courts cannot force a modification of mortgage and home
equity loans secured by primary residences. In response to the
current financial crisis, legislation has been proposed to allow
mortgage loan “cram-downs,” which would empower courts to
modify the terms of mortgage and home equity loans including 
a reduction in the principal amount to reflect lower underlying
property values. This could result in writing down the balance of
our mortgage and home equity loans to reflect their lower loan
values. There is also risk that home equity loans in a second lien
position (i.e., behind a mortgage) could experience significantly
higher losses to the extent they become unsecured as a result of 
a cram-down. The availability of principal reductions or other
modifications to mortgage loan terms could make bankruptcy 
a more attractive option for troubled borrowers, leading to
increased bankruptcy filings and accelerated defaults.

RISKS RELATING TO THE WACHOVIA MERGER

Our ﬁnancial results and condition could be adversely affected if
we fail to realize the expected beneﬁts of the Wachovia merger
or it takes longer than expected to realize those beneﬁts.  The
merger with Wachovia Corporation requires the integration of
the businesses of Wachovia and Wells Fargo. The integration
process may result in the loss of key employees, the disruption 
of ongoing businesses and the loss of customers and their busi-
ness and deposits. It may also divert management attention and
resources from other operations and limit the Company’s ability
to pursue other acquisitions. There is no assurance that we will
realize the cost savings and other financial benefits of the merger
when and in the amounts expected. 

We may incur losses on loans, securities and other acquired
assets of Wachovia that are materially greater than reﬂected in
our preliminary fair value adjustments. We accounted for the
Wachovia merger under the purchase method of accounting,
recording the acquired assets and liabilities of Wachovia at fair
value based on preliminary purchase accounting adjustments.
Under purchase accounting, we had until one year after the merger
date to finalize the fair value adjustments, meaning we could
adjust the preliminary fair value estimates of Wachovia’s assets
and liabilities based on new or updated information that provided
a better estimate of the fair value at merger date.  

We recorded at fair value all PCI loans acquired in the 
merger based on the present value of their expected cash flows.
We estimated cash flows using internal credit, interest rate and
prepayment risk models using assumptions about matters that
are inherently uncertain. We may not realize the estimated cash
flows or fair value of these loans. In addition, although the 
difference between the pre-merger carrying value of the credit-
impaired loans and their expected cash flows— the “nonaccretable
difference”—is available to absorb future charge-offs, we may be
required to increase our allowance for credit losses and related
provision expense because of subsequent additional credit 
deterioration in these loans. 

For more information, refer to the “Overview” and “Critical
Accounting Policies – Purchased Credit-Impaired Loans” sections
in this Report.     

82

Loss of customer deposits and market illiquidity could increase
our funding costs. We rely on bank deposits to be a low cost and
stable source of funding for the loans we make. We compete with
banks and other financial services companies for deposits. If our
competitors raise the rates they pay on deposits our funding costs
may increase, either because we raise our rates to avoid losing
deposits or because we lose deposits and must rely on more
expensive sources of funding. Higher funding costs reduce our
net interest margin and net interest income. As discussed above,
the integration of Wells Fargo and Wachovia may result in the
loss of customer deposits. 

We sell most of the mortgage loans we originate in order to
reduce our credit risk and provide funding for additional loans.
We rely on Fannie Mae and Freddie Mac to purchase loans that
meet their conforming loan requirements and on other capital
markets investors to purchase loans that do not meet those
requirements—referred to as “nonconforming” loans. Since 
2007, investor demand for nonconforming loans has fallen
sharply, increasing credit spreads and reducing the liquidity for
those loans. In response to the reduced liquidity in the capital
markets, we may retain more nonconforming loans. When we
retain a loan not only do we keep the credit risk of the loan but
we also do not receive any sale proceeds that could be used to
generate new loans. Continued lack of liquidity could limit our
ability to fund—and thus originate—new mortgage loans, reducing
the fees we earn from originating and servicing loans. In addition,
we cannot assure that Fannie Mae and Freddie Mac will not
materially limit their purchases of conforming loans due to 
capital constraints or change their criteria for conforming loans
(e.g., maximum loan amount or borrower eligibility).

Changes in interest rates could reduce our net interest income
and earnings. Our net interest income is the interest we earn on
loans, debt securities and other assets we hold less the interest
we pay on our deposits, long-term and short-term debt, and other
liabilities. Net interest income is a measure of both our net interest
margin— the difference between the yield we earn on our assets
and the interest rate we pay for deposits and our other sources 
of funding—and the amount of earning assets we hold. Changes
in either our net interest margin or the amount of earning assets
we hold could affect our net interest income and our earnings.
Changes in interest rates can affect our net interest margin.
Although the yield we earn on our assets and our funding costs
tend to move in the same direction in response to changes in
interest rates, one can rise or fall faster than the other, causing
our net interest margin to expand or contract. Our liabilities 
tend to be shorter in duration than our assets, so they may adjust
faster in response to changes in interest rates. When interest
rates rise, our funding costs may rise faster than the yield we 
earn on our assets, causing our net interest margin to contract
until the yield catches up. 

The amount and type of earning assets we hold can affect 
our yield and net interest margin. We hold earning assets in the
form of loans and investment securities, among other assets. 
If current economic conditions persist, we may continue to see
lower demand for loans by credit worthy customers, reducing our
yield. In addition, we may invest in lower yielding investment
securities for a variety of reasons, including in anticipation that
interest rates are likely to increase. 

Changes in the slope of the “yield curve”—or the spread
between short-term and long-term interest rates— could also
reduce our net interest margin. Normally, the yield curve is
upward sloping, meaning short-term rates are lower than long-

term rates. Because our liabilities tend to be shorter in duration
than our assets, when the yield curve flattens or even inverts, our
net interest margin could decrease as our cost of funds increases
relative to the yield we can earn on our assets. 

The interest we earn on our loans may be tied to U.S.-denomi-
nated interest rates such as the federal funds rate while the interest 
we pay on our debt may be based on international rates such as
LIBOR. If the federal funds rate were to fall without a corresponding
decrease in LIBOR, we might earn less on our loans without any
offsetting decrease in our funding costs. This could lower our net
interest margin and our net interest income.

We assess our interest rate risk by estimating the effect on our
earnings under various scenarios that differ based on assumptions
about the direction, magnitude and speed of interest rate changes
and the slope of the yield curve. We hedge some of that interest
rate risk with interest rate derivatives. We also rely on the “natural
hedge” that our mortgage loan originations and servicing rights
can provide. 

We do not hedge all of our interest rate risk. There is always the

risk that changes in interest rates could reduce our net interest
income and our earnings in material amounts, especially if actual
conditions turn out to be materially different than what we assumed.
For example, if interest rates rise or fall faster than we assumed
or the slope of the yield curve changes, we may incur significant
losses on debt securities we hold as investments. To reduce our
interest rate risk, we may rebalance our investment and loan 
portfolios, refinance our debt and take other strategic actions. 
We may incur losses when we take such actions. 

For more information, refer to the “Risk Management – Asset/
Liability Management – Interest Rate Risk” section in this Report.

Changes in interest rates could also reduce the value of our
mortgage servicing rights and mortgages held for sale, reducing
our earnings. We have a sizeable portfolio of mortgage servicing
rights. A mortgage servicing right (MSR) is the right to service a
mortgage loan—collect principal, interest and escrow amounts—
for a fee. We acquire MSRs when we keep the servicing rights
after we sell or securitize the loans we have originated or when
we purchase the servicing rights to mortgage loans originated 
by other lenders. We initially measure and carry our residential
MSRs using the fair value measurement method. Fair value is the
present value of estimated future net servicing income, calculated
based on a number of variables, including assumptions about the
likelihood of prepayment by borrowers. 

Changes in interest rates can affect prepayment assumptions
and thus fair value. When interest rates fall, borrowers are usually
more likely to prepay their mortgage loans by refinancing them
at a lower rate. As the likelihood of prepayment increases, the fair
value of our MSRs can decrease. Each quarter we evaluate the fair
value of our MSRs, and any decrease in fair value reduces earnings
in the period in which the decrease occurs. 

We measure at fair value new prime MHFS for which an active

secondary market and readily available market prices exist. We
also measure at fair value certain other interests we hold related
to residential loan sales and securitizations. Similar to other
interest-bearing securities, the value of these MHFS and other
interests may be negatively affected by changes in interest rates.
For example, if market interest rates increase relative to the yield
on these MHFS and other interests, their fair value may fall. We
may not hedge this risk, and even if we do hedge the risk with
derivatives and other instruments we may still incur significant
losses from changes in the value of these MHFS and other interests
or from changes in the value of the hedging instruments.

83

For more information, refer to the “Risk Management – Asset/
Liability Management – Mortgage Banking Interest Rate and Market
Risk” and “Critical Accounting Policies” sections in this Report. 

Our mortgage banking revenue can be volatile from quarter to
quarter. We earn revenue from fees we receive for originating
mortgage loans and for servicing mortgage loans. When rates
rise, the demand for mortgage loans usually tends to fall, reducing
the revenue we receive from loan originations. Under the same
conditions, revenue from our MSRs can increase through increases
in fair value. When rates fall, mortgage originations usually tend
to increase and the value of our MSRs usually tends to decline,
also with some offsetting revenue effect. Even though they can
act as a “natural hedge,” the hedge is not perfect, either in
amount or timing. For example, the negative effect on revenue
from a decrease in the fair value of residential MSRs is generally
immediate, but any offsetting revenue benefit from more origina-
tions and the MSRs relating to the new loans would generally
accrue over time. It is also possible that, because of the recession
and deteriorating housing market, even if interest rates were 
to fall, mortgage originations may also fall or any increase in
mortgage originations may not be enough to offset the decrease
in the MSRs value caused by the lower rates.

We typically use derivatives and other instruments to hedge

our mortgage banking interest rate risk. We generally do not
hedge all of our risk, and we may not be successful in hedging
any of the risk. Hedging is a complex process, requiring sophisti-
cated models and constant monitoring, and is not a perfect 
science. We may use hedging instruments tied to U.S. Treasury
rates, LIBOR or Eurodollars that may not perfectly correlate with
the value or income being hedged. We could incur significant
losses from our hedging activities. There may be periods where
we elect not to use derivatives and other instruments to hedge
mortgage banking interest rate risk. 

For more information, refer to the “Risk Management – Asset/

Liability Management – Mortgage Banking Interest Rate and
Market Risk” section in this Report. 

We could recognize OTTI on securities held in our available-for-
sale portfolio if economic and market conditions do not improve.
Our securities available-for-sale portfolio had gross unrealized
losses of $5.1 billion at December 31, 2009. We analyze securities
held in our available-for-sale portfolio for OTTI on a quarterly
basis. The process for determining whether impairment is other
than temporary usually requires difficult, subjective judgments
about the future financial performance of the issuer and any 
collateral underlying the security in order to assess the probability
of receiving all contractual principal and interest payments on the
security. Because of changing economic and market conditions
affecting issuers and the performance of the underlying collateral,
we may be required to recognize OTTI in future periods, thus
reducing earnings.  

For more information, refer to the “Balance Sheet Analysis –
Securities Available for Sale” and “Current Accounting Developments”
sections and Note 5 (Securities Available for Sale) to Financial
Statements in this Report.

We rely on our systems and certain counterparties, and certain
failures could materially adversely affect our operations. Our
businesses are dependent on our ability to process, record and
monitor a large number of complex transactions. If any of our
financial, accounting, or other data processing systems fail or
have other significant shortcomings, we could be materially
adversely affected. Third parties with which we do business 

84

could also be sources of operational risk to us, including relating
to breakdowns or failures of such parties’ own systems. Any of
these occurrences could diminish our ability to operate one or
more of our businesses, or result in potential liability to clients,
reputational damage and regulatory intervention, any of which
could materially adversely affect us. 

If personal, confidential or proprietary information of 
customers or clients in our possession were to be mishandled 
or misused, we could suffer significant regulatory consequences,
reputational damage and financial loss. Such mishandling or 
misuse could include, for example, if such information were 
erroneously provided to parties who are not permitted to have 
the information, either by fault of our systems, employees, or
counterparties, or where such information is intercepted or 
otherwise inappropriately taken by third parties. 

We may be subject to disruptions of our operating systems

arising from events that are wholly or partially beyond our 
control, which may include, for example, computer viruses or
electrical or telecommunications outages, natural disasters, 
disease pandemics or other damage to property or physical
assets, or events arising from local or larger scale politics, 
including terrorist acts. Such disruptions may give rise to 
losses in service to customers and loss or liability to us.

Our framework for managing risks may not be effective in 
mitigating risk and loss to us. Our risk management framework
seeks to mitigate risk and loss to us. We have established processes
and procedures intended to identify, measure, monitor, report 
and analyze the types of risk to which we are subject, including
liquidity risk, credit risk, market risk, interest rate risk, operational
risk, legal and compliance risk, and reputational risk, among others.
However, as with any risk management framework, there are
inherent limitations to our risk management strategies as there
may exist, or develop in the future, risks that we have not 
appropriately anticipated or identified. If our risk management
framework proves ineffective, we could suffer unexpected losses
and could be materially adversely affected.

Financial difﬁculties or credit downgrades of mortgage and bond
insurers may negatively affect our servicing and investment
portfolios. Our servicing portfolio includes certain mortgage
loans that carry some level of insurance from one or more mort-
gage insurance companies. To the extent that any of these com-
panies experience financial difficulties or credit downgrades, we
may be required, as servicer of the insured loan on behalf of the
investor, to obtain replacement coverage with another provider,
possibly at a higher cost than the coverage we would replace. 
We may be responsible for some or all of the incremental cost of
the new coverage for certain loans depending on the terms of our
servicing agreement with the investor and other circumstances.
Similarly, some of the mortgage loans we hold for investment or
for sale carry mortgage insurance. If a mortgage insurer is unable
to meet its credit obligations with respect to an insured loan, we
might incur higher credit losses if replacement coverage is not
obtained. We also have investments in municipal bonds that are
guaranteed against loss by bond insurers. The value of these
bonds and the payment of principal and interest on them may be
negatively affected by financial difficulties or credit downgrades
experienced by the bond insurers.

For more information, refer to the “Earnings Performance –

Balance Sheet Analysis – Securities Available for Sale” and 
“Risk Management – Credit Risk Management Process” 
sections in this Report.

Our ability to grow revenue and earnings will suffer if we are
unable to sell more products to customers.  Selling more products
to our customers—“cross-selling”—is very important to our business
model and key to our ability to grow revenue and earnings. Many
of our competitors also focus on cross-selling, especially in retail
banking and mortgage lending. This can limit our ability to sell
more products to our customers or influence us to sell our products
at lower prices, reducing our net interest income and revenue
from our fee-based products. It could also affect our ability to
keep existing customers. New technologies could require us to
spend more to modify or adapt our products to attract and retain
customers. Increasing our cross-sell ratio—or the average number
of products sold to existing customers — may become more 
challenging and we might not attain our goal of selling an 
average of eight products to each customer. 

The economic recession could reduce demand for our products
and services and lead to lower revenue and lower earnings. We
earn revenue from the interest and fees we charge on the loans
and other products and services we sell. If the economy worsens
and consumer and business spending decreases and unemployment
rises, the demand for those products and services may fall,
reducing our interest and fee income and our earnings. These
same conditions may also hurt the ability of our borrowers to
repay their loans, causing us to incur higher credit losses. 

Changes in stock market prices could reduce fee income from
our brokerage and asset management businesses. We earn fee
income from managing assets for others and providing brokerage
services. Because investment management fees are often based
on the value of assets under management, a fall in the market
prices of those assets could reduce our fee income. Changes in
stock market prices could affect the trading activity of investors,
reducing commissions and other fees we earn from our brokerage
business. As a result of the Wachovia merger, a greater percentage
of our revenue depends on our brokerage services business.   

For more information, refer to the “Risk Management – Asset/
Liability Management – Market Risk – Equity Markets” section in
this Report.

We may elect to provide capital support to our mutual funds
relating to investments in structured credit products.  The money
market mutual funds we advise are allowed to hold investments
in structured investment vehicles (SIVs) in accordance with
approved investment parameters for the respective funds and,
therefore, we may have indirect exposure to CDOs. Although we
generally are not responsible for investment losses incurred by
our mutual funds, we may from time to time elect to provide 
support to a fund even though we are not contractually obligated
to do so. For example, in February 2008, to maintain an investment
rating of AAA for certain money market mutual funds, we elected
to enter into a capital support agreement for up to $130 million
related to one SIV held by those funds. If we provide capital 
support to a mutual fund we advise, and the fund’s investment
losses require the capital to be utilized, we may incur losses, 
thus reducing earnings.

For more information, refer to Note 8 (Securitizations and
Variable Interest Entities) to Financial Statements in this Report.

Our bank customers could take their money out of the bank and
put it in alternative investments, causing us to lose a lower cost
source of funding. Checking and savings account balances and
other forms of customer deposits may decrease when customers
perceive alternative investments, such as the stock market, as
providing a better risk/return tradeoff. When customers move
money out of bank deposits and into other investments, we may
lose a relatively low cost source of funds, increasing our funding
costs and reducing our net interest income.

Our venture capital business can also be volatile from quarter to
quarter.  Certain of our venture capital businesses are carried under
the cost or equity method, and others (e.g., principal investments)
are carried at fair value with unrealized gains and losses reflected
in earnings. Our venture capital investments tend to be in technology
and other volatile industries so the value of our public and private
equity portfolios may fluctuate widely. Earnings from our venture
capital investments may be volatile and hard to predict and may
have a significant effect on our earnings from period to period.
When, and if, we recognize gains may depend on a number of 
factors, including general economic conditions, the prospects 
of the companies in which we invest, when these companies go
public, the size of our position relative to the public float, and
whether we are subject to any resale restrictions. 

Our venture capital investments could result in significant
losses, either OTTI losses for those investments carried under 
the cost or equity method or mark-to-market losses for principal
investments. Our assessment for OTTI is based on a number 
of factors, including the then current market value of each 
investment compared with its carrying value. If we determine
there is OTTI for an investment, we write-down the carrying
value of the investment, resulting in a charge to earnings. The
amount of this charge could be significant. Further, our principal
investing portfolio could incur significant mark-to-market losses
especially if these investments have been written up because of
higher market prices. 

For more information, refer to the “Risk Management – Asset/
Liability Management – Market Risk – Equity Markets” section in
this Report. 

We rely on dividends from our subsidiaries for revenue, and federal
and state law can limit those dividends. Wells Fargo & Company,
the parent holding company, is a separate and distinct legal entity
from its subsidiaries. It receives a significant portion of its revenue
from dividends from its subsidiaries. We generally use these 
dividends, among other things, to pay dividends on our common
and preferred stock and interest and principal on our debt. Federal
and state laws limit the amount of dividends that our bank and
some of our nonbank subsidiaries may pay to us. Also, our right
to participate in a distribution of assets upon a subsidiary’s
liquidation or reorganization is subject to the prior claims of 
the subsidiary’s creditors. 

For more information, refer to the “Regulation and

Supervision – Dividend Restrictions” and “–Holding Company
Structure” sections in our 2009 Form 10-K and to Notes 3 (Cash,
Loan and Dividend Restrictions) and 25 (Regulatory and Agency
Capital Requirements) to Financial Statements in this Report. 

85

Changes in accounting policies or accounting standards, and
changes in how accounting standards are interpreted or applied,
could materially affect how we report our ﬁnancial results and
condition.  Our accounting policies are fundamental to determining
and understanding our financial results and condition. Some of
these policies require use of estimates and assumptions that may
affect the value of our assets or liabilities and financial results.
Several of our accounting 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. For a description of
these policies, refer to the “Critical Accounting Policies” section
in this Report. 

From time to time the FASB and the SEC change the financial
accounting and reporting standards that govern the preparation
of our external financial statements. In addition, accounting 
standard setters and those who interpret the accounting 
standards (such as the FASB, SEC, banking regulators and our
outside auditors) may change or even reverse their previous
interpretations or positions on how these standards should be
applied. Changes in financial accounting and reporting standards
and changes in current interpretations may be beyond our control,
can be hard to predict and could materially affect how we report
our financial results and condition. We may be required to apply
a new or revised standard retroactively or apply an existing 
standard differently, also retroactively, in each case resulting 
in our potentially restating prior period financial statements in
material amounts.

Our ﬁnancial statements are based in part on assumptions and
estimates which, if wrong, could cause unexpected losses in the
future. Pursuant to U.S. GAAP, we are required to use certain
assumptions and estimates in preparing our financial statements,
including in determining credit loss reserves, reserves related to
litigation and the fair value of certain assets and liabilities, among
other items. If assumptions or estimates underlying our financial
statements are incorrect, we may experience material losses. 

Certain of our financial instruments, including trading assets
and liabilities, available-for-sale securities, certain loans, MSRs,
private equity investments, structured notes and certain repurchase
and resale agreements, among other items, require a determination
of their fair value in order to prepare our financial statements.
Where quoted market prices are not available, we may make fair
value determinations based on internally developed models or
other means which ultimately rely to some degree on management
judgment. Some of these and other assets and liabilities may have
no direct observable price levels, making their valuation particularly
subjective, being based on significant estimation and judgment.
In addition, sudden illiquidity in markets or declines in prices of
certain loans and securities may make it more difficult to value
certain balance sheet items, which may lead to the possibility that
such valuations will be subject to further change or adjustment
and could lead to declines in our earnings.

Acquisitions could reduce our stock price upon announcement and
reduce our earnings if we overpay or have difﬁculty integrating
them. We regularly explore opportunities to acquire companies
in the financial services industry. We cannot predict the frequency,
size or timing of our acquisitions, and we typically do not comment
publicly on a possible acquisition until we have signed a definitive
agreement. When we do announce an acquisition, our stock price
may fall depending on the size of the acquisition, the purchase
price and the potential dilution to existing stockholders. It is 
also possible that an acquisition could dilute earnings per share.

We generally must receive federal regulatory approvals before

we can acquire a bank or bank holding company. In deciding
whether to approve a proposed acquisition, federal bank regulators
will consider, among other factors, the effect of the acquisition on
competition, financial condition, and future prospects including
current and projected capital ratios and levels, the competence,
experience, and integrity of management and record of compliance
with laws and regulations, the convenience and needs of the 
communities to be served, including our record of compliance
under the Community Reinvestment Act, and our effectiveness in
combating money laundering. Also, we cannot be certain when or
if, or on what terms and conditions, any required regulatory
approvals will be granted. We might be required to sell banks,
branches and/or business units as a condition to receiving 
regulatory approval. 

Difficulty in integrating an acquired company may cause us
not to realize expected revenue increases, cost savings, increases
in geographic or product presence, and other projected benefits
from the acquisition. The integration could result in higher than
expected deposit attrition (run-off), loss of key employees, dis-
ruption of our business or the business of the acquired company,
or otherwise harm our ability to retain customers and employees
or achieve the anticipated benefits of the acquisition. Time and
resources spent on integration may also impair our ability to
grow our existing businesses. Also, the negative effect of any
divestitures required by regulatory authorities in acquisitions or
business combinations may be greater than expected. 

Federal and state regulations can restrict our business, and 
non-compliance could result in penalties, litigation and damage
to our reputation.  Our parent company, our subsidiary banks
and many of our nonbank subsidiaries are heavily regulated at
the federal and/or state levels. This regulation is to protect
depositors, federal deposit insurance funds, consumers and the
banking system as a whole, not necessarily our stockholders.
Federal and state regulations can significantly restrict our 
businesses, and we could be fined or otherwise penalized if 
we are found to be out of compliance. 

The Sarbanes-Oxley Act of 2002 (Sarbanes-Oxley) limits the
types of non-audit services our outside auditors may provide to us
in order to preserve their independence from us. If our auditors
were found not to be “independent” of us under SEC rules, we
could be required to engage new auditors and file new financial
statements and audit reports with the SEC. We could be out of
compliance with SEC rules until new financial statements and
audit reports were filed, limiting our ability to raise capital and
resulting in other adverse consequences. 

86

Sarbanes-Oxley also requires our management to evaluate the

Company’s disclosure controls and procedures and its internal
control over financial reporting and requires our auditors to 
issue a report on our internal control over financial reporting. 
We are required to disclose, in our annual report on Form 10-K,
the existence of any “material weaknesses” in our internal control.
We cannot assure that we will not find one or more material
weaknesses as of the end of any given year, nor can we predict
the effect on our stock price of disclosure of a material weakness. 
A number of states have recently challenged the position of
the OCC as the sole regulator of national banks and their sub-
sidiaries. In addition, legislation has been proposed in Congress
to permit additional state regulation of national banks and their
subsidiaries. If these challenges are successful or if Congress acts
to give greater effect to state regulation, the impact on us could
be significant, not only because of the potential additional
restrictions on our businesses but also from having to comply
with potentially 50 different sets of regulations.

From time to time Congress considers legislation that could

significantly change our regulatory environment, potentially
increasing our cost of doing business, limiting the activities we may
pursue or affecting the competitive balance among banks, savings
associations, credit unions, and other financial institutions. 

For more information, refer to the “Regulation and

Supervision” section in our 2009 Form 10-K and to “Report of
Independent Registered Public Accounting Firm” in this Report. 

We may incur ﬁnes, penalties and other negative consequences
from regulatory violations, possibly even inadvertent or 
unintentional violations. We maintain systems and procedures
designed to ensure that we comply with applicable laws and 
regulations. However, some legal/regulatory frameworks provide
for the imposition of fines or penalties for noncompliance even
though the noncompliance was inadvertent or unintentional and
even though there was in place at the time systems and procedures
designed to ensure compliance. For example, we are subject to
regulations issued by the Office of Foreign Assets Control (OFAC)
that prohibit financial institutions from participating in the transfer
of property belonging to the governments of certain foreign
countries and designated nationals of those countries. OFAC 
may impose penalties for inadvertent or unintentional violations
even if reasonable processes are in place to prevent the violations.
There may be other negative consequences resulting from a finding
of noncompliance, including restrictions on certain activities.
Such a finding may also damage our reputation (see below) and
could restrict the ability of institutional investment managers to
invest in our securities.

Negative publicity could damage our reputation. Reputation
risk, or the risk to our earnings and capital from negative public
opinion, is inherent in our business. Negative public opinion
could adversely affect our ability to keep and attract customers
and expose us to adverse legal and regulatory consequences.
Negative public opinion could result from our actual or alleged
conduct in any number of activities, including lending practices,
corporate governance, regulatory compliance, mergers and 
acquisitions, and disclosure, sharing or inadequate protection 
of customer information, and from actions taken by government
regulators and community organizations in response to that 
conduct. Because we conduct most of our businesses under the
“Wells Fargo” brand, negative public opinion about one business
could affect our other businesses.

Federal Reserve Board policies can signiﬁcantly affect business
and economic conditions and our ﬁnancial results and condition.
The Federal Reserve Board (FRB) regulates the supply of money
and credit in the United States. Its policies determine in large
part our cost of funds for lending and investing and the return 
we earn on those loans and investments, both of which affect our
net interest margin. They also can materially affect the value of
financial instruments we hold, such as debt securities and MSRs.
Its policies also can affect our borrowers, potentially increasing
the risk that they may fail to repay their loans. Changes in FRB
policies are beyond our control and can be hard to predict. 

Risks Relating to Legal Proceedings Wells Fargo and some of 
its subsidiaries are involved in judicial, regulatory and arbitration
proceedings concerning matters arising from our business activities.
Although we believe we have a meritorious defense in all material
significant litigation pending against us, there can be no assurance
as to the ultimate outcome. We establish reserves for legal claims
when payments associated with the claims become probable and
the costs can be reasonably estimated. We may still incur legal
costs for a matter even if we have not established a reserve. 
In addition, the actual cost of resolving a legal claim may be 
substantially higher than any amounts reserved for that matter.
The ultimate resolution of a pending legal proceeding, depending
on the remedy sought and granted, could materially adversely
affect our results of operations and financial condition.

For more information, refer to Note 14 (Guarantees and Legal

Actions) to Financial Statements in this Report.   

Risks Affecting Our Stock Price Our stock price can fluctuate
widely in response to a variety of factors, in addition to those
described above, including:
(cid:129)
(cid:129)
(cid:129) new technology used, or services offered, by our competitors;
operating and stock price performance of other companies
(cid:129)
that investors deem comparable to us;

general business and economic conditions;
recommendations by securities analysts;

(cid:129) news reports relating to trends, concerns and other issues in

the financial services industry; 
changes in government regulations; 

(cid:129)
(cid:129) natural disasters; and 
(cid:129)

geopolitical conditions such as acts or threats of terrorism or
military conflicts.

87

Controls and Procedures

Disclosure Controls and Procedures

As required by SEC rules, the Company’s management evaluated the effectiveness, as of December 31, 2009, 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 December 31, 2009.

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:
(cid:129) pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions 

and dispositions of assets of the Company;

(cid:129) 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

(cid:129) 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 any quarter in 2009 that has materially affected, or is reasonably likely to
materially affect, the Company’s internal control over financial reporting. Management’s report on internal control 
over financial reporting is set forth below, and should be read with these limitations in mind.

Management’s Report on Internal Control over Financial Reporting
The Company’s management is responsible for establishing and maintaining adequate internal control over financial
reporting for the Company. Management assessed the effectiveness of the Company’s internal control over financial
reporting as of December 31, 2009, using the criteria set forth by the Committee of Sponsoring Organizations of the
Treadway Commission (COSO) in Internal Control – Integrated Framework. Based on this assessment, management
concluded that as of December 31, 2009, the Company’s internal control over financial reporting was effective.

KPMG LLP, the independent registered public accounting firm that audited the Company’s financial statements

included in this Annual Report, issued an audit report on the Company’s internal control over financial reporting.
KPMG’s audit report appears on the following page.

88

Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders
Wells Fargo & Company:

We have audited Wells Fargo & Company and Subsidiaries’ (the Company) internal control over financial reporting 
as of December 31, 2009, based on criteria established in Internal Control – Integrated Framework issued by the
Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s management is 
responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness
of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control
over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial
reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether effective internal control over financial reporting was maintained in all material respects. Our audit included
obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness
exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk.
Our audit also included performing such other procedures as we considered necessary in the circumstances. 
We believe that our audit provides a reasonable basis for our opinion.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding
the reliability of financial reporting and the preparation of financial statements for external purposes in accordance
with generally accepted accounting principles. A company’s internal control over financial reporting includes those
policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly
reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions
are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the company are being made only in accordance with authorizations
of management and directors of the company; and (3) 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.
Also, 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.

In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as
of December 31, 2009, based on criteria established in Internal Control – Integrated Framework issued by COSO.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), the consolidated balance sheet of the Company as of December 31, 2009 and 2008, and the related 
consolidated statements of income, changes in equity and comprehensive income, and cash flows for each of the years
in the three-year period ended December 31, 2009, and our report dated February 26, 2010, expressed an unqualified
opinion on those consolidated financial statements.

San Francisco, California
February 26, 2010

89

Financial Statements
Wells Fargo & Company and Subsidiaries
Consolidated Statement of Income

(in millions, except per share amounts)

Interest income
Trading assets
Securities available for sale
Mortgages held for sale
Loans held for sale
Loans
Other interest income

Total interest income

Interest expense
Deposits
Short-term borrowings
Long-term debt
Other interest expense

Total interest expense

Net interest income
Provision for credit losses

Net interest income after provision for credit losses

Noninterest income
Service charges on deposit accounts
Trust and investment fees
Card fees
Other fees
Mortgage banking
Insurance
Net gains from trading activities
Net gains (losses) on debt securities available for sale 

(includes impairment losses of $1,012, consisting of $2,352 of total 
other-than-temporary impairment losses, net of $1,340 recognized 
in other comprehensive income, for the year ended December 31, 2009) 

Net gains (losses) from equity investments 

(includes impairment losses of $655 for the year ended December 31, 2009)

Operating leases
Other

Total noninterest income

Noninterest expense
Salaries
Commission and incentive compensation
Employee beneﬁts
Equipment
Net occupancy
Core deposit and other intangibles
FDIC and other deposit assessments
Other

Total noninterest expense

Income before income tax expense
Income tax expense

Net income before noncontrolling interests
Less: Net income from noncontrolling interests

Wells Fargo net income 

Wells Fargo net income applicable to common stock

Per share information
Earnings per common share
Diluted earnings per common share
Dividends declared per common share
Average common shares outstanding
Diluted average common shares outstanding

The accompanying notes are an integral part of these statements.

90

Year ended December 31,

2009

2008

2007

$

918
11,319
1,930
183
41,589
335

56,274

3,774
222
5,782
172

9,950

46,324
21,668

24,656

5,741
9,735
3,683
3,804
12,028
2,126
2,674

177
5,287
1,573
48
27,632
181

34,898

4,521
1,478
3,756
—

9,755

25,143
15,979

9,164

3,190
2,924
2,336
2,097
2,525
1,830
275

(127)

1,037

173
3,451
2,150
70
29,040
293

35,177

8,152
1,245
4,806
—

14,203

20,974
4,939

16,035

3,050
3,149
2,136
2,292
3,133
1,530
544

209

864
703
936

185
685
1,828

42,362

13,757
8,021
4,689
2,506
3,127
2,577
1,849
12,494

49,020

17,998
5,331

12,667
392

$ 12,275

$ 7,990

$

1.76
1.75
0.49
4,545.2
4,562.7

(757)
427
850

16,734

18,546

8,260
2,676
2,004
1,357
1,619
186
120
6,376

22,598

3,300
602

2,698
43

2,655

2,369

0.70
0.70
1.30
3,378.1
3,391.3

7,762
3,284
2,322
1,294
1,545
158
34
6,347

22,746

11,835
3,570

8,265
208

8,057

8,057

2.41
2.38
1.18
3,348.5
3,382.8

Wells Fargo & Company and Subsidiaries
Consolidated Balance Sheet

(in millions, except shares)

Assets
Cash and due from banks
Federal funds sold, securities purchased under 

resale agreements and other short-term investments

Trading assets
Securities available for sale
Mortgages held for sale (includes $36,962 and $18,754 carried at fair value)
Loans held for sale (includes $149 and $398 carried at fair value)
Loans
Allowance for loan losses

Net loans

Mortgage servicing rights:

Measured at fair value (residential MSRs)
Amortized

Premises and equipment, net
Goodwill
Other assets

Total assets

Liabilities
Noninterest-bearing deposits
Interest-bearing deposits

Total deposits

Short-term borrowings
Accrued expenses and other liabilities
Long-term debt

Total liabilities

Equity
Wells Fargo stockholders’ equity:

Preferred stock
Common stock – $12/3 par value, authorized 6,000,000,000 shares; 

issued 5,245,971,422 shares and 4,363,921,429 shares

Additional paid-in capital
Retained earnings
Cumulative other comprehensive income (loss)
Treasury stock – 67,346,829 shares and 135,290,540 shares
Unearned ESOP shares

Total Wells Fargo stockholders’ equity

Noncontrolling interests

Total equity

Total liabilities and equity

The accompanying notes are an integral part of these statements.

December 31,

2009

2008

$

27,080

23,763

40,885
43,039
172,710
39,094
5,733
782,770
(24,516)

758,254

16,004
1,119
10,736
24,812
104,180

49,433
54,884
151,569
20,088
6,228
864,830
(21,013)

843,817

14,714
1,446
11,269
22,627
109,801

$1,243,646

1,309,639

$ 181,356
642,662

824,018
38,966
62,442
203,861

150,837
630,565

781,402
108,074
50,689
267,158

1,129,287

1,207,323

8,485

31,332

8,743
52,878
41,563
3,009
(2,450)
(442)

111,786
2,573

114,359

7,273
36,026
36,543
(6,869)
(4,666)
(555)

99,084
3,232

102,316

$1,243,646

1,309,639

91

Wells Fargo & Company and Subsidiaries
Consolidated Statement of Changes in Equity and Comprehensive Income

(in millions, except shares)
Balance December 31, 2006
Cumulative effect from change in accounting for leveraged leases
Balance January 1, 2007
Comprehensive income:

Net income
Other comprehensive income, net of tax:

Translation adjustments
Net unrealized losses on securities available for sale
Net unrealized gains on derivatives and hedging activities
Unamortized gains under deﬁned beneﬁt plans, net of amortization

Total comprehensive income
Noncontrolling interests
Common stock issued
Common stock issued for acquisitions
Common stock repurchased
Preferred stock issued to ESOP
Preferred stock released to ESOP
Preferred stock converted to common shares
Common stock dividends
Tax beneﬁt upon exercise of stock options
Stock option compensation expense
Net change in deferred compensation and related plans
Net change
Balance December 31, 2007
Cumulative effect from change in accounting for postretirement benefits
Adjustment for change of measurement date related to pension 

and other postretirement benefits

Balance January 1, 2008
Comprehensive income:

Net income
Other comprehensive income, net of tax:

Translation adjustments
Net unrealized losses on securities available for sale
Net unrealized gains on derivatives and hedging activities
Unamortized losses under deﬁned beneﬁt plans, net of amortization

Total comprehensive income
Noncontrolling interests
Common stock issued
Common stock issued for acquisitions
Common stock repurchased
Preferred stock issued
Preferred stock discount accretion
Preferred stock issued for acquisitions
Preferred stock issued to ESOP
Preferred stock released to ESOP
Preferred stock converted to common shares
Stock warrants issued
Common stock dividends
Preferred stock dividends and accretion
Tax beneﬁt upon exercise of stock options
Stock option compensation expense
Net change in deferred compensation and related plans
Other
Net change
Balance December 31, 2008

The accompanying notes are an integral part of these statements.
(continued on following pages)

92

Preferred stock
Amount
384
$

Shares
383,804

Shares
3,377,149,861

Common stock
Amount
$5,788

383,804

384

3,377,149,861

5,788

69,894,448
58,058,813
(220,327,473)

484,000

484

(418,000)

(418)

12,326,559

66,000
449,804

66
450

$

(80,047,653)
3,297,102,208

—
$5,788

449,804

450

3,297,102,208

5,788

538,877,525
429,084,786
(52,154,513)

781
704

25,000

9,566,921
520,500

22,674
67
8,071
521

(450,404)

(451)

15,720,883

9,662,017
10,111,821

30,882
$31,332

931,528,681
4,228,630,889

1,485
$7,273

Additional
paid-in
capital
7,739

7,739

Retained
earnings
35,215
(71)
35,144

8,057

Wells Fargo stockholders’ equity

Cumulative other
comprehensive
income
302

Treasury
stock
(3,203)

Unearned
ESOP
shares
(411)

302

(3,203)

(411)

Total Wells Fargo
stockholders’
equity
45,814
(71)
45,743

23
(164)
322
242

423
725

2,284
1,935
(7,418)

405

(38)
(2,832)
(6,035)

(518)
447

(71)
(482)

725

(6,035)

(482)

(58)
(6,610)
436
(1,362)

2,291
208
(1,623)

512

(19)

1,369
(4,666)

(551)
478

(73)
(555)

(276)

(3,955)

3,826
38,970
(20)

(8)
38,942

2,655

(456)

(4,312)
(286)

(132)
190

34
(29)
13

210
129
58
473
8,212

8,212

11,555
13,689

30
(27)
(61)
2,326

123
174
46
(41)
27,814
36,026

(2,399)
36,543

(7,594)
(6,869)

Noncontrolling
interests
254

254

208

208
(176)

32
286

286

43

43
2,903

2,946
3,232

Total
equity
46,068
(71)
45,997

8,265

23
(164)
322
242
8,688
(176)
1,876
2,125
(7,418)
—
418
—
(3,955)
210
129
20
1,917
47,914
(20)

(8)
47,886

2,698

(58)
(6,610)
436
(1,362)
(4,896)
2,903
14,171
14,601
(1,623)
22,674
67
8,071
—
451
—
2,326
(4,312)
(286)
123
174
27
(41)
54,430
102,316

93

8,057

23
(164)
322
242
8,480

1,876
2,125
(7,418)
—
418
—
(3,955)
210
129
20
1,885
47,628
(20)

(8)
47,600

2,655

(58)
(6,610)
436
(1,362)
(4,939)
—
14,171
14,601
(1,623)
22,674
67
8,071
—
451
—
2,326
(4,312)
(286)
123
174
27
(41)
51,484
99,084

(continued from previous pages)

Wells Fargo & Company and Subsidiaries
Consolidated Statement of Changes in Equity and Comprehensive Income

Shares
10,111,821

Preferred stock
Amount
$ 31,332

Shares
4,228,630,889

Common stock
Amount
$7,273

10,111,821

31,332

4,228,630,889

7,273

953,285,636
(8,274,015)

1,470

(25,000)

(25,000)

(105,881)

(106)

4,982,083

2,259

(130,881)
9,980,940

(22,847)
$ 8,485

949,993,704
5,178,624,593

1,470
$8,743

(in millions, except shares)
Balance December 31, 2008
Cumulative effect from change in accounting for 

other-than-temporary impairment on debt securities
Effect of change in accounting for noncontrolling interests
Balance January 1, 2009
Comprehensive income:

Net income
Other comprehensive income, net of tax:

Translation adjustments
Securities available for sale: 

Unrealized losses related to factors other than credit
All other net unrealized gains

Net unrealized losses on derivatives and hedging activities
Unamortized gains under deﬁned beneﬁt plans, net of amortization

Total comprehensive income
Noncontrolling interests:

Purchase of Prudential’s noncontrolling interest
All other

Common stock issued
Common stock repurchased
Preferred stock redeemed
Preferred stock released to ESOP
Preferred stock converted to common shares
Common stock dividends
Preferred stock dividends and accretion
Tax beneﬁt upon exercise of stock options
Stock option compensation expense
Net change in deferred compensation and related plans
Net change
Balance December 31, 2009

The accompanying notes are an integral part of these statements.

94

Additional
paid-in
capital
36,026

(3,716)
32,310

Retained
earnings
36,543

53

36,596

12,275

1,440
(79)
19,111

(7)
(54)

18
221
(82)
20,568
52,878

(898)

(2,125)
(4,285)

4,967
41,563

Cumulative other
comprehensive
income
(6,869)

Treasury
stock
(4,666)

(53)

Wells Fargo stockholders’ equity

Unearned
ESOP
shares
(555)

Total Wells Fargo
stockholders’
equity
99,084

Noncontrolling
interests
3,232

(6,922)

(4,666)

(555)

73

(843)
10,649
(221)
273

2,293
(220)

160

113

9,931
3,009

(17)
2,216
(2,450)

113
(442)

(3,716)
95,368

12,275

73

(843)
10,649
(221)
273
22,206

1,440
(79)
21,976
(220)
(25,000)
106
—
(2,125)
(2,026)
18
221
(99)
16,418
111,786

3,716
6,948

392

(7)

5

390

(4,500)
(265)

(4,375)
2,573

Total
equity
102,316

—
102,316

12,667

66

(843)
10,654
(221)
273
22,596

(3,060)
(344)
21,976
(220)
(25,000)
106
—
(2,125)
(2,026)
18
221
(99)
12,043
114,359

95

Wells Fargo & Company and Subsidiaries
Consolidated Statement of Cash Flows

(in millions)

Cash ﬂows from operating activities:
Net income before noncontrolling interests
Adjustments to reconcile net income to net cash provided by operating activities:

Provision for credit losses
Changes in fair value of MSRs (residential), MHFS and LHFS carried at fair value
Depreciation and amortization
Other net losses (gains)
Preferred shares released to ESOP
Stock option compensation expense
Excess tax beneﬁts related to stock option payments

Originations of MHFS
Proceeds from sales of and principal collected on mortgages originated for sale
Originations of LHFS
Proceeds from sales of and principal collected on LHFS
Purchases of LHFS
Net change in:

Trading assets
Deferred income taxes
Accrued interest receivable
Accrued interest payable
Other assets, net
Other accrued expenses and liabilities, net

Net cash provided (used) by operating activities

Cash ﬂows from investing activities:
Net change in:

Federal funds sold, securities purchased under resale agreements 

and other short-term investments

Securities available for sale:

Sales proceeds
Prepayments and maturities
Purchases

Loans:

Decrease (increase) in banking subsidiaries’ loan originations, net of collections
Proceeds from sales (including participations) of loans originated for investment 

by banking subsidiaries

Purchases (including participations) of loans by banking subsidiaries
Principal collected on nonbank entities’ loans
Loans originated by nonbank entities

Net cash acquired from (paid for) acquisitions
Proceeds from sales of foreclosed assets
Changes in MSRs from purchases and sales
Other, net

Net cash provided (used) by investing activities

Cash ﬂows from ﬁnancing activities:
Net change in:
Deposits
Short-term borrowings

Long-term debt:

Proceeds from issuance
Repayment
Preferred stock:

Proceeds from issuance
Redeemed
Cash dividends paid

Proceeds from issuance of stock warrant
Common stock:

Proceeds from issuance
Repurchased
Cash dividends paid

Excess tax beneﬁts related to stock option payments
Change in noncontrolling interests:

Purchase of Prudential’s noncontrolling interest
Other, net

Other, net

Net cash provided (used) by ﬁnancing activities

Net change in cash and due from banks
Cash and due from banks at beginning of year

Cash and due from banks at end of year

Supplemental cash ﬂow disclosures:

Cash paid for interest
Cash paid for income taxes

Year ended December 31,

2009

$ 12,667

21,668
(20)
2,841
(3,867)
106
221
(18)
(414,299)
399,261
(10,800)
20,276
(8,614)

13,983
9,453
(293)
(1,028)
(15,018)
2,094

28,613

2008

2,698

15,979
3,789
1,669
2,065
451
174
(121)
(213,498)
220,254
—
—
—

(3,045)
(1,642)
(2,676)
1,634
(21,578)
(10,941)

(4,788)

2007

8,265

4,939
2,611
1,532
(1,407)
418
129
(196)
(223,266)
216,270
—
—
—

(3,388)
(31)
(407)
(87)
(587)
4,491

9,286

8,548

51,049

3,331

53,038
38,811
(95,285)

60,806
24,317
(105,341)

47,990
8,505
(75,129)

52,240

(54,815)

(48,615)

6,162
(3,363)
14,428
(9,961)
(138)
3,759
(10)
3,556

71,785

42,473
(69,108)

8,396
(66,260)

—
(25,000)
(2,178)
—

21,976
(220)
(2,125)
18

(4,500)
(553)
—

(97,081)

3,317
23,763

$ 27,080

$ 10,978
3,042

1,988
(5,513)
21,846
(19,973)
11,203
1,746
92
(5,566)

(18,161)

7,697
(14,888)

35,701
(29,859)

22,674
—
—
2,326

14,171
(1,623)
(4,312)
121

—
(53)
—

31,955

9,006
14,757

23,763

8,121
2,554

3,369
(8,244)
21,476
(25,284)
(2,811)
1,405
791
(4,131)

(77,347)

27,058
39,827

29,360
(18,250)

—
—
—
—

1,876
(7,418)
(3,955)
196

—
(176)
(728)

67,790

(271)
15,028

14,757

14,290
3,719

The accompanying notes are an integral part of these statements. See Note 1 in this Report for noncash investing and financing activities.

96

Notes to Financial Statements

See the Glossary of Acronyms at the end of this Report for terms used throughout the Financial Statements and related Notes of this Form 10-K
and the Codiﬁcation Cross Reference at the end of this Report for cross references from accounting standards under the recently adopted
Financial Accounting Standards Board (FASB) Accounting Standards Codiﬁcation (Codiﬁcation) to pre-Codiﬁcation accounting standards.

Note 1:   Summary of Significant Accounting Policies

Wells Fargo & Company is a diversified financial services 
company. We provide banking, insurance, investments, mortgage
banking, investment banking, retail banking, brokerage, and
consumer finance through banking stores, the internet and
other distribution channels to consumers, businesses and
institutions in all 50 states, the District of Columbia, and 
in other countries. When we refer to “Wells Fargo,” “the
Company,” “we,” “our” or “us” in this Form 10-K, 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 retail brokerage subsidiary and 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. To prepare the
financial statements in conformity with GAAP, management
must make estimates based on assumptions about future 
economic and market conditions (for example, unemploy-
ment, market liquidity, real estate prices, etc.) that affect the
reported amounts of assets and liabilities at the date of the
financial statements and 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 in
2010 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 the evaluation
of other-than-temporary impairment (OTTI) on investment
securities (Note 5), allowance for credit losses and purchased
credit-impaired (PCI) loans (Note 6), valuing residential
mortgage servicing rights (MSRs) (Notes 8 and 9) and 
financial instruments (Note 16), pension accounting (Note 19)

and income taxes (Note 20). Actual results could differ from
those estimates. Among other effects, such changes could
result in future impairments of investment securities, increases
to the allowance for loan losses, as well as increased future
pension expense.

On December 31, 2008, Wells Fargo acquired Wachovia
Corporation (Wachovia). Because the acquisition was com-
pleted at the end of 2008, Wachovia’s results of operations 
are included in the income statement and average balances
beginning in 2009. Wachovia’s assets and liabilities are
included in the consolidated balance sheet beginning on
December 31, 2008. The accounting policies of Wachovia have
been conformed to those of Wells Fargo as described herein.

On January 1, 2009, the Company adopted new accounting
guidance on noncontrolling interests on a retrospective basis
for disclosure as required in FASB Accounting Standards
Codification (ASC) 810, Consolidation. Accordingly, prior
period information reflects the adoption. The guidance
requires that noncontrolling interests be reported as a 
component of total equity. In addition, the consolidated
income statement must disclose amounts attributable to 
both Wells Fargo interests and the noncontrolling interests.

Effective July 1, 2009, the FASB established the Codification

as the source of authoritative GAAP for companies to use 
in the preparation of financial statements. Securities and
Exchange Commission (SEC) rules and interpretive releases
are also authoritative GAAP for SEC registrants. The guidance
contained in the Codification supersedes all existing non-SEC
accounting and reporting standards. We adopted the Codification,
as required, in third quarter 2009. As a result, references to
accounting literature contained in our financial statement dis-
closures have been updated to reflect the new ASC structure.
References to superseded authoritative literature are shown
parenthetically below, and cross-references to pre-Codification
accounting standards are included at the end of this Report.

97

Note 1: Summary of Significant Accounting Policies (continued)

Accounting Standards Adopted in 2009
In first quarter 2009, we adopted new guidance related to the
following Codification topics:
(cid:129) FASB ASC 815-10, Derivatives and Hedging (FAS 161,
Disclosures about Derivative Instruments and Hedging
Activities – an amendment of FASB Statement No. 133); 
(cid:129) FASB ASC 810-10, Consolidation (FAS 160, Noncontrolling

Interests in Consolidated Financial Statements – an 
amendment of ARB No. 51);

(cid:129) FASB ASC 805-10, Business Combinations (FAS 141R

(revised 2007), Business Combinations);

(cid:129) FASB ASC 820-10, Fair Value Measurements and
Disclosures (FASB Staff Position (FSP) FAS 157-4,
Determining Fair Value When the Volume and Level 
of Activity for the Asset or Liability Have Signiﬁcantly
Decreased and Identifying Transactions That Are 
Not Orderly);

(cid:129) FASB ASC 320-10, Investments – Debt and Equity 

Securities (FSP FAS 115-2 and FAS 124-2, Recognition and
Presentation of Other-Than-Temporary Impairments); and

(cid:129) FASB ASC 260-10, Earnings Per Share (FSP Emerging
Issues Task Force (EITF) 03-6-1, Determining Whether
Instruments Granted in Share-Based Payment Transactions
Are Participating Securities).

In second quarter 2009, we adopted new guidance related

to the following Codification topics:
(cid:129) FASB ASC 855-10, Subsequent Events (FAS 165, 

Subsequent Events); and

(cid:129) FASB ASC 825-10, Financial Instruments (FSP FAS 107-1

and APB Opinion 28-1, Interim Disclosures about Fair Value
of Financial Instruments).

In third quarter 2009, we adopted new guidance related to

the following Codification topic:
(cid:129) FASB ASC 105-10, Generally Accepted Accounting

Principles (FAS 168, The FASB Accounting Standards
Codiﬁcation and the Hierarchy of Generally Accepted
Accounting Principles – a replacement of FASB Statement
No. 162).

In fourth quarter 2009, we adopted the following new

accounting guidance:
(cid:129) Accounting Standards Update (ASU or Update) 2009-12,
Investments in Certain Entities That Calculate Net Asset
Value per Share (or Its Equivalent);

(cid:129) ASU 2009-5, Measuring Liabilities at Fair Value; and
(cid:129) FASB ASC 715-20, Compensation – Retirement Beneﬁts

(FSP FAS 132(R)-1, Employers’ Disclosures about
Postretirement Beneﬁt Plan Assets).

Information about these pronouncements is described in

more detail below.

FASB ASC 815-10 (FAS 161) changes the disclosure require-
ments for derivative instruments and hedging activities. It
requires enhanced disclosures about how and why an entity
uses derivatives, how derivatives and related hedged items
are accounted for, and how derivatives and hedged items
affect an entity’s financial position, performance and cash
flows. We adopted this pronouncement for first quarter 2009
reporting. See Note 15 in this Report for complete disclosures
on derivatives and hedging activities. This standard does not
affect our consolidated financial statements since it amends
only the disclosure requirements for derivative instruments
and hedged items.

