![]() Investor Contact: Peter Goulding, CFA 203-338-6799 peter.goulding@peoples.com Barclays Global Financial Services Conference September 9, 2014 EXHIBIT 99.1 Investor Presentation dated September 9, 2014 |
![]() 1 Forward-Looking Statement Certain statements contained in this release are forward-looking in nature. These include all statements about People's United Financial's plans, objectives, expectations and other statements that are not historical facts, and usually use words such as "expect," "anticipate," "believe," "should" and similar expressions. Such statements represent management's current beliefs, based upon information available at the time the statements are made, with regard to the matters addressed. All forward-looking statements are subject to risks and uncertainties that could cause People's United Financial's actual results or financial condition to differ materially from those expressed in or implied by such statements. Factors of particular importance to People’s United Financial include, but are not limited to: (1) changes in general, national or regional economic conditions; (2) changes in interest rates; (3) changes in loan default and charge-off rates; (4) changes in deposit levels; (5) changes in levels of income and expense in non-interest income and expense related activities; (6) residential mortgage and secondary market activity; (7) changes in accounting and regulatory guidance applicable to banks; (8) price levels and conditions in the public securities markets generally; (9) competition and its effect on pricing, spending, third-party relationships and revenues; (10) the successful integration of acquisitions; and (11) changes in regulation resulting from or relating to financial reform legislation. People's United Financial does not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. |
![]() 2 Corporate Overview Snapshot as of June 30, 2014 People’s United Financial, Inc. NASDAQ (PBCT) Headquarters: Bridgeport, CT Chief Executive Officer: Jack Barnes Chief Financial Officer: (1) Kirk Walters Market Capitalization (9/5/14): $4.7 billion Assets: $33.9 billion Loans: $25.5 billion Deposits: $24.1 billion Branches: 407 In-store Branches: (2) 142 ATMs: 616 Standalone ATMs: (3) 113 Founded: 1842 Notes: 1. 2. 3. On April 16, 2014 People’s United announced the transition of CFO Kirk Walters’ role with the company. Walters will continue as CFO of People’s United Financial, Inc., the bank’s holding company, and former Treasurer David Rosato was appointed CFO of People’s United Bank. Walters will continue to serve as CFO of People’s United Financial, Inc. through December 31, 2014, when Rosato is expected to assume that position Exclusive relationship with Stop & Shop, a subsidiary of Ahold (ENXTAM:AH) Includes 21 ATMs in Stop & Shop locations where a branch is not present |
![]() 3 Compelling Investment Opportunity Leading market position in the best commercial banking market in the US Significant growth runway within existing markets – expanding in two of the largest MSAs in the US (New York City, #1, Boston, #10) Dividend yield of ~4.5% Ability to maintain pristine credit quality – no credit “events” Improving profitability Strong liquidity Continued capital deployment via organic growth and dividends |
![]() 4 Attractive Market Demographics Source: SNL Financial; Nielsen; FDIC data as of June 30, 2013 1. Excludes deposits from trust institutions and branches with over $750MM deposits; excludes branches and deposits located outside each MSA 2. Rank weighted by percentage of franchise deposits 75% of People’s United’s franchise deposits are in its top 5 MSAs, which are some of the most densely populated and wealthy markets in the US People's Franchise Metrics 1 MSA Rank out of 917 Nationwide MSAs Market Size Population Median % Households Total Deposits Market % Deposit Number of Deposits % of Density Household with $200k+ People's United Top 5 MSAs ($MM) Rank Market Share Branches ($MM) Franchise (# / sq. mile) Income Income Bridgeport-Stamford-Norwalk, CT $33,816 1 18.5% 65 $6,241 29.7 6 7 2 Boston-Cambridge-Newton, MA-NH 124,503 10 2.2 52 2,772 13.2 8 18 9 New York-Newark-Jersey City, NY-NJ-PA 592,790 30 0.4 95 2,657 12.6 2 34 12 Hartford-West Hartford-East Hartford, CT 26,118 4 8.1 45 2,119 10.1 20 26 21 New Haven-Milford, CT 17,801 4 11.2 32 1,987 9.5 7 49 34 Top 5 MSAs $795,028 – 2.0% 289 $15,776 75.1 – – – Weighted Average Rank 2 – – – – – 8 21 11 Rank / Nationwide MSAs (917 MSAs) – – – – – 0.8% 2.3% 1.3% |
![]() 5 Branches $BN % 1 TD Bank 51 3.6 15.8 2 KeyCorp 53 2.5 10.8 3 Bangor Bancorp 60 2.2 9.4 4 Camden National 44 1.8 8.0 5 B of A 18 1.4 6.0 6 First Bancorp 16 1.0 4.5 7 Machias 18 0.9 3.8 8 People's United 26 0.9 3.7 9 Bar Harbor 16 0.9 3.7 10 Norway 22 0.8 3.3 Branches $BN % 1 B of A 242 57.4 19.9 2 RBS 252 29.0 10.1 3 Santander 225 18.1 6.3 4 TD Bank 152 11.5 4.0 5 Eastern Bank 95 6.9 2.4 6 Independent Bank 83 4.9 1.7 7 Middlesex 30 3.5 1.2 8 People's United 54 3.1 1.1 9 Boston Private 11 3.0 1.0 10 First Republic 4 3.0 1.0 Strong Deposit Market Positions Connecticut Massachusetts Vermont New York New Hampshire Maine ~850,000 commercial, business banking, consumer and wealth management relationships #5 deposit market share in New England #1 in Fairfield County, CT, 65 branches, $6.3BN deposits, 18.7% market share Source: SNL Financial; FDIC data as of June 30, 2013; excludes trust institutions Notes: PBCT branch