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A. CATHERINE NGO
President & Chief Executive Officer
DAVID S. MORIMOTO
Executive Vice President & Chief
Financial Officer
March 2018
Forward-Looking Statements
1
This presentation may contain forward-looking statements concerning: projections of revenues, income/loss, earnings/loss per share, capital
expenditures, dividends, capital structure, or other financial items, plans and objectives of management for future operations, future economic
performance, or any of the assumptions underlying or relating to any of the foregoing. Forward-looking statements can be identified by the fact
that they do not relate strictly to historical or current facts, and may include the words “believes,” “plans,” “intends,” “expects,” “anticipates,”
“forecasts,” “hopes,” “should,” “estimates”, “may”, “will”, “target” or words of similar meaning. While we believe that our forward-looking
statements and the assumptions underlying them are reasonably based, such statements and assumptions are by their nature subject to risks and
uncertainties, and thus could later prove to be inaccurate or incorrect. Accordingly, actual results could materially differ from forward-looking
statements for a variety of reasons, including, but not be limited to: an increase in inventory or adverse conditions in the Hawaii and California real
estate markets and deterioration in the construction industry; adverse changes in the financial performance and/or condition of our borrowers
and, as a result, increased loan delinquency rates, deterioration in asset quality, and losses in our loan portfolio; the impact of local, national, and
international economies and events (including natural disasters such as wildfires, tsunamis, storms and earthquakes) on the Company’s business
and operations and on tourism, the military, and other major industries operating within the Hawaii market and any other markets in which the
Company does business; deterioration or malaise in domestic economic conditions, including destabilization in the financial industry and
deterioration of the real estate market, as well as the impact of declining levels of consumer and business confidence in the state of the economy in
general and in financial institutions in particular; changes in estimates of future reserve requirements based upon the periodic review thereof
under relevant regulatory and accounting requirements; the impact of the Dodd-Frank Wall Street Reform and Consumer Protection Act, changes
in capital standards, other regulatory reform, including but not limited to regulations promulgated by the Consumer Financial Protection Bureau,
government-sponsored enterprise reform, and any related rules and regulations on our business operations and competitiveness; the costs and
effects of legal and regulatory developments, including the resolution of legal proceedings or regulatory or other governmental inquiries and the
results of regulatory examinations or reviews; ability to successfully implement our initiatives to lower our efficiency ratio; the effects of and
changes in trade, monetary and fiscal policies and laws, including the interest rate policies of the Board of Governors of the Federal Reserve
System; inflation, interest rate, securities market and monetary fluctuations; negative trends in our market capitalization and adverse changes in
the price of the Company’s common shares; political instability; acts of war or terrorism; changes in consumer spending, borrowings and savings
habits; failure to maintain effective internal control over financial reporting or disclosure controls and procedures; technological changes; changes
in the competitive environment among financial holding companies and other financial service providers; the effect of changes in accounting
policies and practices, as may be adopted by the regulatory agencies, as well as the Public Company Accounting Oversight Board, the Financial
Accounting Standards Board and other accounting standard setters; our ability to attract and retain skilled employees; changes in our
organization, compensation and benefit plans; and our success at managing the risks involved in the foregoing items. For further information on
factors that could cause actual results to materially differ from forward-looking statements, please see the Company’s publicly available Securities
and Exchange Commission filings, including the Company’s Form 10-K for the fiscal year ended December 31, 2016, and, in particular, the
discussion of “Risk Factors” set forth therein. The Company does not update any of its forward-looking statements except as required by law.
Corporate Profile
2
Founded in 1954 by Japanese-American veterans
of World War II
Fourth largest financial institution in Hawaii.
2011: $345 million recapitalization, including rights offering.
Profitable every quarter since recapitalization
CPF stock price is up ~ 198% from recapitalization; CAGR of 17.2%
3Q2013-4Q2017: Returned $366 million to shareholders through
repurchase of $280 million of CPF common stock and aggregate
cash dividends of $86 million.