FASB ASC 810-10 (FAS 160) requires that noncontrolling
interests (previously referred to as minority interests) be
reported as a component of equity in the balance sheet. Prior
to our adoption of this standard, noncontrolling interests
were classified outside of equity. This new guidance also
changes the way a noncontrolling interest is presented in the
income statement such that a parent’s consolidated income
statement includes amounts attributable to both the parent’s
interest and the noncontrolling interest. When a subsidiary 
is deconsolidated, a parent is required to recognize a gain 
or loss with any remaining interest initially recorded at fair
value. Other changes in ownership interest where the parent
continues to have a majority ownership interest in the sub-
sidiary are accounted for as equity transactions. This new
guidance was effective on January 1, 2009, with prospective
application to all noncontrolling interests including those
that arose prior to the adoption. Retrospective adoption was
required for disclosure of noncontrolling interests held as of
the adoption date.

During 2009, we held a controlling interest in a joint 
venture with Prudential Financial, Inc. (Prudential). On
January 1, 2009, we reclassified Prudential’s noncontrolling
interest to equity. Under the terms of the original agreement
under which the joint venture was established between
Wachovia and Prudential, each party had certain rights such
that changes in our ownership interest could occur. On
December 4, 2008, Prudential publicly announced its inten-
tion to exercise its option to put its noncontrolling interest to
us at the end of the lookback period, as defined (January 1,
2010). As a result of the issuance of new accounting guidance
for noncontrolling interests, related interpretive guidance,
and Prudential’s stated intention, on January 1, 2009, we
increased the carrying value of Prudential’s noncontrolling
interest in the joint venture to the estimated maximum
redemption amount, with the offset recorded to additional
paid-in capital. On December 31, 2009, we purchased
Prudential’s noncontrolling interest for $4.5 billion in cash.
We now own 100% of the retail securities brokerage business
in the joint venture.

98

FASB ASC 805-10 (FAS 141R) requires an acquirer in a 
business combination to recognize the assets acquired
(including loan receivables), the liabilities assumed, and any
noncontrolling interest in the acquiree at the acquisition date,
at their fair values as of that date, with limited exceptions. The
acquirer is not permitted to recognize a separate valuation
allowance as of the acquisition date for loans and other assets
acquired in a business combination. The revised statement
requires acquisition-related costs to be expensed separately
from the acquisition. It also requires restructuring costs that
the acquirer expected but was not obligated to incur, to be
expensed separately from the business combination. FASB
ASC 805-10 was applicable prospectively to business combi-
nations completed on or after January 1, 2009. 

FASB ASC 820-10 (FSP FAS 157-4) addresses measuring fair
value in situations where markets are inactive and transac-
tions are not orderly. The guidance acknowledges that in
these circumstances quoted prices may not be determinative
of fair value; however, even if there has been a significant
decrease in the volume and level of activity for an asset or 
liability and regardless of the valuation technique(s) used, the
objective of a fair value measurement has not changed. Prior
to issuance of this pronouncement, many companies, includ-
ing Wells Fargo, interpreted accounting guidance on fair
value measurements to emphasize that fair value must be
measured based on the most recently available quoted market
prices, even for markets that have experienced a significant
decline in the volume and level of activity relative to normal
conditions and therefore could have increased frequency 
of transactions that are not orderly. Under the provisions of
this pronouncement, price quotes for assets or liabilities in
inactive markets may require adjustment due to uncertainty
as to whether the underlying transactions are orderly. 

For inactive markets, there is little information, if any, to
evaluate if individual transactions are orderly. Accordingly,
we are required to estimate, based upon all available facts and
circumstances, the degree to which orderly transactions are
occurring. The Fair Value Measurements and Disclosures
topic in the Codification does not prescribe a specific method
for adjusting transaction or quoted prices; however, it does
provide guidance for determining how much weight to give
transaction or quoted prices. Price quotes based upon trans-
actions that are not orderly are not considered to be determi-
native of fair value and should be given little, if any, weight 
in measuring fair value. Price quotes based upon transactions
that are orderly shall be considered in determining fair value,
with the weight given based upon the facts and circum-
stances. If sufficient information is not available to determine
if price quotes are based upon orderly transactions, less
weight should be given to the price quote relative to other
transactions that are known to be orderly.

The new measurement provisions of FASB ASC 820-10
were effective for second quarter 2009; however, as permitted
under the pronouncement, we early adopted in first quarter
2009. Our adoption of this pronouncement resulted in an

increase in the valuation of securities available for sale in first
quarter 2009 of $4.5 billion ($2.8 billion after tax), which was
included in other comprehensive income (OCI), and trading
assets of $18 million, which was reflected in earnings. See
Note 5 in this Report for more information. 

FASB ASC 320-10 (FSP FAS 115-2 and FAS 124-2) states that
an OTTI write-down of debt securities, where fair value is
below amortized cost, is triggered in circumstances where 
(1) an entity has the intent to sell a security, (2) it is more likely
than not that the entity will be required to sell the security
before recovery of its amortized cost basis, or (3) the entity
does not expect to recover the entire amortized cost basis of
the security. If an entity intends to sell a security or if it is
more likely than not the entity will be required to sell the
security before recovery, an OTTI write-down is recognized in
earnings equal to the entire difference between the security’s
amortized cost basis and its fair value. For debt securities that
are considered to be other-than-temporarily impaired that an
entity does not intend to sell or it is more likely than not that
it will not be required to sell before recovery, the OTTI write-
down is separated into an amount representing the credit
loss, which is recognized in earnings, and the amount related
to all other factors, which is recognized in OCI. The new
accounting prescribed for recording OTTI on debt securities
was effective for second quarter 2009; however, as permitted
under the pronouncement, we early adopted on January 1, 2009,
and increased the beginning balance of retained earnings by
$85 million ($53 million after tax) with a corresponding
adjustment to cumulative OCI for OTTI recorded in earnings
in previous periods on securities in our portfolio at January 1,
2009, that would not have been required had this accounting
guidance been effective for those periods. Additionally, the
new accounting prescribed for recording OTTI on debt 
securities increased net income by $843 million (after tax)
and diluted earnings per share by $0.18 in 2009.

FASB ASC 260-10 (FSP EITF 03-6-1) requires that unvested
share-based payment awards that have nonforfeitable rights
to dividends or dividend equivalents be treated as participating
securities and, therefore, included in the computation of earn-
ings per share under the two-class method described in the
Earnings per Share topic of the Codification. This pronounce-
ment was effective on January 1, 2009, with retrospective
adoption required. Our adoption of this standard did not have
a material effect on our consolidated financial statements.

FASB ASC 855-10 (FAS 165) describes two types of subsequent
events that previously were addressed in the auditing litera-
ture, one that requires post-period end adjustment to the finan-
cial statements being issued, and one that requires footnote
disclosure only. The requirements for disclosing subsequent
events were effective in second quarter 2009 with prospective
application. Our adoption of this standard did not have a mate-
rial impact on our consolidated financial statements.

99

Note 1: Summary of Significant Accounting Policies (continued)

FASB ASC 715-20 (FSP FAS 132 (R)-1) requires new disclo-
sures that are applicable to the plan assets of our Cash
Balance Plan and other postretirement benefit plans. The
objectives of the new disclosures are to provide an under-
standing of how investment allocation decisions are made,
the major categories of plan assets, the inputs and valuation
techniques used to measure fair value, the effect of fair value
measurements using significant unobservable inputs on the
changes in plan assets and significant concentrations of risk
within plan assets. We adopted this pronouncement prospec-
tively for year-end 2009 reporting. The guidance does not
affect the results of our consolidated financial statements
since it only amends the disclosure requirements for postre-
tirement benefits.

Consolidation
Our consolidated financial statements include the accounts of
the Parent and our majority-owned subsidiaries and variable
interest entities (VIEs) (defined below) in which we are the
primary beneficiary. Significant intercompany accounts and
transactions are eliminated in consolidation. If we own at
least 20% of an entity, we generally account for the investment
using the equity method. If we own less than 20% of an entity,
we generally carry the investment at cost, except marketable
equity securities, which we carry at fair value with changes in
fair value included in OCI. Investments accounted for under
the equity or cost method are included in other assets.
We are a variable interest holder in certain special-

purpose entities (SPEs) in which equity investors do not have
the characteristics of a controlling financial interest or where 
the entity does not have enough equity at risk to finance its
activities without additional subordinated financial support
from other parties (referred to as VIEs). Our variable interest
arises from contractual, ownership or other monetary interests
in the entity, which change with fluctuations in the entity’s
NAV. We consolidate a VIE if we are the primary beneficiary,
defined as the entity that will absorb a majority of the entity’s
expected losses, receive a majority of the entity’s expected
residual returns, or both.

Trading Assets
Trading assets are primarily securities, including corporate
debt, U.S. government agency obligations and other securities
that we acquire for short-term appreciation or other trading
purposes, and the fair value of derivatives held for customer
accommodation purposes or proprietary trading. Interest-only
strips and other retained interests in securitizations that can
be contractually prepaid or otherwise settled in a way that the
holder would not recover substantially all of its recorded
investment are classified as trading assets. Trading assets are
carried at fair value, with realized and unrealized gains and
losses recorded in noninterest income. 

FASB ASC 825-10 (FSP FAS 107-1 and APB 28-1) states that
entities must disclose the fair value of financial instruments
in interim reporting periods as well as in annual financial
statements. Entities must also disclose the methods and
assumptions used to estimate fair value as well as any changes
in methods and assumptions that occurred during the reporting
period. We adopted this pronouncement in second quarter
2009. See Note 16 in this Report for additional information.
Because the new provisions in FASB ASC 825-10 amend only
the disclosure requirements related to the fair value of finan-
cial instruments, our adoption of this pronouncement did not
affect our consolidated financial statements.

ASU 2009-12 provides guidance for determining the fair
value of certain alternative investments, which include hedge
funds, private equity funds, and real estate funds. When 
alternative investments do not have readily determinable fair
values, companies are permitted to use unadjusted net asset
values or an equivalent measure to estimate fair value. This
provision is only allowable for investments in entities that 
calculate net asset value (NAV) per share or its equivalent in
accordance with accounting guidance for investment companies.
This Update also requires a company to consider its ability 
to redeem an investment at NAV when determining the
appropriate classification of the related fair value measurement
within the fair value hierarchy. ASU 2009-12 was effective for
us in fourth quarter 2009 with prospective application. Our
adoption of this new guidance did not have a material impact
on our consolidated financial statements. See Note 16 in this
Report for disclosures related to certain alternative investments.

ASU 2009-5 describes the valuation techniques companies
should use to measure the fair value of liabilities for which
there is limited observable market data. If a quoted price in
an active market is not available for an identical liability, an
entity should use one of the following approaches: (1) the
quoted price of the identical liability when traded as an asset,
(2) quoted prices for similar liabilities or similar liabilities
when traded as an asset, or (3) another valuation technique
that is consistent with the principles of FASB ASC 820, Fair
Value Measurements and Disclosures. When measuring the
fair value of liabilities, this Update reiterates that companies
should apply valuation techniques that maximize the use of
relevant observable inputs, which is consistent with existing
accounting provisions for fair value measurement. In addi-
tion, this Update clarifies when an entity should adjust quoted
prices of identical or similar assets that are used to estimate
the fair value of liabilities. For example, an entity should not
include separate adjustments for contractual restrictions that
prevent the transfer of the liability because the restriction
would be factored into other inputs used in the fair value
measurement of the liability. However, separate adjustments
are needed in situations where the unit of account for the
asset is not the same as for the liability. This guidance was
effective for us in fourth quarter 2009 with adoption applied
prospectively. Our adoption of this standard did not have a
material impact on our consolidated financial statements.

100

Securities
SECURITIES AVAILABLE FOR SALE Debt securities that we might 
not hold until maturity and marketable equity securities are
classified as securities available for sale and reported at fair
value. Unrealized gains and losses, after applicable taxes, are
reported in cumulative OCI. Fair value measurement is based
upon quoted prices in active markets, if available. If quoted
prices in active markets are not available, fair values are 
measured using independent pricing models or other 
model-based valuation techniques such as the present value
of future cash flows, adjusted for the security’s credit rating,
prepayment assumptions and other factors such as credit loss
assumptions and market liquidity. See Note 16 in this Report for
more information on fair value measurement of our securities. 
We conduct OTTI analysis on a quarterly basis or more
often if a potential loss-triggering event occurs. The initial
indicator of OTTI for both debt and equity securities is a
decline in market value below the amount recorded for an
investment and the severity and duration of the decline. 

For a debt security for which there has been a decline in
the fair value below amortized cost basis, we recognize OTTI
if we (1) have the intent to sell the security, (2) it is more like-
ly than not that we will be required to sell the security before
recovery of its amortized cost basis, or (3) we do not expect to
recover the entire amortized cost basis of the security. 

Estimating recovery of the amortized cost basis of a debt

security is based upon an assessment of the cash flows
expected to be collected. If the present value of the cash flows
expected to be collected is less than amortized cost, OTTI is
considered to have occurred. In performing an assessment 
of the cash flows expected to be collected, we consider all 
relevant information including:
(cid:129)

the length of time and the extent to which the fair value
has been less than the amortized cost basis;
the historical and implied volatility of the fair value of the
security;
the cause of the price decline such as the general level of
interest rates or adverse conditions specifically related to
the security, an industry or a geographic area;
the issuer’s financial condition, near-term prospects and
ability to service the debt;
the payment structure of the debt security and the 
likelihood of the issuer being able to make payments 
that increase in the future;
for asset-backed securities, the credit performance of the
underlying collateral, including delinquency rates, level 
of non-performing assets, cumulative losses to date, 
collateral value and the remaining credit enhancement
compared with expected credit losses; 
any change in rating agencies’ credit ratings at evaluation
date from acquisition date and any likely imminent action; 
independent analyst reports and forecasts, sector credit
ratings and other independent market data; and 
recoveries or additional declines in fair value subsequent
to the balance sheet date.

(cid:129)

(cid:129)

(cid:129)

(cid:129)

(cid:129)

(cid:129)

(cid:129)

(cid:129)

If we intend to sell the security, or if it is more likely than
not we will be required to sell the security before recovery, an
OTTI write-down is recognized in earnings equal to the entire
difference between the amortized cost basis and fair value 
of the security. For debt securities that are considered other-
than-temporarily impaired that we do not intend to sell or it is
more likely than not that we will not be required to sell before
recovery, the OTTI write-down is separated into an amount
representing the credit loss, which is recognized in earnings,
and the amount related to all other factors, which is recog-
nized in OCI. The measurement of the credit loss component
is equal to the difference between the debt security’s cost
basis and the present value of its expected future cash flows
discounted at the security’s effective yield.

We hold investments in perpetual preferred securities
(PPS) that are structured in equity form, but have many of
the characteristics of debt instruments, including periodic
cash flows in the form of dividends, call features, ratings that
are similar to debt securities and pricing like long-term
callable bonds. 

Because of the hybrid nature of these securities, we evalu-
ate PPS for OTTI using a model similar to the model we use
for debt securities as described above. Among the factors we
consider in our evaluation of PPS are whether there is any evi-
dence of deterioration in the credit of the issuer as indicated
by a decline in cash flows or a rating agency downgrade to
below investment grade and the estimated recovery period.
Additionally, in determining if there was evidence of credit
deterioration, we evaluate: (1) the severity of decline in mar-
ket value below cost, (2) the period of time for which the
decline in fair value has existed, and (3) the financial condi-
tion and near-term prospects of the issuer, including any spe-
cific events which may influence the operations of the issuer.
We consider PPS to be other-than-temporarily impaired if
cash flows expected to be collected are insufficient to recover
our investment or if we no longer believe the security will
recover within the estimated recovery period. None of our
investments in PPS that have not been impaired have been
downgraded below investment grade subsequent to purchase,
and we believe that there are no factors to suggest that we
will not fully realize our investment in these instruments over
a reasonable recovery period. OTTI write-downs of PPS are
recognized in earnings equal to the difference between the
cost basis and fair value of the security.

For marketable equity securities other than PPS, OTTI
evaluations focus on whether evidence exists that supports
recovery of the unrealized loss within a timeframe consistent
with temporary impairment. This evaluation considers the
severity of and length of time fair value is below cost, our
intent and ability to hold the security until forecasted
recovery of the fair value of the security, and the investee’s
financial condition, capital strength, and near-term prospects.

101

Note 1: Summary of Significant Accounting Policies (continued)

The securities portfolio is an integral part of our asset/
liability management process. We manage these investments
to provide liquidity, manage interest rate risk and maximize
portfolio yield within capital risk limits approved by man-
agement and the Board of Directors and monitored by the
Corporate Asset/Liability Management Committee (Corporate
ALCO). We recognize realized gains and losses on the sale
of these securities in noninterest income using the specific
identification method. 

Unamortized premiums and discounts are recognized in
interest income over the contractual life of the security using
the interest method. As principal repayments are received on
securities (i.e., primarily mortgage-backed securities (MBS)) 
a pro-rata portion of the unamortized premium or discount 
is recognized in interest income.

NONMARKETABLE EQUITY SECURITIES Nonmarketable equity
securities include venture capital equity securities that 
are not publicly traded and securities acquired for various
purposes, such as to meet regulatory requirements (for 
example, Federal Reserve Bank and Federal Home Loan Bank
stock). These securities are accounted for under the cost or
equity method or are carried at fair value and are included in
other assets. We review those assets accounted for under the
cost or equity method at least quarterly for possible OTTI.
Our review typically includes an analysis of the facts and 
circumstances of each investment, the expectations for the
investment’s cash flows and capital needs, the viability of its
business model and our exit strategy. We reduce the asset
value when we consider declines in value to be other than
temporary. We recognize the estimated loss as a loss from
equity investments in noninterest income. 

Nonmarketable equity securities held by investment 

company subsidiaries that fall within the scope of the American
Institute of Certified Public Accountants (AICPA) Investment
Company Audit Guide are carried at fair value (principal
investments). An investment company is a separate legal entity
that pools shareholders’ funds and has a business purpose of
investing in multiple substantive investments for current
income, capital appreciation, or both, with investment plans
that include exit strategies. Principal investments, including
certain public equity and non-public securities and certain
investments in private equity funds, are recorded at fair value
with realized and unrealized gains and losses included in gains
and losses on equity investments in the income statement, 
and are included in other assets in the balance sheet. Public
equity investments are valued using quoted market prices and
discounts are only applied when there are trading restrictions
that are an attribute of the investment.

Private direct investments are valued using metrics such
as security prices of comparable public companies, acquisi-
tion prices for similar companies and original investment
purchase price multiples, while also incorporating a portfolio
company’s financial performance and specific factors. For cer-
tain fund investments, where the best estimates of fair value
were primarily determined based upon fund sponsor data, 
we use the NAV provided by the fund sponsor as a practical
expedient to measure fair value. In some cases, such NAVs

102

require adjustments based on certain unobservable inputs.
In situations where a portion of an investment in a non-public
security or fund is sold, we recognize a realized gain or loss
on the portion sold and an unrealized gain or loss on the
portion retained. 

Securities Purchased and Sold Agreements
Securities purchased under resale agreements and securities
sold under repurchase agreements are generally accounted
for as collateralized financing transactions and are recorded
at the acquisition or sale price plus accrued interest. It is
our policy to take possession of securities purchased under
resale agreements, which are primarily U.S. Government and
Government agency securities. We monitor the market value
of securities purchased and sold, and obtain collateral from or
return it to counterparties when appropriate.

Mortgages Held for Sale
Mortgages held for sale (MHFS) include commercial and 
residential mortgages originated for sale and securitization
in the secondary market, which is our principal market, or 
for sale as whole loans. We elected the fair value option for
our new prime residential MHFS portfolio (see Note 16 in 
this Report). Nonprime residential and commercial MHFS
continue to be held at the lower of cost or market value, and
are valued on an aggregate portfolio basis. 

Gains and losses on nonprime loan sales (sales proceeds

minus carrying value) are recorded in noninterest income.
Direct loan origination costs and fees are deferred at origina-
tion of the loans and are recognized in mortgage banking
noninterest income upon sale of the loan.

Our lines of business are authorized to originate held-
for-investment loans that meet or exceed established loan
product profitability criteria, including minimum positive net
interest margin spreads in excess of funding costs. When a
determination is made at the time of commitment to originate
loans as held for investment, it is our intent to hold these
loans to maturity or for the “foreseeable future,” subject to
periodic review under our corporate asset/liability manage-
ment process. In determining the “foreseeable future” for
these loans, management considers (1) the current economic
environment and market conditions, (2) our business strategy
and current business plans, (3) the nature and type of the loan
receivable, including its expected life, and (4) our current
financial condition and liquidity demands. Consistent with
our core banking business of managing the spread between
the yield on our assets and the cost of our funds, loans are
periodically reevaluated to determine if our minimum net
interest margin spreads continue to meet our profitability
objectives. If subsequent changes in interest rates significantly
impact the ongoing profitability of certain loan products, we
may subsequently change our intent to hold these loans and
we would take actions to sell such loans in response to the
Corporate ALCO directives to reposition our balance sheet
because of the changes in interest rates. Such Corporate
ALCO directives identify both the type of loans (for example
3/1, 5/1, 10/1 and relationship adjustable-rate mortgages
(ARMs), as well as specific fixed-rate loans) to be sold and 

the weighted-average coupon rate of such loans no longer
meeting our ongoing investment criteria. Upon the issuance
of such directives, we immediately transfer these loans to the
MHFS portfolio at the lower of cost or market value.

Loans Held for Sale
Loans held for sale (LHFS) are carried at the lower of cost or
market value (LOCOM) or at fair value for certain portfolios
that we intend to hold for trading purposes, and are generally
valued on an aggregate portfolio basis. For loans carried at
LOCOM, gains and losses on loan sales (sales proceeds minus
carrying value) are recorded in noninterest income, and direct
loan origination costs and fees are deferred at origination of
the loan and are recognized in noninterest income upon sale of
the loan. The fair value of LHFS is based on what secondary
markets are currently offering for portfolios with similar
characteristics.

Loans
Loans are reported at their outstanding principal balances 
net of any unearned income, charge-offs, unamortized deferred
fees and costs on originated loans and premiums or discounts
on purchased loans, except for certain PCI loans which are
recorded at fair value on their purchase date. See the “Purchased
Credit-Impaired Loans” section in this Note for our accounting
policy for PCI loans. Unearned income, deferred fees and costs,
and discounts and premiums are amortized to interest income
over the contractual life of the loan using the interest method.
We offer a portfolio product known as relationship ARMs
that provides interest rate reductions to reward eligible banking
customers who have an existing relationship or establish a
new relationship with Wells Fargo. Accordingly, this product
offering is generally underwritten to certain Company guide-
lines rather than secondary market standards and is typically
originated for investment. At December 31, 2009 and 2008, we
had $12.5 billion and $15.6 billion, respectively, of relationship
ARMs held for investment. Originations, net of collections and
proceeds from the sale of these loans are reflected as investing
cash flows consistent with their original classification.

Loans also include direct financing leases that are recorded
at the aggregate of minimum lease payments receivable plus
the estimated residual value of the leased property, less
unearned income. Leveraged leases, which are a form of direct
financing leases, are recorded net of related nonrecourse debt.
Leasing income is recognized as a constant percentage of
outstanding lease financing balances over the lease terms.

Loan commitment fees are generally deferred and amor-
tized into noninterest income on a straight-line basis over the
commitment period.

NONACCRUAL LOANS We generally place loans on nonaccrual
status when: 
(cid:129)

the full and timely collection of interest or principal
becomes uncertain; 
they are 90 days (120 days with respect to real estate 1-4
family first and junior lien mortgages and auto loans) past
due for interest or principal (unless both well-secured and
in the process of collection); or 

(cid:129)

(cid:129) part of the principal balance has been charged off and no

restructuring has occurred. 

PCI loans are written down at acquisition to an amount
estimated to be collectible. Accordingly, such loans are no
longer classified as nonaccrual even though they may be 
contractually past due, because we expect to fully collect the
new carrying values of such loans (that is, the new cost basis
arising out of purchase accounting).

Generally, consumer loans not secured by real estate or
autos are placed on nonaccrual status only when part of the
principal has been charged off. These loans are charged off 
or charged down to the net realizable value of the collateral
when deemed uncollectible, due to bankruptcy or other fac-
tors, or when they reach a defined number of days past due
based on loan product, industry practice, country, terms and
other factors.

When we place a loan on nonaccrual status, we reverse the

accrued unpaid interest receivable against interest income
and account for the loan on the cash or cost recovery method,
until it qualifies for return to accrual status. Generally, we
return a loan to accrual status when (a) all delinquent interest
and principal become current under the terms of the loan
agreement or (b) the loan is both well-secured and in the
process of collection and collectibility is no longer doubtful.

Loan Charge-Off Policies
For commercial loans, we generally fully or partially charge
down to the fair value of collateral securing the asset when: 
(cid:129) management judges the asset to be uncollectible;
(cid:129)

repayment is deemed to be protracted beyond reasonable
time frames;
the asset has been classified as a loss by either our internal
loan review process or external examiners;
the customer has filed bankruptcy and the loss becomes
evident owing to a lack of assets; or
the loan is 180 days past due unless both well secured and
in the process of collection. 

(cid:129)

(cid:129)

(cid:129)

For consumer loans, our charge-off policies are as follows: 

1-4 FAMILY FIRST AND JUNIOR LIEN MORTGAGES We generally
charge down to the net realizable value when the loan is 180
days past due.

AUTO LOANS We generally fully or partially charge down to
the net realizable value when the loan is 120 days past due.

UNSECURED LOANS (CLOSED END) We generally charge-off
when the loan is 120 days past due.

UNSECURED LOANS (OPEN END) We generally charge-off when
the loan is 180 days past due.

CREDIT CARD LOANS We generally fully charge-off when the
loan is 180 days past due.

OTHER SECURED LOANS We generally fully or partially charge
down to the net realizable value when the loan is 120 days
past due.

103

Note 1: Summary of Significant Accounting Policies (continued)

IMPAIRED LOANS We consider a loan to be impaired when,
based on current information and events, we determine that
we will not be able to collect all amounts due according to 
the loan contract, including scheduled interest payments. 
We assess and account for as impaired certain nonaccrual
commercial, commercial real estate (CRE), and foreign loan
exposures that are over $5 million and certain consumer, 
commercial, CRE, and foreign loans whose terms have been
modified in a troubled debt restructuring (TDR). 

When we identify a loan as impaired, we measure the
impairment based on the present value of expected future
cash flows, discounted at the loan’s effective interest rate,
except when the sole (remaining) source of repayment for the
loan is the operation or liquidation of the collateral. In these
cases we use the current fair value of the collateral, less sell-
ing costs when foreclosure is probable, instead of discounted
cash flows. 

If we determine that the value of the impaired loan is less

than the recorded investment in the loan (net of previous
charge-offs, deferred loan fees or costs and unamortized pre-
mium or discount), we recognize impairment through an
allowance estimate or a charge-off to the allowance.

TROUBLED DEBT RESTRUCTURINGS In situations where, for 
economic or legal reasons related to a borrower’s financial
difficulties, we grant a concession for other than an insignificant
period of time to the borrower that we would not otherwise
consider, the related loan is classified as a TDR. We strive to
identify borrowers in financial difficulty early and work with
them to modify to more affordable terms before their loan
reaches nonaccrual status. These modified terms may include
rate reductions, principal forgiveness, payment forbearance
and other actions intended to minimize the economic loss and
to avoid foreclosure or repossession of the collateral.

In cases where we grant the borrower new terms that 
provide for a reduction of either interest or principal, we 
measure any impairment on the restructuring as noted above
for impaired loans.

ALLOWANCE FOR CREDIT LOSSES The allowance for credit 
losses, which consists of the allowance for loan losses and the
reserve for unfunded credit commitments, is management’s
estimate of credit losses inherent in the loan portfolio at the
balance sheet date. 

PURCHASED CREDIT-IMPAIRED (PCI) LOANS Loans acquired in 
a transfer, including business combinations where there is 
evidence of credit deterioration since origination and it is
probable at the date of acquisition that we will not collect all
contractually required principal and interest payments are
accounted for using the guidance for PCI loans, which is con-
tained in the Receivables topic of the Codification. PCI loans
are initially recorded at fair value, and any related allowance
for loan losses cannot be carried over. Some loans that other-
wise meet the definition as credit impaired are specifically
excluded from the PCI loan portfolios, such as revolving loans
where the borrower still has revolving privileges.

104

Evidence of credit quality deterioration as of the purchase

date may include statistics such as past due and nonaccrual
status, recent borrower credit scores and recent loan-to-value
percentages. Generally, acquired loans that meet our definition
for nonaccrual status are considered to be credit-impaired.

Accounting for PCI loans at acquisition involves estimating
fair value using the principal and interest cash flows expected
to be collected on the credit impaired loans and discounting
those cash flows at a market rate of interest. The excess of
cash flows expected to be collected over the estimated fair
value is referred to as the accretable yield and is recognized
in interest income over the remaining life of the loan, or pool
of loans, in situations where there is a reasonable expectation
about the timing and amount of cash flows to be collected.
The difference between contractually required payments 
and the cash flows expected to be collected at acquisition,
considering the impact of prepayments, is referred to as the
nonaccretable difference.

Subsequent to acquisition, we complete quarterly evalua-
tions of expected cash flows. Decreases in the expected cash
flows will generally result in a charge to the provision for
credit losses resulting in an increase to the allowance for loan
losses. Increases in the expected cash flows will generally
result in an increase in interest income over the remaining
life of the loan, or pool of loans. Disposals of loans, which may
include sales of loans to third parties, receipt of payments in
full or part by the borrower, and foreclosure of the collateral
result in removal of the loan from the PCI loan portfolio at its
carrying amount.

Because PCI loans are written down at acquisition to an
amount estimated to be collectible, such loans are not classi-
fied as nonaccrual even though they may be contractually
past due. We expect to fully collect the new carrying values of
such loans (that is, the new cost basis arising out of purchase
accounting). PCI loans are also excluded from the disclosure
of loans 90 days or more past due and still accruing interest.
Even though substantially all of them are 90 days or more
contractually past due, they are considered to be accruing
because the interest income on these loans relates to the
establishment of an accretable yield that is accreted into
interest income over the estimated life of the PCI loans 
using the effective yield method. 

Securitizations and Beneficial Interests
In certain asset securitization transactions that meet the
applicable criteria to be accounted for as a sale, assets are
sold to an entity referred to as a qualifying special purpose
entity (QSPE), which then issues beneficial interests in the
form of senior and subordinated interests collateralized by
the assets. In some cases, we may retain up to 90% of the ben-
eficial interests. Additionally, from time to time, we may also
resecuritize certain assets in a new securitization transaction.
The assets and liabilities sold to a QSPE are excluded from
our consolidated balance sheet, subject to a quarterly evalua-
tion to ensure the entity continues to meet the requirements
to be a QSPE. If our portion of the beneficial interests equals
or exceeds 90%, a QSPE would no longer qualify for off-bal-
ance sheet treatment and we may be required to consolidate

the SPE, subject to determining whether the entity is a VIE
and to determining who is the primary beneficiary. In these
cases, any beneficial interests that we previously held are
derecognized from the balance sheet and we record the
underlying assets and liabilities of the SPE at fair value to the
extent interests were previously held by outside parties.

The carrying amount of the assets transferred to a QSPE,

excluding servicing rights, is allocated between the assets
sold and the retained interests based on their relative fair val-
ues at the date of transfer. We record a gain or loss in other
fee income for the difference between the carrying amount
and the fair value of the assets sold. Fair values are based on
quoted market prices, quoted market prices for similar assets,
or if market prices are not available, then the fair value is esti-
mated using discounted cash flow analyses with assumptions
for credit losses, prepayments and discount rates that are 
corroborated by and independently verified against market
observable data, where possible. Retained interests from secu-
ritizations with off-balance sheet entities, including QSPEs
and VIEs where we are the primary beneficiary, are classified
as either available-for-sale securities, trading account assets
or loans, and are accounted for as described herein.

Mortgage Servicing Rights
Under the Transfers and Servicing topic of the Codification,
servicing rights resulting from the sale or securitization of
loans we originate (asset transfers) are initially measured at
fair value at the date of transfer. We recognize the rights to
service mortgage loans for others, or mortgage servicing
rights (MSRs), as assets whether we purchase the MSRs or 
the MSRs result from an asset transfer. We determine the fair
value of servicing rights at the date of transfer using the pre-
sent value of estimated future net servicing income, using
assumptions that market participants use in their estimates of
values. We use quoted market prices when available to deter-
mine the value of other interests held. Gain or loss on sale of
loans depends on (1) proceeds received and (2) the previous
carrying amount of the financial assets transferred and any
interests we continue to hold (such as interest-only strips)
based on relative fair value at the date of transfer.

To determine the fair value of MSRs, we use a valuation
model that calculates the present value of estimated future
net servicing income. We use assumptions in the valuation
model that market participants use in estimating future net
servicing income, including estimates of prepayment speeds
(including housing price volatility), discount rate, default
rates, cost to service (including delinquency and foreclosure
costs), escrow account earnings, contractual servicing fee
income, ancillary income and late fees. This model is validated
by an independent internal model validation group operating
in accordance with a model validation policy approved by
Corporate ALCO.

MSRs MEASURED AT FAIR VALUE  We have elected to initially
measure and carry our MSRs related to residential mortgage
loans (residential MSRs) using the fair value method. Under
the fair value method, these residential MSRs are carried in
the balance sheet at fair value and the changes in fair value,

primarily due to changes in valuation inputs and assumptions
and to the collection/realization of expected cash flows, are
reported in noninterest income in the period in which the
change occurs. 

AMORTIZED MSRs Amortized MSRs, which include commercial
MSRs, are carried at the lower of cost or market value. These
MSRs are amortized in proportion to, and over the period of,
estimated net servicing income. The amortization of MSRs 
is analyzed monthly and is adjusted to reflect changes in 
prepayment speeds, as well as other factors. Amortized MSRs
are periodically evaluated for impairment based on the fair
value of those assets. If, by individual stratum, the carrying
amount of these MSRs exceeds fair value, a valuation reserve
is established. The valuation reserve is adjusted as the fair
value changes. For purposes of impairment evaluation and
measurement, we stratify servicing assets based on the 
predominant risk characteristics of the underlying loans,
including the category of the investor (e.g., governmental
agency securitization, non-agency securitization or purchased
loan servicing).

Premises and Equipment
Premises and equipment are carried at cost less accumulated
depreciation and amortization. Capital leases are included in
premises and equipment at the capitalized amount less accu-
mulated amortization.

We primarily use the straight-line method of depreciation
and amortization. Estimated useful lives range up to 40 years
for buildings, up to 10 years for furniture and equipment, and
the shorter of the estimated useful life or lease term for lease-
hold improvements. We amortize capitalized leased assets on
a straight-line basis over the lives of the respective leases.

Goodwill and Identifiable Intangible Assets
Goodwill is recorded in business combinations under the 
purchase method of accounting when the purchase price is
higher than the fair value of net assets, including identifiable
intangible assets. 

We assess goodwill for impairment annually, and more 
frequently in certain circumstances. We have determined 
that our reporting units are one level below the operating 
segments. We assess goodwill for impairment on a reporting
unit level and apply various valuation methodologies as
appropriate to compare the estimated fair value to the carrying
value of each reporting unit. Valuation methodologies include
discounted cash flow and earnings multiple approaches. If the
fair value is less than the carrying amount, a second test is
required to measure the amount of impairment. We recognize
impairment losses as a charge to noninterest expense (unless
related to discontinued operations) and an adjustment to the
carrying value of the goodwill asset. Subsequent reversals of
goodwill impairment are prohibited. 

We amortize core deposit and other customer relationship
intangibles on an accelerated basis based on useful lives not
exceeding 10 years. We review such intangibles for impairment
whenever events or changes in circumstances indicate that
their carrying amounts may not be recoverable. Impairment

105

Note 1: Summary of Significant Accounting Policies (continued)

We use a discount rate to determine the present value of
our future benefit obligations. The discount rate reflects the
rates available at the measurement date on long-term high-
quality fixed-income debt instruments and is reset annually
on the measurement date. In 2008, we changed our measure-
ment date from November 30 to December 31 as required by
accounting guidance on retirement benefits. 

Income Taxes
We file consolidated and separate company federal income
tax returns, foreign tax returns and various combined and
separate company state tax returns. 

We account for income taxes in accordance with the
Income Taxes topic of the Codification, which requires two
components of income tax expense: current and deferred.
Current income tax expense approximates taxes to be paid 
or refunded for the current period and includes income tax
expense related to our uncertain tax positions. We determine
deferred income taxes using the balance sheet method. Under
this method, the net deferred tax asset or liability is based on
the tax effects of the differences between the book and tax
bases of assets and liabilities, and recognizes enacted
changes in tax rates and laws in the period in which they
occur. Deferred income tax expense results from changes in
deferred tax assets and liabilities between periods. Deferred
tax assets are recognized subject to management’s judgment
that realization is more likely than not. A tax position that
meets the “more likely than not” recognition threshold is
measured to determine the amount of benefit to recognize.
The tax position is measured at the largest amount of benefit
that is greater than 50% likely of being realized upon settle-
ment. Foreign taxes paid are generally applied as credits to
reduce federal income taxes payable. Interest and penalties
are recognized as a component of income tax expense.

Stock-Based Compensation
We have stock-based employee compensation plans as more
fully discussed in Note 18 in this Report. Under accounting
guidance for stock compensation, compensation cost recog-
nized includes cost for all share-based awards. 

Earnings Per Common Share
We compute earnings per common share by dividing net
income (after deducting dividends on preferred stock) by the
average number of common shares outstanding during the
year. We compute diluted earnings per common share by
dividing net income (after deducting dividends and related
accretion on preferred stock) by the average number of 
common shares outstanding during the year, plus the effect 
of common stock equivalents (for example, stock options,
restricted share rights, convertible debentures and warrants)
that are dilutive.

is indicated if the sum of undiscounted estimated future 
net cash flows is less than the carrying value of the asset.
Impairment is permanently recognized by writing down the
asset to the extent that the carrying value exceeds the 
estimated fair value. 

Operating Lease Assets
Operating lease rental income for leased assets is recognized
in other income on a straight-line basis over the lease term.
Related depreciation expense is recorded on a straight-line
basis over the life of the lease, taking into account the esti-
mated residual value of the leased asset. On a periodic basis,
leased assets are reviewed for impairment. Impairment loss is
recognized if the carrying amount of leased assets exceeds
fair value and is not recoverable. The carrying amount of
leased assets is not recoverable if it exceeds the sum of the
undiscounted cash flows expected to result from the lease
payments and the estimated residual value upon the eventual
disposition of the equipment. Leased assets are written down
to the fair value of the collateral less cost to sell when 120
days past due. 

Pension Accounting
We account for our defined benefit pension plans using 
an actuarial model required by accounting guidance on 
retirement benefits. This model allocates pension costs over
the service period of employees in the plan. The underlying
principle is that employees render service ratably over this
period and, therefore, the income statement effects of 
pensions should follow a similar pattern. 

In 2008, we began measuring our plan assets and benefit
obligations using a year-end measurement date. The change
in the accounting provisions for retirement benefits did 
not change the amount of net periodic benefit expense 
recognized in our income statement.

One of the principal components of the net periodic 
pension expense calculation is the expected long-term rate 
of return on plan assets. The use of an expected long-term
rate of return on plan assets may cause us to recognize 
pension income returns that are greater or less than the 
actual returns of plan assets in any given year.

The expected long-term rate of return is designed to
approximate the actual long-term rate of return over time 
and is not expected to change significantly. Therefore, the
pattern of income/expense recognition should closely match
the stable pattern of services provided by our employees over 
the life of our pension obligation. To ensure that the expected
rate of return is reasonable, we consider such factors as
(1) long-term historical return experience for major asset
class categories (for example, large cap and small cap 
domestic equities, international equities and domestic fixed
income), and (2) forward-looking return expectations for
these major asset classes. Differences between expected and
actual returns in each year, if any, are included in our net
actuarial gain or loss amount, which is recognized in OCI. 
We generally amortize any net actuarial gain or loss in excess
of a 5% corridor in net periodic pension expense calculations
over the next 13 years.

106

Derivatives and Hedging Activities
We recognize all derivatives in the balance sheet at fair value.
On the date we enter into a derivative contract, we designate
the derivative as (1) a hedge of the fair value of a recognized
asset or liability, including hedges of foreign currency exposure
(“fair value” hedge), (2) a hedge of a forecasted transaction or
of the variability of cash flows to be received or paid related
to a recognized asset or liability (“cash flow” hedge), or
(3) held for trading, customer accommodation or asset/
liability risk management purposes, including economic
hedges not qualifying for hedge accounting. For a fair value
hedge, we record changes in the fair value of the derivative
and, to the extent that it is effective, changes in the fair value
of the hedged asset or liability attributable to the hedged risk,
in current period earnings in the same financial statement
category as the hedged item. For a cash flow hedge, we record
changes in the fair value of the derivative to the extent that 
it is effective in OCI, with any ineffectiveness recorded in 
current period earnings. We subsequently reclassify these
changes in fair value to net income in the same period(s) that
the hedged transaction affects net income in the same financial
statement category as the hedged item. For free-standing
derivatives, we report changes in the fair values in current
period noninterest income.

For fair value and cash flow hedges qualifying for hedge
accounting, we formally document at inception the relation-
ship between hedging instruments and hedged items, our risk
management objective, strategy and our evaluation of effec-
tiveness for our hedge transactions. This includes linking all
derivatives designated as fair value or cash flow hedges to
specific assets and liabilities in the balance sheet or to specific
forecasted transactions. Periodically, as required, we also 
formally assess whether the derivative we designated in each
hedging relationship is expected to be and has been highly
effective in offsetting changes in fair values or cash flows of
the hedged item using the regression analysis method or, in
limited cases, the dollar offset method. 

We discontinue hedge accounting prospectively when 

(1) a derivative is no longer highly effective in offsetting
changes in the fair value or cash flows of a hedged item, 
(2) a derivative expires or is sold, terminated or exercised,
(3) a derivative is de-designated as a hedge, because it is
unlikely that a forecasted transaction will occur, or (4) we
determine that designation of a derivative as a hedge is no
longer appropriate.

When we discontinue hedge accounting because a deriva-

tive no longer qualifies as an effective fair value hedge, we
continue to carry the derivative in the balance sheet at its fair
value with changes in fair value included in earnings, and no
longer adjust the previously hedged asset or liability for
changes in fair value. Previous adjustments to the hedged
item are accounted for in the same manner as other compo-
nents of the carrying amount of the asset or liability. 
When we discontinue cash flow hedge accounting 
because the hedging instrument is sold, terminated or no
longer designated (de-designated), the amount reported in
OCI up to the date of sale, termination or de-designation 
continues to be reported in OCI until the forecasted 
transaction affects earnings. 

When we discontinue cash flow hedge accounting because

it is probable that a forecasted transaction will not occur, we
continue to carry the derivative in the balance sheet at its fair
value with changes in fair value included in earnings, and
immediately recognize gains and losses that were accumulated
in OCI in earnings. 

In all other situations in which we discontinue hedge
accounting, the derivative will be carried at its fair value in
the balance sheet, with changes in its fair value recognized in
current period earnings.

We occasionally purchase or originate financial instru-
ments that contain an embedded derivative. At inception 
of the financial instrument, we assess (1) if the economic 
characteristics of the embedded derivative are not clearly and
closely related to the economic characteristics of the financial
instrument (host contract), (2) if the financial instrument that
embodies both the embedded derivative and the host contract
is not measured at fair value with changes in fair value reported
in earnings, and (3) if a separate instrument with the same
terms as the embedded instrument would meet the definition
of a derivative. If the embedded derivative meets all of these
conditions, we separate it from the host contract by recording
the bifurcated derivative at fair value and the remaining host
contract at the difference between the basis of the hybrid
instrument and the fair value of the bifurcated derivative. The
bifurcated derivative is carried as a free-standing derivative at
fair value with changes recorded in current period earnings. 

107

Note 1: Summary of Significant Accounting Policies (continued)

SUPPLEMENTAL CASH FLOW INFORMATION  Noncash investing and financing activities are presented below, including information
on transfers affecting MHFS, LHFS, and MSRs.

(in millions)

Transfers from trading assets to securities available for sale
Transfers from securities available for sale to loans
Transfers from MHFS to trading assets
Transfers from MHFS to securities available for sale
Transfers from MHFS to MSRs
Transfers from MHFS to foreclosed assets
Transfers from (to) loans (from) to MHFS
Transfers from (to) LHFS (from) to loans
Transfers from loans to foreclosed assets
Net transfer from additional paid-in capital to noncontrolling interests
Issuance of common and preferred stock for purchase accounting

SUBSEQUENT EVENTS  We have evaluated the effects of subse-
quent events that have occurred subsequent to period end
December 31, 2009, and through February 26, 2010, which 
is the date we issued our financial statements. During this

2009

$ 854
258
2,993
—
6,287
162
144
111
7,604
2,299
—

Year ended December 31,

2008

—
283
—
544
3,498
136
(1,195)
(1,640)
3,031
—
22,672

2007

1,268
—
—
7,949
3,720
—
(2,133)
—
2,666
—
2,125

period, there have been no material events that would require
recognition in our 2009 consolidated financial statements or
disclosure in the Notes to the financial statements.

108

Note 2: Business Combinations

On December 31, 2008, we acquired all outstanding shares 
of Wachovia common stock in a stock-for-stock transaction.
Wachovia, based in Charlotte, North Carolina, was one of 
the nation’s largest diversified financial services companies,
providing a broad range of retail banking and brokerage,
asset and wealth management, and corporate and investment
banking products and services to customers through 3,300
financial centers in 21 states from Connecticut to Florida and
west to Texas and California, and nationwide retail brokerage,
mortgage lending and auto finance businesses. In the merger,
we exchanged 0.1991 shares of our common stock for each
outstanding share of Wachovia common stock, issuing a total
of 422.7 million shares of our common stock with a December 31,
2008, value of $12.5 billion to Wachovia shareholders. Shares
of each outstanding series of Wachovia preferred stock were
converted into shares (or fractional shares) of a corresponding
series of our preferred stock having substantially the same
rights and preferences. Because the acquisition was completed
at the end of 2008, Wachovia’s results of operations for 2008
are not included in our income statement.   

The assets and liabilities of Wachovia were recorded at
their respective acquisition date fair values, and identifiable
intangible assets were recorded at fair value. Because the
transaction closed on the last day of the annual reporting
period, certain fair value purchase accounting adjustments
were based on data as of an interim period with estimates
through year end. Accordingly, we have re-validated, and,
where necessary, have finalized our purchase accounting
adjustments. The impact of all finalized purchase accounting
adjustments were recorded to goodwill and increased good-
will by $2.1 billion in 2009. This acquisition was nontaxable
and, as a result, there is no tax basis in goodwill. Accordingly,
none of the goodwill associated with the Wachovia acquisition
is deductible for tax purposes. Additional exit reserves related
to costs associated with involuntary employee termination,
contract termination penalties and closing duplicate facilities
were recorded during 2009 as part of the further integration
of Wachovia’s employees, locations and operations. 

The final allocation of purchase price at December 31,

2008, is presented in the following table. 

(in millions)
Purchase price:

Value of common shares
Value of preferred shares
Other (value of share-based awards and direct acquisition costs)

Total purchase price

Allocation of the purchase price:
Wachovia tangible stockholders’ equity, less prior purchase accounting 

adjustments and other basis adjustments eliminated in purchase accounting

Adjustments to reflect assets acquired and liabilities assumed at fair value:

Loans and leases, net
Premises and equipment, net
Intangible assets
Other assets
Deposits
Accrued expenses and other liabilities (exit, termination and other liabilities)
Long-term debt
Deferred taxes

Fair value of net assets acquired
Goodwill resulting from the merger

December 31,
2008
(final) Refinements

December 31,
2008

$ 14,621
8,409
62
23,092

—
—
—
—

14,621
8,409
62
23,092

19,387

(7)

19,394

(18,033)
(972)
14,675
(2,972)
(4,577)
(4,466)
(227)
9,365
12,180
$ 10,912

(1,636)
(516)
(65)
472
(143)
(2,867)
(37)
2,689
(2,110)
2,110

(16,397)
(456)
14,740
(3,444)
(4,434)
(1,599)
(190)
6,676
14,290
8,802

109

Note 2: Business Combinations (continued)

The increase in goodwill includes the recognition of 

additional types of costs associated with involuntary employee
termination, contract terminations and closing duplicate
facilities and have been allocated to the purchase price. 
These costs were recorded throughout 2009 as part of the 

further integration of Wachovia’s employees, locations and
operations as management finalized integration plans. The
following table summarizes exit reserves associated with the
Wachovia acquisition.

(in millions)

Balance, December 31, 2008

Purchase accounting adjustments (1)
Cash payments/utilization

Balance, December 31, 2009

Employee
termination

Contract
termination

Facilities
related

$ 57
596
(298)

$ 355

13
61
(16)

58

129
354
(139)

344

Total

199
1,011
(453)

757

(1) Certain purchase accounting adjustments have been refined during 2009 as additional information became available.

We regularly explore opportunities to acquire financial

For information on additional consideration related to

services companies and businesses. Generally, we do not
make a public announcement about an acquisition opportunity
until a definitive agreement has been signed.

In addition to the 2008 Wachovia acquisition, business

combinations completed in 2009, 2008 and 2007 are 
presented below.

(in millions)

2009
Capital TempFunds, Fort Lauderdale, Florida
Other (1)

2008
Flatiron Credit Company, Inc., Denver, Colorado
Transcap Associates, Inc., Chicago, Illinois
United Bancorporation of Wyoming, Inc., Jackson, Wyoming (2)
Farmers State Bank of Fort Morgan Colorado, Fort Morgan, Colorado
Century Bancshares, Inc., Dallas, Texas
Wells Fargo Merchant Services, LLC (3)
Other (4)

2007
Placer Sierra Bancshares, Sacramento, California
Certain assets of The CIT Group/Equipment Financing, Inc., Tempe, Arizona
Greater Bay Bancorp, East Palo Alto, California
Certain Illinois branches of National City Bank, Cleveland, Ohio
Other (5)

acquisitions, which is considered to be a guarantee, see 
Note 14 in this Report.

Date

Assets

March 2
Various

April 30
June 27
July 1
December 6
December 31
December 31
Various

June 1
June 29
October 1
December 7
Various

$

$

$

74
39

113

332
22
2,110
186
1,604
1,251
52

$ 5,557

$ 2,644
2,888
8,204
61
61

$13,858

(1) Consists of eight acquisitions of insurance brokerage businesses.
(2) Consists of five affiliated banks of United Bancorporation of Wyoming, Inc., located in Wyoming and Idaho, and certain assets and liabilities of 

United Bancorporation of Wyoming, Inc.

(3) Represents a step acquisition resulting from the increase in Wells Fargo’s ownership from a 47.5% interest to a 60% interest in the 

Wells Fargo Merchant Services, LLC joint venture.

(4) Consists of 12 acquisitions of insurance brokerage businesses.
(5) Consists of six acquisitions of insurance brokerage and third party health care payment processing businesses.

110

Note 3: Cash, Loan and Dividend Restrictions

Federal Reserve Board (FRB) regulations require that each 
of our subsidiary banks maintain reserve balances on deposit
with the Federal Reserve Banks. The average required reserve
balance was $2.4 billion in 2009 and $2.6 billion in 2008.

Federal law restricts the amount and the terms of both
credit and non-credit transactions between a bank and its
nonbank afﬁliates. They may not exceed 10% of the bank’s
capital and surplus (which for this purpose represents 
Tier 1 and Tier 2 capital, as calculated under the risk-based
capital (RBC) guidelines, plus the balance of the allowance 
for credit losses excluded from Tier 2 capital) with any single
nonbank afﬁliate and 20% of the bank’s capital and surplus
with all its nonbank afﬁliates. Transactions that are exten-
sions of credit may require collateral to be held to provide
added security to the bank. For further discussion of RBC, 
see Note 25 in this Report.

Dividends paid by our subsidiary banks are subject to vari-

ous federal and state regulatory limitations. Dividends that
may be paid by a national bank without the express approval
of the Ofﬁce of the Comptroller of the Currency (OCC) are
limited to that bank’s retained net proﬁts for the preceding two
calendar years plus retained net proﬁts up to the date of any
dividend declaration in the current calendar year. Retained 
net proﬁts, as deﬁned by the OCC, consist of net income less

dividends declared during the period. We also have state-
chartered subsidiary banks that are subject to state regula-
tions that limit dividends. Under those provisions, our national
and state-chartered subsidiary banks could have declared
additional dividends of $5.3 billion at December 31, 2009, 
without obtaining prior regulatory approval. Our nonbank sub-
sidiaries 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. Based on retained earnings
at December 31, 2009, our nonbank subsidiaries could have
declared additional dividends of $2.5 billion at December 31,
2009, without obtaining prior approval.

The FRB published clarifying supervisory guidance in ﬁrst

quarter 2009, SR 09-4 Applying Supervisory Guidance and
Regulations on the Payment of Dividends, Stock Redemptions,
and Stock Repurchases at Bank Holding Companies, pertain-
ing to FRB’s criteria, assessment and approval process for
reductions in capital including the redemption of Troubled
Asset Relief Program (TARP) and the payment of dividends.
The effect of this guidance is to require the approval of the
FRB for the Company to repurchase or redeem common or
perpetual preferred stock as well as to raise the per share 
dividend from its current level of $0.05 per share.

