Commercial Banking. C. Douglas Lefferson. EVP & Chief Banking Officer. Investor Day August 15, 2012

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1 Commercial Banking C. Douglas Lefferson EVP & Chief Banking Officer Investor Day August 15, 2012

2 Commercial Banking 41 C&I / owner-occupied CRE and 10 ICRE lenders located across footprint with concentrations in Cincinnati, Dayton and Indianapolis 10 specialty lenders (franchise, asset based lending and equipment finance) 13 treasury management advisors Serving over 8,600 commercial clients in Ohio, Indiana and Kentucky markets Strategic Loan Composition Strategic Deposit Composition Dollars in millions Dollars in millions $3,480 $5,046 $2,404 $3,557 $464 Franchise $1,940 $1,053 $1,489 $123 ($100) Commercial Retail Credit Loan Mark / Other Total Strategic Loans Commercial Retail Total Strategic Deposits 2

3 Commercial Banking Services Traditional Lending Term loans Lines of credit Commercial real estate loans Construction loans SBA guaranteed loans Letters of credit Credit cards Specialty Lending Franchise restaurant lending Equipment finance leasing Asset based lending Bridge financing Agriculture loans Deposit Products Business checking accounts Business savings accounts Sweep accounts Treasury Management Services Online banking and cash management Remote deposit Lockbox collection Positive pay ACH blocks Courier services FX hedging instruments 3

4 Management Structure C. Douglas Lefferson, EVP & Chief Banking Officer Regional President, Cincinnati, Ohio Regional President, Dayton & Northern Ohio Regional President, Indiana SVP Treasury Management SVP Investor CRE SVP ABL & Equipment Finance President, First Franchise Capital C&I RMs TM Advisors Business Bankers C&I RMs TM Advisors Business Bankers C&I RMs TM Advisors Business Bankers Public Funds TMs TM Sales Management ICRE RMs ICRE Sales Management Asset Based Lending and Equipment Finance RMs Franchise RMs 4

5 Commercial Loan Composition Commercial & Industrial Target loan size is $1 million to $15 million Increased focus on middle market business clients (generally up to $30 million revenue) Specialty finance designed to expand product set and increase client base Business banking and SBA lending for smaller businesses Real Estate Target loan size is $1 million to $15 million Regional and local developers and investors Dedicated ICRE sales team of experts Owner occupied real estate is a critical part of relationship building & retention Interest rate derivatives Loan Portfolio by Geography Loan Composition Loan Portfolio by Industry Indiana 41% Greater Cincinnati / KY 36% Northern & Central Ohio 23% Owner-Occupied Real Estate 24% Investment Real Estate 49% Commercial and Industrial 18% Business Banking 5% Specialty Lending 4% Accomodations, Food Service & Recreation 5% Management & Professional 3% Retail & Wholesale Trade 9% Health Care and Social Assistance 7% Construction 7% Other (17 industries) 14% Manufacturing 8% 5 By Industry graph excludes equipment leasing Real Estate and Rental and Leasing 47%

6 Commercial Deposit Composition Cost of Funds: 0.32% 0.13% (0.19%) 8% 69% 22% 2% 58% 41% Significant decrease in cost of funds Strong sales efforts have resulted in an increase in noninterest bearing deposits Declines in higher-cost time deposits and transactional interest-bearing deposits 2Q11 2Q12 Non-Interest Bearing Transactional Interest Bearing Time 6

7 Competitive Landscape Highly competitive market, particularly for strong credits Clients are hesitant given uncertain economic environment; using cash for capital investments vs. borrowing (de-leveraging) Maintaining underwriting standards Total Commercial Loan Balances Dollars in millions 6.7% Increase 0.9% Increase Excluding Liberty acquisition: +2.9% $1,931 $1,940 $1,868 2Q11 4Q11 2Q12 7

8 Competitive Landscape vs. Large Regional Competitors Local market-based decision making Tenured decision makers who are consistent and known in the markets Relationship focus Greater personal attention to middlemarket and small business clients More responsive and efficient vs. Smaller Local Competitors Higher credit and lending capabilities Larger product set Greater resources and capital Ability to handle new laws and regulations effectively; minimize impact on client Local market emphasis keeps us close to the client as well 8

9 Strategic Priorities Asset generation and growth while maintaining credit and risk management standards Appropriate management and sales structure Balance sheet management Continuous process improvement Align incentives and compensation with other strategic objectives 9

10 Strategic Priorities Metropolitan Markets Focus on organic growth and increasing market share through: Capitalizing on opportunities in Indianapolis and Dayton Continued penetration of Cincinnati market Leveraging increased brand awareness and visibility Continued recruitment of talent Market Presence 2004 Market Presence