Today: NYSE market capitalization of approximately $896 million.
Total assets of $5.6 billion Deposit market share of 11%
Note: Market data as of December 31, 2017.
Shareholder Value Drivers
3
Strong Hawaii Market
Relationship Banking Growth
Opportunities
Asset Quality Improvements
Efficiency Enhancements
Capital Optimization
Population of 1.4 million (2017).
Four major islands – Oahu is home to 70% of the state’s total population.
Real State GDP (2017) $75.3 billion, +1.7% from 2016. Forecasts expect a 1.5%
increase in 2018.
State unemployment rate of 2.0% is below the national unemployment rate of
4.1% (December 2017).
Economy driven primarily by tourism, military & real estate construction
industries.
2017 marked the sixth straight year of record tourism in Hawaii. In 2017,
visitor spending was $16.8 billion and over 9.3 million visitors came to Hawaii.
Hawaii at a Glance
4
Source: US Census Bureau, Bureau of Economic Analysis , Bureau of Labor Statistics, Hawaii
Tourism Authority and State of Hawaii Department of Business Economic Development & Tourism
Diversity of Tourism – Visitor Arrivals
5
Source: Hawaii Tourism Authority
2017 Growth Regions
Canada +10%
US East +6%
US West +5%
Japan +5%
US West
41.0%
US East
21.3%
Japan
16.7%
Canada
5.5%
Australia
4.2%
China
1.6%
Korea
2.7% Europe
1.5% Other
5.5%
Visitor Arrivals
2017
6
Source: Honolulu Board of Realtors & National Association of Realtors. Data as of December 2017.
Strong Real Estate Market
$755.0
$254.0
$100.0
$200.0
$300.0
$400.0
$500.0
$600.0
$700.0
$800.0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
T
ho
u
sand
s
Existing Single Family Home Median Sales Price
Oahu U.S.
Sixth consecutive year of increase with average annual increase of 4.6%
Continued Growth and Development
7
1. Residential High-Rise Condominium Development in Honolulu
Proposed master plan includes 22 new high-rise towers in Honolulu.
Thirteen developments have completed successful sales and begun construction or have
completed construction over the past few years.
2. Rail Construction
$10.0 billion, 20-mile route. Full route to be in operation by 2025.
3. Modernization of Honolulu International Airport
$2.7 billion effort that began in 2013 and is expected to be completed by the end of 2021.
4. Military Construction
Hawaii remains a key strategic location for the U.S. Military as it is the headquarters of
the United States Pacific Command. As a result, Hawaii benefits from consistent federal
construction investments in its military bases.
5. Ko Olina Resort Development in West Oahu
Four Seasons Resort Oahu Ko Olina completed $500 million renovation in 2016. China
Oceanwide Holdings Group Company plans to break ground in 2018 on a $1 billion+
project to develop an Atlantis Resorts in West Oahu.
Source: Honolulu Star Advertiser, Hawaii Community Development Authority, Honolulu Rail Transit, Hawaii Airports Modernization,
Pacific Business News.
Continued Growth and Development
8
Hawaii Banking Market
Note: Deposit data as of December 31, 2017. For consistency, total deposits at the regulated depository level.
Source: SNL Financial
9
Total
Deposits Market
Rank Institution Type Ownership Branches (millions) Share
1 First Hawaiian Bank Bank Public - BNP 62 $17,626 38.1%
2 Bank of Hawaii Bank Public 71 14,934 32.3%
3 American Savings Bank Savings Bank Private - HEI 49 5,942 12.8%
4 Central Pacific Bank Bank Public 35 4,970 10.7%
5 Territorial Savings Bank Savings Bank Public 30 1,633 3.5%
6 Hawaii National Bank Bank Private 14 602 1.3%
7 Finance Factors Bank Private 13 465 1.0%
8 Ohana Pacific Bank Bank Private 2 127 0.3%
Market Total 276 $46,299
Kauai (2)
Oahu (27)
Maui (4)
Hawaii (2)
CPB Branch Positioning
($ millions) December 31, 2017
10
Total Assets $5,624
Total Loans $3,771
Total Deposits $4,956
Total Branches 35
Relationship Banking Growth Opportunities
11
Launched a customer experience
initiative to create a competitive
advantage and differentiate ourselves
from the rest of the market.