count updated as of June 30, 2014 Branches $BN % 1 B of A 147 25.9 24.5 2 Webster 124 12.7 12.1 3 People's United 162 11.3 10.7 4 Wells Fargo 75 7.8 7.4 5 TD Bank 76 6.1 5.8 6 JPM Chase 54 4.8 4.5 7 First Niagara 85 4.3 4.1 8 Citi 21 3.0 2.9 9 Liberty 49 2.9 2.7 10 RBS 46 2.5 2.4 Branches $BN % 1 People's United 42 2.6 22.6 2 TD Bank 35 2.6 22.0 3 Merchants 32 1.3 10.8 4 RBS 21 0.8 7.0 5 KeyCorp 13 0.7 6.1 6 Northfield 13 0.5 4.4 7 Community 14 0.4 3.8 8 Union 12 0.4 3.5 9 Passumpsic 6 0.3 2.8 10 NH Thrift 17 0.3 2.5 Branches $BN % 1 RBS 74 6.7 23.9 2 TD Bank 73 5.8 20.5 3 B of A 27 4.6 16.3 4 People's United 28 1.3 4.6 5 NH Mutual 18 1.0 3.7 6 BNH 22 0.9 3.2 7 Santander 20 0.9 3.0 8 NH Thrift 21 0.8 2.8 9 Mascoma 19 0.7 2.6 10 Eastern Bank 7 0.7 2.6 Branches $BN % 1 JPM Chase 803 424.5 37.5 2 Citi 269 76.1 6.7 3 B of A 315 60.5 5.4 4 HSBC 155 58.9 5.2 5 Capital One 267 40.8 3.6 6 M&T 288 35.2 3.1 7 TD Bank 238 24.2 2.1 8 KeyCorp 250 19.4 1.7 9 First Niagara 201 17.2 1.5 10 Signature 28 15.3 1.4 28 People's United 95 2.7 0.2 |
![]() 6 Strategic Focus of Deposit Franchise Growth Core customers and deposits Multiple product households/relationships Leverage employee expertise to drive sales Brand execution Employee expertise Superior customer experience In-store supermarket strategy Leveraging the Citizen’s branch acquisition Navigating a low rate environment Balancing growth, retention and cost of funds Constant evaluation of branch-level profitability |
![]() 7 In-store Versus Traditional Branches Connecticut On average, in-store locations are open 37% more hours per week than traditional branches (56 hours vs. 41 hours) but are 30% less expensive to operate Partnership allows us to leverage our brand with the ~1.8 million shoppers who visit Connecticut Stop & Shop stores every week In-store locations operate under the same business model as traditional branches and sell all the Bank’s products and services Mortgages, Home Equity Loans, Business Loans and Investments* Connecticut in-store branches accounted for a significant portion of the new branch business booked in the market * Sold by employees who are also licensed representatives of our brokerage affiliate In-store Branches Traditional Branches 58% 56% 42% 30% 29% 28% 42% 44% 58% 70% 71% 72% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Consumer Checking Accounts Opened Savings Accounts Opened Business Checking Accounts Opened Mortgage Loan Originations Home Equity Loan Originations Investment Sales Business Banking Loan Originations 27% Connecticut In-store Versus Traditional Branch Business (Last Twelve Months Through 6/30/14) |
![]() 8 Consistent Loan Growth Since the end of 2010, People’s United is one of only six banks within the top 50 by assets that have grown loans in each quarter 1 Source: SNL Financial. Excludes trust banks. Statements based on Total Gross Loans and Finance Leases, as reported, net of unearned discounts and gross of loss reserves. Does not include accrued interest on loans Notes: 1 Top 50 banks by assets as of most recent year end; includes People’s United, First Niagara, First Republic, Signature, UMB and Investors 2 Reflects completion of Danvers Bancorp acquisition in 2Q 2011 Quarterly Loan Growth Since 1Q 2011 PBCT Median = 1.67% Top 50 Median = 1.27% |
![]() 9 Continue to deepen our presence in heritage markets such as Connecticut and Vermont Substantial growth prospects in larger markets such as New York metro and greater Boston New York: 1 • 19 commercial relationship managers up from zero in 1Q 2010 • 95 branches up from 5 in 1Q 2010; 59 branches, or ~60%, are in-store locations • Total deposit growth of $2.8BN, or 72% compound annual growth, since 1Q 2010 Massachusetts: 1 • 33 commercial relationship managers up from 14 since 2010 • 54 branches up from 19 in 1Q 2010 • Total deposit growth of $2.3BN, or 35% compound annual growth, since 1Q 2010 Notes: 1 Data as of June 30, 2014 Revenue Opportunities Geographic Extension |
![]() 10 Under-represented asset classes ramping up Bolstered commercial banking presence in greater Boston and Long Island Building mid-corporate and government banking productivity Filling in New York metro Commercial Real Estate presence Increased Private Banking activity with initial focus on CT, metro New York and greater Boston Steady asset-based lending and mortgage warehouse lending progress Enhancing wealth management offering Added seasoned wealth management team in Hartford area Proprietary asset allocation and risk management strategies are implemented both internally and with a suite of external managers who represent our "best in class" recommendations • Unified Managed Account technology allows us to “rent” intellectual capital – no customer funds leave the bank Increasing momentum in other fee income businesses with a focus on cross-sell Delivering interest rate swaps and foreign exchange products to corporate customers Expanding international trade finance with the recent hire of a senior executive Merchant services joint venture highlights commitment to better serve customers and drive growth Growing commercial banking lending fees Revenue Opportunities Product Capabilities |
