0

MAXIMIZING RETURNS ANDCREATING VALUE

2014 INVESTOR DAY OCTOBER 28, 2014

hilal.kenarSticky Note

Cautionary Statement A number of statements in our presentations, the accompanying slides and the responses to your questions are “forward-looking statements.” These statements relate to, among other things, The Bank of New York Mellon Corporation’s (the “Corporation”) expectations regarding: our priorities; expense management; positioning for earnings growth; investments in organic and revenue growth opportunities and optimizing business mix; impact and upside of normalized conditions; run-rate savings of continuous process

improvement; consolidation of operating platforms; return on technology spend; operating leverage; returns on tangible capital; financial priorities; expanding margins; ability and

estimated time to meet liquidity coverage ratio (“LCR”) and other liquidity and capital standards and regulatory requirements; anticipated tactical, deposit base and balance sheet actions in current and normalized environments; changes in the composition and yield of investment securities in connection with the LCR; target, projected and estimated (in

current and normalized environments) capital ratios, LCR and leverage ratios, net interest margin, return on common equity, return on tangible common equity, deposit levels and

run-off, EPS and revenue growth; capital plans and position, including target total payout ratio, dividends and share repurchases; possible actions to meet the supplementary

leverage ratio requirement and estimated impact to ratio; normalized environment outlook; financial goals in the current environment and normalized environment on an operating

basis; strategic priorities and key initiatives in investment management and margin impact; investment management financial goals in a flat and rising rate environment;

positioning of markets group for outperformance; markets group strategic priorities and impact on growth, profitability and return on capital; estimated revenue contribution by

business line of markets group; markets group revenue growth and operating margin; investment services strategic priorities and transformation process and impact on operating

margins and earnings growth; strategic platform investments and margin impact; investment services fee growth; investment services financial goals in a flat rate and rising rate

environment; strategic priorities in technology; estimated indexed storage demand, demand for computing, infrastructure cost, headcount, application development unit and total

cost and strategic investment as a percentage of portfolio; technology infrastructure and monetizing technology capabilities; and statements regarding the Corporation's

aspirations, as well as the Corporation’s overall plans, strategies, goals, objectives, expectations, estimates, intentions, targets, opportunities and initiatives. These forward-looking statements are based on assumptions that involve risks and uncertainties and that are subject to change based on various important factors (some of which are beyond the

Corporation’s control).

Actual results may differ materially from those expressed or implied as a result of the factors described under “Forward Looking Statements” and “Risk Factors” in the Corporation’s Annual Report on Form 10-K for the year ended December 31, 2013 (the “2013 Annual Report”), and in other filings of the Corporation with the Securities and Exchange Commission (the “SEC”). Such forward looking statements speak only as of October 28, 2014, and the Corporation undertakes no obligation to update any forward looking statement to reflect events or circumstances after that date or to reflect the occurrence of unanticipated events. For additional information regarding the Corporation,

please refer to the Corporation's SEC filings available at www.bnymellon.com/investorrelations.

Non-GAAP Measures: In this presentation we may discuss some non-GAAP adjusted measures in detailing the Corporation’s performance. We believe these measures are useful to the investment community in analyzing the financial results and trends of ongoing operations. We believe they facilitate comparisons with prior periods and reflect the

principal basis on which our management monitors financial performance. Additional disclosures relating to non-GAAP adjusted measures are contained in the Corporation’s reports filed with the SEC, including the 2013 Annual Report, our Quarterly Report on Form 10-Q for the quarter ended June 30, 2014 and the Corporation’s Earnings Release for the quarter ended September 30, 2014, included as an exhibit to our Current Report on From 8-K filed on October 17, 2014, available at www.bnymellon.com/investorrelations.

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Agenda I. Overview – Gerald Hassell

II. Investment Management – Curtis Arledge

III. Markets Group – Kurt Woetzel

IV. Investment Services – Brian Shea

V. Client Technology Solutions – Suresh Kumar

VI. Liquidity, Capital and Financial Outlook – Todd Gibbons

VII. Q&A – Gerald Hassell

i. Appendix

2

Overview Gerald Hassell

Chief Executive Officer

Investments Company for the World – Driven by Twin Engines of Growth

4

Taking aggressive steps to address challenges

Starting to show results

Priorities

• Delivering value-added solutions to our clients

• Generating excess capital and deploying it effectively

• Improving financial performance

– Increasing revenue growth rate in all environments

– Delivering strong expense control and operating leverage

– Optimizing business mix

High-value, lower-risk Investments Company

Maximizing Returns and Creating Value

5

Investments Company for the World

Twin Engines of Growth

− Investment Services − Investment Management

- Largest investment services provider

- Leading market positions in every se rvicing business

- Leading global custodian with $28.3T in AUC/A

- $1.65T in AUM – sixth largest global asset manager; one of three largest asset managers owned by the eight U.S. G-SIB peers

Revenue - Fee revenue – 83% of total revenue

- Growth with minimal credit risk or need for incremental capital

Expense - Staffing, real estate footprint, technology, procurement and corporate services

Capital

- Estimated fully phased-in Basel III Common Equity Tier 1 Ratio of 10%1

- Credit ratings ranked among highest in G-SIB peer group

- 2013 total payout ratio of 83% – top quartile versus CCA R Banks

Earnings

- Investing in organic growth

- Aggressively managing costs

- Poised to benefit as markets return to normalized conditions

1 Fully phased-in Advanced Approach at September 30, 2014. This represents a non-GAAP measure. See Appendix for reconciliation. Additional disclosure regarding non-GAAP.

measures is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

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Expertise Across the Investment Lifecycle

Who We Are

Investment Management

Revenue: ~$4.1B

Pre-tax Income: ~$1.1B

Investment Services

Revenue: ~$10.0B

Pre-tax Income: ~$2.8B

We deliver expertise at each stage of the investment lifecycle

Assets

Create Clear & Settle Distribute Hold Trade Manage Restructure Service

NOTE: Financials for Investment Management and Investment Services reflect last twelve months through 9/30/14 and exclude amortization of intangible assets. Revenue and pretax income are

non-GAAP measures. See Appendix for a reconciliation.

7

Expertise Across the Investment Lifecycle

Who We Serve

Institutions Investors Corporations

80% of Fortune 500

Companies

75 Central Banks, whose

assets make up over

90% of global central

bank reserves

66% of the Top 1,000

Pension and Employee

Benefit Funds

76% of the Top 100

Endowments

50% of the Top 200

Life/Health Insurance

Companies

50% of the Top 50

Universities

NOTE: See additional disclosures in Appendix.

8

Leveraging Investment Management + Investment Services Combination

Investment Management +

Investment Services

Realizing Opportunities

Leveraging broad

and deep client

relationships

Utilizing cross-platform

capabilities

Balance sheet – seed capital for our funds;

providing trust, safety

and strength

Capitalizing on intellectual

assets – deep insight into the changing needs of

asset owners and fiduciaries

9

Benchmarking Our Historical Performance

1 Total Revenue

2011 Investor Day Targets

3 – 5%

2011-2013

CAGR

2%

2 Fee Revenue 3 – 5% 2%

Net Interest

Revenue 1 – 3% –

3 Expense 2 – 3% 4%

Return on Equity 10% 4

8.3%

Factors

- Higher equity markets

-

-

-

Higher money market fee waivers

Lower Issuer Services

Lower volatility

- Lower rates, partially offset by higher

deposits

-

-

Revenue mix

Increased regulatory costs

-

-

-

Lower earnings

Increased capital requirements

Tangible capital, +25% 2013 vs. 2011

NOTE: With the exception of Net Interest Revenue, measures are non-GAAP. See Appendix for reconciliations. 1 Total revenue adjusted for sale of Shareowner Services business, the gain and loss related to an equity investment and net income attributable to noncontrolling interest related to consolidated

investment management funds. 2 Fee revenue adjusted for sale of Shareowner Services business, the gain and loss related to an equity investment. 3 Expenses adjusted for sale of Shareowner Services business, amortization of intangible assets, M&I, litigation and restructuring charges and the charge (recovery) related to investment

management funds, net of incentives. 4 Represents Return on Equity for 2013.

10

Strong Capital Generation

$B Capital Generation (cumulative: 2011 – 9/30/14)

$3.2

$7.1

$9.9

$13.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

2011 2012 2013 9/30/14

11

Strong Capital Return

28% 38% 24% 19% 19% 34% 25% 18% 31% 29% 28% 26% 23% 26% 32%

61%

49%

61%

63% 63%

46%

50%

55%

38% 40% 34%

24%

87% 84%

82% 81% 80% 75%

73% 69% 68%

62%

50% 49% 48%

32%

3%

BK NTRS STT AXP DFS WFC KEY COF USB FITB PNC STI RF JPM BBT MS GS C BAC

Shareholder Return of Capital Under 2014 CCAR Plans

2014 CCAR Plan Total Payout1

26% 22%

2014 Dividend Payout 2014 Share Repurchase

89%

15% 14%

15% 14%

3%

1 Information regarding our peers’ payout ratios is derived from their public filings; Net Income is based on IBES estimates as of 3/26/14.

