Ahead Ahead of the of the Curve Curve A N N U A L S H A R E H O L D - PowerPoint PPT Presentation

Ahead Ahead of the of the Curve Curve A N N U A L S H A R E H O L D E R S ’ M E E T I N G 2 0 1 7

Forward ‐ Looking Statements And Non ‐ GAAP Financial Measures To the extent that statements in this PowerPoint presentation relate to future plans, objectives, financial results or performance of IBERIABANK Corporation, these statements are deemed to be forward ‐ looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements, which are based on management’s current information, estimates and assumptions and the current economic environment, are generally identified by the use of the words “plan”, “believe”, “expect”, “intend”, “anticipate”, “estimate”, “project” or similar expressions. The Company’s actual strategies, results and financial condition in future periods may differ materially from those currently expected due to various risks and uncertainties. Forward ‐ looking statements are subject to numerous assumptions, risks and uncertainties that change over time and could cause actual results or financial condition to differ materially from those expressed in or implied by such statements. Consequently, no forward ‐ looking statement can be guaranteed. Except to the extent required by applicable law or regulation, the Company undertakes no obligation to revise or update publicly any forward ‐ looking statement for any reason. This PowerPoint presentation contains financial information determined by methods other than in accordance with GAAP. The Company’s management uses these non ‐ GAAP financial measures in their analysis of the Company’s performance. These measures typically adjust GAAP performance measures to exclude the effects of the amortization of intangibles and include the tax benefit associated with revenue items that are tax ‐ exempt, as well as adjust income available to common shareholders for certain significant activities or transactions that in management’s opinion can distort period ‐ to ‐ period comparisons of the Company’s performance. Since the presentation of these GAAP performance measures and their impact differ between companies, management believes presentations of these non ‐ GAAP financial measures provide useful supplemental information that is essential to a proper understanding of the operating results of the Company’s core businesses. These non ‐ GAAP disclosures should not be viewed as a substitute for operating results determined in accordance with GAAP, nor are they necessarily comparable to non ‐ GAAP performance measures that may be presented by other companies. Reconciliations of GAAP to non ‐ GAAP disclosures are included as tables in the Company’s press release dated April 27, 2017 and Annual Report on Form 10 ‐ K for the fiscal year ended December 31, 2016. Refer to the supplemental tables in the press release and Annual Report for these reconciliations. 2

OVERVIEW Ahead of the Curve • Our Unique And Diversified Business Model • A Story Of Performance • Gaining Scale Through Client Growth • Focusing On Our Shareholders 3

Our Mission Statement • Provide Exceptional Value ‐ Based Client Service • Great Place To Work • Growth That Is Consistent With High Performance • Shareholder Focused • Strong Sense Of Community 4

Evolving Banking Industry • Continuing consolidation of the banking industry 14,496 15,000 • Greater competition from non ‐ 14,000 banks in certain segments 13,000 12,000 • Higher short ‐ term rates 11,000 Number of Banks 10,000 • Regulatory environment 9,000 continues to evolve 8,000 • Potential impact of 7,000 technological advancements 6,000 5,000 • Impact of FinTech providers 5,113 4,000 1934 1937 1940 1943 1946 1949 1952 1955 1958 1961 1964 1967 1970 1973 1976 1979 1982 1985 1988 1991 1994 1997 2000 2003 2006 2009 2012 2015 • Changing client preferences 5

Changing Client Preferences • To meet clients’ changing interests, we offer a convenient and efficient branch system and electronic delivery and communication channels • Since 2012:  Our number of transactions has increased by 5.3 million, up 57%  Automated transactions (“ACH”), remote, and mobile transactions are the fastest growing channels  Teller usage has declined from 41% to 30% of transactions 6

Priorities For 2017 • Grow Our Client Base In A High Quality Manner • Complete Sabadell United Acquisition ‐ Convert, and Integrate Their Branch And Operating Systems • Continue To Enhance Our Operating Efficiency • Improve Our Core Profitability 7

Our Unique Our Unique And And Diversified Diversified Business Business Model Model 8

