BancAnalysts

Association of
Boston Conference

KELLY S. KING
Chief Executive Officer

November 5, 2009
 Forward-Looking Information
This presentation contains certain forward-looking statements with respect to the financial condition,
results of operations and businesses of BB&T. These forward-looking statements involve certain risks and
uncertainties and are based on the beliefs and assumptions of the management of BB&T, and the
information available to management at the time that this presentation was prepared. Factors that may
cause actual results to differ materially from those contemplated by such forward- looking statements
include, among others, the following: (1) general economic or business conditions, either nationally or
regionally, may be less favorable than expected, resulting in, among other things, a deterioration in credit
quality and / or a reduced demand for credit or other services; (2) changes in the interest rate environment
may reduce net interest margins and / or the volumes and values of loans made or held as well as the
value of other financial assets held; (3) competitive pressures among depository and other financial
institutions may increase significantly; (4) legislative or regulatory changes, including changes in
accounting standards, may adversely affect the businesses in which BB&T is engaged; (5) local, state or
federal taxing authorities may take tax positions that are adverse to BB&T; (6) adverse changes may
occur in the securities markets; (7) competitors of BB&T may have greater financial resources and
develop products that enable them to compete more successfully than BB&T; (8) costs or difficulties
related to the integration of the businesses of BB&T and its merger partners may be greater than
expected, including the integration of our acquisition of Colonial Bank; (9) unpredictable natural or other
disasters could have an adverse effect on us in that such events could materially disrupt our operations or
the ability or willingness of our customers to access the financial services we offer; (10) expected cost
savings associated with completed mergers and acquisitions may not be fully realized or realized within
the expected time frames, including our acquisition of Colonial Bank; and (11) deposit attrition, customer
loss or revenue loss following completed mergers and acquisitions, including our acquisition of Colonial
Bank, may be greater than expected. The forward-looking statements included in this presentation have
not been examined or compiled by the independent public accountants of BB&T, nor have such
accountants applied any procedures thereto. Accordingly, such accountants do not express an opinion or
any other form of assurance on them.

Best Bank in Town Since 1872

2
 Non-GAAP Information
This presentation contains financial information determined by methods other than in accordance with
accounting principles generally accepted in the United States of America (“GAAP”). BB&T’s management
uses these “non-GAAP” measures in their analysis of the Corporation’s performance. BB&T’s management
believes that these non-GAAP financial measures provide a greater understanding of ongoing operations
and enhance comparability of results with prior periods as well as demonstrating the effects of significant
gains and charges in the current period. The Company believes that a meaningful analysis of its financial
performance requires an understanding of the factors underlying that performance. BB&T’s management
believes that investors may use these non-GAAP financial measures to analyze financial performance
without the impact of unusual items that may obscure trends in the Company’s underlying performance.
These disclosures should not be viewed as a substitute for operating results determined in accordance with
GAAP, nor are they necessarily comparable to non-GAAP performance measures that may be presented by
other companies. BB&T’s non-GAAP disclosures include cash basis results, which adjust GAAP performance
to exclude the amortization of intangibles and purchase accounting mark-to-market adjustments. BB&T’s
management uses these measures to evaluate the underlying performance and efficiency of its operations.
BB&T’s management believes these measures reflect core trends of the business, excluding purchase
accounting amortization that will cease in the future, while the acquired business will remain. Tangible
common equity and Tier 1 common equity ratios are Non-GAAP measures. BB&T uses the Tier 1 common
equity definition used in the SCAP assessment to calculate these ratios. BB&T's management uses these
measures to assess the quality of capital and believes that investors may find them useful in their analysis of
the Corporation. These capital measures are not necessarily comparable to similar capital measures that
may be presented by other companies. A reconciliation of these non-GAAP measures to the most directly
comparable GAAP measure is included on the Investor Relations section of BB&T’s website
(www.bbt.com/investor) and as an appendix to this presentation.

Best Bank in Town Since 1872

3
 BB&T is …

A value-driven highly profitable growth organization. During the 90’s

and the first part of this decade, our growth came largely from mergers
as the economics of combinations were compelling. Recently, our focus
has been more on organic growth.