![]() 11 Customer Profile Family-owned and operated real estate management, acquisition and development company Owns and manages over 50 commercial and residential properties in New York, New Jersey and Florida, including 1,400+ apartment units and 25+ retail shopping centers Customer Need Customer was unhappy with existing bank and was looking for a new bank to provide a full array of depository, treasury management, lending and wealth management services Basis for Relationship 20 year in-market relationship manager has multi-year relationship with customer and was able to leverage People’s United’s long-standing commitment to exceptional customer service PBCT Solution Since July 2013, People’s United has originated numerous commercial mortgages and revolving lines of credit Treasury management and wealth management are providing commercial and personal account management; delivering a streamlined approach to depository account management and a comprehensive menu of investment alternatives Branches are actively involved in offering partnership banking services to the customer’s 45 employees Case Study New York Metro CRE Customer |
![]() 12 Case Study Greater Boston C&I Customer Customer Profile Manufacturer of storage and transportation equipment for the compressed gas industry Headquartered in MA with locations across the US; sells products both domestically and internationally Customer Need Customer was seeking to refinance and also needed a bank with a full line of products and services, including sophisticated treasury management, interest rate risk management, foreign exchange and leasing capabilities Basis for Relationship Relationship manager has long-standing relationship with the customer and was able to get the client to switch to People’s United based on both our full suite of high quality products/services as well as a strong commitment to the relationship from our local senior management PBCT Solution People’s United delivered a working capital line of credit, an equipment term loan and a commercial real estate loan Customer relies on People’s United for its treasury management foreign exchange and merchant services needs People’s United is also developing an interest rate risk management product for the customer |
![]() 13 Growing Future Earnings Per Share Loans and Deposits per Share We have made substantial progress over the past year, growing loans and deposits per share at compound annual growth rates of 17% and 15%, respectively $40 $45 $50 $55 $60 $65 $70 $75 $80 $85 $90 $16 $17 $18 $19 $20 $21 $22 $23 $24 $25 $26 2Q13 3Q13 4Q13 1Q14 2Q14 Loans ($BN) Loans per Share $40 $45 $50 $55 $60 $65 $70 $75 $80 $85 $90 $16 $17 $18 $19 $20 $21 $22 $23 $24 $25 $26 2Q13 3Q13 4Q13 1Q14 2Q14 Deposits ($BN) Deposits per Share $85.35 |
![]() 14 Expense Management Oversight Committee (EMOC) has been fully operational since November 2011 Committee comprised of the CEO, CFO of the Bank, Chief Administrative Officer and Chief HR Officer EMOC oversees PBCT’s: Non-interest expense management and implements strategies to attain targeted goals Revenue initiatives that require expenditures and conducts periodic progress reviews Provides a horizontal view of the organization Expense Management Units (EMUs) established to facilitate EMOC functions Defined EMUs include: • Technology • Operations • Real Estate Services Spending requests above $25,000 are submitted by EMU owners for approval Staffing models, staffing replacements and additions for mid-level positions and above require approval by the Committee Expense Management • Employment/Benefits • Marketing • Regulatory/Institutional • Depreciation/Equipment • Decentralized • Intangible Amortization |
![]() 15 $205.7 $204.5 $204.0 $205.4 $209.2 $207.7 $211.5 $206.7 3Q 2012 4Q 2012 1Q 2013 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 Expense Management (cont.) Operating expenses have remained relatively flat over the last two years People’s United has managed expenses while also making appropriate investments in: People and systems amidst a regulatory environment of heightened expectations Revenue and deposit gathering initiatives Improving customer experiences via enhanced delivery of products and services Operating Non-interest Expense ($MM) |
![]() 16 Conservative, Long-Term Approach Increase focus on relationship profitability Continue to build deep, multi-product relationships with an emphasis on cross-sell Deposit gathering remains a key focus and is reflected in incentive structure Will not sacrifice credit quality to achieve growth Scaling back multi-family loan business as competitive pressures increase Tightly controlling expenses while investing in key infrastructure Maintain asset sensitivity to position People’s United for rising interest rates |
![]() 17 Summary Sustainable Competitive Advantage Premium brand built over 170 years High quality Northeast footprint characterized by wealth, density and commercial activity Strong leadership team Solid net interest margin Superior asset quality Focus on relationship-based banking Growing loans and deposits within footprint – in two of the largest MSAs in the country (New York City, #1 and Boston, #10) Improving profitability Returning capital to shareholders Strong capital base |
![]() 18 Appendix |
![]() 19 Net Interest Income (Fully Taxable Equivalent) Linked Change (in $ millions) vs. Prior Quarter vs. Prior Year 231.8 232.8 (1.6) (1.0) 1.8 0.1 1.7 1Q 2014 Acquired Loans Investments Originated Loans Calendar Day Borrowings 2Q 2014 225.2 232.8 (12.4) (0.2) 17.2 0.9 2.1 2Q 2013 Acquired Loans Borrowings Originated Loans Investments Deposits 2Q 2014 |