12

Driving Efficiency and Creating Value

Continuous Process

Improvement

Realigned organization in June 2014

Rationalizing staffing to drive operating and cost efficiency

- Greater than $100MM expected in annual run-rate savings by 2015

Reducing real estate footprint – sale of One Wall Street results in a reduction of 750,000 square feet

Consolidating operating platforms

Increasing return on technology spend

Focusing on discretionary expenses

Optimizing business mix:

- Sold or exited several non-strategic or lower margin businesses

- Conducted extensive review of possible Corporate Trust divestiture

- Sold 20% equity investment in Wing Hang Bank

- Investing in new growth opportunities

13

Substantial Changes to Our Management Team

CEO

Chief

Financial Officer

Chief Human

Resources Officer

Apr. 2014

Chairman – EMEA

CEO – Inv Mgmt CEO – Inv Services Jun. 2014

Chief Information

Officer

Apr. 2012

General Counsel

Apr. 2014

Chairman – APAC

President

Dec. 2012

President – Inv Mgmt

Chief of Staff

Nov. 2011

Chief Risk Officer

Nov. 2014

President – Markets Jun. 2014

Head – Client Service Delivery

Sep. 2014

New to BNY Mellon

New in Role

14

Investing in Revenue Growth Opportunities

Leveraging

Investment Services Scale

Global Collateral

Services

Electronic

Trading Platforms

Investment Management

Distribution

Separately Managed

Accounts Platform

APAC

Strategy

15

̶

̶

̶

̶

̶

Improving Financial Performance – Continued Fee Growth

Fee Growth

Investment

Management

Investment

Services

$MM

LTM LTM LTM LTM 9/30/13 9/30/14 9/30/13 9/30/14

+3%

$3,344 $3,511

$6,726 $6,920

$0

$2,000

$4,000

$6,000

$8,000

+5%

Investment Management

AUM, +7%

$23B of net long-term AUM inflows

Early impact of gr owth initiatives

Higher market values

Investment Services

Higher core Asset Servicing, Clearing Services

and Treasury Services fees:

Continued new AUC/A wins

Growth in Global Collateral Services

Increase in long-term mutual fund assets and

clearing accounts

Higher payment volumes

NOTE: AUM growth 9/30/14 vs. 9/30/13; AUM inflows aggregates net long-term flows over the last twelve months (LTM) through 9/30/14.

16

Improving Financial Performance – Continued Expense Control

$9,000

$10,000

$11,000

$12,000

$MM Noninterest Expense

$8,000

$10,772 $10,787

Flat

LTM - 9/30/13 LTM - 9/30/14

- Rationalizing staffing levels

- Lower pension expense

- Simplifying and automating global processes

- Insourcing application development

- Leveraging common architecture

- Consolidating offices and reducing real estate

portfolio

- Controlling discretionary expenses

- Ongoing pressure from regulatory costs

NOTE: Total noninterest expense is non-GAAP and excludes amortization of intangible assets, M&I, litigation and restructuring charges and the charge (recovery) related to investment

management funds, net of incentives. See Appendix for reconciliations. Additional disclosure regarding non-GAAP measures is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

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Improving Financial Performance – Operating Margin Expansion

Operating Margin1

25.7% 26.4%

15%

19%

23%

27%

31%

+78 bps

LTM - 9/30/13 LTM - 9/30/14

1 Represents a non-GAAP measure. See Appendix for reconciliation. Additional disclosure regarding non-GAAP measures is available in the Corporation’s reports filed with the SEC,

available at www.bnymellon.com/investorrelations.

18

BNYMellon

BNYMellon

Generating Strong Shareholder Returns

YTD – 9/30/2014

12%

BNY

Mellon

2013 Total Shareholder

Return

BNY

39%

Mellon

BNY

Mellon

42%

39%

36%

32%

Trust Proxy S&P 500 G-SIB Peers Peer Peer

Average Median Group

2012 Total Shareholder

Return

32%

16%

28%

S&P 500 G-SIB Peer

Group

BNY

Mellon

27% 25%

Average Median

8% 7% 6%

1%

Trust Proxy S&P 500 G-SIB Trust ProxyPeers PeerPeers Peer Peer

Average Median Group

NOTE: G-SIB Peer Group includes: HSBC, JPM, BARC, BNP, C, DBK, BAC, CSGN, GS, ACA, MTU, MS, RBS, UBS, Bank of China, BBVA, ICBC, MFG, NDA,

SAN, GLE, STAN, STT, SMFG, UCG, WFC. Proxy Peers include: BLK, SCHW, BEN, JPM, MS, NTRS, PNC, PRU, STT, USB, WFC.

19

Summary

Creating solutions and value for our clients

Delivering operating leverage

Generating strong returns on tangible capital, enabling

- Investment in our businesses

- Dividend increases

- Share repurchases

Flat Normalized

EPS Growth 7 – 9 % 12 – 15 %

NOTE: Normalized environment represents current market consensus on rates, Flat environment assumes no rate increase from present.

20

Investment Management Curtis Arledge Chief Executive Officer

We are the world’s largest multi-boutique

investment manager…

…with the clear advantage of being

connected to the world’s largest

investments company.

22

We are the World’s Largest Multi-Boutique Investment Manager

Our unique business model – and how we execute – maximizes the power of both focus and scale

We have delivered strong financial results and positioned our business for continued

robust and durable growth

We have four priorities

1. Investment excellence

2. Client success

3. Cutting-edge infrastructure at scale

4. Harnessing the power of BNY Mellon

Continued successful execution will drive shareholder wealth

23

Strong Financial Results

Pretax Income ($MM)1,3

1,160

+30%

895

2011 2014

Net Margin2,3

34%

+205 bps

32%

2011 2014

1 2014 figures refer to trailing 12 months for the period ending Q3 2014; 2011 figures refer to calendar year 2011.

2 Net margin represents pretax margin adjusted to exclude amortization expense with revenue net of distribution expense.

3 This is a non-GAAP measure. See Appendix for a reconciliation. Additional disclosure regarding this measure and other non-GAAP measures is available in the corporation’s reports filed with the

SEC available at www.bnymellon.com/investorrelations.

24

Competitive Margins with Upside from Key Initiatives

2013 Pretax Margin1

49%

21% 24% 24% 30%

32% 32%

34% 35% 36% 37%

41% 42%

GSAM AB LM JPM SSGA JNS BK AMG IVZ BEN BLK EV TROW

Pretax Margin Fee Waiver Adjustment

2013 Peer Average Pretax Margin: 34%

Projected Margin Impact of Initiatives2

3.0%

0%

(1%)

(2%)

(1%)

0%

1%

2%

1.0%

(1.0%)

(3.0%)

'12 '13 '14 '15 '16 '17 '18

1 Pretax margins adjusted to exclude amortization expense with revenues net of distribution expense and non-recurring items where applicable and available. Fee Waiver adjustment taken from

company filings where disclosed. Peer Average Pretax margin excludes BNY Mellon. Derived from company filings through year-end 2013 and may not be comparable to BNY Mellon’s calculation.

2 Impact on margins from historical and current initiatives. Note: Figures on this page are non-GAAP numbers. Additional disclosure regarding these measures and other non-GAAP adjusted measures

is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

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Margins and Profit Growth Strong Relative to Business Mix and Volatility

2013 AUM Mix vs. Pretax Margin1,2

Pre

tax M

arg

in %

60%

T. Rowe Price

50%

BlackRock Eaton Vance

40%

30%

20% GSAM

10% Bubble Size:

2011-2013 % Pretax Growth

0%

0% 20% 40% 60% 80% 100%

Invesco AMG

JPM

State Street Legg Mason

Janus

Franklin BNY Mellon

AllianceBernstein

Equity & 50% Multi-Asset (MA) as % of AUM

Manager

Ratio of

Pretax Growth /

Equity AUM Mix

2011-2013

% Pretax Growth2

AllianceBernstein 1.16 46

JPM 0.93 31

BNY Mellon 0.79 26

State Street 0.68 42

GSAM 0.57 11

AMG 0.49 31

T. Rowe Price 0.43 33

Legg Mason

Franklin

0.33

0.32

9

16

BlackRock 0.31 18

Eaton Vance 0.11 7

Invesco 0.05 2

Janus 0.00 0

1 Adjusted to exclude money market fee waivers for BNY Mellon and all peers, where applicable and disclosed.

2 Figures on this page are non-GAAP numbers. Please see Appendix for reconciliation. Additional disclosure regarding these measures and other non-GAAP adjusted measures is available in

the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

26

Basic Components of Typical Investment Management Businesses

Investments

Infrastructure

27

Client Coverage

Global

How We Get the Best of Both Focus and Scale

IM Infrastructure

Boutique Direct

Institutional

Central Distribution

Intermediary

Wealth Management

Retirement

Partnered SalesGlobal

Partnered Sales

Fixed

Income

Multi-

Strategy Equities Specialists Cash

STANDISH

Investment Services Solutions

28

Market-Leading, Diversified Asset Management Business

Sixth Largest Asset Manager in the World1

Rank Manager AUM ($B)

1 BlackRock $4,324

2 Vanguard Group $2,753

3 State Street Global Advisors $2,345

4 Fidelity Investments $2,160

5 J.P. Morgan Asset Management $1,598

7 PIMCO $1,535

8 Capital Group $1,339

9 Deutsche Asset & Wealth Mgmt $1,289

10 Prudential Financial $1,107

11 Amundi $1,072

12 Goldman Sachs $1,042

13 Northern Trust Asset Mgmt $884

14 Franklin Templeton $879

6 BNY Mellon $1,583

15 Wellington $834

Up from

11th in 2011

Highly Diversified Business

$177

$90

$221

$65

$455

$293

$345 21%

18%

28%

4%

13%

5%

11%

Active Equity (U.S.)

