ANNUAL

SHAREHOLDERS ’

MEETING

M a y 9 , 2 0 1 8

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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 IBERIABANKCorporation, these statements are deemed to be forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Suchstatements, which are based on management’s current information, estimates and assumptions and the current economic environment, are generally identifiedby the use of the words “plan”, “believe”, “expect”, “intend”, “anticipate”, “estimate”, “project” or similar expressions. The Company’s actual strategies, resultsand financial condition in future periods may differ materially from those currently expected due to various risks and uncertainties. Forward-looking statementsare subject to numerous assumptions, risks and uncertainties that change over time and could cause actual results or financial condition to differ materiallyfrom those expressed in or implied by such statements. Consequently, no forward-looking statement can be guaranteed. Except to the extent required byapplicable 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 managementuses these non-GAAP financial measures in their analysis of the Company’s performance. These measures typically adjust GAAP performance measures toexclude the effects of the amortization of intangibles and include the tax benefit associated with revenue items that are tax-exempt, as well as adjust incomeavailable to common shareholders for certain significant activities or transactions that in management’s opinion can distort period-to-period comparisons of theCompany’s performance. Since the presentation of these GAAP performance measures and their impact differ between companies, management believespresentations of these non-GAAP financial measures provide useful supplemental information that is essential to a proper understanding of the operatingresults of the Company’s core businesses. These non-GAAP disclosures should not be viewed as a substitute for operating results determined in accordance withGAAP, 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 19, 2018 and Annual Report on Form 10-K for the fiscal year endedDecember 31, 2017. Refer to the supplemental tables in the press release and Annual Report for these reconciliations.

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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

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Top 50 Bank In the US By Investing In Fast-Growing Strategic Markets

Added Additional Depth And Talent To Management Team

Invested In Our Associates, Enhanced Diversity And Inclusion

Supported And Strengthened Our Communities

Improved Asset Quality And Strengthened Risk Controls

Increased Profitability Through Scale, Diversification, And Operating Leverage

Positioned To Achieve Our 2020 Strategic Goals

2017 KEY ACHIEVEMENTS

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OUR DIVERSE FRANCHISE

• $29.5 Billion In Total Assets

• $21.7 Billion In Loans

• $23.0 Billion In Deposits

• 42nd Largest In U.S.

• $4.4 Billion Market Cap

• Over 3,700 Associates

• Operating Continuously For Over 131 Years

Corporate SnapshotOur Franchise

• 320 Offices Serving 33 MSAs Across 12 States

*Missouri Mortgage office not pictured

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DRIVING SHAREHOLDER RETURNS

10 Year Period 2007-2017

Source: Bloomberg

• Since 1999, Total Shareholder Return Of 987% Or 14% Compounded Annual Rate Of Return

• 91 Consecutive Quarters Of Paying A Dividend; Increased For Third Consecutive Year

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I N V E S T I N G I N O U R P E O P L E

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RECOGNIZING OUR ASSOCIATES

Following Enactment Of The Job Cuts And Tax Act In Late 2017, We Took Action:

• A $2 Per Hour Pay Raise Was Given To Certain Non-Exempt Associates Along With A $1,000 Cash Bonus

• Total Salaries Increased Between An Average Of 12% - 23% For Covered Associates

• These Increases Benefitted Nearly 80% Of All Associates

Additional Enhancements To Associate Benefits:

• HRA And FSA Debit Cards

• Expanded Health Care Coverage And Wellness Rewards

• Teledoc – 24/7 Access To Board-Certified Physicians

Great Place to Work

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STRENGTHENING OUR LEADERSHIP

New Leadership

Fernando Perez-HickmanVice Chairman, Director Of Corporate Strategy • Managing Director - Banco de Sabadell• Chairman of the Board – Sabadell United• McKinsey & Co• MIT Graduate

Nicolas YoungExecutive Vice President, Chief Credit Officer• Banco de Sabadell• Credit Experience – U.S., Central and South

America

Terry L. AkinsSenior Executive Vice President, Chief Risk Officer• IBERIABANK• Wachovia• Banking Experience Across the Southeast

Monica R. Sylvain, PhDExecutive Vice President, Chief Diversity Officer• Executive Director - Posse Foundation• Chemical Engineer• PhD Analytical Chemistry

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EMPHASIZING DEVELOPMENT & DIVERSITY

