December 31, 2016
Park National Corporation
1
Safe Harbor Statement
Park cautions that any forward-looking statements contained in this presentation or made by management of Park are provided to assist in the understanding of
anticipated future financial performance. Forward-looking statements provide current expectations or forecasts of future events and are not guarantees of future
performance. The forward-looking statements are based on management’s expectations and are subject to a number of risks and uncertainties. Although
management believes that the expectations reflected in such forward-looking statements are reasonable, actual results may differ materially from those expressed
or implied in such statements. Risks and uncertainties that could cause actual results to differ materially include, without limitation: Park's ability to execute our
business plan successfully and within the expected timeframe; general economic and financial market conditions, specifically in the real estate markets and the
credit markets, either nationally or in the states in which Park and our subsidiaries do business, may experience a slowing or reversal of the recent economic
expansion in addition to continuing residual effects of recessionary conditions and an uneven spread of positive impacts of recovery on the economy and our
counterparties, including adverse impacts on the demand for loan, deposit and other financial services, delinquencies, defaults and counterparties' ability to meet
credit and other obligations; changes in interest rates and prices may adversely impact the value of securities, loans, deposits and other financial instruments and
the interest rate sensitivity of our consolidated balance sheet as well as reduce interest margins and impact loan demand; changes in consumer spending,
borrowing and saving habits, whether due to changing business and economic conditions, legislative and regulatory initiatives, or other factors; changes in
unemployment; changes in customers', suppliers', and other counterparties' performance and creditworthiness; asset/liability repricing risks and liquidity risks; our
liquidity requirements could be adversely affected by changes to regulations governing bank and bank holding company capital and liquidity standards as well as
by changes in our assets and liabilities; competitive factors among financial services organizations could increase significantly, including product and pricing
pressures, changes to third-party relationships and our ability to attract, develop and retain qualified bank professionals; clients could pursue alternatives to bank
deposits, causing us to lose a relatively inexpensive source of funding; uncertainty regarding the nature, timing and effect of changes in banking regulations or
other regulatory or legislative requirements affecting the respective businesses of Park and our subsidiaries, including major reform of the regulatory oversight
structure of the financial services industry and changes in laws and regulations concerning taxes, pensions, bankruptcy, consumer protection, accounting, bank
products and services, fiduciary standards, securities and other aspects of the financial services industry, specifically the reforms provided for in the Dodd-Frank
Wall Street Reform and Consumer Protection Act of 2010 (the “Dodd-Frank Act”) and the Basel III regulatory capital reforms, as well as regulations already
adopted and which may be adopted in the future by the relevant regulatory agencies, including the Consumer Financial Protection Bureau, the OCC, the FDIC, and
the Federal Reserve Board, to implement the Dodd-Frank Act's provisions, the Budget Control Act of 2011, the American Taxpayer Relief Act of 2012, the JOBS
Act, the FAST Act and the Basel III regulatory capital reforms; the effect of changes in accounting policies and practices, as may be adopted by the Financial
Accounting Standards Board, the SEC, the Public Company Accounting Oversight Board and other regulatory agencies, and the accuracy of our assumptions and
estimates used to prepare our financial statements; the effect of trade, monetary, fiscal and other governmental policies of the U.S. federal government, including
money supply and interest rate policies of the Federal Reserve Board; disruption in the liquidity and other functioning of U.S. financial markets; the impact on
financial markets and the economy of any changes in the credit ratings of the U.S. Treasury obligations and other U.S. government-backed debt, as well as issues
surrounding the levels of U.S., European and Asian government debt and concerns regarding the creditworthiness of certain sovereign governments,
supranationals and financial institutions in Europe and Asia; the uncertainty surrounding the United Kingdom's exit from the European Union and its consequences;
our litigation and regulatory compliance exposure, including any adverse developments in legal proceedings or other claims and unfavorable resolution of
regulatory and other governmental examinations or other inquiries; the adequacy of our risk management program; the ability to secure confidential information
and deliver products and services through the use of computer systems and telecommunications networks; a failure in or breach of our operational or security
systems or infrastructure, or those of our third-party vendors and other service providers, including as a result of cyber attacks; fraud, scams and schemes of third
parties; the impact of widespread natural and other disasters, pandemics, dislocations, terrorist activities or international hostilities on the economy and financial
markets generally or on us or our counterparties specifically; demand for loans in the respective market areas served by Park and our subsidiaries; and other risk
factors relating to the banking industry as detailed from time to time in Park's reports filed with the SEC including those described in "Item 1A. Risk Factors" of Part
I of Park's Annual Report on Form 10-K for the fiscal year ended December 31, 2016. Park does not undertake, and specifically disclaims any obligation, to publicly
release the results of any revisions that may be made to update any forward-looking statement to reflect the events or circumstances after the date on which the
forward-looking statement was made, or reflect the occurrence of unanticipated events, except to the extent required by law.
