Fulton Financial : Investor Presentation

INVESTOR PRESENTATION

z

Data as of September 30, 2020 - Unless otherwise noted.

Forward-Looking Statements

This presentation may contain forward-looking statements with respect to the Corporation's financial condition, results of operations and business. Do not unduly rely on forward-looking statements. Forward-looking statements can be identified by the use of words such as "may," "should," "will," "could," "estimates," "predicts," "potential," "continue," "anticipates," "believes," "plans," "expects," "future," "intends," "projects," the negative of these terms and other comparable terminology. These forward looking statements may include projections of, or guidance on, the Corporation's future financial performance, expected levels of future expenses, including future credit losses, anticipated growth strategies, descriptions of new business initiatives and anticipated trends in the Corporation's business or financial results. In addition, management's Q4 2020 Outlook contained herein is comprised of forward-looking statements.

Forward-looking statements are neither historical facts, nor assurance of future performance. Instead, they are based on current beliefs, expectations and assumptions regarding the future of the Corporation's business, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of the Corporation's control, and actual results and financial condition may differ materially from those indicated in the forward-looking statements. Therefore, you should not unduly rely on any of these forward-looking statements. Any forward-looking statement is based only on information currently available and speaks only as of the date when made. The Corporation undertakes no obligation, other than as required by law, to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

A discussion of certain risks and uncertainties affecting the Corporation, and some of the factors that could cause the Corporation's actual results to differ materially from those described in the forward-looking statements, can be found in the sections entitled "Risk Factors" and "Management's Discussion and Analysis of Financial Condition and Results of Operations" in the Corporation's Annual Report on Form 10-K for the year ended December 31, 2019, Quarterly Reports on Form 10-Q for the quarters ended March 31, 2020, June 30, 2020 and September 30, 2020 and other current and periodic reports, which have been or will be filed with the Securities and Exchange Commission and are or will be available in the Investor Relations section of the Corporation's website (www.fult.com) and on the Securities and Exchange Commission's website (www.sec.gov).

The Corporation uses certain non-GAAP financial measures in this presentation. These non-GAAP financial measures are reconciled to the most comparable GAAP measures at the end of this presentation.

2

Why Fulton?

• Deep Executive Bench with Continuity
• Valuable Franchise in Attractive Markets
• Relationship Banking Strategy Focused on the Customer Experience
• Granular, Well-Diversified Loan Portfolio
• Attractive Core Deposit Profile
• Solid Asset Quality and Reserves
• Prudent Expense Management with Opportunities to Improve
• Strong Capital Position
• Strong and Diverse Liquidity Position

3

Deep Executive Bench With Continuity

Name	Position	Years at Fulton	Years in Financial	Prior
Services	Experience
Phil Wenger	Chairman/CEO	41	41	Various roles since joining in 1979
Curt Myers	President/COO	30	30	Various roles since joining in 1990
Mark McCollom (1)	Chief Financial Officer	2	32	PwC, Banking and Investment Banking; Joined
Fulton in November 2017
Meg Mueller	Head of Commercial Banking	24	34	Various roles since joining in 1996
Angela Snyder	Head of Consumer Banking	18	35	Various roles since joining in 2002
Angie Sargent	Chief Information Officer	28	28	Various roles since joining in 1992
Betsy Chivinski (2)	Chief Risk Officer	26	38	Various roles since joining in 1994

	4	(1)	Includes years of service in public accounting and investment banking as a financial services industry specialist.
	(2)	Includes years of service in public accounting as a financial services industry specialist.

A Valuable Franchise

• ~220 financial centers throughout the Mid-Atlantic
• Asset size of $25.5 billion
• 3,400+ team members (1)
• Market capitalization of ~ $1.5 billion (2)
• Opportunity to meaningfully grow our market share(3)

1. ~16.4% deposit market share across the 15 counties where we have a Top 5 deposit market share; Represents 57% of our total deposits

1. ~0.7% deposit market share across the 32 counties where we do nothave a Top 5 deposit market share; Represents 43% of our total deposits

(1) Average full-time equivalent employees at September 30, 2020. (2) Shares outstanding and closing price as of September 30, 2020 (3) Data as of June 30, 2020 per S&P Global Market Intelligence ;

• Map includes Fulton Financial counties with a financial center and/or a loan production office ("LPO"), and incorporated cities in MD and VA with a financial center and/or LPO and removes online only bank deposits.

