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Welcome
©2017 Huntington Bancshares Incorporated. All rights reserved. (NASDAQ: HBAN)
Huntington Bancshares Incorporated
2017 Barclays Americas Select Franchise Conference
May 16, 2017
Exhibit 99.1
Disclaimer
2
CAUTION REGARDING FORWARD-LOOKING STATEMENTS
This communication contains certain forward-looking statements, including, but not limited to, certain plans, expectations, goals,
projections, and statements, which are not historical facts and are subject to numerous assumptions, risks, and uncertainties. Statements
that do not describe historical or current facts, including statements about beliefs and expectations, are forward-looking statements.
Forward-looking statements may be identified by words such as expect, anticipate, believe, intend, estimate, plan, target, goal, or similar
expressions, or future or conditional verbs such as will, may, might, should, would, could, or similar variations. The forward-looking
statements are intended to be subject to the safe harbor provided by Section 27A of the Securities Act of 1933, Section 21E of the
Securities Exchange Act of 1934, and the Private Securities Litigation Reform Act of 1995.
While there is no assurance that any list of risks and uncertainties or risk factors is complete, below are certain factors which could cause
actual results to differ materially from those contained or implied in the forward-looking statements: changes in general economic, political,
or industry conditions; uncertainty in U.S. fiscal and monetary policy, including the interest rate policies of the Federal Reserve Board;
volatility and disruptions in global capital and credit markets; movements in interest rates; competitive pressures on product pricing and
services; success, impact, and timing of our business strategies, including market acceptance of any new products or services
implementing our “Fair Play” banking philosophy; the nature, extent, timing, and results of governmental actions, examinations, reviews,
reforms, regulations, and interpretations, including those related to the Dodd-Frank Wall Street Reform and Consumer Protection Act and
the Basel III regulatory capital reforms, as well as those involving the OCC, Federal Reserve, FDIC, and CFPB; the possibility that the
anticipated benefits of the merger with FirstMerit Corporation are not realized when expected or at all, including as a result of the impact of,
or problems arising from, the integration of the two companies or as a result of the strength of the economy and competitive factors in the
areas where we do business; diversion of management’s attention from ongoing business operations and opportunities; potential adverse
reactions or changes to business or employee relationships, including those resulting from the completion of the merger with FirstMerit
Corporation; our ability to complete the integration of FirstMerit Corporation successfully; and other factors that may affect our future
results. Additional factors that could cause results to differ materially from those described above can be found in our Annual Report on
Form 10-K for the year ended December 31, 2016, and in its subsequent Quarterly Reports on Form 10-Q, including for the quarter ended
March 31, 2017, each of which is on file with the Securities and Exchange Commission (the “SEC”) and available in the “Investor
Relations” section of our website, http://www.huntington.com, under the heading “Publications and Filings” and in other documents we file
with the SEC.
All forward-looking statements speak only as of the date they are made and are based on information available at that time. We do not
assume any obligation to update forward-looking statements to reflect circumstances or events that occur after the date the forward-
looking statements were made or to reflect the occurrence of unanticipated events except as required by federal securities laws. As
forward-looking statements involve significant risks and uncertainties, caution should be exercised against placing undue reliance on such
statements.
3
Huntington Bancshares Overview
Midwest financial services holding company
Founded - 1866
Headquarters - Columbus, Ohio
Total assets - $100 Billion
Employees(1) - 16,331
Franchise:
(1) 1Q17 Average full-time equivalent (FTE) (2) Includes 12 Private Client Group Offices
Branches 996(2)
ATMs 1,855
% Deposits
Top 10 MSAs / Total Deposits 75%
Source: SNL Financial, company presentations and filings
FDIC deposit data as of June 30, 2016
MI
WI
IL
IN PA
WV
KY
OH
Core Strategy Implemented in 2009
Organically grow market share and share of wallet
4
Marketing: Expand industry-leading brand promise and delivery – “Category of One”
Technology: Focus on Digitization, Omni-channel, Cyber-security
Profitable Growth
with
Low Relative Volatility
Customer
Experience
and Client
Advocacy
Optimization
of
Distribution
Enhanced
Employee
Engagement
Customer
Acquisition and
Deepening
Risk Management: Maintain Aggregate “Moderate to Low” Risk Profile
Proactively Increase Scale: Continued focus on organic growth and selective, disciplined M&A
Focus on:
Consumer,
Small to Medium Enterprises (including Commercial Real Estate), and
Auto
5
Actions Taken Since 2009 to Accelerate HBAN
Focused the Business Model
Investing in the Franchise
Built the Brand
Disciplined Execution
• Focus on Consumer, Small to Medium
Enterprises (includes Commercial Real
Estate), and Auto
• Improve balance sheet mix
(Deposits & Loans)
• Intense execution and sales management
• Introduced Fair Play with distinctive,
customer-friendly products
• Colleagues created a welcoming
experience with high levels of customer
service and advocacy
• Increase in marketing investments
• Integrated distribution: Branch, ATM,
Relationship Managers, Digital, Mobile,
Call Center
• Comprehensive rebrand / refresh of all
customer touchpoints (e.g., branch,
ATMs, plastics, checks, websites, etc.)