2
Park National Corporation (PRK) Profile
(as of December 31, 2016)
• 11 Community Bank Divisions
• 2 Specialty Finance Companies
• One non-bank workout subsidiary
• 29 Ohio counties
• 111 bank branches
• 6 specialty finance offices
• 1,726 FTEs
3
Park Executive Management
• David L. Trautman – President and CEO– Age: 55
President , CEO and Board Member of The Park National Bank and Park National Corporation (Park)
headquartered in Newark, Ohio. He served as President of First-Knox National Bank, a division of The Park
National Bank, from May 1997 through January 2002, and as its Chairman from 2001 to 2006. In addition, he
served on the Board of the United Bank of Bucyrus, a division of The Park National bank, from 2000 to 2006.
Mr. Trautman received his BA from Duke University and joined Park immediately following graduation. He holds
an MBA, with honors, from The Ohio State University. He is a graduate of The Stonier Graduate School of
Banking at The University of Delaware and the Ohio Bankers Association Leadership Institute.
Mr. Trautman is past Chairman of the Ohio Bankers League, member of Newark Rotary Club, past campaign
chair for United Way of Licking County, and serves as a Trustee of the Licking County Foundation and Dawes
Arboretum.
• C. Daniel DeLawder – Chairman – Age: 67
Chairman and Board Member of The Park National Bank and Park National Corporation headquartered in
Newark, Ohio. He served previously as CEO of The Park National Bank and Park for 15 years. He served as
President of the Fairfield National Bank, a division of The Park National Bank, from 1985 through 1991. He also
currently serves on the Boards of MedBen, Truck One, Inc. and Fleet Service, Inc.
Mr. DeLawder received his B.S.Ed., cum laude from Ohio University in Athens and joined Park immediately
following graduation. He is a graduate of numerous bank industry educational programs.
Mr. DeLawder is a past member of the Board of Directors of the Federal Reserve Bank of Cleveland. He is the
past chairman of the Board of Trustees of Ohio University. He served as a member of the American Bankers
Association (ABA) BankPac Committee as well as a member of the Government Relations Council of the ABA.
He is past Chairman of the Ohio Bankers Association and a past Director-at-Large of the Community Bankers
Association of Ohio.
Leadership Team
4
Park Executive Management
(continued)
• Brady T. Burt – Chief Financial Officer – Age: 44
Chief Financial Officer of Park since 2012. Formerly served as the Chief Accounting Officer with Park from April
2007 to December 2012.
Prior to joining Park, Mr. Burt served Vail Banks, Inc. in various capacities, including EVP-Chief Financial Officer
from June 2005 to November 2006, SVP-Director of Internal Audit from September 2003 to June 2005, and VP-
Assistant Audit Director from April 2002 to September 2003. Mr. Burt was also employed by
PricewaterhouseCoopers from September 1994 to August 2001, working in various accounting roles, both in
Ohio and London, England.
Mr. Burt received his B.S. Degree in Accounting from Miami University in 1994. In addition, he currently is a
board member and serves on the Finance Committee of the Licking County United Way, is a board member and
board secretary of Habitat MidOhio, is a member of the Granville Rotary Club, and is an Audit Committee
member of the Licking County Foundation.
