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Operating Segments | 6 Months Ended
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Jun. 30, 2026
Segment Reporting [Abstract] |
Operating Segments | Operating Segments Truist operates and measures business activity across two segments: CSBB and WB, with functional activities included in OT&C. The Company’s business segment structure is based on the manner in which financial information is evaluated by management as well as the products and services provided or the type of client served. The Chairman and CEO is the Truist CODM. The CODM regularly reviews segment net income and its significant components in comparison to expected results as part of evaluating segment performance and optimizing resource allocation. In this regular review, segment net income typically excludes amortization of intangibles and goodwill impairment which are separately presented in the table below, as applicable. Consumer and Small Business Banking CSBB serves retail, premier, and small business clients, providing checking, money market, savings, time and other deposits, payment services, and lending solutions through digital banking, an extensive network of community banking branches, ATMs, virtual service centers, and other channels. Lending solutions include credit cards, personal and unsecured loans originated through the branch network and digital channels; national indirect lending services providing a comprehensive set of technology-enabled consumer lending solutions, including point-of-sale offerings for autos, outdoor power sports, outdoor power equipment, and home improvement; and real estate lending providing residential mortgages through retail, direct, and correspondent channels, and home equity loans delivered through the branch network. Wholesale Banking WB provides a comprehensive set of products, solutions, and advisory services to commercial, corporate, institutional, and wealth clients. Banking expertise and product capabilities are delivered through a combination of regional coverage across the Truist footprint and national industry coverage for real estate, investment banking, and capital markets clients. WB works with clients to meet their core banking needs, including traditional and specialized credit solutions and commercial payments to manage deposits, liquidity, payables, and receivables. Through investment banking capabilities, clients have full access to strategic advisory services, debt and equity capital markets, leveraged finance, and securitizations, with distribution channels and market making across both fixed income and equity markets. WB also invests in certain affordable housing, New Market Tax Credit, and renewable energy tax credit investments. Refer to “Note 12. Commitments and Contingencies” for additional information on these investments. The wealth business delivers asset management, trust, brokerage, and investment management, as well as specialized commercial products, while aligning closely with regional and industry banking coverage. Other, Treasury & Corporate OT&C includes management of the Company’s investment securities portfolio, long-term debt, derivative instruments used for balance sheet hedging, short-term liquidity and funding activities, balance sheet risk management and most bank-owned real estate assets, as well as the Company’s functional activities such as finance, enterprise risk, legal, and enterprise technology, data, and operations, among others. Additionally, OT&C houses intersegment eliminations, including intersegment net referral fees and residual interest rate risk. Truist promotes revenue growth by bringing the full breadth and depth of Truist’s