ex991.htm

Whitney Holding Corporation

KBW Regional Bank Conference
February 28, 2008

John C. Hope III, President & COO
Thomas L. Callicutt, Jr., EVP and CFO
Lewis P. 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.

A Growing, Diversified Company

125-year old name started in New Orleans

Weathered many types of storms

Corporate philosophy:

Soundness
Profitability
Growth
In that order of priority

Over 150 locations across 5 states

Focus on Relationship Banking
“It Takes a Whitney Banker”

2007 Earnings Summary

• Net income $151 million

• Earnings per share (diluted) $2.23

• Merger with Signature Financial
Holdings in St. Petersburg, FL
completed March 2, 2007

• Results include a $31.3 million, or
$.29 per diluted share, gain from
the settlement on insurance claims
arising from 2005 hurricanes

• $17.0 million provision for
credit losses

• 1.9 million shares repurchased
in 4Q07

	2007	2006
(Period-end)
Total Assets	$11.0B	$10.2B
Total Loans	$7.6B	$7.0B
Total Deposits	$8.6B	$8.4B

Net Income	$151MM	$145MM
E.P.S. (diluted)	$2.23	$2.20

* NIM remains at the top of the peer group

* Loan portfolio - 53% variable rate (28% tied to Libor; 25% tied to Prime)

* Shift in funding mix from DDA to higher cost deposits

* Active management of loan and deposit pricing

* Liquidity in the deposit base

* Moderately asset-sensitive

+100bp instantaneous change in rates ->5.2% increase in annual net interest income**

-100bp instantaneous change in rates -> 5.6% decrease in annual net interest income**

Net Interest Margin - Asset Sensitive

4Q07 Average Balances

** Change from base case simulation

Emphasis On Fee-Based Business Growth

• Fees up 12.5% from 2006 (excludes insurance gain)

– Improvement noted in all recurring revenue sources

• Service Charges on Deposits is the largest component
of fee income

– Deposit service charges up 9% from a year earlier

• Bank card fees increased 10% from a year ago

• Expanded presence in fee-based businesses

– Trust service fees up 15% from 2006

– Positioned relationship officers to attract and service
trust and wealth management customers across all
markets

• Strategic initiatives emphasize growth in
noninterest income and diversification of
revenue sources

• Total noninterest expense up 3% from 2006

– Includes impact from Signature merger

• Expenses currently reflect a more normal level of activity

• Efficiency ratio at 62% (normalized for insurance gain)

• Current level of expenses is being addressed

– Total noninterest expense in 4Q07 decreased 2% from a year earlier and 3%
from 3Q07

• Recent cost control programs that are part of an ongoing strategic
review process are reflected in these results and are expected to
benefit expense levels in 2008

Strategic Review Includes Cost Control Programs

New Orleans Update

• Tourism, conventions, festivals and sporting events
back on track in 2008

– Sugar Bowl

– BCS Championship

– Mardi Gras

– NBA All-Star Game

– PGA Tour

– French Quarter Festival

– Jazz Festival

• Road Home program continuing to pay benefits

Commercial and Business Banking Focus

• Commercial portfolio 83%

• Consumer portfolio 17%

• No Indirect portfolio

• No meaningful exposure to subprime home mortgage loans

• Minimal Credit Card portfolio

• Commercial customers diversified by industry

– Oil & gas approximately 10%

• Real Estate portfolio diversified by geography

Diversified By Geography

Total Loans $7.6 billion

– 37% serviced in metro New Orleans

– 15% serviced in Houston

– 18% serviced in Florida

• 7% serviced from the panhandle

• 11% serviced from the Tampa Bay metro area

– Loan growth supported by economic and market
conditions in Texas, Alabama and Louisiana
markets outside the metro New Orleans area

• 8% increase in total loan growth from a year
earlier

– 3% associated with the Signature merger

– 20% growth in Houston

– 14% growth in southwestern LA

– Decrease of approximately $100 million in loans
serviced from Florida since 12/31/06(excludes merger)

