Exhibit 99.2
Creating the Largest, Premier, Locally - Headquartered Community Bank for the Greater Delaware Valley Concurrently executing a technology transformation to secure a competitive advantage and meet fast - changing Customer needs September 19, 2018
This presentation contains estimates, predictions, opinions, projections and other “forward - looking statements” as that phrase i s defined in the Private Securities Litigation Reform Act of 1995. Forward - looking statements include, without limitation, statements relatin g to the impact WSFS Financial Corporation (“WSFS”) expects its proposed acquisition of Beneficial to have on the combined entity’s operation s, financial condition, and financial results, and WSFS’s expectations about its ability to successfully integrate the combined businesses an d the amount of cost savings and overall operational efficiencies WSFS expects to realize as a result of the proposed acquisition. The forwa rd - looking statements also include predications or expectations of future business or financial performance as well as goals and objecti ves for future operations, financial and business trends, business prospects, and management's outlook or expectations for earnings, revenue s, expenses, capital levels, liquidity levels, asset quality or other future financial or business performance, strategies or expectations . The words “believe,” “expect,” “anticipate,” “plan,” “estimate,” “target,” “project” and similar expressions, among others, generally identify for war d - looking statements. Such forward - looking statements are based on various assumptions (many of which are beyond the control of WSFS and Beneficial Bancorp, Inc. (“Beneficial” or “BNCL”)) and are subject to risks and uncertainties (which change over time) and ot her factors which could cause actual results to differ materially from those currently anticipated. Such risks and uncertainties include, but a re not limited to, the possibility that the proposed acquisition does not close when expected or at all because required regulatory, stockholder or oth er approvals and other conditions to closing are not received or satisfied on a timely basis or at all, the failure to close for any other re ason, changes in WSFS’s share price before closing, that the businesses of WSFS and Beneficial will not be integrated successfully, that the c ost savings and any synergies from the proposed acquisition may not be fully realized or may take longer to realize than expected, disruption fro m t he proposed acquisition making it more difficult to maintain relationships with employees, customers or other parties with whom WSFS or B ene ficial have business relationships, diversion of management time on merger - related issues, risks relating to the potential dilutive effect o f shares of WSFS common stock to be issued in the transaction, the reaction to the transaction of the companies’ customers, employees and coun ter parties and other factors, many of which are beyond the control of WSFS and Beneficial. We refer you to the “Risk Factors” and “Mana gem ent’s Discussion and Analysis of Financial Condition and Results of Operations” sections of WSFS’s Annual Report on Form 10 - K for the year ended December 31, 2017, the Annual Report on Form 10 - K filed by Beneficial for the year ended December 31, 2017 and any updates to th ose risk factors set forth in WSFS’s and Beneficial’s Quarterly Reports on Form 10 - Q, Current Reports on Form 8 - K and other filings, whic h have been filed by WSFS and Beneficial with the U.S. Securities and Exchange Commission (the “SEC”) and are available on the SEC’s webs ite at www.sec.gov. All forward - looking statements, expressed or implied, included in this presentation are expressly qualified in the ir entirety by the cautionary statements contained or referred to herein. The actual results or developments anticipated may not be realized or , even if substantially realized, they may not have the expected consequences to or effects on WSFS, Beneficial or their respective bus ine sses or operations. We caution readers not to place undue reliance on any such forward - looking statements, which speak only as of the da te on which they are made. Neither WSFS nor Beneficial undertakes any obligation, and specifically declines any obligation, to revi se or update any forward - looking statements, whether as a result of new information, future developments or otherwise. Forward - Looking Statements 2
Important Additional Information will be Filed with the SEC This presentation does not constitute an offer to sell or the solicitation of an offer to buy any securities or a solicitatio n o f any vote or approval with respect to the proposed acquisition by WSFS of Beneficial. No offer of securities shall be made except by means of a prospectus meeting the requirements of the Securities Act of 1933, as amended, and no offer to sell or solicitation of an offer to buy s hal l be made in any jurisdiction in which such offer, solicitation or sale would be unlawful. In connection with the proposed transaction, WSFS will file with the SEC a Registration Statement on Form S - 4 that will include a joint proxy statement of WSFS and Beneficial and a prospectus of WSFS (the “Joint Proxy/Prospectus”), and each of WSFS and Beneficial may fi le with the SEC other relevant documents concerning the proposed transaction. The definitive Joint Proxy /Prospectus will be mailed to st ock holders of WSFS and Beneficial. STOCKHOLDERS ARE URGED TO READ THE REGISTRATION STATEMENT AND THE JOINT PROXY/PROSPECTUS REGARDING THE TRANSACTION CAREFULLY AND IN THEIR ENTIRETY WHEN THEY BECOME AVAILABLE AND ANY OTHER RELEVANT DOCUMENTS FILED WITH THE SEC BY WSFS AND BENEFICIAL, AS WELL AS ANY AMENDMENTS OR SUPPLEMENTS TO THOSE DOCUMENTS, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE PROPOSED TRANSACTION. Free copies of the Registration Statement and the Joint Proxy/Prospectus, as well as other filings containing information abo ut WSFS and Beneficial, may be obtained at the SEC’s website (http://www.sec.gov) when they are filed. You will also be able to obtain th ese documents, when they are filed, free of charge, by directing a request to WSFS Financial Corporation, WSFS Bank Center, 500 Delaware Ave nue , Wilmington, Delaware 19801 or by directing a request to Beneficial Bancorp, Inc., Beneficial Bank Place, 1818 Market Street, Phi ladelphia, Pennsylvania 19103 . Participants in the Solicitation WSFS, Beneficial and certain of their respective directors, executive officers and employees may be deemed to be participants in the solicitation of proxies from the stockholders of WSFS or Beneficial in respect of the proposed transaction. Information about WS FS’s directors and executive officers is available in its proxy statement for its 2018 annual meeting of stockholders, which was filed with the SEC on March 23, 2018, and information regarding Beneficial’s directors and executive officers is available in its proxy statement for its 20 18 annual meeting of stockholders, which was filed with the SEC on March 8, 2018. Information regarding the persons who may, under the rules of th e SEC, be deemed participants in the proxy solicitation and a description of their direct and indirect interests, by security holdings or otherwise, will be contained in the Joint Proxy/Prospectus and other relevant materials to be filed with the SEC when they become available. Fr ee copies of this document may be obtained as described in the preceding paragraph. 3 Additional Information & Participants in the solicitation
Non - GAAP Information This presentation contains financial information and performance measures determined by methods other than in accordance with ac counting principles generally accepted in the United States (“GAAP”). The Company’s management believes that these non - GAAP measures provide a greater understanding of ongoing operations, enhance comparability of results of operations with prior periods and show the effects o f s ignificant gains and charges in the periods presented. The Company’s management believes that investors may use these non - GAAP measures to analyze th e Company’s financial performance without the impact of unusual items or events that may obscure trends in the Company’s underlying perfo rma nce. This non - GAAP data should be considered in addition to results prepared in accordance with GAAP, and is not a substitute for, or super ior to, GAAP results . For a reconciliation of these non - GAAP measures to their comparable GAAP measures, see Appendix 3. The following are the non - GAAP measures used in this presentation: ▪ Core net income is a non - GAAP measure that adjusts net income determined in accordance with GAAP to exclude the impact of securities gains, unrealized gains, recovery of/provision for fraud loss and corporate development costs ▪ Core noninterest income, also called core fee income, is a non - GAAP measure that adjusts noninterest income as determined in accordance with GAAP to exclude the impact of securities gains (losses ) and unrealized gains ▪ Core earnings per share (EPS) is a non - GAAP measure that divides (i) core net income by (ii) weighted average shares of common stock outstanding for the applicable period ▪ Core net revenue is a non - GAAP measure that is determined by adding core net interest income plus core noninterest income ▪ Core noninterest expense is a non - GAAP measure that adjusts noninterest expense as determined in accordance with GAAP to exclude corporate development expenses, and recovery of provision for fraud loss ▪ Core efficiency ratio is a non - GAAP measure that is determined by dividing core noninterest expense by the sum of core interest income and core noninterest income ▪ Core fee income to total revenue is a non - GAAP measure that divides (i) core non interest income by (ii) (tax equivalent) core n et interest income and core noninterest income ▪ Core r eturn on assets (ROA) is a non - GAAP measure that divides (i) core net income by (ii) average assets for the applicable period ▪ Core and Sustainable ROA is a non - GAAP measure that divides (i) net income determined in accordance with GAAP and adjusting it by taking core net income and normalizing for long - term credit costs, non - recurring accretion from purchased credit impaired loans (“PCI”), and a normal tax rate by (ii) average assets for the applicable period ▪ Tangible common equity is a non - GAAP measure and is defined as total average stockholders’ equity less goodwill, other intangible assets Return on average tangible common equity ( ROTCE) is a non - GAAP measure and is defined as net income allocable to common stockholders divided by tangible common equity 4
