BancAnalysts Association of Boston 2015 Conference

November 5, 2015

Use of non-GAAP financial measuresThis document contains GAAP financial measures and non-GAAP financial measures where management believes it to be helpful in understanding Huntington’s results of operations or financial position. Where non-GAAP financial measures are used, the comparable GAAP financial measure, as well as the reconciliation to the comparable GAAP financial measure, can be found in this document, the 2015 third quarter earnings press release, or the Form 8-K related to this document, all of which can be found on Huntington’s website at www.huntington-ir.com.

Annualized dataCertain returns, yields, performance ratios, or quarterly growth rates are presented on an “annualized” basis. This is done for analytical and decision-making purposes to better discern underlying performance trends when compared to full year or year-over-year amounts. For example, loan and deposit growth rates, as well as net charge-off percentages, are most often expressed in terms of an annual rate like 8%. As such, a 2% growth rate for a quarter would represent an annualized 8% growth rate.

Fully-taxable equivalent interest income and net interest marginIncome from tax-exempt earning assets is increased by an amount equivalent to the taxes that would have been paid if this income had been taxable at statutory rates. This adjustment puts all earning assets, most notably tax-exempt municipal securities and certain lease assets, on a common basis that facilitates comparison of results to results of competitors.

Earnings per share equivalent dataSignificant income or expense items may be expressed on a per common share basis. This is done for analytical and decision-making purposes to better discern underlying trends in total corporate earnings per share performance excluding the impact of such items. Investors may also find this information helpful in their evaluation of the company’s financial performance against published earnings per share mean estimate amounts, which typically exclude the impact of Significant Items. Earnings per share equivalents are usually calculated by applying a 35% effective tax rate to a pre-tax amount to derive an after-tax amount, which is divided by the average shares outstanding during the respective reporting period. Occasionally, when the item involves special tax treatment, the after-tax amount is disclosed separately, with this then being the amount used to calculate the earnings per share equivalent.

RoundingPlease note that columns of data in the presentation may not add due to rounding.

Basis of Presentation

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Do we consolidatethis and next slide?

Significant Items

From time to time, revenue, expenses, or taxes are impacted by items judged by Management to be outside of ordinary banking activities and/or by items that, while they may be associated with ordinary banking activities, are so unusually large that their outsized impact is believed by Management at that time to be infrequent or short term in nature. We refer to such items as "Significant Items". Most often, these Significant Items result from factors originating outside the company – e.g., regulatory actions/assessments, windfall gains, changes in accounting principles, one-time tax assessments/refunds, litigation actions, etc. In other cases they may result from Management decisions associated with significant corporate actions out of the ordinary course of business – e.g., merger/restructuring charges, recapitalization actions, goodwill impairment, etc.

Even though certain revenue and expense items are naturally subject to more volatility than others due to changes in market and economic environment conditions, as a general rule volatility alone does not define a Significant Item. For example, changes in the provision for credit losses, gains/losses from investment activities, asset valuation write downs, etc., reflect ordinary banking activities and are, therefore, typically excluded from consideration as a Significant Item.

Management believes the disclosure of “Significant Items”, when appropriate, aids analysts/investors in better understanding corporate performance and trends so that they can ascertain which of such items, if any, they may wish to include/exclude from their analysis of the company’s performance - i.e., within the context of determining how that performance differed from their expectations, as well as how, if at all, to adjust their estimates of future performance accordingly. To this end, Management has adopted a practice of listing “Significant Items” in its external disclosure documents (e.g., earnings press releases, quarterly performance discussions, investor presentations, Forms 10-Q and 10 K).

"Significant Items" for any particular period are not intended to be a complete list of items that may materially impact current or future period performance. A number of items could materially impact these periods, including those described in Huntington’s 2014 Annual Report on Form 10-K and other factors described from time to time in Huntington’s other filings with the Securities and Exchange Commission.

Basis of Presentation

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This document contains certain forward-looking statements, including certain plans, expectations, goals, projections, and statements, which are subject to numerous assumptions, risks, and uncertainties. Forward-looking statements may be identified by words such as expect, anticipate, believe, intend, estimate, plan, target, goal, or similar expressions, or future or conditional verbs such as will, may, might, should, would, could, or similar variations.