Strong Position In Attractive & Stable Markets

	Fulton Financial	Fulton Financial	Fulton Financial	Fulton Financial	Market Total		Market Median	Projected	Projected
Metropolitan Statistical Area (MSA)	Corporation	Corporation	Corporation Total	Corporation Total	Active Branches	Market Total	Household	Household	Market
	Market Rank	Total Active	Deposits 2020 ($000)	Deposit Market	2020	Deposits 2020 ($000) Income Current	Income Growth	Population
		Branches 2020		Share 2020			($)		Growth
Lancaster, PA	1	23	4,021,550	28.52%	174	14,102,995	72,498	12.81%	1.72%
Philadelphia-Camden-Wilmington,PA-NJ-DE-MD	15	55	3,933,138	0.97%	1,594	403,935,067	75,304	9.40%	0.95%
Allentown-Bethlehem-Easton,PA-NJ	4	20	1,770,982	8.79%	227	20,149,702	70,959	9.11%	1.14%
New York-Newark-Jersey City, NY-NJ-PA	103	24	1,600,007	0.05%	4,983	3,308,796,968	86,466	11.67%	0.18%
Baltimore-Columbia-Towson, MD	11	17	1,320,474	1.40%	652	94,439,541	87,338	9.81%	1.43%
York-Hanover, PA	3	11	1,173,150	12.98%	115	9,037,888	71,345	11.31%	1.29%
Harrisburg-Carlisle, PA	6	9	1,066,947	5.81%	168	18,357,850	69,945	8.66%	1.97%
Lebanon, PA	1	8	931,437	35.62%	37	2,615,168	66,546	9.86%	2.27%
Reading, PA	6	9	880,538	4.85%	109	18,139,375	69,121	10.04%	1.03%
Hagerstown-Martinsburg,MD-WV	2	8	569,122	12.20%	77	4,663,025	64,941	8.53%	2.81%
Top 10 Fulton Financial Corporation MSAs (1)		184	17,267,345	0.44%	8,136	3,894,237,579	73,446	10.17%	0.59%
Total Franchise		223	19,978,600	0.43%	10,881	4,672,584,791	67,778	8.24%	1.27%
Nationwide							67,761	9.01%	2.91%

6

Note: Data as of June 30, 2020 per S&P Global Market Intelligence.

(1) Median HH Income, 2021 - 2026 Projected Population Change and Projected HH Income Change are weighted by deposits in each MSA.

Extending Footprint Into Fast Growing Urban Markets

Philadelphia, PA County Deposit Market Share - Top 20	Commentary

Total Deposit	Regulatory		Total Active	Total Deposits 2020	Total Deposit
Parent Company Name	Market Share
Rank 2020	Industry		Branches 2020	($000)	2020 (%)

• Philadelphia is a natural extension of our current footprint

1	Bank	PNC Financial Services Group Inc.	36	13,920,766
2	Bank	Bank of America Corp.	18	13,790,671
3	Bank	Wells Fargo & Co.	38	13,003,250
4	Bank	Citizens Financial Group Inc.	44	7,676,134
5	Bank	Toronto-Dominion Bank	21	4,079,901
6	Bank	Banco Santander SA	20	3,837,095
7	Thrift	WSFS Financial Corp.	13	1,279,440
8	Bank	M&T Bank Corp.	6	1,268,193
9	Savings Bank	Firstrust Savings Bank	5	1,135,483
10	Bank	Truist Financial Corp.	9	1,047,524
11	Bank	Republic First Bancorp Inc.	7	883,448
12	Bank	Prudential Bancorp Inc.	8	669,973
13	Bank	Univest Financial Corp.	7	566,768
14	Bank	HSBC Holdings PLC	1	401,718
15	Bank	JPMorgan Chase & Co.	12	276,126
16	Bank	Bryn Mawr Bank Corp.	5	249,113
17	Bank	Asian Financial Corp.	2	192,046
18	Savings Bank	United Savings Bank	3	182,205
19	Bank	S&T Bancorp, Inc.	2	173,351
20	Bank	Hyperion Bank	1	142,402
		All Others	29	706,903
		Total - Philadelphia County	287	65,482,510

21.26	o	Opened 3 financial centers in 2019
21.06
o	1 financial center targeted to open in 2021
19.86

11.72 No bank of Fulton's size in Philadelphia

6.23

5.86	o	The top 5 banks have ~80% of the deposit
	market share
1.95
o	Presents a tremendous growth opportunity for
1.94

1.73	Fulton

1.60 Health Care, Technology and Professional Services are

1.35	major economic forces, which are target business
1.02
segments for Fulton
0.87

0.61 The Philadelphia-Camden-Wilmington MSA is a large

0.42	economic region with GDP of over $440bn, and is the
0.38	8th largest metropolitan area in the U.S(1)
0.29

0.28 Baltimore is another targeted area for growth

0.26	o Opened 1 financial center and 1 loan production
0.22	office in 2019; 1 financial center in 2020
1.08	o 2 financial centers opening in 2021
100.00

Note: Deposit data as of June 30, 2020 per S&P Global Market Intelligence (excludes non-retail deposits and closed/proposed branches) .

7

(1) 2018 advance statistics; source: U.S. Bureau of Economic Analysis.