Identified and focused on targeted
market niches.
Initiated strategic business development
agreements with Hokuyo Bank in Japan
in 2015 and with the TSUBASA Alliance
of Japan (comprised of 6 regional banks
in Japan) in 2017.
Established joint ventures with local real
estate companies and developers to
source residential mortgage loan volume.
Strong Loan Growth
12
6 Year
CAGR
+12%
+24%
+19%
-14%
+6%
$4,030
$3,042
$2,169 $2,064
$2,204
$2,631
$2,932
$3,212
$3,525
$3,771
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Balances Outstanding
Comml Mtg Construct/Dev C&I Consumer/Other Res Mtg
Million
s
Core Deposit Franchise
13
$5.0 billion in deposits as of December 31, 2017, with total core deposits at 81%
Noninterest-
Bearing DDA
28%
Interest-Bearing
DDA
19%
Savings & Money
Mkt
30%
CDs < $100M
4%
CDs > $100M
5%
Government CDs
14%
Total Deposit Cost Advantage
14
Note: National peer group is comprised of publicly traded U.S. banks with total assets between $3 and $7 billion (77 banks).
Source: SNL Financial
1.63%
1.09%
0.64%
0.30%
0.14% 0.11% 0.09% 0.09% 0.12%
0.23%
2.35%
1.59%
1.05%
0.78%
0.54%
0.40% 0.34% 0.33% 0.36%
0.52%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
CPF Peer
Significantly Reduced NPAs
15
0.11% of
Total Assets
$144
$500
$303
$196
$90
$47 $42
$16 $9 $4
$-
$100
$200
$300
$400
$500
$600
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Million
s
C&D Comml Mtg Res Mtg C&I/Other
Strong Reserve Coverage
16
Note: National peer group is comprised of publicly traded U.S. banks with total assets between $3 and $7 billion (77 banks).
Source: SNL Financial
2.97%
6.75%
8.89%
5.91%
4.37%
3.19%
2.53% 1.97%
1.61%
1.33% 1.48%
2.00%
2.08% 1.97%
1.69% 1.48%
1.23% 1.11% 0.98%
0.94%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
ALLL/Total Loans
CPF Peer
Targeting Improved Efficiency Ratio
17
Normalize balance sheet composition and net interest income over time.
Improve efficiencies by leveraging data warehouse and branch automation
functionalities.
Enhance customer profitability with predictive analytics.
Implement commercial loan origination system and other process improvements to
improve efficiency.
Normalized 2017 Efficiency Ratio: 64.3%
40%
60%
80%
100%
120%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Efficiency Ratio
Capital Optimization
18
Reinstated quarterly cash dividend of $0.08 per share in 3Q2013.
Increased cash dividend by 25% in 3Q2014, 20% in 1Q2015, 17% in
4Q2015, 14% in 3Q2016, 13% in 2Q2017, and 6% in 1Q2018.
Aggregate cash dividends of $86 million returned to our
shareholders since 3Q2013.
Share repurchase activity to optimize the capital structure.
Repurchased over 12.8 million shares of CPF common stock at a
total cost of $280 million, or $21.79 per share, through 4Q2017.
Capital ratios remain strong as of December 31,2017:
Common Equity Tier 1 Capital: 12.4% Total Risk Based Capital: 15.9%
Tier 1 Risk Based Capital: 14.7% Leverage Capital: 10.4%
Shareholder Value Drivers
19
Strong Hawaii Market
Relationship Banking Growth
Opportunities
Asset Quality Improvements
Efficiency Enhancements
Capital Optimization
APPENDIX
20
Financial Highlights
21
*Note: Results were negatively impacted by the one-time $7.4 million charge for the revaluation of the net deferred tax assets due
to tax reform.