![]() 20 Net Interest Margin (%) Linked Change vs. Prior Quarter vs. Prior Year 3.17% 3.13% (0.07%) (0.01%) 0.03% 0.01% 1Q 2014 New Loan Volume Investments Calendar Day Loan Mix 2Q 2014 3.33% 3.13% (0.21%) (0.03%) 0.03% 0.01% 2Q 2013 New Loan Volume Loan Mix Investments Deposits 2Q 2014 |
![]() 21 Agency MBS and Agency CMOs comprised of 10 year and 15 year collateral constitute ~80% of the portfolio. $600MM municipal bond portfolio has an underlying weighted average credit rating above AA Securities Portfolio Detail 2Q14 Total Securities Portfolio $4.6 BN ($ in billions) Note: Duration of the securities portfolio is ~4 years Securities portfolio does not contain CLOs, CDOs, trust preferred, or private-label mortgage-backed securities Held to maturity (HTM) securities reported on an amortized cost basis (book value). Available for sale (AFS) securities reported at fair value Agency CMO's, $2.2, 48% Agency MBS, $1.4, 31% Municipal - HTM, $0.6, 13% FHLB Stock, $0.2, 4% Bonds, Notes and Debentures - AFS, $0.1, 3% Corporate - HTM, $0.1, 1% |
![]() ![]() ![]() ![]() ![]() 22 Loans Linked Change (in $ millions) vs. Prior Quarter vs. Prior Year 24,629 881 78 (133) 25,455 March 31, 2014 Commercial Retail Acquired June 30, 2014 22,866 2,627 566 (604) 25,455 June 30, 2013 Commercial Retail Acquired June 30, 2014 Year over year change Annualized linked quarter change 11.3% 13.4% |
![]() Loans by Business Line Note: Commercial represents Commercial & Industrial and Equipment Finance 2Q14 Total Loan Portfolio $25.5 BN 23 Commercial $9.5 37% CRE $9.2 36% Residential Mortgage 18% Consumer $2.2 9% $4.6 |
![]() 24 Loans by Geography Excluding equipment finance loans, ~95% of our 2Q14 loan portfolio is within the Northeast 2Q14 Total Loan Portfolio $25.5 BN Connecticut 28% New York 18% Massachusetts 17% Vermont $1.8 7% New Hampshire 5% Maine $1.0 4% New Jersey $0.9 Other $4.3 18% 3% $7.0 $4.7 $4.4 $1.4 24 |
![]() 25 Commercial Real Estate, $9.2BN, 36% of Total Equipment Financing, $2.7BN, 10% of Total Commercial & Industrial, $6.8BN, 27% of Total ($ in billions) ($ in billions) ($ in billions) Commercial Loan Portfolio Detail 2Q 2014 73% of total loan portfolio Residential, $3.1, 33% Retail, $2.4, 26% Office Buildings, $2.2, 24% Industrial/Manufact., $0.5, 6% Hosp. & Entertainment, $0.4, 5% Mixed/Special Use, $0.2, 2% Self Storage, $0.2, 2% Land, $0.1, 1% Other Properties, $0.1, 1% Finance, Ins. & RE, $1.8, 27% Service, $1.3, 18% Manufacturing, $0.9, 14% Health, $0.8, 11% Wholesale Dist., $0.7, 10% Retail Sales, $0.6, 9% Construction, $0.2, 3% Transp/Utility, $0.2, 3% Arts/Ent./Recr., $0.1, 2% Public Admin, $0.1, 1% Other, $0.1, 2% Transp/Utility, $0.9, 34% Construction, $0.4, 14% Finance, Ins. & RE, $0.3, 11% Printing, $0.2, 8% Waste, $0.2, 7% Manufacturing, $0.2, 6% Packaging, $0.1 5% Wholesale Dist., $0.1, 5% Mining, Oil & Gas, $0.1, 4% Service, $0.1, 2% Other, $0.1, 4% |
![]() 26 Residential Mortgage, $4.6BN, 18% of Total 2Q 2014 originated weighted average LTV of 71% 2Q 2014 originated weighted average FICO score of 756 Hybrid ARMs represent ~90% of the portfolio ($ in billions) Retail Loan Portfolio Detail 2Q 2014 Consumer, $2.2BN, 9% of Total 2Q 2014 originated weighted average CLTV of 58% 2Q 2014 originated weighted average FICO score of 769 ~60% of originations during last 3 years are in a first lien position ($ in billions) 27% of total loan portfolio CT, $1.3, 60% VT, $0.3, 11% NY, $0.2, 9% MA, $0.2, 8% NH, $0.1, 6% ME, $0.1, 6% CT, $2.2, 49% MA, $1.3, 27% NY, $0.4, 9% VT, $0.3, 7% NH, $0.2, 4% ME, $0.1, 3% Other, $0.1, 1% |
![]() 27 Net Interest Income (NII) Sensitivity Interest Rate Risk Profile (1) -1.4% 4.3% 9.2% 13.2% 17.2% -1.0% 3.4% 7.5% 10.9% 14.3% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% Dn25 Up100 Up200 Up300 Up400 Immediate Parallel Shock 6/30/14 3/31/14 -0.4% 1.8% 4.5% -3.8% 2.7% 5.1% -0.1% 1.0% 2.9% -3.7% 2.5% 4.8% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% Short End -25 Short End +100 Short End +200 Long End -100 Long End +100 Long End +200 Yield Curve Twist 6/30/14 3/31/14 Notes: (1) Yield curve twist pivot point is 18 month point on yield curve. Short End defined as overnight to 18 months. Long End defined as terms greater than 18 months |
![]() 28 Acquired Loan Portfolio Acquired loans initially recorded at fair value (inclusive of related credit mark) without carryover of historical ALLL Accounting model is cash-flow based: Contractual cash flows (principal & interest) less expected cash flows (principal & interest) = non-accretable difference (effectively utilized to absorb actual portfolio losses) Expected cash flows (principal & interest) less fair value = accretable yield Expected cash flows are regularly reassessed and compared to actual cash collections (a) Initial carrying amounts of acquired portfolios are as follows: FinFed, $1.2BN; Butler, $141MM; RiverBank, $518MM; Smithtown, $1.6BN; and Danvers, $1.9BN. (b) Carrying amount and related components reflect loan sale, settlement and payoff activity which have occurred since acquisition. (c) Represent contractual amounts; loans meet People’s United Financial’s definition of a non-performing loan but are not subject to classification as non-accrual in the same manner as originated loans. Rather, these loans are considered to be accruing loans because their interest income relates to the accretable yield recognized at the pool level and not to contractual interest payments at the loan level. (d) Includes approximately $9.5MM of charge-offs applied against reserves established subsequent to acquisition. As of 6/30/14 (in $ millions) Carrying Amount a, b Carrying Amount Component b NPLs c Non-Accretable Difference/NPLs Charge-offs Incurred Since Acquisition d Accretable Yield Non-Accretable Difference Danvers (7/1/11) $651.5 $182.2 $10.1 $38.5 26% $26.8 Smithtown (11/30/10) 400.5 195.8 94.6 62.0 153% 128.5 Others (various dates) 225.5 69.7 20.7 17.8 116% 33.2 Total $1,277.5 $447.7 $125.4 $118.3 |