• Matthew R. Miller – Chief Accounting Officer – Age: 38
Chief Accounting Officer of Park since 2012. He served previously as an Accounting Vice President with Park
beginning in April 2009.
Prior to joining Park, Mr. Miller worked eight years at Deloitte & Touche, where his experience was primarily
focused on financial service industry clients.
Mr. Miller holds a bachelor’s degree in accounting, graduating summa cum laude from the University of Akron. In
addition, he currently is vice chair of the Next Generation Advisory Board of the Ohio Bankers League, is board
president of the YMCA of Licking County, served as the 2015-16 campaign chair for the United Way of Licking
County, is chair of the Development Council Annual Fund Committee at The Works, serves on the Development
Council for Licking Memorial Health Systems and is a member of the Granville Rotary Club.
5
Experienced Leadership Team
Name Position Age
Years
with
PRK
Years
In
Industry
David L. Trautman President & CEO 55 33 33
C. Daniel DeLawder Chairman 67 45 45
Brady T. Burt Chief Financial Officer 44 10 16
• Senior leadership consists of executives with proven local market experience
• Leadership team averages 27 years of banking experience
• Average management tenure with Park National is approximately 22 years
6
Leadership Team – continued
Name Position Age
Years
with
PRK
Years
In
Industry
Adrienne M. Brokaw SVP – Director of Internal Audit 48 3 17
Thomas J. Button SVP – Chief Credit Officer 56 19 30
Thomas M. Cummiskey SVP – Trust 47 17 19
Robert N. Kent, Jr. President – Scope Aircraft Finance 59 13 33
Timothy J. Lehman SVP and Chief Operating Officer 52 21 21
Laura B. Lewis SVP – Human Resources & Marketing 57 32 32
Matthew R. Miller SVP – Chief Accounting Officer 38 8 14
Jason L. Painley SVP – Chief Risk Officer 39 5 16
Greg M. Rhoads VP – Chief Information Officer 39 14 14
Cheryl L. Snyder SVP – Consumer Banking 60 37 39
Paul E. Turner SVP - Treasury 49 26 26
Jeffrey A. Wilson SVP – Chief Administrative Officer 50 12 20
7
Affiliate Leadership
Name Position Age
Years
with
PRK/Affiliate
Years
In
Industry
Brett A. Baumeister President – Unity National Bank 50 12 26
John A. Brown President – Security National Bank 47 25 25
David J. Gooch President – Park National Bank of Southwest Ohio & Northern Kentucky 47 19 25
Chris R. Hiner President – Richland Bank 33 10 10
Brian R. Hinkle President – Farmers & Savings Bank 39 11 15
Thomas M. Lyall Chairman – Century National Bank 70 45 45
Matthew R. Marsh President – Guardian Finance Company 51 17 28
Patrick L. Nash President – Century National Bank 52 29 29
Vickie A. Sant President – First-Knox National Bank 61 41 41
Donald R. Stone President – United Bank 59 20 32
John E. Swallow President – Second National Bank 60 31 41
Stephen G. Wells President – Fairfield National Bank 55 32 32
8
Highlights of 2016
• Loan growth of $86.3 million in 4Q 2016 (6.67% annualized) and $205.8 million in
2016 (4.09%) at Park’s Ohio subsidiary, The Park National Bank.
• Credit quality remains strong: Park National Corporation experienced net charge-
offs of 2 basis points in 2016, and Park National Bank recognized net charge-offs
of 16 basis points in 2016.
• Continued reduction of SEPH (formerly Vision) nonperforming assets. At
December 31, 2016, the carrying value of SEPH’s nonperforming assets were
approximately $29.8 million, including $9.6 million of participations at Park National
Bank, down from $36.2 million and $9.8 million, respectively, at December 31,
2015.
• On October 20, 2016, Park prepaid $50 million of FHLB advances, incurring a
$5.6 million prepayment penalty. These advances had a maturity date of November
13, 2023, and an expected annual expense of approximately $1.6 million.