While there is no assurance that any list of risks and uncertainties or risk factors is complete, below are certain factors which could cause actual results to differ materially from those contained or implied in the forward-looking statements: (1) worsening of credit quality performance due to a number of factors such as the underlying value of collateral that could prove less valuable than otherwise assumed and assumed cash flows may be worse than expected; (2) changes in general economic, political, or industry conditions; uncertainty in U.S. fiscal and monetary policy, including the interest rate policies of the Federal Reserve Board; volatility and disruptions in global capital and credit markets; (3) movements in interest rates; (4) competitive pressures on product pricing and services; (5) success, impact, and timing of our business strategies, including market acceptance of any new products or services implementing our “Fair Play” banking philosophy; (6) changes in accounting policies and principles and the accuracy of our assumptions and estimates used to prepare our financial statements; (7) extended disruption of vital infrastructure; (8) the final outcome of significant litigation or adverse legal developments in the proceedings; (9) the nature, extent, timing, and results of governmental actions, examinations, reviews, reforms, regulations, and interpretations, including those related to the Dodd-Frank Wall Street Reform and Consumer Protection Act and the Basel III regulatory capital reforms, as well as those involving the OCC, Federal Reserve, FDIC, and CFPB; and (10) the outcome of judicial and regulatory decisions regarding practices in the residential mortgage industry, including among other things the processes followed for foreclosing residential mortgages. Additional factors that could cause results to differ materially from those described above can be found in Huntington’s 2014 Annual Report on Form 10-K, and documents subsequently filed by Huntington with the Securities and Exchange Commission. All forward-looking statements included in this document are based on information available at the time of the release. Huntington assumes no obligation to update any forward-looking statement.

Forward Looking Statements

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• Evolution of Huntington’s Strategy• Important Messages

PresenterMac McCullough• Senior Executive Vice President – Chief Financial Officer

Also PresentMark Muth• Vice President – Director of Investor Relations

Discussion Topics

5

In 2009 with skepticism of banks at an all-time high, we began with…

Welcome6

Actions Taken To Accelerate Huntington

7

Focused the Business Model

Investing in the Franchise

Built the Brand

Disciplined Execution

• Focus on Consumer, Small to Medium Enterprises (includes CRE) and Auto

• Improve balance sheet mix (Deposits & Loans)

• Intense execution and sales management• Accelerated change to drive a high

performance culture

• Introduced Fair Play with distinctive, customer-friendly products

• Colleagues created a welcoming experience with high levels of customer service and advocacy

• Increase in marketing investments

• Integrated distribution: Branch, ATM, Relationship Managers, Digital, Mobile, Call Center

• Comprehensive rebrand / refresh of all customer touchpoints (e.g., branch, ATMs, plastics, checks, websites, etc.)

• Technology investments• Data and analytics

• Invest in the business while committing to positive operating leverage

• Bring risk management with long-term focus – delivering low relative volatility through the cycle

• Delivering on commitments

Alignment of Management, Colleagues and Long term Shareholders

When Other Banks Started Adding Fees…

Introduced an innovation to resolve a significant customer pain point

More timeNot more fees

24-Hour GraceTM

Customers believe banks “nickel and dime” them at every opportunity … especially overdrafts.

24-Hour Grace showed we are not like other banks.

Launched a simplified free checking account people can understand

It’s free checking. No minimum balances, hoops, surprises or hidden catches.

With free alerts, free linked savings and free overdraft transfers, it embodies a bank committed to doing the right thing.

Introduced mobile and online banking features to empower customers

MarketWatch

My Bank Tracker, June 16, 2011

American Banker

8

When Other Banks Started Adding Fees…

Launched an innovative credit card that gives customer’s a voice

Voice Credit Card™ gives customers 3x rewards in the category they choose plus no annual fee, no foreign transaction fees and Late Fee Grace™

Invested in our ATM fleet, creating simpler, envelope-free deposits

Columbus Dispatch, February 18, 2013

Added an innovation giving customers all day to make deposits

ALL DAY DEPOSIT gives customers until midnight to make ATM deposits, online transfers and mobile deposits that count the same day.

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710

730

750

770

790

810

830

850

2011 2012 2013 2014 2015

JD Power & Associates Customer Satisfaction

Huntington Industry

30%

35%

40%

45%

50%

55%

60%

65%

70%

2011 2012 2013 2014 2015

TNS Primary BankOverall Satisfaction

Huntington Industry

Overall Satisfaction: Best and Improving

10

JDPA: Overall Customer Satisfaction IndexTNS: Overall, how satisfied are you with [PRIMARY BANK]? Please use a scale of 1 to 10 where 10 means extremely satisfied.

11

Growth Opportunity Continues as Switching Preference is Much Greater than Current Share

Independent study by TNS… In the Midwest, which bank would you be most likely to move to?

