Atlantic Union Bankshares Corp

security control systems. There has also been a significant proliferation of consumer information available on the internet resulting from breaches of third-party entities, including personal information, log-in credentials, and authentication data. While we were not directly involved in these third-party breach events, the stolen information can create a threat for our customers if their Bank log-in credentials are the same as or similar to the credentials that have been compromised on other internet sites. This threat could include the risk of unauthorized account access, data loss and fraud. The use of artificial intelligence, “bots” or other automation software can increase the velocity and efficacy of these types of attacks. As our employees are generally continuing to operate under our hybrid work model, our remote interaction with service providers, partners and other third parties on systems, networks, and environments over which we have less control increases our cybersecurity risk exposure. We will likely face an increasing number of attempted cyber-attacks as we expand our mobile and other internet-based products and services, as well as our usage of mobile and cloud technologies and as we provide more of these services to a greater number of retail banking customers. Persistent attackers may succeed in penetrating defenses given enough resources, time, and motive. The techniques used by cyber criminals change frequently, may not be recognized until launched and may not be recognized until well after a breach has occurred. The risk of a security breach caused by a cyber-attack at a service provider or by unauthorized service provider access has also increased in recent years. Additionally, the existence of cyber-attacks or security breaches at third-party service providers with access to our data may not be disclosed to us in a timely manner.

The use of statistical and quantitative models and other quantitatively based analyses is central to bank decision-making and regulatory compliance processes, and the employment of such analyses is becoming increasingly widespread in our operations. We use quantitative models to price products and services, measure risk, calculate the quantitative portion of our allowance for loan losses, estimate asset and liability values, assess capital and liquidity, manage our balance sheet, create financial forecasts, and otherwise conduct our business and operations. We anticipate that model-derived insights will penetrate further into bank decision-making, and particularly risk management efforts. While these quantitative techniques and approaches improve our decision-making, they also create the possibility that faulty data or flawed quantitative approaches could yield adverse outcomes or regulatory scrutiny. Additionally, because of the complexity inherent in these approaches, misunderstanding or misuse of their outputs could similarly result in suboptimal decision-making. Some models we use employ methodologies based on artificial intelligence or machine learning. These models may have unique complexities when compared to more traditional models, such as the need for large and representative datasets for training, the increased potential for bias, and the difficulty in interpreting model decisions and implementing model adjustments. We also rely on model inputs that are provided by third parties. To the extent that any flawed models or inaccurate model outputs are used in reports to banking agencies or the public, we could be subjected to supervisory actions, private litigation, and other proceedings that may adversely affect our business, financial condition, and results of operations. If our models fail to produce reliable results on an ongoing basis, we may not make appropriate risk management, capital planning or other business or financial decisions.

Recently, the financial services industry has experienced rapid developments in artificial intelligence, including agentic artificial intelligence. The use of artificial intelligence models developed by third parties introduces risks related to how those models are developed, trained, and deployed, including unauthorized material in training data and limited visibility into risk mitigation steps. The legal and regulatory environment for artificial intelligence is uncertain and rapidly involving, potentially increasing compliance costs and risks of noncompliance. We may be exposed to the risk that generative artificial intelligence models may produce incorrect outputs, release confidential information, reflect biases, or otherwise cause harm. Their complexity may make it challenging to understand all outputs and comply with documentation or explanation requirements. Any of these risks could adversely affect our business, expose us to liability or other adverse legal or regulatory consequences, or otherwise adversely affect our financial results.

18 Sandbox banking platform helps customers build, integrate and manage APIs. Reggora is a modern appraisal technology solution that simplifies and shortens the entire appraisal flow, integrated into Encompass. SavvyMoney is a solution that provides comprehensive credit score analysis, full credit report, monitoring and personalized offers. Socure is an automated machine-learning identity verification and fraud management tool. MX helps customers organize, simplify and gain a sense of financial wellness. Copado manages end-to-end development and code deployment solution for nCino. The Built Platform accelerates the processes for construction lending and spending by eliminating siloed systems and manual processes. nCino's Commercial Loan Origination System (LOS) provides a fully digital, end-to-end loan solution with automated workflows, streamlined customer onboarding, and paperless document management Blend platform simplifies the mortgage application process with an intuitive, slick interface. Kronos eliminates long wait lines with branch appointment scheduler. Quavo automated Reg E complaint dispute management platform for all dispute types. Q2 is a provider of digital banking services, including a mobile and online banking platform for business and consumer customers. NBID is a bank-led reciprocal deposit membership network powered and operated by ModernFi. SEI provides wealth management organizations with infrastructure, operations, and administrative support. Mulesoft is an integration layer that provides brokered connectivity between systems. Zsuite is a digital escrow and subaccounting solution with commercial customer and beneficiary access. Curate New, Innovative Digital Capabilities Fintech partnerships have driven efficiencies and improved Teammate and customer experiences.