products and services to meet clients’ financial needs. The objective is to deepen client relationships and deliver the best financial experience in the marketplace. Revenues of certain products and services are reflected in the results of the segment providing those products and services and are also allocated to CSBB and WB. These allocated revenues between segments are reflected as net referral fees in noninterest income and eliminated in OT&C. The segment results are presented based on internal management methodologies that were designed to support Truist’s strategic objectives. Unlike financial accounting, there is no comprehensive authoritative body of guidance for management accounting equivalent to GAAP. The performance of the segments is not comparable with Truist’s consolidated results or with similar information presented by other financial institutions. Additionally, because of the interrelationships between the various segments, the information presented is not indicative of how the segments would perform if they operated as independent entities. Because business segment results are presented based on management accounting practices, the transition to the consolidated results prepared under GAAP creates certain differences, which are reflected as residuals in OT&C. Business segment reporting conventions include the items as detailed below. Segment net interest income reflects matched maturity funds transfer pricing, which ascribes credits or charges based on the economic value or cost created by assets and liabilities of each segment. Residual differences between these credits and charges are captured in OT&C. In the first quarter of 2026, the Company’s net intersegment interest income and expense methodology was enhanced to reflect a change to funds transfer pricing. Prior period results were revised to conform to the current allocation methodology. As a result of this methodology change, CSBB net interest income decreased $27 million for the three months ended June 30, 2025 and $56 million for the six months ended June 30, 2025, with off-setting increases in OT&C net interest income. For the same reason, WB net interest income decreased $99 million for the three months ended June 30, 2025 and $196 million for the six months ended June 30, 2025, with off-setting increases in OT&C net interest income. Noninterest income includes inter-segment referral fees, as well as federal and state tax credits that are grossed up for the WB segment on a pre-tax equivalent basis, related primarily to certain community development investments with the offset reported in OT&C. Corporate expense allocations, including overhead or functional expenses that are not directly charged to the segments, are allocated to segments based on various drivers (number of FTEs, number of accounts, loan balances, net revenue, etc.) with the offset reported in OT&C. Provision for credit losses represents net charge-offs by segment combined with an allocation to the segments for the provision attributable to each segment’s quarterly change in the ALLL. Provision for income taxes is calculated using a blended income tax rate for each segment and includes reversals of the noninterest income tax adjustments described above. The difference between the calculated provision for income taxes at the segment level and the consolidated provision for income taxes is reported in OT&C. The application and development of management reporting methodologies is an active process and undergoes periodic enhancements. The implementation of these enhancements to the internal management reporting methodology may materially affect the results disclosed for each segment, with no impact on consolidated results. When significant changes to management reporting methodologies take place, the impact of these changes is quantified and prior period information is revised as practicable. The following table presents results by segment:
Three Months Ended June 30, (Dollars in millions) | CSBB |  | WB |  |  |  | OT&C(1) |  | Total |  |  |  |  |  |  |  |  |  |
2026 |  | 2025 |  | 2026 |  | 2025 |  |  |  |  |  | 2026 |  | 2025 |  | 2026 |  | 2025 |  |  |  |  |  |  |  |  |  |
Net interest income (expense) | $ | 1,624 |  |  | $ | 1,496 |  |  | $ | 1,942 |  |  | $ | 1,872 |  |  |  |  |  |  | $ | 55 |  |  | $ | 219 |  |  | $ | 3,621 |  |  | $ | 3,587 |  |  |  |  |  |  |  |  |  |  |
Net intersegment interest income (expense) | 980 |  |  | 828 |  |  | (411) |  |  | (306) |  |  |  |  |  |  | (569) |  |  | (522) |  |  | — |  |  | — |  |  |  |  |  |  |  |  |  |  |
Segment net interest income (expense) | 2,604 |  |  | 2,324 |  |  | 1,531 |  |  | 1,566 |  |  |  |  |  |  | (514) |  |  | (303) |  |  | 3,621 |  |  | 3,587 |  |  |  |  |  |  |  |  |  |  |
Allocated provision for credit losses | 307 |  |  | 384 |  |  | 90 |  |  | 104 |  |  |  |  |  |  | (2) |  |  | — |  |  | 395 |  |  | 488 |  |  |  |  |  |  |  |  |  |  |
Noninterest income | 530 |  |  | 519 |  |  | 1,158 |  |  | 941 |  |  |  |  |  |  | (44) |  |  | (60) |  |  | 1,644 |  |  | 1,400 |  |  |  |  |  |  |  |  |  |  |
Personnel expense | 443 |  |  | 434 |  |  | 626 |  |  | 574 |  |  |  |  |  |  | 723 |  |  | 670 |  |  | 1,792 |  |  | 1,678 |  |  |  |  |  |  |  |  |  |  |
Amortization of intangibles | 33 |  |  | 39 |  |  | 30 |  |  | 34 |  |  |  |  |  |  | — |  |  | — |  |  | 63 |  |  | 73 |  |  |  |  |  |  |  |  |  |  |
Other direct noninterest expense(2) | 312 |  |  | 286 |  |  | 200 |  |  | 202 |  |  |  |  |  |  | 688 |  |  | 747 |  |  | 1,200 |  |  | 1,235 |  |  |  |  |  |  |  |  |  |  |
Total direct noninterest expense | 788 |  |  | 759 |  |  | 856 |  |  | 810 |  |  |  |  |  |  | 1,411 |  |  | 1,417 |  |  | 3,055 |  |  | 2,986 |  |  |  |  |  |  |  |  |  |  |
Expense Allocations | 933 |  |  | 940 |  |  | 528 |  |  | 519 |  |  |  |  |  |  | (1,461) |  |  | (1,459) |  |  | — |  |  | — |  |  |  |  |  |  |  |  |  |  |
Total noninterest expense | 1,721 |  |  | 1,699 |  |  | 1,384 |  |  | 1,329 |  |  |  |  |  |  | (50) |  |  | (42) |  |  | 3,055 |  |  | 2,986 |  |  |  |  |  |  |  |  |  |  |
Income (loss) before income taxes from continuing operations | 1,106 |  |  | 760 |  |  | 1,215 |  |  | 1,074 |  |  |  |  |  |  | (506) |  |  | (321) |  |  | 1,815 |  |  | 1,513 |  |  |  |  |  |  |  |  |  |  |
Provision (benefit) for income taxes | 271 |  |  | 186 |  |  | 255 |  |  | 213 |  |  |  |  |  |  | (264) |  |  | (126) |  |  | 262 |  |  | 273 |  |  |  |  |  |  |  |  |  |  |
Segment net income (loss) from continuing operations | $ | 835 |  |  | $ | 574 |  |  | $ | 960 |  |  | $ | 861 |  |  |  |  |  |  | $ | (242) |  |  | $ | (195) |  |  | $ | 1,553 |  |  | $ | 1,240 |  |  |  |  |  |  |  |  |  |  |
Identifiable assets (period end) of continuing operations(3) | $ | 153,353 |  |  | $ | 152,377 |  |  | $ | 227,667 |  |  | $ | 214,764 |  |  |  |  |  |  | $ | 175,003 |  |  | $ | 176,692 |  |  | $ | 556,023 |  |  | $ | 543,833 |  |  |  |  |  |  |  |  |  |  |
Six Months Ended June 30, (Dollars in millions) | CSBB |  | WB |  |  |  | OT&C(1) |  | Total |  |  |  |  |  |  |  |  |  |
2026 |  | 2025 |  | 2026 |  | 2025 |  |  |  |  |  | 2026 |  | 2025 |  | 2026 |  | 2025 |  |  |  |  |  |  |  |  |  |
Net interest income (expense) | $ | 3,229 |  |  | $ | 2,931 |  |  | $ | 3,864 |  |  | $ | 3,756 |  |  |  |  |  |  | $ | 127 |  |  | $ | 407 |  |  | $ | 7,220 |  |  | $ | 7,094 |  |  |  |  |  |  |  |  |  |  |
