Goldman Sachs US Financial Services Conference Kelly S. King, Chief Executive Officer

December 5, 2017

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To make the world a better place to live by:

Helping our CLIENTS achieve economic success and financial security;

Creating a place where our ASSOCIATES can learn, grow and be fulfilled in their work;

Making the COMMUNITIES in which we work better places to be; and thereby:

Optimizing the long-term return to our SHAREHOLDERS, while providing a safe and sound investment.

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A National Presence With Diverse Non-bank Businesses

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Top-Tier Performance in Key Categories

15.59%

12.24%

5.00%

10.00%

15.00%

20.00%

BBT Peer Average

Return on Tangible Common Equity

3.48%

3.19%

3.00%

3.25%

3.50%

3.75%

BBT Peer Average

Net Interest Margin

2.81%

2.11%

2.00%

2.50%

3.00%

BBT Peer Average

Dividend Yield

0.31%

0.52%

0.00%

0.20%

0.40%

0.60%

BBT Peer Average

NPAs / Total Assets

41.4%

34.5%

30.0%

35.0%

40.0%

45.0%

BBT Peer Average

Fee Income Ratio

As of / for the quarter ended 09/30/17

Peers include CFG, CMA, FITB, HBAN, KEY, MTB, PNC, RF, STI, USB, WFC and ZION ROTCE is an adjusted measure

Source: S&P Global and company reports

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BB&T’s 5 Phases

1 2 3 4 5

1972 “Envision or Die” 1988

“Differentiate or Die”

Mid 1990’s “Grow or Die”

2008 “Restructure or Die”

Today “Disrupt or Die”

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Disrupt or Die

Optimize

branch

network Substantially

increase digital

client services

and marketing

Restructure

and digitize

support

services

Increase

national

lending

businesses Expand wealth

and fee

businesses

Renew focus on

commercial

and retail

community

bank

Consistent

positive

operating

leverage

Rationalize / improve risk management

systems

FTE reductions

No new major systems projects

New branch

products and strategies

Regional Presidents drive

commercial strategies and

IRM

Robotics process improvements

IRM

Asset management and brokerage IRM

Corporate

Sheffield

Mortgage

Equipment Finance

A.I.

Robotics

Agile DevOps

Small Business focus

Enhance “U”

Large increase in social media and

advertising

Reconceptualizing Our

Businesses

Increased branch closures (~150 in 2017 and 2018)

Improve Insurance

profitability and grow faster (organic &

acquisitions) CRE

Voice of the Client

4Q17 Outlook

1 Taxable-equivalent 2 Excludes merger-related and restructuring charges

Category Guidance

Loans

n Total down slightly vs. 3Q17

n Core up 2% – 4% annualized vs. 3Q17

Credit quality n NCOs expected to be 40 – 50 bps

Net interest margin

n GAAP margin down 3 – 5 bps vs. 3Q17

n Core margin down 3 – 5 bps vs. 3Q17

Net interest income1 n Stable compared with 3Q17

Noninterest income n Up slightly vs. 4Q16

Expenses2

n Stable compared with 4Q16

n Expect to achieve positive operating leverage

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Appendix

Quarter Ended

Sept. 30 2017

Net income - GAAP

Net income available to common shareholders – GAAP $ 597

Merger-related and restructuring charges, net after tax 29

Amortization of intangibles, net of tax 22

Numerator - adjusted1 $ 648

Average assets

Average common shareholders' equity $ 26,857

Plus: Estimated impact of merger-related and restructuring charges 14

Less: Average intangible assets 10,382

Denominator - adjusted1 $ 16,489

Reported ratio 14.89 %

Adjusted ratio 15.59

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Appendix – Non-GAAP reconciliations

Return on Tangible Common Equity (Dollars in millions)

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