Strategic Initiatives Support Our Relationship Banking Strategy

Purpose

We Change Lives for the Better

Strategic Filter

N S I D E	O U T S I D E	L L E N C E
I	E	E
T H E	N T H	E X C
O N	E O	I T H
S I M P L I F Y	F F E R E N T I A T	E X E C U T E W
	D I

GROWTH STRATEGIES

• Investing in talent for growth in targeted markets and businesses.
• Investing in digital capabilities to enable Fulton to incrementally acquire new relationships and cross-sell existing clients and leverage customer intelligence capabilities.
• Differentiating Fulton in serving all segments of communities through execution and expansion of Fulton Forward®.
• Implementing new branch formats/designs.

OPERATIONAL EXCELLENCE

• Advancing business line structure and charter consolidation.
• Focus on consistency and effectiveness across all operations areas through enterprise process design, improvement and automation (workflow, RPA, AI).
• Developing an enterprise technology strategy including defining the future state platform and execution roadmap.

EFFECTIVE RISK MANAGEMENT AND COMPLIANCE

• Sustaining risk management, compliance and systems to ensure stakeholder expectations are met.
• Implementing technology enhancements to limit manual controls and enable on-going monitoring.

Outcomes

	T A R E P O	K S I R
H T W O R G	L L E C X E L A N O I	N A I L P M O C &
	N E	E C
	E C

T A L E N T S T R A T E G Y & T E C H N O L O G Y S T R A T E G Y

8

Fulton Has Made Significant Investments To Enhance Its Digital Capabilities

Commercial Online	Commercial Loan	Mortgage Loan
Purchase	Origination System	Origination System
Banking Platform
New Website	2019	2020
2017

• Best-in-classonline platform for customers to track, manage, and grow their business
• Integrates easily with other platforms such as QuickBooks®

• Streamlines commercial underwriting process to condense timeline from application to close
• Integrates with CRM platform to streamline processes and keep customers more informed

• Cloud-basedloan origination system with a network of integrated partners
• Provides an enhanced customer experience with the right blend of human interaction and mobile technology

9

Optimizing Our Financial Center Network

Optimizing our financial center network has:

• Moved us towards multiple financial center types vs. a one-size-fits-all model
• Given us greater ability to re-investin people & digital transactions
• Oriented the financial center as a primary touchpoint enabling higher- value activities geared towards advice and sales
• Created greater focus on customer experience in the financial centers
• Closed 44 financial centers and upgraded 56 financial centers to the new format since 2014
• Announced the closure of 21 financial centers in early 2021

	10	Note: Closed financial center information is net of new openings as of September 30, 2020.

Granular, Well-Diversified Loan Portfolio

• Average Loans YTD 9/2020 are up 10.5% compared to YTD 9/2019
• Excluding PPP loans, average loans YTD 9/2020 are up 3.9% compared to YTD 9/2019
• Yields have declined in 2020, partially offset by declines in deposit costs

$18.0
						$16.4
$16.0					$15.8	$0.7
			$15.2
			$14.1	$0.6	$0.9
			$0.5
	Balances		$1.0
$14.0		$0.8	$0.9	4.38%	4.55%
	$2.0
		$0.4			$2.4
	Portfolio			$1.8
$12.0		$1.5			$1.4
					$1.5
				$1.6
$10.0Loan		4.07%
3.95%	$1.7
$8.0	Average		$4.2	$4.2	$4.3	$4.5

$18.0

$0.7 $0.9

$2.8	Total
$1.3	Loan
$5.4	Yield Portfolio
(1)

3.69%

5.00%

4.50%

4.00%

3.50%

$6.0
				$6.2	$6.3		$6.5	$6.9
			$5.6
$4.0																	3.00%
			2016	2017	2018		2019	YTD 9/2020
	($ IN BILLIONS)
	Comm'l Mtg			Comm'l		Home Equity		Res Mtg		Construction			Consumer/Other			FTE loan yield (1)

		Note: Loan portfolio composition is based on average balances for the years ended December 31, 2016 to 2019 and the nine months ended September 30, 2020.
	11	(1) Presented on a fully-taxable equivalent ("FTE") basis using a 21% and 35% federal tax rate and statutory interest expense disallowances in the 2018 through 2020 periods and the 2016 through
		2017 periods, respectively .