Note 4: Federal Funds Sold, Securities Purchased under Resale Agreements 

and Other Short-Term Investments

The following table provides the detail of federal funds sold,
securities purchased under resale agreements and other
short-term investments.

(in millions)

Federal funds sold and securities 

purchased under resale agreements

Interest-earning deposits
Other short-term investments

Total

December 31,

2009

2008

$ 8,042
31,668
1,175

$40,885

8,439
39,890
1,104

49,433

We pledge certain ﬁnancial instruments that we own 
to collateralize repurchase agreements and other securities
ﬁnancings. The types of collateral we pledge include securi-
ties issued by federal agencies, government-sponsored 

entities (GSEs), and domestic and foreign companies. At
December 31, 2009 and 2008, we pledged $14.8 billion and
$7.9 billion, respectively, under agreements that permit the
secured parties to sell or repledge the collateral. Pledged 
collateral where the secured party cannot sell or repledge 
was $434 million and $10 million, at December 31, 2009 and
2008, respectively.

We receive collateral from other entities under resale agree -

ments and securities borrowings. At December 31, 2009 and
2008, we received $31.4 billion and $7.9 billion, respectively,
for which we have the right to sell or repledge the collateral.
These amounts include securities we have sold or repledged
to others with a fair value of $29.7 billion at December 31,
2009, and $5.4 billion at December 31, 2008.

111

Note 5: Securities Available for Sale

The following table provides the cost and fair value for the
major categories of securities available for sale carried at fair
value. The net unrealized gains (losses) are reported on an

after tax basis as a component of cumulative OCI. There 
were no securities classiﬁed as held to maturity as of the 
periods presented.

(in millions)

December 31, 2008
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other (1)(2)

Total debt securities

Marketable equity securities:

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Total

December 31, 2009
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential (2)
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other (1)

Total debt securities

Marketable equity securities:

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Total

Gross
unrealized
gains

Gross
unrealized
losses

62
116

1,711
11
51

1,773

81
21
14

—
(1,520)

(3)
(4,717)
(3,878)

(8,598)

(539)
(570)
(602)

Fair
value

3,249
12,658

66,434
24,830
8,478

99,742

6,924
2,085
20,775

2,067

(11,829)

145,433

13
181

194

(327)
(27)

(354)

4,726
1,410

6,136

Cost

$

3,187
14,062

64,726
29,536
12,305

106,567

7,382
2,634
21,363

155,195

5,040
1,256

6,296

$ 161,491

2,261

(12,183)

151,569

$ 2,256
13,212

79,542
28,153
12,221

119,916

8,245
3,660
15,025

162,314

3,677
1,072

4,749

38
683

3,285
2,480
602

6,367

1,167
432
1,099

9,786

263
654

917

(14)
(365)

(9)
(2,043)
(1,862)

(3,914)

(77)
(367)
(245)

2,280
13,530

82,818
28,590
10,961

122,369

9,335
3,725
15,879

(4,982)

167,118

(65)
(9)

(74)

3,875
1,717

5,592

$167,063

10,703

(5,056)

172,710

(1) The “Other” category includes certain asset-backed securities collateralized by auto leases or loans and cash reserves with a cost basis and fair value of $8.2 billion 

and $8.5 billion, respectively, at December 31, 2009, and $8.3 billion and $7.9 billion, respectively, at December 31, 2008. Also included in the “Other” category are asset-
backed securities collateralized by home equity loans with a cost basis and fair value of $2.3 billion and $2.5 billion, respectively, at December 31, 2009, and $3.2 billion
and $3.2 billion, respectively, at December 31, 2008. The remaining balances primarily include asset-backed securities collateralized by credit cards and student loans.
(2) Foreign residential mortgage-backed securities with a cost basis and fair value of $51 million are included in residential mortgage-backed securities at December 31, 2009.

These instruments were included in other debt securities at December 31, 2008, and had a cost basis and fair value of $6.3 billion.

As part of our liquidity management strategy, we pledge
securities to secure borrowings from the Federal Home Loan
Bank (FHLB) and the Federal Reserve Bank. We also pledge
securities to secure trust and public deposits and for other
purposes as required or permitted by law. The carrying value
of pledged securities where the secured party has the right 

to sell or repledge totaled $5.0 billion at December 31, 2009,
and $4.5 billion at December 31, 2008. Securities pledged
where the secured party does not have the right to sell or
repledge totaled $93.9 billion at December 31, 2009, and 
$71.6 billion at December 31, 2008.

112

Gross Unrealized Losses and Fair Value
The following table shows the gross unrealized losses and fair
value of securities in the securities available for sale portfolio
by length of time that individual securities in each category
had been in a continuous loss position. Debt securities on
which we have taken only credit-related OTTI write-downs

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 cost basis 
and not the period of time since the credit-related 
OTTI write-down.

(in millions)

December 31, 2008
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other 

Total debt securities

Marketable equity securities:

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Total

December 31, 2009
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential 
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other

Total debt securities

Marketable equity securities:

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Total

We do not have the intent to sell any securities included 

in the table above. For debt securities included in the table
above, we have concluded it is more likely than not that we
will not be required to sell prior to recovery of the amortized
cost basis. We have assessed each security for credit impair-
ment. For debt securities, we evaluate, where necessary,
whether credit impairment exists by comparing the present
value of the expected cash ﬂows to the securities amortized
cost basis. For equity securities, we consider numerous fac-
tors in determining whether impairment exists, including 
our intent and ability to hold the securities for a period of
time sufﬁcient to recover the cost basis of the securities.
See Note 1 – “Securities” in this Report for the factors 
that we consider in our analysis of OTTI for debt and equity
securities available for sale.

Less than 12 months

12 months or more

Gross
unrealized
losses

$ —
(745)

(3)
(4,471)
(1,726)

(6,200)

(285)
(113)
(554)

Fair
value

—
3,483

83
9,960
4,152

14,195

1,056
215
8,638

Gross
unrealized
losses

—
(775)

—
(246)
(2,152)

(2,398)

(254)
(457)
(48)

Fair
value

—
1,702

—
238
2,302

2,540

469
180
38

Gross
unrealized
losses

—
(1,520)

(3)
(4,717)
(3,878)

(8,598)

(539)
(570)
(602)

Total

Fair
value

—
5,185

83
10,198
6,454

16,735

1,525
395
8,676

(7,897)

27,587

(3,932)

4,929

(11,829)

32,516

(75)
(23)

(98)

265
72

337

(252)
(4)

(256)

360
9

369

(327)
(27)

(354)

625
81

706

$(7,995)

27,924

(4,188)

5,298

(12,183)

33,222

$     (14)
(55)

(9)
(243)
(37)

(289)

(7)
(55)
(73)

530
1,120

767
2,991
816

4,574

281
398
746

—
(310)

—
(1,800)
(1,825)

—
2,826

—
9,697
6,370

(14)
(365)

530
3,946

(9)
(2,043)
(1,862)

767
12,688
7,186

(3,625)

16,067

(3,914)

20,641

(70)
(312)
(172)

442
512
286

(77)
(367)
(245)

723
910
1,032

(493)

7,649

(4,489)

20,133

(4,982)

27,782

(1)
(9)

(10)

93
175

268

(64)
—

(64)

527
—

527

(65)
(9)

(74)

620
175

795

$ (503)

7,917

(4,553)

20,660

(5,056)

28,577

SECURITIES OF U.S. TREASURY AND FEDERAL AGENCIES The 
unrealized losses associated with U.S. Treasury and federal
agency securities do not have any credit losses due to the
guarantees provided by the United States government.

SECURITIES OF U.S. STATES AND POLITICAL SUBDIVISIONS The
unrealized losses associated with securities of U.S. states 
and political subdivisions are primarily driven by changes 
in interest rates and not due to the credit quality of the securi-
ties. The fair value of these investments is almost exclusively
investment grade. The securities were generally underwritten
in accordance with our own investment standards prior to 
the decision to purchase, without relying on a bond insurer’s
guarantee in making the investment decision. These invest-
ments will continue to be monitored as part of our ongoing

113

Note 5: Securities Available for Sale (continued)

impairment analysis, but are expected to perform, even if the
rating agencies reduce the credit rating of the bond insurers.
As a result, we expect to recover the entire amortized cost
basis of these securities.

FEDERAL AGENCY MORTGAGE-BACKED SECURITIES (MBS) The
unrealized losses associated with federal agency MBS are 
primarily driven by changes in interest rates and not due to
credit losses. These securities are issued by U.S. government
or GSEs and do not have any credit losses given the explicit
or implicit government guarantee.

RESIDENTIAL MORTGAGE-BACKED SECURITIES The unrealized
losses associated with private residential MBS are primarily
driven by higher projected collateral losses, wider credit
spreads and changes in interest rates. We assess for credit
impairment using a cash ﬂow model. The key assumptions
include default rates, severities and prepayment rates. We
estimate losses to a security by forecasting the underlying
mortgage loans in each transaction. The forecasted loan 
performance is used to project cash ﬂows to the various
tranches in the structure. Cash ﬂow forecasts also considered,
as applicable, independent industry analyst reports and fore-
casts, sector credit ratings, and other independent market
data. Based upon our assessment of the expected credit losses
of the security given the performance of the underlying collat-
eral compared with our credit enhancement, we expect to
recover the entire amortized cost basis of these securities.

COMMERCIAL MORTGAGE-BACKED SECURITIES The unrealized
losses associated with commercial MBS are primarily driven
by higher projected collateral losses and wider credit spreads.
These investments are almost exclusively investment grade.
We assess for credit impairment using a cash ﬂow model. The
key assumptions include default rates and severities. We esti-
mate losses to a security by forecasting the underlying loans
in each transaction. The forecasted loan performance is used
to project cash ﬂows to the various tranches in the structure.
Cash ﬂow forecasts also considered, as applicable, independent
industry analyst reports and forecasts, sector credit ratings,
and other independent market data. Based upon our assess-
ment of the expected credit losses of the security given the
performance of the underlying collateral compared with our
credit enhancement, we expect to recover the entire amor-
tized cost basis of these securities.

CORPORATE DEBT SECURITIES The unrealized losses associated
with corporate debt securities are primarily related to securi-
ties backed by commercial loans and individual issuer compa-
nies. For securities with commercial loans as the underlying

collateral, we have evaluated the expected credit losses in 
the security and concluded that we have sufﬁcient credit
enhancement when compared with our estimate of credit 
losses for the individual security. For individual issuers, we
evaluate the ﬁnancial performance of the issuer on a quarterly
basis to determine that the issuer can make all contractual
principal and interest payments. Based upon this assessment,
we expect to recover the entire cost basis of these securities.

COLLATERALIZED DEBT OBLIGATIONS (CDOS) The unrealized
losses associated with CDOs relate to securities primarily
backed by commercial, residential or other consumer collat-
eral. The losses are primarily driven by higher projected 
collateral losses and wider credit spreads. We assess for credit
impairment using a cash ﬂow model. The key assumptions
include default rates, severities and prepayment rates. Based
upon our assessment of the expected credit losses of the 
security given the performance of the underlying collateral
compared with our credit enhancement, we expect to recover
the entire amortized cost basis of these securities.

OTHER DEBT SECURITIES The unrealized losses associated with
other debt securities primarily relate to other asset-backed
securities, which are primarily backed by auto, home equity
and student loans. The losses are primarily driven by higher
projected collateral losses, wider credit spreads and changes
in interest rates. We assess for credit impairment using a 
cash ﬂow model. The key assumptions include default rates,
severities and prepayment rates. Based upon our assessment
of the expected credit losses of the security given the perfor-
mance of the underlying collateral compared with our credit
enhancement, we expect to recover the entire amortized cost
basis of these securities.

MARKETABLE EQUITY SECURITIES Our marketable equity 
securities include investments in perpetual preferred securi-
ties, which provide very attractive tax-equivalent yields. We
evaluated these hybrid ﬁnancial instruments with investment-
grade ratings for impairment using an evaluation methodology
similar to that used for debt securities. Perpetual preferred
securities were not other-than-temporarily impaired at
December 31, 2009, if there was no evidence of credit deterio-
ration or investment rating downgrades of any issuers to below
investment grade, and we expected to continue to receive 
full contractual payments. We will continue to evaluate the
prospects for these securities for recovery in their market value
in accordance with our policy for estimating OTTI. We have
recorded impairment write-downs on perpetual preferred
securities where there was evidence of credit deterioration.

114

The fair values of our investment securities could decline

in the future if the underlying performance of the collateral
for the residential and commercial MBS or other securities
deteriorate and our credit enhancement levels do not provide
sufﬁcient protection to our contractual principal and interest.
As a result, there is a risk that signiﬁcant OTTI may occur in
the future given the current economic environment.

The following table shows the gross unrealized losses 
and fair value of debt and perpetual preferred securities avail-
able for sale by those rated investment grade and those rated
less than investment grade, according to their lowest credit
rating by Standard & Poor’s Rating Services (S&P) or Moody’s
Investors Service (Moody’s). Credit ratings express opinions
about the credit quality of a security. Securities rated invest-
ment grade, that is those rated BBB- or higher by S&P or 
Baa3 or higher by Moody’s, are generally considered by the
rating agencies and market participants to be low credit risk.
Conversely, securities rated below investment grade, labeled

as “speculative grade” by the rating agencies, are considered
to be distinctively higher credit risk than investment grade
securities. We have also included securities not rated by S&P
or Moody’s in the table below based on the internal credit
grade of the securities (used for credit risk management 
purposes) equivalent to the credit rating assigned by major
credit agencies. There were no unrated securities included in
investment grade in a loss position as of December 31, 2009.
The unrealized losses and fair value of unrated securities 
categorized as investment grade were $543 million and 
$8.1 billion as of December 31, 2008. Substantially all of the
unrealized losses on unrated securities classiﬁed as investment
grade as of December 31, 2008, were related to investments 
in asset-backed securities collateralized by auto leases and
cash reserves that appreciated to an unrealized gain position
at December 31, 2009, due to spread tightening. If an internal
credit grade was not assigned, we categorized the security 
as non-investment grade.

Investment grade

Non-investment grade

(in millions)

December 31, 2008
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other

Total debt securities

Perpetual preferred securities

Total

December 31, 2009
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other

Total debt securities

Perpetual preferred securities

Total

Gross
unrealized
losses

$

—
(1,464)

(3)
(4,574)
(3,863)

(8,440)
(36)
(478)
(549)

(10,967)
(311)

$(11,278)

$

(14)
(275)

(9)
(480)
(1,247)

(1,736)
(31)
(104)
(85)

(2,245)
(65)

$ (2,310)

Fair
value

—
5,028

83
10,045
6,427

16,555
579
373
8,612

31,147
604

31,751

530
3,621

767
5,661
6,543

12,971
260
471
644

18,497
620

19,117

Gross
unrealized
losses

—
(56)

—
(143)
(15)

(158)
(503)
(92)
(53)

(862)
(16)

(878)

—
(90)

—
(1,563)
(615)

(2,178)
(46)
(263)
(160)

(2,737)
—

(2,737)

Fair
value

—
157

—
153
27

180
946
22
64

1,369
21

1,390

—
325

—
7,027
643

7,670
463
439
388

9,285
—

9,285

115

The following table provides detail of OTTI recognized in

earnings for debt and equity securities available for sale by
major security type.

(in millions)

Debt securities

U.S. states and political subdivisions
Residential mortgage-backed securities
Commercial mortgage-backed securities
Corporate debt securities
Collateralized debt obligations
Other debt securities

Total debt securities

Marketable equity securities

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Year ended December 31,

2009

2008

$

7
595
137
69
125
79

1,012

50
32

82

14
183
23
176
147
3

546

1,057
187

1,244

1,790

Total OTTI losses recognized in earnings

$1,094

Securities that were determined to be credit impaired 
during the current year as opposed to prior years, in general
have experienced further degradation in expected cash ﬂows
primarily due to higher loss forecasts.

Other-Than-Temporarily Impaired Debt Securities
We recognize OTTI for debt securities classiﬁed as available
for sale in accordance with FASB ASC 320, Investments – Debt
and Equity Securities, which requires that we assess whether
we intend to sell or it is more likely than not that we will be
required to sell a security before recovery of its amortized
cost basis less any current-period credit losses. For debt secu-
rities that are considered other-than-temporarily impaired
and that we do not intend to sell and will not be required to
sell prior to recovery of our amortized cost basis, we separate
the amount of the impairment into the amount that is credit
related (credit loss component) and the amount due to all
other factors. The credit loss component is recognized in
earnings and is the difference between the security’s amor-
tized cost basis and the present value of its expected future
cash ﬂows discounted at the security’s effective yield. The
remaining difference between the security’s fair value and the
present value of future expected cash ﬂows is due to factors
that are not credit related and, therefore, is not required to be
recognized as losses in the income statement, but is recog-
nized in OCI. We believe that we will fully collect the carrying
value of securities on which we have recorded a non-credit-
related impairment in OCI.

Note 5: Securities Available for Sale (continued)

Realized Gains and Losses
The following table shows the gross realized gains and 
losses on sales from the securities available-for-sale portfolio,
including marketable equity securities. Realized losses 
included OTTI write-downs of $1.1 billion, $1.8 billion and 
$50 million for 2009, 2008 and 2007, respectively.

(in millions)

Gross realized gains
Gross realized losses

Net realized gains

Year ended December 31,

2009

$ 1,601
(1,254)

$ 347

2008

1,920
(1,891)

29

2007

479
(129)

350

Other-Than-Temporary Impairment
The following table shows the detail of total OTTI related 
to debt and equity securities available for sale, and nonmar-
ketable equity securities.

(in millions)

OTTI write-downs 

(included in earnings)
Debt securities
Equity securities:

Marketable equity securities
Nonmarketable equity securities

Total equity securities

Total OTTI write-downs

OTTI on debt securities

Recorded as part of gross 

realized losses:
Credit-related OTTI
Securities we intend to sell

Recorded directly to other 
comprehensive income
for non-credit-related impairment (1)

Total OTTI on debt securities

Year ended December 31, 2009

$1,012

82
573

655

$1,667

$ 982
30

1,340

$2,352

(1) Represents amounts recorded to OCI on debt securities in periods OTTI 

write-downs have occurred, which included $1.1 billion related to residential
MBS and $179 million related to commercial MBS. Changes in fair value in 
subsequent periods on such securities, to the extent not subsequently
impaired in those periods, are not reflected in this balance.

116

The table below presents a roll-forward of the credit loss

component recognized in earnings (referred to as “credit-
impaired” debt securities). The credit loss component of the
amortized cost represents the difference between the present
value of expected future cash ﬂows and the amortized cost
basis of the security prior to considering credit losses. The
beginning balance represents the credit loss component for
debt securities for which OTTI occurred prior to January 1,
2009. OTTI recognized in earnings in 2009 for credit-impaired
debt securities is presented as additions in two components
based upon whether the current period is the ﬁrst time the
debt security was credit-impaired (initial credit impairment)
or is not the ﬁrst time the debt security was credit impaired
(subsequent credit impairments). The credit loss component is
reduced if we sell, intend to sell or believe we will be required
to sell previously credit-impaired debt securities. Additionally,
the credit loss component is reduced if we receive or expect
to receive cash ﬂows in excess of what we previously expected
to receive over the remaining life of the credit-impaired 
debt security, the security matures or is fully written down.
Changes in the credit loss component of credit-impaired 
debt securities were:

(in millions)

Year ended December 31, 2009

Balance, beginning of year
Additions (1):

Initial credit impairments
Subsequent credit impairments

Reductions:

For securities sold
Due to change in intent to sell 

or requirement to sell

For increases in expected cash ﬂows

Balance, end of year

(1) Excludes $30 million of OTTI on debt securities we intend to sell.

$ 471

625
357

(255)

(1)
(10)

$1,187

For asset-backed securities (e.g., residential MBS), we esti -
mated expected future cash ﬂows of the security by estimating
the expected future cash ﬂows of the underlying collateral
and applying those collateral cash ﬂows, together with any
credit enhancements such as subordinated interests owned 
by third parties, to the security. The expected future cash
ﬂows of the underlying collateral are determined using the
remaining contractual cash ﬂows adjusted for future expected
credit losses (which considers current delinquencies and non-
performing assets, future expected default rates and collateral
value by vintage and geographic region) and prepayments.
The expected cash ﬂows of the security are then discounted 
at the interest rate used to recognize interest income on the
security to arrive at a present value amount. The table below
presents a summary of the signiﬁcant inputs considered in
determining the measurement of the credit loss component
recognized in earnings for residential MBS.

Non-agency residential MBS –

non-investment grade (1)

Year ended December 31, 2009

Expected remaining life of loan losses (2):

Range (3)
Credit impairment distribution (4):

0-10% range
10-20% range
20-30% range
Greater than 30%
Weighted average (5)

Current subordination levels (6):

Range (3)
Weighted average (5)

Prepayment speed (annual CPR (7)):

Range (3)
Weighted average (5)

0-58%

56
27
12
5
11

0-44
8

5-25
11

(1) Total credit impairment losses were $591 million, of which 96% were recorded
on non-investment grade securities for the year ended December 31, 2009.
This does not include OTTI recorded on those securities that we intend to sell.

(2) Represents future expected credit losses on underlying pool of loans
expressed as a percentage of total current outstanding loan balance.
(3) Represents the range of inputs/assumptions based upon the individual 

securities within each category.

(4) Represents distribution of credit impairment losses recognized in earnings 
categorized based on range of expected remaining life of loan losses. 
For example, 56% of credit impairment losses recognized in earnings for the
year ended December 31, 2009, had expected remaining life of loan loss
assumptions of 0 to 10%.

(5) Calculated by weighting the relevant input/assumption for each individual

security by current outstanding amortized cost basis of the security.

(6) Represents current level of credit protection (subordination) for the securities,

expressed as a percentage of total current underlying loan balance.

(7) Constant prepayment rate.

117

Note 5: Securities Available for Sale (continued)

Contractual Maturities
The following table shows the remaining contractual principal
maturities and contractual yields of debt securities available
for sale. The remaining contractual principal maturities for

MBS were determined assuming no prepayments. Remaining
expected maturities will differ from contractual maturities
because borrowers may have the right to prepay obligations
before the underlying mortgages mature.

(in millions)

December 31, 2008
Securities of U.S. Treasury and 

federal agencies

Securities of U.S. states and 
political subdivisions

Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other 

Total
amount

Weighted-
average
yield

Within one year
Amount Yield

After one year
through ﬁve years
Amount Yield

After ﬁve years
through ten years
Yield

Amount

After ten years
Amount Yield

Remaining contractual principal maturity

$

3,249

1.63%

$ 1,720

0.02% $ 1,120

3.36% $ 395

3.54%

$

14 5.05%

12,658

66,434
24,830
8,478

99,742

6,924
2,085
20,775

6.80

5.87
5.57
5.32

5.75

5.15
4.17
4.76

189

5.77

672

6.84

1,040

6.74

10,757 6.82

42
4.24
— —
— —

42

4.24

492

5.00
— —
4.71
53

129

5.03
— —
1.57
5

134

3,683
90
7,880

4.91

4.31
5.68
6.75

322
47
135

504

2,231
1,081
1,691

5.73
4.95
6.13

5.76

6.71
4.81
3.71

65,941 5.88
24,783 5.57
8,338 5.31

99,062 5.75

518 4.49
914 3.26
11,151 3.52

Total debt securities at fair value (1)(2)

$ 145,433

5.56%

$ 2,496

1.61% $ 13,579

5.79% $ 6,942

5.44%

$ 122,416 5.62%

December 31, 2009
Securities of U.S. Treasury and 

federal agencies

Securities of U.S. states and 
political subdivisions

Mortgage-backed securities:

Federal agencies
Residential 
Commercial

Total mortgage-backed securities

122,369

Corporate debt securities
Collateralized debt obligations
Other

9,335
3,725
15,879

$

2,280

2.80%

$ 413 0.79% $

669 2.14% $1,192

3.87%

$

6 4.03%

13,530

82,818
28,590
10,961

6.75

5.50
5.40
5.29

5.46

5.53
1.70
4.22

77 7.48

703 6.88

1,055

6.56

11,695 6.76

12 4.68
51 4.80
85 0.68

148 2.44

684 4.00
2 5.53
2,128 5.62

50 5.91
115 0.45
71 5.55

236 3.14

3,937 5.68
492 4.48
7,762 5.96

271
283
169

723

3,959
1,837
697

5.56
5.69
5.66

5.63

5.68
1.56
2.46

82,485 5.50
28,141 5.41
10,636 5.32

121,262 5.46

755 5.32
1,394 0.90
5,292 1.33

Total debt securities at fair value (1)

$167,118

5.33%

$3,452 4.63% $13,799 5.64% $9,463

4.51%

$140,404 5.37%

(1) The weighted-average yield is computed using the contractual coupon of each security weighted based on the fair value of each security.
(2) Information for December 31, 2008, has been revised to conform the determination of remaining contractual principal maturities and weighted-average yields to the 

current period methodology.

118

Note 6: Loans and Allowance for Credit Losses

The following table presents the major categories of loans
outstanding including those subject to accounting guidance
for PCI loans. Certain loans acquired in the Wachovia acquisi-
tion are accounted for as PCI loans and are included below,
net of any remaining purchase accounting adjustments.

Outstanding balances of all other loans are presented net 
of unearned income, net deferred loan fees, and unamortized
discount and premium totaling $14.6 billion at December 31,
2009, and $16.9 billion, at December 31, 2008.

(in millions)

Commercial and

commercial real estate:
Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and

commercial real estate

Consumer:

Real estate 1-4 family
ﬁrst mortgage
Real estate 1-4 family

junior lien mortgage

Credit card
Other revolving credit 
and installment

Total consumer

Foreign

PCI
loans

All
other
loans

2009

Total

$ 1,911
5,631
3,713
—

156,441
99,167
25,994
14,210

158,352
104,798
29,707
14,210

PCI
loans

4,580
7,762
4,503
—

2008(1)

2007

2006

2005

December 31,

All
other
loans

Total

197,889
95,346
30,173
15,829

202,469
103,108
34,676
15,829

90,468
36,747
18,854
6,772

70,404
30,112
15,935
5,614

61,552
28,545
13,406
5,400

11,255

295,812

307,067

16,845

339,237

356,082

152,841

122,065

108,903

38,386

191,150

229,536

39,214

208,680

247,894

71,415

53,228

77,768

331
—

103,377
24,003

103,708
24,003

—

89,058

89,058

38,717

407,588

446,305

1,733

27,665

29,398

728
—

151

40,093

1,859

58,797

109,436
23,555

110,164
23,555

75,565
18,762

68,926
14,697

59,143
12,009

93,102

93,253

56,171

53,534

47,462

434,773

474,866

221,913

190,385

196,382

32,023

33,882

7,441

6,666

5,552

806,033

864,830

382,195

319,116

310,837

Total loans

$51,705

731,065

782,770

(1) In 2009, we refined certain of our preliminary purchase accounting adjustments based on additional information as of December 31, 2008. These refinements resulted in

increasing the PCI loans carrying value at December 31, 2008, to $59.2 billion. The table above has not been updated as of December 31, 2008, to reflect these refinements.

We pledge loans to secure borrowings from the FHLB and
the Federal Reserve Bank as part of our liquidity management
strategy. Loans pledged where the secured party does not
have the right to sell or repledge totaled $312.6 billion and
$337.5 billion at December 31, 2009 and 2008, respectively. 
We did not have any pledged loans where the secured party
has the right to sell or repledge at December 31, 2009 or 2008.
Loan concentrations may exist when there are amounts
loaned to borrowers engaged in similar activities or similar
types of loans extended to a diverse group of borrowers that
would cause them to be similarly impacted by economic or
other conditions. At December 31, 2009 and 2008, we did not
have concentrations representing 10% or more of our total
loan portfolio in commercial loans and lease ﬁnancing by
industry or CRE loans (real estate mortgage and real estate
construction) by state or property type. Our real estate 1-4
family mortgage loans to borrowers in the state of California
represented approximately 14% of total loans at both
December 31, 2009 and 2008. Of this amount, 3% of total
loans were PCI loans at December 31, 2009. These loans are
generally diversiﬁed among the larger metropolitan areas 
in California, with no single area consisting of more than 3%
of total loans. Changes in real estate values and underlying

economic or market conditions for these areas are monitored
continuously within our credit risk management process.
Beginning in 2007, the residential real estate markets experi-
enced signiﬁcant declines in property values, and several
markets in California, speciﬁcally the Central Valley and 
several Southern California metropolitan statistical areas,
experienced more severe value adjustments.

Some of our real estate 1-4 family mortgage loans, including
ﬁrst mortgage and home equity products, include an interest-
only feature as part of the loan terms. At December 31, 2009,
these loans were approximately 15% of total loans, compared
with 11% at December 31, 2008. Most of these loans are 
considered to be prime or near prime.

For certain extensions of credit, we may require collateral,
based on our assessment of a customer’s credit risk. We hold
various types of collateral, including accounts receivable, inven-
tory, land, buildings, equipment, autos, ﬁnancial instruments,
income-producing commercial properties and residential real
estate. Collateral requirements for each customer may vary
according to the speciﬁc credit underwriting, terms and struc-
ture of loans funded immediately or under a commitment to
fund at a later date.

119

Note 6: Loans and Allowance for Credit Losses (continued)

A commitment to extend credit is a legally binding agree-
ment to lend funds to a customer, usually at a stated interest
rate and for a speciﬁed purpose. These commitments have
ﬁxed expiration dates and generally require a fee. When we
make such a commitment, we have credit risk. The liquidity
requirements or credit risk will be lower than the contractual
amount of commitments to extend credit because a signiﬁ-
cant portion of these commitments are expected to expire
without being used. Certain commitments are subject to loan
agreements with covenants regarding the ﬁnancial perfor-
mance of the customer or borrowing base formulas that must
be met before we are required to fund the commitment. We
use the same credit policies in extending credit for unfunded
commitments and letters of credit that we use in making
loans. See Note 14 in this Report for information on standby
letters of credit.

In addition, we manage the potential risk in credit commit-

ments by limiting the total amount of arrangements, both by
individual customer and in total, by monitoring the size and
maturity structure of these portfolios and by applying the
same credit standards for all of our credit activities. 

The total of our unfunded loan commitments, net of all
funds lent and all standby and commercial letters of credit
issued under the terms of these commitments, is summarized
by loan category in the following table:

(in millions)

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction

Total commercial and 

commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

December 31,

2009

2008

$187,319
5,138
9,385

195,507
6,536
19,063

201,842

221,106

33,460
63,338
65,952
20,778

36,964
78,417
75,776
22,231

183,528

213,388

4,468

4,817

Total unfunded loan commitments

$389,838

439,311

We have an established process to determine the adequacy

of the allowance for credit losses that assesses the risks and
losses inherent in our portfolio. While we attribute portions 
of the allowance to speciﬁc loan categories as part of our ana-
lytical process, the entire allowance is used to absorb credit
losses inherent in the total loan portfolio.

At December 31, 2009, the portion of the allowance for 
credit losses estimated at a pooled level for consumer loans
and some segments of commercial small business loans was
$16.7 billion. For purposes of determining the allowance for
credit losses, we pool certain loans in our portfolio by product
type, primarily for the auto, credit card and real estate mortgage
portfolios. To achieve greater accuracy, we further segment
selected portfolios. As appropriate, the business groups may
attempt to achieve greater accuracy through segmentation by
sub-product, origination channel, vintage, loss type, geography

120

and other predictive characteristics. For example, credit cards
are segmented by origination channel and the Home Equity
portfolios into liquidating and nonliquidating portfolios. In the
case of residential mortgages, we segment the liquidating Pick-
a-Pay portfolio, and further segment the remainder of the 
residential mortgage portfolio based on origination channel.
To measure losses inherent in consumer loans and some

commercial small business loans, we use loss models and
other quantitative, mathematical techniques. Each business
group estimates losses for loans as of the balance sheet date
over the loss emergence period. During fourth quarter 2008,
we conformed our loss emergence period for these portfolios
to cover 12 months of estimated losses, which is within
Federal Financial Institutions Examination Council (FFIEC)
guidelines and resulted in a $2.7 billion increase to the
allowance for credit losses in 2008. 

In determining the appropriate allowance attributable 
to our residential real estate portfolios, the loss rates used 
in our analysis include the impacts of our established loan
modiﬁcation programs. When modiﬁcations occur or are
probable to occur, our allowance considers the impact of
these modiﬁcations, taking into consideration the associated
credit cost, including re-defaults of modiﬁed loans and pro-
jected loss severity. The loss content associated with existing
and probable loan modiﬁcations has been considered in our
allowance reserving methodology.

The portion of the allowance for commercial, CRE, 
and foreign loans and lease ﬁnancing was $8.3 billion at
December 31, 2009. We initially estimate this portion of the
allowance by applying historical loss factors statistically
derived from tracking losses associated with actual portfolio
movements over a speciﬁed period of time, for each speciﬁc
loan grade. Based on this process, we assign loss factors to
each pool of graded loans and a loan equivalent amount for
unfunded loan commitments and letters of credit. These esti-
mates are then adjusted or supplemented where necessary
from additional analysis of long-term average loss experience,
external loss data or other risks identiﬁed from current condi-
tions and trends in selected portfolios, including management’s
judgment for imprecision and uncertainty.

We also assess and account for certain nonaccrual 
commercial, CRE, and foreign loan exposures that are over 
$5 million and certain consumer, commercial, CRE, and for-
eign loans whose terms have been modiﬁed in a TDR as
impaired. We include the impairment on these nonperforming
loans in the allowance unless it has already been recognized as
a loss. At December 31, 2009, we included $2.8 billion in the
allowance related to these impaired loans, which is included
in other components of the allowance described above.
Reﬂected in the portions of the allowance previously
described is an amount for imprecision or uncertainty that
incorporates the range of probable outcomes inherent in 
estimates used for the allowance, which may change from
period to period. This amount is the result of our judgment 
of risks inherent in the portfolios, economic uncertainties,
historical loss experience and other subjective factors, 
including industry trends, calculated to better reﬂect our 
view of risk in each loan portfolio.

In addition, the allowance for credit losses included 
a reserve for unfunded credit commitments of $515 million 
at December 31, 2009.

The total allowance reﬂects management’s estimate 
of credit losses inherent in the loan portfolio at the balance
sheet date. We consider the allowance for credit losses of

$25.0 billion adequate to cover credit losses inherent in the
loan portfolio, including unfunded credit commitments, at
December 31, 2009.

The allowance for credit losses consists of the allowance
for loan losses and the reserve for unfunded credit commit-
ments. Changes in the allowance for credit losses were:

(in millions)

Balance, beginning of year
Provision for credit losses
Loan charge-offs:

Commercial and commercial real estate:

Commercial
Real estate mortgage 
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total loan charge-offs

Loan recoveries:

Commercial and commercial real estate:

Commercial
Real estate mortgage 
Real estate construction 
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment 

Total consumer

Foreign

Total loan recoveries

Net loan charge-offs (1)

Allowances related to business combinations/other

Balance, end of year

Components:

Allowance for loan losses
Reserve for unfunded credit commitments

Allowance for credit losses

Net loan charge-offs as a percentage of average total loans (1)
Allowance for loan losses as a percentage of total loans (2)
Allowance for credit losses as a percentage of total loans (2)

2009

$ 21,711
21,668

(3,365)
(758)
(975)
(229)

(5,327)

(3,318)
(4,812)
(2,708)
(3,423)

(14,261)

(237)

(19,825)

254
33
16
20

323

185
174
180
755

1,294

40

1,657

(18,168)

(180)

$ 25,031

$ 24,516
515

$ 25,031

2.21%
3.13
3.20

2008

5,518
15,979

(1,653)
(29)
(178)
(65)

(1,925)

(540)
(2,204)
(1,563)
(2,300)

(6,607)

(245)

(8,777)

114
5
3
13

135

37
89
147
481

754

49

938

(7,839)

8,053

21,711

21,013
698

21,711

1.97
2.43
2.51

2007

3,964
4,939

(629)
(6)
(14)
(33)

(682)

(109)
(648)
(832)
(1,913)

(3,502)

(265)

(4,449)

119
8
2
17

146

22
53
120
504

699

65

910

(3,539)

154

5,518

5,307
211

5,518

1.03
1.39
1.44

Year ended December 31,

2006

4,057
2,204

(414)
(5)
(2)
(30)

(451)

(103)
(154)
(505)
(1,685)

(2,447)

(281)

(3,179)

111
19
3
21

154

26
36
96
537

695

76

925

(2,254)

(43)

3,964

3,764
200

3,964

0.73
1.18
1.24

2005

3,950
2,383

(406)
(7)
(6)
(35)

(454)

(111)
(136)
(553)
(1,480)

(2,280)

(298)

(3,032)

133
16
13
21

183

21
31
86
365

503

63

749

(2,283)

7

4,057

3,871
186

4,057

0.77
1.25
1.31

(1) For PCI loans, charge-offs are only recorded to the extent that losses exceed the purchase accounting estimates. 
(2) The allowance for credit losses includes $333 million for the year ended December 31, 2009, and none for prior years related to PCI loans acquired from Wachovia. 

Loans acquired from Wachovia are included in total loans, net of related purchase accounting net write-downs.

Nonaccrual loans were $24.4 billion and $6.8 billion at
December 31, 2009 and 2008, respectively. PCI loans have
been classiﬁed as accruing. Loans past due 90 days or more 
as to interest or principal and still accruing interest were
$22.2 billion at December 31, 2009, and $11.8 billion at
December 31, 2008. The 2009 and 2008 balances included

$15.3 billion and $8.2 billion, respectively, in advances pursuant
to our servicing agreements to the Government National
Mortgage Association (GNMA) mortgage pools and similar
loans whose repayments are insured by the Federal Housing
Administration (FHA) or guaranteed by the Department of 
Veterans Affairs (VA).

121

Note 6: Loans and Allowance for Credit Losses (continued)

We consider a loan to be impaired under the accounting

guidance for loan impairment provisions when, based on 
current information and events, we determine that we will 
not be able to collect all amounts due according to the loan
contract, including scheduled interest payments. We assess
and account for as impaired certain nonaccrual commercial,
CRE and foreign loan exposures that are over $5 million and
certain consumer, commercial, CRE and foreign loans whose
terms have been modiﬁed in a TDR. The recorded investment
in impaired loans and the methodology used to measure
impairment was:

(in millions)

Impairment measurement based on:

Collateral value method
Discounted cash ﬂow method (1)

Total (2)

December 31,

2009

2008

$

561
15,217

$15,778

88
3,552

3,640

(1) The December 31, 2009, balance includes $501 million of GNMA loans that are
insured by the FHA or guaranteed by the VA. Although both principal and
interest are insured, the insured interest rate may be different than the original
contractual interest rate prior to modification, resulting in interest impairment
under a discounted cash flow methodology.

(2) Includes $15.0 billion and $3.5 billion of impaired loans with a related allowance
of $2.8 billion and $816 million at December 31, 2009 and 2008, respectively.
The remaining impaired loans do not have a specific impaired allowance 
associated with them.

The average recorded investment in these impaired loans
was $10.6 billion, $2.0 billion and $313 million, in 2009, 2008
and 2007, respectively.

When the ultimate collectibility of the total principal of an
impaired loan is in doubt and the loan is on nonaccrual status,
all payments are applied to principal, under the cost recovery
method. When the ultimate collectibility of the total principal
of an impaired loan is not in doubt and the loan is on nonac-
crual status, contractual interest is credited to interest income
when received, under the cash basis method. Total interest
income recognized for impaired loans in 2009, 2008 and 2007
under the cash basis method was not signiﬁcant.

Purchased Credit-Impaired Loans
PCI loans had an unpaid principal balance of $83.6 billion 
at December 31, 2009, and $98.2 billion at December 31, 2008
(reﬁned), and a carrying value, before the deduction of the
allowance for loan losses, of $51.7 billion and $59.2 billion,
respectively. The following table provides details on the 
PCI loans acquired from Wachovia.

(in millions)

Balance at December 31, 2008

Provision for losses due to credit deterioration
Charge-offs 

Balance at December 31, 2009

122

(in millions)

December 31, 2008 (reﬁned)

Contractually required payments 

including interest

Nonaccretable difference (1)

Cash ﬂows expected to be collected (2)
Accretable yield

Fair value of loans acquired

$115,008
(45,398)

69,610
(10,447)

$ 59,163

(1) Includes $40.9 billion in principal cash flows not expected to be collected, 
$2.0 billion of pre-acquisition charge-offs and $2.5 billion of future interest 
not expected to be collected.

(2) Represents undiscounted expected principal and interest cash flows.

The excess of cash ﬂows expected to be collected over the

initial fair value of PCI loans is referred to as the accretable
yield and is accreted into interest income over the estimated
life of the PCI loans using the effective yield method. 
The accretable yield will change due to:
•

estimate of the remaining life of PCI loans which may
change the amount of future interest income, and possibly
principal, expected to be collected;
estimate of the amount of contractually required principal
and interest payments over the estimated life that will not
be collected (the nonaccretable difference); and
indices for PCI loans with variable rates of interest.

•

•

For PCI loans, the impact of loan modiﬁcations is included

in the evaluation of expected cash ﬂows for subsequent
decreases or increases of cash ﬂows. For variable rate PCI
loans, expected future cash ﬂows will be recalculated as the
rates adjust over the lives of the loans. At acquisition, the
expected future cash ﬂows were based on the variable rates
that were in effect at that time. The change in the accretable
yield related to PCI loans is presented in the following table.

(in millions)

Year ended December 31, 2009

Total, beginning of year (reﬁned)

Accretion (recognized in earnings)
Reclassiﬁcation from nonaccretable 

difference for loans with 
improving cash ﬂows
Changes in expected cash 
ﬂows that do not affect 
nonaccretable difference (1)

Total, end of year

$(10,447)
2,606

(441)

(6,277)

$(14,559)

(1) Represents changes in interest cash flows due to the impact of modifications
incorporated into the quarterly assessment of expected future cash flows
and/or changes in interest rates on variable rate loans.

When it is estimated that the expected cash ﬂows have
decreased subsequent to acquisition for a PCI loan or pool 
of loans, an allowance is established and a provision for addi-
tional loss is recorded as a charge to income. The table below
summarizes the changes in allowance for PCI loan losses.

Commercial,
CRE and
foreign

$    —
850
(520)

$ 330

Pick-a-Pay

Other
consumer

—
—
—

—

—
3
—

3

Total

—
853
(520)

333

Note 7: Premises, Equipment, Lease Commitments and Other Assets

(in millions)

Land
Buildings
Furniture and equipment
Leasehold improvements
Premises and equipment leased

under capital leases

Total premises and equipment
Less: Accumulated depreciation

and amortization

December 31,

2009

$ 2,140
8,143
6,232
1,381

2008

2,029
8,232
5,589
1,309

18,048

17,269

7,312

6,000

11,269

152

110

(in millions)

Net book value, premises and equipment

$10,736

Depreciation and amortization expense for premises and
equipment was $1.3 billion, $861 million and $828 million 
in 2009, 2008 and 2007, respectively.

Dispositions of premises and equipment, included in 
noninterest expense, resulted in net losses of $22 million 
in 2009 and net gains of $22 million and $3 million in 2008
and 2007, respectively.

We have obligations under a number of noncancelable
operating leases for premises and equipment. The terms 
of these leases are predominantly up to 15 years, with the
longest up to 78 years, and many provide for periodic 
adjustment of rentals based on changes in various economic
indicators. Some leases also include a renewal option. The 
following table provides the future minimum payments 
under capital leases and noncancelable operating leases, 
net of sublease rentals, with terms greater than one year 
as of December 31, 2009.

(in millions)

Year ended December 31,
2010
2011
2012
2013
2014
Thereafter

Total minimum lease payments

Executory costs
Amounts representing interest

Present value of net minimum

lease payments

Operating
leases

Capital
leases

$1,217
1,078
977
849
739
3,503

$8,363

53
13
5
4
3
25

103

$ (13)
(13)

$ 77

Operating lease rental expense (predominantly for 

premises), net of rental income, was $1.4 billion, $709 million
and $673 million in 2009, 2008 and 2007, respectively.

The components of other assets were:

Nonmarketable equity investments:

Cost method:

Private equity investments
Federal bank stock

Total cost method

Equity method
Principal investments (1)

Total nonmarketable 

equity investments (2)

Corporate/bank-owned life insurance
Accounts receivable
Interest receivable
Core deposit intangibles
Customer relationship and other intangibles
Net deferred taxes
Foreclosed assets:
GNMA loans (3)
Other

Operating lease assets
Due from customers on acceptances
Other

December 31,

2009

2008

$

3,808
5,985

9,793
5,138
1,423

16,354
19,515
20,565
5,946
10,774
2,168
3,212

960
2,199
2,395
810
19,282

3,040
6,106

9,146
6,358
1,278

16,782
18,339
22,493
5,746
11,999
3,516
13,864

667
1,526
2,251
615
12,003

Total other assets

$104,180

109,801

(1) Principal investments are recorded at fair value with realized and unrealized
gains (losses) included in net gains (losses) from equity investments in the
income statement. 

(2) Certain amounts in the above table have been reclassiﬁed to conform to the

current presentation.

(3) Consistent with regulatory reporting requirements, foreclosed assets include
foreclosed real estate securing GNMA loans. Both principal and interest for
GNMA loans secured by the foreclosed real estate are collectible because the
GNMA loans are insured by the Federal Housing Administration or guaranteed
by the Department of Veterans Affairs. 

Income related to nonmarketable equity investments was:

(in millions)

Net gains (losses) from:

Private equity investments (1)
Principal investments
All other nonmarketable 
equity investments

Net gains (losses) from 

nonmarketable equity 
investments

Year ended December 31,

2009

2008

2007

$(368)
79

(234)

265
—

(10)

598
—

4

$(523)

255

602

(1) Net gains in 2008 include $334 million gain from our ownership in Visa, 

which completed its initial public offering in March 2008. 

123

Note 8: Securitizations and Variable Interest Entities

Involvement with SPEs
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 or partnerships
that are established for a limited purpose. Historically, the
majority of SPEs were formed in connection with securitization
transactions. In a securitization transaction, assets from our
balance sheet are transferred to an SPE, which then issues 
to investors various forms of interests in those assets and
may also enter into derivative transactions. In a securitization
transaction, we typically receive cash and/or other interests 
in an SPE as proceeds for the assets we transfer. Also, in 
certain transactions, we may retain the right to service the
transferred receivables and to repurchase those receivables
from the SPE if the outstanding balance of the receivables
falls to a level where the cost exceeds the beneﬁts of servicing
such receivables. In addition, we may purchase the right to
service loans in a SPE that were transferred to the SPE by 
a third party.

In connection with our securitization activities, we have

various forms of ongoing involvement with SPEs, which 
may include:
• underwriting securities issued by SPEs and subsequently

making markets in those securities;

• providing liquidity facilities to support short-term 
obligations of SPEs issued to third party investors;
• providing credit enhancement on securities issued by

The SPEs we use are primarily either qualifying SPEs

(QSPEs), which are not consolidated under existing accounting
guidance if the criteria described below are met, or variable
interest entities (VIEs). To qualify as a QSPE, an entity must
be passive and must adhere to signiﬁcant limitations on the
types of assets and derivative instruments it may own and 
the extent of activities and decision making in which it may
engage. For example, a QSPE’s activities are generally limited
to purchasing assets, passing along the cash ﬂows of those
assets to its investors, servicing its assets and, in certain
transactions, issuing liabilities. Among other restrictions 
on a QSPE’s activities, a QSPE may not actively manage its
assets through discretionary sales or modiﬁcations.

A VIE is an entity that has either a total equity investment
that is insufﬁcient to permit the entity to ﬁnance its activities
without additional subordinated ﬁnancial support or whose
equity investors lack the characteristics of a controlling 
ﬁnancial interest. Under existing accounting guidance, 
a VIE is consolidated by its primary beneﬁciary, which, under
current accounting standards, is the entity that, through its
variable interests, absorbs the majority of a VIE’s variability.
A variable interest is a contractual, ownership or other 
interest that changes with changes in the fair value of the
VIE’s net assets.

SPEs or market value guarantees of assets held by SPEs
through the use of letters of credit, ﬁnancial guarantees,
credit default swaps and total return swaps;
entering into other derivative contracts with SPEs;

•
• holding senior or subordinated interests in SPEs;
•
• providing administrative or trustee services to SPEs.

acting as servicer or investment manager for SPEs; and

124

The classiﬁcations of assets and liabilities in our balance sheet associated with our transactions with QSPEs and VIEs follow:

(in millions)

December 31, 2008
Cash 
Trading account assets 
Securities (2)
Mortgages held for sale
Loans (3)
Mortgage servicing rights (4)
Other assets 

Total assets 

Short-term borrowings 
Accrued expenses and other liabilities (4)
Long-term debt 
Noncontrolling interests 

Total liabilities and noncontrolling interests 

Net assets

December 31, 2009
Cash 
Trading account assets 
Securities (2)
Loans (3)
Mortgage servicing rights
Other assets 

Total assets 

Short-term borrowings 
Accrued expenses and other liabilities 
Long-term debt 
Noncontrolling interests 

Total liabilities and noncontrolling interests 

Net assets

VIEs that we
do not

QSPEs

consolidate (1)

VIEs
that we
consolidate

Transfers that
we account
for as secured
borrowings

$ —
1,261
18,078
56
—
14,966
345

34,706

—
514
—
—

514

—
5,241
15,117
—
16,882
—
5,022

42,262

—
1,976
—
—

1,976

$ 34,192

40,286

$ —
1,309
21,015
—
16,233
41

38,598

—
1,113
—
—

1,113

—
4,788
14,171
15,698
—
5,563

40,220

—
2,239
—
—

2,239

$37,485

37,981

117
71
922
—
217
—
2,416

3,743

307
330
1,773
121

2,531

1,212

273
77
1,794
561
—
2,595

5,300

351
708
1,448
68

2,575

2,725

287
141
6,094
—
4,126
—
55

10,703

1,440
26
7,125
—

8,591

2,112

328
35
7,126
2,007
—
68

9,564

1,996
4,864
1,938
—

8,798

766

Total

404
6,714
40,211
56
21,225
14,966
7,838

91,414

1,747
2,846
8,898
121

13,612

77,802

601
6,209
44,106
18,266
16,233
8,267

93,682

2,347
8,924
3,386
68

14,725

78,957

(1) Reverse repurchase agreements of $20 million are included in other assets at December 31, 2009. These instruments were included in loans at December 31, 2008, 
in the amount of $349 million. The balance for securities at December 31, 2008, has been revised to reﬂect the removal of funds for which we had no contractual 
support arrangements.

(2) Excludes certain debt securities related to loans serviced for the Federal National Mortgage Association (FNMA), Federal Home Loan Mortgage Corporation (FHLMC) 

and Government National Mortgage Association (GNMA). 

(3) Excludes related allowance for loan losses.
(4) Balances related to QSPEs involving mortgage servicing rights and accrued expenses and other liabilities have been revised to reﬂect additionally identiﬁed QSPEs.

The following disclosures regarding our continuing
involvement with QSPEs and unconsolidated VIEs exclude
entities where our only involvement is in the form of: 
(1) investments in trading securities, (2) investments in 
securities or loans underwritten by third parties, (3) derivative
counterparty for certain derivatives such as interest rate
swaps or cross currency swaps that have customary terms,
and (4) administrative or trustee services. We determined
these forms of involvement are not signiﬁcant due to the 
temporary nature and size as well as our lack of involvement
in the design or operations of unconsolidated VIEs or 
QSPEs. Also not included are investments accounted for 
in accordance with the AICPA Investment Company Audit
Guide, investments accounted for under the cost method 
and investments accounted for under the equity method.

Transactions with QSPEs
We use QSPEs to securitize consumer and CRE loans and
other types of ﬁnancial assets, including student loans, 
auto loans and municipal bonds. We typically retain the ser-
vicing rights from these sales and may continue to hold other
beneﬁcial interests in QSPEs. We may also provide liquidity
to investors in the beneﬁcial interests and credit enhance-
ments in the form of standby letters of credit. Through these
securitizations we may be exposed to liability under limited
amounts of recourse as well as standard representations and
warranties we make to purchasers and issuers. The amount
recorded for this liability is included in other commitments
and guarantees in the following table.