Our fundamental strategy is to deliver the best value proposition in our

markets. Recognizing value is function of quality to price, our focus is
on creating high quality resulting in the perfect client experience.

Our over-arching purpose is to achieve our vision and mission, consistent

with our values with the ultimate goal of maximizing shareholder returns.

Best Bank in Town Since 1872

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 Balanced, Diversified Business Model...
All the Products that Matter

RETAIL COMMERCIAL

• Asset Management
• Bank Card
• Capital Markets
• Consumer Finance • Commercial Finance
• Home Equity • Deep client relationships • Commercial Middle Market
• Home Mortgage • Extensive product set • Commercial Mortgage
• Insurance drives cross-sell and • Institutional Trust Services
wallet share • Insurance
• Investment Services
• Insurance Premium Finance
• Payment Solutions • International
• Sales Finance • Leasing
• Small Business • Merchant
• Wealth Management / • Payment Solutions
Private Banking • Payroll Processing
• Real Estate Lending
• Supply Chain Management
• Venture Capital

Less volatile, more predictable earnings stream

Best Bank in Town Since 1872
5
 BB&T Corporation* Texas
Branches: 22
Deposits: $810 mm
Indiana
Branches: 2

State Rank: #53

NYSE Traded BBT BB&T
Colonial MD
Headquarters Winston-Salem, NC WV
78 Branches
130 Branches
$6.6bn Deposits
KY $5.3bn Deposits #6 Rank
Founded 1872 90 Branches #1 Rank
DC
$4.2bn Deposits 12 Branches
1
Market Cap $19.4 billion #3 Rank $1.2bn Deposits
#7 Rank
Branches 1,837
VA
392 Branches
FTE’s 32,821 $20.0bn Deposits
#3 Rank
Asset Size $165 billion TN Headquarters
57 Branches Winston-
Deposits $114 billion $2.5bn Deposits Salem, NC
#6 Rank
Loans $107 billion
NC
Total Invested Assets2 $66.6 billion 359 Branches
$33.7bn Deposits
#2 Rank
Clients 6.31 million AL
SC
93 Branches
1Asof October 15, 2009 116 Branches
$5.8bn Deposits
$6.3bn Deposits
2BB&T standalone information #4 Rank
#3 Rank
GA
178 Branches
$11.1bn Deposits
Committed to Community Banking Model #5 Rank
Key Non-Bank Businesses
y 37 Banking Regions
• AFCO/CAFO
y Local decision-making
• Capital Markets
y Centralized support systems FL
• Grandbridge
308 Branches
y Foundation for our sales and service culture model $16.4bn
• Insurance
Deposits
#5 Rank
• Lendmark
• Regional Acceptance
• Scott & Stringfellow
*Deposit Market Share as of June 30, 2009 • Sheffield
Source: FactSet, SNL Financial
6
 BB&T’s
Financial
Results
Best bank in Town Since 1872
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Offering Less Volatile, More Predictable Revenue
and Earnings Stream
Diverse Revenue Mix 1 Strong Fee Income Ratio

Treasury 45.0
3.0%
Financial Services 43.4
9.1%
43.0

Insurance Services 41.3

11.3%
41.0 40.6
40.3

(%)
Banking Network
Specialized Lending 58.4% 39.1
7.8% 39.0

Sales Finance
1.2%

Residential 37.0
Mortgage Banking
9.2%

Net Revenue: $6.8 billion for 35.0

YTD909 2005 2006 2007 2008 YTD909

1. Net revenue excludes other and parent/reconciling items

Best bank in Town Since 1872

8
 Superior, Stable Net Interest Margin…
Stable Net Interest Margin 3Q09 Strong Risk-Adjusted Yield1

(%)

4.00
3.89
3.90 5.00 4.58
4.50
3.80 3.74
4.00
3.81
3.70
3.51 3.50
3.63 3.50
3.71
3.66
3.61 2.92
3.60 3.52 3.00
3.50 2.50 1.97 1.81
3.47 2.00 1.55
3.40
1.50 1.28 1.27 1.24
3.30 0.95
3.31
3.34 1.00
3.20 0.50 0.09
3.10 0.00