x The only community bank with scale (#6 market share) and a full service product offering in the Philadelphia - Camden - Wilmington MSA x Transformational investment in technology and delivery capabilities to provide top - tier customer experience in a rapidly changing banking landscape Delaware Valley’s Premier Community Bank 5 ▪ $7.1bn in assets ▪ Wilmington, DE ▪ Founded 1832 ▪ Oldest and largest independent community bank and trust company headquartered in the Delaware Valley ▪ 77 offices predominantly in Delaware and Southeastern Pennsylvania ▪ Major Business Lines: ▪ Commercial ▪ Retail ▪ Mortgage ▪ Wealth Management ▪ Cash Connect Award Winning Work Place ▪ $5.8bn in assets ▪ Philadelphia, PA ▪ Founded 1853 ▪ Oldest and largest independent community bank headquartered in Philadelphia ▪ 72 offices predominantly in Philadelphia and neighboring New Jersey and Southeastern Pennsylvania counties ▪ Major Business Lines: ▪ Commercial ▪ Retail ▪ Mortgage ▪ Leasing Award Winning Work Place
Compelling Market Opportunity 6 At $13 billion in assets, the combined bank fills a long - standing service gap in the Delaware Valley market between larger regional / national banks and smaller community banks ▪ 5 th largest depository MSA in the U.S. ▪ Over 2.5x the market share of the next largest local community bank ▪ WSFS’ 5 - year compound annual deposit growth rate of 9.5% vs. an annual average of 3.5% for the MSA ▪ WSFS is filling the service gap left by the acquisitions of former iconic local banks by larger out - of - market banks Philadelphia-Camden-Wilmington Deposit Market Share Institution Total Deposits ($mm) Market Share (%) 1 Wells Fargo Bank, NA 31,664 20.02 2 TD Bank, NA 29,164 18.44 3 PNC Bank, NA 17,984 11.37 4 Citizens Bank 15,857 10.03 5 Bank of America, NA 14,240 9.00 Pro Forma WSFS / BNCL 8,012 5.07 6 M&T Bank 7,800 4.93 7 BB&T 5,075 3.21 8 Wilmington Savings Fund Society, FSB 4,032 2.55 9 Beneficial Bank 3,980 2.52 10The Bryn Mawr Trust Company 3,089 1.95 11Univest Bank and Trust Co. 2,961 1.87 12Fulton Bank 2,717 1.72 13KeyBank NA 2,129 1.35 14Santander Bank, N.A. 2,091 1.32 15Firstrust Savings Bank 2,054 1.30 16Republic Bank 1,776 1.12 17Investors Bank 1,523 0.96 18Customers Bank 1,437 0.91 19Penn Community Bank 1,370 0.87 20DNB First, NA 867 0.55 Total Institutions in Market 158,167 Market Position Former Iconic Delaware Valley Banks Market share data as of June 30, 2017; Source: FDIC Note: Market Share data excludes brokered deposits and non - traditional banks (e.g. credit card companies)
Leading Market Position in Demographically - Robust Region 7 ▪ 3rd largest metro in the Northeast – $432 billion regional economy ▪ 5th largest depository MSA in the U.S. ▪ 8th largest MSA population in the U.S. ▪ Median household income of $71k versus national median of $61k ▪ 200,000+ operating businesses ▪ 4th largest university population among all U.S. metro areas ▪ Major transportation hub, conveniently located along I - 95 corridor, Amtrak’s Northeast Regional Line, and home to the Philadelphia International Airport New Jersey 25 Miles Sources: S&P Global Market Intelligence, Select Greater Philadelphia Council
Transaction Summary Negotiated Deal Combines Two Strong Community Banks 8 Transaction Value & Consideration Pro Forma Ownership Headquarters Senior Management Expected Closing (a) Based on WSFS closing price as of August 7, 2018 of $55.35 (b) Based on consensus analyst estimates ▪ Per share: $19.61, Aggregate: $1.46 billion (a) ▪ $2.93 of cash and .3013 WSFS shares ▪ Approximately 85% WSFS Common Stock, 15% Cash ▪ BNCL options will be cashed out ▪ P/TBV: 171.7%, P/2018E (b) : 35.9x, Core Deposit Premium: 15.4% ▪ ~60% WSFS shareholders / ~40% BNCL shareholders ▪ Q1 2019, subject to shareholder and regulatory approvals ▪ Wilmington, DE, with a significant presence in Philadelphia, PA ▪ Mark A. Turner, Executive Chairman ▪ Rodger Levenson, President and CEO ▪ Gerald P. Cuddy, Vice Chairman of WSFS Bank ▪ Entire BNCL senior team (8) under contract through mid - 2020 Board of Directors ▪ Gerard P. Cuddy and 2 additional BNCL Directors to join WSFS Board
▪ Technological advances and changing customer preferences are rapidly disrupting the traditional banking model as evidenced by the significant reduction of branch traffic and transaction volume, along with enhancements and customer adoption of digital channels and fin - tech platforms ▪ 81% of consumers are using digital channels to engage with their bank ▪ 60%+ want to open a bank account, take a loan, or apply for a mortgage via digital channel ▪ 63% think experience is the most important consideration when opening a bank account ▪ Within the next five years, digital sales have the potential to account for 40% or more of new inflow revenue in the most progressive geographies and customer segments Delivery Transformation 9 Disruptive Banking Landscape Sources: Oracle: The New Digital Demand and Retail Banking, S&P Global Market Intelligence, McKinsey: Strategic Choices for Banks in the Digital Age, JP Morgan Annual Letter, CNBC Interview of Brian Moynihan “The reasons we invest so much in technology (whether it’s digital, big data or machine learning) are simple: to benefit customers with better, faster and often cheaper products and services, to reduce errors and to make the firm more efficient” - Jamie Dimon, JP Morgan Chase “We have 35 million digital customers. 25 million plus mobile customers and you know we have 50 million customers, so we have penetration rates where really everyone is using it ” – Brian Moynihan, Bank of America
Delivery Transformation 10 ▪ The combined platform creates an ideal opportunity to evaluate the expanded branch network and scale investment into complementary digital capabilities with the objective of developing a top - tier, highly competitive omni - channel delivery platform ▪ Incremental investment of $32 million over the next 5 years into digital delivery initiatives targeted across four major areas, representing ~3x WSFS’ non - routine annual technology expenses ▪ Investment funded from ~50% of the savings from consolidating ~25% of the combined branch network Customer Experience Leading - edge, proven, customer - focused initiatives to deliver a seamless customer experience ▪ Peer - to - peer payments ▪ Personal financial management ▪ Streamlined account opening Risk Management Enhancing security and privacy for our customers as trust is a top priority ▪ Advanced cyber security ▪ Real - time fraud alerts ▪ Integrated internal control monitoring Next generation platform for an integrated architecture ▪ CRM ▪ Data warehouse ▪ Customer intelligence Data Platform Standardize and digitize processes to reduce cost and improve efficiency ▪ Enterprise document imaging ▪ Back office automation & streamlining ▪ Associate knowledge platform Workflow Automation Integrated Omni - Channel Platform Opportunity for Delivery Transformation
▪ Cost savings from traditional synergies and delivery transformation are phased in at 50%, 90%, and 100% for 2019, 2020, and 2021 Key Model Details 11 Traditional Synergies Merger & Restructuring Costs ▪ $45.6 million annual from non - branch operations and personnel ▪ $10.3 million annual expenses related to BNCL’s 2015 public offering (b) Delivery Transformation ▪ $11.7 million of additional annual cost savings from branch consolidations ▪ 36% from proximity, 64% from branch optimization ▪ 30 net branches consolidated (~25% of combined network) ▪ Incremental $32.0 million technology investment over a 5 year period; ~50% of branch savings ▪ $117 million with an additional $29 million of capitalized expenses, total $146 million ▪ Some of these incremental costs are associated with delivery transformation and technological investments Note: Assumes marginal effective tax rate of 26% and Core Deposit Intangible equal to 1.75% BNCL’s Non - Time Deposits (a) Percentage of BNCL YTD annualized non - interest expense of $143 million (b) Reflects acceleration of certain costs related to BNCL’s full conversion to a public company in 2015 39% ( a) 8% (a) Cost Savings Realization Crossing $10bn ▪ $11 million ($10.5 million Durbin related) annual pre - tax earnings loss starting Q3 2020
High Value / Low Risk Transaction 12 Financial Metrics Low Risk Transaction ▪ Negotiated deal; 70+ day joint evaluation and due diligence process including thorough integration and conversion planning ▪ High level management alignment, continuity, and buy - in throughout the combined organization. Management has an intimate knowledge of combined markets ▪ Both institutions have strong regulatory standings ▪ Beneficial’s cash and liquidity position improves WSFS’ overall liquidity and earnings potential ▪ Diversified pro forma loan portfolio and complementary low cost, core deposit base ▪ WSFS’ management team has a proven track record of successfully integrating recent acquisitions and beating expected results; as evidenced by above peer ROAA of 1.65% reported in Q2 2018 Beneficial Combination Delivery Transformation Pro Forma Impact 2020 EPS Accretion 5.4% (1.2%) 4.2% 2021 EPS Accretion 8.7% (0.7%) 8.0% TBV Dilution (a) (3.2%) (1.1%) (4.3%) TBV Earnback (Years) (a) 2.8 N/A 3.7 IRR 19% (a) Based on Cross - Over Method with 100% of non - capitalized one - time expenses at close (b) 2020 EPS accretion based on consensus - estimates; 2021 EPS accretion assumes EPS growth rate of 8% for each company ▪ $28.5 million of identified, achievable annual revenue synergies not included in model . If achieved, revenue synergies would result in 11.5% accretion to 2021 EPS and a reduction to the TBV earnback to 2.9 years.