Active Fixed Income

Alternatives

Liability-Driven investments

Cash

Index

Active Equity (Int’l.)

4% 5%

9%

13%

20%

18%

31%

Assets Under Management2 ($B) Q3 2014 Annualized Fee (9/30/2014) Revenue (Non-GAAP)3

1 Pensions and Investments as of December 31, 2013.

2 LDI includes Overlay.

3 Fee Revenue reflects annualized net recurring revenue based on annualizing Q3 2014 Investment management fees and distribution fees, net of distribution expense. Additional disclosure

regarding this measure and other non-GAAP adjusted measures is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

29

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Proactively Cultivating Our Portfolio of Investment Firms

Picking Winning Companies

IRR of Most Recent Large Acquisitions¹

27%

19%

50%

38%

Reshaping the Portfolio

Restructurings

Standish Standish High High YYielield d Alcentra

ParePareto to Insight

CIS CIS ShShort ort DuratiDuration on Standish

CIS CIS IndexIndex Mellon Capital

MerMeriteiten n StructStructured ured Credit Credit Alcentra

Divestitures / Exits

Newton Newton PrivaPrivatete ClieClient nt

Ankura Ankura

WWesesteternrn2

BlacBlackfkfriariars rs

1 Represents estimated internal rate of return of large acquisitions (>$100MM) from acquisition through December 31, 2013.

2 Subject to regulatory approval.

30

Investment Performance

From Conventional Analysis to a Scientific, Client-Objectives Driven Perspective

5 Year Investment Performance % AUM Ahead of Benchmark / Peers

100% 84% 85%

80%

60%

40%

20%

0%

74%

49%

Active Equity Total Active Fixed Multi-Asset / Income Alternative

Active Equity Investment Performance¹ % AUM Ahead of Peers

100%

82% 80%

67% 60%

40%

20%

0%

Sharpe Ratio Downside Outperformance

1 Analysis limited to large funds where peer data is readily available.

31

Aligning Our Portfolio with Industry Trends and Client Needs

D

Regulatory restrictions on bank lending and portfolio activities

Expanded need for yield

irect Lendinwith less vo latility tha g n equities

Opportunistic

Fixed Income

Shift to fixed income driven by demographics and reduced risk tolerance

Fixed income returns with reduced exposure to interest rate risk

BNY Mellon

Alternatives Diversifier

Long/Short

Improved access to alternatives

Return with reduced exposure to market volatility

Smart Beta

Rapid growth in passive investing

Enhanced passive investment solutions

Global Farmland

Pension de-risking

Stable, higher yielding assets with inflation protection

Emerging Market

Private Equity

Growth in emerging economies

Diversification of global portfolio

32

Aligning Our Portfolio with Industry Trends and Client Needs

Direct Lending

Opportunistic

Fixed Income

BNY Mellon

Alternatives Diversifier

Long/Short

Smart Beta

Global Farmland

Emerging Market

Private Equity

33

Distribution Reach: Transforming and Expanding

Actions

Re-engineered entire central distribution organization

- Integrated sales, marketing and product development

- Organized by region with sales further organized by

channel

Upgrading and adding distribution talent

- New Global Heads for Distribution, Marketing, and

Product

- New Regional Heads for Retail, Institutional, and

Retirement

- Bolstered sales teams

Balanced Distribution

Core Fee Revenue Q2 2014 by Channel1,2

51%

100%

49%

Boutique- Central Total Direct Distribution

1 Data shown is Q2 2014 without Wealth Management and cash / money market funds. Revenue is Q2 2014 annualized management fee and distribution / 12-b revenue, net of annualized

distribution expense. Revenue also includes Performance Fees and other revenue on an earned four quarter rolling basis.

2 This is a non-GAAP measure. See Appendix for a reconciliation. Additional disclosure regarding this measure and other non-GAAP measures is available in the corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

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Deep Client Base and Diverse Regional Exposure

Sovereign Wealth Fund Managers1

Rank Manager

1 State Street AUM ($B)

$274 2 BNY Mellon $103

3 BlackRock $94

4

5

Legg Mason

Northern Trust

$90

$77

6 Goldman Sachs $47

7

8

J.P . Morgan Asset Mgmt

PIMCO

$42

$31

9 HSBC $28

10 Legal & General $27

• #1 provider of Liability-Driven Investment Strategies

• #5 U.S Defined Benefit Manager¹

• #7 Insurance Manager (Unaffiliated)¹

• #7 U.S. Endowments & Foundations Manager

UK Retail Fund Operators²

Rank Manager

1

2

Invesco Perpetual

M&G Securities

AUM (£B)

£46

£43

3 Threadneedle £29

4 BNY Mellon £29

5 Schroders £26

6

7

8

Jupiter

Fidelity

Henderson

£24

£23

£21

9

10

Legal & General

St. James’s Place £19

£18

• #9 U.S. Defined Contribution Investment Only (DCIO) Manager1

• #3 European Alternatives UCITS Manager3

• #1 Foreign Offshore Manager in Japan

1

1

4

Diversified Client Base

Client Segments and Regions

Retail Clients 19%

Institutional Clients 81%

Segment AUM5,6

APAC 7%

EMEA 43%

Americas 50%

Region AUM6,7

1 Pensions and Investments as of December 31, 2013. 2 Investment Management Association as of December 31,2013. 3 MondoAlternative as of Q2 2014. 4 Japan Securities Dealer Association.

5 Retail AUM includes Wealth Management; Institutional AUM includes institutional investments in Mutual Funds. 6 Data as of Q3 2014. 7 Region refers to client domicile.

35

Industry Leading Flows

Industry Leading Flows

LT Asset Flows: Q1 2011 - Q2 2014 ($B)¹

JPM

BK

Allianz

BLK

AMG

SSGA

GS BEN IVZ

TROW

EV

FII

JNS

LM AB

(100) (50) - 50 100 150 200 250 300

Flows Across a Variety of Asset Classes

LT Asset Flows: Q1 2011 - Q2 2014 ($B)2

26 8

144

64 242

LDI Index Active Alternative Total

Clarifying the Impact of Success in LDI and Index

All Long-Term Ex. LDI / Index

Total Growth Assets

(Flow + Market)

2011 2Q 2014 2Q 2014

Mgmt Fee Revenue (MM)³ 2,454 2,891 +156 2,735

Avg. AUM (B)4 904 1,303 993

Revenue / AUM (bps) 27.2 22.2 27.5

1 Derived from company filings through 2Q 2014 and may not be comparable to BNY Mellon’s calculation. 2 LDI includes currency and overlay flows. 3 Reflects management fees and distribution fees, net of distribution expense. 4 Average AUM reflects the average of reported quarter-end AUM.

