| Metric | New Tripoli Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +2.1% | +4.9% | -2.8 pts |
| Deposit growth (YoY) | +6.5% | +4.3% | +2.1 pts |
| Loan growth (YoY) | +3.4% | +5.3% | -2.0 pts |
| ROA | 1.17% | 1.28% | -0.1 pts |
| ROE | 15.3% | 12.4% | +2.9 pts |
ROA ranks in the 43rd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $674.0M | $600.4M | $519.1M | $52.9M | $3.9M | 1.17% | 3.34% | 0.69% |
| Q1 2026 | $672.7M | $592.3M | $521.3M | $51.0M | $1.7M | 1.04% | 3.28% | 0.69% |
| Q4 2025 | $664.0M | $584.9M | $511.4M | $49.4M | $4.6M | 0.70% | 2.88% | 0.76% |
| Q3 2025 | $670.0M | $592.0M | $514.6M | $48.3M | $3.3M | 0.68% | 2.80% | 0.79% |
| Q2 2025 | $659.8M | $563.9M | $502.1M | $46.0M | $1.9M | 0.58% | 2.71% | 0.53% |
| Q1 2025 | $636.7M | $557.1M | $483.9M | $45.4M | $963K | 0.61% | 2.61% | 0.51% |
| Q4 2024 | $635.5M | $564.4M | $480.8M | $44.4M | $3.5M | 0.55% | 2.40% | 0.52% |
| Q3 2024 | $639.3M | $564.4M | $481.5M | $49.0M | $2.3M | 0.49% | 2.31% | 0.45% |
Loan mix (Q2 2026): real estate $472.8M · commercial $34.3M · consumer $1.3M · securities $103.9M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | New Tripoli Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.17% | 1.28% | 43th | |
Return on equity Annualized net income ÷ equity or net worth | 15.3% | 12.4% | 68th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.34% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 57.7% | 61.2% | 39th |
Non-interest income share Fees and other income as a share of total revenue | 00.0% | 00.0% |
Cost of funds Annualized interest expense ÷ deposits | 00.0% | 00.0% |
| Ratio | New Tripoli Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Loan-to-deposit Loans ÷ deposits (shares). Above ~90% needs funding; below ~60% needs loan demand | 00.0% | 00.0% | ||
Loans-to-assets How much of the balance sheet is lent out | 00.0% | 00.0% | ||
Securities-to-assets Investment portfolio as a share of assets | 00.0% | 00.0% | ||
Cash-to-assets On-balance-sheet liquidity | 00.0% | 00.0% |
| Ratio | New Tripoli Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Capital ratio Tier 1 capital (banks) or net worth (CUs) ÷ assets. NCUA well-capitalized line: 7% | 00.0% | 00.0% |
| Ratio | New Tripoli Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Nonperforming / delinquency Banks: nonperforming assets ÷ assets. CUs: 60+ day delinquent loans ÷ loans | 00.0% | 00.0% | ||
Net charge-off rate Annualized charge-offs net of recoveries ÷ loans | 00.0% | 00.0% | ||
CRE concentration Commercial real estate loans ÷ capital. Regulators flag banks above 300% | 00.0% | 00.0% |
| Ratio | New Tripoli Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
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