1. BB&T
Corporation
Superior Relative
Performance
Investor Presentation
Fourth Quarter 2009
Daryl N. Bible
Chief Financial Officer
2. Forward-Looking Information
This presentation contains certain forward-looking statements with respect to the financial condition,
results of operations and businesses of BB&T. These forward-looking statements involve certain risks and
uncertainties and are based on the beliefs and assumptions of the management of BB&T, and the
information available to management at the time that this presentation was prepared. Factors that may
cause actual results to differ materially from those contemplated by such forward- looking statements
include, among others, the following: (1) general economic or business conditions, either nationally or
regionally, may be less favorable than expected, resulting in, among other things, a deterioration in credit
quality and / or a reduced demand for credit or other services; (2) changes in the interest rate environment
may reduce net interest margins and / or the volumes and values of loans made or held as well as the
value of other financial assets held; (3) competitive pressures among depository and other financial
institutions may increase significantly; (4) legislative or regulatory changes, including changes in
accounting standards, may adversely affect the businesses in which BB&T is engaged; (5) local, state or
federal taxing authorities may take tax positions that are adverse to BB&T; (6) adverse changes may
occur in the securities markets; (7) competitors of BB&T may have greater financial resources and
develop products that enable them to compete more successfully than BB&T; (8) costs or difficulties
related to the integration of the businesses of BB&T and its merger partners may be greater than
expected, including the integration of our acquisition of Colonial Bank; (9) unpredictable natural or other
disasters could have an adverse effect on us in that such events could materially disrupt our operations or
the ability or willingness of our customers to access the financial services we offer; (10) expected cost
savings associated with completed mergers and acquisitions may not be fully realized or realized within
the expected time frames, including our acquisition of Colonial Bank; and (11) deposit attrition, customer
loss or revenue loss following completed mergers and acquisitions, including our acquisition of Colonial
Bank, may be greater than expected. The forward-looking statements included in this presentation have
not been examined or compiled by the independent public accountants of BB&T, nor have such
accountants applied any procedures thereto. Accordingly, such accountants do not express an opinion or
any other form of assurance on them.
Best Bank in Town Since 1872
1
3. Non-GAAP Information
This presentation contains financial information determined by methods other than in accordance
with accounting principles generally accepted in the United States of America (“GAAP”). BB&T’s
management uses these “non-GAAP” measures in their analysis of the Corporation’s performance.
BB&T’s management believes that these non-GAAP financial measures provide a greater
understanding of ongoing operations and enhance comparability of results with prior periods as well
as demonstrating the effects of significant gains and charges in the current period. The Company
believes that a meaningful analysis of its financial performance requires an understanding of the
factors underlying that performance. BB&T’s management believes that investors may use these
non-GAAP financial measures to analyze financial performance without the impact of unusual items
that may obscure trends in the Company’s underlying performance. These disclosures should not be
viewed as a substitute for operating results determined in accordance with GAAP, nor are they
necessarily comparable to non-GAAP performance measures that may be presented by other
companies. BB&T’s non-GAAP disclosures include cash basis results, which adjust GAAP
performance to exclude the amortization of intangibles and purchase accounting mark-to-market
adjustments. BB&T’s management uses these measures to evaluate the underlying performance
and efficiency of its operations. BB&T’s management believes these measures reflect core trends of
the business, excluding purchase accounting amortization that will cease in the future, while the
acquired business will remain. Tangible common equity and Tier 1 common equity ratios are Non-
GAAP measures. BB&T uses the Tier 1 common equity definition used in the SCAP assessment to
calculate these ratios. BB&T's management uses these measures to assess the quality of capital
and believes that investors may find them useful in their analysis of the Corporation. These capital
measures are not necessarily comparable to similar capital measures that may be presented by
other companies.
Best Bank in Town Since 1872
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4. Investment Highlights
Values are the foundation of BB&T.
Values drive culture. Culture drives performance.
Established history of prudent risk
management.
Diversified, stable business mix resilient in all
operating environments.
Uniquely positioned within Southeast landscape
amid current turmoil.
Proven and disciplined M&A executor.
