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FORWARD-LOOKING STATEMENTS

Scotia Capital FINANCIALS SUMMIT CONFERENCE 2008 Réjean Robitaille, President & CEO Toronto – September 9, 2008. FORWARD-LOOKING STATEMENTS.

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FORWARD-LOOKING STATEMENTS

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  1. Scotia Capital FINANCIALS SUMMIT CONFERENCE 2008Réjean Robitaille, President & CEOToronto – September 9, 2008

  2. FORWARD-LOOKING STATEMENTS • In this document and in other documents filed with Canadian regulatory authorities or in other communications, Laurentian Bank of Canada (the “Bank”) may from time to time make written or oral forward-looking statements within the meaning of applicable securities legislation, including statements regarding the Bank's business plan and financial objectives. These statements typically use the conditional, as well as words such as prospects, believe, estimate, forecast, project, expect, anticipate, plan, may, should, could, would or the negative of these terms or variations of them or similar terminology. • By their very nature, forward-looking statements are based on assumptions and involve inherent risks and uncertainties, both general and specific in nature. It is therefore possible that the forecasts, projections and other forward-looking statements will not be achieved or will prove inaccurate. Although the Bank believes that the expectations reflected in these forward-looking statements are reasonable, it can give no assurance that these expectations will prove to have been correct. • The Bank cautions readers against placing undue reliance on forward-looking statements when making decisions, as the actual results could differ appreciably from the opinions, plans, objectives, expectations, forecasts, estimates and intentions expressed in such forward-looking statements due to various material factors. Among other things, these factors include capital market activity, changes in government monetary, fiscal and economic policies, changes in interest rates, inflation levels and general economic conditions, legislative and regulatory developments, competition, credit ratings, scarcity of human resources and technological environment. The Bank cautions that the foregoing list of factors is not exhaustive. For more information on the risk, uncertainties and assumptions that would cause the Bank's actual results to differ from current expectations, please also refer to the Bank's public filings available at www.sedar.com. • The Bank does not undertake to update any forward-looking statements, whether oral or written, made by itself or on its behalf, except to the extent required by securities regulations. • NON-GAAP FINANCIAL MEASURES • The Bank uses both generally accepted accounting principles (“GAAP”) and certain non-GAAP measures to assess its performance. Non-GAAP measures do not have any standardized meaning and are unlikely to be comparable to any similar measures presented by other companies. The Bank believes that these non-GAAP financial measures provide investors and analysts with useful information so that they can better understand financial results and analyze the Bank’s growth and profitability potential more effectively. • For questions on this presentation, please contact: • Gladys Caron, Vice-President, Public Affairs, Communications and Investor Relations • Tel: 514 284-4500, extension 7511 • Cell: 514 893-3963 • gladys.caron@banquelaurentienne.ca

  3. KEY STRENGTHS • Solid financial situation and lower risk profile • Efficient management approach • Improving results

  4. SOLID FINANCIAL SITUATION AND LOWER RISK PROFILE • Strong balance sheet • Personal deposits represent more than 80% of total deposits • High level of liquidity • $4.5 billion in cash, deposits, securities accounts and repos • Strong capital ratios(as at July 31, 2008) • Tier 1 capital ratio: 10.1% • Total capital ratio: 12.1% Funding sources to support lending activities(July 31, 2008)

  5. SOLID FINANCIAL SITUATION AND LOWER RISK PROFILE Loan portfolios(July 31, 2008) • Minimal exposure to ABCP • No direct exposure to U.S. mortgage market nor subprime market • Predominant retail loan book • High proportion of insured mortgages • Diversified geographically Geographic distribution of loans(October 31, 2007)

  6. SOLID FINANCIAL SITUATION AND LOWER RISK PROFILE Evolution of gross and net impaired loans

  7. EFFICIENT MANAGEMENT APPROACH • Growth engines focus with strong and distinctive positioning : • Retail & SME Quebec • B2B Trust • Real Estate Financing • All decisions and actions guided by our 3 priorities: • Profitability increase • Efficiency improvement • Human capital development