9
PRK and PRK, excluding Vision & Southeast Property Holdings, LLC (SEPH)
ROA and ROE History
1 Calculated using average common equity for Park National Corporation.
2 Calculated using average common equity for Park National Corporation, excluding Vision Bank and SE Property Holdings, LLC.
3 Adjusted for goodwill impairment charges of $55 million in 2008 and $54 million in 2007. Including the goodwill impairment charges, Park’s ROAA for 2008 and 2007 was 0.20% and
0.37%,respectively, and Park’s ROAE for 2008 and 2007 was 2.40% and 3.67% respectively.
4 Due to unavailability of 4Q 2016 peer median financial metrics, data utilized herein reflects 3Q 2016 peer results.
Source: BHC Performance Report and Company Filings
Peers include all bank holding companies nationwide with total assets between $3.0 and $10.0 billion
Park
ROAA
Park ROAA,
excluding VB
& SEPH
Peer
median
ROAA Park ROAE 1
Park ROAE,
excluding VB &
SEPH 2
Peer
median
ROAE
2016 1.16% 1.08% 1.00%4 11.68% 11.03% 9.12%4
2015 1.11% 1.12% 0.97% 11.40% 11.69% 8.68%
2014 1.22% 1.16% 0.95% 12.34% 11.81% 8.34%
2013 1.15% 1.16% 1.04% 11.94% 12.11% 8.89%
2012 1.11% 1.33% 0.98% 11.41% 13.94% 8.56%
2011 1.06% 1.59% 0.80% 11.81% 19.46% 7.27%
2010 0.74% 1.58% 0.25% 8.05% 18.27% 0.88%
2009 0.97% 1.61% (0.16)% 11.81% 20.80% (2.22)%
2008 1.02% 3 1.63% (0.06)% 12.12% 3 21.57% (2.01)%
2007 1.24% 3 1.52% 0.87% 12.40% 3 17.88% 9.45%
2006 1.75% 1.75% 1.11% 17.26% 17.26% 12.23%
Average
2006 – 2015 1.14% 1.45% 0.68% 12.05% 16.48% 6.01%
10
Total Return Performance
Park National Corporation
The total return performance graph depicts the yearly change in Park’s cumulative total shareholder return over the five-year period from December 31,
2011 to December 31, 2016. Calculations include the reinvestment of dividends and are indexed to the base year’s measurement point (closing price on last
trading day before the beginning of Parks’ fifth preceding fiscal year).
Source: SNL 11
The Park National Bank – The bank of choice
Source: SNL, June 30, 2016
Headquarter Counties – Deposits (in thousands)
12
Bank Division
Year Joined
Park
Hdqtr. Co.
Deposits
Total County
Deposits
% of 2016
Market Share
% of 2015
Market Share
2016
Headquarter
County
Market Share
Rank
2015
Headquarter
County
Market Share
Rank
Park National 1908 $1,554,977 $2,506,245 62.04% 62.98% 1 1
Fairfield National 1985 374,719 2,005,731 18.68% 20.58% 1 1
Richland Bank 1987 529,316 1,814,562 29.17% 28.94% 1 1
Century National 1990 462,466 1,363,558 33.92% 33.51% 1 1
First-Knox National 1997 527,959 856,851 61.62% 60.70% 1 1
Second National 2000 276,029 1,116,268 24.73% 24.11% 2 2
Security National 2001 478,881 1,478,541 32.39% 32.82% 1 1
Seven largest OH divisions $4,204,347 $11,141,756 37.74% 38.06%
Other OH divisions – headquarter counties 596,693 5,195,471 11.48% 11.30%
Total OH divisions – headquarter counties $4,801,040 $16,337,227 29.39% 29.66%
Remaining Ohio bank deposits $926,030
Total Ohio bank deposits $5,727,070
Park National Corporation – Income Statement
Source: Company Filings
(in thousands) Q4 2016 Q3 2016 Q2 2016 Q1 2016 2016 2015 2014