22 User Experience Design Driving Satisfaction, Retention, & Advocacy Reduce & Prevent Recurring Incidents Improve the CX through our Teammates Data-Driven Insights & Prioritization • Start and end with customer centricity top of mind • Dedicated CX advocacy within Digital • Expanded Business Line Experience coverage • Seek to identify and eliminate top customer friction points • Responsible exploration of AI (self-service, unstructured data) • Increase CX training, empowerment, and retention tactics • Stop the reliance on customers to identify issues • Partner with Information Technology and Operations on AUB-led monitoring of issues • Move to proactive prevention of recurring CX impacts • Tap the wisdom of our frontlines and back offices • Create a formal channel for teammate-driven CX feedback • Uncover CX opportunities before they become complaints • Use data to understand how customers experience the bank to prioritize areas of focus • Improve ingestion of survey data into Insights & Actions Customer Experience (“CX”) Roadmap KEY OUTCOMES: Customer Retention Utilization Satisfaction Loyalty Advocacy Basic Customer Service Complaint Focused & Reactive Proactive Insights & Actions CX as Standard Practice Embedded & Cyclical CX Practices

34 Treasury Management Industry Insights & Peer Benchmarking • Active engagement in industry forums has become a strong source of intelligence. • These forums also allow the bank to benchmark its Treasury and Enterprise Payments offerings against leading institutions, informing design decisions that improve competitiveness and customer outcomes. • Going forward, this engagement will help shape go-to-market playbooks for new verticals, technology investments, and future product roadmap decisions. Data-Driven Treasury Evolution • Treasury data infrastructure has undergone foundational upgrades, enabling aggregation of product usage, pricing, and relationship metrics. • The next phase involves plans to embed AI-powered tools to extract relationship-level insights to empower Relationship Managers ("RMs") and Treasury Management Officers. • These efforts are being coordinated with system enhancements to seek to ensure data flows consistently across channels (CRM, Treasury Management, onboarding). Client Experience Modernization • Treasury Management support center is transitioning from a legacy call-center model to a full omnichannel contact center. • Improvements in onboarding, training, and escalation paths will be paired with service level tracking to strengthen responsiveness and client satisfaction. Strategic Implications for Growth • Planned enhancements in benchmarking, data, and client delivery are expected to directly support the broader Specialty Banking strategy – by making Treasury Management more proactive, insightful, and aligned with client needs. • As verticals like Healthcare, Franchise, and Sponsor Finance grow, we believe a more sophisticated Treasury Management offering will serve as a key differentiator and revenue contributor. • Finally, improved data, automation, and service models are expected to enable us to scale non-interest income without needing to proportionally increase staffing or overhead. WHOLESALE BANKING PLANS TO LEVERAGE SUCCESS: Continue building on the consistent and repeatable successes over the prior five years.

37 EVOLUTION CONTINUES: Seek to become a full-service and digitally enabled Wealth Management Organization. Wealth Management Technology Empowered New platforms, streamlined and consistent Go-to-Market model, process efficiencies, and AI enablement in client services and investment management Client Engagement Personalized advice and investment strategies plus wealth management services that meet evolving needs of each client Expansion of Services Comprehensive financial planning, including estate and tax planning, and lifestyle management advice for every client Today By 2028 PLANNED STRATEGIC INITIATIVES AND CAPABILITIES WHOLESALE BANKING Fee Income Growth from Wealth will contribute to our success • Goal of improving ratio of noninterest to net interest income • Driving growth through technology enhancements, focus on client experience and expansion of services • Continuing to strengthen client relationships • Creating incremental institutional AUM and revenue growth via the Atlantic Union Municipal Advisors platform • RPJ and West Financial, acquired with Sandy Spring, are mature, high performing RIAs operating under their own brands Becoming a full-service and digitally enabled organization will be important to capture a portion of “The Great Wealth Transfer”, estimated at $124 trillion over the next 23 years The new Wealth Management platform will provide a modern system that supports growth and drives operational efficiencies The new CRM platform will enable a single streamlined sales process, act as a central hub for prospecting, and provide data and insights to build stronger and more profitable relationships