![]() 29 Impact on Net Interest Margin Impact on Earnings Per Share 2Q14 Total Accretion (All interest income on acquired loans) 22 Interest Income from Amortization of Original Discount on Acq. Loan Portfolio 6.4 2Q14 Average Acquired Loan Portfolio 1,355 2Q14 Effective Tax Rate 35.0% Effective Yield on Acquired Loan Portfolio 6.40% 2Q14 Earnings from Amortiz. of Original Discount on Acq. Loan Portfolio 4.2 Weighted Average Coupon on Acquired Loan Portfolio 4.51% 2Q14 Weighted Average Shares Outstanding 298.2 Incremental Yield Attributable to Amortiz. of Discount on Acq. Loan Portfolio 1.89% 2Q14 EPS Impact from Amortiz. of Discount on Acq. Loan Portfolio $0.01 Incremental Interest Income from Amortiz. of Discount on Acq. Loan Portfolio 6.4 2Q14 Average Earning Assets 29,736 Add: Average unamortized loan discount 152 Adjusted 2Q14 Average Earning Assets 29,888 Impact on Overall Net Interest Margin (bps) 9 Operating Net Interest Margin 3.13% Adjusted Net Interest Margin 3.04% Amortization of Original Discount on Acquired Loan Portfolio Amortization of Original Discount on Acquired Loan Portfolio Acquired Loan Portfolio Amortization of Original Discount on Acquired Loan Portfolio Notes: 1. Excluding FinFed, the weighted average coupon on the acquired loan portfolio is 4.33% 2. Adjusted to include the discount on acquired loans (the difference between the outstanding balance of the acquired loan portfolio and the carrying amount of the acquired loan portfolio) $ in millions, except per share data 1 2 2 |
![]() 30 Summary of Acquired Loan Accounting Events (in $ millions) Period Cost Recovery Income Gain (Loss) on Sale of Acquired Loans Acquired Loan Impairment Net Impact 2011 Q1 0.0 5.5 0.0 5.5 Q2 0.0 7.2 0.0 7.2 Q3 0.0 (4.8) 0.0 (4.8) Q4 5.0 (0.4) (7.4) (2.8) 2012 Q1 0.0 0.0 (0.3) (0.3) Q2 4.7 0.7 0.2 5.6 Q3 4.1 0.0 (5.7) (1.6) Q4 0.0 0.3 0.0 0.3 2013 Q1 0.0 0.0 (2.6) (2.6) Q2 0.0 5.8 0.9 6.7 Q3 3.0 0.0 (2.6) 0.4 Q4 0.2 (0.1) 0.1 0.2 2014 Q1 0.0 0.0 (1.5) (1.5) Q2 0.1 (0.4) (0.8) (1.1) Total $17.1 $13.8 ($19.7) $11.2 Since 2010, we have acquired $5.4BN of loans, approximately 24% of which remain in our portfolio. We did not recognize cost recovery income, gains (losses) on sale or impairment in 2010. Since 1Q 2011, the net impact of such activity is +$11.2MM |
![]() 31 Balance Sheet Funding Detail 2Q14 Balance Sheet Funding $33.9 BN ($ in billions) 82% funded by organic deposits, customer repurchase agreements and common equity Retail Deposits, $16.2, 48% Commercial Deposits, $6.6, 19% Stockholders' Equity, $4.6, 14% Fed Funds & FHLB Borrowings, $3.1, 9% Brokered Deposits, $1.3, 4% Subordinated Borrowings & Sr Notes, $1.0, 3% Customer Repurchase Agreements, $0.4, 1% Other Liabilities, $0.7, 2% |
![]() 32 Deposits Linked Change (in $ millions) vs. Prior Quarter vs. Prior Year Notes: (1) Commercial includes municipal deposits of $1,330MM at Notes: (1) Commercial includes municipal deposits of $742MM at 06/2013 and $1,150MM at 06/2014 06/2014 (none at 06/2013) 03/2014 and $1,150MM at 06/2014 and $1,328MM at 06/2014 Total 24,089 Commercial (1) Retail (2) 7.2% 23,666 17,029 17,526 6,637 6,563 (74) 497 March 31, 2014 Retail Commercial June 30, 2014 Annualized linked quarter change Total 24,089 Commercial (1) Retail (2) 21,982 9.6% 16,196 17,526 5,786 6,563 777 1,330 June 30, 2013 Retail Commercial June 30, 2014 Year over year change 2) Retail includes brokered deposits of $663MM at 03/2014 2) Retail includes brokered deposits of $1,328MM at |
![]() 33 88.2 100.1 88.2 20.6 1.8 1.2 0.7 (6.2) (4.2) (0.9) (0.3) (0.8) 79.5 - 20.6 2Q 2013 Non- Operating Operating Leases Investment Mgmt. Fees Bank Service Charges Gain on Acq. Loan Sales Gain on Resi. Mtg Loan Sales Commercial Banking Lending Fees Insurance Other 2Q 2014 Non-Interest Income Linked Change (in $ millions) Note: Non-operating income represents the gain on the merchant services joint venture, net of related expenses Total Non-Operating Operating 79.9 100.1 79.9 20.6 2.3 0.8 0.8 (1.4) (1.4) (0.9) (0.8) 0.2 79.5 - 20.6 1Q 2014 Non- Operating Bank Service Charges Investment Mgmt. Fees Customer Int. Rate Swap Income Operating Leases Commercial Banking Lending Fees Insurance Gain on Resi. Mtg Loan Sales Other 2Q 2014 (1) Total Non-Operating Operating (1) vs. Prior Quarter vs. Prior Year (1) |
![]() 34 Non-Interest Income by Category (in $ millions) Note: (1) Excludes $20.6MM gain on formation of the merchant services joint venture, net of related expenses 2Q14 Non-Interest Income (1) $79.5MM Bank Service Charges $32.8 41% Investment Management Fees $10.6 13% Operating Lease Income $9.9 12% Commercial Banking Lending Fees $7.4 9% Insurance Revenue $6.8 9% Brokerage Commissions $3.6 5% Customer Interest Rate Swap Income, Net $2.2 3% Other $6.2 8% |