F if th T h ir d
PNC
C a p ita l

C o m e r ic a
Z io n s

K ey C orp
BB&T

M&I
SunTrust
B ancorp

R e g io n s
M&T

H u n tin g to n
O ne
3.00

US
2005 2006 2007 2008 YTD909

1Loan
BBT Peers Yield less net charge-offs

9
 Delivering all Components of Profitability

Strong Efficiency Ratio Strong Fee Income Ratio

(%)
(%)

61.0
48.0
57.7
56.4 58.9
57.0 55.3 56.0
43.4
44.0

53.0 41.3 40.7

40.3 40.6
53.2 41.5
51.4 40.0
49.0 50.9 40.1
50.5 50.2 39.2 39.2

37.9

45.0 36.0
2005 2006 2007 2008 YTD909 2005 2006 2007 2008 YTD909

BBT Peers
BBT Peers

Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION

Source: SNL and Company Reports

10
 Strong Industry Leading Returns

Superior ROA Superior ROACE

2.00 20.0 16.1

1.58 14.2 14.3
1.60 1.46 15.0 11.4
1.37
1.20 1.47 1.11 15.0
1.34 10.0 13.4 5.1
1.05 10.5
0.80 0.60
5.0
(%) 0.40 (%)
-0.12 0.0
0.00
-5.0 -1.5
-0.40
-0.80 -10.0
-1.03
-1.20 -15.0 -13.0
2005 2006 2007 2008 YTD909 2005 2006 2007 2008 YTD909

BBT Peers

Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION
Source: SNL and Company Reports

11
 Flight to Quality and Colonial Transaction
Have Driven Loan and Deposit Growth
Average Loans Average Deposits

104.0 103.3 110.0

107.0

th th
102.0 ow 105.0 r ow
Gr %
G
7% .2
7. 19
99.7 99.6

($ billion)
($ billion)

100.0 100.0

94.4
93.9
98.0 97.2 95.0
92.0
95.9 90.0
96.0 90.0

94.0 85.0

92.0 80.0
3Q08 4Q08 1Q09 2Q09 3Q09 3Q08 4Q08 1Q09 2Q09 3Q09

Loan growth has been 1.6% excluding acquisitions Deposit growth has been 7.9% excluding acquisitions

Source: Company Reports

12
 Earnings Power
Consistent Long-Term Earnings Power1

4
3.5 3.4

.4%
3 2.8 3.1
2 2
R 2.1
2.6
2.5
A G 2.7
($bn)

ar C 2.3
2
y e
1.5
15- 1.4

(%)
1.7
1 0.8 0.8
0.5
0.5 0.4 0.7
0.4
0
1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008
1. Pre-tax, pre-provision earnings

Best bank in Town Since 1872

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 Earnings Power
Pre-tax, Pre-provision ROA1

2.80
2.60
2.60
2.45 2.41 2.44 2.47
2.40

2.20 2.23
2.21
(%)

2.13
2.00

1.80 1.86
1.79
1.60

1.40
2005 2006 2007 2008 YTD 2009

Best bank in Town Since 1872
BBT Peers
1. Pre-tax, pre-provision earnings / Avg. Assets
Peers include: CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION
Source: SNL and Company Reports
14
Benefits of Differentiated Risk Management
y Credit quality consistent relative to peers in good times
y Superior in challenging times

Nonperforming Loans / Loans1 Net Charge-offs/Average Loans1

4.50% 3.00%

4.00% 2.62%
3.86% 2.50%
3.50%

3.00% 2.00%
1.73%
2.50%
2.40%
2.02% 1.50% 1.39%
2.00%

1.50% 1.00%
0.89%
0.84% 1.43%
1.00%
0.50% 0.30% 0.27% 0.38%
0.39% 0.36%
0.50%
0.55% 0.26% 0.35%
0.31% 0.31% 0.25%
0.00% 0.00%
2005 2006 2007 2008 9/30/2009 2005 2006 2007 2008 YTD909

BB&T Peers BB&T Peers

Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION
1Excludes covered loans
Best bank in Town Since 1872
15
 Maintaining Strong Reserves