15 Year Annualized Total Return of 10.6%
vs. S&P of 7.6% and Peers of 5.3%
Best Bank in Town Since 1872
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5. BB&T
• Overview
• Strategically compelling and financially-attractive
FDIC-assisted Colonial transaction
• Financial Strength
– Superior profitability
– Sound credit quality
– Strong capital and liquidity position
• Future Prospects
Best Bank in Town Since 1872
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6. BB&T Corporation*
WV MD
IN 78 Branches 130 Branches
2 Branches $5.3bn Deposits
NYSE Traded BBT $0.08bn Deposits #1 Rank
$6.6bn Deposits
#6 Rank
#90 Rank KY
Headquarters Winston Salem, NC 90 Branches DC
$4.2bn Deposits 12 Branches
$1.2bn Deposits
Founded 1872 #3 Rank
#7 Rank
Market Cap 1 $19.4 billion VA
392 Branches
Branches 1,859 $20.0bn Deposits
#3 Rank
FTEs 32,821 TN Headquarters
57 Branches Winston-
$2.6bn Deposits Salem, NC
#6 Rank
Asset Size $165 billion
NC
Deposits $114 billion 359 Branches
$33.7bn Deposits
Loans $107 billion AL
#2 Rank
SC
93 Branches
Total Invested Assets 2 $ 60. billion
.2 $5.8bn Deposits
116 Branches
$6.3bn Deposits BB&T
#4 Rank
#3 Rank
Clients 6.31million Colonial
GA
178 Branches
$11.1bn Deposits
1. As of October 15, 2009 #5 Rank
2. BB&T standalone information
Committed to Community Banking Model Texas
FL
• 37 Banking Regions and Regional Presidents 308 Branches Branches: 22
$16.4bn Deposits Deposits: $810 mm
• Local decision-making #5 Rank
State Rank: 48
• Centralized support systems
• Foundation for our sales and service culture model
*Deposit Market Share as of June 30, 2009
Best Bank in Town Since 1872
Source: FactSet, SNL Financial
5
7. Culture Matters – Values are Consistent and Important
Value System Value System
Attract / Hire the
Right People
Low Turnover
Perfect Client
Experience
High Client
Service Scores
Revenues
Best Bank in Town Since 1872
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8. Balanced, Diversified Business Model...
All the Products that Matter
RETAIL COMMERCIAL
Asset Management
Bank Card
Capital Markets
Consumer Finance Commercial Finance
Home Equity Deep client relationships Commercial Middle Market
Home Mortgage Commercial Mortgage
Extensive product set
Insurance Institutional Trust Services
drives cross-sell and Insurance
Investment Services
wallet share Insurance Premium Finance
Payment Solutions International
Sales Finance Leasing
Small Business Merchant
Wealth Management / Payment Solutions
Private Banking Payroll Processing
Real Estate Lending
Supply Chain Management
Venture Capital
Best Bank in Town Since 1872
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9. …Offering Less Volatile, More Predictable
Revenue and Earnings Stream
Diverse Revenue Mix 1 Strong Fee Income Ratio
Treasury 45.0
5.6%
Financial Services 43.4
8.6%
43.0
Insurance Services 41.3
11.2%
41.0 40.6
40.3
(%)
Banking Network
Specialized Lending 56.4% 39.1
7.5% 39.0
Sales Finance
1.1%
Residential 37.0
Mortgage Banking
9.6%
Net Revenue: $4.7 billion for 35.0
1H09 2005 2006 2007 2008 YTD3Q09
1. Net revenue excludes other and parent/reconciling items
Best Bank in Town Since 1872
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10. Successful and Disciplined M&A Integrator
As of June 30, 2009, completed 150 acquisitions BB&T M&A deals by year
in the past 15 years; 34 bank acquisitions
20
Proven track record of achieving cost savings
targets
Colonial meets or exceeds all acquisition 16
criteria
Criteria Result
12
Expanding and diversifying the
franchise in terms of revenues, Meets 8
profitability, and asset size
15% IRR required for bank deals Exceeds 4
Cash EPS accretive by Year 2 Immediate
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 1H09
GAAP EPS accretive by Year 3 Immediate Banks Financial Services Insurance Specialized Lending Other
Best Bank in Town Since 1872
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11. Key Areas of Focus for M&A
Pursue banks and thrifts with compatible cultures that will enhance BB&T’s banking
