The Road AheadBrant StandridgePresident, Retail Banking

Investor Day 2018

2

Key Takeaways

1 Organizing for

exceptionalism

Enhancing the

client experience23

Capitalizing on untapped

revenue

opportunities 4Optimizing and

streamlining our businesses while

building the

roadmap for the

new retail bank

Diversification Drives Revenue and Net Income

YTD as of 09/30/2018Total segments excluding Other, Treasury & Corporate

Revenue Diversification by Segment Net Income Mix by Segment

Community Banking –

Retail & Consumer

Finance43%

Community Banking –

Retail & Consumer

Finance44%

Community Banking –

Commercial 23%

Insurance Holdings & Premium Finance

16%

Financial Services &

Commercial Finance

17%

3

Community Banking –

Commercial 33%

Financial Services &

Commercial Finance

17%

Insurance

Holdings

&

Premium

Finance

7%

4

Retail Bank Overview

▪ Community Banking – Retail– Provides Consumer and Small Business clients with a full

service, consultative banking experience through

deposits, lending and fee-based products and services

▪ Card Based Services – Provides credit/debit/prepaid cards and bill pay products

for Retail and Commercial clients as well as payment

processing through its three lines of business: BankCard

Services, Retail Payments and Merchant Services

▪ Mortgage– Provides mortgage products and services through Home

Mortgage Retail Lending, Correspondent, Mortgage

Servicing and Mortgage Warehouse Lending (MWL)

▪ Dealer Retail Services– Provides financing for the purchase of new and used

automobiles, as well as marine and recreational vehicles

through its lines of businesses: Dealer Finance, Regional

Acceptance Corporation (RAC), BB&T Recreational

Lending and Hann Financial Services

▪ Sheffield– Provides consumer financing for the purchase of outdoor

power equipment, powersports and trailers through

established original equipment manufacturer

relationships and an expansive dealer network

▪ Commercial Equipment Capital (CEC)– Provides small ticket financing structures and programs for

commercial equipment as well as software for businesses,

non-profits and municipalities nationwide

Revenue MixLines of Business

Revenue Mix as of YTD 09/30/2018

Community

Banking –

Retail

50%

Card

Based

Services

15%

Mortgage

14%

Dealer

Retail

Services

15%

Sheffield

5%

CEC

1%

5

Financial Overview

6

Turning to Stronger Performance$ in billions

$5.7$6.0

$5.4

$7.7

$7.1

$5.0

$6.0

$7.0

$8.0

3Q17 4Q17 1Q18 2Q18 3Q18

Loan Production

$64.3 $63.6 $62.8 $63.5$65.4

$50.0

$60.0

$70.0

3Q17 4Q17 1Q18 2Q18 3Q18

Average Loan Balances

$62.0 $62.9 $62.0

$14.0 $15.7 $16.8

$50.0

$60.0

$70.0

$80.0

2016 2017 YTD 2018

Interest-bearing Deposits DDA

Average Deposits

2018 estimated is 09/30/2018 annualized

$76.0$78.6 $78.8

$4.8

$5.0$5.1

$4.2

$4.5

$4.7

$5.0

$5.2

2016 2017 2018 est

Revenues (TE)

7

Turning to Stronger Performance$ in billions

$2.47

$2.73$2.68

$2.00

$2.25

$2.50

$2.75

$3.00

2016 2017 2018 est

Expenses

*Includes retail and commercial2018 estimated is 09/30/2018 annualized

50.5%53.9%

51.3%

0.0%

20.0%

40.0%

60.0%

2016 2017 YTD 2018

Efficiency Ratio

6,38413,205

61,865

0

25,000

50,000

75,000

2016 2017 YTD 2018

Net New Accounts*

2,1962,049

1,958

1,000

1,500

2,000

2,500

2016 2017 9/30/2018

Branch Count

3MM+

active

digital

users

8

Organizing for Exceptionalism

Commercial Equipment Capital

787K Indirect Loans

9

Card Based

Services

Home Mortgage

Dealer Retail Services

747K Mortgages

4.3MM Households

BB&T Retail & Small Business Clients

950K Clients

17K Clients

Sheffield

3.8MM/54KCardholders/

Merchants

15,000 clientcontacts daily

Community

Banking – Retail

Client Care Center

Organizing for Exceptionalism: Client-Focused Retail Bank

Client

Feedback

10

Lending

Fee Generation

Digital/Omnichannel

Client Experience

Deposits and New Household Generation

Payments1

2

3 4

5

6

Leadership

Regional

Visits

“Voice of

the Client”