$4.5bn $4.8bn $5.6bn $6.8bn $7.0bn $7.2bn $ - $13bn+ 0.91% 0.95% 1.13% 1.15% 1.19% 1.50% 1.50% + 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% $- $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 $18,000 2013 2014 2015 2016 2017 2018 Plan 2021 Total Assets Core & Sustainable ROA(a) History of Delivering on Strategic Plan Targets 13 Accelerated significant investments in infrastructure, personnel, and additional lines of business to capitalize on post recession opportunities to expand market share and significantly improve profitability. Accelerating significant investments in integration, technology, and delivery systems to profitably expand market share as the premier community bank in our market and address the changing needs of the banking customer. Strategic merger rationale is in line with WSFS’ proven strategy of accelerating investment spending over the short - term to deliver superior long - term value creation Post Recession Investment 2010 - 2013 Merger / Delivery Transformation 2019 - 2021 (a) Core and Sustainable ROA is a non - GAAP measure that divides (i) net income determined in accordance with GAAP and adjusting it by taking core net income and normalizing for long - term credit costs, non - recurring accretion from purchased credit impaired loans (“PCI”), and a normal tax rate by (ii) aver age assets. See page 22 for GAAP reconciliation. Assets
4.00 14.00 24.00 34.00 44.00 54.00 Delivering Beyond Expectations, Including on M&A 14 WSFS’ management team has a history of delivering superior shareholder value by performing beyond expectations 7 6 5 4 3 2 1 7 6 5 4 3 2 1 Christiana Bank & Trust Company Array Financial / Arrow Land Transfer* First Wyoming Financial Corp Alliance Bancorp Penn Liberty Financial Corp Powdermill Financial Solutions* West Capital Management* NASDAQ Bank CAGR: 11% Total Price Increase: 151% WSFS CAGR: 24% Total Price Increase: 544% Jan 2010 Aug 2018 Note: returns based on stock price appreciation * Non - bank financial acquisition
Strategic Upside 15 Significant opportunity to increase Beneficial’s fee income by making available WSFS’ full suite of fee - based products and services ▪ WSFS Q2 YTD fee income ratio of 36%, BNCL Q2 YTD fee income ratio of 14% ▪ Traditional banking fee revenue, including credit cards ▪ Full service wealth management offering ▪ Mortgage – Transition from originate to hold to originate to sell, generating additional fee income Capital Management Opportunity to expand net interest margin ▪ WSFS Q2 YTD NIM 4.06%, BNCL Q2 YTD NIM 3.28% ▪ Transitioning mortgage model ▪ Optimizing deposit mix ▪ Further pricing discipline possible due to WSFS high service model ▪ Increased relationship based C&I assets leading to higher yields Net Interest Margin Fee Income Combined institution will generate high levels of earnings that will be efficiently deployed consistent with WSFS’ capital management philosophy ▪ WSFS Q2 YTD Core ROATCE (b) of 19.9%, BNCL Q2 YTD Core ROATCE (b) of 5.2% ▪ Targeted TCE levels between 7% - 8% ▪ Return at least 25% of earnings through a combination of purposefully low dividends and active buybacks By improving Beneficial’s fee income ratio to the average of our peer group (a) (~20%), ~$16mm of annual revenue could be added Every 25bps expansion above BNCL’s current NIM would provide ~$12.5 million in additional annual revenue Significant strategic upside with the potential to drive $28.5 million of additional annual revenue (not modeled) with further upside from disciplined capital management (a) Consists of Eagle Bancorp, Bryn Mawr Bank, OceanFirst Financial, Bank of Princeton, Shore Bancshares, Univest, Sandy Spring, Pea pack - Gladstone, Fulton Financial, DNB Financial, and Customers Bancorp (b) Core ROATCE is a non - GAAP financial measure and should be considered along with results prepared in accordance with GAAP, and no t as a substitute for GAAP results. See page 22 for a reconciliation to GAAP financial information.
Rationale for Combination & Delivery Transformation 16 ▪ 5 th largest depository MSA ▪ 6 th largest bank in MSA by deposit market share ▪ Consistent track record of delivering sustainable high performance ▪ Proven ability to capture market share from larger banks Premier Locally Headquartered Community Bank for the Delaware Valley ▪ Consolidating ~25% of combined branch infrastructure ▪ Incremental re - investment of ~$32 million (50% of branch optimization) in technology across the franchise to create top - tier customer experience and back - office efficiencies Large Scale Delivery Transformation ▪ 8.0% 2021 EPS accretion ▪ 4.3% dilution to TBV / 3.7 year earnback ▪ 19% IRR ▪ Creates opportunity to generate 1.50% Core & Sustainable ROA on $13+ bn in assets Favorable Financial Impact ▪ Revenue opportunities are quantified but not included in base model ▪ Potential to generate $28.5 million of potential additional annual revenue resulting in 11.5% 2021 EPS accretion & 2.9 year TBV earnback Significant Revenue Opportunities ▪ Combination provides the scale to vault past the $10 billion regulatory hurdle in an economical way ▪ 11.4% 2021 EPS accretion without impact of Durbin Vault Over $10 Billion ▪ Thorough integration and conversion planning over 70+ day period ▪ Strong regulatory standings ▪ WSFS successful record of M&A; Management’s intimate knowledge of combined markets Low Risk Transaction
Summary 17 The WSFS combination with Beneficial and Delivery Transformation of the resulting $ 13 billion and growing franchise creates the only community bank in the demographically - robust Delaware Valley with the scale and delivery capabilities to drive sustainable top - quintile performance at or above WSFS’ current ROAA and ROATCE metrics .