![]() 35 Expense Progress Estimated Cost Savings Analysis Source: SNL Financial Notes: “Pro Forma / Actual” represents PBCT operating non-interest expense and the actual expenses at the acquired institutions Acquisition target costs fall away as the acquisitions are completed “Without Expense Initiatives” represents PBCT operating non-interest expense and the actual expenses at the acquired institutions in 4Q09, and then applies the peer median expense growth rate in each subsequent quarter Our 2Q 2014 operating expense base of $207MM reflects $30MM (~$120MM annualized) savings from successfully-executed expense initiatives 207 237 200 210 220 230 240 250 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 Operating Noninterest Expense ($MM) Pro Forma / Actual Without Expense Initiatives $30MM Cost Savings |
![]() 36 Expense Progress Estimated Cost Savings Analysis The $30MM in quarterly cost reductions is attributable to efforts related to acquisition cost savings and other initiatives Source: SNL Financial Notes: “Pro Forma / Actual” represents PBCT operating non-interest expense and the actual expenses at the acquired institutions Acquisition target costs fall away as the acquisitions are completed “Without Expense Initiatives” represents PBCT operating non-interest expense and the actual expenses at the acquired institutions in 4Q09, and then applies the peer median expense growth rate in each subsequent quarter 237 207 7 23 $0 $50 $100 $150 $200 $250 Without Expense Initiatives Announced Acquisition Savings Other Initiatives Pro Forma / Actual Operating Noninterest Expense ($MM) |
![]() 37 Total Non-Operating Operating Non-Interest Expense Linked Change (in $ millions) Note: (1) Total Non-Operating Operating (1) vs. Prior Quarter vs. Prior Year 216.7 208.3 211.5 (3.6) (2.4) (1.8) (1.4) 0.8 206.7 5.2 1.6 1Q 2014 Non- Operating Operating Leases Comp. & Benefits Occ. & Equip. Other 2Q 2014 205.8 208.3 205.4 1.2 (1.3) (0.3) 3.7 1.1 206.7 (1.9) 0.4 1.6 2Q 2013 Non- Operating Adv. & Promotion Occ. & Equip. Comp. & Benefits Operating Leases Other 2Q 2014 Non-operating expense change primarily reflects the 1Q 2014 write-down on certain branch assets |
![]() 38 Non-Interest Expense by Category (in $ millions) 2Q14 Non-Interest Expense Total: $208.3MM; Operating: $206.7MM Comp. & Benefits $109.3 53% Occupancy & Equipment $36.6 18% Professional & Outside Services $14.9 7% Regulatory Assessments $9.0 4% Operating Lease Expense $8.7 4% Amort. Of Acq.- related Intangible Assets $6.2 3% Other $23.6 11% |
![]() 39 Efficiency Ratio (%) Last Five Quarters 61.4% 62.2% 62.8% 63.9% 61.8% 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 |
![]() 40 Operating ROAA (%) Last Five Quarters 0.81% 0.78% 0.75% 0.69% 0.72% 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 |
![]() 41 Operating ROATE (%) Last Five Quarters 9.3% 9.8% 9.8% 9.3% 9.6% 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 |
![]() 42 Operating Dividend Payout Ratio (%) Last Five Quarters 83% 83% 83% 86% 82% 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 |
![]() 43 Substantial Progress Over the Last Five Years Growing Loans, Deposits and Returning Capital to Shareholders Growth has outpaced peers on the key metrics of loans per share and deposits per share This has occurred while we have returned $2.2BN to shareholders during this period. Returns of capital were in the form of both dividends ($1.1BN) and share repurchases ($1.1BN) which represents approximately 50% of our current market capitalization Line Item PBCT Peer Median PBCT Vs. Peers 5-Year Loans Per Share CAGR 15.5% 0.1% +15.4% 5-Year Deposits Per Share CAGR 13.3% 1.1% +12.2% Notes: 5-Year CAGR figures based on 2Q 2009 to 2Q 2014 data |
![]() 44 Attractive Risk Profile Ability to maintain strong credit quality Conservative credit culture marked by absence of credit “events” Median net charge-offs / average loans since 2007 have been 19 bps Well-diversified commercial and retail banking portfolios Low operating risk profile Consistently profitable throughout the credit cycle Straightforward portfolio of products – no complex financial exposures Credit ratings of Baa1 / BBB+ / A- / A (low) as rated by Moody’s, S&P, Fitch and DBRS, respectively Robust liquidity Strong deposit market share in most core markets Unused FHLB of Boston borrowing capacity of $4.5BN at 2Q 2014 2Q 2014 net loan-to-deposit ratio of 104.9% |
![]() Commercial Credit Culture and Approval Process Well-defined credit culture and underwriting standards Cash flow – deal specific and global Collateral / limited unsecured exposure with equity investment requirements and guarantees No speculative real estate projects Credit structure includes meaningful covenants, appropriate LTVs and monitored advance rates Industry knowledge and expertise (i.e. basic industries and property types) Seasoned relationship managers with considerable local market knowledge Experienced senior credit officers (SCO) average 25+ years of commercial banking experience Approval authority Local, regional and corporate credit committee structure >$25MM also requires Executive Risk Oversight Committee (EROC) approval Due diligence begins prior to the issuance of a proposal (market manager & SCO) and independent credit associates in Risk Management are utilized Credit analyst / relationship manager complete detailed loan submission Stress test cash flow for interest rate sensitivities, vacancy and rental rates Independent field exams and appraisal review 45 |