Net intersegment interest income (expense) | 1,869 |  |  | 1,640 |  |  | (825) |  |  | (690) |  |  |  |  |  |  | (1,044) |  |  | (950) |  |  | — |  |  | — |  |  |  |  |  |  |  |  |  |  |
Segment net interest income (expense) | 5,098 |  |  | 4,571 |  |  | 3,039 |  |  | 3,066 |  |  |  |  |  |  | (917) |  |  | (543) |  |  | 7,220 |  |  | 7,094 |  |  |  |  |  |  |  |  |  |  |
Allocated provision for credit losses | 681 |  |  | 711 |  |  | 195 |  |  | 236 |  |  |  |  |  |  | (2) |  |  | (1) |  |  | 874 |  |  | 946 |  |  |  |  |  |  |  |  |  |  |
Noninterest income | 1,058 |  |  | 1,022 |  |  | 2,227 |  |  | 1,888 |  |  |  |  |  |  | (88) |  |  | (118) |  |  | 3,197 |  |  | 2,792 |  |  |  |  |  |  |  |  |  |  |
Personnel expense | 876 |  |  | 868 |  |  | 1,238 |  |  | 1,131 |  |  |  |  |  |  | 1,405 |  |  | 1,283 |  |  | 3,519 |  |  | 3,282 |  |  |  |  |  |  |  |  |  |  |
Amortization of intangibles | 67 |  |  | 78 |  |  | 60 |  |  | 70 |  |  |  |  |  |  | — |  |  | — |  |  | 127 |  |  | 148 |  |  |  |  |  |  |  |  |  |  |
Other direct noninterest expense(2) | 605 |  |  | 574 |  |  | 387 |  |  | 395 |  |  |  |  |  |  | 1,400 |  |  | 1,493 |  |  | 2,392 |  |  | 2,462 |  |  |  |  |  |  |  |  |  |  |
Total direct noninterest expense | 1,548 |  |  | 1,520 |  |  | 1,685 |  |  | 1,596 |  |  |  |  |  |  | 2,805 |  |  | 2,776 |  |  | 6,038 |  |  | 5,892 |  |  |  |  |  |  |  |  |  |  |
Expense Allocations | 1,853 |  |  | 1,843 |  |  | 1,048 |  |  | 1,036 |  |  |  |  |  |  | (2,901) |  |  | (2,879) |  |  | — |  |  | — |  |  |  |  |  |  |  |  |  |  |
Total noninterest expense | 3,401 |  |  | 3,363 |  |  | 2,733 |  |  | 2,632 |  |  |  |  |  |  | (96) |  |  | (103) |  |  | 6,038 |  |  | 5,892 |  |  |  |  |  |  |  |  |  |  |
Income (loss) before income taxes from continuing operations | 2,074 |  |  | 1,519 |  |  | 2,338 |  |  | 2,086 |  |  |  |  |  |  | (907) |  |  | (557) |  |  | 3,505 |  |  | 3,048 |  |  |  |  |  |  |  |  |  |  |
Provision (benefit) for income taxes | 509 |  |  | 371 |  |  | 487 |  |  | 413 |  |  |  |  |  |  | (525) |  |  | (237) |  |  | 471 |  |  | 547 |  |  |  |  |  |  |  |  |  |  |
Segment net income (loss) from continuing operations | $ | 1,565 |  |  | $ | 1,148 |  |  | $ | 1,851 |  |  | $ | 1,673 |  |  |  |  |  |  | $ | (382) |  |  | $ | (320) |  |  | $ | 3,034 |  |  | $ | 2,501 |  |  |  |  |  |  |  |  |  |  |
Identifiable assets (period end) of continuing operations(3) | $ | 153,353 |  |  | $ | 152,377 |  |  | $ | 227,667 |  |  | $ | 214,764 |  |  |  |  |  |  | $ | 175,003 |  |  | $ | 176,692 |  |  | $ | 556,023 |  |  | $ | 543,833 |  |  |  |  |  |  |  |  |  |  |
(1)As described above, includes the Company’s investment securities portfolio, most long-term debt, derivative instruments used for balance sheet hedging, short-term liquidity and funding activities, balance sheet risk management, most bank-owned real estate assets, as well as functional activities such as finance, enterprise risk, legal, and enterprise technology, data, and operations. Additionally, OT&C includes intersegment eliminations, including for residual interest rate risk, intersegment net referral fees, and expense allocations. May also include financial data from business units below the quantitative and qualitative thresholds requiring disclosure. (2)Other direct noninterest expense within the table above includes expenses for net occupancy, equipment, professional fees and outside processing, regulatory costs, and other expenses. (3)For the purpose of presenting identifiable assets of continuing operations by segment, the majority of the ALLL resides in OT&C which is consistent with the CODM’s review of segment loan portfolios on a gross basis.

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