HBA

N

TNS’ Retail Banking Monitor

$129

$229

$100

$120

$140

$160

$180

$200

$220

$240

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

945

1,508

900

1,000

1,100

1,200

1,300

1,400

1,500

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

123

169

100

110

120

130

140

150

160

170

180

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

Business RelationshipsConsumer Households

Industry-leading Customer AcquisitionConsumer revenue growth aided by share of wallet improvement

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Hou

seho

lds /

Rel

atio

nshi

ps (0

00’s

)

$229

$289

$200

$210

$220

$230

$240

$250

$260

$270

$280

$290

$300

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

HH

/ R

elat

ions

hip

Rev

enue

($M

M)

13

Investing in the Franchise: Business

123

169

100

110

120

130

140

150

160

170

180

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

Business RelationshipsDistinguished Products & Industry Expertise

Share of Wallet

25%

44%

20%25%30%35%40%45%50%

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

Product Penetration 4+ Services / BR

Treasury Management

2010-2015

TechnologyFinance

2015

CorporateBanking

2009

ForeignExchange

2009

FranchiseBanking

2011

Healthcare

2011

Syndications

2011

Energy

2012

Food and Agribusiness

2012

Commercial Card

2013

International

2012

EquipmentFinance

2010

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Investing in the Franchise: Consumer

945

1,508

900

1,000

1,100

1,200

1,300

1,400

1,500

1Q10

2Q10

3Q10

4Q10

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

Consumer HouseholdsDistinguished Products & Superior Customer Service

Share of Wallet

39%

51%

35%

40%

45%

50%

55%

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

1Q13

2Q13

3Q13

4Q13

1Q14

2Q14

3Q14

4Q14

1Q15

2Q15

3Q15

Product Penetration 6+ Services / HH

13%

11%

16%14%

30%

16%

2008 HBAN Deposits Balance & Mix

Source: SNL Financial, FDIC

• DDA-noninterest bearing remains opportunity for further mix improvement• Given market position, we believe cost of deposits in a higher interest rate

environment should be below peers

20%

30%

40%

50%

60%

Peer

1

HBAN

Peer

2

Peer

3

Peer

4

Peer

5

Peer

6

Peer

7

Peer

8

Peer

9

Peer

10

Peer

11

Peer

12

% of Bank Deposit $s in Accounts with <$250K, 2Q15

31%

12%36%

10%

5%6%

3Q15

Disciplined Execution:Low Cost and Granular Deposit Mix

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Disciplined Execution:Invested In Distribution While Optimizing

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• Build-out of In-Store strategy to be substantially complete by 1Q16

92 Giant Eagle in-store offices open; 1 to open in 4Q15 (77 breakeven or better in July)65 Meijer in-store offices open by 3Q15-end; 20 to open in 4Q15 (26 breakeven or better in July)In-store branches receive highest customer service scores across branch network

• Optimizing the traditional branch network where opportunities present

Consolidated 24% of 2009 year-end branches (including acquisitions)

140%

19%

8% 7%

1% 1% 1% 3% 6%12% 12% 14%

22%

Peer

1

HBAN

Peer

2

Peer

3

Peer

4

Peer

5

Peer

6

Peer

7

Peer

8

Peer

9

Peer

10

Peer

11

Peer

12

Net Change in BranchesSince 2009 end

Sources: SNL Financial, FDIC; Peers include ASB, BBT, CMA, FHN, FITB, FNFG, KEY, MTB, PNC, RF, STI, & ZION.

• In-Store branches are full service and are open 7 days / week (approximately 70 hours / week)

• In-Store branches, approximately 1/8th the startup cost of a large traditional branch

• In-Store Strategy as a whole turned profitable in 2Q15 and continues to generate profitable growth

30

40

50

60

70

80

90

100

Feb 13 Jan 14 Jan 15

%of

Tran

sactions

(Branch)

Huntington

Deposit Breakdown by Channel (Consumer and Small Business)

0

10

20

30

40

50

60

Feb 13 Jan 14 Jan 15

%of

Tran

sactions

(ATM

)

0

1

2

3

4

5

6

7

8

9

10

Feb 13 Jan 14 Jan 15

%of

Tran

sactions

(Mob

ile)

Source: Huntington Transaction Data (Feb 13 – Jan 15)