![]() 46 Last Five Quarters Asset Quality NPAs / Loans & REO (%) (1) (1) Non-performing assets (excluding acquired non-performing loans) as a percentage of originated loans plus all REO and repossessed assets; acquired non-performing loans excluded as risk of loss has been considered by virtue of (i) our estimate of acquisition-date fair value, (ii) the existence of an FDIC loss sharing agreement, and/or (iii) allowance for loan losses established subsequent to acquisition Source: SNL Financial and Company filings Notes: Top 50 Banks represents the largest 50 banks by total assets in each respective quarter 0.96 1.29 1.44 0.50 1.00 1.50 2.00 2.50 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 PBCT Peer Group - Median Top 50 Banks - Median |
![]() 47 Asset Quality Net Charge-Offs / Avg. Loans (%) (1) (1) Excluding acquired loan charge-offs, PBCT’s charge-off ratio was 0.09%, 0.09%, 0.17%, 0.16% and 0.18% in 2Q 2014, 1Q 2014, 4Q 2013, 3Q 2013 and 2Q 2013, respectively Last Five Quarters Source: SNL Financial and Company filings Notes: Top 50 Banks represents the largest 50 banks by total assets in each respective quarter 0.40 0.30 0.20 0.10 0.00 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 0.20 0.17 0.10 PBCT Peer Group - Median Top 50 Banks - Median |
![]() 48 Average Annual Net Charge Offs / Average Loans (%) Peer Group Comparison, 2009-2013 Conservative underwriting is a hallmark of this institution Median, excluding PBCT = 0.95% Source: SNL Financial 0.28 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 PBCT |
![]() 49 Allowance for Loan Losses Originated Portfolio Coverage Detail as of June 30, 2014 (in $ millions) Commercial ALLL - $163.5 million 120% of Commercial NPLs Retail ALLL - $19.0 million 30% of Retail NPLs Total ALLL - $182.5 million 92% of Total NPLs 0.77% 0.92% NPLs:Loans ALLL:Loans Commercial Banking 0.98% 0.30% 0.00% 0.50% 1.00% 1.50% NPLs:Loans ALLL:Loans Retail Banking 0.82% 0.75% 0.00% 0.50% 1.00% 1.50% NPLs:Loans ALLL:Loans Total 0.00% 0.50% 1.00% 1.50% |
![]() 50 Notes: 1. Leverage (core) Capital represents Tier 1 Capital (total stockholder’s equity, excluding: (i) after-tax net unrealized gains (losses) on certain securities classified as available for sale; (ii) goodwill and other acquisition-related intangibles; and (iii) the amount recorded in accumulated other comprehensive income (loss) relating to pension and other postretirement benefits), divided by Adjusted Total Assets (period end total assets less goodwill and other acquisition-related intangibles) 2. Tier 1 Common represents Common Equity Tier 1 Capital (calculated in accordance with the Basel III Final Rule issued in July 2013) divided by Total Risk-Weighted Assets 3. Tier 1 Risk-Based Capital represents Tier 1 Capital divided by Total Risk-Weighted Assets 4. Total Risk-Based Capital represents Tier 1 Capital plus subordinated notes and debentures, up to certain limits, and the allowance for loan losses, up to 1.25% of total risk weighted assets, divided by Total Risk-Weighted Assets 5. Well capitalized limits under current capital rules for the Bank are: Leverage Ratio, 5%; Tier 1 Risk-Based Capital, 6%; and Total Risk-Based Capital, 10% Capital Ratios Last Five Quarters 2Q 2013 3Q 2013 4Q 2013 1Q 2014 2Q 2014 People’s United Financial Tang. Com. Equity/Tang. Assets 8.7% 8.5% 7.9% 8.0% 7.9% Leverage Ratio 1, 5 9.3% 9.2% 8.3% 8.4% 8.3% Tier 1 Common 2 11.6% 11.4% 10.2% 10.1% 10.0% Tier 1 Risk-Based Capital 3, 5 11.6% 11.4% 10.2% 10.1% 10.0% Total Risk-Based Capital 4, 5 12.8% 12.6% 11.3% 11.2% 12.5% People’s United Bank Leverage Ratio 1, 5 9.5% 9.5% 9.1% 9.1% 9.0% Tier 1 Risk-Based Capital 3, 5 11.9% 11.8% 11.1% 11.0% 10.8% Total Risk-Based Capital 4, 5 13.2% 13.2% 12.4% 12.2% 13.5% |
![]() 51 Name Position Years in Banking Professional Experience Jack Barnes President & CEO, Director 30+ People’s United Bank (SEVP, CAO), Chittenden, FDIC Kirk Walters SEVP & CFO (People’s United Financial, Inc.), Director 25+ People’s United Bank, Santander, Sovereign, Chittenden, Northeast Financial Galan Daukas SEVP Wealth Management 25+ People’s United Bank, Washington Trust, The Managers Funds, Harbor Capital Mgmt Sara Longobardi SEVP Retail Banking 20+ People’s United Bank Dave Norton SEVP & Chief HR Officer 3+ People’s United Bank, New York Times, Starwood, PepsiCo Lee Powlus SEVP & Chief Administrative Officer 25+ People’s United Bank, Chittenden, Alltel David Rosato SEVP & CFO (People’s United Bank) 25+ People’s United Bank, Webster, Allfirst Chantal Simon SEVP & Chief Risk Officer 25+ People’s United Bank, Merrill Lynch US Bank, Lazard Freres & Co. Jeff Tengel SEVP Commercial Banking 30+ People’s United Bank, PNC, National City Bob Trautmann SEVP & General Counsel 20+ People’s United Bank, Tyler Cooper & Alcorn Management Committee |
![]() 52 Solid Governance Structure Board of Directors People’s United Financial, Inc. Board of Directors People’s United Bank The Management Committee Management Committees Enterprise Risk Committee Compensation, Nominating & Governance Committee Audit Committee Treasury & Finance Committee Regulatory Steering Committee Executive Risk Oversight Committee Asset and Liability Committee Capital Management Committee Credit Policy Committee Asset Quality Committee Expense Management Oversight Committee Model Risk Management Committee Disclosure Committee New Product Approval Committee Senior Trust Management Committee Transactions with Affiliates Committee HR Administrative Committee CRA and Community Development Committee Executive Technology Committee Real Estate Committee Marketing Committee Loan Review Committee Trust Committee Fraud Risk Management Committee |
