Global Corporate & Investment Banking

Global Corporate and Investment BankingGene TaylorBank of America Vice Chairman and Global Corporate and Investment Banking President

2

Forward Looking StatementsThis presentation contains forward-looking statements, including statements about the financial conditions, results of operations and earnings outlook of Bank of America Corporation. The forward-looking statements involve certain risks and uncertainties. Factors that may cause actual results or earnings to differ materially from such forward-looking statements include, among others, the following: 1) projected business increases following process changes and other investments are lower than expected; 2) competitive pressure among financial services companies increases significantly; 3) general economic conditions are less favorable than expected; 4) political conditions including the threat of future terrorist activity and related actions by the United States abroad may adversely affect the company’s businesses and economic conditions as a whole; 5) changes in the interest rate environment reduce interest margins and impact funding sources; 6) changes in foreign exchange rates increases exposure; 7) changes in market rates and prices may adversely impact the value of financial products; 8) legislation or regulatory environments, requirements or changes adversely affect the businesses in which the company is engaged; 9) changes in accounting standards, rules or interpretations, 10) litigation liabilities, including costs, expenses, settlements and judgments, may adversely affect the company or its businesses; 11) mergers and acquisitions and their integration into the company; and 12) decisions to downsize, sell or close units or otherwise change the business mix of any of the company. For further information regarding Bank of America Corporation, please read the Bank of America reports filed with the SEC and available at www.sec.gov.

3

Bank of America Business Client Coverage

Global Investment BankingGlobal Commercial Banking Global Markets

Global Corporate and Investment Banking

• Middle Market Banking -$20MM -$2B sales

• Business Banking –$2.5MM-$20MM sales

• Commercial Real Estate Banking

• Leasing

• Dealer Financial Services

• Business Capital

Corporations with > $2B sales

• Sponsors

• Industry coverage

Institutional investors• Mutual funds

• Pension funds

• Hedge funds

• Corporate Investors

• Asset managers

• Foreign reserve managers

• Bus. and Info. Services

• Consumer/Retail

• Financial Inst.

• Gaming

• Global Industries

• Healthcare

• Natural Resources

• Real Estate

• Technology/ Media/Telecom

4

2006 Bank of America Revenue / Earnings

Revenue

Consumer Bank56%

Global Corporate

and Investment

Banking 31%

Wealth Mgt.10%

Other3%

Earnings

Consumer Bank53%Global

Corporate and

Investment Banking

32%

Wealth Mgt.11%

Other4%

5

Global Corporate and Investment Banking2006 Revenue and Earnings

Revenue

Business Lending

25%

Treasury30%

Cap Mkts/Adv

Svcs36%

ALM/Other9%

Earnings

Business Lending

33%

Treasury32%

Cap Mkts/Adv

Svcs25%

ALM/Other10%

ALM/Other includes LatAm and Asia Commerical

6

Global Corporate and Investment Banking Strategy for Growth

Deepen client relationships/develop new ones

Increase our international presence

Strategically deploy capital

Goals by 2011

• Increase revenues by$10 billion

• Increase earnings by $3 billion

7

Where We Can Be Bigger• Business Banking: Increase number of clients/Increase sales of credit and

cash management products

• Middle Market Leveraged Finance: Increase loan origination and distribution through structured products channels

• Electronic Payments: Sell more electronic payments products to clients of all size

• Investment Banking in Targeted Client Groups: Focus on Middle Market clients, Financial Institutions and Financial Sponsor fee pools

• International Cash Management: Increase our 2 percent non-U.S. international market share

• International Investment Banking/Capital Markets: Greater market share in leveraged finance, structured finance, liquid products