36

Accelerating Our Connection to Clients With Our Leading Wealth Management Business

Industry Leader

US Rank1

Manager

Client

Assets

($B)

1 Bank of America Global Wealth/ IM $1,082

2 Morgan Stanley Wealth Management $937

3 J.P. Morgan $625

4 Wells Fargo $495

5 UBS Wealth Management $403

6 Goldman Sachs $235

7 BNY Mellon Wealth Management $201

8 Fidelity $187

9 Northern Trust $186

10 Charles Schwab $175

Deep Client Relationships

• 97% retention rate

• 93% more than satisfied

• 94% would refer others

Average Relationship Size ($MM)

$10.5

$5.5

2BNY Mellon Industry

1 Barron’s 2014 list of Top U.S. Wealth Managers, Ranked by U.S. assets in relationships of more than $5 million.

2 Cerulli Quantitative Update, High-Net-Worth and Ultra-high-net-worth Markets, 2013.

37

Wealth Management Expanding Sales Force in Key Markets

Presence in Top 25 Markets

$2MM Income-Producing

Households¹

Sales coverage strong presence

Expansion goal

1 Nielsen 2012; Market size based on number of high net worth households ($2MM+ income-producing assets).

38

Wealth Management Leveraging the Strengths of BNY Mellon

Asset Management

Bringing institutional quality capabilities to Wealth

clients through our investment boutiques

Launched new insurance product

leveraging Dreyfus

Capital Markets

Significant provider of foreign exchange,

derivative strategies and liquidity management

solutions

Investments

Wealth & Estate Planning

Private Banking

Family Office

Trust & Custody

Planned Giving

Asset Servicing

Global custody platform serving clients

domestically and internationally

Corporate Cross Referrals

Demonstrated success developing qualified

leads with other businesses

Pershing

Utilizing platform for self-directed capabilities

Lending to end-clients of Pershing financial

advisor clients

Created industry’s only combined banking

+ brokerage solution

39

Leveraging the Competitive Advantage of Being Part of BNY Mellon

Client Relationships

Deep client and counterparty relationships with the world’s most sophisticated asset owners, intermediaries, and

fiduciaries delivers:

- Enterprise wide relationships

- Extensive access to investment

decision makers

Drives

revenue

Cross-Platform Capabilities

Connection to Asset Servicing and Pershing delivers:

- Infrastructure scale benefits to Boutiques and Wealth

Management

- Platform innovations to reach new

clients globally e.g., APAC SMA

- Distribution channel access to RIAs

Boosts

efficiency and

growth

Balance Sheet

Large balance sheet and strong capital position delivers:

- Seed Capital for our funds

- Perception of trust, stability

and strength

Intellectual Capital

Being part of The Investments Company for the World

delivers:

- Unmatched view of changing market structure

- Deep insight into the evolving needs

of asset owners and intermediariesMakes us a

smarter

investment

manager

40

Fosters

innovation

Raising Our Visibility as The Investments Company for the World

Official Investments Company of the

San Francisco 49ers

41

Summary

• Delivered strong financial results and positioned for continued success

• Proactively managing our diverse portfolio of investment capabilities

• Investing in deepening connections to our exceptional client base

• Gaining efficiency and insight from our infrastructure at scale

• Leveraging the clear advantages of being the investors within The Investments Company for the World

42

Investment Management Financial Goals (2015-2017)

Flat Normalized

Revenue 5 – 7 % 8 – 10 %

Pretax Income 8 – 10 % 12 – 14 %

43

Markets Group Kurt Woetzel

President

Most comprehensive provider

of securities financing and collateral

management solutions

45

Optimizing our business mix

• Focus on scale, margins and return on capital

• Direct investments in electronic platforms and capital-efficient solutions

Priorities

• Aligning with Investment Services client base

• Extending client relationships

• Providing capital and liquidity solutions

• Eliminating redundant activities

• Revenue growth of 8 to 10% with operating margin of 40+%

Accelerating growth, profitability and returns on capital

46

The Markets Group at a Glance Delivering integrated solutions, enhancing client performance

What We Offer

Securities Finance

Lend securities, finance collateral, provide liquidity and

transform assets

Collateral Management

Segregate and optimize collateral, manage initial and

variation margin, liquidity services

Foreign Exchange

Currency trading as principal, including spot, swap,

forward, non-deliverable forward products, as well as

currency administration and payments services

Capital Markets Fixed income and equity execution, underwriting and

secondary trading

2014 Est. Revenue Contribution

Collateral

Management

26%

Capital

Markets

12%

Foreign

Exchange

42%

Securities

Finance

20%

Total Revenue of $1.3B

47

Scale and Experience

21% CAGR

1,000

267

434

681

280

610

2Q12 2Q14

8

2% CAGR

19% CAGR

38% CAGR

Market Metrics ($B)

14

Term Securities Lending Collateral Gross FX Trading Financing assets on loan Balances Volumes

Our Focus

- 80 of the top 100 alternative managers

- 12 of the top 15 financial market infrastructure providers

- 15 of G-20 Sovereign Funds

Ranking & Awards1

Global Investor/ISF: First Place Collateral Management Fixed Income Lender

Global Custodian: Roll of Honor Securities Lending Collateral Optimization

Global Finance: Best Forecast Best FX Research World’s Best FX Providers

1 See Appendix for additional details regarding these rankings.

48

We are Connected to Investment Services Driving recurring revenue streams

Asset &

Alternative

Managers

Asset

Owners

Banks /

Broker-Dealers

& Advisors

Corporates /

Issuers Insurance

Collateral

Management

Derivatives Margin

Management

Collateral

Management

Segregation

Liquidity Services

Foreign

Exchange

& Capital

Markets

FX Negotiated

Sales

FX Services

Capital Markets

Securities

Finance

Securities Lending

Collateral

Financing

NOTE: Asset Owners includes pensions, endowments, foundations and sovereigns.

49

Forces at Play Driving Changes in the Business Model & Creating Opportunities

Forces Implications BNY Mellon Opportunities

Regulation

Dodd-Frank /

EMIR

- Limits large counterparty exposure

- Demand for collateral transformation

- Increases collateral needs for cleared &

un-cleared trades

- Requires central clearing of OTC securities

- Introduces CCPs as asset gatherers

- Segregating client assets

- Promoting collateral efficiency

- Providing another highly-rated counterparty

- Expanding services to market utilities

Basel III - Creates capital constraints for dealers - Encouraging use of bank-prime model

- Providing balance sheet efficient products

Volcker Rule - Restricts U.S. banks from making proprietary

investments that do not benefit clients - Moving clients into bank financing model

Transparency

in Execution

Transparency

/MiFID

- Spread compression

- Limits the provisioning of liquidity

- Post-trade pricing analytics

- Electronic trading and broad inventory

of FX products

50

Client Example of Value Creation

Situation Alternative Manager client experienced rapid growth and outpaced original prime brokerage service offering

Collaboration and expertise enabled BNY Mellon to create a unique solution for this client

Incremental client use of services Leveraged

Capabilities

Markets Group

Asset Servicing

Prime Services

Capital Markets

Securities Finance

Collateral Management

Unique banking, brokerage and collateral capabilities

Client Benefits

Combined prime brokerage, banking and collateral capabilities to improve performance of the fund

Result &

Approach BNY Mellon Benefits Leverages scalable technology and unique operational capabilities to generate profitable growth

Enhanced performance for the alternative manager

51

Summary

Priorities

• Aligning with Investment Services client base

• Extending client relationships

• Providing capital and liquidity solutions

• Eliminating redundant activities

• Revenue growth of 8 to 10% with operating margin of 40+%

Enhance profitability and return on capital

52

Investment Services Brian Shea

Chief Executive Officer

We are the world’s largest

investment servicer,

connected to the world’s largest

investments company.

54

Improving client solutions, enhancing operating margins and

accelerating earnings growth

Priorities

• Extending our leadership positions in each business

• Leveraging entire BNY Mellon franchise to expand relationships

• Investing in strategic platforms for high-growth markets

• Increasing return on existing technology investment

• Complying with new regulatory requirements

• Delivering consistent profitable growth

Continuously improve productivity and reduce structural costs

55

Global Leadership in Investment Services

BNY Mellon Investment Services1

Asset Servicing

Leading global custodian

and alternatives administrator

Corporate Trust

#1 global service provider

U.S. Government Clearing

#1 (U.S.), growing globally

Depositary Receipts

#1 global provider

Clearing Services

#1 clearing firm

(U.S., U.K., Ireland and Australia)

Treasury Services

Top 5 in U.S.D. payments

Markets and Collateral Services

Client Service Delivery

Client Technology Solutions

Strategic Goals

- Highest value provider

- Industry service quality and

productivity leader

- Industry technology leadership

1 See Appendix for additional details regarding these rankings.

56

Diverse Revenue Streams Reduce Earnings Volatility Shifting Future Revenue Mix Toward Recurring Fees

Percentage of Revenue (2013) *

38% Recurring

Fees

36% Transactional

Fees

26% Interest or

Spread

Driven

Recurring Fees - Account-based

- Position-based

- Asset Levels

- Balance-based

- Technology-based

Transactional Fees - Market Volumes

- Volatility

Interest or Spread Driven - Interest Rates

- Capital / Liquidity

* Estimated.

57

Revenue Mix has Shifted

Issuer Services, FX, NII, Other Revenue

(4.1%) CAGR

49%

45%

2011 2013

Asset Servicing, Clearing and Treasury Services Fees

+3.3%

CAGR

55%

51%

2011 2013

NOTE: Represents percentages of total revenue for the Investment Services segment.