  8. EFFICIENT MANAGEMENT APPROACH • Growth engines focus with strong and distinctive positioning : • Retail & SME Quebec • B2B Trust • Real Estate Financing • All decisions and actions guided by our 3 priorities: • Profitability increase • Efficiency improvement • Human capital development Strong execution is key

  9. IMPROVING RESULTS Portfolio growthLast 12 months as at July 31, 2008 (consolidated) Excluding securitization Strong growth in all portfolios

  10. IMPROVING RESULTS Q3 2008 financial highlights (1) The third quarter of 2008 included two significant items: a) net gain on the sale of securities of $7.6 million, or $7.4 million net of income taxes, resulting from the gain on the sale of the Montreal exchange shares of $12.9 million, partially offset by losses on other securities of $5.3 million; b) increase in the general provision for loan losses of $8.0 million, or $5.5 million net of income taxes.

  11. IMPROVING RESULTS Business segments performance3rd quarter 2008 (1) The business segment Other includes approximately 650 employees working in Treasury, Credit, Finance, Administration and Strategic Development, Corporate Affairs and Human Resources. (2) Percentage of net income contribution from the four business segments, excluding the segment Other. N.A.: non applicable.

  12. IMPROVING RESULTS Performance indicators Return on equity (ROE) Total revenue & non-int. exp. ($ M) Delivering good results on a sustainable basis Net income ($ M) & EPS ($) Efficiency ratio In millions of $ In $

  13. IMPROVING RESULTS Evolution of net interest margin

  14. IMPROVING RESULTS Dividend increase • Last week, the Bank increased its quarterly dividend by 6% • Solid financial condition • Continued improvement in earnings • Management and board of directors’ confidence in the Bank’s future

  15. IMPROVING RESULTS Credit ratings • DBRS recently upgraded all Laurentian Bank’s credit ratings. • Standard & Poor’s revised the Bank’s outlook from “stable” to “positive”.

  16. 2008 OBJECTIVES N.B. The objectives above are solely intended to provide the reader with information about how management measures its performance. It is not intended to disclose the Bank's expectations for future financial results.

  17. 2008 OBJECTIVES N.B. The objectives above are solely intended to provide the reader with information about how management measures its performance. It is not intended to disclose the Bank's expectations for future financial results. Long-term objective: sustainable double-digit return

  18. DEVELOPMENT STRATEGIES • Organic growthresulting from particular emphasis on promising sectors that will accelerate profitability growth

  19. DEVELOPMENT STRATEGIES • Organic growthresulting from particular emphasis on promising sectors that will accelerate profitability growth • Investments in information technology and infrastructuresto ensure long-term development

  20. DEVELOPMENT STRATEGIES • Organic growthresulting from particular emphasis on promising sectors that will accelerate profitability growth • Investments in information technology and infrastructuresto ensure long-term development • Improvements and automation of processes and operationsto further simplify clients’ banking experience and reduce administrative tasks

  21. DEVELOPMENT STRATEGIES • Organic growthresulting from particular emphasis on promising sectors that will accelerate profitability growth • Investments in information technology and infrastructuresto ensure long-term development • Improvements and automation of processes and operationsto further simplify clients’ banking experience and reduce administrative tasks • Deployment of our highly customer-focused culture and development of our sales-performance culture

  22. CONCLUSION • Results are improving quarter after quarter • Strategies and actions are well focused and targeted • Our 3 strategic priorities are well understood and remain at the forefront of all decisions and actions

  23. CONCLUSION • Results are improving quarter after quarter • Strategies and actions are well focused and targeted • Our 3 strategic priorities are well understood and remain at the forefront of all decisions and actions • Our goal is clear: improve our performance on a sustainable and long-term basis

  24. QUESTIONS & ANSWERS

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