Banking network and customer delivery system
Networks Maintain conservative approach to avoid dilution and risk to balance sheet
Completed Haven Trust Bank acquisition 4Q08 from FDIC
Important segment in diversifying operations and providing stable fee income business
Insurance
Extent of segment focus demonstrated with recent acquisitions
Services Acquired 12 insurance businesses during 2008 and Q1 2009
Long-term interest in niche markets with products and services that can be offered
Specialized through existing distribution system
Lending Completed the acquisitions of Cananwill’s US assets and Live Oak Capital in 2009
Consider strategic nonbank acquisitions that are economically attractive and provide
Financial long-term benefits
Services Acquired Ramsay Title Group on Dec. 31, 2008
Source: Company filings, FactSet and SNL Financial
Best Bank in Town Since 1872
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12. Colonial Transaction Update
Strategically compelling and financially attractive transaction enhances BB&T's franchise in key markets
Integration: • Merger Charges and Cost Savings (Pretax):
– Reducing estimate of merger-related charges to $205 million from $245 million
– Confirming annual cost savings of $170 million; expect to achieve full run rate by 4Q10
• Systems Conversions and Other Integration Issues:
– Leadership teams in place in new Florida, Alabama and Texas regions
– Implemented BB&T’s credit review process for all new loan originations
– Converted payroll, securities, fixed assets
– Remaining systems to be converted by 2Q10
– Evaluated mortgage-warehouse business and will continue to operate in our footprint
– Evaluated association services business and will continue and expand in our footprint
– Will have available deposit and loan servicing in all branches for all BB&T/Colonial
clients by 4Q09
– Reached agreement to sell 22 branches in Nevada in 1Q10. No material earnings
impact expected
Loans will stay with BB&T and remain covered by loss share
Best Bank in Town Since 1872
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13. Colonial Transaction Update
• Securities:
– Sold $2.4 billion of securities acquired
– Retained $1.2 billion of non-agency mortgage backed and municipal securities
» Non-agency mortgage backed and municipal securities are covered by loss share agreement
• Deposits and Long-Term Debt:
– Paid off $1.6 billion of higher-cost brokered deposits
– $815 million of mortgage warehouse business-related escrows were paid down
– Prepaid $2.8 billion of Colonial’s FHLB advances
– Used $4.1 billion proceeds from FDIC to reduce BB&T’s borrowings
– Client deposit balances are stable
• Goodwill and Other Intangibles:
– Acquisition resulted in approximately $690 million of goodwill and $176 million of core deposit intangible
• Opportunity to sell BB&T’s broad array of banking products and services to the existing Colonial customer base
• Anticipated cost savings and integration expense:
– Approximately $170 million annual (pre-tax) expense reduction, ~30% of Colonial’s cost base
– Merger and integration costs of $205 million (pre-tax)
• Financially attractive
– Exceeds BB&T merger criteria for IRR and earnings accretion with conservative assumptions
– Includes the impact of the capital raise
• FDIC loss sharing substantially eliminates credit risk from legacy assets
Best Bank in Town Since 1872
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14. Enhanced Franchise in Alabama, Florida and Georgia
Pro forma Alabama, Florida and Georgia footprint Top MSAs(1)
($ in billion)
Colonial Pro forma
Deposits Deposits Rank Mkt Share Branches
MSA
Miami $3.2 $3.5 11 2.4% 68
Orlando 2.2 2.5 4 8.0 47
Montgomery 2.0 2.0 1 29.0 11
Tampa / St. Petersburg 1.4 2.7 5 5.8 61
Lakeland 1.1 1.1 2 18.9 12
Birmingham 1.0 1.0 5 4.5 27
State
Alabama $5.6 $5.8 4 7.7% 93
Colonial Florida 10.4 14.1 5 3.8 306
BB&T
Georgia 0.6 9.4 5 5.1 176
Source: SNL Financial, as of 6/30/08.
Best Bank in Town Since 1872 (1) Based upon Colonial’s 6/30/08 deposit geographic profile.