Attractive Core Deposit Profile

• Steady growth in core deposits
• Average Deposits for YTD /2020 are up 14.5% compared to YTD 9/2019
• Deposit costs actively managed lower

	$20.0																		0.79%							0.80%
																					$18.9
	$18.0																					$1.6
																	$16.8							0.70%
	$16.0									$15.5				$15.8							$
			$14.6									$1.5
								$0.1								0.60%
					$-			$1.4		$-	$1.5								$3.8
	$14.0			$1.4
Balances										0.55%
							$3.5
	$12.0			$2.7			$3.0				$3.0					$5.1		0.50%
Deposit
$10.0									0.37%				$4.0													0.40%
															$4.4					0.41%
Average			$3.6
				$3.8
$8.0
		0.31%																				0.30%
	$6.0
			$4.2			$4.4				$4.3				$4.2		$5.5		0.20%
	$4.0																										0.10%
	$2.0
			$2.8			$2.7				$2.7				$2.9		$2.6
	$-																										0.00%
			2016			2017				2018				2019		YTD 9/2020
($ IN BILLIONS)
		Time			Non-Int DDA			Int DDA			Money Mkt		Savings		Brokered			Deposits Costs (1)

(1) Costs Deposit

Note: Deposit composition is based on average balances for the years ended December 31, 2016 to 2019 and nine months ended September 30, 2020. Average brokered deposits were $49 million for

12 2017, $122 million for 2018, $245 million for 2019 and $300 million for YTD 9/2020. Core Deposits equal total deposits less brokered and time deposits.

(1) Deposit costs calculated by dividing interest expense on interest-bearing deposits by total average deposits.

Solid Asset Quality And Reserves

Commentary	Non-Performing Loans (NPLs) & Allowance/Loans

Growth in allowance for credit losses in 2020								1.75%
	reflects impact of COVID-19 and adoption of
		$150.0	$131.6	$134.8	$139.7	$141.2	$142.1
	CECL(1)
							1.50%
			$125.0
	Selected Industries With Heightened Risk Due
Loans						1.40%	1.25%
	to COVID-19 Extensively Reviewed	$100.0
P&I Deferrals and Loans In Forbearance	Performing-	$75.0	1.24%	1.17%				1.00%
			1.12%
	Continue to Decline		$50.0			0.97%
								0.75%
We are mindful of where we are in the	Non	$25.0
	economic cycle, including considerations for		$0.0						0.50%
	COVID-19 and are continuing to assess and
			2016	2017	2018	2019	YTD
	analyze the loan portfolio for signs of weakness					NPLs	Allowance/ Loans	9/2020(1)
	or stress
			($ IN MILLIONS)

(1) Effective January 1, 2020, Fulton adopted Accounting Standards Update 2016-13, "Financial Instruments-Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments,"

13referred to as the current expected credit loss model ("CECL"). This accounting standard requires that credit losses for financial assets and off-balance-sheet ("OBS") credit exposures be measured based on expected credit losses, rather than on incurred credit losses as in prior periods.

Prudent Expense Management With Opportunities To Realize Efficiencies

Commentary

• Low rate environment and continued buildout of our compliance, risk and technology infrastructures were the primary drivers of the increase in the efficiency ratio in 2015
• Positive operating leverage from 2016 through 2019 reduced the efficiency ratio

• 1. Closed 44 financial centers, net of new openings, since 2014
• Our efficiency ratio (FTE) was 64.4%(1) for the nine months of 2020, within our goal of 60.0% - 65.0%
• Announced cost savings initiatives focused on Financial Center Optimization, efficient delivery systems, reallocation of management responsibilities, and streamlining of functions.
• A portion of the savings to be reinvested to accelerate digital transformation

Efficiency Ratio (FTE)

70.0%

68.0%

66.0%

64.0%

62.0%~ $730

million

60.0%

~ $610

2014Y 2015Y 2016Y 2017Y 2018Y 2019Y YTD

million

9/2020

Non-Interest Expenses / Average Assets

3.00%

2.80%

2.60%

2.40%

2.20%

2.00%

2014Y 2015Y 2016Y 2017Y 2018Y 2019Y YTD 9/2020(2)

1. Non-GAAPbased financial measure. Please refer to the calculation and management's reasons for using this measure on the slide titled "Non-GAAP Reconciliation" at the end of this presentation.
   14 (2) Annualized.

Strong Capital Position

COMMENTARY

CAPITAL RATIOS(1)

• Capital position remains strong
• Suspended share repurchases in Mid- March
• Dividend elected to remain at $0.13 quarterly
• Raised $375 million of subordinated debt in Q1 2020
• Raised $200 million in tier-1 qualifying non-cumulative perpetual preferred stock in Q4 2020
• Internal stress analyses indicate sufficient capital currently

16.00%
		13.8%
14.00%
12.00%		$648
10.00%	9.6%	9.6%
	$196
8.00%	7.5%	$485
6.00%	$601
4.00%
2.00%

Tier 1 Leverage		Tier 1 Risk Based	CE Tier 1	Total Risk-Based
		Regulatory Minimums	Excess(2)

		1)	Regulatory capital ratios as of September 30, 2020.
	15	2)	Excesses shown are to regulatory minimums, including the 250 basis point capital conservation buffer, except for Tier 1 Leverage which is the well-capitalized minimum. Dollars are in
			millions.

