Exhibit 99.1

KBW Regional Bank Conference

March 1, 2007

Tom Callicutt, EVP and CFO

Lewis Rogers, EVP, Credit Administration

Forward-Looking Statements

This presentation may include forward-looking statements containing

expectations about future conditions and descriptions of future plans
and strategies. Whitney's ability to accurately predict the effects of
future plans or strategies is inherently limited such that actual results
and performance could differ materially from those set forth in the
forward-looking statements. Factors that could cause actual results to
differ from those expressed in the forward-looking statements are
available in Whitney’s filings with the Securities and Exchange
Commission. Whitney does not intend, and undertakes no obligation,
to update or revise any forward-looking statements, whether as a
result of differences in actual results, changes in assumptions or
changes in other factors affecting such statements.

At 12/31/06

A Growing, Diversified Company

$10.2B in Assets

$7.1B in Loans

$8.4B in Deposits

Strong NIM (5.11% YTD)

Solid credit measures

123-year old name started in New Orleans

Over 150 locations across 5 states

Focus on Relationship Banking

Potential Expansion Markets

Northshore

Following the Flow of Commerce

Geographic Diversification Through Acquisitions

Recent acquisition activity focused on high-growth Florida

markets

–

Signature Holding Corp. (St. Petersburg) acquisition announced October 5th.

(7 locations, $220MM in deposits)

–

First National Bancshares (Bradenton) acquisition completed April, 2006.

(9 locations, $319MM in deposits)

–

Destin Bancshares (Destin/Pensacola)

acquisition completed April, 2005.
(10 locations, $440MM in deposits)

Madison Bancshares (Palm Harbor)

acquisition completed August, 2004.
(4 locations, $177MM in deposits)

–

Earnings Update

4Q’06 Earnings

•

Earnings per share (diluted) --- $.51

•

Net income --- $33.9MM

–

Include approximately $4.9MM in expenses associated with the 2005

hurricanes

•

Resiliency initiatives totaled approximately $2.9MM

–

$1.6MM recurring; $1.3MM periodic or nonrecurring

•

Insurance coverage premium increase $.9MM

•

Expensed disaster response costs, insurance claim management fees and

casualty and operating losses $1.1MM

•

Linked-quarter loan growth up 3%

–

Growth mainly from commercial activity and demand from private

banking customers in Louisiana and Texas

–

Louisiana growth not from rebuilding activity

•

Louisiana +4%; Texas +6%; Florida, Alabama flat

•

Deposits

–

Period-end deposits up, average deposits down linked-quarter

–

Period-end growth related to normal seasonal year-end build up not

additional government funding for storm losses.

$2.3

$2.8

$3.2

$3.6

$4.2

$4.5

$4.4

$4.6

$5.2

$6.1

$6.5

$6.8

Pre-storms

$7.0

Mixed Lending Environment in 2006

Robust Production; Some Quarters Offset By Payoffs

$3.8

$4.0

$4.2

$4.5

$4.9

$5.5

$5.8

$5.9

$6.3

$7.2

$8.5

$8.8

$8.4

Although the timing cannot be predicted, some run-off of the post-storm deposit accumulation has been expected as the recovery process

continues, the inflows from insurance proceeds diminish and the initial disaster-assistance programs are completed. Significant additional
government funds to cover uninsured property losses and to support the rebuilding process are becoming available in the storm-impacted
markets, but only limited distributions have been made.

Pre-storms

26%

27%

26%

28%

30%

31%

34%

37%

36%

35%

$8.2

35%

Steady Growth In Deposits Multiplied Post Storms

Source: Louisiana Recovery Authority

http://www.rememberrebirth.org/ritadocs/Ritadata091906update.pdf

Additional Government Funds

•

Louisiana Recovery Authority

–

$10.4B available for Louisiana Community Development

Block Grants

•

$8.1B available through the Road Home Program

•

$350MM allocated to businesses

•

$2.0B allocated for infrastructure rebuilding/repair

–

$1.5B available for Hazard Mitigation Grant Program

•

$1.2B available through the Road Home Program

•

$330MM allocated for infrastructure and hazard mitigation

Source: The Road Home Program; as of February 15, 2007

LRA Distributions Limited

•

An estimated 123,000 homeowners are eligible for up to

$150,000 in uncompensated damages

–

Total available: $7.5B

–

Applications received: 107,739

–

Closings concluded: 632

–

Average award paid: $64,439

–

Total paid to-date: $40.7MM

–

Calculated claims (unpaid): 37,369

•

Benefit options chosen

–

Keep former home: 68.5%

–

Rebuild in Louisiana: 11.5%

–

Rebuild out of state: 1.5%

Continue to Report a Strong, Growing NIM

•

4Q06 NIM --- 5.14%

•

2006 NIM --- 5.11% (Rank 1^st in WTNY peer group)

•

Improved earning asset mix

•

Growth through acquisitions

•

Lower cost of deposits in Louisiana markets allows us to fund

loans in higher-priced deposit markets of Florida, Texas and
Alabama

•

Higher short-term market interest rates

•

Active management of loan and deposit pricing

•

Liquidity in the deposit base

Focus On Growing Fee-Based Businesses

•

Service Charges on Deposits is the

largest component of fee income

–

Fees are “seasonal” as charges are

based on movement in interest rates and
in balances carried by customers

•

Expanded presence in fee-based

businesses

–

Trust - Positioned relationship officers to

attract and service trust and wealth
management customers across all
markets

•

Acquisitions have added to fee

income

–

Trust - (First National Bancshares)

