lower pension expense as it reduces the overall discounted pension liability given that BBT remains one of the few large regional banks that still have defined benefit pension plans. ¢ Potential for regulatory relief requires BBT to reevaluate risk/compliance spending. Management noted that 75-80% of its infrastructure budget is based around risk management and regulatory costs. Given the possibility of regulatory relief coming out of the new administration, management noted that it does not want to misallocate its expense spending. As such, management expects to redeploy some of those compliance related costs into revenue and service generation opportunities stemming from any regulatory relief. ¢ Branches still have value, but the structure will likely change. Mr. Henson noted that he still sees value from BBT’s branch network but increasing customer usage across its digital channels and with branch transactions down 4%, he expects continued branch consolidation at a pace of more than 2-2.5% over the next couple years. Moreover, management believes that future branches will be likely be smaller in nature and staffed with fewer people that are cross trained with multiple responsibilities. As an example of this, Mr. Henson noted that BBT has combined its teller and relationship banking role into one branch banker role. Chart 18: What do you think is the biggest catalyst for BBT shares over the next 12-24 months? 45% A1% 40% 35% 30% 30% 25% 20% 15% 15% 11% 10% 9 0% Successful Strong top-line Expense Accretive bank Continued integration ofits organic revenue rationalization and/or non-bank outperformance in recent deals and growth, regardless deals dividend growth achieving synergy of macro backdrop and dividend yield targets Source: BofA Merrill Lynch Global Research Bank of Hawaii (BOH), B-3-7, Underperform * — Solid loan growth on back of a strong HI economy. Chairman, President and CEO Peter Ho, Vice Chairman and CFO Kent Lucien and Senior Executive VP, Controlle