Talent Development Diversity & Inclusion

Drive Development and Advancement

of Diverse Talent

Build Robust Diverse Human Capital

Pipeline

Board Level Support

Investment In Leadership

Use Of Learning Technology With

State-of-the-Art Solutions

Align Talent Development With

Performance Objectives, Positive ROI

Creating Engaged, Motivated,

Performance-Oriented Team

Enhanced Leadership Development

And Mentoring

Best Companies Operate With Unique Viewpoints And Broad Perspectives

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S T R O N G S E N S E O F C O M M U N I T Y

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INVESTING IN OUR COMMUNITIES• Over 11,300 Service Hours

• Storm and Flood Assistance During Hurricanes Harvey And Irma

• Taught 6,000 Children In The ‘Teach Children to Save’ Event With American Bankers Association

• $2.6 Million Invested In ‘Step Up For Students’ That Provides Scholarships To Lower-Income Students In Florida

• Our Five-Year Plan With The National Community Reinvestment Coalition (“NCRC”) Serves Low and Moderate Income Communities And Clients - Called the “Gold Standard” By NCRC Leadership

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P O S I T I O N E D F O R S U S TAI N A B L E ,

P R O F I TAB L E G R O W T H

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GEOGRAPHIC DIVERSIFICATION DRIVES GROWTH

Source: Moody’s Analytics

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OUR DIVERSIFICATION STRATEGY

Expanding Our Market

Opportunities

Accelerating Our

Underlying Growth

Population Served1 (mm) Total Market Deposits2 ($bn)

Population Growth3 Household Income Growth4

Source: SNL Financial, Claritus, U.S. Census, FDICNote: Analysis excludes New York MSA1 2018 estimate2 Total deposits in respective MSA groupings based on FDIC as of June 30, 2017; Pro Forma3 Median population growth estimate between 2018-2023 for the MSA grouping4 Median household growth estimates, between 2018-2023 for the MSA grouping

5.9

43.0

138

1,441

3.0%

6.6% U.S. Avg.:

3.5%6.6%

10.3% U.S. Avg.: 8.9%

Historical Markets Growth Markets

>7x vs Historical Markets

>10x vs Historical Markets

>3.5% vs Historical Markets

>3.5% vs Historical Markets

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• Market-Centric Approach Allows Us To Remain Close To The Client

• Closely Aligning Private Bankers And Mortgage Bankers With Wealth Partners For Seamless Client Experience

• Adding New Verticals To Expand Client Base And Leverage Talent

• Digital Enhancements: Improved Online Applications; Streamlined Communications And More Efficient Marketing

• Virtual Bank: Broadens Deposit Opportunities Through Efficient Digital Channel

FOCUSED ON OUR CLIENTS

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STRATEGIC GROWTH

Over The Last Five Years:

• Completed Seven Whole Bank Acquisitions Plus Memphis Branches

• Acquired $8.9 Billion In Loans, $9.2 Billion In Deposits, 95 Bank Branches, And Closed Or Consolidated 66 Bank Branches

• Efficiency Gains Were A Primary Focus In 2016-2017

• We Are The 42nd Largest Bank Holding Company In The U.S.

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LOANS AND DEPOSITS DIVERSIFICATION

• Geographically Diverse Across The Southeastern U.S.

• Serve Top Five Markets In The Region

• Florida Now Represents 39% Of Loans and 40% Of Deposits

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2017 TRANSACTIONS UPDATE - CONTINUED DISCIPLINE

Gibraltar Private Bank & TrustSabadell United Bank

• $5.7 Billion In Assets With 26 Branch Locations Across Southern Florida

• Transaction Closed On July 31, 2017

• Conversion Of Branch And Operating Systems Over Weekend Of October 13-15, 2017

• Pricing At Completion:

• Price/Tangible Book Value of 1.80x

• Core Deposit Premium of 11%

• Run-Rate Cost Savings Fully Achieved During First Quarter Of 2018

• $1.6 Billion In Assets With Seven Branch Locations Across Florida And One In New York

• Transaction Closed On March 23, 2018

• Conversion Of Branch And Operating Systems Over Weekend Of March 23-25, 2018

• Pricing At Completion:

• Price/Tangible Book Value of 1.50x

• Core Deposit Premium of 7.7%

• Run-Rate Cost Savings Expected To Be Fully Achieved By End Of Third Quarter Of 2018

(1) Comparable transactions include nationwide transactions in 2017 with target total assets greater than $2.5 bn

Source: SNL Financial(2) Comparable transactions include nationwide transactions in 2017 with target total assets between $1.0 and $2.5 bn

Pricing at Completion (1) Pricing at Completion (2)