125

Note 8: Securitizations and Variable Interest Entities (continued)

A summary of our involvements with QSPEs follows:

Total
QSPE
assets (1)

Debt and
equity
interests (2)

Servicing
assets

Derivatives

(in millions)

December 31, 2008

Residential mortgage loan securitizations (3):

Conforming (4)
Other/nonconforming

Commercial mortgage securitizations (3)
Auto loan securitizations 
Student loan securitizations 
Other 

Total

Residential mortgage loan securitizations (3):

Conforming (4)
Other/nonconforming

Commercial mortgage securitizations (3)
Auto loan securitizations 
Student loan securitizations 
Other 

Total

December 31, 2009

Residential mortgage loan securitizations:

Conforming (4)
Other/nonconforming

Commercial mortgage securitizations
Auto loan securitizations 
Student loan securitizations 
Other 

Total

Residential mortgage loan securitizations:

Conforming (4)
Other/nonconforming

Commercial mortgage securitizations
Auto loan securitizations 
Student loan securitizations 
Other 

Total

$ 1,008,824
313,447
320,399
4,133
2,765
11,877

$ 1,661,345

$1,150,515
251,850
345,561
2,285
2,637
8,391

$1,761,239

10,207
7,262
1,452
72
76
74

19,143

$ 10,207
7,262
1,452
72
76
74

$ 19,143

5,846
11,683
3,760
137
123
57

21,606

$ 5,846
11,683
3,760
137
123
57

$21,606

11,715
2,276
918
—
57
—

14,966

11,715
2,276
918
—
57
—

14,966

13,949
1,538
696
—
50
—

16,233

13,949
1,538
696
—
50
—

16,233

Other
commitments
and
guarantees

Net
assets

Carrying value – asset (liability)

(426)
(85)
—
—
—
—

(511)

21,496
9,483
2,894
115
133
71

34,192

Maximum exposure to loss

2,697
71
—
—
—
37

2,805

24,619
9,909
2,894
115
133
1,576

39,246

—
30
524
43
—
(3)

594

—
300
524
43
—
1,465

2,332

Carrying value – asset (liability)

—
16
489
21
—
4

530

—
30
766
21
—
78

895

(869)
(15)
—
—
—
—

(884)

18,926
13,222
4,945
158
173
61

37,485

Maximum exposure to loss

4,567
218
—
—
—
—

4,785

24,362
13,469
5,222
158
173
135

43,519

(1) Represents the remaining principal balance of assets held by QSPEs using the most current information available.
(2) Excludes certain debt securities held related to loans serviced for FNMA, FHLMC and GNMA.
(3) Certain balances have been revised to reflect additionally identified residential mortgage QSPEs, as well as to reflect removal of commercial mortgage asset transfers that

were subsequently determined not to be transfers to QSPEs.

(4) Conforming residential mortgage loan securitizations are those that are guaranteed by GSEs. Other commitments and guarantees include amounts related to loans sold
to QSPEs that we may be required to repurchase, or otherwise indemnify or reimburse the investor or insurer for losses incurred, due to material breach of contractual
representations and warranties. The maximum exposure to loss for material breach of contractual representations and warranties represents a stressed case estimate 
we utilize for determining stressed case regulatory capital needs and has been revised as of December 31, 2008, to conform with the 2009 basis of determination.

“Maximum exposure to loss” represents the carrying 
value of our involvement with off-balance sheet QSPEs plus
remaining undrawn liquidity and lending commitments,
notional amount of net written derivative contracts, and gen-
erally the notional amount of, or stressed loss estimate for,
other commitments and guarantees. Maximum exposure to
loss is a required disclosure under GAAP and, as presented 

in the preceding table, represents estimated loss that would
be incurred under severe, hypothetical circumstances, for
which we believe the possibility of occurrence is extremely
remote, such as where the value of our interests and any asso-
ciated collateral declines to zero, without any consideration 
of recovery or offset from any economic hedges. Accordingly,
this required disclosure is not an indication of expected loss.

126

We recognized net gains of $1 million from sales of 
ﬁnancial assets in securitizations in 2009 (none in 2008).

Additionally, we had the following cash ﬂows with our 
securitization trusts.

(in millions)

Sales proceeds from securitizations (1)
Servicing fees 
Other interests held
Purchases of delinquent assets
Net servicing advances

2009

Other
ﬁnancial
assets

—
42
296
—
—

Mortgage
loans

$394,632
4,283
3,757
45
257

Year ended December 31,

2008

Other
ﬁnancial
assets

—
—
131
—
—

Mortgage
loans

212,770
3,128
1,509
36
61

(1) Represents cash ﬂow data for all loans securitized in the period presented.

For securitizations completed in 2009 and 2008, we used
the following weighted-average assumptions to determine the

fair value of residential mortgage servicing rights 
and other interests held at the date of securitization.

Prepayment speed (annual CPR (1))
Life (in years)
Discount rate
Expected life of loan losses

(1) Constant prepayment rate.

Mortgage
servicing rights

2009

13.4%
5.6
8.3

2008

12.7
7.1
9.4

Other
interests held

Other interests held –
subordinate debt

2009

—
—
—

2008

36.0
2.3
7.2

2009

—
—
—
—

2008

13.3
5.7
6.7
1.1

Key economic assumptions and the sensitivity of the 
current fair value to immediate adverse changes in those
assumptions at December 31, 2009, for residential and 

commercial mortgage servicing rights, and other 
interests held related primarily to residential mortgage 
loan securitizations are presented in the following table.

(in millions)

Fair value of interests held
Expected weighted-average life (in years)
Prepayment speed assumption (annual CPR)

Decrease in fair value from:
10% adverse change
25% adverse change
Discount rate assumption

MSRs and other interests held
Decrease in fair value from:
100 basis point increase
200 basis point increase

Credit loss assumption

Decrease in fair value from:

10% higher losses
25% higher losses

Other interests held (1)

Mortgage
servicing
rights

Interest-
only
strips

Subordinated

bonds (2)

$17,259
5.8
12.2%

$

718
1,715

9.0%

$

755
1,449

532
5.2
12.2

13
35
20.9

14
28

447
4.2
8.8

3
9
9.7

14
27
4.3%

$ 11
22

Senior
bonds (3)

5,801
6.0
9.9

43
116
9.4

203
389
4.7

6
16

(1) Excludes securities retained in securitizations issued through GSEs such as FNMA, FHLMC and GNMA because we do not believe the value of these securities would be
materially affected by the adverse changes in assumptions noted in the table. These GSE securities and other interests held presented in this table are included in debt
and equity interests in our disclosure of our involvements with QSPEs shown on page 126.

(2) Subordinated interests include only those bonds whose credit rating was below AAA by a major rating agency at issuance.
(3) Senior interests include only those bonds whose credit rating was AAA by a major rating agency at issuance.

127

Note 8: Securitizations and Variable Interest Entities (continued)

The sensitivities in the preceding table are hypothetical
and caution should be exercised when relying on this data.
Changes in fair value based on variations in assumptions gen-
erally cannot be extrapolated because the relationship of the
change in the assumption to the change in fair value may not
be linear. Also, the effect of a variation in a particular assump-
tion on the fair value of the other interests held is calculated

independently without changing any other assumptions. In
reality, changes in one factor may result in changes in others
(for example, changes in prepayment speed estimates could
result in changes in the discount rates), which might magnify
or counteract the sensitivities.

The table below presents information about the principal

balances of owned and securitized loans.

Total loans (1)

Delinquent loans (2)(3)

Net charge-offs (3)

December 31,

December 31,

Year ended December 31,

(in millions)

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

2009

2008

2009

$ 159,185
326,314
29,707
14,210

529,416

1,331,568
107,000
24,003
99,140

1,561,711

29,398

204,113
310,480
34,676
15,829

565,098

1,165,456
115,308
23,555
104,886

1,409,205

33,882

5,052
12,375
3,765
171

21,363

19,224
2,854
795
1,765

24,638

219

46,220

2008

1,471
1,058
1,221
92

3,842

6,849
1,421
687
1,427

10,384

91

14,317

2009

3,111
833
959
209

5,112

4,420
4,692
2,528
2,775

14,415

197

19,724

2008

1,539
26
175
52

1,792

902
2,115
1,416
1,819

6,252

196

8,240

Total loans owned and securitized

$2,120,525

2,008,185

Less:  

Securitized loans
Mortgages held for sale
Loans held for sale 

Total loans held

1,292,928
39,094
5,733

$ 782,770

1,117,039
20,088
6,228

864,830

(1) Represents loans in the balance sheet or that have been securitized and includes residential mortgages sold to FNMA, FHLMC and GNMA and securitizations where 

servicing is our only form of continuing involvement. 

(2) Delinquent loans are 90 days or more past due and still accruing interest as well as nonaccrual loans.
(3) Delinquent loans and net charge-offs exclude loans sold to FNMA, FHLMC and GNMA. We continue to service the loans and would only experience a loss if required 

to repurchase a delinquent loan due to a breach in original representations and warranties associated with our underwriting standards.

Transactions with VIEs
Our transactions with VIEs include securitization, investment
and ﬁnancing activities involving CDOs backed by asset-
backed and CRE securities, collateralized loan obligations
(CLOs) backed by corporate loans or bonds, and other types
of structured ﬁnancing. We have various forms of involve-

ment with VIEs, including holding senior or subordinated
interests, entering into liquidity arrangements, credit default
swaps and other derivative contracts. These involvements
with unconsolidated VIEs are recorded on our balance sheet
primarily in trading assets, securities available for sale, loans,
MSRs, other assets and other liabilities, as appropriate.

128

The following table summarizes our involvement with unconsolidated VIEs.

(in millions)

December 31, 2008

Collateralized debt obligations (2)
Wachovia administered ABCP (3) conduit
Asset-based ﬁnance structures
Tax credit structures
Collateralized loan obligations 
Investment funds 
Credit-linked note structures 
Money market funds (4)
Other (5)

Total

Collateralized debt obligations 
Wachovia administered ABCP (3) conduit
Asset-based ﬁnance structures
Tax credit structures
Collateralized loan obligations 
Investment funds 
Credit-linked note structures 
Money market funds (4)
Other (5)

Total

December 31, 2009

Collateralized debt obligations
Wachovia administered ABCP (3) conduit
Asset-based ﬁnance structures
Tax credit structures
Collateralized loan obligations 
Investment funds 
Credit-linked note structures 
Other (5)

Total

Collateralized debt obligations 
Wachovia administered ABCP (3) conduit
Asset-based ﬁnance structures
Tax credit structures
Collateralized loan obligations 
Investment funds 
Credit-linked note structures 
Other (5)

Total

Total
VIE
assets (1)

Debt and
equity
interests

Derivatives

Other
commitments
and
guarantees

Net
assets

Carrying value – asset (liability)

$   54,294
10,767
11,614
22,882
23,339
105,808
12,993
13,307
1,832

$ 256,836

$ 55,899
5,160
17,467
27,537
23,830
84,642
1,755
8,470

$224,760

14,080
—
9,232
4,366
3,217
3,543
50
—
3,983

38,471

$ 14,080
—
9,346
4,366
3,217
3,550
50
—
3,991

$ 38,600

12,988
—
10,187
4,659
3,602
1,831
40
3,269

36,576

$12,988
—
10,187
4,659
3,702
2,331
40
3,269

$37,176

1,053
—
(136)
—
109
—
1,472
10
(36)

2,472

4,849
15,824
136
—
109
—
2,253
51
130

23,352

—
—
—
(516)
—
—
—
—
(141)

(657)

15,133
—
9,096
3,850
3,326
3,543
1,522
10
3,806

40,286

Maximum exposure to loss

1,514
—
—
560
555
140
—
—
578

3,347

20,443
15,824
9,482
4,926
3,881
3,690
2,303
51
4,699

65,299

Carrying value – asset (liability)

1,746
—
(72)
—
64
—
985
5

2,728

3,586
5,263
72
—
64
500
1,714
5

11,204

—
—
(248)
(653)
—
(129)
—
(293)

(1,323)

14,734
—
9,867
4,006
3,666
1,702
1,025
2,981

37,981

Maximum exposure to loss

33
—
968
4
473
89
—
1,774

3,341

16,607
5,263
11,227
4,663
4,239
2,920
1,754
5,048

51,721

(1) Represents the remaining principal balance of assets held by unconsolidated VIEs using the most current information available. For VIEs that obtain exposure to assets

synthetically through derivative instruments, the remaining notional amount of the derivative is included in the asset balance.

(2) The balance of total VIE assets for VIEs involving CDOs has been revised to reflect additionally identified CDOs.
(3) Asset-based commercial paper.
(4) Includes only those money market mutual funds to which the Company had outstanding contractual support agreements in place. The balance has been revised to

exclude certain funds because the support arrangements had lapsed or settled and the Company is not obligated to support such funds.

(5) Contains investments in auction rate securities issued by VIEs that we do not sponsor and, accordingly, are unable to obtain the total assets of the entity.

129

Note 8: Securitizations and Variable Interest Entities (continued)

“Maximum exposure to loss” represents the carrying value

of our involvement with off-balance sheet (unconsolidated)
VIEs plus remaining undrawn liquidity and lending commit-
ments, notional amount of net written derivative contracts,
and generally the notional amount of, or stressed loss estimate
for, other commitments and guarantees. Maximum exposure
to loss is a required disclosure under GAAP and, as presented
in the preceding table, represents estimated loss that would be
incurred under severe, hypothetical circumstances, for which
we believe the possibility of occurrence is extremely remote,
such as where the value of our interests and any associated
collateral declines to zero, without any consideration of recov-
ery or offset from any economic hedges. Accordingly, this
required disclosure is not an indication of expected loss.

COLLATERALIZED DEBT OBLIGATIONS (CDOS) A CDO is a secu -
ritization where an SPE purchases a pool of assets consisting
of asset-backed securities and issues multiple tranches of
equity or notes to investors. In some transactions a portion 
of the assets are obtained synthetically through the use of
derivatives such as credit default swaps or total return swaps.
Prior to 2008, we engaged in the structuring of CDOs on
behalf of third party asset managers who would select and
manage the assets for the CDO. Typically, the asset manager
has some discretion to manage the sale of assets of, or deriva-
tives used by the CDO.

In addition to our role as arranger we may have other forms
of involvement with these transactions. Such involvement may
include acting as liquidity provider, derivative counterparty,
secondary market maker or investor. For certain transactions,
we may also act as the collateral manager or servicer. We
receive fees in connection with our role as collateral manager
or servicer.

We assess whether we are the primary beneﬁciary of CDOs
at the inception of the transactions based on our expectation
of the variability associated with our continuing involvement.
Subsequently, we monitor our ongoing involvement in these
transactions to determine if a more frequent assessment of
variability is necessary. Variability in these transactions may
be created by credit risk, market risk, interest rate risk or liq-
uidity risk associated with the CDO’s assets. Our assessment
of the variability is performed qualitatively because our con-
tinuing involvement is typically senior in priority to the third
party investors in transactions. In most cases, we are not the
primary beneﬁciary of these transactions because we do not
retain the subordinate interests in these transactions and,
accordingly, do not absorb the majority of the variability.

COLLATERALIZED LOAN OBLIGATIONS (CLOS) A CLO is a securi-
tization where an SPE purchases a pool of assets consisting 
of loans and issues multiple tranches of equity or notes to
investors. Generally, CLOs are structured on behalf of a third
party asset manager that typically selects and manages the
assets for the term of the CLO. Typically, the asset manager
has some discretion to manage the sale of assets of the CLO.
Prior to the securitization, we may provide all or substan-
tially all of the warehouse ﬁnancing to the asset manager. The
asset manager uses this ﬁnancing to purchase the assets into

130

a bankruptcy remote SPE during the warehouse period. At the
completion of the warehouse period, the assets are sold to the
CLO and the warehouse ﬁnancing is repaid with the proceeds
received from the securitization’s investors. The warehousing
period is generally less than 12 months in duration. In the
event the securitization does not take place, the assets in the
warehouse are liquidated. We consolidate the warehouse SPEs
when we are the primary beneﬁciary. We are the primary 
beneﬁciary when we provide substantially all of the ﬁnancing
and therefore absorb the majority of the variability. Sometimes
we have loss sharing arrangements whereby a third party asset
manager agrees to absorb the credit and market risk during
the warehousing period or upon liquidation of the collateral
in the event a securitization does not take place. In those 
circumstances we do not consolidate the warehouse SPE
because the third party asset manager absorbs the majority 
of the variability through the loss sharing arrangement.

In addition to our role as arranger and warehouse ﬁnanc-

ing provider, we may have other forms of involvement with
these transactions. Such involvement may include acting as
underwriter, derivative counterparty, secondary market maker
or investor. For certain transactions, we may also act as the
servicer, for which we receive fees in connection with that
role. We also earn fees for arranging these transactions and
distributing the securities.

We assess whether we are the primary beneﬁciary of CLOs

at inception of the transactions based on our expectation of
the variability associated with our continuing involvement.
Subsequently, we monitor our ongoing involvement in these
transactions to determine if a more frequent assessment of
variability is necessary. Variability in these transactions may
be created by credit risk, market risk, interest rate risk or liq-
uidity risk associated with the CLO’s assets. Our assessment
of the variability is performed qualitatively because our con-
tinuing involvement is typically senior in priority to the third
party investors in transactions. In most cases, we are not the
primary beneﬁciary of these transactions because we do not
retain the subordinate interests in these transactions and,
accordingly, do not absorb the majority of the variability.

MULTI-SELLER COMMERCIAL PAPER CONDUIT We administer a
multi-seller ABCP conduit that ﬁnances certain client trans-
actions. We acquired the relationship with this conduit in the
Wachovia merger. This conduit is a bankruptcy remote entity
that makes loans to, or purchases certiﬁcated interests, gener-
ally from SPEs, established by our clients (sellers) and which
are secured by pools of ﬁnancial assets. The conduit funds
itself through the issuance of highly rated commercial paper
to third party investors. The primary source of repayment 
of the commercial paper is the cash ﬂows from the conduit’s
assets or the re-issuance of commercial paper upon maturity.
The conduit’s assets are structured with deal-speciﬁc credit
enhancements generally in the form of overcollateralization
provided by the seller, but also may include subordinated
interests, cash reserve accounts, third party credit support
facilities and excess spread capture. The weighted-average life
of the conduit’s assets was 2.5 years at December 31, 2009,
and 3.0 years at December 31, 2008, respectively.

The composition of the conduit’s assets follows: 

Commercial and middle market loans
Auto loans
Equipment loans
Leases
Trade receivables
Credit cards
Other

Total 

December 31, 2009

December 31, 2008 (1)

Funded
asset
composition

Total
committed
exposure

Funded
asset
composition

Total
committed
exposure

42.3%
26.8
18.5
4.2
3.3
1.7
3.2

35.6
29.2
16.8
3.2
10.3
2.7
2.2

27.6
27.6
14.4
12.6
8.8
7.0
2.0

32.6
22.0
11.4
11.7
10.9
7.9
3.5

100.0%

100.0

100.0

100.0

(1) Certain December 31, 2008, percentages have been revised to conform with the December 31, 2009, classification of certain assets.

The table below summarizes the weighted-average 

These ratings are based on internal rating criteria.

credit rating equivalents of the conduit’s assets. 

AAA
AA
A
BBB/BB

Total

The timely repayment of the commercial paper is further
supported by asset-speciﬁc liquidity facilities in the form of
liquidity asset purchase agreements that we provide. Each
facility is equal to 102% of the conduit’s funding commitment
to a client. The aggregate amount of liquidity must be equal
to or greater than all the commercial paper issued by the 
conduit. At the discretion of the administrator, we may be
required to purchase assets from the conduit at par value plus
accrued interest or discount on the related commercial paper,
including situations where the conduit is unable to issue 
commercial paper. Par value may be different from fair value.
We receive fees in connection with our role as administrator
and liquidity provider. We may also receive fees related to the
structuring of the conduit’s transactions.

The weighted average life of the commercial paper was
22.5 days at December 31, 2009, and the average yield on 
the commercial paper was 0.24%. The ability of the conduit 
to issue commercial paper is a function of general market
conditions and the credit rating of the liquidity provider. 
At December 31, 2009, we did not hold any of the commercial
paper issued by the conduit. 

The conduit has issued a subordinated note to a third
party investor. The subordinated note is designed to absorb
the expected variability associated with the credit risk in the
conduit’s assets as well as assets that may be or were funded
by us as a result of a purchase under the provisions of a spe-
ciﬁc liquidity asset purchase agreement. Actual credit losses
incurred on the conduit’s assets or assets purchased under 
the liquidity facilities are absorbed ﬁrst by the subordinated
note prior to any allocation to us as the liquidity provider. 

December 31, 2009

December 31, 2008

Funded
asset
composition

Total
committed
exposure

Funded
asset
composition

Total
committed
exposure

—%

12.8
29.4
57.8

—
18.7
36.5
44.8

100.0%

100.0

9.4
8.3
52.2
30.1

100.0

10.4
11.7
51.5
26.4

100.0

We increased the face amount of our subordinated note to 
$60 million in March 2009. In fourth quarter 2009, the subor-
dinated note absorbed $16 million of losses. At December 31,
2009, the available balance of the subordinated note was 
$44 million. The subordinated note matures in 2017.

At least quarterly, or more often if circumstances dictate,

we assess whether we are the primary beneﬁciary of the 
conduit based on our expectation of the variability associated
with our liquidity facilities and administrative fee arrangement.
Such circumstances may include changes to the terms of the
conduit’s assets, internal credit grades, outstanding amounts
under each facility or the purchase of the conduit’s commercial
paper. We assess variability using a quantitative expected
loss model. The key inputs to the model include internally
generated risk ratings that are mapped to third party rating
agency loss-given-default assumptions. We do not consolidate
the conduit because our expected loss model indicates that
the holder of the subordinated note absorbs the majority 
of the variability of the conduit’s assets.

ASSET-BASED FINANCE STRUCTURES We engage in various
forms of structured ﬁnance arrangements with VIEs that 
are collateralized by various asset classes including energy
contracts, auto and other transportation leases, intellec -
tual property, equipment and general corporate credit. We 
typically provide senior ﬁnancing, and may act as an inter-
est rate swap or commodity derivative counterparty when 
necessary. In most cases, we are not the primary beneﬁciary
of these structures because we do not retain a majority 
of the variability in these transactions.

131

Note 8: Securitizations and Variable Interest Entities (continued)

For example, we had investments in asset-backed securi-
ties that were collateralized by auto leases or loans and cash
reserves. These ﬁxed-rate securities are underwritten by us
and have been structured as single-tranche, fully amortizing,
unrated bonds that are equivalent to investment-grade securities
due to their signiﬁcant overcollateralization. The securities
are issued by SPEs that have been formed by third party auto
ﬁnancing institutions primarily because they require a source
of liquidity to fund ongoing vehicle sales operations.

TAX CREDIT STRUCTURES We co-sponsor and make investments
in affordable housing and sustainable energy projects that 
are designed to generate a return primarily through the 
realization of federal tax credits. In some instances, our
investments in these structures may require that we fund
future capital commitments at the discretion of the project
sponsors. While the size of our investment in a single entity
may at times exceed 50% of the outstanding equity interests,
we do not consolidate these structures due to performance
guarantees provided by the project sponsors giving them 
a majority of the variability. 

INVESTMENT FUNDS At December 31, 2009, we had invest-
ments of $1.3 billion and lending arrangements of $20 million
with certain funds managed by one of our majority owned
subsidiaries compared with investments of $2.1 billion and
lending arrangements of $349 million at December 31, 2008.
In addition, we also provide a default protection agreement to
a third party lender to one of these funds. Our involvements
in these funds are either senior or of equal priority to third
party investors. We do not consolidate the investment funds
because we do not absorb the majority of the expected future
variability associated with the funds’ assets, including vari-
ability associated with credit, interest rate and liquidity risks.
We are also a passive investor in various investment 
funds that invest directly in private equity and mezzanine
securities as well as funds sponsored by select private equity
and venture capital groups. We also invest in hedge funds 
on behalf of clients. In these transactions, we use various
derivative contracts that are designed to provide our clients
with the returns of the underlying hedge fund investments.
We do not consolidate these funds because we do not hold 
a majority of the subordinate interests in these funds.

MONEY MARKET FUNDS In 2008 we entered into a capital 
support agreement for up to $130 million related to an invest-
ment in a structured investment vehicle (SIV) held by AAA-
rated money market funds we sponsor in order to maintain 
a AAA credit rating and a NAV of $1.00 for the funds. In third
quarter 2008, we fulﬁlled our obligation under this agreement
by purchasing the SIV investment from the funds. In third
quarter 2009, we purchased additional SIV investments from
the AAA-rated money market funds. At December 31, 2009,
we had no outstanding support agreements. We recorded 
a loss of $27 million in 2009 in connection with support pro-
vided to our money market/collective funds. At December 31,
2009, the SIV investments were recorded as debt securities 
in our securities available-for-sale portfolio. We do not consol-
idate these funds because we do not absorb the majority of

132

the expected future variability associated with the fund’s
assets. We are generally not responsible for investment losses
incurred by funds we sponsor, and we do not have a contrac-
tual or implicit obligation to indemnify such losses or provide
additional support to the funds. While we previously elected
to enter into capital support agreements for the funds, we are
not obligated and may elect not to provide support to these
funds or other funds we sponsor in the future.

CREDIT-LINKED NOTE STRUCTURES We enter into credit-linked
note structures for two separate purposes. First and primarily,
we structure transactions for clients designed to provide
investors with speciﬁed returns based on the returns of an
underlying security, loan or index. Second, in certain situations,
we also use credit-linked note structures to reduce risk-
weighted assets for determining regulatory capital ratios 
by structuring similar transactions that are indexed to the
returns of a pool of underlying loans that we own. These
transactions reduce our risk-weighted assets because they
transfer a portion of the credit risk in the indexed pool of
loans to the holders of the credit-linked notes. Both of these
types of transactions result in the issuance of credit-linked
notes and typically involve a bankruptcy remote SPE that 
synthetically obtains exposure to the underlying loans
through a derivative instrument such as a written credit
default swap or total return swap. The SPE issues notes to
investors based on the referenced underlying securities or
loans. Proceeds received from the issuance of these notes are
usually invested in investment grade ﬁnancial assets. We 
are typically the derivative counterparty to these transactions
and administrator responsible for investing the note proceeds.
We do not consolidate these SPEs because we typically do 
not hold any of the notes that they issue.

OTHER TRANSACTIONS WITH VIES In August 2008, Wachovia
reached an agreement to purchase at par auction rate 
securities (ARS) that were sold to third party investors by two
of its subsidiaries. ARS are debt instruments with long-term
maturities, but which reprice more frequently. Certain of
these securities were issued by VIEs. At December 31, 2009, we
held in our securities available-for-sale portfolio $3.2 billion 
of ARS issued by VIEs that we redeemed pursuant to this
agreement, compared with $3.7 billion at December 31, 2008.
At December 31, 2008, we had a liability in our balance sheet
of $91 million for additional losses on anticipated future
redemptions of ARS issued by VIEs. We did not have a liability
related to this event at December 31, 2009, since all remaining
ARS issued by VIEs subject to the agreement were redeemed. 
On November 18, 2009, we reached agreements to pur-
chase additional ARS from eligible investors who bought 
ARS through one of three of our broker-dealer subsidiaries. 
At December 31, 2009, we had a liability in our balance sheet 
of $261 million for losses on anticipated future redemptions 
of ARS associated with these agreements. As of December 31,
2009, we had not redeemed a substantial amount of these
securities. Were we to redeem all ARS issued by VIEs that are
subject to the agreement, our estimated maximum exposure
to loss would be $1.6 billion; however, certain of these securi-
ties may be repaid in full by the issuer prior to redemption.

We do not consolidate the VIEs that issued the ARS
because we do not expect to absorb the majority of the
expected future variability associated with assets of 
the VIEs.

TRUST PREFERRED SECURITIES In addition to the involvements
disclosed in the following table, we had $19.0 billion of debt
ﬁnancing through the issuance of trust preferred securities at
December 31, 2009. In these transactions, VIEs that we wholly
own issue preferred equity or debt securities to third party
investors. All of the proceeds of the issuance are invested in
debt securities that we issue to the VIEs. In certain instances,
we may provide liquidity to third party investors that purchase
long-term securities that reprice frequently issued by VIEs.

The VIEs’ operations and cash ﬂows relate only to the
issuance, administration and repayment of the securities held
by third parties. We do not consolidate these VIEs because
the sole assets of the VIEs are receivables from us. This is the
case even though we own all of the voting equity shares of the
VIEs, have fully guaranteed the obligations of the VIEs and
may have the right to redeem the third party securities under
certain circumstances. We report the debt securities that 
we issue to the VIEs as long-term debt in our consolidated
balance sheet.

A summary of our transactions with VIEs accounted for 
as secured borrowings and involvements with consolidated
VIEs follows:

Consolidated
assets

Carrying value (1)

Third
party
liabilities

Noncontrolling
interests

(in millions)

December 31, 2008
Secured borrowings: 

Municipal tender option bond securitizations 
Auto loan securitizations 
Commercial real estate loans 
Residential mortgage securitizations 

Total secured borrowings 

Consolidated VIEs: 

Structured asset ﬁnance
Investment funds
Other 

Total consolidated VIEs 

Total
VIE
assets

$   6,358
2,134
1,294
1,124

10,910

3,491
1,119
1,007

5,617

6,280
2,134
1,294
995

10,703

1,666
1,070
1,007

3,743

4,765
1,869
1,258
699

8,591

1,481
155
774

2,410

Total secured borrowings and consolidated VIEs 

$ 16,527

14,446

11,001

December 31, 2009
Secured borrowings: 

Municipal tender option bond securitizations 
Auto loan securitizations 
Commercial real estate loans 
Residential mortgage securitizations 

Total secured borrowings 

Consolidated VIEs: 

Structured asset ﬁnance
Investment funds
Other 

Total consolidated VIEs 

$ 7,156
274
1,309
901

9,640

2,791
2,257
2,697

7,745

7,189
274
1,309
792

9,564

1,074
2,245
1,981

5,300

6,856
121
1,269
552

8,798

1,088
271
1,148

2,507

Total secured borrowings and consolidated VIEs 

$17,385

14,864

11,305

—
—
—
—

—

13
97
11

121

121

—
—
—
—

—

10
33
25

68

68

(1) Amounts exclude loan loss reserves, and total assets may differ from consolidated assets due to the different measurement methods used depending on classiﬁcation 

of the assets.

We have raised ﬁnancing through the securitization 

of certain ﬁnancial assets in transactions with VIEs accounted
for as secured borrowings. We also consolidate VIEs where 
we are the primary beneﬁciary. In certain transactions we 
provide contractual support in the form of limited recourse

and liquidity to facilitate the remarketing of short-term 
securities issued to third party investors. Other than this 
limited contractual support, the assets of the VIEs are 
the sole source of repayment of the securities held by 
third parties.

133

Note 9: Mortgage Banking Activities

Mortgage banking activities, included in the Community
Banking and Wholesale Banking operating segments, 
consist of residential and commercial mortgage originations
and servicing.

The changes in residential MSRs measured using the fair

value method were:

(in millions)

Fair value, beginning of year

Purchases
Acquired from Wachovia (1)
Servicing from securitizations

or asset transfers

Sales

Net additions

Changes in fair value:

Year ended December 31,

2009

$14,714
—
34

6,226
—

6,260

2008

16,763
191
479

3,450
(269)

3,851

2007

17,591
803
—

3,680
(1,714)

2,769

Due to changes in valuation 

model inputs or assumptions (2)

Other changes in fair value (3)

Total changes in fair value

(1,534)
(3,436)

(4,970)

(3,341)
(2,559)

(5,900)

(571)
(3,026)

(3,597)

Fair value, end of year

$16,004

14,714

16,763

(1) The 2009 amount reﬂects reﬁnements to initial December 31, 2008, 

Wachovia purchase accounting adjustments.

(2) Principally reﬂects changes in discount rates and prepayment speed 

assumptions, mostly due to changes in interest rates.

(3) Represents changes due to collection/realization of expected cash ﬂows 

over time.

The changes in amortized commercial MSRs were:

Year ended December 31,

(in millions)

Balance, beginning of year

Purchases (1)
Acquired from Wachovia (2)
Servicing from securitizations 

or asset transfers (1)

Amortization

2009

$1,446
11
(135)

61
(264)

2008

466
10
1,021

24
(75)

Balance, end of year (3)

$1,119

1,446

Fair value of amortized MSRs:

Beginning of year
End of year

$1,555
1,261

573
1,555

2007

377
120
—

40
(71)

466

457
573

(1) Based on December 31, 2009, assumptions, the weighted-average amortization
period for MSRs added during the twelve months of 2009 was approximately
18.1 years.

(2) The 2009 amount reﬂects reﬁnements to initial December 31, 2008, 

Wachovia purchase accounting adjustments.

(3) There was no valuation allowance recorded for the periods presented.

Commercial MSRs are evaluated for impairment purposes by the following
asset classes: agency and non-agency commercial mortgage-backed 
securities (MBS), and loans.

We present the components of our managed servicing
portfolio in the table below at unpaid principal balance for
loans serviced and subserviced for others and at book value
for owned loans serviced.

(in billions)

2009

2008

2007

December 31,

Residential mortgage servicing

Serviced for others
Owned loans serviced
Subservicing

Total residential servicing

Commercial mortgage servicing

Serviced for others
Owned loans serviced
Subservicing

Total commercial servicing

Total managed servicing 

portfolio

Total serviced for others
Ratio of MSRs to related loans 

serviced for others

$1,422
364
10

1,796

454
105
10

569

1,388
378
15

1,781

472
103
11

586

1,283
174
17

1,474

147
37
6

190

$2,365

$1,876

2,367

1,860

1,664

1,430

0.91%

0.87

1.20

134

The components of mortgage banking noninterest income were:

(in millions)

Servicing income, net:

Servicing fees
Changes in fair value of residential MSRs:

Due to changes in valuation model inputs or assumptions (1)
Other changes in fair value (2)

Total changes in fair value of residential MSRs

Amortization 
Net derivative gains from economic hedges (3)

Total servicing income, net

Net gains on mortgage loan origination/sales activities
All other

Total mortgage banking noninterest income

Market-related valuation changes to MSRs, net of hedge results (1) + (3)

Year ended December 31,

2009

$ 3,942

(1,534)
(3,436)

(4,970)
(264)
6,849

5,557
6,152
319

$12,028

$ 5,315

2008

3,855

(3,341)
(2,559)

(5,900)
(75)
3,099

979
1,183
363

2,525

(242)

2007

4,025

(571)
(3,026)

(3,597)
(71)
1,154

1,511
1,289
333

3,133

583

(1) Principally reﬂects changes in discount rates and prepayment speed assumptions, mostly due to changes in interest rates.
(2) Represents changes due to collection/realization of expected cash ﬂows over time.
(3) Represents results from free-standing derivatives (economic hedges) used to hedge the risk of changes in fair value of MSRs. See Note 15 – Free-Standing Derivatives 

in this Report for additional discussion and detail. 

Servicing fees include certain unreimbursed direct servicing

obligations primarily associated with workout activities. 

In addition, servicing fees and all other in the table 
above included:

(in millions)

Contractually speciﬁed servicing fees
Late charges
Ancillary fees

Year ended December 31,

2009

$4,473
329
187

2008

3,904
283
148

2007

3,922
293
124

135

Note 10:

Intangible Assets

The gross carrying value of intangible assets and accumulated amortization was:

(in millions)

Amortized intangible assets:

MSRs (1)
Core deposit intangibles
Customer relationship and other intangibles

Total amortized intangible assets

MSRs (carried at fair value) (1)
Goodwill
Trademark

(1) See Note 9 in this Report for additional information on MSRs.

2009

December 31,

2008

Gross

Gross

carrying Accumulated
value amortization

carrying Accumulated
amortization

value

487
4,366
896

5,749

$ 1,606
15,140
3,050

$19,796

$16,004
24,812
14

1,672
14,188
3,988

19,848

14,714
22,627
14

226
2,189
486

2,901

Total

2,856

2,431
2,080
1,831
1,620
1,459

The following table provides the current year and estimated future amortization expense for amortized intangible assets.

(in millions)

Year ended December 31, 2009 (actual)

Estimate for year ended December 31,
2010
2011
2012
2013
2014

Amortized
commercial
MSRs

Core
deposit
intangibles

Customer
relationship
and other
intangibles (1)

$264

$224
198
161
125
108

2,180

1,870
1,593
1,396
1,241
1,113

412

337
289
274
254
238

(1) Includes amortization of lease intangibles reported in occupancy expense of $8 million for 2009, and estimated amortization of $9 million, $8 million, $8 million, 

$5 million, and $4 million for 2010, 2011, 2012, 2013 and 2014, respectively. 

We based our projections of amortization expense shown
above on existing asset balances at December 31, 2009. Future
amortization expense may vary from these projections.

For our goodwill impairment analysis, we allocate all of the

goodwill to the individual operating segments. As a result of
the combination of Wells Fargo and Wachovia, management
realigned its business segments into the following three lines
of business: Community Banking; Wholesale Banking; and
Wealth, Brokerage and Retirement. As part of this realignment,
we updated our reporting units. We identify reporting units
that are one level below an operating segment (referred to as
a component), and distinguish these reporting units based on

how the segments and components are managed, taking into
consideration the economic characteristics, nature of the
products and customers of the components. We allocate
goodwill to reporting units based on relative fair value, using
certain performance metrics. We have revised prior period
information to reﬂect this realignment. See Note 23 in this
Report for further information on management reporting.
The following table shows the allocation of goodwill 
to our operating segments for purposes of goodwill impair-
ment testing. The additions in 2009 predominantly relate 
to goodwill recorded in connection with reﬁnements to our
initial acquisition date purchase accounting.

(in millions)

December 31, 2007

Reduction in goodwill related to divested businesses
Goodwill from business combinations
Foreign currency translation adjustments

December 31, 2008

Goodwill from business combinations
Foreign currency translation adjustments

December 31, 2009

136

Community
Banking

Wholesale
Banking

Brokerage and Consolidated
Company

Retirement

Wealth,

$ 10,591
—
6,229
(10)

16,810
1,343
7

$18,160

2,147
(1)
3,303
—

5,449
830
—

6,279

368
—
—
—

368
5
—

373

13,106
(1)
9,532
(10)

22,627
2,178
7

24,812

Note 11: Deposits

Time certiﬁcates of deposit (CDs) and other time deposits
issued by domestic ofﬁces totaled $117.0 billion and 
$210.5 billion at December 31, 2009 and 2008, respectively.
Substantially all of these deposits were interest bearing. 
The contractual maturities of these deposits follow.

Of these deposits, the amount of time deposits with 
a denomination of $100,000 or more was $43.7 billion and
$90.1 billion at December 31, 2009 and 2008, respectively. 
The contractual maturities of these deposits follow.

(in millions)

2010
2011
2012
2013
2014
Thereafter

Total

December 31, 2009

$ 66,162
20,617
9,635
15,354
2,225
3,006

$116,999

(in millions)

December 31, 2009

Three months or less
After three months through six months
After six months through twelve months
After twelve months

Total

$10,146
5,092
8,592
19,907

$43,737

Time CDs and other time deposits issued by foreign
ofﬁces with a denomination of $100,000 or more represent 
a major portion of all of our foreign deposit liabilities of 
$60.0 billion and $40.9 billion at December 31, 2009 and 
2008, respectively.

Demand deposit overdrafts of $667 million and $1.1 billion

were included as loan balances at December 31, 2009 and
2008, respectively.

Note 12: Short-Term Borrowings

The table below shows selected information for short-term
borrowings, which generally mature in less than 30 days.

At December 31, 2009, we had $500 million available in

lines of credit. These ﬁnancing arrangements require the

(in millions)

As of December 31,
Commercial paper and other short-term borrowings
Federal funds purchased and securities sold

under agreements to repurchase

Total

Year ended December 31,
Average daily balance
Commercial paper and other short-term borrowings
Federal funds purchased and securities sold

under agreements to repurchase

Total

Maximum month-end balance
Commercial paper and other short-term borrowings (1)
Federal funds purchased and securities sold

under agreements to repurchase (2)

maintenance of compensating balances or payment of fees,
which were not material.

Amount

2009

Rate

Amount

2008

Rate

Amount

2007

Rate

$12,950

0.39%

$ 45,871

0.93%

$30,427

4.45%

26,016

$38,966

$27,793

24,179

$51,972

$62,871

30,608

0.08

0.18

0.43

0.46

0.44

N/A

N/A

62,203

$108,074

$ 43,792

22,034

$ 65,826

$ 76,009

62,203

1.12

1.04

2.43

1.88

2.25

N/A

N/A

22,828

$53,255

$ 8,765

17,089

$25,854

$30,427

23,527

N/A – Not applicable.
(1) Highest month-end balance in each of the last three years was February 2009, August 2008 and December 2007.
(2) Highest month-end balance in each of the last three years was February 2009, December 2008 and September 2007.

2.94

3.80

4.96

4.74

4.81

N/A

N/A

137

Note 13: Long-Term Debt

Following is a summary of our long-term debt based on 
original maturity (reﬂecting unamortized debt discounts 

and premiums, and purchase accounting adjustments for 
debt assumed in the Wachovia acquisition, where applicable):

(in millions)

Wells Fargo & Company (Parent only)
Senior
Fixed-rate notes (1)(2)
Floating-rate notes (2)(3)
Extendible notes (4)
Market-linked notes (5)

Total senior debt – Parent

Subordinated
Fixed-rate notes (1)
Floating-rate notes 

Total subordinated debt – Parent

Junior subordinated
Fixed-rate notes (1)(6)(7)(8)
FixFloat preferred purchase securities (9)(10)

Floating-rate notes 
FixFloat notes 
Fixed-rate notes – hybrid trust securities (1)(11)(12)(13)
FixFloat notes – income trust securities (14)

Total junior subordinated debt – Parent (15)

Total long-term debt – Parent

Wells Fargo Bank, N.A. and its subsidiaries (WFB, N.A.)
Senior
Fixed-rate notes
Floating-rate notes 
Fixed-rate advances – Federal Home Loan Bank (FHLB) (1)
Market-linked notes (5)
Obligations of subsidiaries under capital leases (Note 7)

Total senior debt – WFB, N.A.

Subordinated
Fixed-rate notes (1)
Floating-rate notes (3)
Other notes and debentures

Total subordinated debt – WFB, N.A.

Total long-term debt – WFB, N.A.

Wachovia Bank, N.A. (WB, N.A.)
Senior
Fixed-rate notes (1)
Fixed-rate advances – FHLB
Floating-rate notes (3)
Floating-rate advances – FHLB
Primarily notes issued under global note programs (16)
Obligations of subsidiaries under capital leases (Note 7)

Total senior debt – WB, N.A.

Subordinated
Fixed-rate notes (1)
Floating-rate notes (3)

Total subordinated debt – WB, N.A.

Junior subordinated
Fixed-rate notes – trust securities
Floating-rate notes – trust securities

Total junior subordinated debt – WB, N.A. (15)

Mortgage notes and other debt

Total long-term debt – WB, N.A.

(continued on following page)

138

Maturity
date(s)

Stated
interest rate(s)

2010-2035
2010-2048

2010-2018

2.125-6.75%

Varies

Varies

2011-2035
2015-2016

4.375-7.574%

Varies

December 31,

2009

2008

$ 46,266
41,231
—
458

49,019
51,220
8
933

87,955

101,180

12,148
1,096

13,244

12,204
1,074

13,278

5.625-10.18%

8,661

10,111

7.70-9.75% to
2013, varies
Varies
6.28% to 2011, varies

6.375-7.85%

5.20% to 2011, varies

4,296
272
10
2,425
2,490

4,308
245
10
2,449
2,445

18,154

19,568

119,353

134,026

1.122-3.720%

1.60-5.20%
0.025-5.75%

Varies

4.75-7.55%
Varies
0.00-6.00%

6.00%

Varies

Varies

4.98%

4.80-7.85%
Varies

6
—
707
304
71

1,088

6,383
500
12

6,895

7,983

2,227
—
3,910
—
4,410
6

10,553

11,825
1,437

13,262

318
270

588

63
1,026
202
437
97

1,825

6,941
500
9

7,450

9,275

2,098
8
3,963
5,527
20,529
6

32,131

12,856
1,388

14,244

308
243

551

2026
2027

8.00%

Varies

2010-2046

Varies

7,679

9,993

32,082

56,919

2026-2068
2013-2044

2027-2036
2036
2037-2047
2011-2042

2010-2011

2011-2012
2010-2016
2010-2025

2010-2036
2016
2010-2037

2013

2010-2011

2010-2040
2014

2010-2038
2014-2017

(continued from previous page)

(in millions)

Wells Fargo Financial, Inc., and its subsidiaries (WFFI)
Senior
Fixed-rate notes 
Floating-rate notes 

Total senior debt – WFFI

Subordinated
Other subordinated – WFFI

Total subordinated debt – WFFI

Total long-term debt – WFFI

Other consolidated subsidiaries
Senior
Fixed-rate notes
Fixed-rate advances – FHLB
Floating-rate notes (3)
Floating-rate advances – FHLB (3)
Other notes and debentures – ﬂoating-rate

Total senior debt – Other consolidated subsidiaries

Subordinated
Fixed-rate notes 
Floating-rate notes
Floating-rate notes – preferred units
Other notes and debentures – ﬂoating rate

Total subordinated debt – Other consolidated subsidiaries

Junior subordinated
Fixed-rate notes
Floating-rate notes
FixFloat notes

Maturity
date(s)

Stated
interest rate(s)

2010-2034

3.60-6.125%

2010-2017

3.50-5.125%

2010-2049
2010-2031
2011
2010-2013
2010-2028

0.00-7.50%
3.27-8.45%
Varies
Varies
Varies

2016

4.28-5.222%

2011-2016

Varies

2011-2030
2027-2036
2036

5.50-10.875%

Varies
7.064% through
2011, varies

Total junior subordinated debt – Other consolidated subsidiaries (15)

Mortgage notes and other debt of subsidiaries

2013-2014

Varies

Total long-term debt – Other consolidated subsidiaries

Total long-term debt

December 31,

2009

2008

$ 7,294
—

7,294

4

4

6,456
1,075

7,531

6

6

7,298

7,537

617
1,958
595
32,771
70

36,011

2,489
2,545
2,641
46,282
3,347

57,304

18
—
—
54

72

63
241

79

383

679

—
421
349
84

854

116
248

80

444

799

37,145

59,401

$203,861

267,158

(1) We entered into interest rate swap agreements for most of the aggregate balance of these notes, whereby we receive ﬁxed-rate interest payments approximately 
equal to interest on the notes and make interest payments based on an average one-month, three-month or six-month London Interbank Offered Rate (LIBOR).

(2) On December 10, 2008, Wells Fargo issued $3 billion of 3% ﬁxed senior unsecured notes and $3 billion of ﬂoating senior unsecured notes both maturing on December 9,
2011. On March 30, 2009, Wells Fargo issued $1.75 billion of 2.125% ﬁxed senior unsecured notes and $1.75 billion of ﬂoating senior unsecured notes both maturing on
June 15, 2012. These notes are guaranteed under the FDIC’s Temporary Liquidity Guarantee Program and are backed by the full faith and credit of the United States.
(3) We entered into interest rate swap agreements for a portion of the aggregate balance of these notes, whereby we receive variable-rate interest payments and make 

interest payments based on a ﬁxed rate.

(4) The extendible notes are ﬂoating-rate securities with an initial maturity of 13 or 24 months, which can be extended on a rolling monthly or quarterly basis, respectively, 

to a ﬁnal maturity of ﬁve years at the investor’s option.

(5) Consists of long-term notes where the performance of the note is linked to an embedded equity, commodity, or currency index, or basket of indices accounted for 

separately from the note as a free-standing derivative. For information on embedded derivatives, see Note 15 – Free-standing derivatives in this Report.

(6) On December 5, 2006, Wells Fargo Capital X issued 5.95% Capital Securities and used the proceeds to purchase from the Parent 5.95% Capital Efﬁcient Notes (the Notes)
due 2086 (scheduled maturity 2036). When it issued the Notes, the Parent entered into a Replacement Capital Covenant (the Covenant) in which it agreed for the beneﬁt
of the holders of the Parent’s 5.625% Junior Subordinated Debentures due 2034 that it will not repay, redeem or repurchase, and that none of its subsidiaries will 
purchase, any part of the Notes or the Capital Securities on or before December 1, 2066, unless the repayment, redemption or repurchase is made from the net cash 
proceeds of the issuance of certain qualiﬁed securities and pursuant to the other terms and conditions set forth in the Covenant. For more information, refer to the
Covenant, which was ﬁled as Exhibit 99.1 to the Company’s Current Report on Form 8-K ﬁled December 5, 2006.

(7) On May 25, 2007, Wells Fargo Capital XI issued 6.25% Enhanced Trust Preferred Securities (Enhanced TRUPS®) (the 2007 Capital Securities) and used the proceeds to 

purchase from the Parent 6.25% Junior Subordinated Deferrable Interest Debentures due 2067 (the 2007 Notes). When it issued the 2007 Notes, the Parent entered into 
a Replacement Capital Covenant (the 2007 Covenant) in which it agreed for the beneﬁt of the holders of the Parent’s 5.625% Junior Subordinated Debentures due 2034
that it will not repay, redeem or repurchase, and that none of its subsidiaries will purchase, any part of the 2007 Notes or the 2007 Capital Securities on or before June 15,
2057, unless the repayment, redemption or repurchase is made from the net cash proceeds of the issuance of certain qualiﬁed securities and pursuant to the other terms
and conditions set forth in the 2007 Covenant. For more information, refer to the 2007 Covenant, which was ﬁled as Exhibit 99.1 to the Company’s Current Report on
Form 8-K ﬁled May 25, 2007.

(8) On March 12, 2008, Wells Fargo Capital XII issued 7.875% Enhanced Trust Preferred Securities (Enhanced TRUPS®) (the First 2008 Capital Securities) and used the proceeds
to purchase from the Parent 7.875% Junior Subordinated Deferrable Interest Debentures due 2068 (the First 2008 Notes). When it issued the First 2008 Notes, the Parent
entered into a Replacement Capital Covenant (the First 2008 Covenant) in which it agreed for the beneﬁt of the holders of the Parent’s 5.375% Junior Subordinated
Debentures due 2035 (the Covered Debt) that it will not repay, redeem or repurchase, and that none of its subsidiaries will purchase, any part of the First 2008 Notes 
or the First 2008 Capital Securities on or before March 15, 2048, unless the repayment, redemption or repurchase is made from the net cash proceeds of the issuance of
certain qualiﬁed securities and pursuant to the other terms and conditions set forth in the First 2008 Covenant. For more information, refer to the First 2008 Covenant,
which was ﬁled as Exhibit 99.1 to the Company’s Current Report on Form 8-K ﬁled March 12, 2008.

139

Note 13: Long-Term Debt (continued)

(9)0 On May 19, 2008, Wells Fargo Capital XIII issued 7.70% Fixed-to-Floating Rate Normal Preferred Purchase Securities (PPS) (the Second 2008 Capital Securities). The 

proceeds were used to purchase Remarketable 7.50% Junior Subordinated Notes maturing in 2044 (the Second 2008 Notes) from the Parent. In connection with the
issuance of the Second 2008 Capital Securities, the Trust and the Parent entered into a forward stock purchase contract that obligates the Trust to purchase the Parent’s
Noncumulative Perpetual Preferred Stock, Series A (the Series A Preferred Stock) and obligates the Parent to make payments to the Trust of 0.20% per annum through
the stock purchase date, expected to be March 26, 2013 (the Series A Stock Purchase Date). Prior to the Series A Stock Purchase Date, the Trust is required to remarket
and sell the Second 2008 Notes to third party investors to generate cash proceeds to satisfy its obligation to purchase the Series A Preferred Stock. When it issued 
the Second 2008 Notes, the Parent entered into a Replacement Capital Covenant (the Second 2008 Covenant) in which it agreed for the beneﬁt of the holders of the
Covered Debt that, after the date it notiﬁes the holders of the Covered Debt of the Second 2008 Covenant, it will not repay, redeem or repurchase, and that none of its
subsidiaries will purchase, (i) any part of the Second 2008 Notes prior to the Series A Stock Purchase Date or (ii) any part of the Second 2008 Capital Securities or the
Series A Preferred Stock prior to the date that is 10 years after the Series A Stock Purchase Date, unless the repayment, redemption or repurchase is made from the 
net cash proceeds of the issuance of certain qualiﬁed securities and pursuant to the other terms and conditions set forth in the Second 2008 Covenant. For more 
information, refer to the Second 2008 Covenant, which was ﬁled as Exhibit 99.1 to the Company’s Current Report on Form 8-K ﬁled May 19, 2008.

(10) On September 10, 2008, Wells Fargo Capital XV issued 9.75% Fixed-to-Floating Rate Normal PPS (the Third 2008 Capital Securities). The proceeds were used to purchase
Remarketable 9.25% Junior Subordinated Notes maturing in 2044 (the Third 2008 Notes) from the Parent. In connection with the issuance of the Third 2008 Capital
Securities, the Trust and the Parent entered into a forward stock purchase contract that obligates the Trust to purchase the Parent’s Noncumulative Perpetual Preferred
Stock, Series B (the Series B Preferred Stock) and obligates the Parent to make payments to the Trust of 0.50% per annum through the stock purchase date, expected to
be September 26, 2013 (the Series B Stock Purchase Date). Prior to the Series B Stock Purchase Date, the Trust is required to remarket and sell the Third 2008 Notes to
third party investors to generate cash proceeds to satisfy its obligation to purchase the Series B Preferred Stock. When it issued the Third 2008 Notes, the Parent entered
into a Replacement Capital Covenant (the Third 2008 Covenant) in which it agreed for the beneﬁt of the holders of the Covered Debt that, after the date it notiﬁes the
holders of the Covered Debt of the Third 2008 Covenant, it will not repay, redeem or repurchase, and that none of its subsidiaries will purchase, (i) any part of the Third
2008 Notes prior to the Series B Stock Purchase Date or (ii) any part of the Third 2008 Capital Securities or the Series B Preferred Stock prior to the date that is 10 years
after the Series B Stock Purchase Date, unless the repayment, redemption or repurchase is made from the net cash proceeds of the issuance of certain qualiﬁed securities
and pursuant to the other terms and conditions set forth in the Third 2008 Covenant. For more information, refer to the Third 2008 Covenant, which was ﬁled as 
Exhibit 99.1 to the Company’s Current Report on Form 8-K ﬁled September 10, 2008.