At 12/31/07

Loan Mix by Geography

* Loans serviced

A Strong Monitoring Process Is Key

One of our core strengths is understanding and
managing credit risk

– Seasoned, well understood credit culture

– Consistent application and monitoring of standards
throughout the Company

– Lending officers are responsible for ongoing
monitoring and assignment of risk ratings to
individual loans based on established guidelines

– An independent credit review function assesses the
accuracy of officer ratings, timeliness of rating
changes, performs concurrent reviews

In millions

Loans Internally Classified as Having Above Normal Credit Risks

- 40% residential development, investment and other residential purpose loans
(Produced most of the overall net increase during the year)

- 30% nonresidential RE loans
(Underlying collateral fairly evenly divided between income-producing and owner-occupied properties)

- 25% C&I loans
(No significant concentrations related to industries or markets)

NPAs are included in total criticized portfolio

As of 12/31/07

Prompt Identification Of Risk

• 4Q07 increase:

– Predominantly from residential-related loans mainly in
Florida and Alabama

– Over half of these loans had been included in criticized loans
in earlier periods

Allowance For Loan Losses

• Methodology for determining the allowance is a
consistent process

– Important factors are re-evaluated quarterly to respond to
changing conditions

• Allowance encompasses three elements

– Allowances established for losses on criticized loans

– Allowances based on historical loss experience

• Loans with acceptable credit quality

• Groups of homogenous loans not individually rated

– Allowances based on general economic conditions

• Allowance is built each quarter from the bottom up in
determining loan loss provision

Strong Credit Culture

• Multiple controls within our credit culture

• Weekly loan committee process

• No individual lending authority over $2MM
(relationship)

• Prompt identification of problem loans

• Thorough work-out process

• Healthy level of recoveries

Whitney Is A Very Good, Very Strong Bank

• Strong credit culture

• Strong NIM

• Strong balance sheet and solid capital position

• Operational resiliency

• Geographic diversification

Currently Faced With Challenging Environment

§ The net interest margin is already the top in its peer group in
the midst of an unfavorable rate environment

§ Balance sheet growth is slow due to the current business cycle

§ Lower credit costs are no longer a contributor to earnings

§ Fee-based businesses are not mature enough to drive earnings
today

§ Resource constraints force us to make choices about
technology and branch infrastructure

§ Efficiency ratio is too high for a commercial, net interest
margin-dependent bank

§ Katrina and industry issues have impacted the company

Focus & Discipline: A Key To Continued Success

• Balance sheet management

– Less vulnerable to changes in interest rates

• Capital management

• Credit remains a core strength

• Reduction of expenses

• Focus on segmentation

– Commercial & Business Banking

• Branch rationalization and realignment

– Branch closings and openings

• Focus on growing fee income

• Continued geographic diversification

Revenue Generation

• Trust & Wealth Management

• Mortgage Banking

• Treasury Management

• Card Services

• Acquisitions have added to
existing business or provided new
lines of business

Acquisitions Are Important To Our Growth

• Since 1994
successfully
merged 20 banks

– Assets: $3.7B

– Loans: $2.3B

– Deposits: $3.4B

– States: 5

– Branches: 114

– FTE: 1,450

• Following the flow
of commerce

• Expand our footprint
even wider

• Take advantage of
any opportunity

Represent possible future Whitney expansion

Whitney’s Mission Will Not Change

Our mission is to deliver extraordinary value and
service, along with superior results, to 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.

Whitney’s Guiding Principles Will Not Change

• 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.

Focused On A Long-Term Strategy

• Only a FEW banks have the
ability to transform
themselves

– Focus

– Execution

– Will

• Working towards
maintaining a level of
consistent, quality earnings
over time

• Difficulties and challenges
will need to be overcome

• We have a good start and a
great group of bankers

Whitney Holding Corporation

KBW Regional Bank Conference
February 28, 2008

John C. Hope III, President & COO
Thomas L. Callicutt, Jr., EVP and CFO
Lewis P. Rogers, EVP Credit Administration

	12/31/07
Equity to Assets	11.51%
Tangible Equity to Assets	8.24%
Tier I Leverage	8.79%