40 Strategic Progression and Looking Forward American National acquisition Tech Enhancements • Q2 Business Launch • Salesforce Launch • Horizon XE Launch • Simplified RE Loan Application Driving Customer Usage Round Up Savings Q2 Consumer Launch Expansion Begin NC Organic Growth Strategy Sandy Spring acquisition Completed Sandy Spring Integration • All systems consolidated to AUB • Opportunity for growth begins Salesforce Case Management Replacement Planned launch of nCino for Bus. Banking Digital process for origination and underwriting of Business loans 2024 2025 H1 2025 H2 2026 H1 2026 H2 2027 Customer Engagement • Launch Refer a Friend • New Treasury Bundle Product Blend for Consumer Lending Digital HELOC Origination Customer Engagement • New Card Controls & Alerts • Online Tax Forms Build For Scale Replacement of Deposit Online Account Opening System Customer Engagement & Build for Scale • Youth and Share of Wallet Tools • AI Enhanced Chat bot • Online Fraud Disputes • Care Controls in Mobile App Expansion Aim to complete NC Organic Growth Plan CONSUMER & BUSINESS BANKING Customer Engagement • Goal Based Savings • Charitable giving • Personalized Insights & Offers • NextGen Banking Program • Relationship Rewards Tiers

46 CONTINUATION: PLANNED ENHANCEMENTS Building tools that help us grow and transition Technology AUB and Salesforce • Sandy Spring had a case management model via Salesforce • We have rebuilt our model, using those learnings with a newer version of Salesforce • This means that most frontline client requests related to operations and fraud are now entered and managed through Salesforce • AUB also uses Salesforce for lead and referral management, as well as for our client needs analysis • In the future, we expect to use Salesforce for Banker-initiated account origination and servicing Mobile and Online Banking (Q2) We are constantly improving our mobile and online banking solution. Expect to add youth and wallet share tools. Call Center Technology Telephone software deployed across the Bank creating efficiencies and providing insights with daily KPIs CRM (Salesforce) A CRM that will allow full service of the customer from documenting client needs to servicing and case management NEXT UP: SOURCING Account Origination We plan to invest in a modern origination platform, not only for self-service online account opening, but also for the in-branch experience; plan to integrate this omnichannel platform with Salesforce Lending Origination We plan to leverage the new nCino solution for Business Banking and Blend for Consumer Lending. We plan to expand online HELOC origination AI Tools We believe AI technology is moving quickly. We plan to utilize new AI tools which should improve our Quality Control processes, teammate training and leverage new Chatbot capability CONSUMER & BUSINESS BANKING

50 Processes Optimization improve account opening and servicing as well as other easy to use tools for our Teammates Further develop our processes, procedures, reporting, delivery, and staffing Build for Scale INVESTMENTS IN THE FUTURE STREAMLINED PROCESSES CONSUMER & BUSINESS BANKING Consolidate to a few primary systems Focus on optimizing reporting, process, and procedures Develop AI tools such as call center quality control, chat, and training

54 Soundness Seek to ensure our security and risk management remain robust and positioned for growth Modernize Continue to rationalize and migrate to target state technology solutions that meet business need Leverage Fully leverage the modernization already completed to extract maximum value from target state platforms Lead with Data Seek to ensure our data remains high-quality and is fully leveraged through analytics, including AI and machine learning Elevate Customer Experience Continue to rollout compelling customer capabilities and ensure they are always available and of high quality Build or Buy Know when to leverage off-the-shelf products versus when to build our own based on competitive value Embrace AI We believe that the rapid growth of Artificial Intelligence cannot be ignored and we will thoughtfully pursue Maturing our Technology Organization: 2026-2028 Focus Areas ENTERPRISE TECHNOLOGY

55 External Applications Internal Applications AUB Data Lake ON-PREMISE HOSTING Production Reporting High-quality, repeatable and automated reporting across all key areas of business and operations Self Service Analytics Democratized data and tooling to allow for local inspection and analysis of data in self service manner Machine Learning Use of machine learning techniques to uncover insights or make predictions based on readily available data Artificial Intelligence Leverage large language model capabilities (like Chat GPT or Copilot) to drive business value – focusing on Teammate productivity and customer experience first DATA QUALITY & GOVERNANCE Seek to ensure our data remains high quality and is fully leveraged through analytics, including AI and machine learning Lead with Data ENTERPRISE TECHNOLOGY

56 Artificial Three Step Approach to Engaging AI Intelligence We are thoughtfully pursuing AI use at AUB. Fast Follower Strategy • Identify key vendor partnerships and leverage their capabilities • Near-term focus on internal productivity and low risk, non-customer facing use cases • Expand use cases beyond productivity to customer facing where possible • Identify the longer-term boundaries of “buy” versus “build” Implement Governance Test and Learn Engage and Leverage