Appendix
Thorough Due Diligence Process & Integration Plan 19 Overview Credit Quality and Balance Sheet Compliance, Regulatory, and Risk Integration Planning - Current Alignment of Platforms - First half 2019 Full Integration - Second half 2019 ▪ Comprehensive due diligence coordinated and led by key executives ▪ Key focus areas: Credit Quality, Compliance, Risk, Technology, Operations, Legal, and Regulatory ▪ Full engagement of external counsel, financial advisors, and 3 rd parties consultants for loan review, integration, and Delivery Transformation ▪ Strong credit culture and disciplined underwriting aligned with our standards ▪ Loan review encompassed $1.4B; 55% of total commercial loans ▪ Evaluated cross - section of loans focusing on perceived higher risk areas ▪ Estimated gross credit mark of $80.4mm or 1.9% ▪ Estimated interest rate mark down of $144mm or 3.4% ▪ ~$600mm in liquidity to be redeployed at ~200bps premium ▪ Strong regulatory standing including an “Outstanding” CRA Rating ▪ Strong compliance and risk systems ▪ $11 million ($10.5 million Durbin related) annual pre - tax earnings loss beginning in Q3 of 2020 ▪ Establish core project team ▪ Complete detailed line of business reviews and planning ▪ Develop a detailed road map for IT and operations system integration ▪ Outline timeline and details of Delivery Transformation and Technology Investment ▪ Align systems across key focus areas ▪ Update policy and procedures ▪ Initiate updated monitoring and controls ▪ Implement Delivery Transformation and technology investment plan ▪ Execute on integration strategy and customer communications ▪ Manage acquired operation
High Quality Loan & Deposit Portfolio Based on Q2 2018 Balance Sheets 20 Combined Total Loans: $4.92 bn Yield on Loans: 5.31% Total Loans: $4.02 bn Yield on Loans: 4.50 % Total Loans: $8.94 bn Yield on Loans: 4.99% Deposits: $5.37 bn Cost of Deposits: 0.65% Deposits: $4.16 bn Cost of Deposits: 0.59% Deposits: $9.53 bn Cost of Deposits: 0.63% Noninterest - Bearing 27% Interest - Bearing Demand 18% MMDA/Savings 36% Time 13% Brokered 6% Noninterest - Bearing 21% Interest - Bearing Demand 21% MMDA/Savings 38% Time 16% Brokered 4% Noninterest - Bearing 14% Interest - Bearing Demand 26% MMDA/Savings 41% Time 19% C&I(a) 53% CRE 24% Construction 6% Residential 5% Consumer 12% C&I(a) 24% CRE 33% Small Business Leases 4% Construction 3% Residential 24% Consumer 12% C&I(a) 40% CRE 28% Small Business Leases 2% Construction 5% Residential 13% Consumer 12% (a) Includes owner occupied CRE Note: Does not include purchase accounting adjustments
21 Tier 1 Common Ratio Total Capital Ratio Tier 1 Ratio Leverage Ratio Capital Overview Well Capitalized 6.5% Well Capitalized 8.0% Well Capitalized 10.0% Well Capitalized 5.0% 10.4% 21.7% 10.2% WSFS 6/30/2018 BNCL 6/30/2018 Pro Forma at Close 11.5% 21.7% 10.8% WSFS 6/30/2018 BNCL 6/30/2018 Pro Forma at Close 12.2% 22.8% 11.2% WSFS 6/30/2018 BNCL 6/30/2018 Pro Forma at Close 10.0% 15.7% 9.5% WSFS 6/30/2018 BNCL 6/30/2018 Pro Forma at Close Holding Company Ratios
22 Supports Core ROATCE figures on page 15 Six months ended June 30, 2018 WSFS BNCL Calculation of return on average tangible common equity: GAAP net (loss) income $66,090 $21,729 Plus: Tax effected amortization of intangible assets 1,084 291 Net tangible income (non - GAAP) $67,174 $22,020 Average shareholders' equity $741,652 $1,015,984 Less: average goodwill and intangible assets 187,891 171,289 Net average tangible common equity $553,761 $844,695 Return on average tangible common equity (non - GAAP) 24.5 % 5.2 % Calculation of core return on average tangible common equity: GAAP net (loss) income $66,090 $21,729 Plus (less): Pre - tax adjustments: Securities gains, unrealized gains, recovery of/provision for fraud loss, and corporate development costs (16,575) (123) (Plus)/less: Tax impact of pre - tax adjustments 3,963 29 Non - GAAP net income 53,478 21,635 Plus: Tax effected amortization of intangible assets 1,084 291 Core net tangible income (non - GAAP) $54,562 $21,926 Net average tangible common equity $553,761 $844,695 Core return on average tangible common equity (non - GAAP) 19.9 % 5.2 % FY17 FY16 FY15 FY14 FY13 FY12 Reported (GAAP) ROA 0.87 1.06 1.05 1.17 1.07 0.73 Non - recurring PCI accretion (0.02) Long - term credit normalization (0.00) 0.04 (0.00) (0.09) (0.05) 0.33 Securities Gains (0.02) (0.03) (0.02) (0.01) (0.05) (0.33) SASCO write up (0.06) Corporate Development expense 0.01 0.09 0.10 0.06 0.01 Debt Extinguishment 0.01 0.01 0.06 FHLB Dividend (0.01) BOLI (0.02) Fraud Loss 0.03 Contribution 0.02 Tax Normalization 0.27 (0.01) 0.02 (0.18) (0.01) 0.00 Core & Sustainable ROA 1.19 1.15 1.13 0.95 0.91 0.77 Supports Core and Sustainable ROA detail on page 13 Non - GAAP Financial Information
TBV Dilution Reconciliation 23 Aggregate Per Share WSFS Projected TBV 12/31/18 $633,203 $19.97 Equity Consideration 1,253,085 Less Goodwill from Seller's One Time Costs 12,740 Less Total Additional Intangibles Created 764,360 Less Buyer's One Time Costs 78,921 Pro Forma TBV $1,030,267 $19.12 Dilution (4.3%) Tangible Book Value Dilution
Additional Information
Overview of Mark to Market Adjustments 25 Projected Estimated Mark Estimated Mark Category Balance Sheet Size % $ Life (Years) Method HTM Investments Fair Value Estimate $924,669 (1.19%) ($10,998) 3.10 Straight Line Impact of Core Deposit Intangible 3,513,231 1.75% 61,482 10.00 Straight Line Impact of Loan Interest Fair Value Estimate 4,235,837 (3.40%) (144,018) 4.50 Straight Line Impact of Loan General Credit Fair Value Estimate 4,235,837 (1.25%) (52,948) 3.50 Straight Line Impact of Loan Specific Credit Fair Value Estimate 4,235,837 (0.65%) (27,533) 0.00 Straight Line Impact of Time Deposits Fair Value Estimate 4,358,018 (0.24%) (10,446) 1.80 Straight Line Impact of Borrowings Fair Value Estimate 625,634 (1.76%) (10,988) 2.10 Straight Line
26 Summary Modeling Assumptions & Key Dates • Legal Close: 1Q 2019 - subject to customary shareholder and regulatory approvals • Systems Conversion: August 2019 • Phasing of Cost Savings: $67.6mm cost savings phased at 50 %, 90%, and 100% for 2019, 2020, and 2021 • Delivery Transformation: • Incremental investment of $ 32.0 million over the next 5 years ($13mm CapEx , $19mm OpEx ) • Investment funded from ~50% of the savings from consolidating ~25% of the combined branch network (3Q 2019) • Costs of Crossing $10B: $ 11.0 million ($10.5mm from Durbin) pre - tax earnings loss annually starting 3Q 2020 • Investment Portfolio & Liquidity Repositioning: • Leveraging BNCL’s Fed funds investments to payoff wholesale funding • Reposition investment portfolio to align with WSFS duration risk and yield
27 Summary Modeling Assumptions & Key Dates Revenue Synergies (not modeled): $28.5 million of potential additional annual revenue. Starting 1Q 2020. Fee Income: ~$16.0mm of annual fee income through wealth management, mortgage, and traditional banking: • Wealth: WSFS has a full scale, full product Wealth offering with $19B of Assets Under Administration, including ~$2B of Assets Under Management through WSFS Investments, Cypress Capital Management, and West Capital Management. Additionally, Wealth Client Management (formerly Private Banking) has ~$210mm in loans and ~$250mm in deposits • Mortgage: Transition from primarily 3 rd party originations to originate - to - sell model. WSFS generates over 10x the mortgage originations per branch as BNCL • Banking: Leverage WSFS SBA 7a, Cash Management capabilities and overall high - touch service model • Interest Income: ~$ 12.5 million in additional annual interest income • Higher yields through increased relationship - based C&I assets • WSFS C&I assets yield 5.22% vs BNCL C&I assets of 4.71% • WSFS has ~3x more C&I relationship managers than BNCL. Average portfolio size per relationship manager is ~30% larger • WSFS Credit Card expands BNCL product offering and is expected to enhance yield, while BNCL leasing products can be offered to WSFS Customers and markets
1.50% 1.51% 1.61% 1.73% 1.56% 1.51% 1.67% 1.79% 1.20% 1.30% 1.40% 1.50% 1.60% 1.70% 1.80% 1.90% 2.00% 2018 Outlook / YTD Actual 2019 Pro Forma (2) 2020 Pro Forma (2) 2021 Pro Forma (2) Core ROA With Revenue Synergies 28 Core Return on Average Assets Modeled Core Return on Average Assets (1) Outlook (1) Excludes one - time transaction costs (2) Includes impact of CECL / Leases Pro formas represent original merger assumptions announced on 8/8/2018 which include the assumptions set forth on pages 26 and 27 YTD Actual