58

Actions Yielding Results

2011-2013 CAGR

1.5%

0.1%

Investment Services Total Fee and Other Revenue Noninterest

Expense

LTM 9/30/14

1.8%

1.5%

Investment Services Total Fee and Other Revenue Noninterest

Expense

2012 2013

Investment Services Fee to Expense Coverage Ratio

93% 93%

LTM 9/30/14

94%

NOTE: Coverage ratio excludes amortization of intangibles and litigation.

59

Delivering Client Solutions, Creating Growth Growth Opportunities and Strategies

Asset

Servicing

- Fund manager middle-office services

- Insurance accounting, middle-office services

- Alt. investment manager capabilities

- Risk aggregation, managed account solutions

- Eagle technology capabilities

Depositary

Receipts

- Tax reclaim services

- Emerging market growth

Clearing

Services

- Self-clearing broker-dealer

- RIA custody

- Prime brokerage and custody

- Multi-custodial technology capabilities

- Private banking solutions for intermediaries

Treasury

Services

- Enhanced global payment capabilities

- Global trade and supply chain finance

- Corp. treasury management solutions

Corporate

Trust

- Collateralized loan administration/servicing

- Reinsurance, collateral services for insurers

- U.S. Government entity technology solutions U.S. Gov’t

Clearing

- U.S. Government clearance

- U.S. Tri-party repo solutions

- Global collateral growth

- Collateral optimization technology

60

Diverse Client Base of Industry Leaders

Investment Managers

(Traditional/Alternative)

Asset Owners

Insurers

Banks, Broker-Dealers and Advisors

Corporate / Issuers

61

Prime brokerage and prime custody

Leveraging BNY Mellon Franchise to Serve Clients and Shareholders

Building Enterprise Client

Relationships

Highly overlapping client base

- Asset owners

- Asset managers

- Sovereign wealth funds

- Broker-dealer and advisors (retail

intermediary distribution strategy)

Over 75% of top 100 clients have

enterprise relationships

Leveraging Investment Management

and Investment Services

Asset owner platform access

- Money fund/cash management

- Mutual fund supermarket

- No-transaction-fee mutual funds

- Alternative investments

Private banking solutions

Bank and brokerage custody

Separately managed accounts

Core fund services

Cross-Investment Services

Solutions

Mutual fund sub-accounting

Clearance, settlement, cu stody

and treasury services

Custodial and brokerage

securities lending

Shared technology solutions

62

Strategic Platform Investments in High Growth Markets

Market Opportunity1

Global Private

Wealth

- $50T in global high net worth assets, growing at ~7%

- Scalable, global solutions

Fund Manager

Middle-Office

Services

- $2T AUM potentially in play for middle-office services

- Variable cost middle office operations and technology

Hedge Fund

Middle-Office

Services

- $2.5T in global alternative assets, growing at 6%

- Shift to alternatives

- Multi-asset class, full lifecycle solutions

Alternative

Investment

Services

- $3T in real estate and private equity assets,

expanding at 10%

- Highly complex servicing needs

Core Principles

Anchor clients

Scalable platform

solutions

Cross-business solutions

Shared economies of

scale for all clients

63

Strategic Platform Investments in High Growth Markets

Estimated Incremental Margin Contribution from

Strategic Platform Investments1

2015 2016 20172014

(1.1%) (1.3%)

(0.1%)

1.3%

Margin Impact

Global Private

Wealth

Fund Manager

Middle-Office

Services

Hedge Fund

Middle-Office

Services

Alternative

Investment

Services

Core Principles

Anchor clients

Scalable platform

solutions

Cross-business solutions

Shared economies of

scale for all clients

1 Incremental margin impact is estimated assuming flat rate environment.

64

Global Regulatory Change Impacts Costs and Creates Opportunity

Select U.S. Regulations:

- Comprehensive Capital Analysis and Review

- Stress Testing (CCAR/DFAST)

- Total Loss Absorbing Capacity

- Supplementary Leverage Ratio

- Liquidity Coverage Ratio

- Tri-Party Repo Reform

- Net Stable Funding Ratio

- Recovery and Resolution Plans

- FATCA

- Cost Basis Reporting

Select European Regulations:

- Alternative Investment Fund Managers Directive

- European Market Infrastructure Regulation

- Data Management Standards

- Securities Finance Reform

- Target2 Securities

- Markets in Financial Instruments Directive

- Central Securities Depository Regulation

- Financial Transaction Tax

- Bank Levies

65

Transformation Process Drives Productivity for Clients and Shareholders

Transforming for Success Process

Client Tech Solutions

Excellence

Corporate Services

Business Excellence

Continuous Process

Improvement

$500MM+

Provides Funding for:

- Revenue growth initiatives

- Expense reduction initiatives

- Regulatory change

- Improved operating margin

NOTE: Enterprise expense savings in relation to estimated expenses through 2017.

66

Actions to Drive Value for Clients and Shareholders

Business Excellence

Maximizing business

performance

Managing the portfolio,

expenses and processes

Creating cross-business value

Corporate Services

Consolidating offices an d reducing

real estate portfolio

Enabling location strategy

Vendor management

Client Tech Solutions

Excellence

Corporate Services

Business Excellence

Continuous Process

Improvement

Continuous Process Improvement

Improving our client and employee

productivity and quality, reducing risk and cost

Driving global process ownership

Re-engineering and automating manual

processes

Client Technology Solutions Excellence Insourcing application development

Simplifying infrastructure, rationalizing

business applications

Driving higher return on technology investment

67

Business Excellence Optimizing Our Business Mix

Portfolio Review Considerations

– Sub-scale

– Non-scalable

– Low margin

– Low growth

– Not profitable

– Capital intensive

– Adversely impacted by

regulatory change or

market factors

Recent Divestitures and Exits

– Shareowner services

– Sourcenet

– Corporate Trust Japan

– Corporate Trust Mexico

– Derivatives sales and

trading

– U.S. derivatives clearing/

futures clearing merchant

– German derivatives

clearing

– Transition management

68

Continuous Process Improvement Improves Margin and Creates Investment Capacity

Levers for Continuous Improvement

Driving Business Outcomes

- Global Process Ownership of 40 core processes

- Increasing straight through processing rates

- Simplifying and standardizing platforms

- Re-engineering and process automation

- Expanding Centers of Excellence

- Balancing regional / global workforce

- Aligning global business process and real estate

Continuously improving client and employee productivity while reducing risk and cost

69

Digital Pulse

Centers of Excellence

Location Strategy Platform Consolidation

Process Automation / Re-engineering

Global Process Ownership

Corporate Services Aligning Service Providers to Support Our Strategy

Real Estate Strategy Vendor Spend Business Partner Efficiency Corporate Overhead

- Facilities management - Data providers - Efficiently comply with - Discretionary expense

outsourcing - Sub-custody

regulatory requirements management

- Real estate plans aligned relationships - Automate support - Manage business

with business strategy - Professional and

functions demand

- Fewer and more efficient consulting engagements

locations - Technology vendor costs

70

Client Technology Solutions Excellence

Core Simplification

Platform Integration

Premium Services

Value Creation Extend Platforms beyond Custody, Clearing, Core Processing

Integrate Solutions across the Investments Lifecycle

Leverage Core Platform

Recover Costs for Existing Services

Shift Investment from Tactical to Strategic

Deliver High-Value Technology Solutions

Generate Recurring Fee Revenue

Retire/Consolidate Applications

Insource: Develop Talent,

Retain Business Knowledge

Delivering a high return on technology investment

71

Summary

Goals

1. Highest Value Provider

2. Industry Service Quality and Productivity Leader

3. Industry Technology Leadership

Growth Priorities

- Extend leadership in each business

- Deliver cross-business client solutions

- Strategic platform investments in high growth markets

- Increase return on technology investment

- Drive technology solutions revenue

Performance Priorities

- Embrace regulatory change

- Manage the business portfolio

- Strengthen continuous improvement culture

- Reduce structural costs

- Deliver consistent profitable growth

Continuously improve productivity and reduce structural costs

72

Investment Services Financial Goals (2015-2017)

Flat Normalized

Revenue 3 – 4 % 4 – 6 %

Pretax Income 4 – 6 % 10 – 12 %

NOTE: Excludes intangible amortization.

73

Client Technology Solutions Suresh Kumar

Chief Information Officer

Leading financial services

technology company

75

Accelerating technology development to enable client solutions

Priorities

• Simplifying our technology offerings and driving higher returns

- Consolidating operations into Global Delivery Centers to reduce complexity and

costs

• Getting more out of infrastructure and application development spend

• Shifting our investment from tactical to strategic

- Enhancing client experience

- Expanding common architecture

- Providing tools to help clients and employees work smarter

- Leveraging Big Data

- Extending and monetizing technology platforms and solutions

Doing more for less

76

Driving Higher Return on Infrastructure Investment

In an Era of Increasing Demand for Technology Services...

