Truist Financial Corporation · NYSE:TFC
Truist Financial — BB&T — Investor Presentation (February 2009)
20 slides from Truist Financial's investor presentation, Feb 11, 2009
Slide 1: Investor Conference February 11, 2009
Investor Conference February 11, 2009 During this time of uncertainty and instability, BB&T remains: Grounded on proven strategies Centered on traditional core banking services Our focus for 2009 is unchanged: EXECUTION OUR EXECUTION PLAN Adhere to our core strategies Foundational and enduring Viabl
Slide 2: Committed to Our Clients: Loan Growth Trend
COMMITTED TO OUR CLIENTS LOAN GROWTH TREND
Slide 3: Leveraging Our Organizational Structure
LEVERAGING OUR ORGANIZATIONAL STRUCTURE Committed to our Community Banking Model since 1988 Comprised of 33 regions Cost-effective way to execute on our strategies Proven to be scalable
Slide 4: Community Banking Locations
COMMUNITY BANKING LOCATIONS STATE BRANCHES CITIES COUNTIES ALABAMA DC MSA FLORIDA GEORGIA INDIANA KENTUCKY MARYLAND* NORTH CAROLINA SOUTH CAROLINA TENNESSEE VIRGINIA* WEST VIRGINIA TOTAL 1,511 * Excludes DC MSA 9 LEVERAGING OUR ORGANIZATIONAL STRUCTURE Each region is led by a Regional President (RP)
Slide 5: Positioning Our People
Time-Tested POSITIONING OUR PEOPLE Hire the right talent On-board new employees (began in 2006) 2006 = 35% on-boarded 2008 = 85% on-boarded Staff to appropriate levels Set clear expectations Focus on effective coaching and mentoring Recognize high performers and manage non-performers POSITIONING OUR
Slide 6: Tellers and Relationship Bankers Turnover
Tellers Relationship Bankers 9 _ 33.5% 32.2% 94.9% _ 24.8% 23.5% 24.3% 2005 2006 2007 2008 2005 2006 2007 2008
Slide 7: Employee Turnover
EMPLOYEE TURNOVER Total Banking Network Employees
Slide 8: Employee Turnover 2005-2008
24.2% 22.2% 22.7% 2005 2006 2007 2008
Slide 9: Delivering BB&T's Value Promise
Time-Tested DELIVERING BB&T’S VALUE PROMISE Foundation to all commercial and retail sales efforts Reason why a client or prospect should bank with BB&T Four elements of the promise Who am I? Who are we? What do we do? How do we do it? COMMERCIAL SALES MANAGEMENT RPs and City Executives drive Commerc
Slide 10: Affirming Our Sales Approach
AFFIRMING OUR SALES APPROACH Greenwich Associates Middle Market Study BB&T received three national Greenwich Excellence Awards including “Overall Satisfaction” Affirms that our consultative sales process gives BB&T a competitive advantage Indicates that BB&T is well positioned to migrate new clients
Slide 11: Total Annual Products Sold
Total Annual Products Sold Annual Products Sold Per RB In Millions 2006 2007 2008 2005 2006 2007 2008
Slide 12: Perfect Client Experience
Time-Tested PERFECT CLIENT EXPERIENCE “PCE” Reliable – sticking with our clients through thick and thin Responsive – reassuring our clients with quick follow-up Empathetic – willing to listen to our clients and provide honest feedback Competent – giving sound advice and serving as a financial partne
Slide 13: Internal Client Service Measurement
INTERNAL CLIENT SERVICE MEASUREMENT
Slide 14: 2008 Competitive Scores
2008 COMPETITIVE SCORES Retail Overall Satisfaction
Slide 15: Research conducted by Maritz Research Inc. in 2008
Research conducted by Maritz Research Inc. in 2008
Slide 16: Expense Management
Time-Tested EXPENSE MANAGEMENT Achieving greater efficiencies is fundamental to long-term success In economic uncertainty, expense management is an area where we can exercise considerable control RPs are demonstrating strong leadership Regions are being held accountable to their budgets EXPENSE MANA
Slide 17: Achieving Efficiencies by Leveraging Our Resources
ACHIEVING EFFICIENCIES BY LEVERAGING OUR RESOURCES $ in Billions Two Year (Period-End Data) Growth (%) Total Loans & Leases $ 55.1 $ 58.0 $ 62.4 13.2 % Total Deposits $ 75.6 $ 77.5 $ 82.6 9.3 % Noninterest Income $ 1.41 $ 1.58 $ 1.72 22.0 % Total FTE Employees 14,868 14,685 13,961 -6.1 % FTE: Full-T
Slide 18: Credit Risk Management
Time-Tested CREDIT RISK MANAGEMENT Regional President Drives Regional Loan Review Committee meetings Ensures Senior and Regional Credit Officers follow a daily process of managing quality Manages credit deterioration costs Makes certain credit relationships are serviced at all levels Relationship Ma
Slide 19: Performance Management
Time-Tested PERFORMANCE MANAGEMENT Centralized and regional tracking each month Balance sheet growth and quality Noninterest income growth Expense control Net income growth Effort is expected, but RESULTS matter GROWTH RESULTS Total Business Loans & Leases 5.87 % 9.75 % Direct Retail Loans 2.80 % 0.
Slide 20: Appendix
Time-Tested APPENDIX All financial data is based on internal management reporting in the Banking Network division excluding bank acquisitions in 2006 and 2007 where noted Loan data excludes marketable mortgage loan balances which are held outside of the Banking Network division