Geographic Diversification • We serve clients in 32 MSAs • Serve 15 of the top 28 markets in the Southeast • Serve all top 5 markets • Diversification through uncorrelated markets • Our differentiation includes:  Market ‐ centric approach  High ‐ quality, experienced, and successful banking talent  Differentiated strategy and deposit pricing by market  “Branch ‐ lite” distribution  Multiple growth engines  Fee income businesses 9

Growing Fee Income Businesses Mortgage Lending And Servicing Mortgage Lending And Servicing  Originated and sold $2.5 billion loans in 2016  Retained $1.1 billion in loans serviced for clients  $84 million in mortgage income, up 4% Title Insurance Title Insurance  Title transactions up 5% (record level)  $22 million in revenue (second highest) Treasury Management Treasury Management  18% increase in clients  Fee income up 28% Client Derivatives/Hedging Client Derivatives/Hedging  Record 103 client transactions in 18 markets  Annual revenues more than doubled Wealth Management Wealth Management  Assets under administration grew 93% to $2.7 billion  Record level of annual revenues and net income 10

Multiple Growth Engines • We invested heavily in new businesses and markets • Diverse markets and multiple sources of revenue • Strong client growth in recent acquisition markets  Atlanta, Orlando, Tampa, and Dallas  $589 million in loan growth in 2016 (80% of total)  $508 million in deposit growth in 2016 (41% of growth) • In 2016, we entered the vibrant Greenville market in Upstate South Carolina Greenville, South Carolina  10 ‐ county area with population of 1.4 million people  One of the nation’s top markets for economic growth  Sam Erwin joined as South Carolina Regional President in December 2016  Our first full ‐ service office opened in Spring 2017 11

Community Focus • Provided assistance to associates, clients, and communities impacted by August 2016 flooding • Innovative investment in New Orleans ‐ based Liberty Financial Services, one of the nation’s largest African ‐ American ‐ owned banks • Sponsored the National Community Reinvestment Coalition’s Annual Conference, one of the largest gatherings of community non ‐ profits, policymakers, government officials, small businesses, and academia, all coming together to create a just economy • Invested $60 million in various community development projects 12

A Story Of A Story Of Performance Performance 13

The Numbers At Year ‐ End 2016 Total Assets $21.7 Billion Up $2.2 Billion, or 11% Size Size Market Cap. $3.8 Billion Up $1.5 Billion, or 66% Shareholders’ Equity $2.9 Billion Up $441 Million, or 18% Strength Strength Cash Equiv. & Securities $4.9 Billion Up $1.5 Billion, or 44% Total Revenues $883 Million Up $75 Million, or 9% Financials Financials Net Income To Common $179 Million Up $36 Million, or 25% Total Locations 300 Down 19, or 6% Distribution Distribution Bank Branches 200 Down 19, or 9% Associates (FTE) 3,100 Down 51, or 2% People People Advisory Boards 218 Members No Change 14

Taking Proactive Steps • We believe it is very important to stay ahead of the curve in risk management • We were very active in reducing our exposures to energy, indirect automobile, and tightening our credit standards in other areas of concern • During 2016, we reduced our energy ‐ related loans by $120 million, or 18%, declining to 3.7% of total loans by year ‐ end • We also reduced our indirect automobile loans by $115 million, or 47% during the year • In aggregate since year ‐ end 2014:  Cumulative decline in “risk ‐ off loans” was $797 million  Estimated opportunity cost of $15 million in 2016 • While costly in then near ‐ term, we believe these prudent steps provided appropriate long ‐ term benefit to our shareholders 15

Improved Efficiency • Revenue growth has been significantly greater than expense growth • Very active in branch closures and staff efficiency • Particularly this past year:  Revenues up $75 million, or 9%  Expenses down $4 million, or <1%  Total assets were up 11% and staffing declined 2%  Closed/consolidated 19 bank branches and eight mortgage locations • We achieved our long ‐ term core tangible efficiency target of 60% 16

Enhanced Profitability • Core earnings up $22 million, or 14%, • Earnings up $36 million, or 25%, compared to 2015 compared to 2015 • Core earnings per common share up 6% • Earnings per common share up 17% • Record annual core EPS results • Second highest annual EPS results 17

Gaining Gaining Scale Scale 18