• Technology and data investments
• Invest in the business while committing
to positive operating leverage
• Bring risk management with long-term
focus – delivering low relative volatility
through the cycle
• Delivering on commitments
Alignment of Management, Colleagues and Long-term Shareholders
Selected Recent Awards and Recognition
6
#1 Small Business Administration 7(a) lender in the region (1)
(Fiscal years: 2016, 2015, 2014, 2013, 2012, 2011, 2010, 2009)
Greenwich Excellence Awards:
• Middle Market Banking (2016, 2014, 2013, 2012)
• Small Business Banking (2016, 2015, 2013)
• Wealth and Investment Services (2016, 2015)
Highest in J.D. Power U.S. Retail Banking Satisfaction Study
• North Central region (2017, 2016, 2015, 2014, 2013)
• Mid-Atlantic region (2017)
Highest in Midwest in J.D. Power Small Business Satisfaction Study
(2014, 2012)
Kantar TNS Choice Award for Consumer Retail banking in the
Central Region (2017, 2016, 2015, 2013, 2012)
(1) #1 SBA 7(a) lender in number of loans in region comprised of IL, IN, KY, MI, OH, WI, WV, and Western PA.
Source: U.S. Small Business Administration; loan data from October 1, 2008 through December 31, 2016.
7
FirstMerit Acquisition: Classic In-market Deal
Expense Savings Drive Compelling Economics, while Revenue
Enhancement Opportunities Provide Long-Term Upside
Strong Cultural and Strategic Fit
• Complementary businesses with similar cultures & customer profiles
• Pro forma #2 deposit market share in Ohio, significantly enhanced
presence in Michigan
• Entrance into attractive Chicago & Wisconsin markets –
emphasizing business focus
Compelling Economics
• Provides opportunity to accelerate achievement of long-term
financial goals
300+ bp expected improvement in ROTCE
400+ bp expected improvement in Efficiency Ratio
• On track to achieve 40% cost savings within one year of closing;
~75% of planned cost savings implemented to date
• Revenue enhancements provide additional long-term earnings
upside opportunity; already executing on business plans Copyright Nasdaq 2016
Total U.S. Total % of Company MSAs 2016
Deposits Company Ranked No. 1 Top 3 Ranking Compete Efficiency
Company (2) ($BN) MSAs in MSA in MSA with HBAN Ratio
Wells Fargo & Co. 1,306$ 445 23.1% 65.8% 5.4% 60.0%
Bank of America Corp. 1,261 224 12.1 57.6 3.6 65.2
Pro Forma HBAN + FMER 76 91 14.3 41.8 NA NA
BB&T Corp. 160 187 18.2 40.6 5.9 58.4
BMO Financial Corp. 477 43 11.6 37.2 44.2 64.2
Capital One Financial Corp. 237 38 15.8 36.8 0.0 51.8
JPMorgan Chase & Co. 1,375 245 6.9 36.7 20.4 58.1
Huntington Bancshares Inc. (3) 55 70 12.9 35.7 NA 63.3
M&T Bank Corp. 95 66 13.6 34.8 6.1 56.0
Toronto-Dominion Bank 775 74 10.8 33.8 2.7 61.8
SunTrust Banks Inc. 160 97 10.3 33.0 4.1 62.7
Regions Financial Corp. 99 178 9.6 30.9 2.2 62.9
U.S. Bancorp 335 314 4.5 30.9 11.1 54.5
PNC Financial Services Group Inc. 257 194 5.2 30.4 32.0 61.6
Fifth Third Bancorp 104 103 6.8 28.2 47.6 61.3
KeyCorp 104 124 6.5 23.4 23.4 65.2
FirstMerit Corp. (3) 21 52 3.9 23.1 57.7 62.7
BBVA 401 83 1.2 22.9 0.0 56.8
Banco Santander SA 691 27 3.7 14.8 0.0 53.5
Citigroup Inc. 929 28 7.1 14.3 3.6 59.9
Citizens Financial Group 110 68 4.4 13.2 25.0 64.5
Mitsubishi UFJ Financial Group Inc. 177 30 0.0 3.3 0.0 59.0
8
High Concentration of Top Market Share MSAs(1)
Compact & Stable Footprint Yields Operational Efficiency
Source: SNL Financial. FDIC branch information as of June 30, 2016 and is pro forma for all announced acquisitions.
