Presentation Materials

EX-99.1 2 dex991.htm PRESENTATION MATERIALS Presentation Materials

PROVIDENT BANKSHARES

C O R P O R A T I O N

Ryan Beck Meeting

August 1, 2006

FORWARD-LOOKING STATEMENTS AND RISK FACTORS

This presentation contains “forward-looking statements”

as that term is defined in the

Private Securities Litigation Reform Act of 1995. These statements involve risks and

uncertainties,

which

may

cause

results

differ

materially

from

those

set

forth

the

statements. The forward-looking statements may include statements regarding

business strategies, intended results and future performance. Forward-looking

statements are preceded by such terms as “expects,”

“believes,”

“anticipates,”

“intends,”

and similar expressions. No forward-looking statement can be guaranteed,

and actual results may differ materially from those projected. The Company

undertakes no obligation to publicly update any forward-looking statement, whether as

a result of new information, future events, or otherwise. Forward-looking statements

in this presentation should be evaluated together with the uncertainties that affect the

Company’s business, particularly those mentioned under the headings “Forward-

looking Statements”

and “Item 1A. Risk Factors”

in the Company’s Form 10-K for the

year ended December 31, 2005, and in its reports on Form 10-Q and Form 8-K, which

the Company incorporates by reference.

In the event that any non-GAAP financial information is described in any

communication, including this presentation, please refer to the supplemental financial

tables included on our website for the GAAP reconciliation of this information.

Agenda

•

Introduction and Overview

•

Key Strategies

•

Financial Performance

Introduction and Overview

–

Headquartered in Baltimore, Maryland

–

Total assets of $6.4 billion (as of 6/30/06)

–

Serves individuals, families, small businesses

and larger companies in Greater Baltimore,

Greater Washington and Central Virginia

–

Over 2,000 employees

Introduction

Provident Bank History

•

1886 Founded as a Mutual Thrift

•

1987 Converted to Commercial Bank

•

1993 Retail Banking Expansion

•

1997 Citizen’s Savings Bank Merger

•

2004 Southern Financial Merger

Banking Office Network 2006

154 Branches

Green dots are in-store, red triangles are traditional locations.

Introduction

Provident Bank Mission

Provident Bank’s mission is to exceed customer

expectations by delivering superior service,

products and banking convenience. Every

employee’s commitment to serve our customers in

this fashion will establish Provident Bank as the

primary bank of choice of individuals, families,

small businesses and mid-sized companies

throughout our chosen markets.

Introduction

Provident Bank Core Values

Integrity

Excellence

Caring

Partnership

Results Driven

Strategic Priorities

–

Maximize Provident’s position as the ‘right size’

bank

–

Consistently execute a high performance, customer relationship

focused sales culture

–

Sustain a culture that attracts and retains employees who provide

the differentiating ‘Provident Way’

customer experience

–

Profitably grow and deepen customer relationships in all four key

market segments: commercial, commercial real estate, small

business and consumer

–

Expand delivery (branch and non-branch) within the footprint

–

Improve financial fundamentals

Provident Bank

Positioning Strategy

We will continue to provide the

products and services of our largest

competitors, while delivering the

level of service found in only the

best community banks.

100

Baltimore

Sub MD

Northern VA

Richmond

Virginia and Washington

Metro Expansion

TOTAL AWARENESS

Strategic Priorities

Consistently execute a high

performance customer relationship

focused sales culture

Customer Relationship Strategy

Provident Bank’s vision is to be chosen

as our customers’

primary bank

because we consistently execute our

business as The Right Size Bank.

Customer Relationship Strategy

Executing our Vision

•

Acquire

•

Enhance

•

Retain

Acquire Customer Relationships

Acquire different customers and acquire customers

differently

Success Factors:

•

Right size bank positioning

•

Unparalleled convenience

•

Value-oriented product line

•

Reputation for superior service

Success Metric: Growth in Primary Bank Relationships

Enhance Customer Relationships

The Opportunity

3.34

329

Real Estate

4.12

645

Commercial

3.00

31,805

Small

Business

2.75

302,483

Retail

Provident

Cross Sell

Households

Data is as of Q2 2006

Enhance Customer Relationships

•

Leverage customer segmentation methodology

•

Build a relationship sales culture

•

Roll-out sales and leadership training

•

Achieve CSBI relationship

Success Metric: 1 More to 400,000

Retain Customer Relationships

One additional product to a household with one product

increases their retention from 83% to 92%

•

Utilize on-boarding program for all customers

•

Survey customers’

satisfaction quarterly

•

Build specific retention plans based on customer

segmentation data

Success Metric: Level of Customer Engagement

Strategic Priorities

Sustain a culture that attracts and

retains employees who provide the

differentiating ‘Provident Way’

customer experience

Employee Development

and Retention

•

Succession planning for key positions

•

Compensation awards based upon results

•

Expanded training curriculum with additional

online development offerings

•

Disciplined performance management system

Strategic Priorities

Profitably grow and deepen customer

relationships in all four key market

segments:

•

commercial

•

commercial real estate

•

small business

•

consumer

Customer Deposits

25%

75%

Consumer Deposits

Commercial Deposits

25%

19%

39%

17%

Savings Deposits

Time Deposits

Demand Deposits

MM Deposits

2Q06

$3,601,766

Loan Portfolio

37%

52%

11%

Consumer Loans

Commercial Loans

Acquired & Originated Residential

11%

25%

11%

33%

19%

Commercial Mortgage

Commercial Loans

Marine

Home Equity

Originated & Acquired Residential Loans

Other Consumer

2Q06

$3,729,149

Core Loan and Deposit Growth

$3,309

$3,244

$1,512

$1,686

$1,867

$2,533

$3,016

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2001

2002

2003

2004

2005

1Q06

2Q06

CAGR Core Loans = 18.84%

CAGR Total Assets = 6.72%

Average balances ($ Millions)

$3,602

$3,565

$2,693

$3,518

$3,345

$2,825

$2,548

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2001

2002

2003

2004

2005

1Q06

2Q06

CAGR Core Deposits = 8.40%

Commercial Loan

and Deposit/Repo Growth

Average Balances (millions)

2001

2002

2003

2004

2005

1Q06

2Q06

Baltimore

VA/Wash

$875

$924

$997

LOANS

2001

2002

2003

2004

2005

1Q06

2Q06

$427

$579

$680

DEPOSIT/REPO

(Excludes Money Market CDs)

$983

CAGR 2001-2005 Loans 19%

CAGR 2001-2005 Deposits 28%

$1,477

$1,776

$1,144

$1,910

$1,144

$1,958

$1,172

Consumer Loan and

Deposit Growth

Average Balances (millions)

2001

2002

2003

2004

2005

1Q06

2Q06

Baltimore

VA/Wash

$797

$858

$929

LOANS

(Excludes originated and

acquired residential)

2001

2002

2003

2004

2005

1Q06

2Q06

$2,289

$2,331

$2,362

DEPOSITS

(Excludes Brokered CDs)

$2,630

CAGR 2001-2005 Loans 12%

CAGR 2001-2005 Deposits 4%

$1,095

$1,264

$2,684

$1,351

$2,707

$1,367

$2,717

Strategic Priorities

Expand delivery via de novo branches

and select acquisitions within the

footprint

Provident Bank Branches

1997–

Citizens Savings Bank 2004 –

Southern Financial acquisition

1992

1993

1994

1995

1996

1997*

1998

1999

2000

2001

2002

2003

2004*

2005

1Q06

2Q06

Traditional

In-Store/ATM Plus

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

1Q06

2Q06

Washington Metro/VA

Baltimore

BRANCH NETWORK

Virginia And Washington

Metro Expansion

Expansion Opportunities

•

Build relationships with existing customers

•

We have 53 “new”

branches in Virginia

“New VA”

Branches

MD Branches

$33,682,000

$9,783,020

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

Deposit Opportunity =

$1,266,645,940

$4,595,000

$969,323

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

Loan Origination

Opportunity = $192,160,881

$745,000

$77,419

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

Fee Income Opportunity =

$35,381,793

Strategic Priorities

Improve financial fundamentals

Strategic Priorities

Improve Financial Fundamentals

Continued transformation of the balance sheet

II.

Strong growth in core loans and deposits

III.

Solid fee income growth

IV.

Improved asset quality

Higher capital levels

VI.

Growth in earnings with improved quality of earnings

Balance Sheet Transformation

Components of Earning Assets

44%

24%

32%

Commercial & Consumer Loans (Core)

Originated & Acquired Residential Loans (Non-core)

Investment Securities

59%

34%

2Q06

1995

$2,851,766

$5,670,513

Balance Sheet Transformation

Loans / Assets

32.9%

36.4%

39.6%

43.6%

50.7%

51.4%

52.3%

30.0%

40.0%

50.0%

60.0%

70.0%

2001

2002

2003

2004

2005

1Q06

2Q06

Note: Ratio is represented by core loans to assets.

Balance Sheet Transformation

2006 YTD

Transition

Amount

Spread

Growth in Core Loans

$ 355,000

2.40%

Reduction In Wholesale Loans

(236,000)

1.34%

Reduction in Investments

(198,000) 0.40%

( in $000’s)

Balance Sheet Transformation

Our Plan

Direct Loans

65%

Investments

30%

Wholesale

Loans

Investments

25%

Direct

Loans

75%

% of Assets

Today

Opportunity

Total Earnings Opportunity = $7+ million

Financial Performance

Continued transformation of the balance sheet

II.