Update: As of July, HNB branch deposits were 70.8%

Update: As of July, HNB mobile deposits were 7.7%

Update: As of July, HNB ATM deposits were 21.5%

HNB Rollout of Image Enabled ATMs

Branch ATM Mobile

Strategic Initiative in progress: Leveraging customer insights to optimize our distribution

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Source: Novantas Sales Preference Survey

Purchase Rates vs. Branch Share Purchase Rates vs. Convenience

0%5%10%15%20%25%30%35%40%45%

0% 5% 10% 15% 20%

PURC

HASE

RATE

BRANCH SHARE

0%5%10%15%20%25%30%35%40%45%

0% 10% 20% 30% 40% 50%

PURC

HASE

RATE

IMAGE OF CONVENIENCE

Historical way to think about growing market share

Strategic Initiative in progress: Leveraging customer insights to optimize our distribution

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New way to think about growing market share

Perceived convenience is not only more predictive of growth, it also provides a path for growth that is less capital intensive, potentially faster deployment, faster return on investment, and enables more diversification of assets.

• Board defined aggregate moderate-to-low risk• Board and CEO set the “Tone at the Top”• Strong risk management processes; 3 lines of defense, data driven,

concentrations & limits, high accountability• Significant investment in risk management personnel and process• “Everyone Owns Risk” around an aggregate moderate-to-low risk culture • Disciplined management of credit risk – hold limits, concentrations limits,

timely approval process, active portfolio management with very good MIS• Liquidity significantly enhanced by change in funding mix and industry

leading customer share of wallet• Belief that managing lower credit risk will reduce earnings volatility providing

more stable returns and higher capital generation over time• Higher capital generation will provide more flexibility and strength, as well as

drive higher creation of shareholder value

Risk Management is at the Core of Huntington’s Evolution

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Our strategy is centered around the following themes

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Marketing: Expand industry-leading brand promise and delivery – “Category of One”

Technology: Focus on Digitization, Omni-channel, Cyber-security

Profitable Growth with Low Relative Volatility

Customer Experience and Client Advocacy

Optimization of Distribution

Enhanced Employee Engagement

Customer Acquisition and Deepening

• Multi-channel optimization

• Micro-market approach leveraging digital investments

• New branch formats and offering self-serve

• Optimal Customer Relationships (OCR)

• Deliver an “Omni-channel” customer experience

• New products & experiences that reflect customer behavior and need

Risk Management: Maintain Aggregate “Moderate to Low” Risk Appetite – “Everyone Owns Risk”

• Improve banker/ teller work-tools

• Innovative banker roles

• Engage Millennial employee base

• Opportunities for training, development, advancement

• Data & Analytics

• Digital Strategic Investments

• Disciplined Sales Execution

• Continued Focus on “Fair Play”

Proactively Increase Scale: Continued focus on organic growth and selective, disciplined M&A

Focus is on Consumer, Small to Medium Enterprises (including CRE) and Auto

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Long-Term Financial Goals

Focused the Business

Model

Built the Brand

Investing in the Franchise

DisciplinedExecution

Delivering on Commitments to Our 4 Constituents

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To Our Shareholders• Highest 3Y & 5Y Total

Shareholder Return among regional bank peers

• Relative TBV multiple from historical 10% discount to peers to a 15% premium

• Disciplined investment process to deliver stable returns

To Our Customers To Our Colleagues To Our Communities• Distinctive, easy to

understand products

• Award-winning customer service

• More convenience

• Investments across all business segments

• Launched new training programs across all levels of the organization

• Annual VOICE colleague engagement survey with responsive action plans

• Created 10 Business Resource Groups

• Leadership through high levels of volunteerism and community involvement

• Financial Support – local decisions

• Financial education to community members of all ages

+151%

+107%

Total Return (1/14/09 – 10/31/15) 1 YR 3 YR Total

HBAN +13% +83% +151%

KBW Regional Bank Index (KRX) +11% +64% +107%

Important Messages• Focus on delivery of consistent through-the-cycle shareholder returns

• Fundamentally changed the business model of the company - “Tone at the top” that everyone owns risk- Migrated loan and deposit mix to improve funding, reduce risk- Meaningful investment in centralization, technology, people and process

• Remain focused on areas of expertise with sustainable competitive advantages- Consumer Banking- Small Business and Middle Market Commercial - Auto Finance

• Driving growth through execution and a differentiated customer experience

• Commitment of positive operating leverage in 2015

• High level of employee and shareholder alignment

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Investor / Analyst Contacts:Mark Muth

Director of Investor Relations(614) 480-4720

Mark.Muth@Huntington.com