CREDIT DISCLOSURES - ADDITIONAL DETAIL ON DEFERRALS

AND SELECT INDUSTRIES (DATA AS OF SEPTEMBER 30, 2020; ALL INDUSTRY CLASSIFICATIONS BASED ON NAICS CODES)

P&I Deferrals and Loans In Forbearance Have Declined

As of September 30, 2020

1. Based on regulatory classifications.
2. Represents the portion of the portfolio balance as of September 30, 2020 that consists of loans that had entered into COVID-19pandemic-related payment deferral arrangements at any time, including loans for which the payment deferral arrangements expired prior to September 30, 2020 and were not subsequently renewed or extended, and loans for which initial payment deferral arrangements expired prior to September 30, 2020 and the payment deferral arrangements were subsequently renewed or extended.
3. Represents the portion of the portfolio balance as of September 30, 2020 that consists solely of loans for which initial COVID-19pandemic-related payment deferral arrangements expired prior to September 30, 2020 and the payment deferral arrangement were subsequently renewed or extended. With respect to the residential mortgage portfolio, this includes all loans currently under forbearance, whether initial or extended term.

Note: Deferrals generally have a 90 day term. Residential mortgage forbearances generally have a 180 day term.

17

Selected Industries With Heightened Risk Due to COVID-19

Commercial Portfolio - Selected Industries (1)

(1) Commercial Portfolio consists of Commercial and Industrial, Commercial Mortgage, and Construction loans to commercial borrowers. Note: "Pass," "Special Mention" and

18 "Substandard or Lower" are the Corporation's internal risk rating categories. Please see Note 1 - Basis of Presentation in the Corporation's Form 10-Q for the quarter ended September 30, 2020 for a description of these categories.

Complete Hotel Portfolio Reviewed With Updated Risk Ratings

As of September 30, 2020

• 60 hotel loans totaling $366 million or 2.6% of the portfolio.
• Average loan size of $3.0 million.
• Approximately 51% of the hotel loans are in a COVID-19 deferral.
• Concentration in hotels that primarily rely on leisure segments in "drive-to" markets, which have been recovering faster than those dependent on air travel.
• 74% of hotel loan portfolio consists of limited service hotels / extended stay hotels which typically have lower operating costs.
• Most loans are backed by experienced hotel operators with positive global cash flow and liquidity. Majority of the loans include a personal guaranty from the principal(s).

19

Food Services/Restaurant Portfolio Reflects Diversity In Size, Type And Geography

As of September 30, 2020

Food Services/Restaurants portfolio reflects diversity in size, type and geography

• Portfolio size of $106 million.
• Diversified and granular portfolio with average loan size of $250 thousand.
• Geographically dispersed exposure, with most destinations now open, subject to government capacity limits.

20

Arts and Entertainment: Portfolio Risk Assessment Shows Reasonable Ability To Perform Given Current Environment

As of September 30, 2020

The Arts/Entertainment portfolio risk assessment shows reasonable ability to perform given current environment

• Portfolio of $290 million.
• Diverse portfolio with average loan size of $1.1 million.
• Largest sub-sector includes fitness centers. 80% of fitness portfolio comprised primarily of regional YMCA facilities across five-state footprint, which are open and operating as well as providing social and youth support activities during pandemic.
• Performing Arts Promoters, Theater & Performing Arts and Spectator & Sports Teams portfolios reviewed and reflect reasonable ability to perform given current environment.

21

Healthcare: CCRC's Show Solid Occupancy, Performance And Continue To Have Waiting Lists

As of September 30, 2020

CCRC's show solid occupancy, performance and continue to have waiting lists

• Portfolio of $967 million.
• Healthcare portfolio granular and diverse.
• Largest exposure is Nursing and Continuing Care facilities, which are primarily non-profit,religious-affiliated facilities across five state footprint. Specific characteristics include:
• • 90-95%Occupancy at most facilities.
  • Lengthy waiting lists.
  • Demographics reflect continued demand.
  • Minimal non-pass exposure
• General Medical and Surgical Hospital exposure is primarily to investment grade regional medical systems.

22

Retail Exposure Includes Significant Auto Dealership Portfolio That Has Rebounded Nicely

As of September 30, 2020

Retail exposure includes significant auto
dealership portfolio that has rebounded nicely	5%

• Portfolio of $680 million.
• Approximately $457 million in Auto and Equipment Dealership exposure. Retail New and Used car sales are strong.
• Remaining portfolio granular and diverse. Stores are open and operating.

1. Other includes the following categories and corresponding percentages: Home Furnishings Stores (3%), Nonstore Retailers & Direct Sell (2%), Health and Personal Care Stores (2%), Clothing & Jewelry Stores (2%) and Sporting Goods & Hobby (1%).