(11) On February 15, 2007, Wachovia Capital Trust IV issued 6.375% Trust Preferred Securities (the First Wachovia Trust Securities) and used the proceeds to purchase from

Wachovia 6.375% Extendible Long-Term Subordinated Notes (the First Wachovia Notes). When it issued the First Wachovia Notes, Wachovia entered into a Replacement
Capital Covenant (the First Wachovia Covenant) in which it agreed for the beneﬁt of the holders of Wachovia’s Floating-Rate Junior Subordinated Deferrable Interest
Debentures due January 15, 2027, (the Wachovia Covered Debt) that it will not repay, redeem or repurchase, and that none of its subsidiaries will purchase, any part of
the First Wachovia Notes or the First Wachovia Trust Securities on or after the scheduled maturity date of the First Wachovia Notes and prior to the date that is 20 years
prior to the ﬁnal repayment date of the First Wachovia Notes, unless the repayment, redemption or repurchase is made from the net cash proceeds of the issuance of
certain qualiﬁed securities and pursuant to the other terms and conditions set forth in the First Wachovia Covenant. In connection with the Wachovia acquisition, the
Parent assumed all of Wachovia’s obligations under the First Wachovia Covenant. For more information, refer to the First Wachovia Covenant, which was ﬁled as Exhibit
99.1 to Wachovia’s Current Report on Form 8-K ﬁled February 15, 2007.

(12) On May 8, 2007, Wachovia Capital Trust IX issued 6.375% Trust Preferred Securities (the Second Wachovia Trust Securities) and used the proceeds to purchase from

Wachovia 6.375% Extendible Long-Term Subordinated Notes (the Second Wachovia Notes). When it issued the Second Wachovia Notes, Wachovia entered into a
Replacement Capital Covenant (the Second Wachovia Covenant) in which it agreed for the beneﬁt of the holders of the Wachovia Covered Debt that it will not repay,
redeem or repurchase, and that none of its subsidiaries will purchase, any part of the Second Wachovia Notes or the Second Wachovia Trust Securities (i) on or after the
earlier of the date that is 30 years prior to the ﬁnal repayment date of the Second Wachovia Notes and the scheduled maturity date of the Second Wachovia Notes and
(ii) prior to the later of the date that is 20 years prior to the ﬁnal repayment date of the Second Wachovia Notes and June 15, 2057, unless the repayment, redemption 
or repurchase is made from the net cash proceeds of the issuance of certain qualiﬁed securities and pursuant to the other terms and conditions set forth in the Second
Wachovia Covenant. In connection with the Wachovia acquisition, the Parent assumed all of Wachovia’s obligations under the Second Wachovia Covenant. For more
information, refer to the Second Wachovia Covenant, which was ﬁled as Exhibit 99.1 to Wachovia’s Current Report on Form 8-K ﬁled May 8, 2007.

(13) On November 21, 2007, Wachovia Capital Trust X issued 7.85% Trust Preferred Securities (the Third Wachovia Trust Securities) and used the proceeds to purchase from

Wachovia 7.85% Extendible Long-Term Subordinated Notes (the Third Wachovia Notes). When it issued the Third Wachovia Notes, Wachovia entered into a Replacement
Capital Covenant (the Third Wachovia Covenant) in which it agreed for the beneﬁt of the holders of the Wachovia Covered Debt that it will not repay, redeem or 
repurchase, and that none of its subsidiaries will purchase, any part of the Third Wachovia Notes or the Third Wachovia Trust Securities (i) on or after the earlier of the
date that is 30 years prior to the ﬁnal repayment date of the Third Wachovia Notes and the scheduled maturity date of the Third Wachovia Notes and (ii) prior to the 
later of the date that is 20 years prior to the ﬁnal repayment date of the Third Wachovia Notes and December 15, 2057, unless the repayment, redemption or repurchase
is made from the net cash proceeds of the issuance of certain qualiﬁed securities and pursuant to the other terms and conditions set forth in the Third Wachovia
Covenant. In connection with the Wachovia acquisition, the Parent assumed all of Wachovia’s obligations under the Third Wachovia Covenant. For more information,
refer to the Third Wachovia Covenant, which was ﬁled as Exhibit 99.1 to Wachovia’s Current Report on Form 8-K ﬁled November 21, 2007.

(14) On February 1, 2006, Wachovia Capital Trust III issued 5.80% Fixed-to-Floating Rate Wachovia Income Trust Securities (the Fourth Wachovia Trust Securities) and used 
the proceeds to purchase from Wachovia Remarketable Junior Subordinated Notes due 2042 (the Fourth Wachovia Notes). In connection with the issuance of the 
Fourth Wachovia Trust Securities, the Trust and Wachovia entered into a forward stock purchase contract that obligates the Trust to purchase Wachovia’s Noncumulative
Perpetual Class A Preferred Stock, Series I (the Series I Preferred Stock) and obligates Wachovia to make payments to the Trust of 0.60% per annum through the stock
purchase date, expected to be March 15, 2011 (the Series I Stock Purchase Date). Prior to the Series I Stock Purchase Date, the Trust is required to remarket and sell the
Fourth Wachovia Notes to third party investors to generate cash proceeds to satisfy its obligation to purchase the Series I Preferred Stock. When it issued the Fourth
Wachovia Notes, Wachovia entered into a Declaration of Covenant (the Fourth Wachovia Covenant) in which it agreed for the beneﬁt of the holders of the Wachovia
Covered Debt that it will repurchase the Fourth Wachovia Trust Securities or redeem or repurchase shares of the Series I Preferred Stock only if and to the extent that 
the total redemption or repurchase price is equal to or less than the net cash proceeds of the issuance of certain qualiﬁed securities as described in the Fourth Wachovia
Covenant. In connection with the Wachovia acquisition, the Parent assumed all of Wachovia’s obligations under the Fourth Wachovia Covenant. For more information,
refer to the Fourth Wachovia Covenant, which was ﬁled as Exhibit 99.1 to Wachovia’s Current Report on Form 8-K ﬁled February 1, 2006.

(15) Represents junior subordinated debentures held by unconsolidated wholly-owned trusts formed for the sole purpose of issuing trust preferred securities. 
(16) At December 31, 2009, bank notes of $3.8 billion had ﬂoating rates of interest ranging from 0.0006% to 7.6%, and $593 million of the notes had ﬁxed rates of interest

ranging from 1.00% to 5.00%.

140

We participated in the Federal Deposit Insurance Corp -
oration’s (FDIC) Temporary Liquidity Guarantee Program
(TLGP). The TLGP had two components: the Debt Guarantee
Program, which provided a temporary guarantee of newly
issued senior unsecured debt issued by eligible entities; and
the Transaction Account Guarantee Program, which provided
a temporary unlimited guarantee of funds in noninterest-
bearing transaction accounts at FDIC-insured institutions.
The Debt Guarantee Program expired on October 31, 2009,
and we opted out of the temporary unlimited guarantee of
funds effective December 31, 2009.

The aggregate annual maturities of long-term debt 

obligations (based on ﬁnal maturity dates) as of December 31,
2009, follow.

The interest rates on ﬂoating-rate notes are determined

periodically by formulas based on certain money market
rates, subject, on certain notes, to minimum or maximum
interest rates.

As part of our long-term and short-term borrowing

arrangements, we are subject to various ﬁnancial and opera-
tional covenants. Some of the agreements under which debt
has been issued have provisions that may limit the merger 
or sale of certain subsidiary banks and the issuance of capital
stock or convertible securities by certain subsidiary banks. 
At December 31, 2009, we were in compliance with all 
the covenants.

(in millions)

2010
2011
2012
2013
2014
Thereafter

Total

Parent Company

$ 21,292
22,466
15,460
9,871
7,575
42,689

40,495
37,699
27,027
19,716
11,063
67,861

$119,353

203,861

Note 14: Guarantees and Legal Actions

Guarantees
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, securities lending and other indemniﬁcations, liquidity

(in millions)

Standby letters of credit
Securities lending and other indemniﬁcations
Liquidity agreements (1)
Written put options (1)(2)
Loans sold with recourse
Residual value guarantees
Contingent consideration
Other guarantees

Total guarantees

agreements, written put options, recourse obligations, 
residual value guarantees, and contingent consideration. 
The following table shows carrying value, maximum exposure
to loss on our guarantees and the amount with a higher risk
of performance.

2009

December 31,

2008

Carrying
value

Maximum
Non-
exposure investment
grade

to loss

Carrying
value

Maximum
Non-
exposure investment
grade

to loss

$ 148
51
66
803
96
8
11
—

$1,183

49,997
20,002
7,744
8,392
5,049
197
145
55

91,581

21,112
2,512
—
3,674
2,400
—
102
2

29,802

130
—
30
1,376
53
—
11
—

1,600

47,191
30,120
17,602
10,182
6,126
1,121
187
38

112,567

17,293
1,907
—
5,314
2,038
—
—
—

26,552

(1) Certain of these agreements included in this table are related to off-balance sheet entities and, accordingly, are also disclosed in Note 8 in this Report.
(2) Written put options, which are in the form of derivatives, are also included in the derivative disclosures in Note 15 in this Report.

“Maximum exposure to loss” and “Non-investment grade”

are required disclosures under GAAP. Non-investment 
grade represents those guarantees on which we have a 
higher risk of being required to perform under the terms of
the guarantee. If the underlying assets under the guarantee
are non-investment grade (that is, an external rating that is
below investment grade or an internal credit default grade
that is equivalent to a below investment grade external 
rating), we consider the risk of performance to be high.

Internal credit default grades are determined based upon 
the same credit policies that we use to evaluate the risk of
payment or performance when making loans and other 
extensions of credit. These credit policies are more fully
described in Note 6 in this Report. 

Maximum exposure to loss represents the estimated 
loss that would be incurred under an assumed hypothetical
circumstance, despite what we believe is its extremely remote
possibility, where the value of our interests and any associated

141

Note 14: Guarantees and Legal Actions (continued)

collateral declines to zero, without any consideration of 
recovery or offset from any economic hedges. Accordingly,
this required disclosure is not an indication of expected loss.
We believe the carrying value, which is either fair value or
cost adjusted for incurred credit losses, is more representa -
tive of our exposure to loss than maximum exposure to loss.
We issue standby letters of credit, which include perfor-
mance and ﬁnancial guarantees, for customers in connection
with contracts between our customers and third parties.
Standby letters of credit are agreements where we are obligat-
ed to make payment to a third party on behalf of a customer
in the event the customer fails to meet their contractual oblig-
ations. We consider the credit risk in standby letters of credit
and commercial and similar letters of credit in determining
the allowance for credit losses.

As a securities lending agent, we loan client securities, 

on a fully collateralized basis, to third party borrowers. 
We indemnify our clients against borrower default of a return
of those securities and, in certain cases, against collateral
losses. We support these guarantees with collateral, generally
in the form of cash or highly liquid securities that is marked
to market daily. There was $20.7 billion at December 31, 
2009, and $31.0 billion at December 31, 2008, in collateral 
supporting loaned securities with values of $20.0 billion 
and $30.1 billion, respectively.

We enter into other types of indemniﬁcation agreements

in the ordinary course of business under which we agree 
to indemnify third parties against any damages, losses 
and expenses incurred in connection with legal and other 
proceedings arising from relationships or transactions 
with us. These relationships or transactions include those
arising from service as a director or ofﬁcer of the Company,
underwriting agreements relating to our securities, acquisition
agreements and various other business transactions or
arrangements. Because the extent of our obligations under
these agreements depends entirely upon the occurrence 
of future events, our potential future liability under these
agreements is not determinable.

We provide liquidity facilities on all commercial paper
issued by the conduit we administer. We also provide liquidity
to certain off-balance sheet entities that hold securitized ﬁxed-
rate municipal bonds and consumer or commercial assets 
that are partially funded with the issuance of money market
and other short-term notes. See Note 8 in this Report for 
additional information on these arrangements.

Written put options are contracts that give the counterparty

the right to sell to us an underlying instrument held by the
counterparty at a speciﬁed price, and include options, ﬂoors,
caps and credit default swaps. These written put option 
contracts generally permit net settlement. While these 
derivative transactions expose us to risk in the event the
option is exercised, we manage this risk by entering into off-
setting trades or by taking short positions in the underlying
instrument. We offset substantially all put options written 
to customers with purchased options. Additionally, for certain
of these contracts, we require the counterparty to pledge the
underlying instrument as collateral for the transaction. Our
ultimate obligation under written put options is based on

142

future market conditions and is only quantiﬁable at settlement.
See Note 8 in this Report for additional information regarding
transactions with VIEs and Note 15 in this Report for additional
information regarding written derivative contracts.

In certain loan sales or securitizations, we provide

recourse to the buyer whereby we are required to repurchase
loans at par value plus accrued interest on the occurrence of
certain credit-related events within a certain period of time.
The maximum exposure to loss represents the outstanding
principal balance of the loans sold or securitized that are 
subject to recourse provisions, but the likelihood of the repur-
chase of the entire balance is remote and amounts paid can 
be recovered in whole or in part from the sale of collateral. 
In 2009, we did not repurchase a signiﬁcant amount of loans
associated with these agreements.

We have provided residual value guarantees as part of cer-
tain leasing transactions of corporate assets. At December 31,
2009, the only remaining residual value guarantee related 
to a leasing transaction on certain corporate buildings. At
December 31, 2008, the residual value guarantees also 
included leasing transactions related to railcars, which were
unwound in ﬁrst quarter 2009. The lessors in these leases 
are generally large ﬁnancial institutions or their leasing sub-
sidiaries. These guarantees protect the lessor from loss on
sale of the related asset at the end of the lease term. To the
extent that a sale of the leased assets results in proceeds less
than a stated percent (generally 80% to 89%) of the asset’s
cost less depreciation, we would be required to reimburse 
the lessor under our guarantee.

In connection with certain brokerage, asset management,

insurance agency and other acquisitions we have made, 
the terms of the acquisition agreements provide for deferred
payments or additional consideration, based on certain 
performance targets.

We have entered into various contingent performance
guarantees through credit risk participation arrangements.
Under these agreements, if a customer defaults on its obliga-
tion to perform under certain credit agreements with third
parties, we will be required to make payments to the 
third parties.

Legal Actions
Wells Fargo and certain of our subsidiaries are involved in 
a number of judicial, regulatory and arbitration proceedings
concerning matters arising from the conduct of our business
activities. These proceedings include actions brought against
Wells Fargo and/or our subsidiaries with respect to corporate
related matters and transactions in which Wells Fargo and/or
our subsidiaries were involved. In addition, Wells Fargo and
our subsidiaries may be requested to provide information 
or otherwise cooperate with governmental authorities in the
conduct of investigations of other persons or industry groups.
Although there can be no assurance as to the ultimate 
outcome, Wells Fargo and/or our subsidiaries have generally
denied, or believe we have a meritorious defense and will
deny, liability in all signiﬁcant litigation pending against 
us, including the matters described below, and we intend to
defend vigorously each case, other than matters we describe

as having or being settled. Reserves are established for legal
claims when it becomes probable that a loss will be incurred
at the date of the ﬁnancial statements and the amount of loss
can be reasonably estimated. The actual costs of resolving
legal claims may be substantially higher or lower than the
amounts reserved for those claims.

ADELPHIA LITIGATION  Wachovia Bank, N.A. and Wachovia
Capital Markets, LLC, are defendants in an adversary 
proceeding previously pending in the United States
Bankruptcy Court for the Southern District of New York 
related to the bankruptcy of Adelphia Communications
Corporation (Adelphia). The Ofﬁcial Committee of Unsecured
Creditors in Adelphia’s bankruptcy case ﬁled the claims; the
current plaintiff is the Adelphia Recovery Trust, which was
substituted as the plaintiff pursuant to Adelphia’s conﬁrmed
plan of reorganization. In February 2006, an order was
entered moving the case to the United States District Court
for the Southern District of New York. The complaint asserts
claims against the defendants under state law, bankruptcy 
law and the Bank Holding Company Act and seeks equitable
relief and an unspeciﬁed amount of compensatory and 
punitive damages. After rulings on various motions to 
dismiss, the remaining claims essentially allege the banks
should be liable to Adelphia on theories of aiding and 
abetting a breach of ﬁduciary duty and violation of the 
Bank Holding Company Act. The case is scheduled to go 
to trial on September 13, 2010.

AUCTION RATE SECURITIES  On November 20, 2008, the State 
of Washington Department of Financial Institutions ﬁled 
a proceeding entitled In the Matter of determining whether
there has been a violation of the Securities Act of Washington
by: Wells Fargo Investments, LLC; Wells Fargo Brokerage
Services, LLC; and Wells Fargo Institutional Securities, LLC.
The action sought a cease and desist order against violations
of the anti-fraud and suitability provisions of the Washington
Securities Act. On April 23, 2009, the Attorney General of 
the State of California ﬁled a complaint in the Superior Court
of the State of California for the County of San Francisco
alleging that certain Wells Fargo afﬁliates improperly sold
ARS to customers. The Attorney General sought an injunction
against those afﬁliates, enjoining them from violating certain
California statutes, civil penalties, disgorgement of proﬁts,
restitution and damages. On November 18, 2009, Wells Fargo
announced separate settlement agreements with the State of
California Attorney General’s ofﬁce and the North American
Securities Administrators Association. The agreements
resolve the above-referenced enforcement actions and all
active regulatory investigations concerning Wells Fargo’s 
participation in the ARS market. In conjunction with the 
settlement agreements, Wells Fargo announced it would 
buy back ARS from eligible investors.

In addition, the purported civil class actions relating 
to the sale of ARS are no longer pending against various
Wells Fargo afﬁliated defendants. On January 26, 2010, two 
of the pending civil class actions were dismissed in their
entirety. The remaining cases have been settled or 
conditionally dismissed.

CASA DE CAMBIO INVESTIGATION  An investigation is being
conducted by the U.S. Attorney’s Ofﬁce for the Southern
District of Florida, in conjunction with certain regulators,
into, among other matters, Wachovia Bank, N.A.’s prior corre-
spondent banking relationship with certain non-domestic
exchange houses and Wachovia Bank, N.A.’s compliance with
Bank Secrecy Act and anti-money laundering requirements.
Wachovia Bank, N.A. has cooperated fully with the regulators
and with the U.S. Attorney’s Ofﬁce’s investigation, and is
engaged in discussions to resolve this matter by paying penal-
ties and entering into agreements concerning future conduct.

DATA TREASURY LITIGATION  Wells Fargo & Company, 
Wells Fargo Bank, N.A., Wachovia Bank, N.A. and Wachovia
Corporation are among over 55 defendants originally named
in two actions asserting patent infringement claims ﬁled by
Data Treasury Corporation in the U.S. District Court for the
Eastern District of Texas. Data Treasury seeks a declaration
that its patents are valid and have been infringed, and seeks
damages and permanent injunctive relief. A trial on two of the
patents is scheduled to be held on August 1, 2010. A second
trial on the remaining patents has not been scheduled.

ELAVON LITIGATION  On January 16, 2009, Elavon, Inc.
(Elavon), a provider of merchant processing services, 
ﬁled a complaint in the U.S. District Court for the Northern
District of Georgia against Wachovia Corporation, Wachovia
Bank, N.A., Wells Fargo & Company, and Wells Fargo Bank,
N.A. The complaint seeks equitable relief, including speciﬁc
performance, and damages for Wachovia Bank’s allegedly
wrongful termination of its merchant referral contract 
with Elavon. The complaint also sought damages, including
punitive damages, against the Wells Fargo entities for 
tortious interference with contractual relations; this claim 
was dismissed by the court on October 13, 2009. On
September 29, 2009, Elavon ﬁled an amended complaint
adding a party not afﬁliated with Wells Fargo to the 
litigation. The case is currently in discovery.

ERISA LITIGATION  Seven purported class actions have been
ﬁled against Wachovia Corporation (Wachovia), its board of
directors and certain senior ofﬁcers in the U.S. District Court
for the Southern District of New York on behalf of employees
of Wachovia and its afﬁliates who held shares of Wachovia
common stock in their Wachovia Savings Plan accounts. On
June 18, 2009, the U.S. District Court for the Southern District
of New York entered a Memorandum and Order transferring
these consolidated cases to the U.S. District Court for the
Western District of North Carolina. The plaintiffs allege
breach of ﬁduciary duty under the Employee Retirement
Income Security Act (ERISA) claiming, among other things,
that the defendants should not have permitted Wachovia
common stock to remain an investment option in the
Wachovia Savings Plan because alleged misleading disclosures
relating to the Golden West mortgage portfolio, exposure 
to CDOs and other problem loans, and other alleged 
misstatements made its stock a risky and imprudent 
investment for employee retirement accounts. Wachovia 
has ﬁled a motion to dismiss which is currently pending.

143

Note 14: Guarantees and Legal Actions (continued)

GOLDEN WEST AND RELATED LITIGATION  A purported securi-
ties class action, Lipetz v. Wachovia Corporation, et al., 
was ﬁled on July 7, 2008, in the U.S. District Court for the
Southern District of New York alleging violations of Sections
10 and 20 of the Securities Exchange Act of 1934. An amend-
ed complaint was ﬁled on December 15, 2008. Among other
allegations, plaintiffs allege Wachovia Corporation’s common
stock price was artiﬁcially inﬂated as a result of allegedly 
misleading disclosures relating to the Golden West 
Financial Corp. (Golden West) mortgage portfolio, Wachovia
Corporation’s exposure to other mortgage related products
such as CDOs, control issues and ARS. On March 19, 2009,
the defendants ﬁled a motion to dismiss the amended class
action complaint in the Lipetz case, which has now been 
re-captioned as In re Wachovia Equity Securities Litigation.
There are four additional cases (not class actions) containing
allegations similar to the allegations in the In re Wachovia
Equity Securities Litigation captioned Stichting Pensioenfonds
ABP v. Wachovia Corp. et al., FC Holdings AB, et al. v.
Wachovia Corp., et al., Deka Investment GmbH v. Wachovia
Corp. et al. and Forsta AP-Fonden v. Wachovia Corp., et al.,
respectively, which were ﬁled in the U.S. District Court for 
the Southern District of New York, and there are a number 
of other similar actions ﬁled in state courts in North Carolina
and South Carolina by individual shareholders.

After a number of procedural motions, three purported
class action cases alleging violations of Sections 11, 12, and 15
of the Securities Act of 1933 as a result of allegedly misleading
disclosures relating to the Golden West mortgage portfolio 
in connection with Wachovia’s issuance of various preferred
securities and bonds were transferred to the U.S. District Court
for the Southern District of New York. A consolidated class
action complaint was ﬁled on September 4, 2009, and the mat-
ter is now captioned In Re Wachovia Preferred Securities and
Bond/Notes Litigation. On September 29, 2009, a non-class
action case containing allegations similar to the allegations 
in the In re Wachovia Preferred Securities and Bond/Notes 
litigation, and captioned City of Livonia Employees’ Retirement
System v. Wachovia Corp et al., was ﬁled in the Southern
District of New York.

Motions to dismiss all of these cases are pending.
Several government agencies are investigating matters
similar to the issues raised in this litigation. Wells Fargo and
its afﬁliates are cooperating fully.

ILLINOIS ATTORNEY GENERAL LITIGATION  On July 31, 2009, 
the Attorney General for the State of Illinois ﬁled a civil 
lawsuit against Wells Fargo & Company, Wells Fargo Bank,
N.A. and Wells Fargo Financial Illinois, Inc. in the Circuit
Court for Cook County, Illinois. The Illinois Attorney General
alleges that the Wells Fargo defendants engaged in illegal 
discrimination by “reverse redlining” and by steering 
African-American and Latino customers into high cost, 
subprime mortgage loans while other borrowers with similar
incomes received lower cost mortgages. Illinois also alleges
that Wells Fargo Financial Illinois, Inc. misled Illinois 
customers about the terms of mortgage loans. Illinois’ 
complaint against all Wells Fargo defendants is based on

144

alleged violation of the Illinois Human Rights Act and the
Illinois Fairness in Lending Act. The complaint also alleges
that Wells Fargo Financial Illinois, Inc. violated the Illinois
Consumer Fraud and Deceptive Business Practices Act and
the Illinois Uniform Deceptive Trade Practices Act. Illinois’
complaint seeks an injunction against the defendants’ alleged
violation of these Illinois statutes, restitution to consumers
and civil money penalties. On October 9, 2009, the Company
ﬁled a motion to dismiss Illinois’ complaint.

INTERCHANGE LITIGATION  Wells Fargo Bank, N.A., Wells Fargo
& Company, Wachovia Bank, N.A. and Wachovia Corporation
are named as defendants, separately or in combination, in
putative class actions ﬁled on behalf of a plaintiff class of
merchants and in individual actions brought by individual
merchants with regard to the interchange fees associated 
with Visa and MasterCard payment card transactions. These
actions have been consolidated in the United States District
Court for the Eastern District of New York. Visa, MasterCard
and several banks and bank holding companies are named 
as defendants in various of these actions. The amended and
consolidated complaint asserts claims against defendants
based on alleged violations of federal and state antitrust 
laws and seeks damages, as well as injunctive relief. Plaintiff
merchants allege that Visa, MasterCard and their member
banks unlawfully colluded to set interchange rates. Plaintiffs
also allege that enforcement of certain Visa and MasterCard
rules and alleged tying and bundling of services offered to
merchants are anticompetitive. Wells Fargo and Wachovia,
along with other members of Visa, are parties to Loss and
Judgment Sharing Agreements (the Agreements), which 
provide that they, along with other member banks of Visa, 
will share, based on a formula, in any losses from certain 
litigation speciﬁed in the Agreements, including the
Interchange Litigation.

LE-NATURE’S INC.  Wachovia Bank, N.A. is the administrative
agent on a $285 million credit facility extended to Le-Nature’s,
Inc. (Le-Nature’s) in September 2006, of which approximately
$270 million was syndicated to other lenders by Wachovia
Capital Markets, LLC. Le-Nature’s was the subject of a
Chapter 7 bankruptcy petition which was converted to a
Chapter 11 bankruptcy petition in November 2006 in the U.S.
Bankruptcy Court for the Western District of Pennsylvania.
The ﬁling was precipitated by an apparent fraud relating 
to Le-Nature’s ﬁnancial condition.

On March 14, 2007, the two Wachovia entities ﬁled an
action against several hedge funds in the Superior Court for
the State of North Carolina, Mecklenburg County, alleging 
that the hedge fund defendants had acquired a signiﬁcant
quantity of the outstanding debt with full knowledge of 
Le-Nature’s fraud and with the intention of pursuing alleged
fraud and other tort claims against the two Wachovia entities
purportedly related to their role in Le-Nature’s credit facility. 
A preliminary injunction was entered by the Court that,
among other things, prohibited defendants from asserting 
any such claims in any other forum. On March 13, 2008, the
North Carolina judge granted Defendants’ motion to stay 

the North Carolina action and modiﬁed the injunction to 
allow the Defendants to attempt to assert claims in a Federal
Court action in New York, the dismissal of which has been
afﬁrmed by the Second Circuit. The Wachovia entities’ 
appeal was denied by the North Carolina Court of Appeals 
on December 22, 2009, and the matter is back before the
Superior Court. Plaintiffs in the dismissed Federal Court
action have ﬁled an additional case in the New York State
Supreme Court for the County of Manhattan seeking to 
recover from Wachovia on various theories of liability.
On April 28, 2008, holders of Le-Nature’s Senior

Subordinated Notes, an offering which was underwritten 
by Wachovia Capital Markets in June 2003, sued alleging 
various fraud claims. This case, captioned California Public
Employees Retirement System, et al. v. Wachovia Capital
Markets, LLC is pending in the U.S. District Court for the
Western District of Pennsylvania. On April 3, 2009, after 
a number of procedural motions in various courts, the case
was remanded to the Superior Court of the State of California
for the County of Los Angeles. On January 14, 2010, the case
was dismissed with plaintiffs granted the right to replead. 
On August 1, 2009, the trustee under the indenture for 
Le-Nature’s Senior Subordinated Notes also ﬁled claims
against Wachovia Capital Markets seeking recovery for 
the bondholders under a variety of theories.

On October 30, 2008, the liquidation trust created in Le-
Nature’s bankruptcy ﬁled suit against a number of individuals
and entities, including Wachovia Capital Markets, LLC, 
and Wachovia Bank, N.A., in the U.S. District Court for the
Western District of Pennsylvania, asserting a variety of claims
on behalf of the estate. On March 2, 2009, the Wachovia
defendants moved to dismiss the case ﬁled by the liquidation
trust. On September 16, 2009, the Court dismissed a cause of
action for breach of ﬁduciary duty but denied the remainder
of Wachovia’s motion to dismiss.

MERGER RELATED LITIGATION  On October 4, 2008, Citigroup,
Inc. (Citigroup) purported to commence an action in the
Supreme Court of the State of New York for the County of
Manhattan, captioned Citigroup, Inc. v. Wachovia Corp., et al.,
naming as defendants Wachovia Corporation (Wachovia),
Wells Fargo & Company (Wells Fargo), and the directors 
of both companies. The complaint alleged that Wachovia
breached an exclusivity agreement with Citigroup, which 
by its terms was to expire on October 6, 2008, by entering
into negotiations and an eventual acquisition agreement 
with Wells Fargo, and that Wells Fargo and the individual
defendants had tortiously interfered with the same contract.
On October 4, 2008, Wachovia ﬁled a complaint in the 
U.S. District Court for the Southern District of New York, cap-
tioned Wachovia Corp. v. Citigroup, Inc. On October 14, 2008, 
Wells Fargo ﬁled a related complaint in the U.S. District Court
for the Southern District of New York, captioned Wells Fargo
v. Citigroup, Inc. Both complaints seek declaratory and injunc-
tive relief, stating that the Wells Fargo merger agreement is
valid, proper, and not prohibited by the exclusivity agreement.
On March 20, 2009, the U.S. District Court for the Southern
District of New York remanded the Citigroup, Inc. v. Wachovia

Corp., et al. case to the Supreme Court of the State of New
York for the County of Manhattan, but retained jurisdiction
over the Wachovia v. Citigroup and Wells Fargo v. Citigroup
cases. On July 13, 2009, the U.S. District Court for the
Southern District of New York issued an Opinion and Order
denying Citigroup’s motion for partial judgment on the plead-
ings in the Wachovia Corp. v. Citigroup, Inc. case. The Court
held that the Exclusivity Agreement, entered into between
Citigroup and Wachovia on September 29, 2008, and which
formed the basis for a substantial portion of the allegations of
Citigroup’s complaint against Wachovia and Wells Fargo, was
void as against public policy by enactment of Section 126(c)
of the Emergency Economic Stabilization Act on October 3,
2008. These cases are currently in discovery in both courts.

MUNICIPAL DERIVATIVES BID PRACTICES INVESTIGATION  The
Department of Justice (DOJ) and the SEC, beginning in
November 2006, have been requesting information from a
number of ﬁnancial institutions, including Wachovia Bank,
N.A.’s municipal derivatives group, generally with regard to
competitive bid practices in the municipal derivative markets.
In connection with these inquiries, Wachovia Bank, N.A. 
has received subpoenas from both the DOJ and SEC as well
as requests from the OCC and several states seeking docu-
ments and information. The DOJ and the SEC have advised
Wachovia Bank, N.A. that they believe certain of its employ-
ees engaged in improper conduct in conjunction with certain
competitively bid transactions and, in November 2007, the
DOJ notiﬁed two Wachovia Bank, N.A. employees, both of
whom have since been terminated, that they are regarded as
targets of the DOJ’s investigation. Wachovia Bank, N.A. has
been cooperating and continues to fully cooperate with the
government investigations.

Wachovia Bank, N.A., along with a number of other banks

and ﬁnancial services companies, has also been named as a
defendant in a number of substantially identical purported
class actions, ﬁled in various state and federal courts by vari-
ous municipalities alleging they have been damaged by the
activity which is the subject of the governmental investiga-
tions. On April 30, 2009, the Court granted a motion ﬁled by
Wachovia Bank, N.A. and certain other defendants to dismiss
the Consolidated Class Action Complaint and dismissed all
claims against Wachovia Bank, N.A., with leave to replead. 
A Second Consolidated Amended Complaint was ﬁled on
June 18, 2009, and a motion to dismiss this complaint has
been ﬁled and briefed. A number of putative class and indi-
vidual actions have been brought in California, including 
ﬁve non-class complaints which were amended with new 
allegations and the addition of Wells Fargo & Company as 
a defendant. All of the cases are being coordinated in the
Southern District of New York.

PAYMENT PROCESSING CENTER  On February 17, 2006, the U.S.
Attorney’s Ofﬁce for the Eastern District of Pennsylvania ﬁled
a civil fraud complaint against a former Wachovia Bank, N.A.
customer, Payment Processing Center (PPC). PPC was a third
party payment processor for telemarketing and catalogue
companies. On April 24, 2008, Wachovia Bank, N.A. and the

145

Note 14: Guarantees and Legal Actions (continued)

OCC entered into an Agreement to resolve the OCC’s investi-
gation into Wachovia Bank, N.A.’s relationship with PPC and
three other companies. The Agreement provides, among other
things, that (i) Wachovia Bank, N.A. will provide restitution to
consumers, (ii) will create a segregated account in the amount
of $125 million to cover the estimated maximum cost of the
restitution, (iii) will fund organizations that provide educa -
tion for consumers over a two year period in the amount of
$8.9 million, (iv) will make various changes to its policies and
procedures related to customers that use remotely created
checks and (v) will appoint a special Compliance Committee
to oversee compliance with the Agreement. Wachovia Bank,
N.A. and the OCC also entered into a Consent Order for
Payment of a Civil Money Penalty whereby Wachovia Bank,
N.A., without admitting or denying the allegations contained
therein, agreed to payment of a $10 million civil money penalty.
The OCC Agreement was amended on December 8, 2008, to
provide for direct restitution payments and those payments

Note 15: Derivatives

We use derivatives to manage exposure to market risk, 
interest rate risk, credit risk and foreign currency risk, 
to generate proﬁts from proprietary trading and to assist 
customers with their risk management objectives. Derivative
transactions are measured in terms of the notional amount,
but this 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. The notional amount 
is generally not exchanged, but is used only as the basis 
on which interest and other payments are determined. 
Our approach to managing interest rate risk includes the 
use of derivatives. This helps minimize signiﬁcant, unplanned
ﬂuctuations in earnings, fair values of assets and liabilities,
and cash ﬂows caused by interest rate volatility. This
approach involves modifying the repricing characteristics 
of certain assets and liabilities so that changes in interest
rates do not have a signiﬁcant adverse effect on the net 
interest margin and cash ﬂows. As a result of interest rate
ﬂuctuations, hedged assets and liabilities will gain or lose
market value. In a fair value hedging strategy, the effect of
this unrealized gain or loss will generally be offset by the 
gain or loss on the derivatives linked to the hedged assets 
and liabilities. In a cash ﬂow hedging strategy, we manage the
variability of cash payments due to interest rate ﬂuctuations
by the effective use of derivatives linked to hedged assets 
and liabilities.

were mailed to consumers on December 11, 2008. Wachovia
Bank, N.A. is cooperating with government ofﬁcials to admin-
ister the OCC settlement and in their continued investigation
of this matter.

OUTLOOK  Based on information currently available, advice 
of counsel, available insurance coverage and established
reserves, Wells Fargo believes that the eventual outcome 
of the actions against Wells Fargo and/or its subsidiaries,
including the matters described above, will not, individually
or in the aggregate, have a material adverse effect on 
Wells Fargo’s consolidated ﬁnancial position or results of
operations. However, in the event of unexpected future devel-
opments, it is possible that the ultimate resolution of those
matters, if unfavorable, may be material to Wells Fargo’s
results of operations for any particular period.

We use derivatives that are designed as qualifying hedge

contracts as deﬁned by the Derivatives and Hedging topic 
in the Codiﬁcation as part of our interest rate and foreign 
currency risk management, including interest rate swaps,
caps and ﬂoors, futures and forward contracts, and options.
We also offer various derivatives, including interest rate, 
commodity, equity, credit and foreign exchange contracts, 
to our customers but usually offset our exposure from such
contracts by purchasing other ﬁnancial contracts. The 
customer accommodations and any offsetting ﬁnancial 
contracts are treated as free-standing derivatives. Free-
standing derivatives also include derivatives we enter into 
for risk management that do not otherwise qualify for hedge
accounting, including economic hedge derivatives. To a lesser
extent, we take positions based on market expectations or to
beneﬁt from price differentials between ﬁnancial instruments
and markets. Additionally, free-standing derivatives include
embedded derivatives that are required to be separately
accounted for from their host contracts.

Our derivative activities are monitored by Corporate
ALCO. Our Treasury function, which includes asset/liability
management, is responsible for various hedging strategies
developed through analysis of data from ﬁnancial models 
and other internal and industry sources. We incorporate the
resulting hedging strategies into our overall interest rate 
risk management and trading strategies.

146

The total notional or contractual amounts and fair values for derivatives were:

December 31, 2009

December 31, 2008

(in millions)

Qualifying hedge contracts (1)

Interest rate contracts (2)
Foreign exchange contracts

Total derivatives designated as qualifying

hedging instruments

Derivatives not designated as hedging instruments
Free-standing derivatives (economic hedges) (1):

Interest rate contracts (3)
Equity contracts
Foreign exchange contracts
Credit contracts – protection purchased
Other derivatives

Subtotal

Customer accommodation, trading

and other free-standing derivatives (4):
Interest rate contracts
Commodity contracts
Equity contracts
Foreign exchange contracts
Credit contracts – protection sold
Credit contracts – protection purchased
Other derivatives

Subtotal

Total derivatives not designated as hedging instruments 

Total derivatives before netting

Netting (5)

Total

Notional or
contractual

Fair value
Liability
amount derivatives derivatives

Asset

Notional or
contractual
amount

Asset
derivatives

Fair value
Liability
derivatives

$ 119,966
30,212

6,425
1,553

1,302
811

191,972
38,386

11,511
1,138

3,287
1,198

7,978

2,113

12,649

4,485

633,734
300
7,019
577
4,583

2,734,664
92,182
27,123
172,018
76,693
81,357
8,717

4,441
—
233
261
—

4,935

54,687
5,400
2,434
3,084
979
9,349
638

76,571

81,506

89,484

4,873
2
29
—
40

4,944

53,905
5,182
2,977
2,737
9,577
1,089
389

75,856

80,800

82,913

750,728
—
4,208
644
4,458

3,752,656
86,360
37,136
273,437
137,113
140,442
1,490

12,635
—
150
528
108

13,421

142,739
6,117
3,088
7,562
349
22,100
28

181,983

195,404

208,053

9,708
—
325
—
71

10,104

141,508
6,068
2,678
7,419
20,880
1,281
150

179,984

190,088

194,573

(65,926)

(73,303)

$ 23,558

9,610

(168,690)

(182,435)

39,363

12,138

(1) Represents asset/liability management hedges, which are included in other assets or other liabilities.
(2) Notional amounts presented exclude $20.9 billion of basis swaps that are combined with receive ﬁxed-rate/pay ﬂoating-rate swaps and designated as one 

hedging instrument.

(3) Includes free-standing derivatives (economic hedges) used to hedge the risk of changes in the fair value of residential MSRs, MHFS, interest rate lock commitments 

and other interests held.

(4) Customer accommodation, trading and other free-standing derivatives are included in trading assets or other liabilities.
(5) Represents netting of derivative asset and liability balances, and related cash collateral, with the same counterparty subject to master netting arrangements under 

the accounting guidance covering the offsetting of amounts related to certain contracts. The amount of cash collateral netted against derivative assets and liabilities 
was $5.3 billion and $14.1 billion, respectively, at December 31, 2009, and $17.7 billion and $22.2 billion, respectively, at December 31, 2008.

Fair Value Hedges
We use interest rate swaps to convert certain of our ﬁxed-rate
long-term debt and CDs to ﬂoating rates to hedge our expo-
sure to interest rate risk. We also enter into cross-currency
swaps, cross-currency interest rate swaps and forward 
contracts to hedge our exposure to foreign currency risk 
and interest rate risk associated with the issuance of non-U.S.
dollar denominated long-term debt and repurchase agree-
ments. Consistent with our asset/liability management 
strategy of converting ﬁxed-rate debt to ﬂoating rates, we
believe interest expense should reﬂect only the current con-
tractual interest cash ﬂows on the liabilities and the related
swaps. In addition, we use interest rate swaps and forward
contracts to hedge against changes in fair value of certain
debt securities that are classiﬁed as securities available for
sale, due to changes in interest rates, foreign currency rates,
or both. For fair value hedges of long-term debt, CDs, repur-

chase agreements and debt securities, all parts of each 
derivative’s gain or loss due to the hedged risk are included 
in the assessment of hedge effectiveness, except for foreign-
currency denominated securities available for sale, short-term
borrowings and long-term debt hedged with forward deriva-
tives for which the time value component of the derivative gain
or loss is excluded from the assessment of hedge effectiveness.
For fair value hedging relationships, we use statistical
regression analysis to assess hedge effectiveness, both at
inception of the hedging relationship and on an ongoing
basis. The regression analysis involves regressing the 
periodic change in fair value of the hedging instrument
against the periodic changes in fair value of the asset or 
liability being hedged due to changes in the hedged risk(s).
The assessment includes an evaluation of the quantitative
measures of the regression results used to validate the 
conclusion of high effectiveness.

147

Note 15: Derivatives (continued)

The following table shows the net gains (losses) 

recognized in the income statement related to derivatives 

in fair value hedging relationships as deﬁned by the
Derivatives and Hedging topic in the Codiﬁcation.

Interest rate contracts hedging

Foreign exchange contracts hedging

Year ended December 31, 2009

(in millions)

Gains (losses) recorded in net interest income

Gains (losses) recorded in noninterest income

Recognized on derivatives
Recognized on hedged item

Recognized on fair value hedges (ineffective portion)

Securities
available
for sale

Long-term
debt

$(289)

1,677(1)

954
(936)

$ 18

(3,270)
3,132

(138)

Securities
available

for sale borrowings

Short-term Long-term
debt

(56)

(713)
713

—

27

349

217
(217)

—

2,612
(2,626)

(14)

(1) Includes approximately $10 million of losses on forward derivatives hedging foreign-currency securities available for sale, short-term borrowings and long-term debt, 

representing the portion of derivative gain or loss excluded from assessment of hedge effectiveness (time value).

Cash Flow Hedges
We hedge ﬂoating-rate debt against future interest rate
increases by using interest rate swaps, caps, ﬂoors and futures
to limit variability of cash ﬂows due to changes in the bench-
mark interest rate. We also use interest rate swaps and ﬂoors
to hedge the variability in interest payments received on 
certain ﬂoating-rate commercial loans, due to changes in 
the benchmark interest rate. Gains and losses on derivatives
that are reclassiﬁed from cumulative OCI to current period
earnings are included in the line item in which the hedged
item’s effect on earnings is recorded. All parts of gain or loss
on these derivatives are included in the assessment of hedge
effectiveness. For all cash ﬂow hedges, we assess hedge 
effectiveness using regression analysis, both at inception 
of the hedging relationship and on an ongoing basis. The
regression analysis involves regressing the periodic changes
in cash ﬂows of the hedging instrument against the periodic
changes in cash ﬂows of the forecasted transaction being
hedged due to changes in the hedged risk(s). The assessment
includes an evaluation of the quantitative measures of the
regression results used to validate the conclusion of 
high effectiveness.

We expect that $284 million of deferred net gains on 
derivatives in OCI at December 31, 2009, will be reclassiﬁed
as earnings during the next twelve months, compared with
$60 million of net deferred losses at December 31, 2008. We
are hedging our exposure to the variability of future cash ﬂows
for all forecasted transactions for a maximum of 17 years 
for both hedges of ﬂoating-rate debt and ﬂoating-rate com-
mercial loans.

The following table shows the net gains recognized related

to derivatives in cash ﬂow hedging relationships as deﬁned 
by the Derivatives and Hedging topic in the Codiﬁcation.

(in millions)

Year ended December 31, 2009

Gains (after tax) recognized in OCI 
on derivatives (effective portion)

Gains (pre tax) reclassiﬁed from 

cumulative OCI into net interest 
income (effective portion)
Gains (pre tax) recognized in 

noninterest income on derivatives 
(ineffective portion) (1)

$107

531

42

(1) None of the change in value of the derivatives was excluded from the 

assessment of hedge effectiveness.

Free-Standing Derivatives
We use free-standing derivatives (economic hedges), 
in addition to debt securities available for sale, to hedge 
the risk of changes in the fair value of residential MSRs, 
new prime residential MHFS, derivative loan commitments
and other interests held, with the resulting gain or loss
reﬂected in other income.

The derivatives used to hedge residential MSRs, which
include swaps, swaptions, forwards, Eurodollar and Treasury
futures and options contracts, resulted in net derivative gains
of $6.8 billion in 2009 and net derivative gains of $3.1 billion 
in 2008 from economic hedges related to our mortgage 
servicing activities and are included in mortgage banking
noninterest income. The aggregate fair value of these 
derivatives used as economic hedges was a net liability 
of $961 million at December 31, 2009, and a net asset of 
$3.6 billion at December 31, 2008. Changes in fair value of
debt securities available for sale (unrealized gains and losses)
are not included in servicing income, but are reported in
cumulative OCI (net of tax) or, upon sale, are reported 
in net gains (losses) on debt securities available for sale.

148

Interest rate lock commitments for residential mortgage

The following table shows the net gains (losses) 

loans that we intend to sell are considered free-standing
derivatives. Our interest rate exposure on these derivative
loan commitments, as well as most new prime residential
MHFS for which we have elected the fair value option, is
hedged with free-standing derivatives (economic hedges)
such as forwards and options, Eurodollar futures and options,
and Treasury futures, forwards and options contracts. The
commitments, free-standing derivatives and residential MHFS
are carried at fair value with changes in fair value included in
mortgage banking noninterest income. For interest rate lock
commitments we include, at inception and during the life of
the loan commitment, the expected net future cash ﬂows
related to the associated servicing of the loan as part of the
fair value measurement of derivative loan commitments.
Changes subsequent to inception are based on changes in 
fair value of the underlying loan resulting from the exercise of
the commitment and changes in the probability that the loan
will not fund within the terms of the commitment (referred to
as a fall-out factor). The value of the underlying loan is affect-
ed primarily by changes in interest rates and the passage of
time. However, changes in investor demand, such as concerns
about credit risk, can also cause changes in the spread rela-
tionships between underlying loan value and the derivative
ﬁnancial instruments that cannot be hedged. The aggregate
fair value of derivative loan commitments in the balance
sheet was a net liability of $312 million and a net asset of 
$125 million at December 31, 2009, and 2008, respectively, 
and is included in the caption “Interest rate contracts” under
“Customer accommodation, trading and other free standing
derivatives” in the table on page 147.

We also enter into various derivatives primarily to provide

derivative products to customers. To a lesser extent, we take
positions based on market expectations or to beneﬁt from
price differentials between ﬁnancial instruments and markets.
These derivatives are not linked to speciﬁc assets and liabili-
ties in the balance sheet or to forecasted transactions in an
accounting hedge relationship and, therefore, do not qualify
for hedge accounting. We also enter into free-standing deriva-
tives for risk management that do not otherwise qualify for
hedge accounting. They are carried at fair value with changes
in fair value recorded as part of other noninterest income.

Additionally, free-standing derivatives include embedded

derivatives that are required to be accounted for separate
from their host contract. We periodically issue hybrid long-
term notes and CDs where the performance of the hybrid
instrument notes is linked to an equity, commodity or cur-
rency index, or basket of such indices. These notes contain
explicit terms that affect some or all of the cash ﬂows or the
value of the note in a manner similar to a derivative instru-
ment and therefore are considered to contain an “embedded”
derivative instrument. The indices on which the performance
of the hybrid instrument is calculated are not clearly and
closely related to the host debt instrument. In accordance
with accounting guidance for derivatives, the “embedded”
derivative is separated from the host contract and accounted
for as a free-standing derivative.

recognized in the income statement related to derivatives 
not designated as hedging instruments under the Derivatives
and Hedging topic of the Codiﬁcation.

(in millions)

Gains (losses) recognized on free-standing 

derivatives (economic hedges)
Interest rate contracts (1)

Recognized in noninterest income:

Mortgage banking
Other

Foreign exchange contracts
Credit contracts

Subtotal

Gains (losses) recognized on customer 
accommodation, trading and other 
free-standing derivatives
Interest rate contracts (2)

Recognized in noninterest income:

Mortgage banking
Other

Commodity contracts
Equity contracts
Foreign exchange contracts
Credit contracts
Other

Subtotal

Net gains recognized related to derivatives 
not designated as hedging instruments

Year ended
December 31, 2009

$5,582
(15)
133
(269)

5,431

2,035
1,139
29
(275)
607
(621)
(187)

2,727

$8,158

(1) Predominantly mortgage banking noninterest income including gains (losses)

on the derivatives used as economic hedges of MSRs, interest rate lock 
commitments, loans held for sale and mortgages held for sale.

(2) Predominantly mortgage banking noninterest income including gains (losses)

on interest rate lock commitments.

Credit Derivatives
We use credit derivatives to manage exposure to credit 
risk related to lending and investing activity and to assist 
customers with their risk management objectives. This may
include protection sold to offset purchased protection in
structured product transactions, as well as liquidity agree-
ments written to special purpose vehicles. The maximum
exposure of sold credit derivatives is managed through 
posted collateral, purchased credit derivatives and similar
products in order to achieve our desired credit risk proﬁle.
This credit risk management provides an ability to recover a
signiﬁcant portion of any amounts that would be paid under
the sold credit derivatives. We would be required to perform
under the noted credit derivatives in the event of default by
the referenced obligors. Events of default include events 
such as bankruptcy, capital restructuring or lack of principal
and/or interest payment. In certain cases, other triggers may
exist, such as the credit downgrade of the referenced obligors
or the inability of the special purpose vehicle for which we
have provided liquidity to obtain funding.

The following table provides details of sold and purchased

credit derivatives. In 2009, we exited the legacy Wachovia
market making activity of credit correlation trading resulting
in a signiﬁcant reduction in our credit derivative and 
counterparty credit exposures from December 31, 2008.

149

Note 15: Derivatives (continued)

(in millions)

December 31, 2008
Credit default swaps on:

Corporate bonds
Structured products

Credit protection on:

Credit default swap index
Commercial mortgage-

backed securities index
Asset-backed securities index

Loan deliverable credit default swaps
Other

Total credit derivatives

December 31, 2009
Credit default swaps on:

Corporate bonds
Structured products

Credit protection on:
Default swap index
Commercial mortgage-

backed securities index
Asset-backed securities index

Loan deliverable credit default swaps
Other

Notional amount

Protection
sold –
non-
investment

Protection
purchased
with
identical
grade underlyings (B)

Net
protection
sold
(A)-(B)

Other
protection
purchased

Range of
maturities

Fair value
liability

Protection
sold (A)

$ 9,643
4,940

2,611

2,231
1,331
106
18

83,446
7,451

35,943

7,291
1,526
611
845

39,987
5,824

6,364

2,938
1,116
592
150

31,413
5,061

4,606

1,521
235
281
21

52,033
2,390

31,337

5,770
1,291
330
824

50,585
6,559

2009-2018
2009-2056

31,410

2009-2017

3,919
803
1,033
—

2009-2052
2037-2046
2009-2014
2009-2020

$20,880

137,113

56,971

43,138

93,975

94,309

$ 2,419
4,498

23

1,987
637
12
1

55,511
6,627

6,611

5,188
830
510
1,416

23,815
5,084

2,765

453
660
494
809

44,159
4,999

4,202

4,749
696
423
32

11,352
1,628

2,409

439
134
87
1,384

12,634
3,018

2010-2018
2014-2056

2,510

2010-2017

189
189
287
100

2049-2052
2037-2046
2010-2014
2010-2020

Total credit derivatives

$ 9,577

76,693

34,080

59,260

17,433

18,927

Protection sold represents the estimated maximum 
exposure to loss that would be incurred under an assumed
hypothetical circumstance, despite what we believe is its
extremely remote possibility, where the value of our interests
and any associated collateral declines to zero, without any
consideration of recovery or offset from any economic hedges.
Accordingly, this required disclosure is not an indication 
of expected loss. The amounts under non-investment grade
represent the notional amounts of those credit derivatives 
on which we have a higher performance risk, or higher risk 
of being required to perform under the terms of the credit
derivative and is a function of the underlying assets. We 
consider the risk of performance to be high if the underlying
assets under the credit derivative have an external rating that
is below investment grade or an internal credit default grade
that is equivalent thereto. We believe the net protection 
sold, which is representative of the net notional amount of
protection sold and purchased with identical underlyings, 
in combination with other protection purchased, is more rep-
resentative of our exposure to loss than either non-investment
grade or protection sold. Other protection purchased repre-
sents additional protection, which may offset the exposure 
to loss for protection sold, that was not purchased with an
identical underlying of the protection sold.