Demand for Computing

(Indexed # of server instances)

48%

148

127

100

2012 2013 2014 Est.

Storage Demand

(Indexed petabytes)

12%

112 109

100

2012 2013 2014 Est.

77

Driving Higher Return on Infrastructure Investment

Annual Infrastructure Spend Reduction (Indexed $)

(6%)

100

98

94

2012 2013 2014 Est.

- Enhancing service levels

- Modernizing infrastructure

- Managing technology risk

78

Insourcing Application Development

Application Development Resources

(Indexed Headcount)

Employees

Vendor

100

108 108

8%

2012 2013 2014 Est.

- Enhancing capacity and shifting demand

toward internal resources

- Greater flexibility and control over

resource deployment

- Training our team to leverage common

component-based architecture

- Accelerating time to market by optimizing

software development processes

- Powering innovation and creating

intellectual capital by owning our domain

knowledge

79

Reducing Application Development Cost

Application Development

Total Cost

(Indexed $)

(1%)

100

99 99

2012 2013 2014 Est.

Application Development

Unit Cost (Indexed $/Resource)

(6%) 100

96 94

2012 2013 2014 Est.

- Enhancing talent pipeline through campus

recruiting and establishing innovation centers

- Improving productivity by defining

performance-based outcomes

- Increasing reusability of development

components by leveraging common

architecture

NOTE: Includes Employees, Professional & Purchased Services Expenses.

80

Shifting from Tactical Expense to Strategic Investments

Shifting Technology Investments

Strategic Investments as % of Portfolio

100%

Tactical

Strategic

80%

60%

40%

20%

0% Q1 Q2 Q3 Q4 Q1 Q2 Q3

2013 2014

Select Strategic Investments

1 Digitizing BNY Mellon:

Powering the world’s investments

through our private cloud, BXP (BNY Mellon Extreme Platform)

2 Digital Pulse:

Achieving excellence through

data-driven insights

3 Technology-Driven Business Solutions:

Eagle, Albridge, HedgeMark

NOTE: Strategic Investments includes projects focused on strategic architecture and growth, strategic client commitments, solution development and transformation and efficiency programs.

81

1 Simplifying Our Technology: Digitizing BNY Mellon

Common Services Data Services Business Services

Common Portals

BNY Mellon

Connect

Client Service

Delivery

Digital

Workplace

APIs1

Marketplace

Standardize Virtualize Cloud enable

Application Development & Data Management

Data Center as a Service

Benefits

- Enhanced client and employee experience

- Strengthen service levels at lower cost

- Consolidated number of applications

- Access to 3rd party solutions

- Using Cloud and Virtualization

for faster time to market

- Leveraged Big Data to generate insights

Our platform as a service, BXP, ties these layers together and enables us to capture the benefits of our architecture

1 API: Application Programming Interface 82

1 Simplifying Our Technology: Digitizing BNY Mellon Deploying BXP, our Platform as a Service – Simplifying infrastructure and providing capacity on demand at a lower cost

Decreasing Time to Market

(Indexed time to provision server)

90+%

Non-BXP BXP

Reducing Total Cost of Ownership

(Indexed cost per CPU core)

68%

Non-BXP BXP

Leverage and protect

existing investments

Simplify environment,

consolidate applications

Improve responsiveness

to changing needs and markets

83

1 Simplifying Our Technology: Digitizing BNY Mellon Client Experience Continues to Strengthen 1

Users Satisfied +5%

Net Promoter Score +9 pts

Client Experience Index +7%

Registered Users +82%

SOURCE: Client surveys 1 Improvement observed in past 12 months.

84

2 Digital Pulse: Working Smarter Through Evidence-Based Decision Making

Business

Agility Evidence Based Management Culture

Disciplined Process Culture

Culture of Heroics

Strategic Experiments

Business Intelligence and Analytics

Performance Measurement

Common Processes

Component Reuse

Straight-Through-Processing

Single Face to Customers

Task Automation

Customer Segmentation

Mass Communication

Process Optimization

A-B Testing

Scalability

Efficiency

IT Solutions Digitized Working

Platforms Smarter

SOURCE: Dr. Jeanne W. Ross, Center for Information Systems Research (CISR), MIT Sloan School of Management, 2013.

85

2 Digital Pulse: Our Big Data Ecosystem

86

Plug

and Play

Store

2

Alerts Act

4

Capture

1

Analyze

3

Business

Events Intelligent

Dashboards Internet

of Things Virtual Sensor

Visualizations Predictive Analytics

Big Data Operations

Optimization

Single Version

of Truth Intelligent

Workflow

2 Digital Pulse: Leveraging Big Data for Continuous Improvement

Digital Pulse is our proprietary Big Data analytics platform, enabling us to generate actionable

insights to improve processes and business performance

- Digital Pulse

Outcomes

- Improves client experience

- Reduces structural costs

Increases client and product profitability

- Reduces risk

- Improves service level management

Makes analytics accessible

Empowers employees with real-time insight

Identifies waste

Creates analytics platform that works across enterprise

Leverages Cloud, Big Data and Internet of Things

87

3 Technology Drives Our Business

Delivering leading platforms

- Leading custody platform

- Provides fund administration capabilities to majority of the market

- Largest wealth management platform with 600+ retail websites

Providing clients access to third-party offerings

- Empowering clients to access a broad range of market leading solutions

- 250+ integrated partners provide solutions on our platform

- Revenue from targeted business solutions, consulting and outsourcing services

- Enabling clients to leverage our scale to ‘variablize’ and reduce costs

Maximizing return on technology investments

88

Come See Our Technology at Work

Visit the Technology Expo

89

Liquidity, Capital and Financial Outlook Todd Gibbons

Chief Financial Officer

BNY Mellon’s business model, generating recurring fees and significant capital with

low credit risk.

91

Financial priorities

• Maintaining a strong balance sheet: excellent credit quality, significant liquidity

and strong capital

• Complying with new liquidity standards and optimizing net interest margin

• Complying with new capital standards and deploying excess capital effectively

• Managing ongoing regulatory requirements

• Growing EPS and return on tangible common equity

Expanding operating margins and driving earnings growth

92

Balance Sheet – Excellent Asset Quality

Risk-Weighted Assets as a Percentage

of Balance Sheet Assets (%)

52%

43%

12/31/11 9/30/14

Risk-Weighted Assets

Nonperforming Assets ($MM)

$400 $341

$300

$200

$147

$100

$0 12/31/11 9/30/14

Provision for Credit Losses ($MM)

2011 2012 2013 YTD-9/30/14

$1 ($80) ($35) ($49)

93

̶

Managing to Final Liquidity Coverage Ratio Rule

On Track to Meet Requirements

U.S. banks with >$250B in

assets subject to full U.S.

LCR start ing in 20151

LCR rules were finalized

in Sept. 2014

Requires sufficient high quality liquid assets (“HQLA”) to offset

regulatory-defined stressed net outflows over a 30-day liquidity

horizon

Stressed outflow assumptions for each deposit type based on

regulatory definitions

- Higher outflow assumptions for certain deposits make

them less valuable

80% ratio required by Jan. 2015 and 100% by Jan. 2017

Restructuring deposit base to maximize value

Optimizing balance sheet to comply and generate earnings in

both flat and normalized rate environments

1 Also includes banks with >$10B of international exposure. Other >$50B banks required to comply with modified LCR by 2016.

94

Managing to Final Liquidity Coverage Ratio Rule – Current

Regulatory and Internal Models Guide Investment Options

Yes Funding Sources – Stable Funding

per LCR No

Invest in Non-HQLA Invest in HQLA

LCR Stable Funding: $167B LCR Short-Term Funding: $151B

- Core Deposits - Non-Core Deposits - Commitment Outflows

- Long-Term Debt & Equity - Other Cash Outflows

Assets: $154B (Yield: 150 bps)

- Securities -

- Interbank Placements -

Loans

Munis

Assets: $164B (Yield: 70 bps)

- Qualifying Sovereigns

- Central Banks

- Agencies

- Other HQLA

Estimated LCR 100+% (as of 9/30/14)1

NOTE: For illustrative purposes only. Both assets and liabilities are net of non-interest earning assets; yields are approximate. Estimated LCR is based on our interpretation of the final U.S. LCR

rules published on Sept. 3, 2014 and on the application of these rules to BNY Mellon’s businesses as currently conducted. These ratios are necessarily subject to, among other things, our ongoing review of the applicable rules, further implementation guidance from regulators, the development of market practices and standards and any changes BNY Mellon may make to its businesses.

Consequently, these ratios remain subject to ongoing review and revision and may change based on these or other factors. 1 LCR is a non-GAAP measure calculated by dividing HQLA assets by net cash outflows over a 30-day hypothetical liquidity stress scenario.