Strong growth in core loans and deposits

III.

Solid fee income growth

IV.

Improved asset quality

Higher capital levels

VI.

Growth in earnings with improved quality of earnings

Core Loan and Deposit Growth

$3,309

$3,244

$1,512

$1,686

$1,867

$2,533

$3,016

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2001

2002

2003

2004

2005

1Q06

2Q06

CAGR Core Loans = 18.84%

CAGR (Total Assets) = 6.72%

Average balances ($ Millions)

$3,602

$3,565

$2,693

$3,518

$3,345

$2,825

$2,548

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2001

2002

2003

2004

2005

1Q06

2Q06

CAGR Core Deposits = 8.40%

Financial Performance

Continued transformation of the balance sheet

II.

Strong growth in core loans and deposits

III.

Solid fee income growth

IV.

Improved asset quality

Higher capital levels

VI.

Growth in earnings with improved quality of earnings

Solid Fee Income Growth

$113,547

$74,955

$86,394

$92,752

$100,840

$112,072

$126,418

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

CAGR = 10.58%

Solid Fee Income Growth

Annual Fees Per DDA Account

100

150

200

250

300

Fee Income Per Consumer DDA

CAGR = 13%

Financial Performance

Continued transformation of the balance sheet

II.

Strong growth in core loans and deposits

III.

Solid fee income growth

IV.

Improved asset quality

Higher capital levels

VI.

Growth in earnings with improved quality of earnings

Improved Asset Quality

Net Charge-Offs / Average Loans

0.09%

0.13%

0.15%

0.27%

0.34%

0.46%

0.71%

0.05%

0.15%

0.25%

0.35%

0.45%

0.55%

0.65%

0.75%

2001

2002

2003

2004

2005

1Q06

2Q06

Improved Asset Quality

Reserves / Loans

1.19%

1.21%

1.30%

1.24%

1.27%

1.24%

1.29%

1.1%

1.2%

1.3%

1.4%

1.5%

2001

2002

2003

2004

2005

1Q06

2Q06

Financial Performance

Continued transformation of the balance sheet

II.

Strong growth in core loans and deposits

III.

Solid fee income growth

IV.

Improved asset quality

Higher capital levels

VI.

Growth in earnings with improved quality of earnings

Higher Capital Levels

Tangible Common Equity Ratio

6.41%

6.27%

5.52%

6.20%

5.97%

5.77%

5.0%

5.5%

6.0%

6.5%

7.0%

2001

2002

2003

2004

2005

1Q06

2Q06

Tangible common equity ratio: tangible equity less mark to market adjustments as a percentage of tangible assets

Equity Summary

2Q 2006

•

Current yield:

3.22%

•

Shares repurchased:

312,000

•

P/E ratio:

16.2 x

•

Market Capitalization:

$ 1.2 billion

Financial Performance

Continued transformation of the balance sheet

II.

Strong growth in core loans and deposits

III.

Solid fee income growth

IV.

Improved asset quality

Higher capital levels

VI.

Growth in earnings with improved quality of earnings

Earnings Growth With Improved Quality

Net Interest Margin

3.74%

3.72%

3.34%

3.21%

3.14%

2.89%

3.52%

2.8%

3.2%

3.6%

4.0%

2001

2002

2003

2004

2005

1Q06

2Q06

Earnings Growth With Improved Quality

Return on Assets

1.17%

1.26%

0.81%

1.00%

1.03%

1.02%

1.14%

0.60%

0.80%

1.00%

1.20%

1.40%

2001

2002

2003

2004

2005

1Q06

2Q06

Earnings Growth With Improved Quality

Reported Earnings Per Share

$2.17

$2.00

$2.05

$1.88

$1.56

$1.50

$1.70

$1.90

$2.10

$2.30

$2.50

2001

2002

2003

2004

2005

Equity Summary 2003 -

2005

Total Return Comparison

53.23%

43.79%

61.74%

SNL Bank Index

Peer Group

Provident

Appendix

Agency

Nonagency

Other

GNMA

ABS

27%

7x1

5x1

3x1

Other Fixed

6.50%+

0.06

0.055

0.05

19%

4.00-4.50%

Floating Rate

CMO

Hybrid

Portfolio Allocation as of 06/30/05

Agency

Nonagency

Other

GNMA

ABS

33%

Conventional

7x1

5x1

3x1

Other Fixed

13%

6.50%+

6.00%

5.50%

5.00%

17%

4.00-4.50%

Floating Rate

Hybrid

MBS

CMO

Portfolio Allocation as of 06/30/06

PROVIDENT BANKSHARES

C O R P O R A T I O N

www.provbank.com

Contact

Media: Lillian Kilroy (410) 277-2833

Investment Community: Melissa Kelly (410) 277-2080