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F I N AN C I A L S

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2017 FINANCIAL RESULTS

Size

Strength

Financials

Distribution

People

2017 2016 $ %

Total Assets ($ Billions) $27.9 $21.7 $6.2 29%

Market Cap. ($ Billions) $4.2 $3.6 $0.6 16%

Shareholders' Equity ($ Billions) $3.7 $2.9 $0.8 26%

Cash Equiv. & Securities ($ Billions) $5.4 $4.9 $0.5 11%

Total Revenues ($ Billions) $1.0 $0.9 $0.1 15%

GAAP Net Income To Common ($ Millions) $132 $177 -$44.8 -25%

Core Net Income To Common ($ Millions) $230 $184 $46.2 25%

Core Earnings/FTEs ($ Thousands) $65 $59 $5.4 9%

Total Locations 320 300 20 7%

Bank Branches 216 200 16 8%

Associates (FTE) 3,552 3,100 452 15%

Advisory Board Members 233 218 15 7%

Change

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LOANS

LOANS AND DEPOSITS

DEPOSITS

Loan CAGR: 19%

Total Deposits CAGR: 15%

Non-Interest Bearing Deposit CAGR: 26%

Compound Annual Growth Rates between YE 2012 and YE 2017

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CORE AND REPORTED EARNINGS PER SHARE

• GAAP Earnings Per Share Of $2.59

• Core Earnings Per Share Of $4.47

• Significant Non-Core Items Include:

• Conversion and Merger Charges Related To Sabadell Acquisition

• Provision Increase Due To Hurricanes Harvey And Irma

• HUD Lawsuit Settlement

• Deferred Tax Asset Revaluation Due To Enactment Of Tax Cuts And Jobs Act

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FINANCIAL METRICS

• Focused On Improving Operating Efficiencies

• Core Tangible Efficiency Ratio Of 58% Exceeds Our Stated Goal For 2017

• Continue To Grow Revenues While Containing And Reducing Marginal Costs

• 2017 Core Revenues Increased $139 Million While Operating Expenses Increased Only $66 Million

• Well Capitalized For The Future - CET1 Ratio at Year-End 2017 Equal To 10.57%

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ASSET QUALITY

Credit Culture Continues to Be A Strength Of The Company:

• Asset Quality Remains Strong And Stable

• Energy-Related Loans Have Been Resolved Or Worked Through Credit Process

• No Significant Concerns/Losses Realized From 2017 Hurricanes Harvey And Irma

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2 0 2 0 S T R AT E G I C G O AL S

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2020 STRATEGIC GOALS - Sustainable, Profitable Growth

>1.30% Core ROAA (%)

>15%

<55%

Primary Plan

Core ROATCE (%)

Core Tangible

Efficiency Ratio (%)

>10% Core EPS Growth (%)

Operating Leverage

Non-Interest Income

Net Interest Margin

Client Growth

Credit And Capital

1 Excludes impact of accounting changes

The Company’s guidance is subject to risks, uncertainties, and assumptions which could, individually or in aggregate, cause actual results or financial condition to differ materially from those anticipated above. Reference is made to “Caution About Forward-Looking Statements” in this powerpoint which also applies to this guidance.

Target financial goals for 20201

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1Q18

$29.5

FY 2013

$13.4

Total Assets ($bn)

Total Loans ($bn)

Total Deposits ($bn)

0.71%1.13%

1Q18FY 2013

>1.30%

2020 Goal

Core ROAA (%)

1Q18

13.83%

FY 2013

8.69%

2020 Goal

>15.00%

Core ROTCE (%)

1Q18

58.80%

FY 2013

74.58%

2020 Goal

<55.00%

Core Tangible Efficiency Ratio (%)

1Q18

$21.7

FY 2013

$9.5

1Q18

$23.0

FY 2013

$10.7

• Continued Expansion In

Growth Markets

• Focus On Cross-Sales And

Deepening Client

Relationships

• Leverage New Verticals

• Digitalization Of Client

Service And Back Office

Processes

• Expense Management And

Alignment Of Resources

With Opportunities

2020 STRATEGIC GOALS - Sustainable, Profitable Growth

Key drivers

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LOOKING AHEAD

We Are Focused On:

• Achieving 2020 Goals

• Earnings Growth

• Efficiency

• Profitability

• Leveraging Client Opportunities In Growth Markets

• Expanding Product Offerings And New Verticals

• Delivering Superior Shareholder Returns

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“ T H E R E A R E N O S H O R T C U T S

T O T R U E E X C E L L E N C E . ”

- Angela Duckworth