Delivery Transformation 29 Customer - facing Platform / Infrastructure Today WSFS Everyday Pay (P2P) Apple Pay WSFS Mobile Cash ( Cardless ATM) Snapshot Deposit Online Account Opening Mobile and Online Banking nCino Commercial Loan Origination Oracle Cloud Document Imaging and Workflows E - Signature Future Additions Zelle (1H 2019) Personal Financial Management (1H 2019) Dynamic Dialogue Guides (1H 2019) Virtual Personal Banker (2H 2019) Customer E - Learning modules (2H 2019) Universal/Mobile Account Opening Data Warehouse / Predictive Analytics Associate E - Learning Training Intelligent Workflow Automation Omni - Channel Platform / Universal CRM ▪ Incremental investment of $32 million over the next 5 years into digital delivery initiatives, representing ~3x WSFS’ non - routine annual technology expenses ▪ WSFS has a long history of innovation highlighted by our Cash Connect business and our strong partnerships – SoFi , Spring EQ, LendKey ▪ Below are examples of existing digital capabilities and initially planned investments to expand our offerings as part of our Delivery Transformation:
WSFS Financial Corporation 2Q 2018 Investor Update September 19, 2018
Table of Contents Reported Financial Results 2018 Outlook The WSFS Franchise 2Q 2018 Highlights Selected Financial Information Appendix 1 – Management Team Appendix 2 – Business Model Appendix 3 – Non - GAAP Financial Information Page 32 Page 36 Page 39 Page 33 Page 50 Page 61 Page 63 Page 64 31
Reported Financial Results 2Q 2018 Reported Results: • Reported net income of $28.7 million, or $0.89 per diluted common share for 2Q18 compared to net income of $20.6 million, or $ 0.64 per share for 2Q17 and $37.4 million, or $1.16 per share for 1Q18 • Net revenue was $96.0 million, an increase of $10.0 million, or 12%, from 2Q17 • Net interest income was $61.0 million, an increase of $6.7 million, or 12%, from 2Q17; and noninterest income was $35.0 million, an increase of $3.3 million, or 10%, from 2Q17 • Noninterest expenses were $57.8 million, an increase of $5.1 million, or 10%, from 2Q17 32 • EPS $0.89 • NIM 4.10% • ROA 1.65% • Fee Income / Total Revenue 36.3% • ROTCE 20.61% • Efficiency Ratio 60.0%
2Q 2018 Highlights
2Q 2018 Highlights 2Q 2018 Core (1) Results: Strong Operating Results Balanced Loan Portfolio Growth Continues • Net loans increased $79 million or 7% (annualized) from 1Q18. The increase includes a $42.9 million, or 7% (annualized), increase in commercial and industrial (C&I) loans and a $36.2 million, or 25% (annualized), increase in consumer loans. Net loans increased $285.6 million, or 6%, from 2Q 2017. Excluding the intentional decrease of $51.2 million in residential mortgages, net loans increased $336.8 million, or 8% , including a 26% increase in consumer loans and a 7% increase in C&I loans 34 • EPS $0.90 • NIM 4.10% • ROA 1.67% • Fee Income / Total Revenue 36.3% • ROTCE 20.9% • Efficiency Ratio 59.6% (1) These are non - GAAP financial measures and should be considered along with results prepared in accordance with GAAP, and not as a substitute for GAAP results. See Appendix 3 for a reconciliation to GAAP financial information. ($ in millions) 2Q 2018 2Q 2017 Change Core (1) Net Revenue $96.0 $85.3 +13% • Reflects strong organic growth Net Interest Income $61.0 $54.3 +12% • Result of continued strong organic growth, pricing discipline and balance sheet mix management. Provides flexibility to respond to competitive pricing environment Net Interest Margin 4.10% 3.93% +17bps Core (1) Fee Income $35.0 $31.0 +13% • Spread across several business lines Core Efficiency Ratio 59.6% 60.9% - 1.3% • 3 percentage points of positive operating leverage
2Q 2018 Highlights Customer Funding Reflects Continued Core Deposit Strength • Total customer funding increased $85.3 million, or 7% (annualized), from 03/31/18, highlighted by a $62.3 million, or 18% (annualized), increase in noninterest bearing accounts • Core deposits were 86% of total customer deposits, and no - and low - cost checking deposit accounts represented a robust 48% of total customer deposits at 6/30/1 8. These core deposits predominantly represent longer - term, less price - sensitive customer relationships, which are especially valuable in a rising rate environment • Certificates of Deposits (CDs) increased $48.2 million, or 30% (annualized), in Q2 2018, as we continue to take the opportunity to attract longer - term fixed - rate funding and lengthen our overall funding duration in a rising - rate environment Credit Costs • Total credit costs (provision for loan losses, loan workout expenses, OREO expenses, and other credit costs) were $3.2 million for 2Q 2018, an improvement from $4.1 million during 1Q 2018 and an increase from $2.3 million during 2Q 2017 Credit Quality Remains Stable and Strong • Total problem assets improved to $143.0 million , a decrease compared to $151.8 million at 03/31/18 • Delinquencies (including nonperforming delinquencies) were $26.7 million, or 0.54%, of gross loans, compared to $27.1 million, or 0.56%, of gross loans at 03/31/18 • Total NPAs improved $1.7 million, or 3%, to $55.1 million at 6/30/18, compared to $56.9 million at 03/31/18. NPAs to total assets ratio was 0.78%, compared to 0.81% at 03/31/18 • Net charge offs were $2.3 million, or 0.19% (annualized), of average gross loans, an improvement from $3.4 million, or 0.29% (annualized ), in 1 Q 2018 35
2018 Outlook
2018 Outlook Mid - Year Update to Full - Year Outlook 37 • Mid - to high - single - digit loan and deposit growth Mid - Year Update: ✓ • Net interest margin 3.90%s Mid - Year Update: 4.00 – 4.10% • Assumes one rate increase in June 2018 • The impact of any additional rate increases and the magnitude and lag of rising deposit betas will likely determine our ability to get to the upper end of this range for the full year • Total credit costs ( provision, loan workout expenses , OREO expenses, and other credit reserves) between $13 – $15 million for the year or approximately 20bps of assets. Credit costs can be uneven quarter to quarter Mid - Year Update: ✓ • Low double - digit non - interest income growth Mid - Year Update: ✓ • Assumes no additional fee - based acquisitions • Efficiency ratio slightly under 60% Mid - Year Update: ✓ • Effective tax rate of approximately 23% . This tax rate may fluctuate quarter to quarter due to equity exercise activity and other factors Mid - Year Update: 20 - 21%
0.91% 0.95% 1.13% 1.15% 1.19% 1.30% 0.80% 0.90% 1.00% 1.10% 1.20% 1.30% 1.40% 1.50% FY13 Core & Sustainable FY14 Core & Sustainable FY15 Core & Sustainable FY16 Core & Sustainable FY17 Core & Sustainable FY18 Outlook 38 Core & Sustainable (1) ROA Core & Sustainable ROA (1) GAAP ROA 1.07% 1.17% 1.05% 1.06% 0.74% 2018 Outlook (1) Core and Sustainable ROA is a non - GAAP measure that divides (i) net income determined in accordance with GAAP and adjusting it by ta king core net income and normalizing for long - term credit costs, non - recurring accretion from purchased credit impaired loans (“PCI”), and a normal tax rate by (ii) aver age assets. See Appendix 3 for GAAP reconciliation. Adjusted for new corporate tax rate 1.50% Began with Core and Sustainable ROA of 0.70% in 1Q13 1.59% in 2Q 2018
The WSFS Franchise
• Largest independent bank and trust co. HQ in the Del. Valley • $7.1 billion in assets • $19.1 billion in fiduciary assets, including $2.3 billion in assets under management • 77 offices • Founded in 1832, WSFS is one of the ten oldest banks in the U.S . • Major business lines • Retail • Commercial • Wealth Management (1) • Cash Connect ® (ATM cash and related businesses ) (1) The WSFS Franchise 40 (1) Wealth and Cash Connect businesses conducted nationwide
*Most recently available FDIC data The WSFS Franchise 41 Deposits of Traditional Banks in the State of Delaware June 30, 2017* Rank Institution Branch Count Total Deposits in Market Total Market Share ‘16 - ’17 Growth ‘16 - ’17 Growth CAGR ‘08 - ’17 1 M&T Bank Corp (NY) 1 39 6,063,740 29.28% 295,893 5.13% 3.08% 2 PNC Financial Service Group (PA) 38 4,384,463 21.17% 301,151 7.38% 7.66% 3 WSFS Financial Corp (DE) 34 3,690,248 17.82% 225,675 6.51% 10.13% 4 Wells Fargo & Co (CA) 20 2,263,441 10.93% 92,096 4.24% - 4.38% 5 TD Bank (Canada) 2 13 1,151,422 5.56% 183,438 18.95% 14.17% 6 Citizens (RBS - Scotland) 23 1,137,645 5.49% 18,245 1.63% 1.30% 7 Bank of America (NC) 5 685,969 3.31% 409,708 148.3% 45.14% 8 Fulton Financial Corp. (PA) 10 570,966 2.76% 48,715 9.33% 10.20% 9 Artisans’ Bank (DE) 12 461,380 2.23% 18,272 4.12% - 1.31% 10 County Bank (DE) 7 298,288 1.44% 8,257 2.85% 0.46% Top 10 State of Delaware Banks 3 201 $20,707,562 100.00% 1,601,450 8.38% 4.37% (1) M&T Bank deposits excludes a $1.1 billion increase in the Wilmington Trust office. M&T reported ‘16 - ’17 growth is 24.1%. (2) Excludes estimated out of market deposits of TD bank. (3) Top 10 Delaware Banks house 96% of all traditional deposits in the share.