8

International OpportunityBank of America 2005 Revenue gap to top 3 Competitors

in Capital Markets and Advisory Services

5.9

3.6

2

0

2

4

6

8

10

12

Top 3 Bank of America

Debt S&T Equity S&T Investment Banking

$11.5

$1.1 0.10.10.9

9

Attracting New Talent in Capital Markets/Investment Banking – 2005/2006

+11%

+15%+14%

Cap Mkts/Inv Bnkg Sales/Trading Debt/Equity Research

Total Capital Markets/Investment Banking Associate Growth: 2,800

10

Global Corporate and Investment Banking Mixed Results vs. Peers

Revenue Growth 2006 v. 2005

Bank of AmericaPeer Group Average

+6%+45%Equity Sales and Trading

+21%+29%Debt Sales and Trading

+16%+28%Equity Underwriting

+38%+29%Debt Underwriting

+15%+26%M&A

11

Winning New Business

Technology Deal of the Year

• Advisor to Sponsor consortium

• Joint lead manager on financing

Real Estate Deal of the Year

• Advisor to Blackstone• Joint book-runner on CMBS

financing• Equity bridge commitment

M&A Deal of the YearHealthcare Deal of the Year

• Advisor to Sponsor consortium

• Joint lead arranger and book-running manager on financing

• Equity bridge commitment

Investment Dealers Digest RecognitionBank of America RoleDeal

12

Investor Quality Scores

9th

3rd 2006

2004

Fixed IncomeQuality Index1

7th

5th 2006

2004Overall Debt

ResearchRanking2

9th

6th 2006

2004

Overall Equity ResearchRanking2

1Source: Independent research company2Source: Institutional Investor, September, October, 2006

13

Global Corporate and Investment Banking Revenue Distribution in 2011

40% 45%

32%31%

28% 24%

2006 2011

Business Lending Treasury Cap Mkts/Adv Svcs

89%81%

8%14%

3% 5%

2006 2011

Product Region

Asia EMEA U.S.

14

Global Corporate and Investment Banking How we will Grow

Deepen client relationships/develop new ones

Increase our international presence

Strategically deploy capital

Goals by 2011

• Increase revenues by$10 billion

• Increase earnings by $3 billion

FOCUS INTEGRATION+ EXECUTION+

15



Global Corporate and Investment Banking


• Business Banking –$2.5MM-$20MM sales


• Leasing




• Sponsors



• Pension funds

• Hedge funds


• Asset managers


• Bus. and Info. Services

• Consumer/Retail

• Financial Inst.

• Gaming


• Healthcare


• Real Estate


Global Commercial Banking OverviewDavid DarnellPresident, Global Commercial Banking

17

Global Investment Banking

Global Commercial Banking Global Markets


Consumer Banking Global Corporate & Investment Banking

Mass MarketSmall Business

18

Global Investment Banking

Global Commercial Banking Global Markets


Consumer Banking Global Corporate & Investment Banking

Mass MarketSmall Business

• Business Banking

• Middle Market Banking


• Leasing



19

Global Commercial Banking – Strategic Initiatives

Deepen Client Relationships

Grow Market Share

Strategically Deploy Capital

Goals by 2011

Increase revenues by $3.5 billion in 5 years

FOCUS INTEGRATION EXECUTION+ +

20

Extended TeamInterest Rate Protection Specialist

Investment Banker

Leasing Specialist

Credit Risk Management

Commercial Service Center

International Banker

Other Product Specialists

Investment Specialist

Foreign Exchange Specialist

Client Manager

Private/Premier Banker

Treasury Mgmt. Sales Officer

Credit Products Officer

Core Client TeamCore Client Team

CLIENTCLIENT

Integrated Delivery

21

Global Commercial Banking: Revenue Diversity

Revenue By Product

Commercial Credit represents 34% of GCB revenues vs. 58% in 2000

Treasury44%

Consumer Credit

7%

Other11%

Commercial Credit34%

Investment Banking

4%

22

Client Management Process

Client Team Activities• Client/Prospect Calls• Client Planning Sessions

Tools & Technology

• Action Plans• Desktop Sales Tools

Management & Inspection

• Activity Metrics• Outcome Metrics• Client Feedback• Compensation

aligned with Revenue Growth

Client

23

Client Management Process At Work

August 22, 2006

Banc of America Securities LLC acted as a financial advisor to Shurgard Storage

Centers, Inc.

has merged with

August 22, 2006

Banc of America Securities LLC acted as a financial advisor to Shurgard Storage

Centers, Inc.

has merged with

24

Global Commercial Banking -- Deepen Client Relationships

DeepenClientRelationships

• Focus on Targeted Clients:– Middle Market Banking– Business Banking (credit & treasury) Goals by 2011



