Evolving Our Differentiated Model:

Community Banking – CommercialDavid WeaverPresident, Community Banking

Investor Day 2018

2

Key Takeaways

1Operating a

premier model for Commercial

Banking with key

differentiation

Changing client

expectations and

competitive

challenges require

greater efficiency

and higher quality,

more insightful

execution

23

Leveraging data

and digitizing

processes is critical to an easy,

simple, fast client

experience 4Taking bold

actions to evolve

our business and

ensure the Perfect

Client Experience

3

Community Banking – Commercial Structure

The Community Banking structure supports our client-centric strategy

Benefits of our structure

We rely on being close to the client and our structure lets us bring everything the

bank has to offer through our Relationship Managers

▪ Organized into 24 regions

▪ Each region is led by a Regional

President – the chief integrator –

who is empowered to do the right

thing for the client

▪ The Regional President is primarily

responsible for driving Commercial

business

▪ Gives voice to the client

▪ Local, visible leadership

▪ Local decision making

▪ Builds partnerships across the bank

▪ Geographic diversification

4

Client Focus through Dedicated Segment Coverage

Client Segments

Branch

Small

BusinessCommercial

Regional

CorporateLarge

Corporate

Small

Business

Revenue < $1MM

Revenue

$1-5MM

Revenue

$5-75MM

Revenue

$75-500MM

Revenue $500MM+

Managed

by:

# of

Households:

Market

Leaders

Small Business

SpecialistsCommercial

Relationship

Managers

Regional

Corporate

Bankers

Capital

Markets

Corporate

Bankers

83,000 7,50057,500

Community Bank Commercial

As of 09/30/2018

CRE

Revenue

$15-500MM

8,800

CRE

Bankers

Diversification Drives Revenue and Net Income

YTD as of 09/30/2018

Revenue Diversification by Segment Net Income Mix by Segment

Community Banking –Retail &

Consumer Finance

43%

*Total segments excluding Other, Treasury & Corporate

Community Banking –Retail &

Consumer

Finance44%

Community

Banking –Commercial

23%

Insurance Holdings & Premium Finance

16%

Financial Services &

Commercial Finance

17%

5

Community Banking –

Commercial 33%

Financial Services &

Commercial Finance

17%

Insurance Holdings & Premium Finance

7%

C&I and

Owner

Occupied

39.0%

CRE IPP

29.3%

C&I Tax

Free, ABL,

Other

19.9%

CRE

Construction

and Dev

8.4%

Dealer Floor

Plan

3.4%

Provides BB&T With Diversified Balance Sheet and

Noninterest Income Growth

Noninterest

Bearing

58.1%

Money

Market,

Savings,

Time

27.4%

Interest

Checking

14.5%

Dealer

Floor Plan

1.0%

Deposit Mix

Loan Mix

Based on Segment reporting for period ended 09/30/2018

Deposit revenue represents funds transfer pricing (FTP) credits; excludes FTP debits for nonearning assets 6

Noninterest Income 15.6%

C&I Loans 16.2%

Noninterest-bearing deposits

37.9%CRE Loans

15.1%

Interest-bearingdeposits

14.2%

Segment Revenue Mix

7

Community Banking – Commercial Financial Results($ in billions)

$49.0

$51.5$52.5

$40.0

$45.0

$50.0

$55.0

2016 2017 YTD 2018

Average Total Loans62% C&I / 38% CRE

$1.14

$1.40

$1.65

$0.00

$1.00

$2.00

2016 2017 2018 est

Pre-Provision Net Revenues*

$32.0

$34.4 $34.5

$20.0

$30.0

$40.0

2016 2017 YTD 2018

Average Noninterest-bearing DDA58% of total deposits

* PPNR represents pre-tax income on a fully taxable-equivalent basis before the provision for credit losses; reflects segment accounting change for loan origination costs implemented mid-year 2017

Balance sheet data is as of 09/30/2018

2018 estimated is 09/30/2018 annualized

New Loan Production

$15.70

$18.69$17.54

$0.00

$10.00

$20.00

2016 2017 2018 est

8

Community Banking – Commercial Financial Results($ in billions)

$0.39$0.42 $0.43

$0.00

$0.25

$0.50

2016 2017 2018 est

Noninterest Income Revenues (TE)