Net interest income $ 62,249 $ 58,533 $ 57,485 $ 59,819 $ 238,086 $ 227,632 $ 225,044
(Recovery of) provision for loan losses (1,282) (7,366) 2,637 910 (5,101) 4,990 (7,333)
Other income 22,071 20,535 18,736 17,389 78,731 77,551 75,549
Other expense 57,062 46,756 45,306 49,899 199,023 186,614 187,510
Income before income taxes $ 28,540 $ 39,678 $ 28,278 $ 26,399 $ 122,895 $113,579 $ 120,416
Federal income taxes 8,538 12,229 8,280 7,713 36,760 32,567 36,459
Net income $ 20,002 $ 27,449 $ 19,998 $ 18,686 $ 86,135 $ 81,012 $ 83,957
13
PARK NATIONAL CORPORATION
Statement of Condition
Source: Company Filings
(in millions) Dec. 31, 2016 Dec. 31, 2015 Dec. 31, 2014
Investment securities $ 1,580 $ 1,644 $ 1,501
Loans 5,272 5,068 4,830
Allowance for loan losses (51) (56) (54)
Other assets 667 655 724
Total assets $ 7,468 $ 7,311 $ 7,001
Non-interest bearing deposits $ 1,523 $ 1,404 $ 1,269
Interest bearing deposits 3,999 3,944 3,859
Total deposits $ 5,522 $ 5,348 $ 5,128
Total borrowings 1,134 1,177 1,109
Other liabilities 70 73 67
Stockholders’ equity 742 713 697
Total liabilities & shareholders’ equity $ 7,468 $ 7,311 $ 7,001
14
Quarterly Net Income by Operating Segment
Source: Company Filings
(In thousands) Q4 2016 Q3 2016 Q2 2016 Q1 2016 2016 2015 2014
PNB $16,138 $25,491 $21,078 $21,744 $84,451 $84,345 $82,907
GFSC 263 640 626 (1,836) (307) 1,423 1,175
Park Parent Company 1 (989) (665) (1,069) (1,834) (4,557) (4,549) (5,050)
Ongoing operations $15,412 $25,466 $20,635 $18,074 $79,587 $81,219 $79,032
SEPH 4,590 1,983 (637) 612 6,548 (207) 4,925
Total Park $20,002 $27,449 $19,998 $18,686 $86,135 $81,012 $83,957
1 The “Park Parent Company” above excludes the results for SEPH, an entity which is winding down commensurate with the disposition of its problem assets. Management
considers the “Ongoing operations” results to be reflective of the business of Park and its subsidiaries on a going forward basis.
15
Source: Company Filings
The Park National Bank
Income Statement
(In thousands) Q4 2016 Q3 2016 Q2 2016 Q1 2016 2016 2015 2014
Net interest income $ 57,382 $ 57,033 $ 56,006 $ 57,155 $ 227,576 $ 220,879 $ 218,641
Provision for (recovery of) loan
losses 3,061 (3,345) 1,362 1,533 2,611 7,665 3,517
Other income 19,793 19,279 18,508 17,223 74,803 75,188 69,384
Other expense 51,144 42,327 42,731 41,360 177,562 167,476 163,641
Income before income taxes $ 22,970 $ 37,330 $ 30,421 $ 31,485 $ 122,206 $ 120,926 $ 120,867
Federal income taxes 6,832 11,839 9,343 9,741 37,755 36,581 37,960
Net income $ 16,138 $ 25,491 $ 21,078 $ 21,744 $ 84,451 $ 84,345 $ 82,907
16
Park National Bank
Statement of Condition
Source: Company Filings
(In thousands) December 31, 2016 December 31, 2015
% change
from
12/31/15
Loans $ 5,234,828 $ 5,029,072 4.09%
Allowance for loan losses 48,782 54,453 (10.41%)
Net loans 5,186,046 4,974,619 4.25%
Investment securities 1,573,320 1,641,539 (4.16%)
Total assets 7,389,538 7,229,764 2.21%
Average assets (1) 7,337,438 7,219,898 1.63%
Return on average assets 1.15% 1.17% (1.71%)
(1) Average assets for the fiscal years ended December 31, 2016 and 2015.