25

Expanding Middle Market Relationships

Top 10%

Remaining Targeted

# of Clients

Average Revenue per Relationship

AverageProducts per Relationship

1,644

14,801

8.4

5.4

$1,921M

$187M

Strategy

AggressivelyGrow

Expand &Deepen

Growth Opportunity

26

Global Commercial Banking -- Deepen Client Relationships

DeepenClientRelationships

• Focus on Targeted Clients:– Middle Market Banking– Business Banking (credit & treasury) Goals by 2011



27

Business Banking Client Expansion

CMP Success

Increased From To Goal

Products/Relationship 3.0 4.0 5.0

Revenue/Relationship $11.6 $12.8 $15.0

Treasury Penetration 36% 40% 50%

Credit Penetration 38% 46% 52%

Growth Opportunity

($ in thousands)

28

Global Commercial Banking– Grow Market Share

Increase Client Penetration

Focus on Targeted Clients• Middle Market Banking• Business Banking (credit & treasury)

GrowMarketShare

• Business Banking• Middle Market Investment Banking• International (Treasury Management)

Goals by 2011

Increase revenues by$3.5 billion in 5 years


29

Middle Market Investment Banking

Dual Coverage Momentum

CMAS

Treasury Services

Business Lending

+33% GrowthProduct Mix and Revenue Growth

+80%

+18%

+12%

YOY Revenue

Growth Lift

Revenue Mix

27%

41%

32%

23%

36%

41%

2005 2006

Growth Opportunity

Market Share of Total Fees Paid 9% 11%

30

GCB Clients Investment Banking Wallet

BAC Middle Market Share of Wallet

Dual Coverage

11.3%

Non-Dual Coverage

6.4%

2006 Commercial IB Fee Pool = $4.1B

31

International Growth

Management

Opportunity: Grow Treasury Management market share

Focus: U.S. clients doing business inEurope/Asia

Integration: Execution of CMP in Europe/Asia

32

Global Commercial Banking – Strategically Deploy Capital

Increase Client Penetration

• Focus on Targeted Clients:–Middle Market Banking–Business Banking

GrowMarketShare

• Business Banking• Middle Market Investment Banking• International (Treasury Management)


• International Banking• Treasury Management• Business Banking

Goals by 2011



33

Global Commercial Banking – Strategic Initiatives

Deepen Client Relationships

Grow Market Share


Goals by 2011



Global Investment BankingBrian BrilleGlobal Head of Investment Banking

35

• Manages Bank of America’s relationships with large and mid-cap corporate clients

• Delivers full spectrum of Bank of America’s products

• Employs integrated corporate and investment banking model

• Coverage teams span ten industry groups, including Financial Sponsors


Global Investment

Banking

Global Commercial

BankingGlobal Markets

Global Corporate & Investment Banking

36

Global Investment Banking – Strategic Themes

Integrated Delivery of the Bank’s Capabilities

Capture Largest Fee Pool Opportunities

Grow International Presence


• Drive $2.5 billion in incremental corporate and investment banking revenues

• Achieve Top 3 share in U.S. investment banking

• Become a Top 10 investment bank in Europe

Goals by 2011

37




• Integrated corporate and investment bank• Dual coverage of commercial bank clients• Universal bank partnerships

- Global Wealth & Investment Management

38

Strategic & Financial Advisory

M&AEquitiesConvertibles DebtHigh Grade & High Yield DebtStructured FinanceRestructuringsInvestment Grade Loan SyndicationsLiquid Products Asset Backed FinancePrivate PlacementsPublic FinanceCredit & LeasingTreasury & TradeWealth ManagementAsset Management

Key Decision Maker

Board of Directors

CEO

CFO

Head of Corporate Development

Treasurer

Assistant Treasurer

Superior Ideas and Solutions

Capital Raising

& Capital Management

Transaction Services & Operating Products

PRODUCT HUBS

Primary Investment Banking FocusJoint Investment Banking and Corporate Banking FocusPrimary Corporate Banking Focus

InvestmentBanker

CorporateBanker

Client-focused team providing

strategically aligned and integrated coverage

Quarterbacks

CLIENT SOLUTIONS

CoverageM

embe

rsC

over

age

Team M

embers

Team

Te

am

Integrated Corporate and Investment Banking Model

39

Integrated Delivery Initiatives

Global Commercial Banking• Dual coverage of 1,300 commercial banking clients

Global Markets• Early engagement of product teams (e.g. FX and Derivatives) in

all capital raising and advisory situations to increase event driven revenues

Global Wealth & Investment Management• Cross referral program to expand business opportunities