57 Customer Experience / Servicing Enhancing how customers interact with the bank through personalized recommendations, AI chatbots, virtual assistants, and predictive support that anticipates needs Operational Efficiencies Automating repetitive tasks like data entry, reconciliations, and compliance checks to reduce costs, speed up workflows, and improve employee productivity Risk and Fraud Management Detecting anomalies and patterns in transactions using machine learning to prevent fraud, monitor suspicious activity, and assess credit or operational risk in real time Revenue Generation Identifying cross-selling and upselling opportunities, optimizing pricing strategies, and using predictive analytics to target high-value customer segments Generative Engine Optimization The next evolution in search engine marketing to enable brand discoverability in AI-powered search platforms like Copilot, ChatGPT, Perplexity, and Google's AI Overviews AI Strategy: Categories of Use Cases at AUB ENTERPRISE TECHNOLOGY

58 NEAR TERM INTERMEDIATE TERM LONG TERM • Develop robust governance model around machine learning and artificial intelligence • Identify key vendor partnerships and pilot • Promote education about what AI/ML “is” and “is not” within our teams • Leverage existing vendor AI capabilities to further learning and extract value through production deployments • Identify the longer-term boundaries of “buy” versus “build” • Primary focus production utilization on internal use cases • Achieve AI fluency across the organization • Leverage AI landscape at AUB • Expand use cases beyond productivity to customer facing where possible With the rapid growth of artificial intelligence, we plan to remain fast followers AI Strategy: Progression ENTERPRISE TECHNOLOGY

Source: Most recent data available from SNL Financial; Bureau of Economic Analysis; Bureau of Labor Statistics, CNBC, U.S. Small Business Administration, Business Facilities 8 AMONG THE MOST ATTRACTIVE STATES IN USA FOR BUSINESS Virginia rated 1st in Workforce Training and Cybersecurity, 2nd in Tech Talent Pipeline and 3 rd in Business Climate North Carolina rated 2nd in Business Climate Virginia ranked 3rd and Maryland ranked 4th in AI Growth Hubs # State August 2025 % 1 South Dakota 1.9 2 North Dakota 2.5 2 Vermont 2.5 4 Hawaii 2.7 5 Alabama 2.9 5 Montana 2.9 7 Nebraska 3.0 7 New Hampshire 3.0 # State Pop. (Millions) 1 California 38.9 2 Texas 31.2 3 Florida 23.2 4 New York 19.4 5 Pennsylvania 13.0 6 Illinois 12.5 7 Ohio 11.8 8 Georgia 11.2 # State HHI ($) 1 District of Columbia 106,049 2 New Jersey 99,357 3 Maryland 99,340 4 Massachusetts 98,170 5 New Hampshire 96,809 6 Washington 96,120 7 Utah 95,601 8 Colorado 95,479 # State GDP ($Billions) 1 California 4,198 2 Texas 2,798 3 New York 2,364 4 Florida 1,762 5 Illinois 1,158 6 Pennsylvania 1,055 7 Ohio 953 8 Georgia 907 # State Pop. (Millions) 9 North Carolina 11.1 10 Michigan 10.1 11 New Jersey 9.3 12 Virginia 8.8 13 Washington 7.9 14 Arizona 7.6 15 Tennessee 7.3 19 Maryland 6.2 # State HHI ($) 9 Connecticut 95,392 10 California 95,065 11 Hawaii 94,556 12 Alaska 94,247 13 Virginia 92,714 14 Minnesota 88,572 15 Delaware 87,667 37 North Carolina 71,489 # State August 2025 % 9 Oklahoma 3.1 9 Wisconsin 3.1 15 Maryland 3.6 15 Virginia 3.6 20 North Carolina 3.7 51 District of Columbia 6.0 National Rate 4.3 # State GDP ($Billions) 9 Washington 872 10 New Jersey 867 11 North Carolina 866 12 Massachusetts 798 13 Virginia 787 14 Michigan 726 15 Colorado 569 18 Maryland 557 Ranked Virginia the Best State for Business for 2024, 2021 and 2020 and 2nd best in 2023 North Carolina ranked best in 2025 and 2023 and 2nd best in 2024 Maryland ranked 8th for Technology and Innovation in 2024 Virginia has 854,172 small businesses — 99.6% of VA businesses Maryland has 668,365 small businesses — 99.6% of MD businesses North Carolina has 1.1 million small businesses — 99.6% of NC businesses MEDIAN HOUSEHOLD INCOME ($) 2025 POPULATION (MILLIONS) 2025 GDP UNEMPLOYMENT BY STATE ( $ B I LLI O N S )

