We see savings rates up. We see delinquencies, and we see credit charge-offs actually at levels below where we were a year ago, I think, which many people would believe is sight to be-- to be extraordinary. And again, in this quarter, you know, from a income perspective, our consumer franchise made $1.4 billion, despite those-- despite those challenges that are out there.

I think, Andy, from a share price perspective, you know, that Citi's performance, relative to other banks, has varied through the crisis. And you know, that could continue. Over time, as we move past this crisis and demonstrate our resiliency-- and again, I think the way we've come through the past nine months has shown that so far-- we believe the stock price will adjust accordingly.

Back in March, along with other US banks, we took the proactive step to suspend share repurchases to further bolster our capital. Our capital's up at an 11.8% common equity tier 1 ratio and obviously gives us a position of strength. We continue to pay our dividend. We've got a $0.51 per quarter dividend that, you know, we came into the crisis paying. We continue to pay. And we're committed to continue to do that.

ANDY SERWER: Mike, I have to also ask you about the fact that Citi was fined $400 million earlier this month for lacking adequate risk controls and entered into a consent order with the Federal Reserve. Should investors be concerned about that?

MICHAEL CORBAT: Well, I would say first that, you know, we are disappointed that we've fallen short of our regulators expectations. And as we've said very publicly, as an institution, we are fully committed to thoroughly addressing the issues identified in those consent orders.

As part of that, there are four main areas of focus in there around risk management, data governance, controls, and compliance. And I think what-- importantly, what ties these together is, you know, the need or the desire to continue the modernization of our infrastructure, our governance, and our process.

And we have had remediation programs in place. And while we've been making progress against those, we're simply not where we need to be. And we acknowledge that.

ANDY SERWER: You've seen Black Monday, 9/11, 2008-2009-- how does this downturn compare to that?

MICHAEL CORBAT: Well, I think first, Andy, we need to recognize kind of what this is. And you know, at its core, this is a pandemic. It is a health crisis. And it will not be solved until we have an answer to that-- till we have a health answer to that.

Clearly, a manifestation of this health crisis is significant economic challenges, not just here but around the US. So I think different some other crises that have affected the financial markets, the financial markets are not at the center of this, right? It is a derivative effect of the health pandemic.

And I think the great news or the silver lining in this is that, I think, that the financial system globally-- and in particular, in the US-- comes into this as a source of strength. We talked about capital. We talked about liquidity. We talked about reserving.

And I think very importantly, what's different this time, in particular from the last crisis, is the fact that the banks and-- in particular, the big banks, right-- have played a very important-- or the very important role as that transmission mechanism between government programs, fiscal monetary-- whether it's central bank or broader government programs-- and the real economy, right? So whether it was the early days of the crisis when the Fed was injecting liquidity or they were putting in place certain types of lending facilities and liquidity facilities for the markets to take advantage of, it was the banks-- in particular, the big banks-- that actually really brought those to life.

ANDY SERWER: So how would you characterize the US economy right now? And how critical is another round of stimulus at this point?

MICHAEL CORBAT: Well, I would say that the US economy has actually performed better than expectations, right? If we take a look at, you know, what you would think would be happening around GDP, around unemployment, around the challenges of individuals, families, small business, bigger business, I think so far the programs that have been put in place by the Fed-- those programs that have been put in place coming out of Treasury-- I think have served as well.

What we don't know from where we are is what the forward trajectory looks like. And so I think right now we're all trying to watch the data to see that as we head back into colder weather, as we head back into flu season, do we actually see a continual uptick or resurgence in terms of COVID cases? As of late, we've seen a bit of that. I would say, in some cases, that was expected. But really, what we want to see is-- again, we want to see that curve turn and bend and start to go back down.

And clearly, I think we all have optimism. And there's a lot of work going on in terms of the vaccine and the antivirus out there. And you know, hopefully that's not-- that's not too far in the future and that we can get that out. We can get that scaled. We can give people the benefit of that, so that we can start to have a more expedited return to normalcy-- our willingness to use mass transportation, our willingness to go into crowded space, our willingness to go indoors into a restaurant. I think all of those things are critical.