13
15. Total Shareholder Return: BB&T vs. Peers
As of September 30, 2009
1 year TSR 3 year TSR 5 year TSR 10 year TSR 15 year TSR 20 year TSR
CMA ‐7.4% PNC ‐9.1% PNC 1.5% MTB 5.3% USB 14.8% USB 14.9%
1st
FITB ‐14.3% USB ‐9.3% USB ‐1.4% PNC 2.8% COF 14.7% MTB 13.6%
Quartile
BBT ‐22.6% BBT ‐9.5% BBT ‐2.6% USB 2.3% MTB 11.8% BBT 10.6%
MTB ‐26.4% CMA ‐15.5% MTB ‐5.5% BBT 2.3% BBT 10.6% ZION 10.5%
2nd
COF ‐26.7% MTB ‐16.6% CMA ‐8.9% CMA ‐1.3% PNC 8.2% CMA 8.6%
Quartile
PNC ‐32.3% COF ‐21.2% COF ‐12.2% COF ‐.02% CMA 7.0% PNC 7.9%
RF ‐32.7% STI ‐30.7% STI ‐17.2% STI ‐7.1% ZION 6.1% FITB 5.9%
3rd
USB ‐37.8% FITB ‐33.1% ZION ‐19.7% KEY ‐8.9% MI 2.5% STI 5.9%
Quartile
HBAN ‐39.4% ZION ‐37.4% MI ‐21.6% MI ‐7.4% STI 2.3% MI 5.3%
KEY ‐44.5% MI ‐38.1% KEY ‐23.9% ZION ‐8.7% FITB 2.3% KEY 2.4%
4th STI ‐48.2% HBAN ‐38.6% FITB ‐24.3% HBAN ‐11.4% KEY ‐1.5% HBAN 2.3%
Quartile ZION ‐52.6% RF ‐41.4% RF ‐24.7% FITB ‐10.5% HBAN ‐1.6% RF 0.9%
MI ‐58.8% KEY ‐41.5% HBAN ‐24.9% RF ‐10.2% RF ‐3.5% COF NA
Average ‐35.1% ‐27.7% ‐15.2% ‐4.6% 5.3% 7.1%
S5CBNK ‐25.9% S5CBNK ‐21.1% S5CBNK ‐9.7% S5CBNK ‐0.4% S5CBNK 6.9% S5CBNK NA
S5FINL ‐23.4% S5FINL ‐21.9% S5FINL ‐9.5% S5FINL ‐1.4% S5FINL 7.0% S5FINL NA
SPX ‐7.0% SPX ‐5.4% SPX 1.0% SPX ‐0.2% SPX 7.6% SPX 8.0%
Best Bank in Town Since 1872
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16. BB&T
• Overview
• Strategically compelling and financially-
attractive FDIC-assisted Colonial transaction
• Financial Strength
– Superior profitability
– Sound credit quality
– Strong capital and liquidity position
• Future Prospects
Best Bank in Town Since 1872
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17. Financial Strength
First Nine Months 2009 Highlights
Strong Underlying Performance and Strengthened Balance Sheet
Result Commentary
Net Income $683mm Strong net interest income growth
(up 11.6% from 2008) and margin expansion
EPS $0.88
Strong low cost deposit growth
Record mortgage production and earnings
Record insurance revenues
Efficiency Ratio 1 50.2%
Pre-tax, Pre- Provision $2,748mm 3% increase
Earnings 1
Reserves $2.4bn Increased by $805mm or 87 bps from Q4 2008
Capital Ratios Tier 1 Common: 8.4% Industry leading capitalization
Tier 1 RBC: 11.1%
Total Capital: 15.6%
1. Excludes securities gains / losses
Best Bank in Town Since 1872
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18. Superior, Stable Net Interest Margin…
Stable Net Interest Margin 3Q09 Strong Risk-Adjusted Yield1
(%)
4.00
3.89
3.90
3.80 3.74 4.00 3.83
3.73 3.50 3.38
3.50
3.70 3.05
3.63 3.00
3.71 3.61 2.53
3.60 3.66 3.57 2.50 2.33
2.13
3.52
2.00 1.82 1.76 1.68 1.64
3.50 1.50
0.87
3.40 3.47 1.00
0.50
3.30 3.38
0.00
3.31
H u n tin g to n
F ifth T h ird
S u n T ru st
C a p ita l O n e
R e g io n s
Z io n s
U S B a n co rp
C o m e rica
BB&T
K e y C o rp
M&T
M&I
P NC
3.20
3.10
3.00
2005 2006 2007 2008 1H09 YTD909
1Net
BBT Peers interest income less net charge-offs as a percentage of Earning Assets
Peer data based on June 30, 2009
Best Bank in Town Since 1872
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19. … and Delivering all Components of Profitability…
Strong Efficiency Ratio Strong Fee Income Ratio1
(%)
(%)
61.0
48.0
57.7
59.2
56.4
57.0 55.3 56.0
44.0 43.4
53.0 41.3
53.2 40.3 40.6 40.7
51.4
50.9
40.0 40.7
49.0 50.5 50.2 40.1