16 Source: Most recent data available from SNL Financial; Bureau of Economic Analysis; Bureau of Labor Statistics, CNBC, U.S. Small Business Administration, Business Facilities AMONG THE MOST ATTRACTIVE STATES IN USA FOR BUSINESS Virginia rated 1st in Workforce Training and Cybersecurity, 2nd in Tech Talent Pipeline and 3 rd in Business Climate North Carolina rated 2nd in Business Climate Virginia ranked 3rd and Maryland ranked 4th in AI Growth Hubs # State June 2025 % 1 South Dakota 1.8 2 North Dakota 2.5 3 Vermont 2.6 4 Montana 2.8 4 Hawaii 2.8 6 Nebraska 3.0 7 New Hampshire 3.1 7 Oklahoma 3.1 # State Pop. (Millions) 1 California 39.2 2 Texas 30.7 3 Florida 22.7 4 New York 19.6 5 Pennsylvania 13.0 6 Illinois 12.5 7 Ohio 11.8 8 Georgia 11.1 # State HHI ($) 1 District of Columbia 98,916 2 Maryland 97,364 3 Massachusetts 96,584 4 New Jersey 96,278 5 New Hampshire 94,929 6 Washington 93,297 7 California 92,605 8 Hawaii 91,385 # State GDP ($Billions) 1 California 4,103 2 Texas 2,709 3 New York 2,297 4 Florida 1,706 5 Illinois 1,137 6 Pennsylvania 1,024 7 Ohio 928 8 Georgia 882 # State Pop. (Millions) 9 North Carolina 10.9 10 Michigan 10.1 11 New Jersey 9.3 12 Virginia 8.8 13 Washington 7.9 14 Arizona 7.5 15 Tennessee 7.1 19 Maryland 6.2 # State HHI ($) 9 Colorado 90,555 10 Connecticut 89,717 11 Virginia 89,172 12 Utah 88,438 13 Alaska 86,275 14 Minnesota 86,272 15 New York 81,057 37 North Carolina 71,489 # State June 2025 % 9 Alabama 3.2 9 Utah 3.2 9 Wisconsin 3.2 12 Maryland 3.3 16 Virginia 3.5 21 North Carolina 3.7 50 District of Columbia 5.9 National Rate 4.1 # State GDP ($Billions) 9 Washington 854 10 New Jersey 847 11 North Carolina 839 12 Massachusetts 781 13 Virginia 764 14 Michigan 707 15 Colorado 553 18 Maryland 543 Ranked Virginia the Best State for Business for 2024, 2021 and 2020 and 2nd best in 2023 North Carolina ranked best in 2025 and 2023 and 2nd best in 2024 Maryland ranked 8th for Technology and Innovation in 2024 Virginia has 854,172 small businesses — 99.6% of VA businesses Maryland has 668,365 small businesses — 99.6% of MD businesses North Carolina has 1.1 million small businesses — 99.6% of NC businesses MEDIAN HOUSEHOLD INCOME ($) 2024 POPULATION (MILLIONS) 2024 GDP UNEMPLOYMENT BY STATE ( $ B I LLI O N S )

Source: Most recent data available from SNL Financial; Bureau of Economic Analysis; Bureau of Labor Statistics, CNBC, U.S. Small Business Administration, Business Facilities 8 AMONG THE MOST ATTRACTIVE STATES IN USA FOR BUSINESS Virginia rated 1st in Workforce Training and Cybersecurity, 2nd in Tech Talent Pipeline and 3 rd in Business Climate North Carolina rated 2nd in Business Climate Virginia ranked 3rd and Maryland ranked 4th in AI Growth Hubs # State June 2025 % 1 South Dakota 1.8 2 North Dakota 2.5 3 Vermont 2.6 4 Montana 2.8 4 Hawaii 2.8 6 Nebraska 3.0 7 New Hampshire 3.1 7 Oklahoma 3.1 # State Pop. (Millions) 1 California 39.2 2 Texas 30.7 3 Florida 22.7 4 New York 19.6 5 Pennsylvania 13.0 6 Illinois 12.5 7 Ohio 11.8 8 Georgia 11.1 # State HHI ($) 1 District of Columbia 98,916 2 Maryland 97,364 3 Massachusetts 96,584 4 New Jersey 96,278 5 New Hampshire 94,929 6 Washington 93,297 7 California 92,605 8 Hawaii 91,385 # State GDP ($Billions) 1 California 4,103 2 Texas 2,709 3 New York 2,297 4 Florida 1,706 5 Illinois 1,137 6 Pennsylvania 1,024 7 Ohio 928 8 Georgia 882 # State Pop. (Millions) 9 North Carolina 10.9 10 Michigan 10.1 11 New Jersey 9.3 12 Virginia 8.8 13 Washington 7.9 14 Arizona 7.5 15 Tennessee 7.1 19 Maryland 6.2 # State HHI ($) 9 Colorado 90,555 10 Connecticut 89,717 11 Virginia 89,172 12 Utah 88,438 13 Alaska 86,275 14 Minnesota 86,272 15 New York 81,057 37 North Carolina 71,489 # State June 2025 % 9 Alabama 3.2 9 Utah 3.2 9 Wisconsin 3.2 12 Maryland 3.3 16 Virginia 3.5 21 North Carolina 3.7 50 District of Columbia 5.9 National Rate 4.1 # State GDP ($Billions) 9 Washington 854 10 New Jersey 847 11 North Carolina 839 12 Massachusetts 781 13 Virginia 764 14 Michigan 707 15 Colorado 553 18 Maryland 543 Ranked Virginia the Best State for Business for 2024, 2021 and 2020 and 2nd best in 2023 North Carolina ranked best in 2025 and 2023 and 2nd best in 2024 Maryland ranked 8th for Technology and Innovation in 2024 Virginia has 854,172 small businesses — 99.6% of VA businesses Maryland has 668,365 small businesses — 99.6% of MD businesses North Carolina has 1.1 million small businesses — 99.6% of NC businesses MEDIAN HOUSEHOLD INCOME ($) 2024 POPULATION (MILLIONS) 2024 GDP UNEMPLOYMENT BY STATE ( $ B I LLI O N S )