From a stimulus perspective, I think without a doubt people recognize that we probably do need another round. I think we've got the ability to be more targeted this time in terms of those businesses, those geographies, those areas that have been more acutely affected by the virus. And I think at this point-- it sure feels like to me-- it's not about are we going to get it. It's when will it come and exactly how will that be designed as we go forward.

ANDY SERWER: You mentioned the Fed, and I want to ask you about Jay Powell and his policies, and specifically about negative rates, Mike, and how concerned are you about that. Or maybe you think that's something we should turn to.

MICHAEL CORBAT: Well, I would say-- I would say one, Andy, is that as a company-- as a bank that operates all over the world in 100 markets all over the world, we've experienced negative rates, right? We've seen them in Europe. We've seen them in Japan. We've seen them in different places in the world. So negative rates aren't-- while they might be new to the US when they come, they're certainly not new to a company like Citi and the way we operate.

I would argue-- and I think that Chair Powell has argued and argued this or stated in his testimony-- that the transmission mechanism of negative rates isn't necessarily that effective in the places where we've seen it. I think it creates strange behaviors. It creates strange bubbles. And I would say, you know, it hasn't-- hasn't in totality been all that successful.

I think what I've heard as Chair Powell spoken is a reluctance to go there and I think, you know, kind of feeling that there's maybe some other tools in the tool box that could be more effective. I think-- as an example away from the Fed, I think moving away from the monetary side of things being the answer-- maybe taking a harder look at what type of fiscal programs.

You know, we've had a lot of talk about infrastructure, other things that are out there, that could actually provide a lot of benefit broadly across the US economy or other economies. And so again, we're in unprecedented times. And I think that we should continue to think and act creatively in terms of how we attack this. And for me, negative rates is probably not-- not from what we've seen that-- the next or best place to go.

ANDY SERWER: Right. Are you guys at the bank concerned about a contested election? Have you guys discussed what that might mean for capital markets or the functioning of lending or just the banks business?

MICHAEL CORBAT: You know, it's a scenario that people talk about. And I would say that it's kind of one of the things that we are and certainly will be keeping an eye on. Again, we are a apolitical institution. And you know, the people speak. The people vote. And you know, we certainly respect that process.

In terms of kind of market disruption or how that plays forward, you know, hopefully the results are clear, whatever they are. And hopefully, there's a smooth transition around that. But again, I think that the markets and Citi will certainly be prepared.

And you know, I would-- you know, this year we've gone through unprecedented periods of volatility, of volumes. And I think the markets have stood up-- stood up very well to that.

ANDY SERWER: Talk about your employees and your teams working from home and how you've manage that with such a large-- global, as you say-- institution. What's that been like and how's it going?

MICHAEL CORBAT: Well, we've got around the globe-- as I said, you know, operating in about 100 countries and territories around the world-- we've got a little over 200,000 employees. You know, at the peak of working remotely, we had the vast, vast majority-- 90%-plus of our people-- working remotely. And I would say that the investments that we made in systems and infrastructure so far have served us really well.

And my operations and technology colleagues have done a great job. You know, during peak periods, we've had in excess of 150,000 of our colleagues in our systems working online through the Citi systems. And you know, they've stood up-- stood up very well.

And I think that, you know, a year ago if you and I would have had this conversation and said-- and I said, you know, let me tell you what we're prepared for, and let me tell you what I think we can do-- the kind of numbers I'm talking about-- you probably would have wished me well but probably thought I was a little bit crazy in terms of the ability to do that. Well, I think here we find ourselves, and that, in fact, has happened.

It is our goal. It is our objective to get our people back in the office safely. And as part of that, we're being driven by the data. It's not about a date. It's about the data.

And so again, when you look at the places we come to work, we've probably got about 60%-- or a bit over 60%-- of our people back in China and Taiwan. We've got over 30% of our people back on average across Asia. And I would say in Europe and the US, we're probably more in the low single digits to low teens.

ANDY SERWER: Looks like the chief executive is back a little bit.