Client Problem Resolution

Branch Channel Roadmap R3New Lending

Products & Processes

New Deposit Products

Small Business Enhancements

Digital Migration

ATM Roadmap

Organizing for Exceptionalism: Responding to the Client

11

Enhancing the Client Experience

Enhancing the Client Experience: A Holistic View of Our

Clients’ Journeys

Preferences Voice of the Client Platform

Digital

Branch

Client

Service

Centers

ATM

12

13

INTERACTIVE FRAUD ALERTS

CARD CONTROLS

MOVING TOWARD OMNICHANNEL EXPERIENCE

▪ Building consistent client experience

across card products

▪ Phase 1: Released RAC mobile app in

early 2018

▪ Phase 2: Including biometric functionality

– Touch ID and face recognition

– ACH enrollment, alerts & notifications

– App store rating requests

Card Based Services Dealer Retail Services

Enhancing the Client Experience: Through Digital

Self Service

14

Enhancing the Client Experience: Through Digital

Self Service, Moving the Home Mortgage Process Online

ShoppingWebsite

Pre-QualDigital App

ApplicationDigital App

FulfillmentClient Portal

23.5% of applications currently received via

Digital App

15

Capitalizing on Untapped Revenue

Opportunities

16

New products and enhancements launched in 2018 fulfilling client needs profitably

Home Equity SelectNew Retail &

Business BankCards

Enhanced Business Checking

Near-Prime Auto

FHA Re-Entry

Commercial Equipment

Capital

Sheffield Marine Lending

Expansion

Enhanced Money Market Account

Correspondent Lending Bid Tape

Enhanced Unsecured Lending

Mortgage HH Penetration

ImprovementSecured Credit Card Savings

Accounts

Mortgage Retail Regional Pricing

Capitalizing on Untapped Revenue Opportunities

17

2005 – 2009

▪ Launched

initial @Work

program and

Sales Officer

role

2009 – 2016

▪ Focused on perks

and savings on

banking

services and

products

▪ 1-on-1 consultations

▪ Financial education via BB&T

Financial Foundations

▪ “U” platform money

management tools

▪ Benefit-rich banking package

2018

▪ Expanded program

to college students

Relaunched to focus

on Financial Wellness

2017

Current Contribution▪ 16% of total retail DDA portfolio #s▪ 18% of total retail DDA production #s▪ 125,000 participating companies

Capitalizing on Untapped Revenue Opportunities:

Financial Wellness Evolution

-

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

2014 2015 2016 2017 2018

$ DDA - @ Work Total $ Deposits - @ Work Total

@Work Portfolio Avg. Balances

DDA

45%

$2.8

Billion

SAV

55%

$3.4

Billion

@Work Totals

18

Capitalizing on Untapped Revenue Opportunities

Shopping

Online

Speed

Single Underwriting

Process

▪ All Community Bank

auto loans underwritten

using Dealer Finance

processes and

Origenate system

▪ Title processing moved

to DealerTrack

Document Prep

▪ Vendor manages

documents and

compliance content

Online Car Buying

▪ Integrate shopping

tool and intelligent

marketing to help

consumers find the

right car at the right

price and be the

obvious financing

partner

Efficiency

Reconceptualizing Auto Lending One Product with Multiple Distribution Channels

eLending

▪ Web-based user

interface for

associates and

consumers

▪ Includes online closing

and eSignatures

19

▪ 3MM+ Small Businesses in branch network trade radius

▪ Focus on increasing Planned Purposeful Calls

▪ Leadership participation and demonstrations

▪ Synergy with Commercial Equipment Capital to capture Small Business wallet share

Market Leader Outbound Face-to-Face Contacts per Day

Capitalizing on Untapped Revenue Opportunities:

Small Business Branch Focus

0.87

1.67

2.142.33

0.00

1.00

2.00

3.00

4Q17 1Q18 2Q18 3Q18

2.7x increase yielding ~10,000 more calls per week

20

Optimizing and Streamlining Our Businesses

21

1,000

1,200

1,400

1,600

1,800

2,000

2,200

2,400

2016 2017 2018 2019 2020 2021

Optimizing and Streamlining Our Businesses:

Approach to Branch Optimization

BB&T expects to add

branches in select markets

Branch Network Optimization: Count Trend

If industry context is unchanged and closed branch performance metrics remain strong,

closure trends will continue through 2021

22

▪ For each branch’s defined target market…

– Density of businesses, employees and

population

– Target market growth prospects

– Competitive landscape

▪ Current performance metrics of the branch

▪ Client usage metrics of the branch▪ Risk of revenue loss vs. cost savings

Branch Viability Scoring

Lower opportunity branches remain a high percentage of potential future closures

Optimizing and Streamlining Our Businesses:

Approach to Branch Optimization

1 2 3 4 5

5 1% 0% 1% 0% 0%

4 2% 3% 3% 0% 0%

3 4% 7% 4% 2% 0%

2 9% 7% 7% 3% 1%

1 11% 13% 11% 9% 2%

Branch

Viability

Tiers 1-5

Market Attractiveness Tiers 1-5

MicroMarket Attractiveness Scoring

23

Net client retention rates tied to closed branches remain high due to:

▪ Branch Site Selection Process

▪ Client Outreach

▪ Retention Incentives

▪ Digital Self Service Education

▪ Leave-Behind ATMs

Optimizing and Streamlining Our Businesses:

Approach to Branch Optimization

96.0%

96.5%

97.0%

97.5%

98.0%

98.5%

99.0%

99.5%

100.0%

1 3 5 7 9 11 13 15 17 19 21

December 2016

August 2017

May 2018

Weighted Avg.

May 2017

December 2017

August 2013

Optimized Branch Net Retention Rates

24

▪ Automating branch operations

▪ Upgrading branch scheduling tools

▪ Enabling eSignature capabilities

Branch Network

▪ Automating loan underwriting process

▪ Digitizing loan funding process

▪ Simplifying dealer onboarding process

Dealer Retail Services

▪ Enabling full eSignature and eVault

▪ Automating asset and income verification

▪ Automating Retail workflow management

Home Mortgage

Card Based Services▪ Automating Visa® fraud reporting

▪ Automating BankCard credit balance refunds and debit card low dollar charge-backs

▪ Expanding automated credit card underwriting across more products

Optimizing and Streamlining Our Businesses:

Robotics Process Automation & Scalable Processes

25

Roadmap to Building the

New Retail Bank

▪ Streamline and automate loan

review

▪ Increase client base

26

Driving Enhanced

Margins

Improving Sales

Effectiveness

Decreasing

Volatility of Losses

Creating a More

Efficient Model

Exploring Untapped

Opportunities

Dealer Retail Services’ Road to Greatness Home Mortgage’s Strategic Pillars

▪ Improve point of sale

origination technology

▪ Increase Retail sales force

▪ Digitize the servicing experience

▪ Leverage robotics for efficiency

▪ Replace core origination

platform

▪ Strengthen risk controls

▪ Improve talent development

▪ Enhance talent acquisition tools

and process

Welcome

Home

Maximize Servicing Operations

Attract, Retain, and Develop Top Talent

Capitalize on Quality, Risk Controls, and

Economics

Grow Retail Originations

Optimize Correspondent and

MWL

Roadmap to Building the New Retail Bank

27

World-Class Products

and Services

Business Intelligence and

Analytics

Business Efficiency and

Effectiveness

Distribution Model

Capabilities

Activation, Usage and

Retention

Card Payment Focus Areas Merchant Focus Areas

Sales Model

Transformation

Process Automation;

Online Capabilities

Market Competitive

Products and Solutions

Virtual Merchant Center

Technology Investment

Roadmap

IMPROVE

CLIENT

ENGAGEMENT

INCREASE

SALES

EFFECTIVENESS

EXPAND

SHARE OF

WALLET

OPTIMIZE

BUSINESS

EFFECTIVENESS

Strategic Pillars

BB&T Retail & Small Business Clients

Roadmap to Building the New Retail Bank:

Card Based Services’ Strategic Pillars & Areas of Focus

28

Marketing

Increased more targeted

investments to enhance brand

and drive household growth

Digital/Omnichannel

Advancing our Digital

Storefront

Virtual Banking CenterExtending BB&T’s reach

beyond the branch by

expanding client relationships

virtually

Client Care Center

Leveraging technology and

increasing FTEs to better and

more efficiently serve clients

ATM Channel

Expanding technology

capabilities to offer clients

more self-service options

Branch Channel

Investing in a distinct branch

experience and driving digital

engagement

Identifying

Optimization

Opportunities

Roadmap to Building the New Retail Bank:

Community Bank’s Retail Reimagine and Reinvestment “R3”

29

Key Takeaways

1 Organizing for

exceptionalism

Enhancing the

client experience23

Capitalizing on untapped

revenue

opportunities 4Optimizing and

streamlining our businesses while

building the

roadmap for the

new retail bank