17
Park National Bank
Loans by Type
Source: Company Filings as of December 31, 2016
• Commercial lending focus is on small, closely-held businesses within our markets.
• Consumer mortgage and home equity portfolios are originated by Park within our footprint and have been consistently underwritten for decades
12/31/2016 9/30/2016 12/31/2015 % Change from
Amount Amount Amount 9/30/2016 12/31/2015
Commercial Real Estate
Owner Occupied $ 465,603 $ 463,946 $ 507,572 0.36% (8.27%)
Non-Owner Occupied 553,540 545,480 479,584 1.48% 15.42%
Residential Real Estate 1,796,894 1,818,335 1,843,525 (1.18%) (2.53%)
Construction Real Estate 188,945 184,275 171,301 2.53% 10.30%
Commercial & Industrial 995,563 958,745 958,767 3.84% 3.84%
Consumer 1,094,480 1,042,523 939,020 4.98% 16.56%
Farmland 136,560 131,576 126,447 3.79% 8.00%
Leases 3,243 3,602 2,856 (9.97%) 13.55%
Total Loans $ 5,234,828 $ 5,148,482 $ 5,029,072 1.68% 4.09%
18
Park National Corporation
Nonperforming assets
1 The carrying balance of impaired commercial loans as a percentage of unpaid principal balance at December 31, 2016 was 73.3% and 52.3% for Park National Corporation and
SEPH, respectively.
2 At December 31, 2016, Vision/SEPH participations included in Park National Corporation’s nonperforming assets were approximately $9.5 million.
Source: BHC Performance Report and Company Filings
(in thousands)
Dec. 31,
2016
Dec. 31,
2015
Dec. 31,
2014
Non-accrual loans 1 $ 87,822 $ 95,887 $ 100,393
Renegotiated loans 1 18,175 24,979 16,254
Loans past due 90 days or more (still accruing) 2,086 1,921 2,641
Total nonperforming loans $ 108,083 $ 122,787 $ 119,288
Other real estate owned (OREO) 13,926 18,651 22,605
Total nonperforming assets 2 $ 122,009 $ 141,438 $ 141,893
Percentage of nonaccrual loans and loans 90+ days
past due to loans (PRK) 1.71% 1.93% 2.13%
Percentage of nonaccrual, restructured and OREO to
assets (PRK) 1.61% 1.91% 1.99%
Texas Ratio (PRK) 16.93% 20.28% 20.85%
Peer Group Information Sep. 30, 2016 Dec. 31, 2015 Dec. 31, 2014
Percentage of nonaccrual loans and loans 90+ days
past due to loans (Peer Group) 0.64% 0.74% 1.13%
Percentage of nonaccrual, restructured and OREO to
assets (Peer Group) 0.77% 0.90% 1.23%
Note: The Texas Ratio is calculated as total nonperforming assets divided
by the sum of tangible common equity plus the allowance for loan losses.
19
Source: BHC Performance Report and Company Filings
(in thousands)
Dec. 31,
2016
Dec. 31,
2015
Dec. 31,
2014
Non-accrual loans $ 76,084 $ 81,468 $ 77,477
Renegotiated loans 18,175 24,979 16,157
Loans past due 90 days or more (still accruing) 2,086 1,921 2,641
Total nonperforming loans $ 96,345 $ 108,368 $ 96,275
Other real estate owned (OREO) – PNB 6,025 7,456 10,687
Total nonperforming assets $ 102,370 $ 115,824 $ 106,962
Percentage of nonaccrual loans and loans 90+
days past due to loans (PNB and Guardian) 1.49% 1.65% 1.67%
Percentage of nonaccrual, restructured and OREO to assets (PNB and
Guardian) 1.36% 1.57% 1.51%
Texas Ratio
14.66% 16.98% 16.09%
Peer Group Information Sep. 30, 2016 Dec. 31, 2015 Dec. 31, 2014
Percentage of nonaccrual loans and loans 90+
days past due to loans (PRK Peer Group) 0.64% 0.74% 1.13%
Percentage of nonaccrual, restructured and OREO to assets (PRK Peer
Group) 0.77% 0.90% 1.23%
Park National Corporation less Vision Bank/SEPH
Nonperforming Assets
Note: The Texas Ratio is calculated as total nonperforming assets divided
by the sum of tangible common equity plus the allowance for loan losses.