18 Source: Most recent data available from SNL Financial; Bureau of Economic Analysis; Bureau of Labor Statistics, Fortune.com, U.S. News & World Report; Forbes, CNBC, U.S. Small Business Administration, Business Facilities AMONG THE MOST ATTRACTIVE STATES IN USA FOR BUSINESS Virginia rated 1st in Workforce Training and Cybersecurity, 2nd in Tech Talent Pipeline and 3 rd in Business Climate North Carolina rated 2nd in Business Climate Virginia ranked 3rd and Maryland ranked 4th in AI Growth Hubs # State March 2025 % 1 South Dakota 1.8 2 North Dakota 2.6 2 Vermont 2.6 4 Montana 2.7 5 Hawaii 2.9 5 Nebraska 2.9 7 Maryland 3.0 8 Minnesota 3.1 # State Pop. (Millions) 1 California 39.2 2 Texas 30.7 3 Florida 22.7 4 New York 19.6 5 Pennsylvania 13.0 6 Illinois 12.5 7 Ohio 11.8 8 Georgia 11.1 # State HHI ($) 1 District of Columbia 98,916 2 Maryland 97,364 3 Massachusetts 96,584 4 New Jersey 96,278 5 New Hampshire 94,929 6 Washington 93,297 7 California 92,605 8 Hawaii 91,385 # State GDP ($Billions) 1 California 4,103 2 Texas 2,709 3 New York 2,297 4 Florida 1,706 5 Illinois 1,137 6 Pennsylvania 1,024 7 Ohio 928 8 Georgia 882 # State Pop. (Millions) 9 North Carolina 10.9 10 Michigan 10.1 11 New Jersey 9.3 12 Virginia 8.8 13 Washington 7.9 14 Arizona 7.5 15 Tennessee 7.1 19 Maryland 6.2 # State HHI ($) 9 Colorado 90,555 10 Connecticut 89,717 11 Virginia 89,172 12 Utah 88,438 13 Alaska 86,275 14 Minnesota 86,272 15 New York 81,057 37 North Carolina 71,489 # State March 2025 % 8 New Hampshire 3.1 8 Utah 3.1 11 Virginia 3.2 11 Wisconsin 3.2 22 North Carolina 3.7 50 District of Columbia 5.6 National Rate 4.2 # State GDP ($Billions) 9 Washington 854 10 New Jersey 847 11 North Carolina 839 12 Massachusetts 781 13 Virginia 764 14 Michigan 707 15 Colorado 553 18 Maryland 543 Ranked Virginia the Best State for Business for 2024, 2021 and 2020 and 2nd best in 2023 North Carolina ranked 2nd best in 2024 and best in 2023 Maryland ranked 8th for Technology and Innovation in 2024 Ranked Virginia the 4 th Best State for Business and North Carolina 1 st Virginia has 854,172 small businesses — 99.6% of VA businesses Maryland has 668,365 small businesses — 99.6% of MD businesses North Carolina has 1.1 million small businesses — 99.6% of NC businesses MEDIAN HOUSEHOLD INCOME ($) 2024 POPULATION (MILLIONS) 2024 GDP UNEMPLOYMENT BY STATE ( $ B I LLI O N S )