The WSFS Franchise – PA Expansion 42 Strong position as one of the few remaining super - community banks in the attractive and rapidly consolidating southeastern PA markets (1) Source: FDIC (2) Based on customer address of deposit. As of June 30 for the respective year (3) Includes one location (West Capital) in Philadelphia, PA F igures are as of 6/30/2012 & 6/30/2017 Southeastern PA -- Chester, Delaware & Montgomery Counties 2017 2012 Change Market Share (1) 1.86% 0.24% +1.62% Loans (2) $1.29B $442M +192% Deposits (2) $1.19B $323M +268% Locations (3) 29 9 +20 Households (2) 18,157 5,976 +204% Over the past 5 years, WSFS has successfully expanded its franchise into Pennsylvania through: • De novo branches; hiring local lenders • Acquisition of Array / Arrow • Acquisition of Alliance Bank • Acquisition of Penn Liberty Bank • Acquisition of West Capital Management
The WSFS Franchise – PA Expansion 43 Deposits of Traditional Banks in Chester, Delaware and Montgomery Counties in Pennsylvania June 30, 2017* Rank Institution Branch Count Total Deposits in Market Total Market Share ‘16 - ’17 Growth ‘16 - ’17 Growth CAGR ‘08 - ’17 1 Wells Fargo Bank 80 $10,975,086 19.29% $977,060 9.77% 6.53% 2 TD Bank 46 $7,785,744 13.68% $1,228,494 18.73% 5.37% 3 Citizens Bank of Pennsylvania 79 $7,053,405 12.40% $336,862 5.02% 4.10% 4 PNC Bank 44 $ 5,475,217 9.62% $325,942 6.33% 7.38% 5 BB&T 52 $3,071,174 5.40% ($257,602) - 7.74% 9.64% 6 The Bryn Mawr Trust Company 32 $ 2,573,802 4.52% $261,527 11.31% 14.57% 7 Bank of America 24 $ 2,418,975 4.25% $99,042 4.27% 14.28% 8 Univest Bank and Trust 21 $ 1,982,274 3.48% $499,927 33.73% 6.86% 9 Santander Bank 37 $1,900,321 3.34% $39,228 2.11% 0.84% 10 Key Bank 32 $ 1,808,369 3.18% ($71,783) - 3.82% 0.41% 14 WSFS Financial Corp (1) 24 $1,055,688 1.86% ($90,006) - 7.86% 28.41% Other banks 171 $ 10,801,499 18.98% $332,913 3.18% - 1.91% Total of the 3 Counties 642 $56,901,554 100.00% $3,681,604 6.92% 4.21% (1) $90 million deposit reduction figure includes $29MM of deposit attrition from the Penn Liberty acquisition, $31MM of high - cost C D attrition from the Alliance acquisition and $39MM of customer deposits that were atypically high at 6/30/16
The WSFS Franchise - Attractive Markets 44 Sources : S&P Global Market Intelligence, U.S. Census Bureau, Zillow 1 Note: Zillow Home Value Index was not available for Sussex County; information shown details median listing price in Sussex County, DE. - 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 Sussex Kent New Castle Delaware Chester Montgomery Population Delaware Southeastern PA - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 Sussex Kent New Castle Delaware Chester Montgomery Median Household Income National Average Delaware Southeastern PA - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 Sussex Kent New Castle Delaware Chester Montgomery Median Home Value National Average Delaware Southeastern PA Delaware Southeastern PA 1 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 Sussex Kent New Castle Delaware Chester Montgomery Number of Businesses Delaware Southeastern PA
Regional Employment Composition Philadelphia - Camden - Wilmington MSA 45 Chart Data Source: Bureau of Labor Statistics: Employees on nonfarm payrolls by industry supersector, Philadelphia - Camden - Wilmington MSA, not seasonally adjusted; July 2017 (1) Unemployment rate is for the State of Delaware, Chester County PA, Delaware County PA, & Montgomery County PA (equally we igh ted). Unadjusted February 2018. Diversity of industries drives stable & favorable employment in our markets Unemployment of 4.2% (1) Mining, logging, and construction 4% Manufacturing 6% Trade, transportation, and utilities 18% Information 2% Financial activities 7% Professional and business services 17% Education and health services 21% Leisure and hospitality 10% Other services 4% Government 11%
$32 $33 $33 $36 $40 $46 $19 $24 $26 $30 $36 $43 $14 $16 $18 $23 $27 $36 33% 35% 34% 35% 34% 36% $0 $20 $40 $60 $80 $100 $120 2012 2013 2014 2015 2016 2017 Total Core (1) Fee income $ in Millions Trust & Wealth Cash Connect Bank Segment WSFS Strategic Plan goal of fee (non - interest) income to total revenue of 40% by 4Q 2018 The WSFS Franchise – Diversified & Robust Fee Income 46 %’s represent fee (non - interest) income / total revenue (1) These are non - GAAP financial measures and should be considered along with results prepared in accordance with GAAP, and no t as a substitute for GAAP results . See Appendix 3 for reconciliation to GAAP financial information. 5 Year CAGR Trust & Wealth: 21% Cash Connect: 18% Bank: 8%
The WSFS Franchise – WSFS Wealth A Full - Service Wealth Management Offering 47 Net Revenue of $14.3 million in 2Q 2018 Pre - tax Profit of $5.1 million
The WSFS Franchise – Cash Connect ® 48 • Leading provider of ATM vault cash, armored carrier management, cash forecasting services, insurance and equipment services • Approximately $944 million in vault cash managed • Approximately 26,000 non - bank ATMs in all 50 States • Vault cash margin pressure offset by additional managed services • Operates 439 ATMs for WSFS Bank; largest in - market ATM franchise • $10 million in net revenue (fee income less funding costs) and $1.5 million in pre - tax profitability in 2Q 2018 • 5 year CAGR for net revenue is 13.4% • Also serves as an innovation center for the company, both expanding core ATM offerings and additional payment - , processing - and software - related activities; e.g ., launched WSFS Mobile Cash – allows Customers to securely withdraw cash from ATMs by using their WSFS Mobile Banking App • Growing smart safe pipeline generated by several national channel partners that are actively marketing our program, in addition to almost 2,000 smart safes as of 6/30/18, up from just over 100 safes at the end of 2015
Embracing Innovation as a Catalyst for Growth 49
Selected Financial Information
Cash Connect 8% Investments 17% BOLI <1% Non - Earning Assets 6% Net Loans 69% The WSFS Franchise - WSFS Bank 51 Assets $7.1 Billion; Net Loans $4.9 Billion Asset Composition – June 30, 2018 5% 12% 6% 53% 24% CRE C&I Residential Mortgages Consumer Construction • Commercial loans comprise 83% of the loan portfolio • C&I (including owner - occupied real estate), the largest component , makes up 53% of the loan portfolio
Total Funding – $7.1 Billion; Customer Deposits – $5.0 Billion Funding Composition – June 30, 2018 Other Liabilities 1% Wholesale Deposits 4% Borrowings 13% Equity 11% Customer Deposits 71% Non - interest DDA 28% Interest DDA 19% Money Market & Savings 39% Time 14% • Core deposits represent 86% of total customer deposits and non - interest and very low interest DDA (WAC 38bps) stand at 48% of customer funding The WSFS Franchise - WSFS Bank 52
The WSFS Franchise - Balanced Growth 53 Balance sheet composition has remained steady as WSFS has grown 53% 53% 24% 23% 9% 5% 10% 13% 4% 6% 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 June 30, 2013 June 30, 2018 Loan Composition C&I CRE Residential Mortgage Consumer Construction 9% 11% 25% 18% 15% 20% 13% 14% 26% 27% 12% 10% 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 June 30, 2013 June 30, 2018 Funding Composition Equity Borrowings & Other Non-Interest DDA Interest DDA Money Market & Savings Time
Well Positioned for Rising Rates As of 6/30/18 (WSJ Prime @ 5.00% ) 54 Balance Sheet Drivers • High % of variable/adjustable rate total loan portfolio: 64% • High % core deposits: 86%; high % non - interest bearing and low - interest DDA: 48% • Solid brand and position / WSFS is a market “price leader” • Assumes long - term historical deposit beta of 50% (1) WSFS IRR model estimates: Static Balance Sheet / Instantaneous Rate Shocks 12 month BPS Change (1) NII % Impact NII $ Impact +25 0.5% +1.2mm +50 1.0% +2.4mm + 100 2.0% +4.7mm +200 3.7% +8.8mm
0.78% 0.20% 0.70% 1.20% 1.70% 2.20% 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 Overall Credit Trends Remain Strong 55 0.54% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% 1.80% 2.00% 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 Delinquencies Large Relationship (3) Delinquencies (2) / Gross Loans Weighted Average Risk Rating (1) (1) 10 point scale; 1 is substantially risk - free, 10 is a loss. Figures are based on loan outstandings. High point of 5.53 repres ents the high point since WSFS converted to a 10 point scale in 1Q12. (2) Includes non - accruing loans (3) One large $15.4 million, highly - seasonal relationship that was exited in 3Q 2016 4.95 4.00 4.20 4.40 4.60 4.80 5.00 5.20 5.40 5.60 5.80 6.00 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 13.28% 19.24% 10% 15% 20% 25% 30% 35% 40% 45% 50% 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 Classified Loans Criticized Loans Criticized & Classified Loans / Tier - 1 + ALLL NPAs / Total Assets High point during the cycle of 3.03% in 1Q12 High point during the cycle of 2.61% in 3Q09 High point during the cycle of 5.53 in 1Q12 High point during the cycle of: Criticized: 105.6% in 1Q10 Classified: 70.5% in 3Q09
Loan Portfolio Composition Outstanding Balances as of 6/30/2018 56 No industry or CRE concentrations in the loan portfolio Commercial & Industrial: $1.53 billion Owner Occupied CRE: $1.09 billion Top 25 Relationships ($): $527 million Top 25 Relationships (% of C&I/OOCRE portfolio): 20% Top 25 Relationships (% of commercial loans): 11% Non Owner Occupied CRE $1.16 billion Construction $297 million Top 25 Relationships ($): $584 million Top 25 Relationships (% of CRE portfolio): 40% Top 25 Relationships (% of commercial loans): 12% Other Services (except Public Administration) 13% Accommodation and Food Services 12% Retail Trade 9% Construction 9% Health Care and Social Assistance 9% Manufacturing 8% Real Estate Rental and Leasing 8% Wholesale Trade 6% Other (13) 26% C&I & Owner Occupied CRE Mixed Use 2% Flex, Warehouse, Self - Storage, General Industrial 10% Office 18% Retail 28% Residential 1 - 4 16% Residential Multi - Family 15% Special Use & Other 11% CRE Investor & Construction
12/12 12/13 12/14 12/15 12/16 12/17 6/18 TRBC 14.29% 14.36% 13.83% 13.11% 11.93% 12.08% 12.68% Tier - 1 Capital 13.04% 13.16% 12.79% 12.31% 11.19% 11.36% 11.97% Excess RBC (above 10%) $140,117 $153,542 $ 147,186 $146,788 $66,939 $119,940 $157,146 TCE (1) 7.72% 7.69% 9.00% 8.84% 7.55% 7.87% 8.40% TBV/Share (1) $12.74 $12.89 $15.30 $16.30 $15.80 $17.06 $18.35 $300,000 $350,000 $400,000 $450,000 $500,000 $550,000 $600,000 $650,000 $700,000 $750,000 12/12 12/13 12/14 12/15 12/16 12/17 6/18 Total Risk-Based Capital Well Capitalized Requirement Robust Capital to Grow and to Return to Shareholders 57 Total Risk Based Capital (TRBC) 000’s (1) Holding Company ratio. This is a non - GAAP financial measure and should be considered along with results prepared in accordance with GAAP, and not as a substitute for GAAP results. See Appendix 3 for reconciliation to GAAP financial information.
