| Metric | One World Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +2.2% | +4.4% | -2.2 pts |
| Deposit growth (YoY) | +4.1% | +4.0% | +0.1 pts |
| Loan growth (YoY) | +8.3% | +5.6% | +2.7 pts |
| ROA | -1.30% | 1.24% | -2.5 pts |
| ROE | -9.9% | 11.9% | -21.8 pts |
ROA ranks in the 1st percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $290.1M | $245.0M | $220.9M | $38.0M | $-1.9M | -1.30% | 4.39% | 0.00% |
| Q1 2026 | $285.7M | $239.7M | $213.5M | $38.7M | $-1.2M | -1.62% | 4.09% | 1.12% |
| Q4 2025 | $308.6M | $245.7M | $211.6M | $40.0M | $3.3M | 1.16% | 4.85% | 0.07% |
| Q3 2025 | $282.9M | $234.7M | $214.9M | $39.4M | $2.6M | 1.25% | 4.88% | 0.08% |
| Q2 2025 | $283.9M | $235.5M | $204.0M | $38.2M | $1.6M | 1.19% | 4.84% | 0.15% |
| Q1 2025 | $276.1M | $226.5M | $199.3M | $38.6M | $717K | 1.08% | 4.79% | 0.18% |
| Q4 2024 | $256.2M | $208.3M | $189.9M | $37.7M | $4.1M | 1.73% | 5.61% | 0.22% |
| Q3 2024 | $256.5M | $209.5M | $177.0M | $37.1M | $3.1M | 1.82% | 5.65% | 0.08% |
Loan mix (Q2 2026): real estate $217.2M · commercial $6.3M · consumer $513K · securities $15.5M
| Ratio | One World Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | -1.30% | 1.24% | 1th | |
Return on equity Annualized net income ÷ equity or net worth | -9.9% | 11.9% | 1th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.39% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 69.2% | 62.9% | 66th |
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 | One World 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 | One World 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 | One World 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 | One World 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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