95

Managing to Final Liquidity Coverage Ratio Rule – Flat Environment

Portfolios Designed to Meet Liquidity, Capital and Interest Rate Risk Management Requirements

Non-HQLA Assets - $154B

LCR Stable Funding - $167B

Total Yield

Fixed

Securities

Mortgages

Loans

3.1%

Floating

Securities

Loans

Interbank Placements

1.0%

Yield 1.4%

HQLA Assets - $164B

LCR Runoff Funding - $151B

Total Yield

Fixed

Treasuries / Qualifying

Sovereigns

Agency RMBS / Debentures

Qualifying Corporates

1.2%

Floating

Federal Reserve Deposits

EUR Central Bank Deposits

GBP Central Bank Deposits

JPY Central Bank Deposits

0.25%

(0.20%)

0.50%

0.10%

Yield Subtotal 0.20%

Yield 0.7%

NIM (as of 9/30/14) 94 bps NOTE: Yields are approximate; EUR central bank deposit rate is as of 9/4/2014.

96

Managing to Final Liquidity Coverage Ratio Rule

Tactical Actions We are Taking

Lia

bili

ties

Allocating a portion of interbank placements to HQLA

Reducing low-yielding non-HQLA

- Munis, ABS, low-yielding loans

Increasing high-yielding non-HQLA

- CLOs, mortgage loans, leveraged loans

Increasing HQLA duration

Adjusting EUR deposit rates downward

Optimizing composition of deposit base

97

Assets

Our Deposit Base has Strong Sensitivity to Monetary Policy and Rates

1Q10 1Q11 1Q12 1Q13 1Q14 1Q15 1Q16 1Q17

Acutal BK Deposits

$300

$250

$200

$150

$100

$50

$0

$7,700 1.7%

$8,000 2.0%

$8,600 2.2%

$9,400 2.3%

$10,000 2.4%

Model Predicted Deposits

We expect $40 - $70B of deposit runoff in normalized environment

Total deposits ($B) at

U.S. banks and BK

Market Share

Actual BK Deposits

1Q10 1Q11 1Q12 1Q13 1Q14 1Q15 1Q16 1Q17

BN

Y M

ello

n D

ep

osits (

$B

)

NOTE: Actual results may vary materially. Please refer to the cautionary statement.

98

̶

̶

Managing to Final Liquidity Coverage Ratio Rule

Tactical Actions We are Taking

ets

A

ss

Allocating a portion of interbank placements to HQLA

Reducing low-yielding non-HQLA

Munis, ABS, low-yielding loans

Increasing high-yielding non-HQLA

CLOs, mortgage loans, leveraged loans

Increasing HQLA duration

Adjusting EUR deposit rates downward

Optimizing composition of deposit base

LCR 100+%

Expected

deposit run-off

in normalized

environment

NIM

Flat Environment*

95 – 100 bps

Normalized Environment

125 – 150 bps

NOTE: For illustrative purposes only. Both assets and liabilities are net of non-interest earning assets; yields are approximate. Estimated LCR is based on our interpretation of the final U.S. LCR

rules published on Sept. 3, 2014 and on the application of these rules to BNY Mellon’s businesses as currently conducted. These ratios are necessarily subject to, among other things, our ongoing review of the applicable rules, further implementation guidance from regulators, the development of market practices and standards and any changes BNY Mellon may make to its businesses.

Consequently, these ratios remain subject to ongoing review and revision and may change based on these or other factors. LCR is a non-GAAP measure.

*Includes 4Q14 Planned Actions

99

Lia

bili

ties

Strong Capital Generation: Disciplined Deployment

Gross Capital Generation (cumulative: 2011 – 9/30/14) $B

$14.0

$12.0

$10.0

$8.0

$6.0

$4.0

$2.0

2011 2012 2013 9/30/14

$3.2

$7.1

$9.9

$13.0

Capital Deployment (cumulative: 2011 – 9/30/14)

Share Repurchases

33% Retention

($4.3B)

Dividends 20%

($2.5B)

47% ($6.1B)

100

Operating Environment and Regulatory Requirements

Have Impacted Return on Capital

25%

22%

20%

15% 14% 14%

10%

15%

20%

25%

30% Return on Tangible Common Equity (%) — non-GAAP (adjusted)1

2011 2012 2013

ROTCE – Est. 2017

Flat Environment

17 – 19%

Normalized Environment

20 – 22%

Return on Tangible Common

Equity (%)

Peer Median: Return on

Tangible Common Equity (%)

NOTE: Peer data obtained from SNL Financial. For 9/30/14, Peer Median ROTCE data unavailable. See Appendix for Peer Group. Actual results may vary materially. Please refer to the

cautionary statement

1 Represents a non-GAAP measure. See Appendix for reconciliation. Additional disclosure regarding non-GAAP measures is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

101

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Strong Capital Position – Well Positioned for Stress Scenarios

Least Impact

Most Impact 10%

BK

Impact of March 2014 DFAST Stress Test Severely

Adverse Scenario on Basel I Tier 1 Common Ratio

AXP BK BBT STI

USB PNC

NTRS FITB DFS

ALLY KEY

RF COM STT

WFC MTB UNB

BBVA RBS BMO

HBAN JPM COF BAC

C SC MS ZB GS

HSBC

0% 2% 4% 6% 8%

SOURCE: Federal Reserve – Dodd-Frank Act Stress Test (DFAST) 2014: Supervisory Stress Test Methodology and Results. See Appendix for additional detail.

102

Common Shares Outstanding Below Pre-Crisis Level

BK

RBS C

UniCredit DB

BARC BAC

Mizuho Santander

UBS MS

SocGen Sumitomo

STAN HSBA BBVA ACA WFC

NDA SEK CSGN

BNP Mitsubishi

JPM STT BoC

ICBC

Common Share Count Change

Since Pre-Crisis1GS

BK

910%

0.0 % 100.0 % 200.0 % 300.0 % 400.0 % 500.0 % 600.0 %

1 Represents G-SIBs: Pre-crisis defined as of 9/30/07, share count as of 6/30/07 in cases where data undisclosed as of 9/30/07; current data as of 9/3/14; SNL Financial (share count data).

103

Disciplined Capital Deployment

Dividends & Share Repurchase Goals

Total payout ratio of ~80 – 100%

- Dividends: ~25 – 30%

- Share repurchases: 55 – 70%

Investment Goals

Focused on organic growth - Business line extensions; new products;

technology platforms

Acquisitions must fill a gap and enhance

our core strategy

Investments in organic growth and acquisitions

must exceed financial hurdles

- IRR well in excess of cost of capital

Generating capital of ~$560-$740MM* p.a.

at a 100% payout ratio

Projected returns must exceed that

of repurchasing shares

NOTE: Assumes regulatory and other approvals.

* Range based on annual intangible amortization (net of tax) and employee equity benefit plans between 2011-2013.

104

Complying with Regulatory Capital Requirements

Estimates

BHC Estimated Fully Phased-in Basel III Common Equity Tier 1 2015 - 2017

Regulatory

Minimum19/30/142

Standardized Approach3 8% 10.8% 11 – 12%

Advanced Approach3 8% 10.0%

Estimated Supplementary Leverage Ratio

Regulatory

Minimum49/30/142

Flat

Environment

Normalized

Environment

Holding Company3 >5% 4.6% 5 – 6% 6 – 7%

1 Including buffers and surcharges, on a fully phased-in basis we may be subject to a CET1 standard of 8%, including a minimum of 4.5%, a capital conservation buffer of 2.5% and a G-SIB

surcharge of 1%.

2 Preliminary.

3 These represent non-GAAP measures. See Appendix for reconciliations. Additional disclosure regarding non-GAAP measures is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations.

4 Reflects a 3% minimum and a >2% buffer. Actual results may vary materially. Please refer to the cautionary statement.

105

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Path to SLR Compliance

10 to 5 to 25 to70 to 15 bps 10 bps 6% - 7%35 bps

80 bps 20 to

110 bps

4.6%

Estimated 9/30/14 *

Deposits Reduction

Capital Retention

Reduce Matched Book

Potential VIE Deconsolidation

Trading Book Contraction

12/31/17

Other potential incremental actions include preferred stock issuance, lowering

deposit pricing and reducing unfunded commitments

NOTE: Represents Bank Holding Company. Actual results may vary materially. Please refer to the cautionary statement.

* This represents a non-GAAP measure. See Appendix for a reconciliation. Additional disclosure regarding non-GAAP measures is available in the Corporation’s reports filed with the

SEC, available at www.bnymellon.com/investorrelations.