20
PRK comparison to peers
1 Due to unavailability of 4Q 2016 peer median financial metrics, data utilized herein reflects 3Q 2016 peer results.
Source: Company Filings and SNL data of $3 to $10 billion bank holding companies
PRK
Price to
Book %
Peer
Group
Price to
Book %
PRK
Price to
tangible
book
Peer
Group
Price to
Tangible
Book %
PRK
Price to
Earnings
Peer
Group
Price to
Earnings
PRK
Dividend
Yield
Peer
Group
Dividend
Yield
2016 247% 134% 1 274% 168% 1 21.4 15.8 1 3.1 2.1 1
2015 194% 136% 216% 168% 17.2 16.2 4.2 2.1
2014 196% 146% 218% 178% 16.2 19.8 4.2 1.9
2013 202% 170% 227% 192% 17.0 19.9 4.4 2.1
2012 153% 117% 172% 145% 13.2 13.4 5.8 2.8
2011 156% 109% 176% 135% 13.1 14.7 5.8 2.4
2010 177% 127% 202% 155% 21.1 17.8 5.2 2.1
2009 141% 105% 163% 140% 12.2 16.9 6.4 2.5
2008 183% 135% 217% 211% 14.6 15.7 5.3 2.9
2007 155% 138% 207% 206% 11.9 13.2 5.8 3.3
2006 242% 206% 280% 291% 14.7 17.1 3.8 2.3
2005 259% 204% 296% 268% 15.5 15.5 3.6 2.3
21
A Successful History of Disciplined
Strategic Growth in Ohio (11 acquisitions;
2 De Novos)
1908
1908
The Park National
Bank is established
1985
1985
Acquisition of
Fairfield
National Bank
1987
1987
Park National
Corporation holding
company is
established
Acquisition of
Richland Trust
Company
1990
1990
Acquisition of
Century National
Bank
1994
1994
Acquisition of
Scope Aircraft
Finance
1997 1999 2000 2001 2005 2006
1997
Acquisition of First-Knox
National Bank
Farmers Savings Bank
1999
Guardian Finance
Company established
2000
Acquisition of United
Bank
Acquisition of Second
National Bank
2001
Acquisition of Security
National Bank
Citizens National Bank
Unity National Bank
2005
Acquisition of First
Federal Savings
Bank of Eastern Ohio
(merged with Century
National Bank)
Acquisition of First
Clermont Bank
(became the Park
National Bank of
Southwest Ohio &
Northern Kentucky
division)
2006
Acquisition of Anderson
Bank (merged with The Park
National Bank of Southwest
Ohio & Northern Kentucky
division)
22
PRK M&A Strategy
Two prong strategy guidelines:
• Traditional M&A
• Strong franchise, good reputation
• Good market share
• Existing leadership continuity
• Traditional community bank structure
• Core deposits
• Metro Strategy – Attractive markets in the
Midwest / Southeast / Mid-Atlantic states
• Open de novo
• Mirror successful Columbus, Ohio
office
• Partner with banks that have the
following characteristics:
• Consistent loan growth
• Acceptable asset quality
• Existing or potential trust and
wealth management business
• Commercial focused
• Proven leadership team
23
2017 PRK Agenda
24
A. Increase Net Income >= $90 million
B. Maintain common dividend at historic rate
C. Perform in upper quintile of $3-$10 billion bank holding company peer group
D. Reduce PRK NPA’s from $122 million to $85 million
E. Cultivate and respond promptly to M & A possibilities
December 31, 2016
Park National Corporation
25