($ in millions)
2017 2016 2015 2014 2013 2012 2011
Balance Sheet (period end data)
Loans and leases $3,770.6 $3,524.9 $3,211.5 $2,932.2 $2,630.6 $2,203.9 $2,064.4
Total assets 5,623.7 5,384.2 5,131.3 4,853.0 4,741.2 4,370.4 4,132.9
Total deposits 4,956.4 4,608.2 4,433.4 4,110.3 3,936.2 3,680.8 3,443.5
Total shareholders' equity 500.0 504.7 494.6 568.0 660.1 504.8 456.4
Income Statement
Net interest income $167.7 $158.0 $149.5 $143.4 $133.1 $119.7 $117.8
Provision (credit) for loan & lease losses (2.7) (5.5) (15.7) (6.4) (11.3) (18.9) (40.7)
Other operating income 36.5 42.3 34.8 41.2 50.2 54.2 52.8
Other operating expense (excl goodwill) 131.8 133.6 127.0 130.2 134.8 145.4 174.8
Income taxes (benefit) 33.9 * 25.2 27.1 20.4 (112.2) 0.0 0.0
Net income 41.2 * 47.0 45.9 40.4 172.1 47.4 36.5
Profitability
Return on average assets 0.75% * 0.90% 0.92% 0.85% 3.73% 1.13% 0.90%
Return on avg shareholders' equity 8.03% * 9.16% 8.91% 6.80% 27.70% 9.81% 9.83%
Efficiency ratio 64.55% 66.69% 68.92% 70.51% 73.53% 83.60% 102.41%
Net interest margin 3.28% 3.27% 3.30% 3.32% 3.19% 3.10% 3.09%
Capital Adequacy (period end data)
Leverage capital ratio 10.4% 10.6% 10.7% 12.0% 13.7% 14.3% 13.8%
Total risk-based capital ratio 15.9% 15.5% 15.7% 18.2% 21.6% 23.8% 24.2%
Asset Quality
Net loan charge-offs/average loans 0.11% 0.03% -0.16% 0.12% 0.05% 0.32% 1.42%
Nonaccrual loans/total loans (period end) 0.07% 0.24% 0.44% 1.33% 1.58% 3.60% 5.89%
Year ended December 31,
Loan and Credit Composition
22
($ in Millions)
Balance % Balance % $ %
Hawaii Portfolio
Residential Mortgage $1,341 35% $1,217 34% $124 10%
Home Equity 412 11% 361 10% 51 14%
Commercial Mortgage 807 21% 768 22% 39 5%
Commercial & Ind/Leasing 401 11% 374 11% 27 7%
Construction 62 2% 98 3% -36 -37%
Automobiles 157 4% 131 4% 26 20%
Other Consumer 166 4% 177 5% -11 -6%
Total Hawaii Portfolio $3,346 88% $3,126 89% $220 7%
Mainland Portfolio
Commercial Mortgage $171 5% $118 3% $53 45%
Commercial & Industrial 104 3% 137 4% -33 -24%
Construction 3 0% 4 0% -1 -25%
Automobiles 119 3% 82 2% 37 45%
Other Consumer 28 1% 58 2% -30 -52%
Total Mainland Portfolio $425 12% $399 11% $26 7%
Total Loan Portfolio $3,771 100% $3,525 100% $246 7%
December 31, 2017 December 31, 2016 Change
Stable Net Interest Margin
23
NIM has been stable around 3.30% for the last 4 years.
Expect NIM to be in the 3.15 t0 3.25% range over the next couple of quarters.
Future improvements in the NIM will result from continuing to grow the loan
portfolio and stabilizing the investment and loan yields.
4.02%
3.62%
2.91%
3.09% 3.10%
3.19%
3.32% 3.30% 3.27% 3.28%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Net Interest Margin