Reserves / Loans Reserves /Nonperforming Loans

220%
3.80%
200%

3.40%
3.13%
180%
3.00% 2.80%
170%
2.60% 2.49% 144%
140%
2.17% 124%
2.20% 2.04% 2.19%
115% 111%
124% 108%
1.80% 101%
1.62% 1.94%
1.56% 100% 92%
1.43%
1.40% 1.28% 1.62% 99%
1.45% 92% 87%
1.33% 84% 81% 81%
1.19%
1.00% 1.10%
60%
4Q07 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09
4Q07 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09
BB&T Peers
BB&T Peers

Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION
1Excludescovered loans
Best bank in Town Since 1872
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 Our Loan Portfolio Reflects Our Approach
$107.0 Billion Total Loans1
Diversified Product and Channel Mix
Covered Loans
8%
SFR ADC
C&I 6%
29%

Other CRE
12%

Sales Finance
6%
LHFS
3%
Revolving Credit
2%
Specialized Lending
Direct Retail Lending
7%
13%
Mortgage
14%

Total Commercial: 50% Total Retail: 50%

1. Includes Loans Held for Sale

Best bank in Town Since 1872

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 Superior Capital Levels vs. Peers
Tier 1 Common Ratio
10.0%

8.9%
8.5% 8.4%

8.0% 7.6%
Strong historic 7.2%
7.1%
focus on common 7.4%
7.0%
equity component 7.0%
of capital 6.5%
6.0%
6.0% 6.0%

4.0%
2004 2005 2006 2007 2008 3Q09
BBT Peers
14.0%
Tier 1 Capital Ratio1 18.0%
Total Capital Ratio1
17.4%

12.3% 15.6%
16.0%
12.0% 11.2%
14.6% 14.3% 15.5%
14.4% 14.2%
11.1% 14.0%
10.6% 14.3%
10.0%
9.2% 9.3% 9.0% 9.1%
12.0% 12.6%
12.0% 12.0%
8.9%
8.0% 8.3%
11.2%
8.2% 10.0%
7.5%

6.0% 8.0%
2004 2005 2006 2007 2008 3Q09 2004 2005 2006 2007 2008 3Q09

BBT Peers BBT Peers

1. 2Q09 reflects TARP repayment for BB&T and applicable peers

Peers include CMA, COF, FITB, HBAN, KEY, MI, MTB, PNC, RF, STI, USB and ZION – data based on June 30, 2009.

Current quarter regulatory information is preliminary.

Tangible common equity and Tier 1 common equity ratios are Non-GAAP measures. BB&T uses the Tier 1 common equity definition used in the SCAP assessment to calculate
these ratios. BB&T’s management uses these measures to assess the quality of capital and believes that investors may find them useful in their analysis of the Corporation.
These capital measures are not necessarily comparable to similar capital measures that may be presented by other companies.
Risk-weighted assets are determined based on regulatory capital requirements. Under the regulatory framework for determining risk-weighted assets, each asset class is
assigned a risk-weighting of 0%, 20%, 50% or 100% based on the underlying risk of the specific asset class. In addition, off balance sheet exposures are first converted to a
balance sheet equivalent amount and subsequently assigned to one of the four risk-weightings.
18
 First Nine Months 2009 Highlights
Strong Underlying Performance and Strengthened Balance Sheet
Result Commentary
• Strong net interest income growth
Net Income $683 million
(up 11.6% from 2008) and margin expansion
• Strong low cost deposit growth
EPS • Record mortgage production and earnings
$0.88
• Record insurance revenues
• Revenues up 16.9%

Efficiency Ratio1
50.2%

Pre-tax, Pre-Provision $2.748 billion • 3% increase

Earnings1

Loan Loss Reserves $2.4 billion • Increased by $805 million or 87 bps from
Q4 2008

Tier 1 Common: 8.4%

Capital Ratios Tier 1 RBC: 11.1% • Industry leading capitalization
Total Capital: 15.6%

Best bank in Town Since 1872 1. Excludes securities gains / losses

19
 Colonial Transaction Update
Strategically compelling and financially attractive transaction enhances BB&T's franchise in key markets

Integration: • Merger Charges and Cost Savings (Pretax):

– Reducing estimate of merger-related charges to $205 million from $245 million
– Confirming annual cost savings of $170 million; expect to achieve full run rate by 4Q10

• Systems Conversions and Other Integration Issues:

– Leadership teams in place in new Florida, Alabama and Texas regions
– Implemented BB&T’s credit review process for all new loan originations
– Converted payroll, securities, fixed assets
– Remaining systems to be converted by 2Q10
– Evaluated mortgage-warehouse business and will continue to operate in our footprint
– Evaluated association services business and will continue and expand in our footprint
– Will have available deposit and loan servicing in all branches for all BB&T/Colonial
clients by 4Q09
– Reached agreement to sell 22 branches in Nevada in 1Q10. No material earnings
impact expected
¾ Loans will stay with BB&T and remain covered by loss share

20
 Colonial Transaction Update
• Securities:
– Sold $2.4 billion of securities acquired
– Retained $1.2 billion of non-agency mortgage backed and municipal securities
» Non-agency mortgage backed and municipal securities are covered by loss share agreement

• Deposits and Long-Term Debt:

– Paid off $1.6 billion of higher-cost brokered deposits
– $815 million of mortgage warehouse business-related escrows were paid down
– Prepaid $2.8 billion of Colonial’s FHLB advances
– Used $4.1 billion proceeds from FDIC to reduce BB&T’s borrowings
– Client deposit balances are stable

• Goodwill and Other Intangibles:

– Acquisition resulted in approximately $690 million of goodwill and $176 million of core deposit intangible

• Opportunity to sell BB&T’s broad array of banking products and services to the existing Colonial customer base

• Anticipated cost savings and integration expense:

– Approximately $170 million annual (pre-tax) expense reduction, ~30% of Colonial’s cost base
– Merger and integration costs of $205 million (pre-tax)

• Financially attractive
– Exceeds BB&T merger criteria for IRR and earnings accretion with conservative assumptions
– Includes the impact of the capital raise

• FDIC loss sharing substantially eliminates credit risk from legacy assets

21
Enhanced Franchise in Alabama, Florida and Georgia
Pro forma Alabama, Florida and Georgia footprint Top MSAs(1)
($ in billion)

Pro Forma
Colonial
Deposits Mkt.
Deposits Rank Branches
Share
MSA

Miami $3.2 $3.5 11 2.4% 68

Orlando 2.2 2.5 4 8.0 47

Montgomery 2.0 2.0 1 29.0 11

Tampa/St.
1.4 2.7 5 5.8 61
Petersburg
Lakeland 1.1 1.1 2 18.9 12

Birmingham 1.0 1.0 5 4.5 27

State

Alabama $5.6 $5.8 4 7.7% 93

Florida 10.4 14.1 5 3.8 306

Colonial
BB&T Georgia 0.6 9.4 5 5.1 176

Source: SNL Financial, as of 6/30/08.

(1) Based upon Colonial’s 6/30/08 deposit geographic profile.

22
 Successful and Disciplined M&A Integrator
„ As of June 30, 2009, completed 150 BB&T M&A deals by year
acquisitions in the past 15 years; 34 bank
acquisitions 20

„ Proven track record of achieving cost

savings targets
Colonial meets or exceeds all acquisition 16

criteria
Criteria Result
12

„ Expanding and diversifying the

franchise in terms of revenues, Meets 8
profitability, and asset size

„ 15% IRR required for bank deals Exceeds 4

„ Cash EPS accretive by Year 2 Immediate

0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 1H09

„ GAAP EPS accretive by Year 3 Immediate Banks Financial Services Insurance Specialized Lending Other

23
 Results of Exceptional Firm-wide
Risk Management
• Lower risk balance sheet

• Superior credit performance relative to peers

• Stable net interest margin – limited interest rate risk

• Investment portfolio emphasizes liquidity – credit risk is

taken in the loan portfolio

• Solid core funding and liquidity

• Controlled operating risk

• Strong capital position

24
BB&T Difference: Values Drive Credit Strategy
y Strategy, structure and process matter
– Adherence to practices, policies and procedures
– Company-wide accountability for credit
y BB&T’s conservative lending strategy has not waivered
y Key points of differentiation
– Better client selection and long-standing relationships
– Underwriting discipline
– Geographic diversification
– Product mix
– Granularity
– Strict house limits
– Strong analytical capabilities and workout team
y Continue to leverage BB&T’s risk management strengths to manage
through the cycle and drive superior long-term, risk-adjusted returns