11 Revenue Growth - Loans Top quartile performance targets on production and portfolio size Actively addressing KPI under-performance Implementing a sales culture based on results and accountability Continued growth in Greater Cincinnati region Beginning to see increased results in Dayton and Indianapolis markets Broader product offerings increased contribution from specialty finance products Increased branding efforts and metro market visibility helping to drive growth Total Commercial Pipeline Dollars in millions 37% Increase $220 $301 2Q11 Note: graph represents end of period late-stage pipeline balances 2Q12 11

12 Revenue Growth Deposits Completely re-aligned sales force and re-designed approach in 2012 Separated public funds/institutional sales from core commercial services Utilizing TM solutions advisor ( hunter ) and regional advisor ( portfolio manager ) approach Certain advisors assigned to: Target markets within regions to focus on outside opportunities with prospects Expand relationships within our current portfolio Focus on cross-sell opportunities across business lines Disciplined public fund pricing Commercial Public Funds Dollars in millions 7.2% Increase Dollars in millions 11.8% Decrease $606.7 $650.6 $898.4 $ Q11 2Q12 2Q11 2Q12 Note: excludes $46 million of other deposits managed by the commercial line of business 12

13 Commercial Client Satisfaction In-depth interviews, across all regions, with clients +$500,000 in balances Overall Satisfaction 87% First Financial is Proactive 83% Would Recommend 89% Credit Services Meet Needs 89% Deposit and Branch Services Meet Needs 98% Website Meets Need 98% Client Meets with First Financial Every 4 to 6 Months 92% Use First Financial Only for Banking Needs 42% 13

14 Efficiency Right size and align sales force product specialization Rationalize the administrative and support functions in line with KPIs and the revised sales force Doubled the threshold for loans processed under the Business Banking model More efficient and timely for the client More efficient underwriting process for the Company Increased local credit approval limits coordinated with credit management Keeps credit decisions closer to the client Empowers local decision makers Commercial specific cross-functional team in place Identify strategic opportunities Search for continuous process improvement Reduce time-to-market for new products and services 14

15 Summary Expected Results: Strong Asset Generation & Greater Efficiency Increased expectations; strong focus on execution Originations in June 2012 represent the highest production month ever Successfully broadened our product offerings Re-aligned sales force for better focus on strategic execution Continue to have decision making close to the client Expanded in core metropolitan markets and continue to have market share growth opportunities Leveraged increased brand awareness and visibility Able to attract talent given strength and opportunities 15

16 Franchise Lending

17 Franchise Lending Acquired in 2009 with Irwin FDIC transaction Delivered though First Franchise Capital, a wholly-owned subsidiary of First Financial Bank Premier lender to franchised restaurant industry Relationship-driven and creative tailored financing solutions to established multi-unit operators Capacity to grow with experienced team Operates within defined geographic and concept limits Loan Profile National Platform Franchise Portfolio $464 million Real Estate 42% Commercial & Industrial 58% Mid- Atlantic 21% Southeast 12% Midwest 18% Southwest 20% Northeast 5% West 24% 17

18 Franchise Lending Established relationships with select and proven concepts that operate nationally or in diverse regions with consistently-applied operating standards Targets concepts with a finite number of borrowers (franchisees) nationwide Pricing is generally above standard commercial deals with historically low risk profile Focus on repeat business First Franchise Capital is sole or primary lender to many clients 18

19 Competitive Landscape Competitive Position Major competitors include GE Capital, TCF Leasing, Bank United, Bank of America, Wells Fargo and Regions Bank Increased competition from community banks looking to grow assets Renewed focus on refinancing due to historic low interest rates provides opportunities and creates challenges Franchisee uncertainty due to elections and pending healthcare reform Competitive Advantages Considered top 5 lender on any relevant franchisor list Strong Top of Mind awareness among franchisees National presence, but smaller and more flexible specialty lender Known for high level of client service that instills confidence through expertise and longevity of group Brand recognition of First Franchise enhanced by strength and stability of First Financial Target exposures fall below large national bank franchise platforms 19

20 Biography C. Douglas Lefferson Executive Vice President & Chief Banking Officer Mr. Lefferson has spent his entire career in various positions with First Financial and was appointed to his current position in 2010 where he has responsibility for the commercial banking line of business. Prior to his current position, Mr. Lefferson served as Chief Operating Officer from and as Chief Financial Officer from Mr. Lefferson is actively involved in several community organizations in the greater Cincinnati area. 20