39.2 39.2
37.9
45.0 36.0
2005 2006 2007 2008 YTD909
2005 2006 2007 2008 YTD909
BBT Peers
BBT Peers
1Cash basis excludes securities gains / losses
Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION – Data based on June 30, 2009
Source: SNL and Company Reports
Best Bank in Town Since 1872
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20. … Drives Strong Earnings Power…
Consistent Long-Term Best in Class
Earnings Power1 Pre-tax, Pre-provision ROA2
4.00 2.80
3.4 2.60
3.50
3.1 2.60
2.45 2.41 2.44
3.00 2.8 2.42
2.7 2.39
2.6 2.40
R
2.3
G
2.50
A
2.1
($ billion)
C
2.20
2.23
4%
2.00 2.21
(%)
.
1.7
22
2.13
1.4 2.00
1.50
1.1
1.80
1.00 0.8
0.7 1.79
0.5
0.4 0.4 1.70
0.50 0.2 1.60
0.00 1.40
1993 1996 1999 2002 2005 2008 2005 2006 2007 2008 1H09 YTD090
BBT Peers
1. Pre-tax, pre-provision earnings
2. Pre-tax, pre-provision earnings / Avg. Assets
Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION - Data based on June 30, 2009
Source: SNL and Company Reports
Best Bank in Town Since 1872
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21. … and Industry Leading Returns
Superior ROA Superior ROACE
20.0
2.00
16.1
1.58
14.2 14.3
1.60 1.46 15.0
1.37 15.0
1.47 11.4
1.20 1.34 1.11 13.4
10.0
(%)
1.05 10.5
(%)
0.80 0.71 5.8
0.60 5.1
5.0
0.40
0.0
0.00 -0.12 -1.5
-0.27 -2.9
-0.40 -5.0
2005 2006 2007 2008 1H09 YTD909 2005 2006 2007 2008 H109 YTD909
BBT Peers
Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION – Data based on June 30, 2009
Source: SNL and Company Reports
Best Bank in Town Since 1872
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22. Superior Profitability
Flight to Quality and Colonial Transaction
Have Driven Loan and Deposit Growth
Average Loans Average Deposits
104.0 103.3 110.0
107.0
h
th wt
102.0 ow 105.0 ro
Gr %
G
7% .2
7. 19
99.7 99.6
($ billion)
($ billion)
100.0 100.0
94.4
93.9
98.0 97.2 95.0
92.0
95.9 90.0
96.0 90.0
94.0 85.0
92.0 80.0
3Q08 4Q08 1Q09 2Q09 3Q09 3Q08 4Q08 1Q09 2Q09 3Q09
Loan growth has been 1.6% excluding acquisitions Deposit growth has been 7.9% excluding acquisitions
Best Bank in Town Since 1872 Source: Company Reports
21
23. Sound Credit Quality
BB&T Difference: Values Drive Credit Strategy
• Strategy, structure and process matter
– Adherence to practices, policies and procedures
– Company-wide accountability for credit
• BB&T’s conservative lending strategy has not waivered
• Key points of differentiation
– Better client selection and long-standing relationships
– Underwriting discipline
– Geographic diversification
– Product mix
– Granularity
– Strict house limits
– Strong analytical capabilities and workout team
• Continue to leverage BB&T’s risk management strengths to manage
through the cycle and drive superior long-term, risk-adjusted returns
Best Bank in Town Since 1872
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24. BB&T’s Long Term Lending Strategy
Strategy Execution Portfolio Results
Corporate values drive strategy Select clients that identify with Lower risk; broader, deeper and
“value” promise more profitable relationships
Relationship focused Target market = prime credit Very little sub-prime exposure
Originate to hold Work through problems vs. quick
charge-off
Compete on value, not price Maintain risk-based pricing Better risk-adjusted returns (vs.