106

Normalized Environment Outlook: 2015 Through 2017

External Assumptions 2015-2017 Outlook

Market Values Equities +4-5% annually

Interest Rates

Fed Funds

(2Q15 – 2017)

+20-30 bps/qtr

Treasuries 2-Year

10-Year

+10-30 bps/qtr

+10-20 bps/qtr

1 Volatility +10-20%

Market Volumes In line with GDP

Geopolitical In line with current state

Internal Assumptions 2015-2017 Outlook

Core

Expense Base

Impacted by revenue mix

Higher occupancy costs in

2015

Regulatory Expenses Cost

Increasing in absolute terms;

rate of growth slowing

Pension Higher in 2015

Other

Provision Annual loan loss provision of

$10-$30MM

Tax Rate 27%

1 Uses CBOE volatility index as a proxy. Actual results may vary materially. Please refer to the cautionary statement.

107

Regulatory Change Drives Costs, Capital and Liquidity Requirements

Selected Regulatory Change Initiatives

Today

Cu

rre

nt

Fo

cu

s

Data Management Standards Recovery and Resolution Plans

Liquidity Coverage Ratio Supplementary Leverage Ratio

Tri-Party Repo Reform Volcker Rule Money Market Fund Reform

Pe

nd

ing

Net Stable Funding Ratio Bank Levies

Financial Transaction Tax

Total Loss Absorbing Capacity

108

Financial Goals – Operating Basis: 2015 Through 2017

Flat Normalized

Revenue Growth 3.5 – 4.5% 6 – 8%

EPS Growth 7 – 9% 12 – 15%

Return on Tangible Common Equity 17 – 19% 20% – 22%

Assumptions

NIM: 95 - 100 bps

Operating margin: 28 – 30%

Environment: no deterioration in volatility,

volume, short-term interest rates

NIM: 125 - 150 bps

Operating margin: 30 – 32%

100% payout ratio

Execution on expense and revenue initiatives

Equity market, +5% p.a.

Reasonable regulatory outcomes

Deposits, money market balances and fee waivers recovery as modeled

NOTE: Financial projections are reflected on a non-GAAP basis - excludes merger and integration, restructuring and litigation expenses and other non-recurring items. Represent non-GAAP

measures. Additional disclosure regarding non-GAAP measures is available in the Corporation’s reports filed with the SEC, available at www.bnymellon.com/investorrelations. Actual results may vary materially, Please refer to the cautionary statement.

109

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Q&A

Summary

• Creating solutions and value for our clients

• Driving profitable revenue growth

• Delivering operating leverage

• Generating strong returns on tangible capital, enabling

- Investment in our businesses

- Dividend increases

- Share repurchases

Flat Normalized

EPS Growth 7 – 9 % 12 – 15 %

111

Appendix

Investment Management

Major Contributor to Our Strong Capital Position

Capital

Financial Implications of Potential Separation Potential

Valuation Impact

RemainCo’s spot and stress capital position is weaker post-separation

- Asset Management - spin requires debt to fund a repatriation of

capital to RemainCo

- RemainCo - issue stock or reduce future capital payout to

neutralize impact on capital

Negative

Earnings

Cost of additional debt

Loss of synergies between businesses

Asset Management would face public company costs

Negative

Price / Earnings

Impact Currently, no material multiple differentiation Neutral

114

G-SIB, CCAR and Corporate Peer Groups

G-SIB Members

BNY Mellon

Bank of America

Barclays

Citigroup

Goldman Sachs

HSBC

JP Morgan Chase

Morgan Stanley

Royal Bank of Scotland

Standard Chartered

State Street

UBS

Wells Fargo

Bank of China

Banco Bilbao Vizcaya Argentaria

BNP Paribas

Credit Suisse

Credit Agricole

Deutsche Bank

Industrial and Commercial Bank

of China

Mitsubishi UFJ FG

Mizuho FG

Nordea

Santander

Societe Generale

Sumitomo Mitsui

Unicredit Group

CCAR Banks

BNY Mellon

Northern Trust

State Street

American Express

Discover Financial

Wells Fargo

KeyBank

Capital One

U.S. Bancorp

Fifth Third Bank

PNC Financial Services

SunTrust Banks

Regions Financial

Corporation

JP Morgan Chase

BB&T

Goldman Sachs

Morgan Stanley

Citigroup

Bank of America

11-Member

Corporate Peer Group

BlackRock

Charles Schwab

Franklin Resources

JP Morgan Chase

Morgan Stanley

Northern Trust

PNC Financial Services

Prudential Financial

State Street

U.S. Bancorp

Wells Fargo

115

Estimated Fully Phased-In Basel III CET1 Ratio - Non-GAAP1

($MM) 9/30/14

Total Tier 1 capital $ 21,019

Adjustments to determine estimated fully phased-in Basel III CET1:

Deferred tax liability – tax deductible intangible assets —

Intangible deduction (2,388)

Preferred stock (1,562)

Trust preferred securities (162)

Other comprehensive income (loss) and net pension fund assets:

Securities available-for-sale 578

Pension liabilities (675)

Net pension fund assets —

Total other comprehensive income (loss) and net pension fund assets (97)

Equity method investments (92)

Deferred tax assets —

Other 2

Total estimated fully phased-in Basel III CET1 $ 16,720

Under the Standardized Approach:

Estimated fully phased-in Basel III risk-weighted assets $ 154,298

Estimated fully phased-in Basel III CET1 ratio – Non-GAAP2 10.8%

Under the Advanced Approach:

Estimated fully phased-in Basel III risk-weighted assets $ 167,933

Estimated fully phased-in Basel III CET1 ratio – Non-GAAP2 10.0%

1 Sept. 30, 2014 information is preliminary.

2 Beginning with June 30, 2014, risk-based capital ratios include the net impact of including the total consolidated assets of certain consolidated investment management funds in

risk-weighted assets. These assets were not included in prior periods.

116

Business – Revenue and Pretax Income

Revenue LTM ($MM)

4Q13 1Q14 2Q14 3Q14 9/30/14

Investment Management $ 1,061 $ 970 $ 1,036 $ 1,003 $ 4,070

Investment Services 2,470 2,477 2,513 2,588 10,048

Pretax Income LTM ($MM)

4Q13 1Q14 2Q14 3Q14 9/30/14

Investment Management $ 301 $ 277 $ 202 $ 276 $ 1,05 6

Investment Services 648 699 689 753 2,789

NOTE: Pretax metrics for Investment Services and Investment Management exclude the impact of intangible amortization.

117

Disclosures

All statistics are global and represent the minimum number of BNY Mellon client relationships in each category.

• Fortune 500 (as of 12/31/13)

// Fortune magazine, May 2013; Global 500 data

• Central Banks (as of June 2013)

// CIA World Factbook, IMF, annual reports

• Pensions & EB Funds (as of 2/26/14)

// Reprinted with permission of Pensions & Investments, Copyright 2013 // Metric is Plan Assets, millions (converted in

thousands)

• Endowments (as of 2 /26/14)

// Reprinted with permission of NACUBO, Copyright 2013 // Metric is Total Market Value of Endowments, in thousands, as of

FYE 2011

// Data source used by P&I Magazine

• Life & Health Insurance Companies (as of 2/26/14) // Reprinted with permission of A.M. Best Company, Inc., Copyright 2013 // Metric is 2012 Total Admitted Assets, in thousands

• QS World Universities Top 50 (of 400 listed) (as of 12/3 1/2013) // www.topuniversities.com/university-rankings/world-university-rankings/2013

118

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Historical Performance – Growth Rates

($MM) 2011 2013 2011-2013

CAGR

Total Revenue - GAAP 14,798 15,048

Less: Net income attributable to noncontrolling interests

related to consolidated investment management 50 80 funds

Impact of Shareowner Services 302 -

Net gain related to an equity investment - 9

Total Revenue – Non-GAAP $14,446 $14,959 2%

Fee Revenue – GAAP $11,566 $11,715

Less: Impact of Shareowner Services 302 -

Net gain related to an equity investment - 9

Fee Revenue – Non-GAAP $11,264 $11,706 2%

Net interest revenue – (GAAP) $2,984 $3,009 0%

Noninterest expense- GAAP $11,112 $11,306

Less: Intangible amortization (excludes impact of 415 342

Shareowner Services for 2011)

M&I, litigation & restructuring 390 70

Impact of Shareowner Services 189 -

Net charge related to investment management funds, - 12

net of incentives

Noninterest expense– Non-GAAP $10,118 $10,882 4%

2013 ($MM)

Net income applicable to common shareholders of The $2,040

Bank of New York Mellon Corporation – GAAP

Add: Amortization of intangible assets, net of tax 220

Net income applicable to common shareholders of The

Bank of New York Mellon Corporation excluding

amortization of intangible assets – Non-GAAP 2,260

Add: M&I, litigation and restructuring charges 45

Net charge related to the disallowance of certain foreign 593

tax credits

Net charge related to investment management funds, 9

net of incentives

Net income applicable to common shareholders of The

Bank of New York Mellon Corporation, as adjusted – Non $2,907 GAAP1

Average common share