(1) Top 20 Banks by Assets, excluding credit card and trust banks.
(2) Rank based on percent of company MSAs where the bank holds top 3 market share.
(3) HBAN & FMER historical data as of June 30, 2016 and reflects footprint at the time of the FDIC survey.
9
Implementation of Cost Savings on Pace
Significant progress toward achieving ~$255 million annualized cost savings target
o Approximately 75% implemented by end of 1Q17
Expect to implement all cost savings within one year of acquisition closing
Excludes intangible amortization expense and Significant Items
Excludes incremental personnel expenses associated with revenue enhancement
opportunities and changes to FDIC insurance premiums
$ in millions 4Q15 Actual 4Q17 Target
Pro Forma Pro Forma
HBAN FMER Combined Assumed HBAN FMER Combined
Reported Non-Interest Expense 499$ 156$ 654$ CAGR 529$ 165$ 694$
Less: Intangible Amortization 4 3 6 3.0% 4 3 7
Less: Significant Items 10 (0) 10 11 (0) 11
Adjusted Non-Interest Expense 484$ 153$ 638$ 514$ 163$ 677$
Quarterly cost savings 64$ Quarterly cost savings 68$
Adjusted Non-Interest Expense Target 609$
Annualized cost savings 255$ Annualized cost savings 271$
Cost Savings as % of: Cost Savings as % of:
Pro Forma Pro Forma
FMER Combined FMER Combined
42% 10% 42% 10%
10
Opportunity to Expand Fee Income at FirstMerit
Revenue Synergies Not Modeled into Deal Economics
Restoring the Noninterest Income contribution to 34% of Total Revenues
represents an approximately $100 million revenue opportunity.
11
Revenue Enhancements Opportunities
Provide Additional Near-Term and Long-Term Upside
Home Lending Expansion
• Annual loan production opportunity of up
~$900 million within two years
• Began recruiting prior to closing; 100 total
incremental FTEs
• Revenue opportunity of $17 million in 2017
and $25 million in 2018
OCR Improvement
• Cross-sell opportunities identified across
business and consumer client base:
― Capital Markets
― Treasury Management
― Private Banking
― Credit Card
SBA Lending Expansion
• Bring HBAN SBA lending expertise to
Chicago and WI markets
• Began recruiting prior to closing; 30 total
incremental FTEs
• Revenue opportunity of $20+ million in 2017
RV and Marine Finance Expansion
• Annual loan production opportunity of
~$200 million within two years
• Expansion from 17 state footprint to 26
states; 18 incremental FTEs
• Revenue opportunity of $15 million in 2017
and $30 million in 2018
DFAST Supervisory Severely Adverse Scenario
Projected cumulative loan losses among lowest in regional banks
12
Source: Federal Reserve (1) 2016 Huntington results inclusive of FirstMerit acquisition
13
Best-in-Class Balance Sheet Efficiency
Optimization Strategy Completed During 4Q16: Optimized
Structure, Enhanced Flexibility, and Improved Capital Efficiency
Completed actions:
o Sale of approximately $0.9 billion of non-relationship based C&I and CRE product that provided inadequate
returns; proceeds used to pay off short-term borrowings
o Securitization of $1.5 billion of auto loans, consistent with our concentration risk management discipline
o Sale of approximately $2.0 billion of >0% risk-weighted securities
o Reinvesting proceeds from auto securitization and securities sales into 0% risk-weighted securities
No material impact on asset sensitivity
14
Acquisition Accelerates Achievement of our
Long-Term Financial Goals
59% Cost savings
56% Cost savings plus rates
Efficiency Ratio
(1) See reconciliation on slides 26 & 27
Substantially complete with FirstMerit integration; confidence in delivery of
cost savings and revenue enhancements
Focused on three areas with sustainable competitive advantages
o Consumer
o Small to Medium Enterprises (including Commercial Real Estate)
o Auto
Consistent core strategy since 2009
o Delivered on growth strategies with sustained investment
o Enhancing execution to drive further performance improvement
o Meaningful investment in people, technology, and brand