discipline peers)
Serve local communities in Target market = local In footprint portfolio
Southeast Branch based delivery High % direct origination loans
Deliver sustainable, predictable Intense focus on transaction risk Very granular exposure
results over the long term mitigation High % of loans secured and
Avoid “trendy” lending and control guaranteed
exposure in “hot” markets No concentrations, except SFR RE
Traditional, non-exotic products
Best Bank in Town Since 1872
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25. BB&T’s Long Term Lending Strategy
(continued)
Strategy Execution Portfolio Results
Everyone in lending process is Chief Risk Officer involved in No surprises (“we know what’s
accountable transaction approvals, problem going into the portfolio”)
loans and approves charge-offs > Conservative transactions
$100k
Lenders “own the loan”
Concurring co-approval (2
signatures)
One company Shared culture, objectives and Balanced quality, profitability and
incentives for credit and sales growth
Consistent training, lending tools
and systems
Improve financial security of clients Don’t do if you don’t understand it Increased customer willingness and
or can’t define client benefit ability to pay
Lower losses (frequency and
severity)
Best Bank in Town Since 1872
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26. What’s Not in the Portfolio
Loans in high risk geographies outside Exotic products
our footprint – No Option ARMS, negative
– No exposure to CA, NV, AZ (sand states), rust amortization, reverse mortgages
belt, or Northeast – Limited low doc (risk layered)
mortgages, sub-prime mortgages
Loans generated through high risk – No CDS
business models – No leveraged finance
– No “stand alone” national products exposure – No large condo, other CRE projects
– No 3rd party/broker channel exposures in – No large PUDs
home equity, CRE
– No fully underwritten syndicated
Re-intermediation risk loans (best efforts only)
– No SIVs, other off balance sheet portfolios – No covenant lite or enterprise value
– No “hung loans” from originate-to-distribute
corporate loans
capital markets structured product
businesses, e.g., RMBS, CMBS, CDO/CDO2 Large counterparty exposures
– No large ones; limits very similar to
Risky securities valuation marks Commercial segment
– Investment portfolio used for liquidity &
interest rate risk management, not leverage
Best Bank in Town Since 1872
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27. Sound Credit Quality
Benefits of Differentiated Risk Management
Credit quality consistent relative to peers in good times
Superior in challenging times
Nonperforming Loans / Loans Net Charge-offs/Average Loans1
3.00% 3.00%
2.75%
2.50% 2.50%
2.40% 2.38%
2.02%
2.08%
2.00% 2.00%
1.70%
1.73%
1.50% 1.50% 1.39%
1.43%
1.00% 0.84% 1.00%
0.89%
0.50% 0.39% 0.36% 0.50% 0.30% 0.27% 0.38%
0.55%
0.31% 0.26% 0.35%
0.31% 0.25%
0.00% 0.00%
2005 2006 2007 2008 6/30/09 9/30/2009 2005 2006 2007 2008 1H09 YTD909
BB&T Peers BB&T Peers
Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION – data based on June 30, 2009
1Excludes covered loans
Best Bank in Town Since 1872
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28. Sound Credit Quality
Maintaining Strong Reserves
Reserves / Loans Reserves /Nonperforming Loans
3.00% 220%
2.80%
200%
2.60%
2.49% 180%
2.17% 2.19%
2.20% 170%
2.04% 144%
140%
124%
1.80% 1.94%
115% 111%
1.62% 108%
1.56% 124%
1.43% 100% 101%
1.62%
1.40% 1.28% 92%
1.45% 99%
1.33% 92% 87%
84% 81%
1.19%
1.00% 1.10% 60%
4Q07 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q07 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09
BB&T Peers BB&T Peers
Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION – Data based on June 30, 2009
1Excludes covered loans
Best Bank in Town Since 1872
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29. Sound Credit Quality
Our Loan Portfolio Reflects Our Approach
$107.0 Billion Total Loans1
Diversified Geographic Mix Diversified Product and Channel Mix
Other Covered Loans
WV
7% 8%
4% SFR ADC
C&I 6%
TN
3% 29%
KY
4% Other CRE
NC 12%
MD/DC 28%
9%
VA Sales Finance
SC GA 17% 6%
8% LHFS
12% 3%
Revolving Credit
2%
FL
8% Specialized Lending
Direct Retail Lending
7%
13%
Mortgage
14%
Total Commercial: 50% Total Retail: 50%
1. Includes Loans Held for Sale
Best Bank in Town Since 1872