Pre-Tax Income

$2.45$2.60 $2.68

$0.00

$1.00

$2.00

$3.00

2016 2017 2018 est

$1.14$1.28

$1.48

$0.00

$0.50

$1.00

$1.50

$2.00

2016 2017 2018 est

2018 estimated is 09/30/2018 annualized

*Reflects segment accounting change implemented mid-year 2017

**Headcount includes production and production support associates only

52.0%

45.1%

37.8%

0.0%

20.0%

40.0%

60.0%

2016 2017 YTD 2018

Efficiency Ratio*

Reduced

headcount by

225 (12%) in

last 2 years**

9

Community Banking – Commercial Credit Quality

0.10%

0.05%

0.03%

0.00%

0.05%

0.10%

0.15%

2016 2017 9/30/2018

Past Due Loans / Total Loans Net Charge-offs / Average Loans

Nonperforming Loans / Total Loans

2018 net charge-offs annualized

Past due and nonperforming loan percentages calculated based on quarterly average balances

0.85%

0.72%

0.57%

0.00%

0.50%

1.00%

2016 2017 9/30/2018

0.04%

0.06% 0.06%

0.00%

0.05%

0.10%

2016 2017 YTD 2018

10

Community Banking – Commercial Model

Focusing on

our Clients

Supporting our

Associates

Improving our

Communities

Driving Value

for our

Shareholders

▪ Staying close to the client with local delivery and decision making

▪ Building relationships for the long-term based on fairness, transparency and respect

▪ Delivering financial advice and Intellectual Capital through Financial Insights

▪ Innovating to improve client solutions and operating efficiency

▪ Hiring and developing talented bankers to better serve our clients

▪ Empowering their efforts

▪ Offering great products

▪ Providing excellent tools and resources

▪ Enhancing compensation programs

▪ Lighthouse Projects

▪ Financial Wellness and Knowledge

▪ Small Business Administration (SBA)

▪ BB&T Leadership Institute

▪ Upholding strong credit and risk management cultures

▪ Focusing on productivity and process improvement

▪ Delivering strong revenue and growth

▪ Unwavering expense discipline

▪ We are client-service oriented

▪ We believe in relationships

11

It Starts With the Client

Source: Greenwich Associates

Received 24Greenwich Excellence

Awards for

overall satisfaction and

outstanding client

service in 2017

How are we doing?

BB&T has been

awarded 181 Small

Business and Middle

Market Banking awards from

Greenwich Associates

since 2009We do a great job serving

our clients based on

Greenwich resultsThrough 2Q 2018, peer leading results for:

▪ Overall satisfaction

▪ Responsiveness and prompt follow up

▪ Providing advice

▪ Understanding your industry

▪ Flexible credit terms and conditions

▪ Willingness to extend credit

12

Key Differentiator:Integrated Relationship Management (IRM)

Focus on our clients’ needs

Integrate with our internal and external partners (the experts)

Execute with excellence to meet our clients’ needs

Build relationships founded on trust

Focus Integration Execution Trust

13

▪ Leads a client or prospect

through a customized

discovery process enabling

the banker to develop a

deeper understanding of the

business and the industry

▪ Ensures the banker is

reviewing the financial

position of the business and

providing advice about how that business can improve

performance

▪ Challenges the business

owner to think more

strategically about his/her company and generate

ideas to grow or improve the

business

Key Differentiator: Financial Insights

14

Key Differentiator:BB&T Leadership Institute

Leadership Institute Solutions

Client Impact▪ Develops dynamic leaders

▪ Increases employee retention

▪ Improves bottom line

▪ Supports communities through

philanthropic activities

15

The World Has Changed – We Must Change With It

▪ Use data to sharpen focus on the markets

and businesses to target with the most

relevant offers

▪ Improve product access, functionality

and flexibility

▪ Enable Relationship Manager productivity

through process efficiency and

automated insights

▪ Streamline and simplify processes through

digitization – ease of doing business is key!

▪ Rapidly evolve to meet ever increasing

client expectations

B a n k s t h a t t h r i v e w i l l :

16

How Do We Do This?

17

Client Experience

18

Strengthening Financial Insights

Enhance Content Deepen Financial Analysis

Capture Knowledge Create Client Profile

Automate Recommendations

Support Follow-Up

Benefits: ✓ More distinct client experience

✓ Positions banker as trusted advisor✓ Elevates banker quality✓ Improves consistency

Automated creation of presentations in 2018,

improving delivery from 400 per month to over 800per month since initial rollout in 2016

▪ News and social media

▪ External wallet data

▪ Capture what the banker learns

about the business in Salesforce

▪ Automate product

recommendations from client

profile

▪ Comparison to best in class

▪ Automated observations and

advice

▪ What-If modeling

▪ Aggregate client data from

multiple sources

▪ Provide to banker for better

preparation

▪ Generate follow-up reminders

▪ Prioritize future contacts

19

Improving Ease of Doing Business

What does ease of doing business

mean to our customers?