o Disciplined risk management – Aggregate moderate-to-low risk profile
Driving core deposit and loan growth through disciplined execution and a
differentiated customer experience
Focus on delivery of consistent through-the-cycle shareholder returns
High level of colleague and shareholder alignment
Important Messages
15
Appendix
16
Huntington’s Peer Group
17
Source: SNL Data as of 5/5/17
Deeply Engaged, Diverse Board of Directors
Lizabeth Ardisana
Principal / CEO, ASG Renaissance, LLC
Gina D. France
President and CEO, France Strategic
Partners LLC
Eddie R. Munson
Retired Managing Partner and Director,
KPMG LLC
Ann ("Tanny") B. Crane
President and CEO, Crane Group Company
J. Michael Hochschwender
President and CEO, The Smithers Group
Richard W. Neu
Chairman, MCG Capital Corporation;
Retired CFO and Treasurer, Charter One
Financial
Robert S. Cubbin
Retired President and CEO, Meadowbrook
Insurance Group
Chris Inglis
Distinguished Visiting Professor of Cyber
Studies, U.S. Naval Academy; retired Deputy
Director, National Security Agency
David L. Porteous
Attorney, McCurdy Wotila & Porteous, P.C.;
Lead Director, Huntington Bancshares
Steven G. Elliott
Retired Senior Vice Chairman, BNY Mellon
Peter J. Kight
Private Investor; former Chairman/CEO and
founder, Checkfree
Kathleen H. Ransier
Retired Partner, Vorys, Sater, Seymour and
Pease LLP
Michael J. Endres
Senior Advisor, Stonehenge Partners LLC
Jonathan A. Levy
Managing Partner and co-founder, Redstone
Investments
Stephen D. Steinour
Chairman, President, and CEO,
Huntington Bancshares Incorporated
18
• Board defined aggregate moderate-to-low risk appetite
• Board and CEO set the “Tone at the Top”
• Strong risk management processes; 3 lines of defense, data driven,
concentrations & limits, high accountability
• Significant investment in risk management personnel and process
• “Everyone Owns Risk” around an aggregate moderate-to-low risk culture
• Disciplined management of credit risk – hold limits, concentrations limits,
timely approval process, active portfolio management with very good MIS
• Liquidity significantly enhanced by change in funding mix and industry
leading customer share of wallet
• Belief that managing lower credit risk will reduce earnings volatility providing
more stable returns and higher capital generation over time
• Higher capital generation will provide more flexibility and strength, as well as
drive higher creation of shareholder value
Risk Management is at the Core of
Huntington’s Evolution
19
Management and Shareholder Alignment
20
Incentive plan structures
Hold-to-retirement / exit requirements on equity grants and awards
Short-term incentive plan cash payout capped at 100% of target for executive leadership and senior
managers; portions above 100% paid in RSUs (restricted stock units)
Long-term incentive plan paid with combination of PSUs (performance share units), RSUs, and
stock options – all have multi-year vesting
Clawback provisions in all incentive compensation plans
Insider ownership
Equity ownership targets for CEO, Executive Leadership Team (ELT), and select senior managers
Directors, ELT, and colleagues collectively represent the fifth largest shareholder (more than 27
million shares; 3% of total shares outstanding)
CEO Steinour is largest known individual shareholder (as of December 31, 2016, owned 3.4 million
common shares; almost 7x the guideline and 43x base salary)
o Since joining Huntington in January 2009, CEO Steinour has purchased more than 1.5 million
shares in open market transactions
HBAN has instituted mechanisms to drive a high level of management and
shareholder alignment, focusing decision making on long-term returns while
maintaining our aggregate moderate-to-low risk profile.
Our Commitment to Environmental, Social, &
Governance (ESG)
21
• Published in May 2017, our first ESG Annual Report
signals our commitment to provide transparency and
accountability in alignment with global standards for
environmental, social, and governance considerations.