–

Investment services - (Destin

Bancshares)

–

Insurance services - (Destin

Bancshares)

•

Treasury Management

Expense Levels Higher in New Operating Environment

•

Plans designed to make the company’s operations more

resilient with less exposure to disasters were implemented
in 2006

–

Relocated mainframe computers and critical servers

–

Upgraded telecommunications systems using more modern technology

and added redundancy with multiple vendors

•

Incurred expenses associated with operating in a

post-storm environment

–

Contingency housing contracts

–

Professional fees

–

Insurance

–

Employee pay scales

•

Resumed or initiated projects to enhance systems and

products

•

Resumed maintenance and repair projects deferred after

the storms

Asset Quality

At 12/31/06

Diversified Loan Portfolio

•

Commercial portfolio 83%,

Consumer portfolio
17% of total loans

–

Less diversification

–

But, less credit issues

post-storms

•

No Indirect portfolio

•

Minimal Credit Card

portfolio

•

Commercial customers

diversified by industry

•

Real Estate portfolio

diversified by geography

•

Majority of loans to commercial customers had little to

positive impact from the storm, and mortgage customers required to have insurance.

Impact of Storms on Credit Quality

•

Continual Assessment Process

–

All criticized loans and larger loans will continue to be reviewed

each
quarter

–

There will be fewer and fewer unreviewed loans and less need

for an
overlay process

•

Added $31MM to the Allowance after assessment of

the storm’s impact

•

The company does not segregate hurricane-impacted loans from

Therefore, there is no separately identified hurricane-related allowance

its normal credit-by-credit allowance building process

–

Working Through Nonperforming Assets Post Storms

_^NPA

_{^{ratio:
.48%
.45%
.55%        .77%
.95%
.62%         .46%
1.03%      1.02%
.83%
.80%
.81%}}

Pre-storms

Loans Internally Classified as Having Above Normal Credit Risks

Pre-storms

Post-storms

Net Charge-Offs At or Below Peers

Percent Net Charge-offs to Average Loans

Note: Increase in 2Q’06 net charge-offs related to one storm-impacted commercial relationship. Relationship

identified as impaired shortly after storms in 2005 and a substantial impairment allowance had been
established.

_{1.24%

1.21%
  1.33%
1.59%       1.48%
     1.22%
.97%
1.37%
1.37%        1.18%
     1.09%
1.08%}

Adequate Allowance for Loan Losses

Pre-storms

•

Length of recovery period

•

Long-term economic impact

–

Rebuilding of public infrastructure

–

Government, private or philanthropic

investment

–

Population and economic contraction

–

Availability and affordability of insurance

•

Reminder: Over the last decade Whitney and many

of its customers have diversified outside of the New Orleans area, minimizing risk.

Portfolio Risks and Uncertainties

Post-Katrina Update

Greater New Orleans

Greater New Orleans Metro Area

Sources of information: N.O. Metropolitan Convention & Visitors Bureau, N.O. Times-Picayune,

New Orleans Economy: Positive Impacts

MARDI GRAS 2007

–

Attendance at near pre-Katrina levels

700,000-800,000 estimated Carnival visitors

–

Hotel occupancy was as high as 95%

with some hotels at 100% occupancy

More hotel rooms and rooms available to

tourists

•

Re-opening the Louisiana Superdome

–

New Orleans Saints home and playoff games

–

Bayou Classic and Sugar Bowl

–

Conventions and festivals returning

Convention Center repaired/refurbished

Sources of information: N.O. Metropolitan Convention & Visitors Bureau, N.O. Times-Picayune,

New Orleans Economy: Yet To Be Fixed

Education

–

New Orleans Public schools slow to re-open

–

Recovery District schools lack essential

facilities and teaching tools

–

Charter schools have been “successful”

to-date

Housing

Criminal Justice System

Healthcare

Insurance

Corporate Overview

Our mission is to deliver extraordinary value and superior results to our

our customers and shareholders, while providing leadership to our local communities and outstanding career opportunities to our valued employees. We do this within the framework of our three guiding principles: soundness, profitability, and growth, in that order of priority.

•

Soundness – This ensures our continuity and promotes the trust of our

customers, shareholders and communities.

•

Profitability – We focus on profitability, since it is not only a gauge of

our success, but ensures that we will have the capital we need to
continue to evolve and improve in the future.

•

Growth – Growth will result when we exercise leadership and diligently

apply sound, profitable strategies to our local market opportunities.

We Will Continue to Operate Within the Guidelines of Our Mission

Sound Capital Levels

•

4Q06 Leverage ratio 8.76%

•

Dividend payout ratio 53% (of fourth quarter 2006 diluted earnings per share)

•

Dividend yield 3.3% (based on Whitney’s February 20, 2006 closing price)

Source: Yahoo.com/finance

Trading At A Slight Discount To Peers

Whitney Today

•

Continuing geographic diversification through acquisitions in

high-growth markets

•

Operational resiliency

•

Strong NIM with a focus on building fee-based

business lines

•

Asset quality trends are showing signs of

improvement reflecting sustained, better
than anticipated performance

•

Greater New Orleans markets still have a lot

of work to do, but progress is being made in
rebuilding post-Katrina

•

Strong level of capital allows diversification

and ability to endure market downturns

Focus On The Whitney Banker

KBW Regional Bank Conference

March 1, 2007

Tom Callicutt, EVP and CFO

Lewis Rogers, EVP, Credit Administration