Strong Alignment / Capital Management 58 • Executive management bonuses and equity awards based on bottom - line performance • ROA, ROTCE and EPS growth • Insider ownership 1 is over 5% • Board of Directors and Executive Management ownership guidelines in place and followed • In 2Q 2018, WSFS repurchased 50,000 shares of common stock at an average price of $51.56 as part of our 5% buyback program approved by the Board of Directors in 4Q 2015 • 579,194 shares remaining to purchase under the current authorization • $35.8 million in cash remains in the Holding Company as of 6/30/18 • The Board of Directors approved a quarterly cash dividend of $0.11 per share of common stock. This will be paid on 8/24/18 to shareholders of record on 8/10/18 (1) As defined in our most recent proxy state ment , as adjusted for unvested stock options approved by shareholders and awarded to the CEO and EVPs in April 2013.
59 (1) Completed by the Gallup Organization, as of December 31, 2017 (2) Per Bloomberg; closing price as of June 29 , 2018 Business Model and Total Shareholder Returns
Appendices
Appendix 1 – Management Team 61 Mark A. Turner, 55, has served as President and Chief Executive Officer since 2007. He was elected Chairman of the Board of Directors in July 2017. Mr. Turner was previously Chief Operating Officer and the Chief Financial Officer for WSFS. Prior to jo ining WSFS, his experience includes working at CoreStates Bank and Meridian Bancorp. Mr. Turner started his career at the internat ion al professional services firm of KPMG, LLP. He received his MBA from the Wharton School of the University of Pennsylvania, his Master’s Degree in Executive Leadership from the University of Nebraska and his Bachelor’s Degree in Accounting and Managemen t from LaSalle University. Rodger Levenson, 57, has served as Executive Vice President and Chief Operating Officer since July 2017. Mr. Levenson was previously the Chief Commercial Banking Officer from 2006 to 2015, interim Chief Financial Officer from March 2015 to May 2016 and Chief Corporate Development Officer from May 2016 to July 2017. From 2003 to 2006, Mr. Levenson was Senior Vice President and Manager of the Specialized Banking and Business Banking Divisions of Citizens Bank. Mr. Levenson received his MBA in Financ e from Drexel University and his Bachelor’s Degree in Finance from Temple University. Dominic C. Canuso, CFA, 43, joined WSFS in 2016 as Executive Vice President and Chief Financial Officer. From 2006 to 2016, he was Finance Director at Barclays’ US Credit Card Business, most recently serving as Line of Business CFO. Prior to Barclays, he was at Advanta Bank and Arthur Andersen Consulting. Mr. Canuso received his Executive MBA and Bachelor’s Degree from Villanova University. Arthur Bacci, 59, joined WSFS as Executive Vice President and Chief Wealth Officer in April 2018. Prior to joining WSFS, Art was a Vice President at Principal Financial Group, a diversified global investment management firm, where he most recently served as Hea d o f Principal’s Hong Kong business from 2013 to 2018. Art joined Principal in 2002 as chief financial officer of Principal Trust Com pany (in Delaware). He subsequently was named CEO/President of the trust company and Principal Bank. He began his career with Bank of America and has held management positions with the William E. Simon & Sons private equity group and with a fin - tech company involved with financial advisory and trading products. Art received his BS in Finance from San Jose State and a MBA from Santa Clara University. He has also participated in leadership and management programs at the University of Pennsylvania Wharton School. Lisa M. Brubaker, 54, has served as Chief Technology Officer since May 2018. Ms. Brubaker previously served as Senior Vice President, Director of Retail Strategies since 2006 and has held of a variety of management positions with WSFS Bank over her 31 year career. Ms. Brubaker received a Bachelor’s degree from the University of Delaware and is an Aresty Scholar of the Whart on School of Executive Education.
Appendix 1 – Management Team 62 Steve Clark, 60, joined WSFS Bank in 2002 and has served as Executive Vice President and Chief Commercial Banking Officer since May 2016. From 2002 thru 2006, Mr. Clark led and managed the establishment of the Middle Market lending unit, and in 2007 became Division Manager of the Business Banking and Middle Market Divisions. Prior to 2002, he spent 23 years in various commercial banking positions at PNC Bank and its predecessor companies. Mr. Clark received his MBA in Finance from Widener University and his Bachelor’s Degree in Business Administration (Marketing) from the University of Delaware. Peggy H. Eddens, 62, Executive Vice President, Chief Associate and Customer Experience Officer, joined WSFS Bank in 2007 . From 2003 to 2007 she was Senior Vice President for Human Resources and Development for NexTier Bank, Butler PA. Ms. Eddens received a Master of Science Degree in Human Resource Management from La Roche College and her Bachelor’s Degree in Business Administration with minors in Management and Psychology from Robert Morris University. Paul S. Greenplate, 60, Executive Vice President and Chief Risk Officer, joined WSFS in 1999 and prior to his leadership role in the Risk Division, he served as Senior Vice President and Treasurer. As Executive Vice President and Chief Risk Officer, Mr. Greenplate oversees all independent Risk Management functions including, Credit Risk Management, Real Estate Services, Asset Recovery, Enterprise Risk Management, Legal, Internal Audit, Loan Review and Regulatory Compliance. Mr. Greenplate graduated from the University of Delaware with a Bachelor’s Degree in Economics. Thomas Stevenson, 65, has served as President of Cash Connect Division since 2003. Mr. Stevenson joined WSFS in 1996 as Executive Vice President and Chief Information Officer. Prior to joining WSFS, Mr. Stevenson was the Manager of Quality Assu ran ce at Electronic Payment Services. Mr. Stevenson attended Wayne State University and the Banking and Financial Services program at the University of Michigan’s Graduate School of Business Administration . Patrick J. Ward, 62, joined WSFS in August 2016 as Executive Vice President, Pennsylvania Market President. He also serves on the Board of Directors of WSFS Financial Corporation. Mr. Ward has over 32 years of banking industry experience and previously se rve d as Chairman and CEO of Penn Liberty Bank. He was an EVP of Citizens Bank of Pennsylvania from January 2003 until January 2004 . Prior thereto, Mr. Ward served as President and CEO of Commonwealth Bancorp, Inc., the holding company for Commonwealth Bank, until its acquisition by Citizens Bank in January 2003. Mr. Ward is a graduate of Carnegie Mellon University with a Bac hel or’s Degree in Economics and earned an MBA from the University of Notre Dame. Richard M. Wright, 65, Executive Vice President and Chief Retail Banking Officer since 2006. From 2003 to 2006, Mr. Wright wa s Executive Vice President, Retail Banking and Marketing for DNB First in Downingtown, PA. Mr. Wright received his MBA in Management Decision Systems from the University of Southern California and his Bachelor’s Degree in Marketing and Economics from California State University.