25
 Total Shareholder Return: BB&T vs. Peers*

1 Year 3 Year 5 Year 10 Year 15 Year 20 Year

CMA (7.4)% PNC (9.1)% PNC 1.5% MTB 5.3% USB 14.8% USB 14.9%
FITB (14.3)% USB (9.3)% USB (1.4)% PNC 2.8% COF 14.7% MTB 13.6%
BBT (22.6)% BBT (9.5)% BBT (2.6)% BBT 2.3% MTB 11.8% BBT 10.6%
MTB (26.4)% CMA (15.5)% MTB (5.5)% USB 2.3% BBT 10.6% ZION 10.5%
COF (26.7)% MTB (16.6)% CMA (8.9)% CMA (1.3)% PNC 8.2% CMA 8.6%

PNC (32.3)% COF (21.2)% COF (12.2)% COF (.02)% CMA 7.0% PNC 7.9%
RF (32.7)% STI (30.7)% STI (17.2)% STI (7.1)% ZION 6.1% FITB 5.9%
USB (37.8)% FITB (33.1)% ZION (19.7)% KEY (8.9)% MI 2.5% STI 5.9%
HBAN (39.4)% ZION (37.4)% MI (21.6)% MI (7.4)% STI 2.3% MI 5.3%
KEY (44.5)% MI (38.1)% KEY (23.9)% ZION (8.7)% FITB 2.3% KEY 2.4%
STI (48.2)% HBAN (38.6)% FITB (24.3)% HBAN (11.4)% KEY (1.5)% HBAN 2.3%
ZION (52.6)% RF (41.4)% RF (24.7)% FITB (10.5)% HBAN (1.6)% RF 0.9%
MI (58.8)% KEY (41.5)% HBAN (24.9)% RF (10.2)% RF (3.5)% COF NA
(35.1)% (27.7)% (15.2)% (4.6)% 5.3% 7.1%
S&P 500 (7.0)% (5.4)% 1.0% (0.2)% 7.6% 8.0%

*As of September 30, 2009

26
 Dividends are Core to BB&T

y Decision to reduce dividend y Management and Board

68% to $0.15 per quarter was understand importance of the
difficult, but prudent dividend to all shareholders

– Saves ~$725 million of y The last large bank to reduce

capital annually the dividend

– 65 bps of Tier 1 Common y We continue to pay a premium

compared to other banks
y Repaying TARP allows us to
revisit dividend level as soon
as appropriate

Best bank in Town Since 1872

27
 Future

Best bank in Town Since 1872

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 2009 Key Strategic Objectives

Effectively manage through the credit cycle

Achieve superior revenue growth

Deliver the BB&T Value Promise thereby creating the

Perfect Client Experience

Control cost: Maximize economic profit

Best bank in Town Since 1872

29
 BB&T is Well-Positioned for the Future
Values are the foundation of BB&T.
Values drive culture. Culture drives performance

Experienced and talented Executive Management Team

Average age: fifty – 28 Average years of experience with BB&T (1)

Diversified, stable business mix resilient in all operating

environments – uniquely positioned within southeast landscape

Community banking model produces best value proposition

Proven and disciplined M&A executor

15 Year Annualized Total Return of 10.6%

vs. S&P of 7.6% and Peers of 5.3%
Best bank in Town Since 1872 (1) Excludes CFO
30
Culture Matters – Values are Consistent and Important

Value System Value System

Attract / Train and

Retain the right people

Perfect Client
Experience

Revenues

Superior Shareholder
Long-term Returns

Best bank in Town Since 1872

31
 Our Best
Days
Are Ahead!
 Comments Regarding Disclosure
BB&T Corporation does not provide earnings guidance, but does discuss
trends regarding the factors that influence potential future performance in
both its quarterly earnings release and its quarterly earnings conference call.

Subsequent to the discussion of such information in any quarterly earnings

release, BB&T undertakes no responsibility to update that information
should facts and circumstances change.

This presentation repeats information that has been previously disclosed. It

should not be interpreted as providing new information, nor as confirming or
updating previous disclosures.

Best bank in Town Since 1872

33
 BB&T Corporation
Established 1872

Best Bank in Town Since 1872

34