Enhancements in Process:

▪ Reconceptualizing the business lending

process including origination, servicing,

structure, roles and responsibilities– Commercial Optimization Council

– Collaborative Laboratory (CoLab)

– End-to-end process redesign

▪ Digitizing new client onboarding

▪ Streamlining deposit account opening

▪ Simplifying Treasury onboarding process and access to data

Benefits: ✓ Increases client satisfaction

✓ Improves associate morale

✓ Creates efficiency

Ease of doing business remains a critical factor in driving satisfaction and loyalty

Implemented improvements to reduce time to

fulfill small loan requests from 28 days to 3 days!

Source: Greenwich Associates

20

Productivity

Prospecting to grow

households

0.5

1.0

Driving increased

calling activity

1.3

2.0

21

Optimizing Productivity

Executing the

BB&T

Leadership

Model and inspecting

what we expect

Adhering to

segmentation

Leveraging new incentive program to drive profitable

productivity

Optimizing delivery of Financial Insights & Leadership Institute

Driving deeper

penetration of core

commercial

products

Associates

Developing improved recruiting

& onboarding

Improving support resources

Enhancing sales &

credit training

Benefits: ✓ Efficiency

✓ Effectiveness

✓ Reduced

variability

Activity Sales Process

per RM per day

per RM per day

800

1,250

Delivered per month

22

Sales & Service Model Evolution

23

Optimizing Our Structure

Benefits: ✓ Better client

experience

✓ Greater efficiency

✓ Deeper penetration

✓ Household growth

✓ Increased

accountability

✓ More face-to-face

time with client

✓ Improved productivity

✓ Less administrative

burden

✓ Specialization of

responsibilities

Reconceptualizing the Small Business Delivery Model

Optimizing Market Structure

▪ Revise Segmentation▪ Build out centralized sales team▪ Provide more centralized credit

support▪ Align resources to support new

delivery model

▪ Determine span-of-control for managers

▪ Outline use of player/coach positions▪ Realign resources in support of end-

to-end credit process redesign▪ Identify additional functions that

could be performed more efficiently

by a dedicated, centralized group

Benefits: ✓ Enhance growth in high opportunity markets

✓ Focus resources in growth markets

✓ Maximize profitability in maintain markets

24

Differentiating Markets Based on Opportunity

Aligning guidance based on market

opportunity related to:▪ Performance Expectations

▪ Banker Portfolio Size

▪ Staffing Levels and Locations

Categorizing our markets

GROW M AINTAIN EXIT ENTER

25

Technology

26

Building an End-to-End Online Platform

Use Data to Automate

Recommendations & Advice

Augment data by collecting

information directly from clients through

online channels

Deliver prioritized contact prompts

to bankers

Present Recommendations &

Advice across channels

Complete Sales and Servicing

online or in person

Loop in Feedback to

inform the System over time

Learn & Refine

Learn & Refine Learn & Refine

Learn & Refine

Benefits:✓ Client

experience

✓ Efficiency

✓ Consistency

✓ Banker

confidence

27

Enhancing Salesforce to Drive Results

Prioritize client and prospect

outreach based on past activity, history, potential

needs, value

Increase collaboration with product

partners

Integrate Financial Insights

Deliver more relevant content to better inform

bankers

Benefits:✓ Enhances the client experience

✓ Drives revenue

✓ Improves banker efficiency

✓ Creates more accountability

28

Product Enhancements

29

▪ Loans

– Streamlined Working Capital

operating model

– Launched Dealer Commercial

Services growth plan including

focus on large segment

– Expanding SBA lending program

– Better leverage Single Family

Residential Construction platform

▪ Deposits

– Creating more comprehensive

commercial deposit product sets

to support cash flow management

▪ Fee Based Revenue

– Institutionalize IRM using data and

CRM capabilities

– Enhance Treasury offerings

▪ Creating customized product suites

by industry based on common

usage

Improving Products

Our overarching goal is to enhance the Client Experience through improved functionality,

value, account opening processes, and account access

Operating DDA

Merchant Services

Small Business Online/Cash

Manager Online

Owner Occupied Real

EstateEquipment

Remote Deposit/

Treasury

Line of Credit

Veterinarian Practices

+59%

+15%

+33%

Year-over-year New Production growth through 09/30/2018 for Working Capital and Dealer Commercial Services; SBA increase reflects 7(a) loans approved by SBA

30

Evolve to Drive Performance

People Process Product

Focused on:▪ Maintaining and building strong client relationships

▪ Adding value through a differentiated client experience

▪ Investing in and evolving our business to drive improved financial results

▪ Improving processes and streamlining structure to drive greater efficiency

31

Key Takeaways

1Operating a

premier model for Commercial

Banking with key

differentiation

Changing client

expectations and

competitive

challenges require

greater efficiency

and higher quality,

more insightful

execution

23

Leveraging data

and digitizing

processes is critical to an easy,

simple, fast client

experience 4Taking bold

actions to evolve

our business and

ensure the Perfect

Client Experience