11 Source: Most recent data available from SNL Financial; Bureau of Economic Analysis; Bureau of Labor Statistics, Fortune.com, U.S. News & World Report; Forbes, CNBC, U.S. Small Business Administration, Business Facilities AMONG THE MOST ATTRACTIVE STATES IN USA FOR BUSINESS Virginia rated 1st in Workforce Training and Cybersecurity, 2nd in Tech Talent Pipeline and 3 rd in Business Climate North Carolina rated 2nd in Business Climate Virginia ranked 3rd and Maryland ranked 4th in AI Growth Hubs # State March 2025 % 1 South Dakota 1.8 2 North Dakota 2.6 2 Vermont 2.6 4 Montana 2.7 5 Hawaii 2.9 5 Nebraska 2.9 7 Maryland 3.0 8 Minnesota 3.1 # State Pop. (Millions) 1 California 39.2 2 Texas 30.7 3 Florida 22.7 4 New York 19.6 5 Pennsylvania 13.0 6 Illinois 12.5 7 Ohio 11.8 8 Georgia 11.1 # State HHI ($) 1 District of Columbia 98,916 2 Maryland 97,364 3 Massachusetts 96,584 4 New Jersey 96,278 5 New Hampshire 94,929 6 Washington 93,297 7 California 92,605 8 Hawaii 91,385 # State GDP ($Billions) 1 California 4,103 2 Texas 2,709 3 New York 2,297 4 Florida 1,706 5 Illinois 1,137 6 Pennsylvania 1,024 7 Ohio 928 8 Georgia 882 # State Pop. (Millions) 9 North Carolina 10.9 10 Michigan 10.1 11 New Jersey 9.3 12 Virginia 8.8 13 Washington 7.9 14 Arizona 7.5 15 Tennessee 7.1 19 Maryland 6.2 # State HHI ($) 9 Colorado 90,555 10 Connecticut 89,717 11 Virginia 89,172 12 Utah 88,438 13 Alaska 86,275 14 Minnesota 86,272 15 New York 81,057 37 North Carolina 71,489 # State March 2025 % 8 New Hampshire 3.1 8 Utah 3.1 11 Virginia 3.2 11 Wisconsin 3.2 22 North Carolina 3.7 50 District of Columbia 5.6 National Rate 4.2 # State GDP ($Billions) 9 Washington 854 10 New Jersey 847 11 North Carolina 839 12 Massachusetts 781 13 Virginia 764 14 Michigan 707 15 Colorado 553 18 Maryland 543 Ranked Virginia the Best State for Business for 2024, 2021 and 2020 and 2nd best in 2023 North Carolina ranked 2nd best in 2024 and best in 2023 Maryland ranked 8th for Technology and Innovation in 2024 Ranked Virginia the 4 th Best State for Business and North Carolina 1 st Virginia has 854,172 small businesses — 99.6% of VA businesses Maryland has 668,365 small businesses — 99.6% of MD businesses North Carolina has 1.1 million small businesses — 99.6% of NC businesses MEDIAN HOUSEHOLD INCOME ($) 2024 POPULATION (MILLIONS) 2024 GDP UNEMPLOYMENT BY STATE ( $ B I LLI O N S )

Source: Most recent data available from SNL Financial; Bureau of Economic Analysis; Bureau of Labor Statistics, Fortune.com, U.S. News & World Report; Forbes, CNBC, U.S. Small Business Administration, Business Facilities 17 AMONG THE MOST ATTRACTIVE STATES IN USA FOR BUSINESS Virginia rated 1 st in Workforce Training and Cybersecurity, 2 nd in Tech Talent Pipeline and 3 rd in Business Climate North Carolina rated 2 nd in Business Climate Virginia ranked 3 rd and Maryland ranked 4 th in AI Growth Hubs # State March 2025 % 1 South Dakota 1.8 2 North Dakota 2.6 2 Vermont 2.6 4 Montana 2.7 5 Hawaii 2.9 5 Nebraska 2.9 7 Maryland 3.0 8 Minnesota 3.1 # State Pop. (Millions) 1 California 39.2 2 Texas 30.7 3 Florida 22.7 4 New York 19.6 5 Pennsylvania 13.0 6 Illinois 12.5 7 Ohio 11.8 8 Georgia 11.1 # State HHI ($) 1 District of Columbia 98,916 2 Maryland 97,364 3 Massachusetts 96,584 4 New Jersey 96,278 5 New Hampshire 94,929 6 Washington 93,297 7 California 92,605 8 Hawaii 91,385 # State GDP ($Billions) 1 California 4,103 2 Texas 2,709 3 New York 2,297 4 Florida 1,706 5 Illinois 1,137 6 Pennsylvania 1,024 7 Ohio 928 8 Georgia 882 # State Pop. (Millions) 9 North Carolina 10.9 10 Michigan 10.1 11 New Jersey 9.3 12 Virginia 8.8 13 Washington 7.9 14 Arizona 7.5 15 Tennessee 7.1 19 Maryland 6.2 # State HHI ($) 9 Colorado 90,555 10 Connecticut 89,717 11 Virginia 89,172 12 Utah 88,438 13 Alaska 86,275 14 Minnesota 86,272 15 New York 81,057 37 North Carolina 71,489 # State March 2025 % 8 New Hampshire 3.1 8 Utah 3.1 11 Virginia 3.2 11 Wisconsin 3.2 22 North Carolina 3.7 50 District of Columbia 5.6 National Rate 4.2 # State GDP ($Billions) 9 Washington 854 10 New Jersey 847 11 North Carolina 839 12 Massachusetts 781 13 Virginia 764 14 Michigan 707 15 Colorado 553 18 Maryland 543 Ranked Virginia the Best State for Business for 2024, 2021 and 2020 and 2nd best in 2023 North Carolina ranked 2nd best in 2024 and best in 2023 Maryland ranked 8th for Technology and Innovation in 2024 Ranked Virginia the 4 th Best State for Business and North Carolina 1 st Virginia has 854,172 small businesses — 99.6% of VA businesses Maryland has 668,365 small businesses — 99.6% of MD businesses North Carolina has 1.1 million small businesses — 99.6% of NC businesses MEDIAN HOUSEHOLD INCOME ($) 2024 POPULATION (MILLIONS) 2024 GDP UNEMPLOYMENT BY STATE ( $ B I LLI O N S )