23

Energy Portfolio Detail: No Direct Exposure To Upstream Or Midstream; Downstream Comprised Of Oil And Gasoline Retail Distribution

As of September 30, 2020

• Upstream - Exploration and production sector. Includes searching for crude oil and natural gas fields, drilling of exploratory wells, and drilling and operating wells to bring crude oil and/or raw natural gas to the surface.
• Midstream - Involves the transportation (by pipeline, rail, barge, oil tanker or truck), storage, and wholesale marketing of crude or refined petroleum products.
• Downstream - Refers to the refining of petroleum crude oil and the processing and purifying of raw natural gas, as well as the marketing and distribution of products derived from crude oil and natural gas. The downstream sector touches consumers through products such as gasoline, kerosene, jet fuel, diesel oil, heating oil, fuel oils, lubricants, waxes, asphalt, natural gas, and liquefied petroleum gas (LPG) as well as hundreds of petrochemicals. Petrochemicals are broken out separately for this exercise.

24

RECENT FINANCIAL PERFORMANCE & HIGHLIGHTS

Income Statement Summary

				Change From
	3Q20			2Q20		3Q19
		(dollars in thousands, except per-share data)
Net Interest Income	$	154,116	$	1,362	$	(7,144)
Provision for Credit Losses		7,080		(12,490)		4,910
Non-Interest Income		63,246		10,329		7,925
Securities Gains		2		(3,003)		(4,490)
Non-Interest Expense		139,147		(3,859)		(7,623)
Income before Income Taxes		71,137		25,036		(996)
Income Taxes		9,529		2,988		(496)
Net Income	$	61,607	$	22,049	$	(501)
Net income per share (diluted)	$	0.38	$	0.14	$	0.01
ROA (1)		0.97 %		0.31 %		(0.18)%
ROE (2)		10.32 %		3.43 %		(0.32)%
ROE (tangible) (3)		13.50 %		4.51 %		(0.53)%
Efficiency ratio (3)		62.3 %		(4.0)%		(1.3)%

	(1)	ROA is return an average assets determined by dividing net income for the period indicated by average assets, annualized.
26	(2)	ROE is return on average shareholders' equity determined by dividing net income for the period indicated by average shareholders' equity, annualized.
	(3)	Non-GAAP financial measure. Please refer to the calculation and management's reasons for using this measure on the slide titled "Non-GAAP Reconciliation" at the end of this presentation.

Net Interest Income And Margin

AVERAGE INTEREST-EARNING ASSETS & YIELDS

NET INTEREST INCOME & NET INTEREST MARGIN(1)

($ IN MILLIONS)

($ IN BILLIONS)

~ $730 million

~ $610 million

AVERAGE LIABILITIES & RATES

($ IN BILLIONS)

	27	(1) Using a 21% federal tax rate and statutory interest expense disallowances.

Asset Quality

($ IN MILLIONS)
PROVISION FOR CREDIT LOSSES	NON-PERFORMING LOANS (NPLS) & NPLS TO LOANS

NET CHARGE-OFFS (NCOS) AND NCOS TO AVERAGE LOANS	ALLOWANCE FOR CREDIT LOSSES (ALLOWANCE)(1)	TO
	NPLS & LOANS

(1) The allowance for credit losses ("ACL") relates specifically to "Loans, net of unearned income" and does not include the ACL related to off-balance-sheet credit

28	exposures. The company adopted ASU 2016-13 (CECL), effective January 1, 2020.

Non-Interest Income(1)

Three months ended September 30, 2020

			3Q20		2Q20		Change
				(dollars in thousands)
	Wealth Management	$	14,943	$	13,407	$	1,536
	Mortgage Banking		16,801		9,964		6,837
	Consumer Banking		10,423		9,138		1,285
	Commercial Banking		18,311		16,748		1,563
	Other		2,769		3,660		(891)
Total	$	63,246	$	52,917	$	10,329

Non-interest income(1) increased 20% from 2Q20

Increases in all major categories:

Brokerage income

Combined impact of higher sale gains (volume and spreads) and a $1.5 million MSR impairment charge in 3Q20, compared to $6.6 million MSR impairment charge in 2Q20.

Mainly overdraft fees

Primarily merchant fees and Small Business Administration income

	29	(1) Excludes investment securities gains.

Non-interest Expense

			3Q20		2Q20	Change
			(dollars in thousands)
	Salaries and Benefits	$	79,227	$	81,012	$ (1,785)
	Occupancy		13,221		13,144	77
Data Processing and Software		12,285		12,193	92
	Other Outside Services		7,617		7,600	17
	Prepayment Penalty on FHLB Advances		-		2,878	(2,878)
	Other		26,797		26,179	618
Total	$	139,147	$	143,006	$ (3,859)

Non-interest expense decreased 2.7% from 2Q20

Decreases in:

• COVID-19bonuses in 2Q20 and seasonal decrease in payroll taxes, partially offset by higher health insurance expense
• Prepayment Penalty on FHLB Advances recorded in 2Q20

Increases in:

$1.5 million SEC litigation settlement recorded in 3Q20

30

Cost Savings Initiatives

Comprehensive review of expenses undertaken over the past 4 months resulting in the following cost savings initiatives:

• Previously disclosed 21 financial centers expected to be closed and consolidated in January 2021
• Further cost savings initiatives planned related to delivery systems, reallocation of management responsibilities and flattening of reporting structures, vendor contracts and streamlining of other functions
• Including the 21 financial center closures and consolidation announced on October 1, 2020, initiatives expected to result in annualized pre-tax savings of $25 million to be fully- realized in 2Q21
• A portion of the savings to be reinvested to accelerate digital transformation
• Anticipate aggregate pre-tax charges of $17 to $19 million to be recorded, which are expected to be recovered through non-interest expense reductions within approximately 8 months

Projected

$16-$17

Actual	Projected
$0-$1
$0.8

31

Q4 2020 Outlook

All previous guidance for 2020 has been withdrawn due to the impact from COVID-19. At this time, select guidance for the fourth quarter of 2020will be provided on the following areas in comparison to third quarter of 2020actual results, except effective tax rate is the expected range of the effective tax rate for the fourth quarter of 2020:

• Loans: Overall loan growth, including PPP, expected to be +/- 1 - 2%.
• Deposits: Overall deposit decline expected to be 3 - 5%, with seasonal municipal deposit outflows accompanied by modest runoff of PPP funds.
• Net Interest Income: In the range of $153 - $158 million, which includes $3-4 million attributable to PPP loan forgiveness.
• Non-InterestIncome: In the range of $57 - $62 million.
• Non-InterestExpense: In the range of $139 - $142 million, excluding charges related to cost saving initiatives.
• Effective Tax Rate: Between 14.5% - 15.5%

32

APPENDIX

Average Loan Portfolio And Yields

								Change in
		3Q 2020			Balance From		Yield From
	Balance	Yield		2Q 2020	3Q 2019		2Q 2020	3Q 2019
						(dollars in millions)
Real estate - commercial mortgage	$	6,987	3.27%	$	111	$	498	(0.20%)	(1.30%)
Commercial & industrial		5,984	2.53%			274		1,569	(0.82%)	(2.03%)
Real estate - residential mortgage		2,975	3.73%			205		462	(0.15%)	(0.33%)
Real estate - home equity		1,238	3.87%			(33)		(126)	(0.04%)	(1.40%)
Real estate - construction		982	3.84%			41		77	0.31%	(0.84%)
Consumer		465	4.07%			(1)		7	(0.10%)	(0.29%)
Equipment lease financing		279	3.96%			(6)		1	0.52%	(0.45%)
Other		(29)	-			(42)		(44)	- %	- %
								-
Total Loans	$	18,881	3.38%	$	549	$	2,444	(0.14%)	(1.17%)

	34	Note: Presented on an FTE basis, using a 21% federal tax rate and statutory interest expense disallowances.
	Average loan portfolio and yield are for the three months ended September 30, 2020, June 30, 2020 and September 30, 2019.

Average Customer Funding And Rates

								Change In
		3Q 2020			Balance From		Rate From
	Balance	Rate		2Q 2020	3Q 2019		2Q 2020	3Q 2019
					(dollars in millions)
Noninterest bearing demand	$	6,271	- %	$	481	$	2,023	- %	- %
Interest-bearing demand		5,591	0.14%			487		1,143	(0.03%)	(0.68%)
Savings		5,716	0.16%			270		690	(0.09%)	(0.71%)
Brokered		315	0.56%			3		62	0.02%	(1.84%)
Time		2,495	1.58%			(130)		(480)	(0.13%)	(0.28%)
Total Deposits		20,388	0.29%			1,111		3,438	(0.07%)	(0.55%)
Cash Management		613	0.24%			66		280	0.01%	-0.56%
Total Customer Funding	$	21,001	0.28%	$	1,177	$	3,718	-0.07%	(0.56%)

	35	Average deposit portfolio and rate are for the three months ended September 30, 2020, June 30, 2020 and September 30, 2019.

Non-Interest Income(1)

												$ Change from
		Q3 2020		Q2 2020		Q3 2019		Q2 2020		Q3 2019
								(in thousands)
Wealth management	$	14,943	$	13,407		$	13,867			1,536	1,076
Mortgage banking		16,801			9,964				6,658			6,837	10,143
Consumer banking:
Card		5,002			4,966				5,791			36	(789)
Overdraft		3,015			2,107				4,682			908	(1,667)
Other consumer banking		2,406			2,065				2,860			341	(454)
Total consumer bank ing		10,423			9,138				13,333			1,285	(2,910)
Commercial banking:
Merchant and card		6,237			5,326				6,166			911	71
Cash management		4,742			4,503				4,696			239	46
Capital markets		4,696			5,004				4,448			(308)	248
Other commercial banking		2,636			1,914				3,478			722	(842)
Total commercial bank ing		18,311			16,747				18,788			1,564	(477)
Other		2,769			3,660				2,675			(891)	94
Non-Interest Income before Investment Securities Gains	$	63,247		$	52,916			$	55,321			10,331	7,926

36 (1) Excluding investment securities gains.