MICHAEL CORBAT: Yeah. I'm here. I'm here. Yeah. I've been back for a while. And again here at headquarters, we've probably got somewhere about 10-12% of our staff in. And obviously, that-- you know, depending on the trajectory of things-- will continue to come up. But I really commend our people in terms of the work that they've done and the safe environment that they've created for us to return to.

ANDY SERWER: In September, you launched $1 billion in strategic initiatives to address the racial wealth gap. Why did you do that?

MICHAEL CORBAT: Well, you know, clearly the events not just of this year but how things have moved-- or lack of movement over time-- certainly hasn't been lost on us. And when you think of Citi's central role in local economies in the financial lives of Americans, we believe that we can have a significant impact on helping-- in this case-- to address and to close the racial wealth gap.

So in June, as protests for racial injustice-- racial justice intensified, I challenged Citi's business leaders-- my team-- to develop solutions that we could go at and attempt to tackle systemic racism in our local in our local economies and communities. And the announcement we made, Andy, around our action for racial equity was our response.

And what we did in there is try to go at this with a pretty comprehensive approach to providing greater access to banking and credit in communities of color-- by the way, what we do, right, that is our day job-- increasing investment in black-owned businesses, expanding homeownership among black Americans. And if you go back for last 10 years or so, we have-- while not being the largest bank or the largest real estate bank in the US-- we have consistently been the largest lender to the low and moderate income housing across the US. And so that, we thought, we could bring some expertise to-- and obviously, advancing anti-racist practices in the financial services industry.

So in our billion dollar commitment-- $550 million to support homeownership for people of color, $350 million in procurement opportunities for black-owned businesses. So as a company that manages big businesses, you know, we spend a lot in our communities. We obviously have the ability to drive that spend and to push that spend and really try and support black-owned suppliers. $50 million in impacting investing for capital for black entrepreneurs-- again, kind of reaching out there.

$100 million in support for the minority depository institutions, right? The minority depository institutions operate in a number of these neighborhoods that have been significantly affected in the COVID pandemic and ways that we can support them and whether that's with moneys, whether that's with lending support, whether that's helping to provide them expertise or other things that we can do to help them-- to help them continue to build their institutions. And finally, $100 million from our foundation in grants to support community change agents for addressing racial equity.

So you know, real money, real tangible actions-- we're excited as an institution around it. We've already begun to get out there and to kind of put these moneys and to put our efforts to work. And the institution is completely behind it and I think excited by it.

ANDY SERWER: And finally, Mike, I'd be remiss if I didn't ask you about this major changing of the guard that is taking place right now. You're leaving the bank after-- OK, I got to do the math-- 37 years, right?

MICHAEL CORBAT: That's right.

ANDY SERWER: 37 years. And Jane Fraser is taking over as the first woman to lead a major US bank in February. What's your legacy? What can we expect from Jane? How's the transition going?

MICHAEL CORBAT: My thinking was influenced by a few things. One, is going back to 2017 when we did our big investor day, we embarked on a three-year plan that would take us through the end of 2020. And it's kind of always been my ambition to see that through.

Second, as you mentioned, I have a ready-now successor. Jane has been with us for going on 16 years. She's had a number of jobs across the organization. She and I have worked always very, very closely together. And you know, in many ways, we've been preparing her for quite a while.

As I kind of think about the accomplishments or kind of what happened on my watch, obviously coming out of the crisis, we increased Citi's net income from around $7-7.5 billion to over $19 billion last year. We more than doubled our return on assets in terms of our portfolio. Our return on tangible common equity went from about 5% to north of 12%, closing the gap with our peers.

We went from returning hardly any capital in 2012 to returning nearly $80 billion in capital to our shareholders in the last six years. And we've reduced our share count by about 30%. And I think all of that hard work and what we've done so far, I think, is very positively manifesting itself in terms of how we're coming through COVID, in terms of our performance, of our resilience, and I think the trajectory that the firm is on.

So I'm proud of a proud of what we've done. And I'd say I'm very confident in terms of the great management team we have in place. And I know Jane's going to be a fantastic CEO.

ANDY SERWER: And we wish you well. Michael Corbat, CEO of Citi. Thank you so much for joining us.

MICHAEL CORBAT: Thanks for having me.