![]() 53 Peer Group Firm Ticker City State 1 Associated ASBC Green Bay WI 2 BancorpSouth BXS Tupelo MS 3 City National CYN Los Angeles CA 4 Comerica CMA Dallas TX 5 Commerce CBSH Kansas City MO 6 Cullen/Frost CFR San Antonio TX 7 East West EWBC Pasadena CA 8 First Niagara FNFG Buffalo NY 9 FirstMerit FMER Akron OH 10 Fulton FULT Lancaster PA 11 Huntington HBAN Columbus OH 12 M&T MTB Buffalo NY 13 New York Community NYCB Westbury NY 14 Signature SBNY New York NY 15 Susquehanna SUSQ Lititz PA 16 Synovus SNV Columbus GA 17 Valley National VLY Wayne NJ 18 Webster WBS Waterbury CT 19 Wintrust WTFC Lake Forest IL 20 Zions ZION Salt Lake City UT |
![]() 54 In addition to evaluating People’s United Financial’s results of operations in accordance with U.S. generally accepted accounting principles (“GAAP”), management routinely supplements this evaluation with an analysis of certain non- GAAP financial measures, such as the efficiency and tangible equity ratios, tangible book value per share and operating earnings metrics. Management believes these non-GAAP financial measures provide information useful to investors in understanding People’s United Financial’s underlying operating performance and trends, and facilitates comparisons with the performance of other banks and thrifts. Further, the efficiency ratio and operating earnings metrics are used by management in its assessment of financial performance, including non-interest expense control, while the tangible equity ratio and tangible book value per share are used to analyze the relative strength of People’s United Financial’s capital position. The efficiency ratio, which represents an approximate measure of the cost required by People’s United Financial to generate a dollar of revenue, is the ratio of (i) total non-interest expense (excluding goodwill impairment charges, amortization of other acquisition-related intangible assets, losses on real estate assets and non-recurring expenses) (the numerator) to (ii) net interest income on a fully taxable equivalent ("FTE") basis plus total non-interest income (including the FTE adjustment on bank-owned life insurance ("BOLI") income, and excluding gains and losses on sales of assets other than residential mortgage loans and acquired loans, and non-recurring income) (the denominator). In addition, operating lease expense is excluded from total non-interest expense and netted against operating lease income within non-interest income to conform with the reporting approach applied to our other fee- based businesses that are already presented on a net basis. People’s United Financial generally considers an item of income or expense to be non-recurring if it is not similar to an item of income or expense of a type incurred within the last two years and is not similar to an item of income or expense of a type reasonably expected to be incurred within the following two years. Non-GAAP Financial Measures and Reconciliation to GAAP |
![]() Operating earnings exclude from net income those items that management considers to be of such a non-recurring or infrequent nature that, by excluding such items (net of income taxes), People’s United Financial’s results can be measured and assessed on a more consistent basis from period to period. Items excluded from operating earnings, which include, but are not limited to, non-recurring gains/losses, merger-related expenses (including acquisition integration and other costs), charges related to executive-level management separation costs, severance-related costs and writedowns of banking house assets, are generally also excluded when calculating the efficiency ratio. Operating earnings per share is derived by determining the per share impact of the respective adjustments to arrive at operating earnings and adding (subtracting) such amounts to (from) GAAP earnings per share. Operating return on average assets is calculated by dividing operating earnings (annualized) by average assets. Operating return on average tangible stockholders' equity is calculated by dividing operating earnings (annualized) by average tangible stockholders' equity. The operating dividend payout ratio is calculated by dividing dividends paid by operating earnings for the respective period. The tangible equity ratio is the ratio of (i) tangible stockholders’ equity (total stockholders’ equity less goodwill and other acquisition-related intangible assets) (the numerator) to (ii) tangible assets (total assets less goodwill and other acquisition-related intangible assets) (the denominator). Tangible book value per share is calculated by dividing tangible stockholders’ equity by common shares (total common shares issued, less common shares classified as treasury shares and unallocated Employee Stock Ownership Plan ("ESOP") common shares). In light of diversity in presentation among financial institutions, the methodologies used by People’s United Financial for determining the non-GAAP financial measures discussed above may differ from those used by other financial institutions. Please refer to People’s United Financial’s latest Form 10-Q regulatory filing for detailed reconciliations to GAAP figures. Non-GAAP Financial Measures and Reconciliation to GAAP 55 |
![]() For more information, investors may contact: Peter Goulding, CFA 203-338-6799 peter.goulding@peoples.com |