Credit-Risk Contingent Features
Certain of our derivative contracts contain provisions whereby
if the credit rating of our debt, based on certain major credit
rating agencies indicated in the relevant contracts, were to 
fall below investment grade, the counterparty could demand 
additional collateral or require termination or replacement of

150

derivative instruments in a net liability position. The aggregate
fair value of all derivative instruments with such credit-risk-
related contingent features that are in a net liability position 
on December 31, 2009, was $7.5 billion for which we have 
posted $7.1 billion collateral in the normal course of business.
If the credit-risk-related contingent features underlying 
these agreements were triggered on December 31, 2009, we
would be required to post additional collateral of $1.0 billion 
or potentially settle the contract in an amount equal to its 
fair value.

Counterparty Credit Risk
By using derivatives, we are exposed to counterparty 
credit risk if counterparties to the derivative contracts do 
not perform as expected. If a counterparty fails to perform,
our counterparty credit risk is equal to the amount reported
as a derivative asset on our balance sheet. The amounts
reported as a derivative asset are derivative contracts in a
gain position, and to the extent subject to master netting
arrangements, net of derivatives in a loss position with the
same counterparty and cash collateral received. We minimize
counterparty credit risk through credit approvals, limits, 
monitoring procedures, executing master netting arrangements
and obtaining collateral, where appropriate. To the extent 
the master netting arrangements and other criteria meet the
requirements outlined in the Derivatives and Hedging topic
of the Codiﬁcation, derivatives balances and related cash 
collateral amounts are shown net in the balance sheet.
Counterparty credit risk related to derivatives is considered
in determining fair value.

Note 16: Fair Values of Assets and Liabilities

We use fair value measurements to record fair value 
adjustments to certain assets and liabilities and to determine
fair value disclosures. Trading assets, securities available for
sale, derivatives, prime residential mortgages held for sale
(MHFS), certain commercial loans held for sale (LHFS), 
residential MSRs, principal investments and securities sold
but not yet purchased (short sale liabilities) are recorded at
fair value on a recurring basis. Additionally, from time to
time, we may be required to record at fair value other assets
on a nonrecurring basis, such as nonprime residential and
commercial MHFS, certain LHFS, loans held for investment
and certain other assets. These nonrecurring fair value 
adjustments typically involve application of lower-of-cost-
or-market accounting or write-downs of individual assets.
We adopted new guidance on fair value measurements
effective January 1, 2009, which addresses measuring fair
value in situations where markets are inactive and transactions
are not orderly. In accordance with fair value accounting 
provisions, transaction or quoted prices for assets or liabilities
in inactive markets may require adjustment due to the uncer-
tainty of whether the underlying transactions are orderly.
Prior to our adoption of the new provisions for measuring fair
value, we primarily used unadjusted independent vendor or
broker quoted prices to measure fair value for substantially all
securities available for sale. In connection with the change in
guidance for fair value measurement, we developed policies
and procedures to determine when the level and volume of
activity for our assets and liabilities requiring fair value 
measurements has signiﬁcantly declined relative to normal
conditions. For such items that use price quotes, such as 
certain security classes within securities available for sale, 
the degree of market inactivity and distressed transactions
was analyzed to determine the appropriate adjustment to the
price quotes. The security classes where we considered the
market to be less orderly included non-agency residential
MBS, commercial MBS, CDOs, home equity asset-backed
securities, auto asset-backed securities and credit card-
backed securities. The methodology used to adjust the quotes
involved weighting the price quotes and results of internal
pricing techniques such as the net present value of future
expected cash ﬂows (with observable inputs, where available)
discounted at a rate of return market participants require. 
The signiﬁcant inputs utilized in the internal pricing tech-
niques, which were estimated by type of underlying collateral, 
included credit loss assumptions, estimated prepayment
speeds and appropriate discount rates. The more active and
orderly markets for particular security classes were determined
to be, the more weighting assigned to price quotes. The less
active and orderly markets were determined to be, the less
weighting assigned to price quotes. For the impact of the new
fair value measurement provisions, see Note 1 in this Report.

Under fair value option accounting guidance, we elected 
to measure MHFS at fair value prospectively for new prime
residential MHFS originations, for which an active secondary
market and readily available market prices existed to reliably
support fair value pricing models used for these loans. We
also elected to remeasure at fair value certain of our other
interests held related to residential loan sales and securitiza-
tions. We believe the election for MHFS and other interests
held (which are now hedged with free-standing derivatives
(economic hedges) along with our MSRs) reduces certain 
timing differences and better matches changes in the value 
of these assets with changes in the value of derivatives used
as economic hedges for these assets.

Fair Value Hierarchy
In accordance with the Fair Value Measurements and
Disclosures topic of the Codiﬁcation, we group our assets 
and liabilities measured at fair value in three levels, based 
on the markets in which the assets and liabilities are traded
and the reliability of the assumptions used to determine 
fair value. These levels are:
• Level 1 – Valuation is based upon quoted prices for 
identical instruments traded in active markets.

• Level 2 – Valuation is based upon quoted prices for similar
instruments in active markets, quoted prices for identical
or similar instruments in markets that are not active, and
model-based valuation techniques for which all signiﬁcant
assumptions are observable in the market.

• Level 3 – Valuation is generated from model-based tech-
niques that use signiﬁcant assumptions not observable 
in the market. These unobservable assumptions reﬂect
estimates of assumptions that market participants would
use in pricing the asset or liability. Valuation techniques
include use of option pricing models, discounted cash 
ﬂow models and similar techniques.

In the determination of the classiﬁcation of ﬁnancial
instruments in Level 2 or Level 3 of the fair value hierarchy,
we consider all available information, including observable
market data, indications of market liquidity and orderliness,
and our understanding of the valuation techniques and 
signiﬁcant inputs used. For securities in inactive markets, we
use a predetermined percentage to evaluate the impact of fair
value adjustments derived from weighting both external and
internal indications of value to determine if the instrument is
classiﬁed as Level 2 or Level 3. Based upon the speciﬁc facts
and circumstances of each instrument or instrument category,
judgments are made regarding the signiﬁcance of the Level 3
inputs to the instruments’ fair value measurement in its
entirety. If Level 3 inputs are considered signiﬁcant, the
instrument is classiﬁed as Level 3.

151

Note 16: Fair Values of Assets and Liabilities (continued)

Upon the acquisition of Wachovia, we elected to measure
at fair value certain portfolios of LHFS that we intend to hold
for trading purposes and that may be economically hedged
with derivative instruments. In addition, we elected to mea-
sure at fair value certain letters of credit that are hedged with
derivative instruments to better reﬂect the economics of the
transactions. These letters of credit are included in trading
account assets or liabilities.

Assets
SHORT-TERM FINANCIAL ASSETS Short-term ﬁnancial assets
include cash and due from banks, federal funds sold and 
securities purchased under resale agreements and due from
customers on acceptances. These assets are carried at histori-
cal cost. The carrying amount is a reasonable estimate of 
fair value because of the relatively short time between the
origination of the instrument and its expected realization.

Determination of Fair Value
In accordance with the Fair Value Measurements and
Disclosures topic of the Codiﬁcation, we base our fair values
on the price that would be received to sell an asset or paid to
transfer a liability in an orderly transaction between market
participants at the measurement date. It is our policy to 
maximize the use of observable inputs and minimize the 
use of unobservable inputs when developing fair value 
measurements, as prescribed in the fair value hierarchy.
In instances where there is limited or no observable 

market data, fair value measurements for assets and liabilities
are based primarily upon our own estimates or combination
of our own estimates and independent vendor or broker 
pricing, and the measurements are often calculated based 
on current pricing policy, the economic and competitive 
environment, the characteristics of the asset or liability and
other such factors. Therefore, the results cannot be determined
with precision and may not be realized in an actual sale or
immediate settlement of the asset or liability. Additionally,
there may be inherent weaknesses in any calculation technique,
and changes in the underlying assumptions used, including
discount rates and estimates of future cash ﬂows, that could
signiﬁcantly affect the results of current or future values.
We incorporate lack of liquidity into our fair value 
measurement based on the type of asset measured and the
valuation methodology used. For example, for residential
MHFS and certain securities where the signiﬁcant inputs
have become unobservable due to the illiquid markets and
vendor or broker pricing is not used, we use a discounted
cash ﬂow technique to measure fair value. This technique
incorporates forecasting of expected cash ﬂows (adjusted for
credit loss assumptions and estimated prepayment speeds)
discounted at an appropriate market discount rate to reﬂect
the lack of liquidity in the market that a market participant
would consider. For other securities where vendor or broker
pricing is used, we use either unadjusted broker quotes or
vendor prices or vendor or broker prices adjusted by weight-
ing them with internal discounted cash ﬂow techniques to
measure fair value. These unadjusted vendor or broker prices
inherently reﬂect any lack of liquidity in the market as the fair
value measurement represents an exit price from a market
participant viewpoint.

As required by FASB ASC 825-10, Financial Instruments,

following are descriptions of the valuation methodologies
used for assets and liabilities recorded at fair value and for
estimating fair value for ﬁnancial instruments not recorded 
at fair value.

152

TRADING ASSETS (EXCLUDING DERIVATIVES) AND SECURITIES
AVAILABLE FOR SALE Trading assets and securities available
for sale are recorded at fair value on a recurring basis. Fair
value measurement is based upon quoted prices in active
markets, if available. Such instruments are classiﬁed within
Level 1 of the fair value hierarchy. Examples include exchange-
traded equity securities and some highly liquid government
securities such as U.S. Treasuries. When instruments are 
traded in secondary markets and quoted market prices 
do not exist for such securities, we generally rely on internal
valuation techniques or on prices obtained from indepen -
dent pricing services or brokers (collectively, vendors) 
or combination thereof.

Trading securities are mostly valued using trader prices
that are subject to independent price veriﬁcation procedures.
The majority of fair values derived using internal valuation
techniques are veriﬁed against multiple pricing sources,
including prices obtained from independent vendors. Vendors
compile prices from various sources and often apply matrix
pricing for similar securities when no price is observable. 
We review pricing methodologies provided by the vendors 
in order to determine if observable market information is
being used, versus unobservable inputs. When evaluating 
the appropriateness of an internal trader price compared 
with vendor prices, considerations include the range and
quality of vendor prices. Vendor prices are used to ensure the
reasonableness of a trader price; however valuing ﬁnancial
instruments involves judgments acquired from knowledge 
of a particular market and is not perfunctory. If a trader
asserts that a vendor price is not reﬂective of market value,
justiﬁcation for using the trader price, including recent sales
activity where possible, must be provided to and approved 
by the appropriate levels of management.

Similarly, while securities available for sale traded in 
secondary markets are typically valued using unadjusted 
vendor prices or vendor prices adjusted by weighting them
with internal discounted cash ﬂow techniques, these prices
are reviewed and, if deemed inappropriate by a trader who
has the most knowledge of a particular market, can be 
adjusted. Securities measured with these internal valuation
techniques are generally classiﬁed as Level 2 of the hierarchy
and often involve using quoted market prices for similar 
securities, pricing models, discounted cash ﬂow analyses
using signiﬁcant inputs observable in the market where 
available or combination of multiple valuation techniques.
Examples include certain residential and commercial MBS,
municipal bonds, U.S. government and agency MBS, and 
corporate debt securities.

Security fair value measurements using signiﬁcant inputs

that are unobservable in the market due to limited activity 
or a less liquid market are classiﬁed as Level 3 in the fair
value hierarchy. Such measurements include securities valued
using internal models or combination of multiple valuation
techniques such as weighting of internal models and vendor or
broker pricing, where the unobservable inputs are signiﬁcant
to the overall fair value measurement. Securities classiﬁed 
as Level 3 include certain residential and commercial MBS,
asset-backed securities collateralized by auto leases or loans
and cash reserves, CDOs and CLOs, and certain residual and
retained interests in residential mortgage loan securitizations.
CDOs are valued using the prices of similar instruments, 
the pricing of completed or pending third party transactions
or the pricing of the underlying collateral within the CDO.
Where vendor or broker prices are not readily available, 
management’s best estimate is used.

MORTGAGES HELD FOR SALE (MHFS) We elected to carry 
our new prime residential MHFS portfolio at fair value in
accordance with fair value option accounting guidance. The
remaining MHFS are carried at the lower of cost or market
value. Fair value is based on independent quoted market
prices, where available, or the prices for other mortgage whole
loans with similar characteristics. As necessary, these prices
are adjusted for typical securitization activities, including 
servicing value, portfolio composition, market conditions and
liquidity. Most of our MHFS are classiﬁed as Level 2. For the
portion where market pricing data is not available, we use 
a discounted cash ﬂow model to estimate fair value and,
accordingly, classify as Level 3.

LOANS HELD FOR SALE (LHFS) LHFS are carried at the lower 
of cost or market value, or at fair value for certain portfolios
that we intend to hold for trading purposes. The fair value 
of LHFS is based on what secondary markets are currently
offering for portfolios with similar characteristics. As such, 
we classify those loans subjected to nonrecurring fair value
adjustments as Level 2.

LOANS For the carrying value of loans, including PCI loans,
see Note 1 (Summary of Signiﬁcant Accounting Policies –
Loans) in this Report. We do not record loans at fair value 
on a recurring basis. As such, valuation techniques discussed
herein for loans are primarily for estimating fair value for
ﬁnancial instruments in accordance with accounting guidance
on ﬁnancial instruments. However, from time to time, we
record nonrecurring fair value adjustments to loans to reﬂect
(1) partial write-downs that are based on the observable 
market price or current appraised value of the collateral, 
or (2) the full charge-off of the loan carrying value.

The fair value estimates for ﬁnancial instruments differen-

tiate loans based on their ﬁnancial characteristics, such as
product classiﬁcation, loan category, pricing features and
remaining maturity. Prepayment and credit loss estimates 
are evaluated by product and loan rate.

The fair value of commercial and CRE and foreign loans 
is calculated by discounting contractual cash ﬂows, adjusted

for credit loss estimates, using discount rates that reﬂect our
current pricing for loans with similar characteristics and
remaining maturity.

For real estate 1-4 family ﬁrst and junior lien mortgages,

fair value is calculated by discounting contractual cash 
ﬂows, adjusted for prepayment and credit loss estimates,
using discount rates based on current industry pricing 
(where readily available) or our own estimate of an appropriate
risk-adjusted discount rate for loans of similar size, type,
remaining maturity and repricing characteristics.

For credit card loans, the portfolio’s yield is equal to our
current pricing and, therefore, the fair value is equal to book
value adjusted for estimates of credit losses inherent in the
portfolio at the balance sheet date.

For all other consumer loans, the fair value is generally 
calculated by discounting the contractual cash ﬂows, adjusted
for prepayment and credit loss estimates, based on the 
current rates we offer for loans with similar characteristics.

Loan commitments, standby letters of credit and commer-
cial and similar letters of credit are not included in the table
on page 160. These instruments generate ongoing fees 
at our current pricing levels, which are recognized over the
term of the commitment period. In situations where the credit
quality of the counterparty to a commitment has declined, 
we record a reserve. A reasonable estimate of the fair value 
of these instruments is the carrying value of deferred fees
plus the related reserve. This amounted to $725 million at
December 31, 2009, and $719 million at December 31, 2008.
Certain letters of credit that are hedged with derivative
instruments are carried at fair value in trading assets or 
liabilities. For those letters of credit fair value is calculated
based on readily quotable credit default spreads, using 
a market risk credit default swap model.

DERIVATIVES Quoted market prices are available and used for
our exchange-traded derivatives, such as certain interest rate
futures and option contracts, which we classify as Level 1.
However, substantially all of our derivatives are traded in
over-the-counter (OTC) markets where quoted market prices
are not readily available. OTC derivatives are valued using
internal valuation techniques. Valuation techniques and
inputs to internally-developed models depend on the type 
of derivative and nature of the underlying rate, price or index
upon which the derivative’s value is based. Key inputs can
include yield curves, credit curves, foreign-exchange rates,
prepayment rates, volatility measurements and correlation of
such inputs. Where model inputs can be observed in a liquid
market and the model does not require signiﬁcant judgment,
such derivatives are typically classiﬁed as Level 2 of the fair
value hierarchy. Examples of derivatives classiﬁed as Level 2
include generic interest rate swaps, foreign currency swaps,
commodity swaps, and certain option and forward contracts.
When instruments are traded in less liquid markets and 
signiﬁcant inputs are unobservable, such derivatives are 
classiﬁed as Level 3. Examples of derivatives classiﬁed as
Level 3 include complex and highly structured derivatives,
credit default swaps, interest rate lock commitments written

153

Note 16: Fair Values of Assets and Liabilities (continued)

for our residential mortgage loans that we intend to sell 
and long dated equity options where volatility is not 
observable. Additionally, signiﬁcant judgments are required
when classifying ﬁnancial instruments within the fair value
hierarchy, particularly between Level 2 and 3, as is the 
case for certain derivatives.

MORTGAGE SERVICING RIGHTS (MSRS) AND CERTAIN OTHER
INTERESTS HELD IN SECURITIZATIONS MSRs and certain other
interests held in securitizations (e.g., interest-only strips) do
not trade in an active market with readily observable prices.
Accordingly, we determine the fair value of MSRs using a 
valuation model that calculates the present value of estimated
future net servicing income. The model incorporates assump-
tions that market participants use in estimating future net
servicing income, including estimates of prepayment speeds
(including housing price volatility), discount rate, cost to 
service (including delinquency and foreclosure costs), escrow
account earnings, contractual servicing fee income, ancillary
income and late fees. Commercial MSRs are carried at lower
of cost or market value, and therefore can be subject to fair
value measurements on a nonrecurring basis. For other inter-
ests held in securitizations (such as interest-only strips) we
use a valuation model that calculates the present value of 
estimated future cash ﬂows. The model incorporates our own
estimates of assumptions market participants use in deter-
mining the fair value, including estimates of prepayment
speeds, discount rates, defaults and contractual fee income.
Interest-only strips are recorded as trading assets. Fair value
measurements of our MSRs and interest-only strips use sig-
niﬁcant unobservable inputs and, accordingly, we classify 
as Level 3.

FORECLOSED ASSETS Foreclosed assets include foreclosed
properties securing residential, auto and GNMA loans.
Foreclosed assets are adjusted to fair value less costs to sell
upon transfer of the loans to foreclosed assets. Subsequently,
foreclosed assets are carried at the lower of carrying value 
or fair value less costs to sell. Fair value is generally based
upon independent market prices or appraised values of the
collateral and, accordingly, we classify foreclosed assets 
as Level 2.

NONMARKETABLE EQUITY INVESTMENTS Nonmarketable equity
investments are recorded under the cost or equity method 
of accounting. Nonmarketable equity securities that fall 
within the scope of the AICPA Investment Company Audit
Guide are carried at fair value (principal investments). There
are generally restrictions on the sale and/or liquidation of
these investments, including federal bank stock. Federal bank
stock carrying value approximates fair value. We use facts
and circumstances available to estimate the fair value of our
nonmarketable equity investments. We typically consider our
access to and need for capital (including recent or projected
ﬁnancing activity), qualitative assessments of the viability 
of the investee, evaluation of the ﬁnancial statements of the
investee and prospects for its future. Principal investments,

154

including certain public equity and non-public securities 
and certain investments in private equity funds, are recorded
at fair value with realized and unrealized gains and losses
included in gains and losses on equity investments in the
income statement, and are included in other assets in the 
balance sheet. Public equity investments are valued using
quoted market prices and discounts are only applied when
there are trading restrictions that are an attribute of the
investment. Investments in non-public securities are recorded
at our estimate of fair value using metrics such as security
prices of comparable public companies, acquisition prices 
for similar companies and original investment purchase price
multiples, while also incorporating a portfolio company’s
ﬁnancial performance and speciﬁc factors. For investments 
in private equity funds, we use the NAV provided by the fund
sponsor as an appropriate measure of fair value. In some
cases, such NAVs require adjustments based on certain 
unobservable inputs.

Liabilities
DEPOSIT LIABILITIES Deposit liabilities are carried at historical
cost. The Financial Instruments topic of the Codiﬁcation
states that the fair value of deposits with no stated maturity,
such as noninterest-bearing demand deposits, interest-bearing
checking, and market rate and other savings, is equal to the
amount payable on demand at the measurement date. The 
fair value of other time deposits is calculated based on the
discounted value of contractual cash ﬂows. The discount 
rate is estimated using the rates currently offered for like
wholesale deposits with similar remaining maturities.

SHORT-TERM FINANCIAL LIABILITIES Short-term ﬁnancial 
liabilities are carried at historical cost and include federal
funds purchased and securities sold under repurchase agree-
ments, commercial paper and other short-term borrowings.
The carrying amount is a reasonable estimate of fair value
because of the relatively short time between the origination 
of the instrument and its expected realization.

OTHER LIABILITIES Other liabilities recorded at fair value 
on a recurring basis, excluding derivative liabilities (see the
“Derivatives” section for derivative liabilities), includes short
sale liabilities and repurchase obligations (due to standard
representations and warranties) under our residential 
mortgage loan contracts. Short sale liabilities are classiﬁed as
either Level 1 or Level 2, generally dependent upon whether
the underlying securities have readily obtained quoted prices
in active exchange markets. The value of the repurchase
obligations is determined using a cash ﬂow valuation 
technique consistent with what market participants would 
use in estimating the fair value. Key assumptions in the 
valuation process are estimates for repurchase demands 
and losses subsequent to repurchase. Such assumptions are
unobservable and, accordingly, we classify repurchase 
obligations as Level 3.

LONG-TERM DEBT Long-term debt is carried at amortized 
cost. However, we are required to estimate the fair value of
long-term debt in accordance with accounting guidance on
ﬁnancial instruments. Generally, the discounted cash ﬂow
method is used to estimate the fair value of our long-term
debt. Contractual cash ﬂows are discounted using rates 
currently offered for new notes with similar remaining 

maturities and, as such, these discount rates include 
our current spread levels.

Assets and Liabilities Recorded at Fair Value 
on a Recurring Basis
The table below presents the balances of assets and 
liabilities measured at fair value on a recurring basis.

(in millions)

Balance at December 31, 2008
Trading assets (excluding derivatives) (2)
Derivatives (trading assets)
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other

Total debt securities

Marketable equity securities:

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Total securities available for sale

Mortgages held for sale 
Loans held for sale
Mortgage servicing rights (residential)
Other assets (3)

Total 

Other liabilities (4)

Balance at December 31, 2009
Trading assets (excluding derivatives) (2)
Derivatives (trading assets)
Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities
Collateralized debt obligations
Other

Total debt securities

Marketable equity securities:

Perpetual preferred securities
Other marketable equity securities

Total marketable equity securities

Total securities available for sale

Mortgages held for sale 
Loans held for sale
Mortgage servicing rights (residential)
Other assets (3)

Total 

Other liabilities (4)

Level 1

Level 2

Level 3 

Netting (1)

Total

$

911
331
3,177
1

—
—
—

—

—
—
—

16,045
174,355
72
11,754

66,430
21,320
8,192

95,942

6,642
2
7,976

3,178

122,388

886
1,099

1,985

5,163

—
—
—
3,975

$10,380

$ (4,815)

$ 2,386
340
1,094
4

—
—
—

—

—
—
—

1,065
261

1,326

123,714

14,036
398
—
21,751

350,299

(187,098)

20,497
70,938
1,186
12,708

82,818
27,506
9,162

119,486

8,968
—
3,292

1,098

145,640

736
1,279

2,015

3,113

—
—
—
1,932

$ 7,771

$(6,527)

834
350

1,184

146,824

33,439
149
—
11,720

283,567

(81,613)

3,495
7,897
—
903

4
3,510
286

3,800

282
2,083
12,799

19,867

2,775
50

2,825

22,692

4,718
—
14,714
2,041

55,557

—
(148,150)
—
—

—
—
—

—

—
—
—

—

—
—

—

—

—
—
—
(20,540)

20,451
34,433
3,249
12,658

66,434
24,830
8,478

99,742

6,924
2,085
20,775

145,433

4,726
1,410

6,136

151,569

18,754
398
14,714
7,227

(168,690)

247,546

(9,308)

182,435

(18,786)

2,311
5,682
—
818

—
1,084
1,799

2,883

367
3,725
12,587

20,380

2,305
88

2,393

22,773

3,523
—
16,004
1,690

51,983

—
(59,115)
—
—

—
—
—

—

—
—
—

—

—
—

—

—

—
—
—
(6,812)

25,194
17,845
2,280
13,530

82,818
28,590
10,961

122,369

9,335
3,725
15,879

167,118

3,875
1,717

5,592

172,710

36,962
149
16,004
8,530

(65,927)

277,394

(7,942)

73,299

(22,783)

(1) Derivatives are reported net of cash collateral received and paid and, to the extent that the criteria of the accounting guidance covering the offsetting of amounts 

related to certain contracts are met, positions with the same counterparty are netted as part of a legally enforceable master netting agreement. 

(2) Includes trading securities of $24.0 billion and $19.5 billion at December 31, 2009 and 2008, respectively.
(3) Derivative assets other than trading and principal investments are included in this category.
(4) Derivative liabilities are included in this category.

155

Note 16: Fair Values of Assets and Liabilities (continued)

The changes in Level 3 assets and liabilities measured at fair value on a recurring basis are summarized as follows:

Total net gains
(losses) included in
Other
comprehensive
income

Net
income

Balance,
beginning
of year

Purchases,
sales,
issuances
and
settlements,
net

Net
transfers
into and/
or out of

Level 3 (1)

Balance,
end
of year

Net unrealized
gains (losses)
included in net
income related
to assets and
liabilities held
at period end (2)

$

360

(151)

134

—
—
—

—

—
—
3,313

3,447

—
—

—

—

—
(33)
—

(33)

—
—
—

(33)

—
—

—

$ 3,447

$ —
17,591
(68)
—
(282)

(33)

1
(3,597)
(108)
—
(97)

$

418

(120)

168

—
486
—

486

—
—
4,726

5,380

—
1

1

$ 5,381

$

146
16,763
6
—
(280)

—

—
(180)
(10)

(190)

—
(152)
(15)

(357)

—
—

—

(357)

(280)
(5,927)
(275)
—
(228)

—

(8)

—
(5)
—

(5)

—
—
—

(13)

—
1

1

(12)

—
—
—
—
—

—

(81)

—
(302)
(210)

(512)

(44)
(280)
(572)

207

42

—
524
—

524

—
—
1,413

1,979

—
—

—

1,979

30
2,769
178
—
99

3,197

538

—
3,307
163

3,470

326
1,679
8,379

2

—

—
—
—

—

—
—
—

—

—
—

—

—

115
—
4
—
—

—

278

4
199
343

546

—
836
281

(1,489)

14,392

1,941

—
—

—

(1,489)

—
—
1
—
—

2,775
49

2,824

17,216

561
3,878
303
1,231
(130)

—
—

—

1,941

4,291
—
2
—
—

418

168

—
486
—

486

—
—
4,726

5,380

—
1

1

5,381

146
16,763
6
—
(280)

3,495

903

4
3,510
286

3,800

282
2,083
12,799

19,867

2,775
50

2,825

22,692

4,718
14,714
37
1,231
(638)

(86)(3)

—

—
(31)
—

(31)

—
—
—

(31)

—
—

—

(31)

1(4)
(594)(4)(5)
6(4)
—
(98)

(23)(3)

—

—
(150)
—

(150)

—
—
—

(150)

—
—

—

(150)

(268)(4)
(3,333)(4)(5)
93(4)
—
(228)

(in millions)

Year ended December 31, 2007
Trading assets (excluding derivatives)
Securities available for sale:

Securities of U.S. states and 
political subdivisions

Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities 
Collateralized debt obligations
Other

Total debt securities

Marketable equity securities:

Perpetual preferred securities 
Other marketable equity securities 

Total marketable equity securities

Total securities available for sale

Mortgages held for sale
Mortgage servicing rights (residential)
Net derivative assets and liabilities
Other assets (excluding derivatives)
Other liabilities (excluding derivatives)

Year ended December 31, 2008
Trading assets (excluding derivatives)
Securities available for sale:

Securities of U.S. states and 
political subdivisions

Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities 
Collateralized debt obligations
Other

Total debt securities

Marketable equity securities:

Perpetual preferred securities 
Other marketable equity securities 

Total marketable equity securities

Total securities available for sale

Mortgages held for sale
Mortgage servicing rights (residential)
Net derivative assets and liabilities
Other assets (excluding derivatives)
Other liabilities (excluding derivatives)

(continued on following page)

156

(continued from previous page)

(in millions)

Year ended December 31, 2009
Trading assets (excluding derivatives)
Securities available for sale:

Securities of U.S. states and 
political subdivisions

Mortgage-backed securities:

Federal agencies
Residential
Commercial

Total mortgage-backed securities

Corporate debt securities 
Collateralized debt obligations
Other

Total debt securities

Marketable equity securities:

Perpetual preferred securities 
Other marketable equity securities 

Total marketable equity securities

Total net gains
(losses) included in
Other
comprehensive
income

Net
income

Balance,
beginning
of year

$ 3,495

202

903

4
3,510
286

3,800

282
2,083
12,799

19,867

2,775
50

2,825

23

—
(74)
(220)

(294)

3
125
136

(7)

104
—

104

97

Purchases,
sales,
issuances
and
settlements,
net

Net
transfers
into and/
or out of

Level 3 (1)

Balance,
end
of year

Net unrealized
gains (losses)
included in net
income related
to assets and
liabilities held
at period end (2)

(1,749)

361

2,311

276(3)

25

—
(759)
41

(718)

(7)
623
584

507

(723)
63

(660)

(153)

(921)
6,260
(2,291)
132
168

(133)

(4)
(2,685)
798

(1,891)

28
317
(2,300)

(3,979)

5
(23)

(18)

(3,997)

(178)
—
(17)
—
(10)

818

—
1,084
1,799

2,883

367
3,725
12,587

20,380

2,305
88

2,393

22,773

3,523
16,004
(832)
1,373
(1,110)

(8)

—
(227)
(112)

(339)

—
(84)
(94)

(525)

(1)
—

(1)

(526)

(109)(4)
(1,534)(4)
(799)(6)
12
(606)

2

—

—
1,092
894

1,986

61
577
1,368

3,992

144
(2)

142

4,134

—
—
—
—
—

Total securities available for sale

$22,692

Mortgages held for sale
Mortgage servicing rights (residential)
Net derivative assets and liabilities
Other assets (excluding derivatives)
Other liabilities (excluding derivatives)

$ 4,718
14,714
37
1,231
(638)

(96)
(4,970)
1,439
10
(630)

(1) The amounts presented as transfers into and out of Level 3 represent fair value as of the beginning of the quarter in which each transfer occurred.
(2) Represents only net gains (losses) that are due to changes in economic conditions and management’s estimates of fair value and excludes changes due to the collection/

realization of cash ﬂows over time.

(3) Included in other noninterest income in the income statement.
(4) Included in mortgage banking in the income statement.
(5) Represents total unrealized losses of $3.3 billion and $571 million, net of losses of $8 million and gains of $23 million related to sales, in 2008 and 2007, respectively.
(6) Included in mortgage banking, trading activities and other noninterest income in the income statement.

For certain assets and liabilities, we obtain fair value mea-

surements from independent brokers or independent third
party pricing services and record the unadjusted fair value in
our ﬁnancial statements. The detail by level is shown in the

table below. Fair value measurements obtained from indepen-
dent brokers or independent third party pricing services that
we have adjusted to determine the fair value recorded in our
ﬁnancial statements are not included in the table below.

(in millions)

December 31, 2008
Trading assets (excluding derivatives)
Derivatives (trading and other assets)
Securities available for sale
Loans held for sale
Other liabilities

December 31, 2009
Trading assets (excluding derivatives)
Derivatives (trading and other assets)
Securities available for sale
Loans held for sale
Derivatives (liabilities)
Other liabilities

Independent brokers

Third party pricing services

Level 1 

Level 2

Level 3

Level 1 

Level 2

Level 3

Fair value measurements from:

$ 190
3,419
181
—
1,105

$ —
—
85
—
—
—

3,272
106
8,916
1
175

4,208
8
1,870
—
—
—

12
106
1,681
—
128

—
42
548
—
70
—

917
605
3,944
—
2,208

30
—
1,467
—
—
10

1,944
4,635
109,170
353
5,171

1,712
2,926
120,688
2
2,949
3,916

110
—
8
—
1

81
9
1,864
—
4
26

157

Note 16: Fair Values of Assets and Liabilities (continued)

Assets and Liabilities Recorded at Fair Value on a
Nonrecurring Basis
We may be required, from time to time, to measure certain
assets at fair value on a nonrecurring basis in accordance
with GAAP. These adjustments to fair value usually result
from application of lower-of-cost-or-market accounting 

or write-downs of individual assets. For assets measured 
at fair value on a nonrecurring basis in 2009 and 2008 that
were still held in the balance sheet at each respective year
end, the following table provides the fair value hierarchy 
and the carrying value of the related individual assets or 
portfolios at year end.

(in millions)

December 31, 2008
Mortgages held for sale
Loans held for sale
Loans (1)
Private equity investments 
Foreclosed assets (2)
Operating lease assets

December 31, 2009
Mortgages held for sale
Loans held for sale
Loans (1)
Private equity investments 
Foreclosed assets (2)
Operating lease assets

Carrying value at year end

Level 1

Level 2

Level 3

$ —
—
—
134
—
—

$ —
—
—
—
—
—

521
338
1,487
—
274
186

1,105
444
6,177
—
199
90

534
—
107
18
55
—

711
—
134
52
38
29

Total

1,055
338
1,594
152
329
186

1,816
444
6,311
52
237
119

(1) Represents carrying value of loans for which adjustments are based on the appraised value of the collateral. The carrying value of loans fully charged-off, which includes

unsecured lines and loans, is zero.

(2) Represents the fair value of foreclosed real estate and other collateral owned that were measured at fair value subsequent to their initial classiﬁcation as foreclosed assets.

The following table presents the increase (decrease) 
in value of certain assets that are measured at fair value on 
a nonrecurring basis for which a fair value adjustment has

been included in the income statement, relating to assets 
held at period end.

(in millions)

Mortgages held for sale
Loans held for sale
Loans (1)
Private equity investments
Foreclosed assets (2)
Operating lease assets

Total

Year ended December 31,

2009

$

(22)
158
(13,083)
(112)
(91)
(14)

$(13,164)

2008

(28)
(105)
(6,400)
(81)
(165)
(28)

(6,807)

(1) Represents write-downs of loans based on the appraised value of the collateral. 
(2) Represents the losses on foreclosed real estate and other collateral owned that were measured at fair value subsequent to their initial classiﬁcation as foreclosed assets.

158

Fair Value Option
The following table reﬂects the differences between fair 
value carrying amount of MHFS and LHFS for which we 

have elected the fair value option and the aggregate unpaid
principal amount we are contractually entitled to receive 
at maturity.

(in millions)

Mortgages held for sale reported at fair value:

Total loans
Nonaccrual loans 
Loans 90 days or more past due and still accruing

Loans held for sale reported at fair value:

Total loans
Nonaccrual loans 

Fair value
carrying
amount

Aggregate
unpaid
principal

$36,962
268
49

149
5

37,072
560
63

159
2

2009

Fair value
carrying
amount
less
aggregate
unpaid
principal

(110)(1)
(292)
(14)

(10)
3

December 31,

2008

Fair value
carrying
amount
less
aggregate
unpaid
principal

(108)(1)
(192)
(5)

(362)
(16)

Fair value
carrying
amount

Aggregate
unpaid
principal

18,754
152
58

398
1

18,862
344
63

760
17

(1) The difference between fair value carrying amount and aggregate unpaid principal includes changes in fair value recorded at and subsequent to funding, 

gains and losses on the related loan commitment prior to funding, and premiums on acquired loans.

The assets accounted for under the fair value option are
initially measured at fair value. Gains and losses from initial
measurement and subsequent changes in fair value are 
recognized in earnings. The changes in fair values related 

to initial measurement and subsequent changes in fair 
value included in earnings for these assets measured at 
fair value are shown, by income statement line item, below. 

(in millions)

Mortgage banking noninterest income:

Net gains on mortgage loan origination/sales activities (1)

Other noninterest income

(1) Includes changes in fair value of servicing associated with MHFS.

Mortgages
held
for sale

$4,891
—

Loans
held
for sale

—
99

2009

Other
interests
held

—
117

Year ended December 31,

Mortgages
held
for sale

2008

Other
interests
held

2,111
—

—
(109)

Interest income on MHFS measured at fair value is calcu-

lated based on the note rate of the loan and is recorded in
interest income in the income statement.

For MHFS that are accounted for under the fair value
option, the estimated amount of losses included in earnings
attributable to instrument-speciﬁc credit risk was $277 million
and $648 million for the year ended December 31, 2009 and
2008, respectively. For performing loans, instrument-speciﬁc
credit risk gains or losses were derived principally by 

determining the change in fair value of the loans due to
changes in the observable or implied credit spread. Credit
spread is the market yield on the loans less the relevant risk-
free benchmark interest rate. Since the second half of 2007,
spreads have been signiﬁcantly impacted by the lack of 
liquidity in the secondary market for mortgage loans. For 
nonperforming loans, we attribute all changes in fair value 
to instrument-speciﬁc credit risk.

159

Note 16: Fair Values of Assets and Liabilities (continued)

Disclosures about Fair Value of Financial Instruments
The table below is a summary of fair value estimates for
ﬁnancial instruments, excluding short-term ﬁnancial assets
and liabilities because carrying amounts approximate fair
value, and excluding ﬁnancial instruments recorded at fair
value on a recurring basis. The carrying amounts in the 
following table are recorded in the balance sheet under the
indicated captions.

We have not included assets and liabilities that are not
ﬁnancial instruments in our disclosure, such as the value of
the long-term relationships with our deposit, credit card and

trust customers, amortized MSRs, premises and equipment,
goodwill and other intangibles, deferred taxes and other 
liabilities. The total of the fair value calculations presented
does not represent, and should not be construed to represent,
the underlying value of the Company.

The carrying amount of loans at December 31, 2008, in the

table below includes $443.5 billion acquired from Wachovia.
Under the purchase method of accounting, these loans were
recorded at fair value upon acquisition, and accordingly, 
the carrying value and fair value at December 31, 2008 were
the same.

(in millions)

Financial assets

Mortgages held for sale (1)
Loans held for sale (2)
Loans, net (3)
Nonmarketable equity investments (cost method)

Financial liabilities

Deposits
Long-term debt (4)

2009

Carrying
amount

Estimated
fair value

$ 2,132
5,584
744,225
9,793

824,018
203,784

2,132
5,719
717,798
9,889

824,678
205,752

Year ended December 31,

Carrying
amount

1,334
5,830
828,123
9,146

781,402
267,055

2008

Estimated
fair value

1,333
5,876
813,950
9,262

781,964
266,023

(1) Balance excludes mortgages held for sale for which the fair value option under ASC 825-10 was elected, and therefore includes nonprime residential and commercial

mortgages held for sale.

(2) Balance excludes loans held for sale for which the fair value option under ASC 825-10 was elected.
(3) Balance excludes lease ﬁnancing with a carrying amount of $14.2 billion at December 31, 2009, and $15.8 billion at December 31, 2008. 
(4) The carrying amount and fair value exclude obligations under capital leases of $77 million at December 31, 2009, and $103 million at December 31, 2008.

Alternative Investments
The following table summarizes our investments in various
types of funds. We use the funds’ NAVs per share as a practical

expedient to measure fair value on recurring and nonrecur-
ring bases. The fair values presented in the table are based
upon the funds’ NAVs or an equivalent measure.

(in millions)

Offshore funds (1)
Funds of funds (2)
Hedge funds (3)
Private equity funds (4)
Venture capital funds (5)

Total

December 31, 2009

Fair
value

$1,270
69
35
901
93

$2,368

Unfunded
commitments

Redemption
frequency

—
Daily-Quarterly
— Monthly -Annually
— Monthly -Annually
N/A
N/A

340
47

387

Redemption
notice
period

1-90 days
10-120 days
30-180 days
N/A
N/A

N/A – Not applicable.
(1) Includes investments in funds that invest primarily in investment grade European ﬁxed-income securities. Redemption restrictions are in place for investments with 

a fair value of $76 million due to a lock-up provision that will remain in effect until November 2012.

(2) Represents funds that invest principally in publicly listed equity securities. For one investment valued at $3 million, a gate provision has been imposed by the fund 

manager, and no redemptions are currently allowed. This redemption restriction will remain in effect until January 2012.

(3) Consists of investments in equity, multi-strategy, and event driven hedge funds. Redemption restrictions are in place for investments with a fair value of $10 million 
primarily because the funds are subject to lock-up provisions or are in the process of liquidating. The redemption restrictions are expected to remain in effect until
January 2012.

(4) Includes private equity funds that invest in equity and debt securities issued by private and publicly-held companies in connection with leveraged buy-outs, 

recapitalizations, and expansion opportunities. Substantially all of these investments do not allow redemptions. Alternatively, we receive distributions as the underlying
assets of the funds liquidate, which we expect to occur over the next 10 years. We have begun withdrawal proceedings for investments with a fair value of $63 million
and a 90-day redemption notice period. We expect to receive most of these funds by March 31, 2013. 

(5) Represents investments in funds that invest in domestic and foreign companies in a variety of industries, including information technology, ﬁnancial services, 
and healthcare. These investments can never be redeemed with the funds. Instead, we receive distributions as the underlying assets of the fund liquidate, 
which we expect to occur over the next 7 years.

160

Note 17: Preferred Stock

We are authorized to issue 20 million shares of preferred
stock and 4 million shares of preference stock, both without
par value. Preferred shares outstanding rank senior to 
common shares both as to dividends and liquidation 

preference but have no general voting rights. We have not
issued any preference shares under this authorization.

The following table provides detail of preferred stock.

(in millions, except shares)

outstanding Par value

value Discount

value Discount

December 31, 2009

December 31, 2008

Shares
issued and

Carrying

Carrying

Series D (1)
Fixed Rate Cumulative Perpetual Preferred Stock, 
Series D, $1,000,000 liquidation preference
per share, 25,000 shares authorized

DEP Shares
Dividend Equalization Preferred Shares,
$10 liquidation preference per share, 
97,000 shares authorized

Series J (1)(2)
8.00% Non-Cumulative Perpetual Class A

Preferred Stock, Series J, $1,000 liquidation
preference per share, 2,300,000 shares authorized 

Series K (1)(2)
7.98% Fixed-to-Floating Non-Cumulative 

Perpetual Class A Preferred Stock, Series K,
$1,000 liquidation preference per share, 
3,500,000 shares authorized

Series L (1)(2)
7.50% Non-Cumulative Perpetual Convertible

Class A Preferred Stock, Series L, 
$1,000 liquidation preference per share, 
4,025,000 shares authorized 

Total

— $ —

96,546

—

—

—

—

—

22,741

2,259

—

—

2,150,375

2,150

1,995

155

1,995

155

3,352,000

3,352

2,876

476

2,876

476

3,968,000

3,968

9,566,921

$9,470

3,200

8,071

768

1,399

3,200

30,812

768

3,658

(1) Series J, K and L preferred shares qualify as Tier 1 capital.
(2) In conjunction with the acquisition of Wachovia, at December 31, 2008, shares of Series J, K and L perpetual preferred stock were converted into shares of a corresponding
series of Wells Fargo preferred stock having substantially the same rights and preferences. The carrying value is par value adjusted to fair value in purchase accounting. 

In addition to the preferred stock issued and outstanding
described in the table above, we have the following preferred
stock authorized with no shares issued and outstanding:
• Series A – Non-Cumulative Perpetual Preferred Stock,
Series A, $100,000 liquidation preference per share, 
25,001 shares authorized

• Series B – Non-Cumulative Perpetual Preferred Stock,
Series B, $100,000 liquidation preference per share, 
17,501 shares authorized

• Series G – 7.25% Class A Preferred Stock, Series G, $15,000
liquidation preference per share, 50,000 shares authorized

• Series H – Floating Class A Preferred Stock, Series H,

$20,000 liquidation preference per share, 
50,000 shares authorized

• Series I – 5.80% Fixed to Floating Class A Preferred Stock,

Series I, $100,000 liquidation preference per share, 
25,010 shares authorized

PREFERRED STOCK ISSUED TO THE DEPARTMENT OF THE
TREASURY On October 28, 2008, we issued to the United
States Department of the Treasury 25,000 shares of our Fixed
Rate Cumulative Perpetual Preferred Stock, Series D without
par value, having a liquidation preference per share equal to
$1,000,000. Under its terms, the Series D Preferred Stock paid
cumulative dividends at a rate of 5% per year for the ﬁrst ﬁve
years. After obtaining the applicable regulatory approvals, 
on December 23, 2009, we redeemed the Series D Preferred
Stock by paying the Treasury $25.13 billion, equal to the liqui-
dation preference plus accrued but unpaid dividends to the
date of redemption. In connection with the Series D Preferred
Stock redemption, in the fourth quarter of 2009, we fully
accreted the remaining discount at the time of redemption, 
or approximately $1.9 billion.

161

Note 17: Preferred Stock (continued)

As part of the preferred stock issuance in 2008, Treasury
received a warrant to purchase approximately 110.3 million
shares of Wells Fargo common stock at an initial exercise
price of $34.01. The preferred stock proceeds from Treasury
were allocated based on the relative fair value of the warrant
as compared with the fair value of the preferred stock. The
fair value of the warrant was determined using a third party
proprietary pricing model that produces results similar to the
Black-Scholes model and incorporates a valuation model that
incorporates assumptions including our common stock price,
dividend yield, stock price volatility and the risk-free interest
rate. We determined the fair value of the preferred stock based
on assumptions regarding the discount rate (market rate) on
the preferred stock which was estimated to be approximately
13% at the date of issuance. Prior to the December 23, 2009
redemption, the discount on the preferred stock was being
accreted to par value using a constant effective yield of 7.2%
over a ﬁve-year term, which was the expected life of the 
preferred stock.

ESOP CUMULATIVE CONVERTIBLE PREFERRED STOCK  All shares
of our ESOP (Employee Stock Ownership Plan) Cumulative
Convertible Preferred Stock (ESOP Preferred Stock) were
issued to a trustee acting on behalf of the Wells Fargo &
Company 401(k) Plan (the 401(k) Plan). Dividends on the
ESOP Preferred Stock are cumulative from the date of initial
issuance and are payable quarterly at annual rates ranging
from 8.50% to 12.50%, depending upon the year of issuance.
Each share of ESOP Preferred Stock released from the unallo-
cated reserve of the 401(k) Plan is converted into shares of
our common stock based on the stated value of the ESOP
Preferred Stock and the then current market price of our 
common stock. The ESOP Preferred Stock is also convertible
at the option of the holder at any time, unless previously
redeemed. We have the option to redeem the ESOP Preferred
Stock at any time, in whole or in part, at a redemption price
per share equal to the higher of (a) $1,000 per share plus
accrued and unpaid dividends or (b) the fair market value, 
as deﬁned in the Certiﬁcates of Designation for the ESOP
Preferred Stock.

(in millions, except shares)

ESOP Preferred Stock (1)

2008
2007
2006
2005
2004
2003
2002
2001
2000

Total ESOP Preferred Stock

Unearned ESOP shares (2)

Shares issued and outstanding
December 31,

Carrying value
December 31,

Adjustable
dividend rate

2009

2008

2009

2008

Minimum Maximum

120,289
97,624
71,322
51,687
36,425
21,450
11,949
3,273
—

156,914
110,159
83,249
62,484
45,950
29,218
18,889
10,393
2,644

414,019

519,900

$ 120
98
71
52
37
21
12
3
—

$ 414

157
110
83
63
46
29
19
10
3

520

$(442)

(555)

10.50%
10.75
10.75
9.75
8.50
8.50
10.50
10.50
11.50

11.50
11.75
11.75
10.75
9.50
9.50
11.50
11.50
12.50

(1) Liquidation preference $1,000. At December 31, 2009 and December 31, 2008, additional paid-in capital included $28 million and $35 million, respectively, 

related to preferred stock.

(2) We recorded a corresponding charge to unearned ESOP shares in connection with the issuance of the ESOP Preferred Stock. The unearned ESOP shares are 

reduced as shares of the ESOP Preferred Stock are committed to be released. 

162

Note 18: Common Stock and Stock Plans

Common Stock
The following table presents our reserved, issued and 
authorized shares of common stock at December 31, 2009.

Dividend reinvestment and

common stock purchase plans

Director plans
Stock plans (1)
Convertible securities and warrants

Total shares reserved

Shares issued
Shares not reserved

Total shares authorized

Number of shares

6,085,410
957,615
551,231,665
176,097,156

734,371,846
5,245,971,422
19,656,732

6,000,000,000

(1) Includes employee option, restricted shares and restricted share rights, 401(k),

proﬁt sharing and compensation deferral plans.

Dividend Reinvestment and Common Stock 
Purchase Plans
Participants in our dividend reinvestment and common stock
direct purchase plans may purchase shares of our common
stock at fair market value by reinvesting dividends and/or
making optional cash payments, under the plan’s terms.

Employee Stock Plans
We offer the stock based employee compensation plans
described below. We measure the cost of employee services
received in exchange for an award of equity instruments, 
such as stock options, restricted share rights (RSRs) or 
performance shares, based on the fair value of the award 
on the grant date. The cost is normally recognized in our
income statement over the vesting period of the award;
awards with graded vesting are expensed on a straight line
method. Awards to retirement eligible employees are subject
to immediate expensing upon grant. Total stock option 
compensation expense was $221 million in 2009, $174 million
in 2008 and $129 million in 2007 with a related recognized 
tax beneﬁt of $83 million, $65 million and $49 million for 
the same years, respectively. Stock option expense is based 
on the fair value of the awards at the date of grant.

LONG-TERM INCENTIVE COMPENSATION PLANS Our Long Term
Incentive Compensation Plan provides for awards of incentive
and nonqualiﬁed stock options, stock appreciation rights,
restricted shares, RSRs, performance awards and stock awards
without restrictions. Options must have an exercise price 
at or above fair market value (as deﬁned in the plan) of the
stock at the date of grant (except for substitute or replace-
ment options granted in connection with mergers or other
acquisitions) and a term of no more than 10 years. Except for
options granted in 2004 and 2005, which generally vested in
full upon grant, options generally become exercisable over
three years beginning on the ﬁrst anniversary of the date 

of grant. Except as otherwise permitted under the plan, 
if employment is ended for reasons other than retirement,
permanent disability or death, the option exercise period 
is reduced or the options are canceled. 

Options granted prior to 2004 may include the right to

acquire a “reload” stock option. If an option contains the
reload feature and if a participant pays all or part of the 
exercise price of the option with shares of stock purchased 
in the market or held by the participant for at least six months
and, in either case, not used in a similar transaction in the last
six months, upon exercise of the option, the participant is
granted a new option to purchase, at the fair market value 
of the stock as of the date of the reload, the number of shares
of stock equal to the sum of the number of shares used in 
payment of the exercise price and a number of shares with
respect to related statutory minimum withholding taxes.
Reload grants are fully vested upon grant and are 
expensed immediately.

Holders of RSRs are entitled to the related shares of 
common stock at no cost generally over three to ﬁve years
after the RSRs were granted. Holders of RSRs may be entitled
to receive cash payments or additional RSRs equal to the 
cash dividends that would have been paid had the RSRs 
been issued and outstanding shares of common stock. RSRs
granted as dividend equivalents are subject to the same 
vesting schedule and conditions as the underlying RSRs.
Except in limited circumstances, RSRs are canceled when
employment ends. The compensation expense for RSRs
equals the quoted market price of the related stock at the 
date of grant and is accrued over the vesting period. Total
compensation expense for RSRs was not signiﬁcant in 
2009 or 2008.

In 2009, a target amount of 949,000 performance shares
were granted with a fair value of $27.09 per share. The holder
of each performance share may receive one share of our com-
mon stock at vesting in the ﬁrst quarter of 2013. The ﬁnal
number of performance shares that will be granted is subject
to the achievement of speciﬁed performance criteria over a
three-year period ending December 31, 2012, and has a cap of
150% of the target amount of performance shares. Performance
shares continue to vest after retirement according to the orig-
inal vesting schedule subject to satisfying the performance
criteria and other vesting conditions. Total compensation
expense for performance shares was $21 million in 2009.

A portion of annual bonus awards recognized during 2009

that are normally paid in cash will be paid in our common
stock as part of our agreement with the U.S. Treasury to repay
our participation in the TARP Capital Purchase Program
(CPP). The fair value of the stock that will be issued is about
$50 million and there are no vesting conditions or other
restrictions on the stock.

163

Note 18: Common Stock and Stock Plans (continued)

During 2009 the Board of Directors approved salary
increases for certain executive ofﬁcers that were paid, after
taxes and other withholdings, in our common stock. About
245,000 shares were issued in 2009 for salary increases at an
average fair value of $27.77. There are no longer restrictions
on these shares because we repaid the TARP CPP investment
in Wells Fargo in December 2009.

For various acquisitions and mergers, we converted
employee and director stock options of acquired or merged
companies into stock options to purchase our common stock
based on the terms of the original stock option plan and the
agreed-upon exchange ratio. In addition, we converted
restricted stock awards into awards that entitle holders to 
our stock after the vesting conditions are met. Holders
receive cash dividends on outstanding awards if provided 
in the original award.