Global Treasury Services• Leverage market leadership in GTS to drive increased revenues

in both treasury services and investment banking products

40

Global Treasury Services Growth Opportunity

• Corporate clients generate $2.0 billion, or 30%, of total GTS revenues.• Significant revenue lift from multi-product relationships• Important strategic relationship lever

66.0%80.0%

2006 2011

Global Treasury Services Penetration of Corporate Clients

Number of Products Per Relationship

5.7

6.7

2006 2011

41

Largest Fee Pool Opportunities



Largest Fee Pool Opportunities

• Under-penetrated, high-fee pool industries • M&A and Equity Capital Markets• Financial Sponsors

42

Growing Investment Banking Fee Pools

Source: Thomson Financial / Freeman & Co

Global Fee Pools 2002 - 2006 By Product ($B) Global Fee Pools 2002 - 2006 By Geography ($B)CAGR

19%

21%

20%

17%

14

10

13

$38

15

13

18

$45

19

16

19

$54

25

16

21

$62

31

21

24

$76

M&A Equity Debt

2002 2003 2004 2005 2006

CAGR

22%

19%

15%

24%

18

12

7

$38

21

14

10

$45

25

16

12

$54

26

22

13

$62

32

27

17

$76

2002 2003 2004 2005 2006

US EMEA Other

43

8.4% 8.4%

6.9% 6.7%6.1%

5.5% 5.4% 5.2%

4.5%

3.1%

JPM GS CITI MS ML BAS LEH CS UBS WACH

Investment Banking - Relative Market Position

1 2 3 4 5 6 7 8 9 10

2006 U.S. Fee Pool Share


44

1

5

10

20

25

15

Strong U.S. Investment Banking Product Momentum

1999 2006

9th

3rd

9th

6th

11th

5th

13th

10th

21st

8th

LoanSyndications

High Grade High Yield Converts Equities M&A

League Table Position: 1999 to 2006

2nd 2nd

45

$7.2

$5.7

$5.1

$3.7 $3.4 $3.2

$2.3

$1.0

FIG TMT GIG Nat Re HC REG C&R Bus Svcs

U.S. Investment Banking Fee Pools by Industry

BACRank

2006 U.S. Fee Pools by Industry Group ($B)

#7 #11 #4 #9 #1 #1 #3 #5


46

3.7%3.7%3.8%4.3%

5.9%6.9%7.2%

8.4%9.1%

11.0%

0

150

300

450

600

750

900

GS CITI MS ML JPM LEH BAS UBS CS WACH

M&A Equity Debt

Financial InstitutionsUniversal bank model positions Bank of America well

2006 Financial Institutions Fee Pools by Product ($B)

2006 Financial Institutions U.S. Share By Competitor By Product

$7.2$6.8

$4.1

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

$8.0

US EMEA OtherM&A Equity Debt

1 2 3 4 5 6 7 8 9 10Rank:


47

Financial SponsorsEvolution of sponsor market presents attractive opportunities

Source: Buyouts Magazine: Completed Deals

$29 $29$41

$63

$41 $23$41

$95

$137

$198

$315

0

50

100

150

200

250

300

$350

Volu

me

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

17%

21%

3% 3% 3%

8%

5%4%

18%

22%

13%

0%

5%

10%

15%

20%

25%

% of O

verall M&A

Total U.S. LBO Volume 1996 – 2006 ($B)

48

Financial Sponsors – Strategies for Growth

Financial Sponsors 2006 Fee Pools by Product ($B)

Financial Sponsors 2006 U.S. Fee Pools by Competitor By Product

4.4%

5.4%5.8%5.9%

6.5%6.8%7.0%

8.7%

9.7%10.2%

0

200

400

600

800

JPM GS CS CITI LEH BAS DB MS ML UBS

M&A Equity Debt

1 2 3 4 5 6 7 8 9 10Rank:

$7.2

$4.2

$0.7

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

$8.0

US EMEA Other

M&A Equity Debt


49






• Financial Sponsors / Leveraged Finance• Financial Institutions• Lever U.S strengths

50

Financial Sponsors

Financial Institutions

• Integrated approach with Global Markets• Leverage corporate banking opportunities