Non-Interest Expense

													$ Change from
		Q3 2020			Q2 2020				Q3 2019			Q2 2020		Q3 2019
								(in thousands)
Salaries and employee benefits	$	79,227	$	81,012	$	78,211			$	(1,785)	$	1,016
Net occupancy		13,221			13,144				12,368				77			853
Data processing and software		12,285			12,193				11,590				92			695
Other outside services		7,617			7,600				12,163				17			(4,546)
Professional		2,879			3,331				3,331				(452)			(452)
Equipment		3,711			3,193				3,459				518			252
FDIC insurance		1,578			2,133				239				(555)			1,339
Marketing		1,147			1,303				3,322				(156)			(2,175)
Amortization of tax credit investments		1,694			1,450				1,533				244			161
Intangible amortization		132			132				1,071				-			(939)
Prepayment penalty on FHLB advances		-			2,878				4,326				(2,878)			(4,326)
Other		15,656			14,637				15,157				1,019			499
Total Non-Interest Expense	$	139,147	$	143,006	$	146,770			$	(3,859)	$	(7,623)

37

Non-GAAP Reconciliation

Note: The Corporation has presented the following non-GAAP (Generally Accepted Accounting Principles) financial measures because it believes that these measures provide useful and comparative information to assess trends in the Corporation's results of operations and financial condition. Presentation of these non-GAAP financial measures is consistent with how the Corporation evaluates its performance internally and these non-GAAP financial measures are frequently used by securities analysts, investors and other interested parties in the evaluation of companies in the Corporation's industry. Investors should recognize that the Corporation's presentation of these non-GAAP financial measures might not be comparable to similarly-titled measures of other companies. These non-GAAP financial measures should not be considered a substitute for GAAP basis measures and the Corporation strongly encourages a review of its condensed consolidated financial statements in their entirety.

		Three Months Ended
		Sep 30			Jun 30			Sep 30
		2019			2020			2020
Return on Average Shareholders' Equity (ROE) (Tangible)
Net income	$	62,108	$	39,559	$	61,607
Plus: Intangible amortization, net of tax		846			104			103
Net income (numerator)	$	62,954		$	39,663		$	61,710
Average shareholders' equity	$	2,315,585	$	2,309,133	$	2,374,091
Less: Average goodwill and intangible assets		(535,184)			(535,103)			(534,971)
Average tangible shareholders' equity (denominator)	$	1,780,401	$	1,774,030	$	1,839,120
Return on average shareholders' equity (tangible), annualized		14.03%			8.99%			13.50%

38

Non-GAAP Reconciliation

Efficiency ratio

Non-interest expense

Less: Intangible Amortization

Less: Amortization of tax credit investments

Less: Loss on redemption of trust preferred securities

Less: Prepayment penalty on FHLB advances Non-interest expense (numerator)

Net interest income (fully taxable-equivalent) Plus: Total Non-interest i ncome

Less: Investment securities gains

Net interest income (denominator)

Efficiency ratio

				Years Ended						Nine Months Ended
												Sep 30		Sep 30
2014		2015		2016		2017		2018		2019		2019		2020

$	459,246	$	480,160	$	489,519	$	525,579	$	546,104	$	567,736	$	428,762	$	424,705
	(1,259)		(247)		-	-			-		(1,427)		(1,285)		(397)
	-		-		-		(11,028)		(11,449)		(6,021)		(4,516)		(4,594)
	-		(5,626)		-		-		-		-		-		-
	-		-		-		-		-		(4,326)		(4,326)		(2,878)
$	457,987	$	474,287	$	489,519	$	514,551	$	534,655	$	555,962	$	418,635	$	416,836

$	532,322	$	518,464	$	541,271	$	598,565	$	642,577	$	661,356	$	498,877	$	476,931
	167,379			181,839			190,178			207,974			195,525			216,160			160,880			173,814
	(2,041)			(9,066)			(2,550)			(9,071)			(37)			(4,733)			(4,733)			(3,053)
$	697,660	$	691,237	$	728,899	$	797,468	$	838,065	$	872,783	$	655,024	$	647,692
	65.6%			68.6%			67.2%			64.5%			63.8%			63.7%			63.9%			64.4%

	Three Months Ended
	Sep 30		Jun 30		Sep 30
	2019		2020		2020
$	146,770	$	143,006	$	139,147
	(1,071)		(132)		(132)
	(1,533)		(1,450)		(1,694)
	-		-		-
	(4,326)		(2,878)		-
$	139,840	$	138,546	$	137,321
$	164,517	$	155,854	$	157,106
	59,813		55,922		63,248
	(4,492)		(3,005)		(2)
$	219,838	$	208,771	$	220,352
	63.6%		66.4%		62.3%

39

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