| Metric | The Bank of Clarendon | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +4.0% | +4.4% | -0.3 pts |
| Deposit growth (YoY) | +4.1% | +4.0% | +0.2 pts |
| Loan growth (YoY) | +10.4% | +5.6% | +4.8 pts |
| ROA | 1.54% | 1.24% | +0.3 pts |
| ROE | 14.7% | 11.9% | +2.8 pts |
ROA ranks in the 68th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $438.3M | $387.0M | $221.7M | $47.8M | $3.4M | 1.54% | 3.85% | 0.00% |
| Q1 2026 | $455.6M | $405.4M | $219.8M | $46.7M | $1.6M | 1.40% | 3.71% | 0.01% |
| Q4 2025 | $441.9M | $392.6M | $212.3M | $45.6M | $5.5M | 1.30% | 3.70% | 0.00% |
| Q3 2025 | $424.5M | $372.4M | $203.7M | $48.8M | $4.2M | 1.34% | 3.67% | 0.00% |
| Q2 2025 | $421.2M | $371.7M | $200.7M | $46.3M | $2.8M | 1.33% | 3.62% | 0.00% |
| Q1 2025 | $421.8M | $373.0M | $196.4M | $45.3M | $1.4M | 1.33% | 3.51% | 0.05% |
| Q4 2024 | $413.3M | $367.2M | $194.5M | $42.5M | $4.3M | 1.09% | 3.45% | 0.00% |
| Q3 2024 | $398.9M | $350.9M | $192.4M | $44.9M | $3.4M | 1.18% | 3.43% | 0.00% |
Loan mix (Q2 2026): real estate $184.8M · commercial $24.0M · consumer $9.9M · securities $147.6M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | The Bank of Clarendon | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.54% | 1.24% | 68th | |
Return on equity Annualized net income ÷ equity or net worth | 14.7% | 11.9% | 67th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.85% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 53.0% | 62.9% | 23th |
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 | The Bank of Clarendon | 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 | The Bank of Clarendon | 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 | The Bank of Clarendon | 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 | The Bank of Clarendon | 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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