Global Investment Banking – Grow International Presence

Become a top 10

investment bank in Europe

LeverU.S. strengths

• Core competency in leveraged finance• Strong sponsor relationships in U.S.• Sponsor fee pool in Europe growing rapidly

• Capture international business of U.S. clients• Serve European clients with ties to U.S.

markets

51

Bank of America has outperformed its peer group, albeit off a smaller base

Strong Growth Rate,Yet Room to Grow

Peer GroupBank of America

28%

31%

IB Revenues in ($MM)

Source: GCIB Finance, & Externally Reported Financials. Peer Group includes JPM, CITI, GS, MS, MER, BSC, LEH

$1,323$1,822 $1,504

$1,941

$295

$338 $1,251

$1,572

$273

$316

$898

$1,146

$1,891

$2,476

$3,653

$4,659

2005 2006 2005 2006Debt U/W Advisory Equity U/W

52

Global Investment Banking – Strategic Themes





• Drive $2.5 billion in incremental corporate and investment banking revenue

• Achieve Top 3 share in U.S. investment banking

• Become a Top 10 investment bank in Europe

Goals by 2011

Global MarketsMark WernerHead of Global Markets

55



Global Corporate & Investment Banking


• Business Banking - $2.5 MM-$20MM sales


• Leasing




• Sponsors



• Pension funds

• Hedge funds


• Asset managers


• Bus. & Info. Services

• Consumer/Retail

• Financial Inst.

• Gaming


• Healthcare


• Real Estate


56

Global Markets – Strategic Themes

INCREASE CLIENT PENETRATION

GROW INTERNATIONAL PRESENCE

STRATEGICALLY DEPLOY CAPITAL


Goals by 2011• Increase

revenues by $4 billion in 5 years

• Become top 3 broker-dealer to targeted institutional clients

• Reach top 10 standing in Europe

57

Global Markets – Increase Client Penetration

• Target Clients• Integrate across

Bank of America• Build Infrastructure



58


Shift of assets toward Fixed Income2

Equity

Fixed Income/other

2001 Q106

• Target Clients• Integrate

Across Bank• Build

infrastructure

Shift of fee pools toward Hedge Funds, Financial Institutions

1

1993 2004

Other Institutional Investors

Banks/InsuranceHedge Funds

59




infrastructure

Global Markets

Commercial

Consumer

Global Wealth and

Investment Management

Corporate Investments

60




infrastructure

E-TRADING

ANALYTICS

CLIENT PROFITABILITY

FASTER

SMARTER

BETTER

61


Target Clients

Integrate Across Bank

Build infrastructure

+

+

=

Increased revenues with top Fixed Income-oriented Hedge Funds, Financial Institutions and Asset Managers

50%

Current Sales &Trading Revenues

Estimated Sales andTrading Revenues by

2011

62

Global Markets – Grow International Presence




• Leverage U.S. platform overseas

• Invest in Liquid Products, Equity Derivatives, Institutional Distribution, Structured Products

63

Liquid Products

• Leading U.S. Swap House with Corporate and Institutional Investors

• Top Real Estate Finance House

• IFR “CDO House of the Year”

Structured Products

Equity Derivatives • Top Equity Derivative House


Become a top 10 investment

bank in Europe

Leverage strong U.S. position

64

• Real Estate Finance• Collateralized Debt

Obligations (CDOs)• Structured Credit

Structured Products

Equity Derivatives

• Structured Derivatives• Third Party Distribution• Institutional Sales Coverage

Liquid Products

• Local Client Coverage• Structured Rates and Interest Rate

Derivatives• Primary Dealership


Become a top 10 investment

bank in Europe

65

Global Markets – Strategically Deploy Capital





• Increase Share in Core Trading Franchises and Structured Solutions

• Build out Principal Finance, Special Situations, and Commodities

66


Core Trading Capabilities

Build out new

businesses

Structured Solutions

Commodities and Principal Finance

Market Making Activities

Structured Finance and International

67

Core Trading Capabilities

Build out new

businesses

Structured Solutions

Commodities and Principal Finance

Market Making Activities

Rationale• Capitalize on market

growth• Leverage strengths• Client demand for capital• Utilize integrated model


68

Client Managers

Commercial Bank

Middle Market Finance Group

Global Markets Institutional Investor Clients

Banks

Origination

Hedge Funds

Insurance

Structuring

Distribution


69

Global Markets – Strategic Themes





Goals by 2011• Increase

revenues by $4 billion in 5 years

• Become a top 3 broker-dealer to targeted institutional clients

• Reach top 10 standing in Europe

Global Treasury ServicesCathy BessantPresident, Global Treasury Services

71

Global Treasury Services

• Position of strength: Operating performance and market share

• Organic growth opportunities are significant

• Strategic deployment of capital to preserve existing share and accelerate organic growth