The total number of shares of common stock available for
grant under the plans at December 31, 2009, was 304 million.

PARTNERSHARES PLAN In 1996, we adopted the PartnerShares®
Stock Option Plan, a broad-based employee stock option plan.
It covers full- and part-time employees who generally were
not included in the long-term incentive compensation plan
described above. No options have been granted under the
plan since 2002, and as a result of action taken by the Board
of Directors on January 22, 2008, no future awards will be
granted under the plan. All of our PartnerShares Plan grants
were fully vested as of December 31, 2007.

Director Plan
We grant common stock and options to purchase common
stock to non-employee directors elected or re-elected at the
annual meeting of stockholders and prorated awards to 
directors who join the Board at any other time. The stock
award vests immediately. Options granted in 2008 or earlier
can be exercised after six months through the tenth anniver-
sary of the grant date. Prior to 2009, stock awards and option
grants were made to non-employee directors under the
Directors Stock Compensation and Deferral Plan. As a result
of action taken by the Board of Directors on September 30,
2008, stock awards and options granted in 2009 were made
under our Long Term Incentive Compensation Plan. Options
granted in 2009 can be exercised after 12 months through 
the tenth anniversary of the grant date.

The table below summarizes stock option activity and

related information. Options assumed in mergers are 
included in the activity and related information for Incentive
Compensation Plans if originally issued under an employee
plan, and in the activity and related information for Director
Plans if originally issued under a director plan.

Weighted-
average
exercise
price

Weighted-
average
remaining
contractual
term (in yrs.)

Aggregate
intrinsic
value
(in millions)

$45.36
13.29
76.37
21.24

37.11

37.31
46.47

24.33
24.63
24.08

24.33

24.33
24.33

28.12
21.57

28.53

28.53
28.53

5.9

5.9
4.4

1.6

1.6
1.6

4.9

4.9
4.9

$1,264

1,230
190

45

45
45

1

1
1

Number

283,607,257
80,701,781
(13,296,344)
(6,641,018)

344,371,676

340,601,461
221,963,884

17,662,467
(284,177)
(512,693)

16,865,597

16,865,597
16,865,597

907,109
(53,476)

853,633

853,633
853,633

Incentive compensation plans
Options outstanding as of December 31, 2008

Granted
Canceled or forfeited
Exercised

Options outstanding as of December 31, 2009

As of December 31, 2009:

Options exercisable and expected to be exercisable (1)
Options exercisable

PartnerShares Plan
Options outstanding as of December 31, 2008

Canceled or forfeited
Exercised

Options outstanding as of December 31, 2009

As of December 31, 2009:

Options exercisable and expected to be exercisable
Options exercisable

Director plans
Options outstanding as of December 31, 2008

Canceled 

Options outstanding as of December 31, 2009

As of December 31, 2009:

Options exercisable and expected to be exercisable
Options exercisable

(1) Adjusted for estimated forfeitures.

164

The following table presents the weighted-average per
share fair value of options granted and the assumptions used,
based on a Black-Scholes option valuation model.

Year ended December 31,

2009

2008

2007

Per share fair value of options granted
Expected volatility
Expected dividends (yield)
Expected dividends
Expected term (in years)
Risk-free interest rate

$3.29

53.9%
—
$0.33
4.5
1.8%

4.06
22.4
4.1
—
4.4
2.7

3.84
13.3
3.4
—
4.2
4.6

At December 31, 2009, there was $22 million of total 
unrecognized compensation cost related to nonvested RSRs.
The cost is expected to be recognized over a weighted-average
period of 3.3 years. The total fair value of RSRs that vested
during 2009 and 2008 was $2 million and $1 million, respectively.
A summary of the status of our RSRs and restricted share
awards at December 31, 2009, and changes during 2009 is in
the following table:

Weighted-average
Number grant-date fair value

Nonvested at January 1, 2009

Granted
Vested
Canceled or forfeited

1,026,166
1,100,241
(62,073)
(155,379)

Nonvested at December 31, 2009

1,908,955

$29.79
19.04
29.79
29.56

23.62

The weighted-average grant date fair value of RSRs granted

during 2008 was $29.68.

As of December 31, 2009, there was $186 million of 
unrecognized compensation cost related to stock options.
That cost is expected to be recognized over a weighted-
average period of 1.9 years. The total intrinsic value of
options exercised during 2009 and 2008 was $50 million 
and $348 million, respectively.

Cash received from the exercise of options for 2009 and

2008 was $153 million and $747 million, respectively. The
actual tax beneﬁt recognized in stockholders’ equity for 
the tax deductions from the exercise of options totaled 
$18 million and $123 million, respectively, for 2009 and 2008.
We do not have a speciﬁc policy on repurchasing shares 

to satisfy share option exercises. Rather, we have a general
policy on repurchasing shares to meet common stock
issuance requirements for our beneﬁt plans (including share
option exercises), conversion of our convertible securities,
acquisitions and other corporate purposes. Various factors
determine the amount and timing of our share repurchases,
including our capital requirements, the number of shares we
expect to issue for acquisitions and employee beneﬁt plans,
market conditions (including the trading price of our stock),
and regulatory and legal considerations. These factors can
change at any time, and there can be no assurance as to 
the number of shares we will repurchase or when we will
repurchase them.

The fair value of each option award granted on or after
January 1, 2006, is estimated using a Black-Scholes valuation
model. The expected term of options granted is generally
based on the historical exercise behavior of full-term options.
Our expected volatilities are based on a combination of the
historical volatility of our common stock and implied volatili-
ties for traded options on our common stock. The risk-free
rate is based on the U.S. Treasury zero-coupon yield curve 
in effect at the time of grant. Both expected volatility and 
the risk-free rates are based on a period commensurate with
our expected term. For 2009, the expected dividend is based
on a ﬁxed dividend amount. For 2008 and 2007, the expected
dividend was based on the current dividend, consideration 
of our historical pattern of dividend increases and the market
price of our stock. We changed our method of estimating 
the expected dividend assumption from a yield approach 
to a ﬁxed amount due to our participation in the TARP CPP
during 2009, which restricted us from increasing our dividend
without approval from the U.S. Treasury. A dividend yield
approach models a constant dividend yield, which was consid-
ered inappropriate given the restriction on our ability to
increase dividends.

165

Note 18: Common Stock and Stock Plans (continued)

Employee Stock Ownership Plan 
Under the Wells Fargo & Company 401(k) Plan (the 401(k)
Plan) and the Wachovia Savings Plan (the Savings Plan),
deﬁned contribution plans with an ESOP feature, these plans
may borrow money to purchase our preferred or common
stock. From 1994 through 2008, we have loaned money to the
401(k) Plan to purchase shares of our ESOP Preferred Stock.
As we release and convert ESOP Preferred Stock into common
shares, we record compensation expense equal to the current
market price of the common shares. Dividends on the common
shares allocated as a result of the release and conversion of
the ESOP Preferred Stock reduce retained earnings and the
shares are considered outstanding for computing earnings
per share. Dividends on the unallocated ESOP Preferred Stock
do not reduce retained earnings, and the shares are not 
considered to be common stock equivalents for computing
earnings per share. Loan principal and interest payments are
made from our contributions to the Wells Fargo 401(k) Plan,
along with dividends paid on the ESOP Preferred Stock. With
each principal and interest payment, a portion of the ESOP
Preferred Stock is released and, after conversion of the 
ESOP Preferred Stock into common shares, allocated to 
the Wells Fargo 401(k) Plan participants.

The Savings Plan contains a similar loan option except in
the form of ESOP Common Stock. Dividends on the common
shares allocated as a result of the release of ESOP Common
Stock reduce retained earnings and the shares are considered
outstanding for computing earnings per share. Dividends on
the unallocated ESOP Common Stock do not reduce retained
earnings, and the shares are not considered to be common
stock equivalents for computing earnings per share. Loan prin-
cipal and interest payments are made from our contributions
to the Wachovia Savings Plan. With each principal and inter-
est payment, a portion of the ESOP Common Stock is released
and allocated to the Wachovia Savings Plan participants.
In October 2009, the Wells Fargo Stock Fund and the

Wells Fargo ESOP Fund held in the 401(k) Plan were 
combined to create a surviving Wells Fargo ESOP Fund. 
The Savings Plan was merged into the 401(k) Plan on
December 31, 2009. Any outstanding ESOP loan previously
held by the Savings Plan is now held by the 401(k) Plan.

The balance of ESOP shares, the dividends on allocated

shares of common stock and unreleased preferred shares 
paid to the 401(k) Plan and the fair value of unearned ESOP
shares were:

(in millions, except shares)

Allocated shares (common)
Unreleased shares (preferred)
Unreleased shares (common)

Fair value of unearned ESOP Preferred shares
Fair value of unearned ESOP Common shares

Allocated shares (common)
Unreleased shares (preferred)

Shares outstanding
December 31,

2009

2008

2007

110,157,999
414,019
203,755

74,916,583
519,900
244,506

76,265,880
449,804
—

$

$

414
5

2009

45
51

520
7

450
—

Dividends paid
Year ended December 31,

2008

100
66

2007

88
57

Deferred Compensation Plan for Independent 
Sales Agents
WF Deferred Compensation Holdings, Inc. is a wholly-
owned subsidiary of the Parent formed solely to sponsor 
a deferred compensation plan for independent sales agents
who provide investment, ﬁnancial and other qualifying 
services for or with respect to participating afﬁliates. The

Nonqualiﬁed Deferred Compensation Plan for Independent
Contractors, which became effective January 1, 2002, 
allows participants to defer all or part of their eligible 
compensation payable to them by a participating afﬁliate. 
The Parent has fully and unconditionally guaranteed the
deferred compensation obligations of WF Deferred
Compensation Holdings, Inc. under the plan. 

166

Note 19: Employee Beneﬁts and Other Expenses

Employee Benefits
We sponsor a noncontributory qualiﬁed deﬁned beneﬁt 
retirement plan, the Wells Fargo & Company Cash Balance
Plan (Cash Balance Plan), which covers eligible employees 
of Wells Fargo; the beneﬁts earned under the Cash Balance
Plan were frozen effective July 1, 2009. 

On April 28, 2009, the Board of Directors approved amend-

ments to freeze the beneﬁts earned under the Wells Fargo
qualiﬁed and supplemental Cash Balance Plans and the
Wachovia Corporation Pension Plan, a cash balance plan 
that covered eligible employees of the legacy Wachovia
Corporation, and to merge the Wachovia Pension Plan into
the qualiﬁed Cash Balance Plan. These actions became 
effective on July 1, 2009.

Prior to July 1, 2009, eligible employees’ cash balance 
plan accounts were allocated a compensation credit based 
on a percentage of their qualifying compensation. The 
compensation credit percentage was based on age and years
of credited service. The freeze discontinues the allocation 
of compensation credit for services after June 30, 2009.
Investment credits continue to be allocated to participants
based on their accumulated balances. Employees become
vested in their Cash Balance Plan accounts after completing
three years of vesting service.

Freezing and merging the above plans effective July 1,
2009, resulted in a re-measurement of the pension obligations
and plan assets as of April 30, 2009. Freezing and re-measuring
decreased the pension obligations by approximately 
$945 million and decreased cumulative OCI by approximately
$725 million pre tax ($456 million after tax) in second quarter
2009. The re-measurement resulted in a decrease in the fair
value of plan assets of approximately $150 million. We used a
discount rate of 7.75% for the April 30, 2009, re-measurement
based on our consistent methodology of determining our 
discount rate based on an established yield curve developed
by our outside actuarial ﬁrm. This methodology incorporates
a broad group of top quartile Aa or higher rated bonds.

As a result of freezing our pension plans, we revised our
amortization life for actuarial gains and losses from 5 years 
to 13 years to reﬂect the estimated average remaining 
participation period.

These actions lowered pension cost by approximately 
$500 million for 2009, including $67 million of one-time cur-
tailment gains. 

We did not make a contribution to our Cash Balance Plan
in 2009. We do not expect that we will be required to make a
contribution to the Cash Balance Plan in 2010; however, this 
is dependent on the ﬁnalization of the actuarial valuation.
Our decision of whether to make a contribution in 2010 will
be based on various factors including the actual investment
performance of plan assets during 2010. Given these uncer-
tainties, we cannot estimate at this time the amount, if any,
that we will contribute in 2010 to the Cash Balance Plan. The

total amount contributed for our other pension plans in 2009
was $83 million. For the unfunded nonqualiﬁed pension 
plans and postretirement beneﬁt plans, we will contribute the
minimum required amount in 2010, which equals the beneﬁts
paid under the plans. In 2009, we paid $167 million in beneﬁts
for the postretirement plans, which included $79 million in
retiree contributions.

We sponsor deﬁned contribution retirement plans includ-

ing the Wells Fargo & Company 401(k) Plan (401(k) Plan) 
and the Wachovia Savings Plan (Savings Plan). We also have
a frozen deﬁned contribution plan resulting from a company
acquired by Wachovia. No contributions are permitted to 
that plan. Under the 401(k) Plan, after one month of service,
eligible employees may contribute up to 25% of their pre-tax
qualifying compensation, although there may be a lower limit
for certain highly compensated employees in order to main-
tain the qualiﬁed status of the 401(k) Plan. Eligible employees
who complete one year of service are eligible for matching
company contributions, which are generally a 100% match 
up to 6% of an employee’s qualifying compensation. Prior 
to January 1, 2010, matching contributions generally vested
over the ﬁrst four years of an eligible employee’s service 
period. Effective January 1, 2010, prior and future matching
contributions will be 100% vested.

Under the Savings Plan, after one month of service, eligi-
ble employees may contribute up to 30% of their qualifying
compensation on a pre tax, Roth, or after-tax basis, although
there may be a lower limit for certain highly compensated
employees in order to maintain the qualiﬁed status of this
Savings Plan. Eligible employees who complete one year 
of service are eligible for matching company contributions,
which are generally a 100% match up to 6% of an employee’s
qualifying compensation. The matching contributions vest
immediately. Effective December 31, 2009, the Savings Plan
was merged with the 401(k) Plan.

In 2009, the 401(k) Plan and the Savings Plan were 
amended to permit us to make discretionary proﬁt sharing
contributions. Based on 2009 earnings, we committed to 
make a contribution in shares of common stock to the plan
accounts of eligible employees equaling 1% of qualifying 
compensation, which resulted in recognizing $150 million 
of deﬁned contribution retirement plan expense recorded 
in 2009.

Expenses for deﬁned contribution retirement plans were
$862 million, $411 million and $426 million in 2009, 2008 and
2007, respectively.

We provide health care and life insurance beneﬁts for 
certain retired employees and reserve the right to terminate
or amend any of the beneﬁts at any time.

The information set forth in the following tables is 
based on current actuarial reports using the measurement
date of December 31 for our pension and postretirement 
beneﬁt plans.

167

Note 19: Employee Beneﬁts and Other Expenses (continued)

In conjunction with our adoption of changes in account -
ing provisions for retirement beneﬁts, we were required to
change the measurement date for our pension and postretire-
ment plan assets and beneﬁt obligations from November 30
to December 31 beginning in 2008. To reﬂect this change, 
we recorded an $8 million (after tax) adjustment to the 2008
beginning balance of retained earnings.

The changes in the projected beneﬁt obligation of pen -
sion beneﬁts and the accumulated beneﬁt obligation of other
beneﬁts and the fair value of plan assets during 2009 and
2008, the funded status at December 31, 2009 and 2008, and
the amounts recognized in the balance sheet at December 31,
2009 and 2008, were:

(in millions)

Change in beneﬁt obligation:
Beneﬁt obligation at beginning of year

Service cost 
Interest cost 
Plan participants’ contributions 
Amendments 
Actuarial loss (gain) 
Beneﬁts paid 
Foreign exchange impact 
Acquisitions
Measurement date adjustment (1)

Beneﬁt obligation at end of year

Change in plan assets:
Fair value of plan assets at beginning of year 

Actual return on plan assets 
Employer contribution 
Plan participants’ contributions 
Beneﬁts paid
Foreign exchange impact 
Acquisitions
Measurement date adjustment (1)

Fair value of plan assets at end of year

2009

December 31,

2008

Pension beneﬁts

Pension beneﬁts

Qualiﬁed

Non-
qualiﬁed

Other
beneﬁts

Qualiﬁed

Non-
qualiﬁed

Other
beneﬁts

$ 8,977
210
595
—
(210)
1,063
(605)
8
—
—

10,038

7,863
1,842
4
—
(605)
8
—
—

9,112

684
8
43
—
(22)
46
(79)
1
—
—

681

—
—
79
—
(79)
—
—
—

—

1,325
13
83
79
(54)
120
(167)
2
—
—

1,401

368
48
48
79
(167)
—
—
—

376

4,565
291
276
—
—
(197)
(317)
—
4,359
—

8,977

5,617
(1,750)
260
—
(317)
—
4,132
(79)

7,863

(1,114)

(1,114)

366
15
22
—
—
(15)
(24)
—
317
3

684

—
—
24
—
(24)
—
—
—

—

(684)

(684)

663
13
40
39
—
(94)
(65)
—
727
2

1,325

458
(128)
22
39
(65)
—
46
(4)

368

(957)

(957)

Funded status at end of year

$ (926)

(681)

(1,025)

Amounts recognized in the balance sheet at end of year:

Liabilities

$ (926)

(681)

(1,025)

(1) Represents change in beneﬁt obligation and plan assets during December 2007 to reﬂect an additional month of activity due to the change in measurement date from

November 30 to December 31 as required by FASB ASC 715.

Amounts recognized in accumulated OCI (pre tax) for the year ended December 31, 2009 and 2008, consist of: 

(in millions)

Net actuarial loss
Net prior service credit
Net transition obligation
Translation adjustments

Total

2009

December 31,

2008

Pension beneﬁts

Pension beneﬁts

Qualiﬁed

$1,836
1
—
1

$1,838

Non-
qualiﬁed

Other
beneﬁts

70
—
—
—

70

140
(34)
2
—

108

Qualiﬁed

2,349
(7)
—
(2)

2,340

Non-
qualiﬁed

Other
beneﬁts

50
(37)
—
—

13

91
(38)
3
(2)

54

The net actuarial loss for the deﬁned beneﬁt pension 
plans that will be amortized from accumulated OCI into net
periodic beneﬁt cost in 2010 is $107 million. The net actuarial
loss and net prior service credit for the other postretirement

plans that will be amortized from accumulated OCI into 
net periodic beneﬁt cost in 2010 are $1 million and 
$4 million, respectively.

168

The weighted-average assumptions used to determine 

We seek to achieve the expected long-term rate of return

the projected beneﬁt obligation were:

Year ended December 31,

2009

2008

Pension
Other
beneﬁts (1) beneﬁts

Pension
Other
beneﬁts (1) beneﬁts

5.75%

5.75

6.75

6.75

—

—

4.0

—

Discount rate
Rate of compensation 

increase (2)

(1) Includes both qualiﬁed and nonqualiﬁed beneﬁts.
(2) Due to the freeze of the Wells Fargo qualiﬁed and supplemental Cash 

Balance plans and the Wachovia Corporate Pension Plan, there is no rate 
of compensation increase at December 31, 2009.

We use a consistent methodology to determine the discount
rate that is based on an established yield curve methodology.
This methodology incorporates a broad group of top quartile
Aa or higher rated bonds consisting of approximately 100-150
bonds. The discount rate is determined by matching this yield
curve with the timing and amounts of the expected beneﬁt
payments for our plans.

The accumulated beneﬁt obligation for the deﬁned 
beneﬁt pension plans was $10.7 billion and $9.4 billion at
December 31, 2009 and 2008, respectively.

with a prudent level of risk given the beneﬁt obligations of
the pension plans and their funded status. Our overall invest-
ment strategy is designed to provide our Cash Balance Plan
with a balance of long-term growth opportunities and short-
term beneﬁt strategies while ensuring that risk is mitigated
through diversiﬁcation across numerous asset classes and
various investment strategies. We target the asset allocation
for our Cash Balance Plan at a target mix range of 35-65%
equities, 30-50% ﬁxed income, and approximately 10-15% in
real estate, venture capital, private equity and other invest-
ments. The target ranges referenced above account for the
employment of an asset allocation methodology designed to
overweight stocks or bonds when a compelling opportunity
exists. The Employee Beneﬁt Review Committee (EBRC),
which includes several members of senior management, 
formally reviews the investment risk and performance of 
our Cash Balance Plan on a quarterly basis. Annual Plan 
liability analysis and periodic asset/liability evaluations are
also conducted.

The table below provides information for pension plans

with beneﬁt obligations in excess of plan assets.

The components of net periodic beneﬁt cost were:

(in millions)

Projected beneﬁt obligation
Accumulated beneﬁt obligation
Fair value of plan assets

2009

2008

December 31,

2009

$10,719
10,706
9,112

2008

9,661
9,423
7,863

December 31,

2007

(in millions)

Non-
Qualiﬁed qualiﬁed

Other
beneﬁts

Qualiﬁed

Non-
qualiﬁed

Other
beneﬁts

Qualiﬁed

Non-
qualiﬁed

Other
beneﬁts

Pension beneﬁts

Pension beneﬁts

Pension beneﬁts

Service cost
Interest cost
Expected return on plan assets
Amortization of net actuarial loss
Amortization of prior service cost
Curtailment gain
Settlement

Net periodic beneﬁt cost

Other changes in plan assets and
beneﬁt obligations recognized 
in other comprehensive income:

Net actuarial loss (gain) 
Amortization of net actuarial loss
Prior service cost 
Amortization of prior service cost 
Net loss (gain) in curtailment
Translation adjustments 

Total recognized in other
comprehensive income

Total recognized in net periodic 

beneﬁt cost and other 
comprehensive income

$ 210
595
(643)
194
—
(32)
—

324

(346)
(194)
—
—
32
3

(505)

8
43
—
2
(1)
(33)
—

19

25
(2)
—
1
33
—

57

13
83
(29)
3
(3)
—
—

67

99
(3)
—
3
(54)
2

47

291
276
(478)
1
—
—
—

90

2,102
(1)
—
—
—
(5)

2,096

15
22
—
13
(5)
—
—

45

(16)
(13)
—
5
—
—

(24)

$(181)

76

114

2,186

21

13
40
(41)
1
(4)
—
—

9

79
(1)
—
4
—
(4)

78

87

281
246
(452)
32
—
—
1

108

(213)
(33)
—
—
—
3

(243)

15
18
—
13
(3)
—
—

43

16
(13)
(24)
3
—
—

(18)

15
41
(36)
5
(4)
—
—

21

(126)
(5)
—
4
—
2

(125)

(135)

25

(104)

169

Note 19: Employee Beneﬁts and Other Expenses (continued)

The weighted-average assumptions used to determine the net periodic beneﬁt cost were:

Discount rate (2)
Expected return on plan assets
Rate of compensation increase

2009

2008

December 31,

2007

Pension
Other
beneﬁts (1) beneﬁts

Pension
Other
beneﬁts (1) beneﬁts

Pension
Other
beneﬁts (1) beneﬁts

7.42%
8.75
4.0

6.75
8.75
—

6.25
8.75
4.0

6.25
8.75
—

5.75
8.75
4.0

5.75
8.75
—

(1) Includes both qualiﬁed and nonqualiﬁed pension beneﬁts.
(2) Due to the freeze of the Wells Fargo qualiﬁed and supplemental Cash Balance Plans and the Wachovia Corporation Pension Plan, the discount rate for the 2009 Pension

beneﬁts was the weighted average of 6.75% from January through April and 7.75% from May through December.

Our determination of the reasonableness of our expected
long-term rate of return on plan assets is highly quantitative
by nature. We evaluate the current asset allocations and
expected returns under two sets of conditions: projected
returns using several forward-looking capital market assump-
tions, and historical returns for the main asset classes dating
back to 1970, the earliest period for which historical data was
readily available as of a common time frame for the asset
classes included. Using data dating back to 1970 allows us 
to capture multiple economic environments, which we believe
is relevant when using historical returns. We place greater
emphasis on the forward looking return and risk assumptions
than on historical results. We use the resulting projections to
derive a base line expected rate of return and risk level for the
Cash Balance Plans’ prescribed asset mix. We then adjust the
baseline projected returns for items not already captured,
including the anticipated return differential from active over
passive investment management and the estimated impact 
of an asset allocation methodology that allows for established
deviations from the speciﬁed target allocations when a com-
pelling opportunity exists.

We evaluate the portfolio based on: (1) the established 

target asset allocations over short term (one-year) and 
longer term (ten-year) investment horizons, and (2) the range
of potential outcomes over these horizons within speciﬁc
standard deviations. We perform the above analyses to assess
the reasonableness of our expected long-term rate of return
on plan assets. We consider the expected rate of return 
to be a long-term average view of expected returns. The
expected rate of return would be assessed for signiﬁcant
long-term changes in economic conditions or in planned 
portfolio composition.

To account for postretirement health care plans we use
health care cost trend rates to recognize the effect of expected
changes in future health care costs due to medical inﬂation,
utilization changes, new technology, regulatory requirements
and Medicare cost shifting. We assumed average annual
increases of approximately 9.5% (before age 65) and 9% (after
age 65) for health care costs for 2010. The rates of average
annual increases are assumed to trend down 0.5% each year
until the trend rates reach an ultimate trend of 5% in 2017
(before age 65) and 2016 (after age 65). Increasing the
assumed health care trend by one percentage point in each
year would increase the beneﬁt obligation as of December 31,
2009, by $71 million and the total of the interest cost and 

170

service cost components of the net periodic beneﬁt cost for
2009 by $5 million. Decreasing the assumed health care trend
by one percentage point in each year would decrease the 
beneﬁt obligation as of December 31, 2009, by $63 million 
and the total of the interest cost and service cost components
of the net periodic beneﬁt cost for 2009 by $4 million.

The investment strategy for assets held in the Retiree
Medical Plan Voluntary Employees’ Beneﬁciary Association
(VEBA) trust is established separately from the strategy for
the assets in the Cash Balance Plan. The general target asset
mix is 45-65% equities and 35-55% ﬁxed income. In addition,
the strategy for the VEBA trust assets considers the effect of
income taxes by utilizing a combination of variable annuity
and low turnover investment strategies. Members of the
EBRC formally review the investment risk and performance 
of these assets on a quarterly basis.

Future beneﬁts that we expect to pay under the pension
and other beneﬁt plans are presented in the following table.

(in millions)

Year ended December 31,
2010
2011
2012
2013
2014
2015-2019

Pension beneﬁts

Qualiﬁed

Non-
qualiﬁed

Other
beneﬁts

$ 818
796
778
779
772
3,610

81
78
65
59
61
267

118
121
123
125
127
627

Other beneﬁts payments are expected to be reduced by
prescription drug subsidies from the federal government 
provided by the Medicare Prescription Drug, Improvement
and Modernization Act of 2003, as follows:

(in millions)

Year ended December 31,
2010
2011
2012
2013
2014
2015-2019

Other beneﬁts
subsidy receipts

$17
18
19
20
21
65

Fair Value of Plan Assets
The following table presents the balances of pension plan

assets measured at fair value. See Note 16 in this Report for
fair value hierarchy level deﬁnitions.

(in millions)

Cash and cash equivalents
Intermediate (core) ﬁxed income (1)
High-yield ﬁxed income
International ﬁxed income
Specialty ﬁxed income
Domestic large-cap stocks (2)
Domestic mid-cap stocks 
Domestic small-cap stocks (3)
International stocks (4)
Emerging market stocks
Real estate/timber (5)
Multi-strategy hedge funds (6)
Private equity
Other

Total pension plan investments

Payable upon return of securities loaned
Net receivables

Total pension plan assets

December 31, 2009

Level 1

Level 2

Level 3

$

52
647
263
—
—
1,046
205
867
354
—
78
—
—
—

$3,512

515
1,457
220
376
76
630
103
126
890
653
—
—
1
25

5,072

—
9
—
—
—
5
—
—
1
—
353
339
83
46

836

Total

567
2,113
483
376
76
1,681
308
993
1,245
653
431
339
84
71

9,420

(320)
12

$9,112

(1) This category includes assets that are primarily intermediate duration, investment grade bonds held in investment strategies benchmarked to the Barclays Capital 

U.S. Aggregate Bond Index. Includes U.S. Treasury securities, agency and non-agency asset-backed bonds and corporate bonds. 

(2) This category covers a broad range of investment styles, both active and passive approaches, as well as style characteristics of value, core and growth emphasized 

strategies. Assets in this category are currently diversiﬁed across ten unique investment strategies. Approximately 40% of the assets within this category are passively
managed to popular mainstream market indexes including the Standard & Poor’s 500 Index; excluding the allocation to the S&P 500 Index strategy, no single investment
manager represents more than 2% of total plan assets.

(3) This category consists of a highly diversiﬁed combination of seven distinct investment management strategies with no single strategy representing more than about 
2% of total plan assets. Allocations in this category are primarily spread across actively managed approaches with distinct value and growth emphasized approaches 
in fairly equal proportions.

(4) This category includes assets diversiﬁed across nine unique investment strategies providing exposure to companies based primarily in developed market, non-U.S. 

countries with no single strategy representing more than 2% of total plan assets.

(5) This category mostly includes investments in private and public real estate, as well as timber speciﬁc limited partnerships; real estate holdings are diversiﬁed by 

geographic location and sector (e.g., retail, ofﬁce, apartments).

(6) This category consists of several investment strategies managed by over 30 hedge fund managers. Single manager allocation exposure is limited to 0.15% (15 basis

points) of total plan assets.

The changes in Level 3 pension plan assets measured at fair value are summarized as follows:

(in millions)

Intermediate (core) ﬁxed income
High-yield ﬁxed income
Domestic large-cap stocks
International stocks
Real estate/timber
Multi-strategy hedge funds
Private equity
Other

(1) All unrealized gains (losses) relate to instruments held at period end.

December 31,
2008

Realized

Gains (losses)
Unrealized (1)

Purchases,
sales,
issuances and
settlements (net)

December 31,
2009

$

5
6
1
—
433
310
88
41

$884

—
(5)
—
—
1
1
—
—

(3)

1
—
1
—
(161)
36
(2)
(5)

(130)

3
(1)
3
1
80
(8)
(3)
10

85

9
—
5
1
353
339
83
46

836

171

Note 19: Employee Beneﬁts and Other Expenses (continued)

Other beneﬁts plan assets include assets held in a 401(h)

trust, which are invested using the same asset allocation 
targets as the Cash Balance Plan, and assets held in a VEBA

trust. The table below presents the balances of other beneﬁts
plan assets measured at fair value.

(in millions)

Cash and cash equivalents
Intermediate (core) ﬁxed income (1)
High-yield ﬁxed income
International ﬁxed income
Specialty ﬁxed income
Domestic large-cap stocks (2)
Domestic mid-cap stocks 
Domestic small-cap stocks 
International stocks (3)
Emerging market stocks
Real estate/timber 
Multi-strategy hedge funds
Private equity
Other

Total other beneﬁts plan investments

Payable upon return of securities loaned

Total other beneﬁts plan assets

Level 1

Level 2

Level 3

Total

December 31, 2009

$

2
21
8
—
—
40
7
18
11
—
2
—
—
—

38
83
4
3
2
30
16
16
39
14
—
—
—
—

$109

245

—
—
—
—
—
—
—
—
—
—
4
5
2
21

32

40
104
12
3
2
70
23
34
50
14
6
5
2
21

386

(10)

$376

(1) This category includes assets that are primarily intermediate duration, investment grade bonds held in investment strategies benchmarked to the Barclays Capital 

U.S. Aggregate Bond Index. Includes U.S. Treasury securities, agency and non-agency asset-backed bonds and corporate bonds. 

(2) This category covers a broad range of investment styles, both active and passive approaches, as well as style characteristics of value, core and growth emphasized 

strategies. The majority of the assets are passively managed to popular mainstream market indexes including the Standard & Poor’s 500 Index. 

(3) This category includes assets diversiﬁed across several unique investment strategies providing exposure to companies based primarily in developed market, 

non-U.S. countries.

The changes in Level 3 other beneﬁts plan assets measured at fair value are summarized as follows:

(in millions)

Real estate/timber
Multi-strategy hedge funds
Private equity
Other

(1) All unrealized gains (losses) relate to instruments held at period end.

December 31,
2008

Unrealized
gains
(losses) (1)

Purchases,
sales,
issuances and
settlements (net)

December 31,
2009

$ 4
3
2
20

$29

(1)
1
—
—

—

1
1
—
1

3

4
5
2
21

32

172

Other – the fair values of miscellaneous investments are val-
ued at the NAV provided by the fund sponsor. Market values
are estimates and the actual market price of the investments
can only be determined by negotiation between independent
third parties in a sales transaction. Also includes insurance
contracts that are generally stated at cash surrender value. 
The methods described above may produce a fair value

calculation that may not be indicative of net realizable 
value or reﬂective of future fair values. While we believe our
valuation methods are appropriate and consistent with other
market participants, the use of different methodologies or
assumptions to determine the fair value of certain ﬁnancial
instruments could result in a different fair value measurement
at the reporting date.

Other Expenses
Expenses exceeding 1% of total interest income and 
noninterest income in any of the years presented that are 
not otherwise shown separately in the ﬁnancial statements 
or Notes to Financial Statements were:

(in millions)

Outside professional services
Contract services
Foreclosed assets
Outside data processing
Postage, stationery and supplies
Insurance

Year ended December 31,

2009

$1,982
1,088
1,071
1,027
933
845

2008

2007

847
407
414
480
556
725

899
448
256
482
565
416

VALUATION METHODOLOGIES  Following is a description 
of the valuation methodologies used for assets measured 
at fair value.

Cash and Cash Equivalents – includes investments in U.S.
Treasury bills, valued at quoted market prices and collective
investment funds. Investments in collective investment funds
are valued at fair value based upon the quoted market values
of the underlying net assets. The unit price is quoted on a 
private market that is not active; however, the unit price is
based on underlying investments traded on an active market.

Intermediate (Core), High-Yield, International and
Specialty Fixed Income – includes bonds and notes traded 
on a national securities exchange valued at the last reported
sale price on the last business day of the year. Also includes
investments traded on the OTC market and listed securities
for which no sale was reported on that date; both are valued 
at the average of the last reported bid and ask prices. Also
includes investments in collective investment funds 
described above.

Domestic, International and Emerging Market Stocks –
investments in common stock are valued at quoted market
values. Investments in registered investment companies are
valued at the NAV of shares held at year end. Also includes
investments in collective investment funds described above.

Real Estate and Timber – the fair value of real estate and 
timber is estimated based primarily on appraisals prepared 
by third-party appraisers. Market values are estimates 
and the actual market price of the real estate can only be
determined by negotiation between independent third 
parties in a sales transaction.

Multi-Strategy Hedge Funds and Private Equity – the fair
values of hedge funds are valued based on the proportionate
share of the underlying net assets of the investment funds
that comprise the fund, based on valuations supplied by the
underlying investment funds. Investments in private equity
funds are valued at the NAV provided by the fund sponsor.
Market values are estimates and the actual market price 
of the investments can only be determined by negotiation
between independent third parties in a sales transaction.

173

Note 20:

Income Taxes

The components of income tax expense were:

We had a net deferred tax asset of $3.2 billion and 

$13.9 billion for 2009 and 2008, respectively. Our net deferred
tax asset and the tax effects of temporary differences that
gave rise to signiﬁcant portions of these deferred tax assets
and liabilities are presented in the preceding table.

Deferred taxes related to net unrealized losses on securi-

ties available for sale, net unrealized gains on derivatives, 
foreign currency translation, and employee beneﬁt plan
adjustments are recorded in cumulative OCI (see Note 22 in
this Report). These associated adjustments decreased OCI by
$5.9 billion. Deferred taxes totaling $2.7 billion were recorded
against goodwill related to purchase price reﬁnements (see
Note 2 in this Report). Deferred taxes of $1.4 billion were also
recorded on the purchase of the Prudential noncontrolling
interest on December 31, 2009, with the associated adjustment
increasing stockholders’ equity.

We have determined that a valuation reserve is required
for 2009 in the amount of $827 million primarily attributable
to deferred tax assets in various state and foreign jurisdic-
tions where we believe it is more likely than not that these
deferred tax assets will not be realized. In these jurisdictions,
carry back limitations, lack of sources of taxable income, 
and tax planning strategy limitations contributed to our 
conclusion that the deferred tax assets would not be realizable.
We have concluded that it is more likely than not that the
remaining deferred tax assets will be realized based on our
history of earnings, sources of taxable income in carry back
periods, and our ability to implement tax planning strategies.
At December 31, 2009, we had net operating loss and 
credit carry forwards with related deferred tax assets of 
$3.0 billion and $366 million, respectively. If these carry for-
wards are not utilized, they will expire in varying amounts
through 2029.

At December 31, 2009, Wachovia had undistributed 

foreign earnings of $1.4 billion related to foreign subsidiaries.
We intend to reinvest these earnings indeﬁnitely outside 
the U.S. and accordingly have not provided $464 million 
of income tax liability on these earnings.

(in millions)

Current:

Federal
State and local
Foreign

Total current

Deferred:
Federal
State and local
Foreign

Total deferred

Total

Year ended December 31,

2009

2008

2007

$(3,952)
(334)
164

(4,122)

8,709
794
(50)

9,453

2,043
171
30

2,244

(1,506)
—
(136)

(1,642)

3,181
284
136

3,601

(32)
—
1

(31)

$ 5,331

602

3,570

The tax beneﬁt related to the exercise of employee 

stock options recorded in stockholders’ equity was 
$18 million, $123 million and $210 million for 2009, 2008 
and 2007, respectively.

(in millions)

Deferred tax assets

Allowance for loan losses 
Deferred compensation

and employee beneﬁts 

Accrued expenses,

deductible when paid 

Basis difference in investments
PCI loans 
Mark to market, net 
Net unrealized losses on

securities available for sale 

Net operating loss and tax
credit carry forwards 

Other 

Total deferred tax assets 

Year ended December 31,

2009

2008

$ 9,178

7,859

3,026

2,016

2,235
208
8,645
—

1,536
—
13,806
194

—

3,887

3,370
1,706

520
1,421

28,368

31,239

Deferred tax assets valuation allowance 

(827)

(973)

Deferred tax liabilities

Mortgage servicing rights 
Leasing 
Basis difference in investments 
Mark to market, net 
Intangible assets 
Net unrealized gains on

securities available for sale 

Other 

Total deferred tax liabilities 

Net deferred tax asset

(8,073)
(3,439)
—
(4,853)
(5,567)

(2,079)
(318)

(5,606)
(2,617)
(325)
—
(5,625)

—
(2,229)

(24,329)

(16,402)

$ 3,212

13,864

174

The table below reconciles the statutory federal income
tax expense and rate to the effective income tax expense and
rate. Effective January 1, 2009, we adopted new accounting
guidance that changed the way noncontrolling interests are
presented in the income statement such that the consolidated

income statement includes amounts from both Wells Fargo
interests and the noncontrolling interests. As a result, our
effective tax rate is calculated by dividing income tax expense
by income before income tax expense less the net income
from noncontrolling interests.

(in millions)

Statutory federal income tax expense and rate 
Change in tax rate resulting from:

State and local taxes on income, net of

federal income tax beneﬁt 

Tax-exempt interest 
Excludable dividends 
Other deductible dividends
Tax credits 
Life insurance 
Leveraged lease tax expense
Other 

Amount

$6,162

468
(260)
(253)
(29)
(533)
(257)
400
(367)

2009

Rate

35.0%

2.7
(1.5)
(1.4)
(0.2)
(3.0)
(1.5)
2.3
(2.1)

Amount

$1,140

94
(130)
(186)
(71)
(266)
(67)
—
88

2008

Rate

35.0%

2.9
(4.0)
(5.7)
(2.2)
(8.2)
(2.0)
—
2.7

December 31,

Amount

$4,070

359
(81)
(23)
(70)
(256)
(58)
—
(371)

2007

Rate

35.0%

3.1
(0.7)
(0.2)
(0.6)
(2.2)
(0.5)
—
(3.2)

Effective income tax expense and rate

$5,331

30.3%

$ 602

18.5%

$3,570

30.7%

Income tax expense for 2009 increased primarily due 

We are subject to U.S. federal income tax as well as income

to higher pre-tax earnings partially offset by favorable 
tax settlements.

The change in unrecognized tax beneﬁts follows:

(in millions)

Balance at beginning of year 
Additions:

For tax positions related
to the current year
For tax positions related

to prior years

For tax positions from 

business combinations (1)

Reductions:

For tax positions related

to prior years

Lapse of statute of limitations
Settlements with tax authorities

Balance at end of year

Year ended December 31,

2009

$ 7,521

2008

2,695

438

898

420

452

6

4,308

(834)
(75)
(3,033)

(266)
(80)
(8)

$ 4,921

7,521

(1) Unrecognized tax beneﬁts from the Wachovia acquisition.

Of the $4.9 billion of unrecognized tax beneﬁts at

December 31, 2009, approximately $2.8 billion would, if recog-
nized, affect the effective tax rate. The remaining $2.1 billion
of unrecognized tax beneﬁts relates to income tax positions
on temporary differences.

We recognize interest and penalties as a component of
income tax expense. We accrued approximately $771 million
and $1.6 billion for the payment of interest and penalties at
December 31, 2009 and 2008, respectively. The decrease in
accrued interest is primarily related to the Internal Revenue
Service (IRS) settlement agreements (described below) on
sale-in, lease-out (SILO) transactions. A net beneﬁt from inter-
est income and penalties expense of $72 million (after tax) for
2009 and interest expense of $62 million (after tax) for 2008
was recognized as a component of income tax expense.

tax in numerous state and foreign jurisdictions. With few
exceptions, Wells Fargo and its subsidiaries are not subject 
to federal income tax examinations for taxable years prior 
to 2007, and state, local and foreign income tax examinations
for taxable years prior to 2005. Wachovia Corporation and 
its subsidiaries, with few exceptions, are no longer subject to
federal income tax examinations for taxable years prior to
2006, and state, local and foreign income tax examinations 
for taxable years prior to 2003.

We are routinely examined by tax authorities in various
jurisdictions. The IRS is currently examining the consolidated
federal income tax returns of Wachovia and its Subsidiaries
for tax years 2006 through 2008. In addition, Wachovia is
appealing various issues related to its 2000 through 2005 tax
years. Wachovia is also currently subject to examination by
various state, local and foreign taxing authorities. While it 
is possible that one or more of these examinations may be
resolved within the next twelve months, we do not anticipate
that there will be a signiﬁcant impact to our unrecognized 
tax beneﬁts as a result of these examinations.

The IRS is examining the 2007 and 2008 consolidated 
federal income tax returns of Wells Fargo & Company and 
its Subsidiaries. We are also litigating or appealing various
issues related to our prior IRS examinations for the periods
1997-2006. We have paid the IRS the contested income tax
associated with these issues and refund claims have been
ﬁled for the respective years. We are also under examination
in numerous other taxing jurisdictions. While it is possible
that one or more of these examinations may be resolved 
within the next 12 months, we do not anticipate that these
examinations will signiﬁcantly impact our uncertain 
tax positions.

175

Note 20: Income Taxes (continued)

During fourth quarter 2009, we and the IRS executed 
settlement agreements in accordance with the IRS’s settle-
ment initiative related to certain leveraged leases that the IRS
considers SILO transactions. These settlement agreements
resolved the SILO transactions originally entered into by
Wachovia and reduced our tax exposure on our overall SILO
portfolio by approximately 90%. As a result of this resolution,
our unrecognized tax beneﬁts decreased $2.7 billion.

In September 2006, well before the IRS announced its
SILO settlement initiative in August 2008, we ﬁled a federal
tax refund suit in the U.S. Court of Federal Claims related 
to certain SILO transactions we entered into between 1997
and 2002. Wells Fargo did not receive a letter from the IRS
inviting us to participate in the SILO settlement initiative. 
On January 8, 2010, the U.S. Court of Federal Claims issued
an adverse opinion on certain of the transactions at issue in
the litigation. Because the opinion did not resolve all of the

Note 21: Earnings Per Common Share

transactions at issue, ﬁnal judgment has not yet been entered
by the court. Once ﬁnal judgment is entered, we will have 
60 days to ﬁle our Notice of Appeal. There will be no adverse
ﬁnancial statement impact resulting from the judgment, 
and no penalties have been asserted by the government 
in the litigation.

During fourth quarter 2009, we ﬁled a federal tax refund
suit relating to our 2003 tax year in U.S. District Court for the
District of Minnesota. At issue in the litigation is a structured
ﬁnance transaction, the timing of our deduction for certain
state taxes, and SILO transactions entered into between 1997
and 2003. No penalties have been asserted in connection 
with this litigation.

We are estimating that our unrecognized tax beneﬁts
could decrease by between $100 million and $300 million 
during the next 12 months primarily related to statute 
expirations and settlements.

The table below shows earnings per common share and 
diluted earnings per common share and reconciles the 
numerator and denominator of both earnings per common
share calculations.

At December 31, 2009 and 2008, options to purchase 
242.7 million and 172.4 million shares and a warrant to pur-

chase 110.3 million and 110.3 million shares, respectively, 
were outstanding but not included in the calculation of 
diluted earnings per common share because the exercise
price was higher than the market price, and therefore were
antidilutive. At December 31, 2007, options to purchase 
13.8 million shares were antidilutive.

(in millions, except per share amounts)

Wells Fargo net income
Less:  Preferred stock dividends and accretion (1)

Wells Fargo net income applicable to common stock (numerator)

Earnings per common share
Average common shares outstanding (denominator)
Per share

Diluted earnings per common share
Average common shares outstanding
Add:

Stock options
Restricted share rights

Diluted average common shares outstanding (denominator)

Per share 

2009

$ 12,275
4,285

$ 7,990

4,545.2
1.76

$

4,545.2
17.2
0.3

4,562.7

$

1.75

Year ended December 31,

2008

2,655
286

2,369

3,378.1
0.70

3,378.1
13.1
0.1

3,391.3

0.70

2007

8,057
—

8,057

3,348.5
2.41

3,348.5
34.2
0.1

3,382.8

2.38

(1) Includes $3.5 billion and $219 million in 2009 and 2008, respectively, for Series D Preferred Stock, which was redeemed in 2009. In conjunction with the redemption, 

we accelerated accretion of the remaining discount of $1.9 billion.

176

Note 22: Other Comprehensive Income

The components of other comprehensive income (OCI) and the related tax effects were:

(in millions)

Translation adjustments 

Securities available for sale:

Unrealized losses related to 
factors other than credit 
arising during the year

All other gains (losses)
Reclassiﬁcation of gains

included in net income 

Net unrealized gains (losses)
arising during the year 

Derivatives and hedging activities:

Net unrealized gains

arising during the year 
Reclassiﬁcation of net gains
on cash ﬂow hedges 
included in net income 

Net unrealized gains (losses) 
arising during the year

Deﬁned beneﬁt pension plans:
Net actuarial gain (loss) 
Amortization of net actuarial
loss and prior service cost
included in net income

Net gains (losses) arising

during the year

Before
tax

$

118

Tax
effect

45

2009

Net of
tax

73

Before
tax

(93)

Tax
effect

(35)

2008

Net of
tax

(58)

Year ended December 31,

Before
tax

36

Tax
effect

13

2007

Net of
tax

23

(1,340)
17,253

(497)
6,437

(843)
10,816

—
(10,552)

—
(3,960)

—
(6,592)

—
91

—
38

—
53

(349)

(129)

(220)

(29)

(11)

(18)

(350)

(133)

(217)

15,564

5,811

9,753

(10,581)

(3,971)

(6,610)

(259)

(95)

(164)

193

86

107

955

363

592

645

246

399

(531)

(203)

(328)

(252)

(96)

(156)

(124)

(47)

(77)

(338)

(117)

(221)

703

267

436

222

184

406

73

60

149

124

(2,165)

(799)

(1,366)

6

2

4

133

5,872

273

9,878

(2,159)

(797)

(12,130)

(4,536)

(1,362)

(7,594)

521

347

44

391

689

199

132

17

149

266

322

215

27

242

423

Other comprehensive income

$15,750

Cumulative OCI balances were:

(in millions)

Balance, December 31, 2006

Net change

Balance, December 31, 2007

Net change

Balance, December 31, 2008

Net change

Balance, December 31, 2009

Translation
adjustments

Securities
available
for sale

Derivatives
and
hedging
activities

Deﬁned
beneﬁt
pension
plans

Cumulative
other
comprehensive
income

$ 29
23

52
(58)

(6)
73

$ 67

562
(164)

398
(6,610)

(6,212)
9,753

3,541

113
322

435
436

871
(221)

650

(402)(1)
242

(160)
(1,362)

(1,522)
273

(1,249)

302
423

725
(7,594)

(6,869)
9,878

3,009

(1) Adoption of accounting change related to pension and other postretirement beneﬁts as required by FASB ASC 715.

177

Note 23: Operating Segments

As a result of the combination of Wells Fargo and Wachovia,
in ﬁrst quarter 2009, management realigned its segments 
into the following three lines of business for management
reporting: Community Banking; Wholesale Banking; and
Wealth, Brokerage and Retirement. The results for these 
lines of business are based on our management accounting
process, which assigns balance sheet and income statement
items to each responsible operating segment. This process is
dynamic and, unlike ﬁnancial accounting, there is no compre-
hensive, authoritative guidance for management accounting
equivalent to GAAP. The management accounting process
measures the performance of the operating segments based
on our management structure and is not necessarily compara-
ble with similar information for other ﬁnancial services 
companies. We deﬁne our operating segments by product
type and customer segment. If the management structure
and/or the allocation process changes, allocations, transfers
and assignments may change. We revised prior period 
information to reﬂect the ﬁrst quarter 2009 realignment of
our operating segments; however, because the acquisition 
was completed on December 31, 2008, Wachovia’s results are
not included in the income statement or in average balances
for periods prior to 2009.

Community Banking offers a complete line of diversiﬁed
ﬁnancial products and services to consumers and small 
businesses with annual sales generally up to $20 million 
in which the owner generally is the ﬁnancial decision maker.
Community Banking also offers investment management and
other services to retail customers and securities brokerage
through afﬁliates. These products and services include the
Wells Fargo Advantage FundsSM, a family of mutual funds.
Loan products include lines of credit, equity lines and loans,
equipment and transportation (recreational vehicle and
marine) loans, education loans, origination and purchase 
of residential mortgage loans and servicing of mortgage 
loans and credit cards. Other credit products and ﬁnancial
services available to small businesses and their owners
include receivables and inventory ﬁnancing, equipment 
leases, real estate ﬁnancing, Small Business Administration
ﬁnancing, venture capital ﬁnancing, cash management, 
payroll services, retirement plans, Health Savings Accounts
and merchant payment processing. Consumer and business
deposit products include checking accounts, savings deposits,
market rate accounts, Individual Retirement Accounts, 
time deposits and debit cards.

Community Banking serves customers through a 
complete range of channels, including traditional banking
stores, in-store banking centers, business centers, ATMs, 
and Wells Fargo Customer Connection, a 24-hours a day, 
seven days a week telephone service. Online banking 
services include single sign-on to online banking, bill pay 
and brokerage, as well as online banking for small business.
Community Banking also includes Wells Fargo Financial

consumer ﬁnance and auto ﬁnance operations. Consumer

178

ﬁnance operations make real estate loans to individuals in 
the United States and the Paciﬁc Rim, and also make direct
consumer loans to individuals and purchase sales ﬁnance
contracts from retail merchants from ofﬁces throughout 
the United States, and in Canada and the Paciﬁc Rim. Auto
ﬁnance operations specialize in purchasing sales ﬁnance 
contracts directly from auto dealers in Puerto Rico and mak-
ing loans secured by autos in the United States and Puerto
Rico. Wells Fargo Financial also provides credit cards, lease
and other commercial ﬁnancing.

Wholesale Banking provides ﬁnancial solutions to businesses
across the United States with annual sales generally in excess
of $10 million and to ﬁnancial institutions globally. Wholesale
Banking provides a complete line of commercial, corporate,
capital markets, cash management and real estate banking
products and services. These include traditional commercial
loans and lines of credit, letters of credit, asset-based lending,
equipment leasing, mezzanine ﬁnancing, high-yield debt,
international trade facilities, trade ﬁnancing, collection 
services, foreign exchange services, treasury management,
investment management, institutional ﬁxed-income sales,
interest rate, commodity and equity risk management,
online/electronic products such as the Commercial Electronic
Ofﬁce® (CEO®) portal, insurance, corporate trust ﬁduciary 
and agency services, and investment banking services.
Wholesale Banking also supports the CRE market with prod-
ucts and services such as construction loans for commercial
and residential development, land acquisition and development
loans, secured and unsecured lines of credit, interim ﬁnancing
arrangements for completed structures, rehabilitation loans,
affordable housing loans and letters of credit, permanent
loans for securitization, CRE loan servicing and real estate
and mortgage brokerage services.