Cybersecurity risks for banking organizations have significantly increased in recent years, in part because of the proliferation of new technologies and the use of the internet and telecommunications technologies to conduct financial transactions. Cybersecurity risks have also significantly increased in recent years in part due to the increased sophistication and activities of organized crime affiliates, terrorist organizations, hostile foreign governments, disgruntled employees or service providers, activists, and other external parties, including those involved in corporate espionage. Targeted social engineering attacks and “spear phishing” attacks are becoming more sophisticated and are extremely difficult to prevent. In such an attack, an attacker will attempt to fraudulently induce employees, customers, or other users of our systems to disclose sensitive information in order to gain access to its data or that of its clients. In addition, our customers access our products and services using personal devices that are necessarily external to our security control systems. There has also been a significant proliferation of consumer information available on the internet resulting from breaches of third-party entities, including personal information, log-in credentials, and authentication data. While we were not directly involved in these third-party breach events, the stolen information can create a threat for our customers if their Bank log-in credentials are the same as or similar to the credentials that have been compromised on other internet sites. This threat could include the risk of unauthorized account access, data loss and fraud. The use of artificial intelligence, “bots” or other automation software can increase the velocity and efficacy of these types of attacks. As our employees are generally continuing to operate under our hybrid work model, our remote interaction with service providers, partners and other third parties on systems, networks, and environments over which we have less control increases our cybersecurity risk exposure. We will likely face an increasing number of attempted cyber-attacks as we expand our mobile and other internet-based products and services, as well as our usage of mobile and cloud technologies and as we provide more of these services to a greater number of retail banking customers. Persistent attackers may succeed in penetrating defenses given enough resources, time, and motive. The techniques used by cyber criminals change frequently, may not be recognized until launched and may not be recognized until well after a breach has occurred. The risk of a security breach caused by a cyber-attack at a service provider or by unauthorized service provider access has also increased in recent years. Additionally, the existence of cyber-attacks or security breaches at third-party service providers with access to our data may not be disclosed to us in a timely manner.

internet resulting from breaches of third-party entities, including personal information, log-in credentials, and authentication data. While we were not directly involved in these third-party breach events, the stolen information can create a threat for our customers if their Bank log-in credentials are the same as or similar to the credentials that have been compromised on other internet sites. This threat could include the risk of unauthorized account access, data loss and fraud. The use of artificial intelligence, “bots” or other automation software can increase the velocity and efficacy of these types of attacks. As our employees are currently operating under our hybrid work model, our remote interaction with service providers, partners and other third parties on systems, networks, and environments over which we have less control increases our cybersecurity risk exposure. We will likely face an increasing number of attempted cyber-attacks as we expand our mobile and other internet-based products and services, as well as our usage of mobile and cloud technologies and as we provide more of these services to a greater number of retail banking customers. Persistent attackers may succeed in penetrating defenses given enough resources, time, and motive. The techniques used by cyber criminals change frequently, may not be recognized until launched and may not be recognized until well after a breach has occurred. The risk of a security breach caused by a cyber-attack at a service provider or by unauthorized service provider access has also increased in recent years. Additionally, the existence of cyber-attacks or security breaches at third-party service providers with access to our data may not be disclosed to us in a timely manner.