• While the report is new, our commitment to ESG is a
reaffirmation of our long-held commitment to do the
right thing for our shareholders, customers,
colleagues, and communities.
• We have established an enterprise ESG strategy
integrated with our core performance objectives, led by
executive management, and a newly formed Corporate
ESG Committee with accountability to the Board of
Directors Nominating and Governance Committee.
22
Footprint Economic Indicators
Leading indicators signal optimism for 2017
Sources: US Bureau of Labor Statistics; Federal Reserve Bank of Philadelphia
• According to the Philadelphia FRB coincident economic indicator, economic activity in
Michigan, Ohio, and Indiana has grown faster than the U.S. in the economic recovery-to-date.
• Economic activity growth is expected to grow on par with the U.S. in most of the Huntington
footprint states; per capita disposable personal income growth should remain solid as it has
for the recovery overall; Goods producing sectors should benefit from expected
improvements in the international economy in 2017; Vehicle sales are expected to edge down
after 2 superlative sales years, with the mix shifting towards larger vehicles.
• Unemployment Rates have been at or near 15 year lows in most footprint states. Solid
housing markets provided home price growth in all 8 Huntington footprint states for 3
consecutive years.
February 2017 State Leading Indexes
(Expected Six-Month Change)
Less than -4.5%
-1.6% to -4.5%
0.0% to -1.5%
0.0% to +1.5%
+1.6% to +4.5%
More than +4.5%
Less than -1.0%
-0.6% to -1.0%
0.0% to -0.5%
0.0% to +0.5%
+0.6% to +1.0%
More than +1.0%
February 2017 State Coincident Indexes
(Three-Month Historical Change)
23
Expected Impact of Purchase Accounting
Accelerated accretion continues to pull forward scheduled PAA
• Reflects purchase accounting impact exclusively related to the FirstMerit acquisition
• Projected purchase accounting accretion represents scheduled amortization, and does not include impact of any
accelerated payoffs in future periods
Purchase Accounting Impact on Net Interest Income – Purchased Credit Impaired Loans
Purchase Accounting Impact on Net Interest Income – Debt & Deposits
Amortization of Intangibles Purchase Accounting Impact on Net Interest Income – Performing Loans
Total Net Purchase Accounting Impact
24
FirstMerit Acquisition Milestones
Effectively Managing Execution Risk is THE Immediate Focus
Back Office
Consolidations
(1Q17)
Acquisition
Closing
Integration Execution
Branch
Divestiture
Closing
(4Q16)
Network &
Equipment
Upgrades, and
Permanent
Signage Installed
(4Q16)
Standalone
Applications
and Systems
Conversions,
ATMs
deployed
(3Q16)
Subsidiary
Bank
Merger
Completed
FirstMerit has the potential to transform our efficiency and return profiles.
Ensuring a successful integration is our primary focus.
Mock
Branch
Conversions
(4Q16)
Colleague
Onboarding
and Training
(1Q17)
Final Systems &
Applications
Conversions
(April 2017 -
Complete)
Management &
Organizational
Changes
Implemented
(3Q16)
Branch
Conversions &
Consolidations
(1Q17)
Core Systems
Conversions
(1Q17)
Network &
Equipment
Upgrades, and
Permanent
Signage Installed
(3Q16)
Standalone
Applications
and Systems
Conversions,
ATMs
deployed
(4Q16)
Mock
Branch
Conversions
(1Q17)
FirstMerit Branch Conversion and Majority of Technology Conversions
Completed Over President’s Day Holiday Weekend in February
• Over 1,000 total colleagues, including 200 technology colleagues, involved
• Over 350 applications converted
• Over 750 TB of data converted
• 24 segment / business unit task plans for conversion weekend
• 17,284 tasks for conversion weekend
• 234 milestones for conversion weekend
• 1.2 million welcome kits mailed to customers
25
Conversion Statistics
Important Metrics from Conversion Weekend
26
Reconciliation
Revenue, Noninterest Income, and Noninterest Expense Growth
(1) Significant items related to FirstMerit acquisition related net expenses;
(2) Pre-tax
27
Reconciliation
Efficiency Ratio and ROTCE
(1) Significant items related to FirstMerit acquisition related net expenses;
(2) Pre-tax (3) After-tax