Wealth, Brokerage and Retirement provides a full range of
ﬁnancial advisory, lending, ﬁduciary, and investment manage-
ment services to clients using a comprehensive planning
approach to meet each client’s needs. Wealth Management
uses an integrated model to provide afﬂuent and high-net-
worth customers with a complete range of wealth management
solutions and services. Family Wealth meets the unique 
needs of ultra-high-net-worth customers managing multi-
 generational assets—those with at least $50 million in assets.
Retail Brokerage’s ﬁnancial advisors serve customers’ advisory,
brokerage and ﬁnancial needs, including investment manage-
ment, portfolio monitoring and estate planning as part of 
one of the largest full-service brokerage ﬁrms in the United
States. They also offer access to banking products, insurance,
and investment banking services. First Clearing LLC, our 
correspondent clearing ﬁrm, provides technology, product
and other business support to broker-dealers across the
United States. Retirement supports individual investors’
retirement needs and is a leader in 401(k) and pension record
keeping, investment services, trust and custody solutions for

U.S. companies and their employees. The division also provides
investments and executive beneﬁts to institutional clients and
delivers reinsurance services to global insurance companies.

Other includes corporate items (such as integration expenses)
not speciﬁc to a business segment and elimination of certain
items that are included in more than one business segment.

(income/expense in millions, average balances in billions)

Community
Banking

Wholesale
Banking

Wealth,
Brokerage
and
Retirement

Other (3)

Consolidated
Company

2009
Net interest income (1)
Provision for credit losses
Noninterest income
Noninterest expense

Income (loss) before income 

tax expense (beneﬁt)

Income tax expense (beneﬁt)

Net income (loss) before 

noncontrolling interests 

Less: Net income from 

noncontrolling interests

Net income (loss) (2)

2008
Net interest income (1)
Provision for credit losses
Noninterest income
Noninterest expense

Income (loss) before income 

tax expense (beneﬁt)

Income tax expense (beneﬁt)

Net income (loss) before 

noncontrolling interests 

Less: Net income from 

noncontrolling interests

Net income (loss) (2)

2007
Net interest income (1)
Provision for credit losses
Noninterest income
Noninterest expense

Income (loss) before income 

tax expense (beneﬁt)

Income tax expense (beneﬁt)

Net income (loss) before 

noncontrolling interests 

Less: Net income from 

noncontrolling interests

Net income (loss) (2)

2009
Average loans
Average assets
Average core deposits
2008
Average loans
Average assets
Average core deposits

$34,372
17,743
24,650
29,045

12,234
3,279

8,955

339

$ 8,616

$ 20,542
13,622
12,424
16,507

2,837
659

2,178

32

$ 2,146

$ 17,314
4,869
12,911
17,159

8,197
2,311

5,886

179

$ 5,707

$ 538.0
788.7
533.0

$ 285.6
447.6
252.8

10,063
3,594
10,274
10,688

6,055
2,173

3,882

26

3,856

4,516
1,115
3,685
5,282

1,804
416

1,388

11

1,377

3,609
69
4,926
4,833

3,633
1,257

2,376

29

2,347

255.4
380.8
146.6

112.3
153.2
69.6

2,974
467
8,492
9,364

1,635
611

(1,085)
(136)
(1,054)
(77)

(1,926)
(732)

1,024

(1,194)

27

997

827
302
1,839
1,992

372
141

231

—

231

502
4
1,938
1,870

566
215

351

—

351

45.7
109.4
114.3

15.2
18.4
23.1

—

(1,194)

(742)
940
(1,214)
(1,183)

(1,713)
(614)

(1,099)

—

(1,099)

(451)
(3)
(1,229)
(1,116)

(561)
(213)

(348)

—

(348)

(16.3)
(16.5)
(31.4)

(14.6)
(14.8)
(20.3)

46,324
21,668
42,362
49,020

17,998
5,331

12,667

392

12,275

25,143
15,979
16,734
22,598

3,300
602

2,698

43

2,655

20,974
4,939
18,546
22,746

11,835
3,570

8,265

208

8,057

822.8
1,262.4
762.5

398.5
604.4
325.2

(1) 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. 
(2) 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.

(3) Includes integration expenses and the elimination of items that are included in both Community Banking and Wealth, Brokerage and Retirement, largely representing

wealth management customers serviced and products sold in the stores.

179

Note 24: Condensed Consolidating Financial Statements

Following are the condensed consolidating ﬁnancial state-
ments of the Parent and Wells Fargo Financial, Inc. and its
wholly-owned subsidiaries (WFFI). In 2002, the Parent issued
a full and unconditional guarantee of all outstanding term
debt securities and commercial paper of WFFI. WFFI ceased
ﬁling periodic reports under the Securities Exchange Act 

of 1934 and is no longer a separately rated company. The
Parent also guaranteed all outstanding term debt securities of
Wells Fargo Financial Canada Corporation (WFFCC), WFFI’s
wholly-owned Canadian subsidiary. WFFCC has continued to
issue term debt securities and commercial paper in Canada,
unconditionally guaranteed by the Parent.

Condensed Consolidating Statement of Income

(in millions)

Year ended December 31, 2009
Dividends from subsidiaries:

Bank
Nonbank

Interest income from loans
Interest income from subsidiaries
Other interest income

Total interest income

Deposits
Short-term borrowings
Long-term debt
Other interest expense

Total interest expense

Net interest income 
Provision for credit losses

Net interest income after provision for credit losses

Noninterest income
Fee income – nonafﬁliates
Other

Total noninterest income

Noninterest expense
Salaries and beneﬁts
Other 

Total noninterest expense

Income (loss) before income tax expense (beneﬁt) 

and equity in undistributed income of subsidiaries

Income tax expense (beneﬁt)
Equity in undistributed income of subsidiaries 

Net income (loss) before noncontrolling interests
Less: Net income from noncontrolling interests

Parent, WFFI, Other and Wells Fargo net income (loss)

Parent

WFFI

Other
consolidating
subsidiaries

Eliminations

Consolidated
Company

$ 6,974
528
—
2,126
424

10,052

—
174
3,391
—

3,565

6,487
—

6,487

—
738

738

320
521

841

6,384
(164)
5,727

12,275
—

$12,275

—
—
3,467
—
111

3,578

—
38
1,305
—

1,343

2,235
1,901

334

148
169

317

129
711

840

(189)
(86)
—

(103)
1

(104)

—
—
38,140
—
14,150

52,290

3,774
782
2,458
172

7,186

45,104
19,767

25,337

22,815
19,135

41,950

26,018
21,964

47,982

19,305
5,581
—

13,724
391

13,333

(6,974)
(528)
(18)
(2,126)
—

(9,646)

—
(772)
(1,372)
—

(2,144)

(7,502)
—

(7,502)

—
(643)

(643)

—
(643)

(643)

(7,502)
—
(5,727)

(13,229)
—

(13,229)

—
—
41,589
—
14,685

56,274

3,774
222
5,782
172

9,950

46,324
21,668

24,656

22,963
19,399

42,362

26,467
22,553

49,020

17,998
5,331
—

12,667
392

12,275

180

Condensed Consolidating Statements of Income

(in millions)

Year ended December 31, 2008
Dividends from subsidiaries:

Bank
Nonbank

Interest income from loans
Interest income from subsidiaries
Other interest income

Total interest income

Deposits
Short-term borrowings
Long-term debt

Total interest expense

Net interest income 
Provision for credit losses

Net interest income after provision for credit losses

Noninterest income
Fee income – nonafﬁliates
Other

Total noninterest income

Noninterest expense
Salaries and beneﬁts
Other

Total noninterest expense

Income (loss) before income tax expense (beneﬁt) 

and equity in undistributed income of subsidiaries

Income tax expense (beneﬁt)
Equity in undistributed income of subsidiaries 

Net income (loss) before noncontrolling interests
Less: Net income from noncontrolling interests

Parent, WFFI, Other and Wells Fargo net income (loss)

Year ended December 31, 2007
Dividends from subsidiaries:

Bank
Nonbank

Interest income from loans
Interest income from subsidiaries
Other interest income

Total interest income

Deposits
Short-term borrowings
Long-term debt

Total interest expense

Net interest income 
Provision for credit losses

Net interest income after provision for credit losses

Noninterest income
Fee income – nonafﬁliates
Other

Total noninterest income

Noninterest expense
Salaries and beneﬁts
Other

Total noninterest expense

Income (loss) before income tax expense (beneﬁt) 

and equity in undistributed income of subsidiaries

Income tax expense (beneﬁt)
Equity in undistributed income of subsidiaries 

Net income (loss) before noncontrolling interests
Less: Net income from noncontrolling interests

Parent, WFFI, Other and Wells Fargo net income (loss)

Parent

WFFI

Other
consolidating
subsidiaries

Eliminations

Consolidated
Company

$1,806
326
2
2,892
241

5,267

—
475
2,957

3,432

1,835
—

1,835

—
(101)

(101)

(385)
15

(370)

2,104
(83)
468

2,655
—

$2,655

$4,587
398
—
3,693
152

8,830

—
444
3,830

4,274

4,556
—

4,556

—
117

117

61
291

352

4,321
(257)
3,479

8,057
—

$8,057

—
—
5,275
—
108

5,383

—
220
1,807

2,027

3,356
2,970

386

437
168

605

719
1,119

1,838

(847)
(289)
—

(558)
—

(558)

—
—
5,643
—
115

5,758

—
442
1,923

2,365

3,393
969

2,424

394
140

534

1,229
1,119

2,348

610
246
—

364
—

364

—
—
22,417
—
7,051

29,468

4,966
1,757
661

7,384

22,084
13,009

9,075

10,110
8,181

18,291

12,606
10,585

23,191

4,175
974
—

3,201
43

3,158

—
—
23,453
—
5,875

29,328

8,793
1,626
900

11,319

18,009
3,970

14,039

10,233
9,190

19,423

12,078
9,495

21,573

11,889
3,581
—

8,308
208

8,100

(1,806)
(326)
(62)
(2,892)
(134)

(5,220)

(445)
(974)
(1,669)

(3,088)

(2,132)
—

(2,132)

—
(2,061)

(2,061)

—
(2,061)

(2,061)

(2,132)
—
(468)

(2,600)
—

(2,600)

(4,587)
(398)
(56)
(3,693)
(5)

(8,739)

(641)
(1,267)
(1,847)

(3,755)

(4,984)
—

(4,984)

—
(1,528)

(1,528)

—
(1,527)

(1,527)

(4,985)
—
(3,479)

(8,464)
—

(8,464)

—
—
27,632
—
7,266

34,898

4,521
1,478
3,756

9,755

25,143
15,979

9,164

10,547
6,187

16,734

12,940
9,658

22,598

3,300
602
—

2,698
43

2,655

—
—
29,040
—
6,137

35,177

8,152
1,245
4,806

14,203

20,974
4,939

16,035

10,627
7,919

18,546

13,368
9,378

22,746

11,835
3,570
—

8,265
208

8,057

181

Note 24: Condensed Consolidating Financial Statements (continued)

Condensed Consolidating Balance Sheets

Parent

WFFI

Other
consolidating
subsidiaries

Eliminations

Consolidated
Company

$ 27,303
11
4,666
—
7

6,760
56,316
—

63,083

134,063
12,816
10,758

205
249
2,665
—
35,199

—
—
(1,877)

33,322

—
—
1,500

—
67,705
165,379
44,827
750,045

—
—
(22,639)

727,406

—
—
189,049

(27,508)
—
—
—
(2,481)

(6,760)
(56,316)
—

(65,557)

(134,063)
(12,816)
(1,417)

—
67,965
172,710
44,827
782,770

—
—
(24,516)

758,254

—
—
199,890

$252,700

37,941

1,194,366

(241,361)

1,243,646

$

—
1,546
7,878
119,353
12,137

140,914

111,786
—

111,786

—
10,599
1,439
24,437
—

36,475

1,456
10

1,466

851,526
59,813
54,542
80,499
—

(27,508)
(32,992)
(1,417)
(20,428)
(12,137)

824,018
38,966
62,442
203,861
—

1,046,380

(94,482)

1,129,287

145,423
2,563

147,986

(146,879)
—

(146,879)

111,786
2,573

114,359

$252,700

37,941

1,194,366

(241,361)

1,243,646

$   15,658
—
4,950
—
9

21,745
68,527
—

90,281

105,721
24,094
34,949

246
180
2,130
—
45,930

—
—
(2,359)

43,571

—
—
1,756

—
73,016
144,494
26,316
827,242

—
—
(18,654)

808,588

—
—
213,099

(15,904)
—
(5)
—
(8,351)

(21,745)
(68,527)
—

(98,623)

(105,721)
(24,094)
(35,063)

—
73,196
151,569
26,316
864,830

—
—
(21,013)

843,817

—
—
214,741

$ 275,653

47,883

1,265,513

(279,410)

1,309,639

$

—
23,434
7,426
134,026
11,683

176,569

99,084
—

99,084

—
12,911
1,179
31,704
—

45,794

2,074
15

2,089

791,728
150,156
55,721
137,118
—

(10,326)
(78,427)
(13,637)
(35,690)
(11,683)

781,402
108,074
50,689
267,158
—

1,134,723

(149,763)

1,207,323

127,573
3,217

130,790

(129,647)
—

(129,647)

99,084
3,232

102,316

$ 275,653

47,883

1,265,513

(279,410)

1,309,639

(in millions)

December 31, 2009
Assets
Cash and cash equivalents due from:

Subsidiary banks
Nonafﬁliates

Securities available for sale
Mortgages and loans held for sale
Loans
Loans to subsidiaries:

Bank
Nonbank

Allowance for loan losses

Net loans

Investments in subsidiaries:

Bank
Nonbank
Other assets

Total assets

Liabilities and equity
Deposits
Short-term borrowings
Accrued expenses and other liabilities
Long-term debt
Indebtedness to subsidiaries

Total liabilities

Parent, WFFI, other and Wells Fargo stockholders’ equity
Noncontrolling interests

Total equity

Total liabilities and equity

December 31, 2008
Assets
Cash and cash equivalents due from:

Subsidiary banks
Nonafﬁliates

Securities available for sale
Mortgages and loans held for sale
Loans
Loans to subsidiaries:

Bank
Nonbank

Allowance for loan losses

Net loans

Investments in subsidiaries:

Bank
Nonbank
Other assets

Total assets

Liabilities and equity
Deposits
Short-term borrowings
Accrued expenses and other liabilities
Long-term debt
Indebtedness to subsidiaries

Total liabilities

Parent, WFFI, other and Wells Fargo stockholders’ equity
Noncontrolling interests

Total equity

Total liabilities and equity

182

Condensed Consolidating Statements of Cash Flows

(in millions)

Cash ﬂows from operating activities:
Net cash provided (used) 
by operating activities

Cash ﬂows from investing activities:
Securities available for sale:

Sales proceeds
Prepayments and maturities 
Purchases

Loans:

Decrease (increase) in banking 
subsidiaries’ loan originations,
net of collections

Proceeds from sales (including 

participations) of loans 
originated for investment 
by banking subsidiaries 

Purchases (including 

participations) of loans 
by banking subsidiaries

Principal collected on nonbank 

entities’ loans
Loans originated by 
nonbank entities
Net repayments from 

(advances to) subsidiaries
Capital notes and term loans 

made to subsidiaries

Principal collected on notes/
loans made to subsidiaries

Net decrease (increase) in 

investment in subsidiaries

Net cash acquired from 
(paid for) acquisitions

Other, net 

Net cash provided (used) 
by investing activities

Cash ﬂows from ﬁnancing activities:
Net change in:
Deposits
Short-term borrowings

Long-term debt:

Proceeds from issuance
Repayment
Preferred stock:

Cash dividends paid
Proceeds from issuance
Redeemed

Proceeds from issuance 
of stock warrants

Common stock:

Proceeds from issuance 
Repurchased
Cash dividends paid 

Excess tax beneﬁts related to 
stock option payments

Change in noncontrolling interests:

Purchase of Prudential’s

noncontrolling interest

Other, net

Other, net 

Net cash provided (used) by 

ﬁnancing activities

Net change in cash and 

due from banks
Cash and due from banks 
at beginning of year

Cash and due from banks 

at end of year

2009

Other
consolidating

Year ended December 31,

2008

Other
consolidating

Parent

WFFI

subsidiaries/ Consolidated
Company
eliminations

Parent

WFFI

subsidiaries/ Consolidated
Company
eliminations

$ 7,356

1,655

19,602

28,613

730

2,023

(7,541)

(4,788)

1,184
—
(463)

925
290
(1,667)

50,929
38,521
(93,155)

53,038
38,811
(95,285)

2,570
—
(3,514)

875
283
(1,258)

57,361
24,034
(100,569)

60,806
24,317
(105,341)

—

(981)

53,221

52,240

—

(1,684)

(53,131)

(54,815)

—

—

—

—

6,162

6,162

(3,363)

(3,363)

— 11,119

3,309

14,428

—

—

—

—

—

1,988

1,988

(5,513)

(5,513)

14,447

7,399

21,846

—

(5,523)

(4,438)

(9,961)

— (12,362)

(7,611)

(19,973)

11,369

(138)

(11,231)

(497)

(1,000)

1,497

12,979

(1,382)

—
22,513

—

—

—
355

(12,979)

1,382

(138)
(7,015)

—

—

—

—

(138)
15,853

(12,415)

(2,008)

8,679

(37,108)

9,194
(21,823)

—

—

—

—

—
(91)

12,415

2,008

(8,679)

37,108

2,009
69,235

—

—

—

—

11,203
47,321

45,703

3,380

22,702

71,785

(56,425)

210

38,054

(18,161)

—
(19,100)

—
2,158

8,297
(22,931)

1,347
(8,508)

42,473
(52,166)

(1,248)
(34,821)

—
17,636

—
5,580

21,931
(16,560)

1,113
(8,983)

7,697
(38,104)

12,657
(4,316)

42,473
(69,108)

8,396
(66,260)

(2,178)
—
(25,000)

—

21,976
(220)
(2,125)

—
22,674
—

2,326

14,171
(1,623)
(4,312)

—
—
—

—

—
—
—

—

18

121

(4,500)
(549)
140

(4,500)
(553)
—

—
—
—

7,697
(14,888)

35,701
(29,859)

—
22,674
—

2,326

14,171
(1,623)
(4,312)

121

—
(53)
—

—
—
—

—

—
—
—

—

—
—
—

—
—
—

—

—
—
—

—

—
(53)
—

(2,178)
—
(25,000)

—

21,976
(220)
(2,125)

18

—
—
(140)

—
—
—

—

—
—
—

—

—
(4)
—

(41,403)

(5,007)

(50,671)

(97,081)

56,364

(2,290)

(22,119)

31,955

11,656

15,658

$ 27,314

28

426

454

(8,367)

3,317

669

7,679

23,763

14,989

(688)

27,080

15,658

(57)

483

426

8,394

9,006

(715)

14,757

7,679

23,763

183

Note 24: Condensed Consolidating Financial Statements (continued)

Condensed Consolidating Statement of Cash Flows

(in millions)

Year ended December 31, 2007
Cash ﬂows from operating activities:

Net cash provided by operating activities

Cash ﬂows from investing activities:
Securities available for sale:

Sales proceeds
Prepayments and maturities 
Purchases

Loans:

Increase in banking subsidiaries’ loan originations, net of collections
Proceeds from sales (including participations) of loans 
originated for investment by banking subsidiaries 

Purchases (including participations) of loans by banking subsidiaries
Principal collected on nonbank entities’ loans
Loans originated by nonbank entities
Net repayments from (advances to) subsidiaries
Capital notes and term loans made to subsidiaries
Principal collected on notes/loans made to subsidiaries

Net decrease (increase) in investment in subsidiaries
Net cash paid for acquisitions
Other, net 

Net cash used by investing activities

Cash ﬂows from ﬁnancing activities:
Net change in:
Deposits
Short-term borrowings

Long-term debt:

Proceeds from issuance
Repayment
Common stock:

Proceeds from issuance 
Repurchased
Cash dividends paid 

Excess tax beneﬁts related to stock option payments
Change in noncontrolling interests:

Other, net

Other, net 

Net cash provided by ﬁnancing activities

Net change in cash and due from banks

Cash and due from banks at beginning of year

Cash and due from banks at end of year

Other
consolidating

Parent

WFFI

subsidiaries/ Consolidated
Company
eliminations

$ 3,715

1,446

4,125

9,286

2,554
—
(3,487)

559
299
(1,174)

44,877
8,206
(70,468)

47,990
8,505
(75,129)

—

(2,686)

(45,929)

(48,615)

—
—
—
—
(10,338)
(10,508)
7,588
(1,132)
—
(106)

(15,429)

—
9,138

24,385
(11,726)

1,876
(7,418)
(3,955)
196

—
(2)

12,494

780
14,209

$ 14,989

—
—
18,729
(20,461)
—
—
—
—
—
(847)

(5,581)

—
2,670

11,335
(9,870)

—
—
—
—

—
13

4,148

13
470

483

3,369
(8,244)
2,747
(4,823)
10,338
10,508
(7,588)
1,132
(2,811)
2,349

(56,337)

27,058
28,019

(6,360)
3,346

—
—
—
—

(176)
(739)

51,148

(1,064)
349

(715)

3,369
(8,244)
21,476
(25,284)
—
—
—
—
(2,811)
1,396

(77,347)

27,058
39,827

29,360
(18,250)

1,876
(7,418)
(3,955)
196

(176)
(728)

67,790

(271)
15,028

14,757

Note 25: Regulatory and Agency Capital Requirements

The Company and each of its subsidiary banks are subject 
to various regulatory capital adequacy requirements adminis-
tered by the Federal Reserve Board (FRB) and the OCC,
respectively. The Federal Deposit Insurance Corporation
Improvement Act of 1991 (FDICIA) required that the federal
regulatory agencies adopt regulations deﬁning ﬁve capital
tiers for banks: well capitalized, adequately capitalized, 
undercapitalized, signiﬁcantly undercapitalized and critically
undercapitalized. Failure to meet minimum capital require-
ments can initiate certain mandatory, and possibly additional
discretionary, actions by regulators that, if undertaken, could
have a direct material effect on our ﬁnancial statements.

Quantitative measures, established by the regulators to
ensure capital adequacy, require that the Company and each
of the subsidiary banks maintain minimum ratios (set forth in
the following table) of capital to risk-weighted assets. There
are three categories of capital under the guidelines. Tier 1
capital includes common stockholders’ equity, qualifying 
preferred stock and trust preferred securities, less goodwill
and certain other deductions (including a portion of servicing
assets and the unrealized net gains and losses, after taxes, 
on securities available for sale). Tier 2 capital includes 
preferred stock not qualifying as Tier 1 capital, subordinated
debt, the allowance for credit losses and net unrealized gains

184

on marketable equity securities, subject to limitations by the
guidelines. Tier 2 capital is limited to the amount of Tier 1
capital (i.e., at least half of the total capital must be in the
form of Tier 1 capital). Tier 3 capital includes certain qualify-
ing unsecured subordinated debt.

We do not consolidate our wholly-owned trusts (the Trusts)

formed solely to issue trust preferred securities. The amount
of trust preferred securities and perpetual preferred purchase
securities issued by the Trusts that was includable in Tier 1
capital in accordance with FRB risk-based capital (RBC) 
guidelines was $19.3 billion at December 31, 2009. The junior
subordinated debentures held by the Trusts were included in
the Company’s long-term debt. See Note 13 in this Report for
additional information on trust preferred securities.

Under the guidelines, capital is compared with the relative
risk related to the balance sheet. To derive the risk included in
the balance sheet, a risk weighting is applied to each balance
sheet asset and off-balance sheet item, primarily based on the
relative credit risk of the counterparty. For example, claims

guaranteed by the U.S. government or one of its agencies 
are risk-weighted at 0% and certain real estate related loans
risk-weighted at 50%. Off-balance sheet items, such as loan
commitments and derivatives, are also applied a risk weight
after calculating balance sheet equivalent amounts. A credit
conversion factor is assigned to loan commitments based 
on the likelihood of the off-balance sheet item becoming an
asset. For example, certain loan commitments are converted
at 50% and then risk-weighted at 100%. Derivatives are 
converted to balance sheet equivalents based on notional 
values, replacement costs and remaining contractual terms.
See Notes 6 and 15 in this Report for further discussion of 
off-balance sheet items. For certain recourse obligations,
direct credit substitutes, residual interests in asset securitiza-
tion, and other securitized transactions that expose institutions
primarily to credit risk, the capital amounts and classiﬁcation
under the guidelines are subject to qualitative judgments 
by the regulators about components, risk weightings and
other factors.

(in billions)

As of December 31, 2009:
Total capital (to risk-weighted assets)

Wells Fargo & Company
Wells Fargo Bank, N.A. 
Wachovia Bank, N.A.

Tier 1 capital (to risk-weighted assets)

Wells Fargo & Company
Wells Fargo Bank, N.A. 
Wachovia Bank, N.A.

Tier 1 capital (to average assets)

(Leverage ratio)
Wells Fargo & Company
Wells Fargo Bank, N.A. 
Wachovia Bank, N.A.

Amount

Actual

Ratio

$134.4
58.4
60.5

13.26%
11.87
13.65

93.8
43.8
39.7

93.8
43.8
39.7

9.25
8.90
8.97

7.87
7.50
8.23

For capital
adequacy purposes

To be well capitalized
under the FDICIA
prompt corrective
action provisions

Amount

Ratio

Amount

Ratio

>$81.1
> 39.4
> 35.4

> 40.5
> 19.7
> 17.7

> 47.7
> 23.3
> 19.3

> 8.00%
> 8.00
> 8.00

> 4.00
> 4.00
> 4.00

> 4.00(1)
> 4.00(1)
> 4.00(1)

>$49.2
> 44.3

>10.00%
>10.00

> 29.5
> 26.6

> 6.00
> 6.00

> 29.2
> 24.1

> 5.00
> 5.00

(1) The leverage ratio consists of Tier 1 capital divided by quarterly average total assets, excluding goodwill and certain other items. The minimum leverage ratio guideline 

is 3% for banking organizations that do not anticipate signiﬁcant growth and that have well-diversiﬁed risk, excellent asset quality, high liquidity, good earnings, 
effective management and monitoring of market risk and, in general, are considered top-rated, strong banking organizations.

Management believes that, as of December 31, 2009, the
Company and each of the covered subsidiary banks met all
capital adequacy requirements to which they are subject.

The most recent notiﬁcation from the OCC categorized
each of the covered subsidiary banks as well capitalized, under
the FDICIA prompt corrective action provisions applicable 
to banks. To be categorized as well capitalized, the institution
must maintain a total RBC ratio as set forth in the table above
and not be subject to a capital directive order. There are no
conditions or events since that notiﬁcation that management
believes have changed the RBC category of any of the covered
subsidiary banks.

Certain subsidiaries of the Company are approved seller/

servicers, and are therefore required to maintain minimum
levels of shareholders’ equity, as speciﬁed by various agencies,
including the United States Department of Housing and Urban
Development, GNMA, FHLMC and FNMA. At December 31,
2009, each seller/servicer met these requirements.

Certain broker-dealer subsidiaries of the Company are

subject to SEC Rule 15c3-1 (the Net Capital Rule), which
requires that we maintain minimum levels of net capital, 
as deﬁned. At December 31, 2009, each of these subsidiaries
met these requirements.

185

Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders
Wells Fargo & Company:

We have audited the accompanying consolidated balance sheet of Wells Fargo & Company and Subsidiaries (the 
Company) as of December 31, 2009 and 2008, and the related consolidated statements of income, changes in equity 
and comprehensive income, and cash ﬂows for each of the years in the three-year period ended December 31, 2009. 
These consolidated ﬁnancial statements are the responsibility of the Company’s management. Our responsibility 
is to express an opinion on these consolidated ﬁnancial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board 
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about 
whether the ﬁnancial statements are free of material misstatement. An audit includes examining, on a test basis, 
evidence supporting the amounts and disclosures in the ﬁnancial statements. An audit also includes assessing 
the accounting principles used and signiﬁcant estimates made by management, as well as evaluating the overall 
ﬁnancial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the consolidated ﬁnancial statements referred to above present fairly, in all material respects, 
the ﬁnancial position of the Company as of December 31, 2009 and 2008, and the results of its operations and 
its cash ﬂows for each of the years in the three-year period ended December 31, 2009, in conformity with U.S. 
generally accepted accounting principles.

As discussed in Note 1 to the consolidated ﬁnancial statements, the Company changed its method of evaluating 
other-than-temporary impairment for debt securities in 2009 and certain investment securities in 2008.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board 
(United States), the Company’s internal control over ﬁnancial reporting as of December 31, 2009, based on criteria 
established in Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations 
of the Treadway Commission (COSO), and our report dated February 26, 2010, expressed an unqualiﬁed opinion 
on the effectiveness of the Company’s internal control over ﬁnancial reporting.

San Francisco, California
February 26, 2010

186

Quarterly Financial Data
Condensed Consolidated Statement of Income – Quarterly (Unaudited)

(in millions, except per share amounts)

Dec. 31

Sept. 30

June 30

Mar. 31

Dec. 31

Sept. 30

June 30

Mar. 31

2009
Quarter ended

2008
Quarter ended

Interest income

Interest expense

Net interest income
Provision for credit losses

Net interest income after 

provision for credit losses

Noninterest income
Service charges on deposit accounts
Trust and investment fees
Card fees
Other fees
Mortgage banking
Insurance
Net gains (losses) from trading activities
Net gains (losses) on debt securities 

available for sale

Net gains (losses) from equity investments
Operating leases
Other

$13,692

13,968

14,301

14,313

2,192

11,500
5,913

2,284

11,684
6,111

2,537

11,764
5,086

2,937

11,376
4,558

8,728

2,004

6,724
8,444

8,774

2,393

6,381
2,495

8,547

2,269

6,278
3,012

8,849

3,089

5,760
2,028

5,587

5,573

6,678

6,818

(1,720)

3,886

3,266

3,732

1,421
2,605
961
990
3,411
482
516

110
273
163
264

1,478
2,502
946
950
3,067
468
622

(40)
29
224
536

1,448
2,413
923
963
3,046
595
749

(78)
40
168
476

1,394
2,215
853
901
2,504
581
787

(119)
(157)
130
552

803
661
589
535
(195)
337
(409)

721
(608)
62
257

839
738
601
552
892
439
65

84
(509)
102
193

800
762
588
511
1,197
550
516

(91)
47
120
182

748
763
558
499
631
504
103

323
313
143
218

Total noninterest income

11,196

10,782

10,743

9,641

2,753

3,996

5,182

4,803

Noninterest expense
Salaries
Commission and incentive compensation
Employee beneﬁts
Equipment
Net occupancy
Core deposit and other intangible
FDIC and other deposit assessments
Other

Total noninterest expense

Income (loss) before income tax expense
Income tax expense (beneﬁt)

Net income (loss) before 

noncontrolling interests
Less: Net income (loss) from 
noncontrolling interests

Wells Fargo net income (loss)

Wells Fargo net income (loss) 
applicable to common stock

Per share information
Earnings (loss) per common share
Diluted earnings (loss) per common share
Dividends declared per common share
Average common shares outstanding
Diluted average common shares outstanding
Market price per common share (1)

High
Low
Quarter-end

3,505
2,086
1,144
681
770
642
302
3,691

3,428
2,051
1,034
563
778
642
228
2,960

3,438
2,060
1,227
575
783
646
981
2,987

3,386
1,824
1,284
687
796
647
338
2,856

12,821

11,684

12,697

11,818

3,962
949

4,671
1,355

4,724
1,475

4,641
1,552

2,168
671
338
402
418
47
57
1,709

5,810

(4,777)
(2,036)

2,078
555
486
302
402
47
37
1,594

5,501

2,381
730

2,030
806
593
305
400
46
18
1,647

5,845

2,603
834

1,984
644
587
348
399
46
8
1,426

5,442

3,093
1,074

3,013

3,316

3,249

3,089

(2,741)

1,651

1,769

2,019

190

81

77

44

(7)

14

$ 2,823

3,235

3,172

3,045

(2,734)

1,637

16

1,753

20

1,999

$

394

2,637

2,575

2,384

(3,020)

1,637

1,753

1,999

$

0.08
0.08
0.05
4,764.8
4,796.1

$ 31.53
25.00
26.99

0.56
0.56
0.05
4,678.3
4,706.4

29.56
22.08
28.18

0.58
0.57
0.05
4,483.1
4,501.6

28.45
13.65
24.26

0.56
0.56
0.34
4,247.4
4,249.3

30.47
7.80
14.24

(0.84)
(0.84)
0.34
3,582.4
3,593.6

38.95
19.89
29.48

0.49
0.49
0.34
3,316.4
3,331.0

44.68
20.46
37.53

0.53
0.53
0.31
3,309.8
3,321.4

32.40
23.46
23.75

0.61
0.60
0.31
3,302.4
3,317.9

34.56
24.38
29.10

(1) Based on daily prices reported on the New York Stock Exchange Composite Transaction Reporting System.

187

Average Balances, Yields and Rates Paid (Taxable-Equivalent Basis) – Quarterly (1)(2) – (Unaudited)

(in millions)
Earning assets
Federal funds sold, securities purchased under

resale agreements and other short-term investments

Trading assets
Debt securities available for sale (3):

Securities of U.S. Treasury and federal agencies
Securities of U.S. states and political subdivisions
Mortgage-backed securities:

Federal agencies
Residential and commercial

Total mortgage-backed securities

Other debt securities (4)

Total debt securities available for sale (4)

Mortgages held for sale (5)
Loans held for sale (5)
Loans:

Commercial and commercial real estate:

Commercial
Real estate mortgage
Real estate construction
Lease ﬁnancing

Total commercial and commercial real estate

Consumer:

Real estate 1-4 family ﬁrst mortgage
Real estate 1-4 family junior lien mortgage
Credit card
Other revolving credit and installment

Total consumer

Foreign

Total loans (5)

Other

Total earning assets

Funding sources
Deposits:

Interest-bearing checking
Market rate and other savings
Savings certiﬁcates
Other time deposits
Deposits in foreign ofﬁces

Total interest-bearing deposits

Short-term borrowings
Long-term debt
Other liabilities

Total interest-bearing liabilities

Portion of noninterest-bearing funding sources
Total funding sources

Net interest margin and net interest income on 

a taxable-equivalent basis (6)

Noninterest-earning assets
Cash and due from banks
Goodwill
Other

Total noninterest-earning assets

Noninterest-bearing funding sources 
Deposits
Other liabilities
Total equity
Noninterest-bearing funding sources used to

fund earning assets

Net noninterest-bearing funding sources

Total assets

Average
balance

Yields/
rates

2009
Interest
income/
expense

0.33% $
4.05

3.54
6.48

5.43
9.20
6.74
7.60
6.84
5.13
2.48

4.65
3.44
3.03
10.20
4.33

39
235

21
217

1,099
1,000
2,099
600
2,937
446
32

1,918
908
236
360
3,422

3,066
5.26
1,195
4.58
723
12.18
1,450
6.46
6,434
5.71
283
3.74
10,139
5.09
3.13
49
5.12% $13,877

0.15% $
0.31
1.66
2.28
0.23
0.57
0.18
2.31
3.49
0.99
—
0.81

23
303
458
94
35
913
14
1,218
50
2,195
—
2,195

4.31% $11,682

$

46,031
23,179

2,381
13,574

85,063
43,243
128,306
33,710
177,971
34,750
5,104

164,050
104,773
30,887
14,107
313,817

232,273
103,584
23,717
88,963
448,537
30,086
792,440
6,147
$1,085,622

$

61,229
389,905
109,306
16,501
59,870
636,811
32,757
210,707
5,587
885,862
199,760
$1,085,622

$

19,216
24,093
110,525
$ 153,834

$ 179,204
45,058
129,332

(199,760)
$ 153,834
$1,239,456

Quarter ended December 31,
2008
Interest
income/
expense

Yields/
rates

Average
balance

0.73% $
4.50

18
56

3.75
6.73

6.07
6.40
6.18
8.10
6.50
6.19
4.14

5.66
5.49
4.49
5.58
5.48

11
139

769
402
1,171
330
1,651
362
14

1,525
628
225
103
2,481

1,247
6.37
1,114
5.85
629
12.21
1,107
8.35
4,097
7.19
156
9.73
6,734
6.48
5.37
23
6.34% $8,858

0.65% $
0.96
2.66
2.74
0.69
1.22
1.35
3.69
—
1.82
—
1.44

11
430
275
54
75
845
204
964
—
2,013
—
2,013

4.90% $6,845

9,938
5,004

1,165
7,124

51,714
18,245
69,959
14,217
92,465
23,390
1,287

107,325
45,555
19,943
7,397
180,220

78,251
75,838
20,626
52,638
227,353
6,367
413,940
1,690
547,714

6,396
178,301
41,189
8,128
42,771
276,785
60,210
104,112
—
441,107
106,607
547,714

11,155
13,544
60,810
85,509

91,229
30,651
70,236

(106,607)
85,509
633,223

(1) Our average prime rate was 3.25% and 4.06% for the quarters ended December 31, 2009 and 2008, respectively. The average three-month London Interbank Offered Rate

(LIBOR) was 0.27% and 2.77% for the same quarters, respectively.

(2) Interest rates and amounts include the effects of hedge and risk management activities associated with the respective asset and liability categories.
(3) Yields are based on amortized cost balances computed on a settlement date basis.
(4) Includes certain preferred securities.
(5) Nonaccrual loans and related income are included in their respective loan categories.
(6) Includes taxable-equivalent adjustments primarily related to tax-exempt income on certain loans and securities. The federal statutory tax rate was 35% for the periods presented.

188

Glossary of Acronyms

ABCP

Asset-backed commercial paper

LIBOR 

London Interbank Offered Rate

AICPA 

American Institute of 
Certiﬁed Public Accountants

ALCO 

Asset/Liability Management Committee

AMTN

Australian medium-term note programme

ARS 

ASC 

ASU

ARM 

AVM 

CDs

CDO 

CLO 

Auction rate security

Accounting Standards Codiﬁcation

Accounting Standards Update

Adjustable-rate mortgage

Automated valuation model

Certiﬁcates of deposit

Collateralized debt obligation

Collateralized loan obligation

CMO 

Collateralized mortgage obligation

CPP 

CPR

CRE

EITF

Capital Purchase Program

Constant prepayment rate

Commercial real estate

Emerging Issues Task Force

EMTN

European medium-term note programme

ESOP

Employee Stock Ownership Plan

FAS

FASB 

FDIC 

FHA 

Statement of Financial Accounting Standards

Financial Accounting Standards Board

Federal Deposit Insurance Corporation

Federal Housing Administration

FHLB 

Federal Home Loan Bank

FHLMC 

Federal Home Loan Mortgage Company

FICO

Fair Isaac Corporation (credit rating)

FNMA 

Federal National Mortgage Association

FRB

FSP

Federal Reserve Board

FASB Staff Position

GAAP 

Generally Accepted Accounting Principles

GNMA

Government National Mortgage Association

GSE

IRA

Government-sponsored entity

Individual Retirement Account

LHFS 

Loans held for sale

LTV 

MBS

Loan-to-value

Mortgage-backed security

MHFS 

Mortgages held for sale

MSR 

NAV 

NPA

OCC

OCI

OTC

Mortgage servicing right

Net asset value

Nonperforming asset

Ofﬁce of the Comptroller of the Currency

Other comprehensive income

Over-the-counter

OTTI 

Other-than-temporary impairment

PCI Loans

Purchased credit-impaired loans are acquired
loans with evidence of credit deterioration
accounted for under FASB ASC 310-30 
(AICPA Statement of Position 03-3)

PTPP

Pre-tax pre-provision proﬁt

QSPE 

Qualifying special purpose entity

RBC

ROA

ROE

Risk-based capital

Wells Fargo net income to average total assets

Wells Fargo net income applicable 
to common stock to average Wells Fargo 
common stockholders’ equity

SCAP 

Supervisory Capital Assessment Program

SEC 

S&P

SIV 

SPE 

Securities and Exchange Commission

Standard & Poors

Structured investment vehicle

Special purpose entity

TARP 

Troubled Asset Relief Program

TDR 

Troubled debt restructuring

TLGP 

Temporary Liquidity Guarantee Program

VA

VaR 

VIE

Department of Veterans Affairs

Value-at-risk

Variable interest entity

WFFCC

Wells Fargo Financial Canada Corporation

WFFI

Wells Fargo Financial, Inc. and 
its wholly-owned subsidiaries

189

Codiﬁcation Cross Reference

Codification Topic

Superseded Authoritative Accounting Literature

FASB ASC 260, Earnings Per Share

FASB ASC 310, Receivables

FASB ASC 320, Investments – Debt and Equity Securities

FASB ASC 715, Compensation – Retirement Beneﬁts

FAS 128, Earnings Per Share, and
FSP EITF 03-6-1, Determining Whether Instruments 
Granted in Share-Based Payment Transactions 
are Participating Securities

FAS 114, Accounting by Creditors for Impairment of A Loan,
an Amendment of FASB Statements No. 5 and 15, and
AICPA SOP 03-3, Accounting for Certain Loans 
or Debt Securities Acquired in a Transfer

FSP FAS 115-2 and FAS 124-2, Recognition and 
Presentation of Other-Than-Temporary Impairments

FAS 158, Employers’ Accounting for Deﬁned Beneﬁt 
Pension and Other Postretirement Plans – an amendment 
of FASB Statements No. 87, 88, 106, and 132(R), and
FSP FAS 132(R)-1, Employers’ Disclosures 
about Postretirement Beneﬁt Plan Assets

FASB ASC 718, Compensation – Stock Compensation

FAS 123(R), Share-Based Payment

FASB ASC 805, Business Combinations

FAS 141(R), Business Combinations

FASB ASC 810, Consolidation

FASB ASC 815, Derivatives and Hedging

FAS 160, Noncontrolling Interests in Consolidated 
Financial Statements – an amendment of ARB No. 51, 
FAS 167, Amendments to FASB Interpretation No. 46(R), and
FIN 46(R), Consolidation of Variable Interest Entities – 
an amendment of ARB No. 51

FAS 133, Accounting for Derivative Instruments 
and Hedging Activities, and
FAS 161, Disclosures about Derivative Instruments 
and Hedging Activities – an amendment of 
FASB Statement No. 133

FASB ASC 820, Fair Value Measurements and Disclosures

FAS 157, Fair Value Measurements

FASB ASC 820-10, Fair Value Measurements and Disclosures

FASB ASC 825, Financial Instruments

FSP FAS 157-4, Determining Fair Value When 
the Volume and Level of Activity for the Asset or 
Liability Have Signiﬁcantly Decreased and Identifying
Transactions That Are Not Orderly

FAS 107, Disclosures about Fair Value 
of Financial Instruments, 
FAS 159, The Fair Value Option for Financial Assets 
and Financial Liabilities – Including an Amendment 
of FASB Statement No. 115, and
FSP FAS 107-1 and APB 28-1, Interim Disclosures 
about Fair Value of Financial Instruments

FASB ASC 855, Subsequent Events

FAS 165, Subsequent Events

FASB ASC 860, Transfers and Servicing

190

FAS 140, Accounting for Transfers and Servicing 
of Financial Assets and Extinguishments of Liabilities – 
A Replacement of FASB Statement 125, 
FAS 156, Accounting for Servicing of Financial Assets – 
an amendment of FASB Statement No. 140, and
FAS 166, Accounting for Transfers of Financial Assets – 
an amendment of FASB Statement No. 140

Stock Performance

These graphs compare the cumulative total stockholder
return and total compound annual growth rate (CAGR) for
our common stock (NYSE: WFC) for the ﬁve- and ten-year
periods ended December 31, 2009, with the cumulative total
stockholder returns for the same periods for the Keefe,
Bruyette and Woods (KBW) Total Return Bank Index (BKX)
(KBW Bank Index ) and the S&P 500 Index. Prior to 2009, 
we included the KBW 50 Total Return Index for purposes 

of computing the comparisons shown in these graphs. 
During 2009, the KBW Bank Index replaced the KBW 50 
Total Return Index, which has been discontinued.

The cumulative total stockholder returns (including 
reinvested dividends) in the graphs assume the investment 
of $100 in Wells Fargo’s common stock, the KBW Bank 
Index and the S&P 500 Index.

Five Year Performance Graph

$140

$120

$100

$  80

$  60

$ 40

Wells Fargo 
(WFC)

S&P 500

KBW Bank
Index

2004

$100
100
100

2005

$104
105
103

2006

$122
121
121

2007

$107
128
94

2008

$110
81
49

2009

$104
102
49

5-year 
CAGR

1% Wells Fargo
0%
-13%

S&P 500
KBW Bank Index

Ten Year Performance Graph

$220

$200

$180

$160

$140

$120

$100

$ 80

$ 60

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

Wells Fargo 
(WFC)

S&P 500

KBW Bank
Index

10-year 
CAGR

$100
100
100

$141
91
120

$112
80
117

$124
62
105

$160
80
141

$174
89
156

$182
93
160

$213
108
188

$187
114
147

$191
72
77

$182
91
76

6%
-1%
-3%

Wells Fargo
S&P 500
KBW Bank Index

191

Wells Fargo & Company

Common stock

Wells Fargo & Company is listed and trades on the 
New York Stock Exchange: WFC

5,178,624,593 common shares outstanding (12/31/09)

Stock purchase and dividend reinvestment

You can buy Wells Fargo stock directly from Wells Fargo,
even if you’re not a Wells Fargo stockholder, through
optional cash payments or automatic monthly deductions
from a bank account. You can also have your dividends
reinvested automatically. It’s a convenient, economical way
to increase your Wells Fargo investment.

Call 1-877-840-0492 for an enrollment kit including 
a plan prospectus.

Form 10-K

We will send Wells Fargo’s 2009 Annual Report on
Form 10-K (including the ﬁnancial statements ﬁled with
the Securities and Exchange Commission) free to any
stockholder who asks for a copy in writing. Stockholders
also can ask for copies of any exhibit to the Form 10-K. 
We will charge a fee to cover expenses to prepare and send
any exhibits. Please send requests to: Corporate Secretary,
Wells Fargo & Company, Wells Fargo Center, MAC N9305-173,
Sixth and Marquette, Minneapolis, MN 55479.

SEC ﬁlings

Our annual reports on Form 10-K, quarterly reports on
Form 10-Q, current reports on Form 8-K, and amendments
to those reports are available free of charge on our website
(www.wellsfargo.com) as soon as practical after they are
electronically ﬁled with or furnished to the SEC. Those
reports and amendments are also available free of charge
on the SEC’s website at www.sec.gov.

Independent registered 
public accounting ﬁrm

KPMG LLP
San Francisco, California
1-415-963-5100

Contacts

Investor Relations
1-888-662-7865
investorrelations@wellsfargo.com

Shareholder Services and 
Transfer Agent
Wells Fargo Shareowner Services
P.O. Box 64854
Saint Paul, Minnesota 55164-0854
1-877-840-0492
www.wellsfargo.com/com/
shareowner_services

Annual Stockholders’ Meeting
1:00 p.m., Tuesday, April 27, 2010
Julia Morgan Ballroom
Merchants Exchange Building
465 California Street
San Francisco, California

Our reputation

Fortune
World’s 14th Most Admired 
Company, America’s 12th Largest 
Private Employer

Forbes
One of America’s Best Big Companies
Among World’s 100 Best Companies

American Customer Satisfaction Index
Best among large banks

Barron’s
Among World’s 50 Most 
Respected Companies

BusinessWeek
#2 in Corporate Philanthropy; 
Best Places to Launch a Career

Newsweek
America’s #1 Green Bank, 
#13 Greenest Big Company

CRO Magazine
100 Best Corporate Citizens

U.S. Environmental Protection Agency
Top 20 Green Power Partner Companies

DiversityInc.
Top 50 Companies for Diversity

LATINA Style
Top 50 U.S. Companies for Latinas

Out and Equal
Workplace Excellence Award

AARP magazine
Best Employers for Workers over 50

Brookings Institution
#1 Corporate Web Site 
for Technology Innovation

InformationWeek
#4 Most Innovative Business
Technology Organization

Global Finance
America’s Top Consumer 
Internet Bank

Brand Keys
#1 Bank Brand in Customer Loyalty
Engagement Index

Forward-Looking Statements In this report we may make forward-looking statements about our company’s ﬁnancial condition, results of operations,
plans, objectives and future performance and business. We make forward-looking statements when we use words such as “believe,” “expect,” “anticipate,”
“estimate,”  “may,”  “can,”  “will”  or  similar  expressions.  Forward-looking  statements  describe  risks  and  uncertainties.  They  are  based  on  current
expectations. Several factors could cause actual results to differ signiﬁcantly from expectations including • current economic and market conditions •
our capital requirements and ability to raise capital on favorable terms • the effect of higher bank regulatory capital requirements • the effect of legislative
and regulatory restrictions on our business • restrictions on our ability to compensate senior executives and other key team members • proposals to allow
bankruptcy courts to force creditors to accept less than they are owed on mortgage loans • our ability to successfully integrate Wachovia and realize
expected cost savings and other beneﬁts of the merger • the adequacy of our allowance for credit losses • recognition of other-than-temporary impairment
on securities held in our available-for-sale portfolio • the effect of changes in interest rates on our net interest margin and our mortgage originations,
mortgage servicing rights and mortgages held for sale • disruptions in the capital markets and reduced investor demand for mortgage loans • our ability
to earn more of our customers’ business • the effect of the recession on the demand for our products and services • the effect of a fall in stock market
prices on fee income from our brokerage and asset management businesses • our election to provide support to our mutual funds for structured credit
products they may hold • changes in the value of our venture capital investments • changes in our accounting policies or in accounting standards or in
how accounting standards are to be applied • mergers and acquisitions • federal and state regulations • reputation damage from negative publicity •
ﬁnes, penalties and other negative consequences from regulatory violations • the loss of checking and savings account deposits to other investments
such as the stock market • ﬁscal and monetary policies of the Federal Reserve Board • current and future legal proceedings. Under “Risk Factors” on pages 
81-87 of this report we discuss these and other factors that could cause actual results to differ from expectations. We discuss additional factors elsewhere
in the Financial Review and in the Financial Statements (and related Notes) in this report and in the “Regulation and Supervision” section of our 2009
Annual Report on Form 10-K ﬁled with the Securities and Exchange Commission and available on the SEC’s website at www.sec.gov.

192

North America’s most extensive network for ﬁ nancial services

British Columbia

21

Alberta

14

Saskatchewan

5

Manitoba

5

Ontario

47

Quebec

23

Newfoundland

5

Minnesota

273

Iowa

115

North Dakota

42

South Dakota

67

Nebraska

79

Kansas

41

Missouri

82

Arkansas

33

Louisiana

44

Oklahoma

38

Texas

1,001

Montana

65

Idaho

118

Wyoming

39

Utah

171

Colorado

269

Arizona

370

New Mexico

119

Washington

255

Oregon

186

Nevada

166

California

1,615

Alaska

68

Mexico

2

Hawaii

7

Our market leadership

 Community banking stores

#1 
#1  Retail banking deposits 1
#1 

 Deposit market share in 17 of our 39 Community Banking states 
and Washington D.C. 1
 Home mortgage originator and #2 mortgage servicer
 Mortgage lender to low- to moderate-income home buyers, 
ethnic segments
 Mortgage stores
 Middle-market commercial banker
 Small business lender
 Bank brokerage — one-stop shopping for customers in our 
banking stores
 Internet bank
 Agricultural lender
 Insurance broker owned by a bank-holding company and world’s 
4th-largest insurance brokerage
 SBA lender (dollars)

#1 
#1 

#1 
#1 
#1 
#1 

#1 
#1 
#1 

#1 

1  FDIC-insured deposits up to $500 million in a single banking store, excludes credit unions

Wisconsin

122

Michigan

88

Vt.

8

N.H.

21

New York

234

Illinois

173

Indiana

103

Ohio

118

Pennsylvania

446

Kentucky

31

Tennessee

77

W. Virginia

36

Virginia

396

North Carolina

463

South Carolina

198

Mississippi

38 Alabama
195

Georgia

384

New Jersey

423

Delaware

34

Maryland

148

D.C.

44

Florida

892

Prince Edward Island

New Brunswick

6 Nova Scotia

Maine

9

2

10

Massachusetts

76

Rhode Island

12

Connecticut

114

Puerto Rico

3

Stores
10,000
state by 
state (map)

ATMs
12,363

wellsfargo.com
16.7 million
active users

Wells Fargo 
Phone Bank
500+ million
customer 
contacts 
a year

#1 

 NAFTA bank (more banking stores and banking assets than any 
competitor within 60 miles of Mexico and Canada)
 Securitization trustee in North America

#1 
#1  Commercial real estate broker
#1 
#1 
#2 
#2 

 Asset-based lender
 Used car lender (excludes leases)
 Debit card issuer
 Bank to ﬁ nancial institutions in the world in trade payments, 
deposit products, credit products
 Student lending
#2 
#2 
 Treasury management
#3  Branded ATM network
#3  Wealth manager
#3 
#3  Correspondent banker
#7  Institutional retirement provider
#9  Investment bank
#10  Fund manager

 Auto ﬁ nance lender in originations (excluding leases)

Wells Fargo & Company 
420 Montgomery Street 
San Francisco, California 94104

1-866-878-5865 wellsfargo.com

Our Vision:

Satisfy all our customers’ ﬁ nancial needs and help 
them succeed ﬁ nancially.

Nuestra Vision:

Deseamos satisfacer todas las necesidades 
ﬁ nancieras de nuestros clientes y ayudarlos a tener 
éxito en el área ﬁ nanciera.

Notre Vision:

Satisfaire tous les besoins ﬁ nanciers de nos clients 
et les aider à atteindre le succès ﬁ nancier.