72

Bank of America is the Dominant Global Provider of Treasury Services With a Track Record of Strong Growth

2005-2006 Global Competitor Treasury Revenue ($B)

BAC JPM Citi Wach

6.0

4.9

3.5

2.5

48.6% 56% 66.2% n/m2006 Efficiency Ratio

8.3% 3.7% 2.9% n/m2006 Op Lvg

2005 2006 2005 2006 2005 2006 2005 2006

6.7

5.2

4.1

2.7

BAC Global Treasury Services Revenue Growth ($B)

2,518 2,689 2,611 2,760

2,294 2,5153,405

4,0154.8

5.2

6.0

6.7

2003 2005 2006

2003-

CAGRNet Interest Income

2.3 2.53.3

3.9

2003 2004 2005

.3

1.6

4%

19%

1.9 12%

2003- 2006

($B)

Noninterest Income

Net Interest Income

Transaction Volume 12.1 13.0 13.7 ---- 13.2%

2.5 2.7 2.6 2.8

(Billions)

• #1 global provider as measured by total treasury revenue

• Revenue growth of 12% (CAGR) since 2003

Source: Derived from company earnings reports

73

Achievement of Organic Growth Objectives will be Supported by Strategic Capital Deployment

• Expand sales, fulfillment and servicing capabilities across all of our client segments

• Strengthen international capabilities to ensure global competence

• Significant investment in technology and platform

74

Expanded Distribution will Enable Client Acquisition and Deeper Penetration

Sales Fulfillment Service

• Expand sales distribution by ~30%

• Institutionalize world class processes to ensure rapid revenue realization and sustainable, superior service levels

• Enhance expertise and capabilities in strategic industry verticals

75

Strengthen International Capabilities to Ensure Global Competence

Client International Activities

75%84%

Source: BAC Survey of Middle Market CFOs

U.S. Middle Market Companies Doing Business Internationally

2003 2005 2006

• Gaining international share drives more U.S. share

• 92% of our strategic investment has international relevance

International Capabilities are Valued by Corporate Clients

33%

40%42%

0-10% ex-US

10-50% ex-US

>50% ex-US

BAC Share of Client Wallet by % of Client Treasury Activity Outside U.S.

BA

C S

hare

of C

lient

Tr

easu

ry W

alle

t% Client Treasury Activity Outside U.S.

87%

76

Electronic Payment Trend Creates Unique Growth Opportunity for Bank of America

BAC Total Volume Trends

2005 2006

0%

20%

40%

60%

80%

Jan.

Mar

.

May

July

Sep

t.

Nov

.

Jan.

Mar

.

May

July

Sep

t.

Nov

.

Electronic

Image

Paper

Forecast US Industry Transaction Growth Rates

2004-2009 CAGR

12%

2%

Electronic Paper

Source: McKinsey/Global Concepts

77

Investment in Technology Creates Opportunity to Seize Share in Emerging Electronic Channels

• Objective: grow share in electronic capabilities • 40% of investment targeted to electronic capabilities

BAC U.S. Paper Product Market Position

BAC U.S. Electronic Product Position

Wholesale Lockbox

Check Clearing

Controlled Disbursements

Acct Reconcilement

1

1

1

1

Rank

32%

25%

23%

21%

Share

ACH Credit Origination

Fedwire

Purchase Card

Electronic Data Interchange

Internet Info Reporting

ACH Debit Origination

2

2

3

3

3

5

Rank

14%

10%

12%

12%

10%

6%

Share

Source: Compiled from multiple industry publications

78

Global Treasury Services is Positioned for Growth

• Position of strength

• Organic growth opportunities are significant

• Accelerating investment in growth

Economy & Finance

Global Corporate & Investment Banking