Appendix 2 – Business Model 63
Appendix 3 – Non - GAAP Financial Information Tangible common equity to assets and Tangible common book value per share 64 3 Months Ended 3 Months Ended 3 Months Ended June, 30, 2018 March 31, 2018 June 30, 2017 Total Assets $7,112,547 $6,987,931 $6,822,427 Less: Goodwill and other intangible assets $187,259 $187,790 $189,983 Total Tangible Assets $6,925,288 $6,800,141 $6,632,444 Total Stockholders Equity $768,977 $746,279 $722,623 Less: Goodwill and other intangible assets $187,259 $187,790 $189,983 Total Tangible Common Equity (non - GAAP) $581,718 $558,489 $532,640 Tangible Common Book Value Per Share Book Value per Share (GAAP) $24.25 $23.72 $22.99 Tangible Common Book Value Per Share (non - GAAP) $18.35 $17.75 $16.94 Tangible Common Equity to Assets Equity to Asset Ratio (GAAP) 10.81% 10.68% 10.59% Tangible Common Equity to Asset Ratio (non - GAAP) 8.40% 8.21% 8.03%
65 Appendix 3 – Non - GAAP Financial Information Core: GAAP Reconciliation Three months ended June 30, 2018 March 31, 2018 June 30, 2017 GAAP net (loss) income $28,740 $37,350 $20,570 Plus (less): Pre - tax adjustments: Securities gains, unrealized gains, recovery of/provision for fraud loss and corporate development costs 457 (17,032) (342) (Plus)/less: Tax impact of pre - tax adjustments (108) 4,071 120 Non - GAAP net income $29,089 $24,389 $20,348 GAAP return on average assets (ROA) 1.65% 2.20% 1.23% Plus (less): Pre - tax adjustments: Securities gains, unrealized gains, recovery of/provision for fraud loss and corporate development costs 0.03 (1.01) (0.02) (Plus) less: Tax impact of pre - tax adjustments (0.01) 0.24 0.01 Core ROA (non - GAAP) 1.67% 1.43% 1.22% EPS (GAAP) $0.89 $1.16 $0.64 Plus (less): Pre - tax adjustments: Securities gains, unrealized gains, recovery of/provision for fraud loss and corporate development costs 0.01 (0.53) (0.01) (Plus) less: Tax impact of pre - tax adjustments 0.13 Core EPS (non - GAAP) $0.90 $0.76 $0.63 Calculation of return on average tangible common equity: GAAP net (loss) income $28,740 $37,350 $20,570 Plus: Tax effected amortization of intangible assets 543 541 474 Net tangible income (non - GAAP) $29,283 $37,891 $21,044 Average shareholders’ equity $ 757,416 $725,714 $713,781 Less: average goodwill and intangible assets 187,577 188,209 190,125 Net average tangible common equity $ 569,839 $537,505 $523,656 Return on average tangible common equity (non - GAAP) 20.61% 28.59% 16.12% Calculation of core return on average tangible common equity: Non - GAAP net income $29,089 $24,389 $20,348 Plus: Tax effected amortization of intangible assets 543 541 474 Core net tangible income (non - GAAP) $29,632 $24,930 $20,822 Net average tangible common equity $569,839 $537,505 $523,656 Core return on average tangible common equity (non - GAAP) 20.86% 18.81% 15.95%
Appendix 3 – Non - GAAP Financial Information Core: GAAP Reconciliation 66 (1) Net Interest Income plus Core Non - interest Income. (2) Noninterest expense divided by (tax - equivalent) net interest income plus noninterest income . (3) Core noninterest expense divided by (tax - equivalent ) net interest income plus core non interest income. (4) Non interest income divided by (tax equivalent) net interest income and non interest income. (5) Core non interest income divided by (tax equivalent) net interest income and core non interest income 3 Months Ended 3 Months Ended 3 Months Ended June, 30, 2018 March 31, 2018 June 30, 2017 Net Interest Income (GAAP) $60,989 $57,714 $54,314 Core Net Interest Income (non - GAAP) $60,989 $57,714 $54,314 Noninterest Income (GAAP) $34,987 $47,467 $31,676 Less: Unrealized gains on equity investment ($15,346) Less: Securities gains ($21) ($708) Core Non - interest Income (non - GAAP) $34,987 $32,100 $30,968 Core Net Revenue (1) (non - GAAP) $95,976 $89,814 $85,282 Core Net Revenue (non - GAAP) ( (tax - equivalent ) $96,316 $90,158 $86,000 Noninterest Expense (GAAP) $57,831 $53,412 $52,727 Less: Corporate Development ($457) ($366) Plus/Less: (Recovery of)/provision for fraud Loss $1,665 - Core Noninterest Expense $57,374 $55,077 $52,361 Efficiency Ratio (Reported) (2) 60.04% 50.62% 60.81% Core Efficiency Ratio (3) 59.6% 61.1% 60.9% Fee Income / Total Revenue (4) 36.33% 44.98% 36.53% Core Fee Income / Total Revenue (5) 36.3% 35.6% 36.0%
Appendix 3 – Non - GAAP Financial Information Core & Sustainable ROA: GAAP Reconciliation 67 FY17 FY16 FY15 FY14 FY13 FY12 Reported (GAAP) ROA 0.87 1.06 1.05 1.17 1.07 0.73 Non - recurring PCI accretion (0.02) Long - term credit normalization (0.00) 0.04 (0.00) (0.09) (0.05) 0.33 Securities Gains (0.02) (0.03) (0.02) (0.01) (0.05) (0.33) SASCO write up (0.06) Corporate Development expense 0.01 0.09 0.10 0.06 0.01 Debt Extinguishment 0.01 0.01 0.06 FHLB Dividend (0.01) BOLI (0.02) Fraud Loss 0.03 Contribution 0.02 Tax Normalization 0.27 (0.01) 0.02 (0.18) (0.01) 0.00 Core & Sustainable ROA 1.19 1.15 1.13 0.95 0.91 0.77 2Q18 1Q18 4Q17 3Q17 2Q17 1Q17 4Q16 3Q16 2Q16 1Q16 4Q15 3Q15 2Q15 1Q15 4Q14 3Q14 2Q14 1Q14 4Q13 3Q13 2Q13 1Q13 4Q12 Reported (GAAP) ROA 1.65 2.20 (0.56) 1.2 1.23 1.12 1.08 0.82 1.23 1.13 1.03 1.14 0.98 1.06 1.07 0.99 1.12 1.52 1.09 1.29 1.00 0.91 0.70 Non - recurring PCI accretion (0.07) Long - term credit normalization ( - 0.01) 0.03 0.04 0.01 (0.03) (0.02) 0.10 0.14 (0.05) (0.05) 0.00 (0.04) 0.10 (0.07) (0.11) (0.12) (0.13) 0.01 (0.04) (0.03) (0.03) (0.11) 0.08 Securities Gains (0.71) (0.01) (0.02) (0.03) (0.01) (0.02) (0.04) (0.03) (0.01) (0.02) (0.01) (0.02) (0.03) 0.00 0.00 (0.02) (0.03) (0.04) (0.02) (0.05) (0.10) (0.22) SASCO write up (0.22) Corporate Development expense 0.03 0.00 0.01 0.02 0.01 0.06 0.27 0.03 0.02 0.27 0.05 0.05 0.03 0.06 0.15 0.01 0.02 0.03 Debt Extinguishment 0.02 0.03 0.22 FHLB Dividend (0.05) Fraud Loss (recovery) (0.06) 0.10 Contribution 0.05 Legal Settlement 0.44 Tax Normalization ( - 0.08) (0.02) 1.25 0.00 (0.02) (0.06) (0.02) 0.00 (0.04) 0.01 0.00 0.02 0.00 0.04 (0.04) (0.02) (0.01) (0.62) (0.03) Core & Sustainable ROA 1.59 1.44 1.31 1.22 1.17 1.04 1.20 1.19 1.14 1.10 1.24 1.16 1.11 0.98 0.98 1.00 0.97 0.90 1.04 0.99 0.92 0.70 0.78
Stockholders or others seeking information regarding the Company may call or write: WSFS Financial Corporation Investor Relations WSFS Bank Center 500 Delaware Avenue Wilmington, DE 19801 302 - 571 - 7264 stockholderrelations@wsfsbank.com www.wsfsbank.com 68 Mark A. Turner Chairman, President and CEO 302 - 571 - 7160 mturner@wsfsbank.com Rodger Levenson Chief Operating Officer 302 - 571 - 7296 rlevenson@wsfsbank.com Dominic C. Canuso Chief Financial Officer 302 - 571 - 6833 dcanuso@wsfsbank.com