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30. Sound Credit Quality
Results of Exceptional Firm-wide
Risk Management
Lower risk balance sheet
Superior credit performance relative to peers
Stable net interest margin – limited interest rate risk
Investment portfolio emphasizes liquidity – credit risk is taken
in the loan portfolio
Solid core funding and liquidity
Controlled operating risk
Strong capital position
Best Bank in Town Since 1872
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31. Superior Capital Levels vs. Peers
10.0%
Tier 1 Common Ratio
8.9%
8.5% 8.4% 8.4%
8.0% 7.6%
Strong historic 7.2%
7.1%
7.4% 7.0%
focus on common 7.0%
equity component 6.0%
6.5%
of capital 6.0% 6.0%
4.0%
2004 2005 2006 2007 2008 2Q09 3Q09
BBT Peers
14.0%
Tier 1 Capital Ratio1 18.0%
Total Capital Ratio1
17.4%
12.3% 16.0% 15.2% 15.6%
12.0%
14.6% 14.3% 14.2%
14.4%
11.2% 15.1%
11.1%
14.0%
10.6% 14.3%
10.6%
10.0%
9.2% 9.3% 9.0% 9.1%
12.0% 12.6%
12.0% 12.0%
8.9%
8.0% 11.2%
8.3% 8.2% 10.0%
7.5%
6.0% 8.0%
2004 2005 2006 2007 2008 2Q09 3Q09 2004 2005 2006 2007 2008 2Q09 3Q09
BBT Peers
BBT Peers
1. 2Q09 reflects TARP repayment for BB&T and applicable peers
Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION – data based on June 30, 2009.
Current quarter regulatory information is preliminary.
Tangible common equity and Tier 1 common equity ratios are Non-GAAP measures. BB&T uses the Tier 1 common equity definition used in the SCAP assessment to calculate
these ratios. BB&T’s management uses these measures to assess the quality of capital and believes that investors may find them useful in their analysis of the Corporation.
These capital measures are not necessarily comparable to similar capital measures that may be presented by other companies.
Risk-weighted assets are determined based on regulatory capital requirements. Under the regulatory framework for determining risk-weighted assets, each asset class is
assigned a risk-weighting of 0%, 20%, 50% or 100% based on the underlying risk of the specific asset class. In addition, off balance sheet exposures are first converted to a
balance sheet equivalent amount and subsequently assigned to one of the four risk-weightings.
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32. Strong Capital Position
Dividends are Core to BB&T
Decision to reduce dividend 68% to $0.15 quarter was difficult,
but prudent
– Saves ~$725 million of capital annually
– 65 bps of Tier 1 Common
Repaying TARP allows us to revisit dividend level as soon
as appropriate
Management and Board understand importance of the dividend to
all shareholders
– New level of dividend right for the times
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33. BB&T
• Overview
• Strategically compelling and financially-attractive
FDIC-assisted Colonial transaction
• Financial Strength
– Superior profitability
– Sound credit quality
– Strong capital and liquidity position
• Future Prospects
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34. Future Prospects
Superior profitability and balanced performance
Best positioned for return to fundamental banking
– Benefit from flight to quality
Experienced management focused on driving results
– Executive Management average years of experience with BB&T is 28
– Team’s average age is 50
– Team members have essentially all their net worth invested in BB&T
Our business model and consistent strategy have been proven in all
operating environments
Achieving greater efficiencies is fundamental to long-term success
Maintain focus on revenue generation and long-term future
– Will continue to lend and invest in people and technology
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35. Comments Regarding Disclosure
BB&T Corporation does not provide earnings guidance, but does discuss
trends regarding the factors that influence potential future performance in
both its quarterly earnings release and its quarterly earnings conference
call.
Subsequent to the discussion of such information in any quarterly earnings
release, BB&T undertakes no responsibility to update that information
should facts and circumstances change.
This presentation repeats information that has been previously disclosed. It
should not be interpreted as providing new information, nor as confirming or
updating previous disclosures.
Best Bank in Town Since 1872
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