Capitol Federal Financial, Inc.® Reports First Quarter Fiscal Year 2026 Results
During the current quarter, executing on our strategic initiatives resulted in our commercial loan portfolio and commercial deposits growing by
Highlights for the current quarter include:
-
net income of
$20.3 million , up from$18.8 million for the quarter endedSeptember 30, 2025 (the "prior quarter"); - net interest margin increased ten basis points to 2.19% from 2.09% the prior quarter;
-
basic and diluted earnings per share of
$0.16 ; - an efficiency ratio of 53.66%, an improvement from 56.84% the prior quarter;
- an operating expense ratio of 1.24%, an improvement from 1.27% the prior quarter;
-
paid dividends of
$0.085 per share; and -
repurchased 2,376,633 shares of common stock at an average price of
$6.86 per share.
Balance sheet highlights include:
-
total assets of
$9.78 billion at quarter-end; -
tangible book value per share of
$7.95 at quarter-end; -
commercial loan growth of
$162.6 million , or 30.7% annualized, during the current quarter; -
commercial deposits growth of
$19.5 million , or 15.3% annualized, sinceSeptember 30, 2025 ; -
distributed
$25.0 million from the Bank to the Company; -
on
December 17, 2025 , the Company announced a special cash dividend of$0.04 per share, which was paid onJanuary 23, 2026 ; -
on
January 27, 2026 , the Company announced a cash dividend of$0.085 per share, payable onFebruary 20, 2026 to stockholders of record as of the close of business onFebruary 6, 2026 .
Strategic Banking Initiatives
The Company continues its progression to a full-service commercial bank by investing in technology, people, products, and services. Our investments in technology have allowed us to launch new services and products, while our seasoned and well-connected commercial bankers, and our trust and wealth advisors deliver access to new customer groups. Our expanded product suite of treasury management services enables us to service these new customers. Increased marketing and business development efforts have increased the depth of customer relationships. As we move through the third year of our digital transformation, we are seeing our efforts bear fruit and expect progress to continue.
Strategic Actions. The long-term success of our transition to a full-service bank is predicated on management's continued focus on deepening relationships with consumer and commercial customers. Management and the Board have committed resources to support the growth of talented, skilled, and experienced bankers, investments in technology, expanded marketing and outreach, as well as the development and increased internal monitoring of performance metrics intended to ensure we are on the path to achieve our performance objectives. Through our experienced relationship managers, we deliver customized solutions using advanced digital platforms and sophisticated cash management tools. We are leveraging our centralized organizational structure to respond quickly to customers. We are actively pursuing opportunities to expand our non-interest-bearing commercial deposit base and diversify fee-based revenue streams through strategic growth in treasury management services, trust and wealth management services, insurance, and small business banking.
Commercial Lending. During the first quarter of the current fiscal year, we closed on
Treasury Management. The Bank services commercial customers through a competitive suite of treasury management products and an experienced team of treasury management officers. This team is focused on the deposit and cash management needs of commercial customers and growing this line of business through the acquisition of new customers located both in our immediate market areas, and those who we lend to outside of our local market areas. In fiscal year 2026, a team of business development officers is also tasked with growing the deposit base within the small business customer segment, focused on serving small businesses in our market areas with a dedicated line of products specifically designed for these customers. Our treasury management officers and business development officers often land depository relationships independent of a lending relationship. This will be a focus area for our sales teams as well as the Bank continues to diversify funding sources and seeks to increase fee revenue tied to depository accounts. During the second quarter of fiscal year 2026, the Bank expects to introduce digital onboarding for small business customers using industry-leading risk management and screening tools, which will replace many manual verification tasks. We are evaluating additional technology in order to capture a larger share of their business with even more products and services. Within calendar year 2026, we expect to implement new technology for lockbox services, integrated accounts receivables, purchase cards, and corporate cards.
Digital Banking. We are advancing towards a seamless digital banking experience for all customers, enhancing the Bank's ability to attract and retain deposits and lower the cost to service our customers. This strategy includes a new deposit account onboarding platform and digital banking enhancements for debit cardholders, which will allow customers to begin using their card immediately online and in digital wallets without waiting for the delivery of a physical card. These enhancements are on track to be implemented in the second quarter of fiscal year 2026. The Bank is taking advantage of add-on technologies that will integrate into our digital banking experience for consumers, small businesses, and commercial customers.
Private Banking, Trust and Wealth Management. We have begun to implement private wealth management products and services, with some customers on-boarded during the first quarter of the current fiscal year. We are continuing to expand our comprehensive suite of private banking products and services which is a new line of business for the Bank. Private banking relationships are defined as customers with
Stockholder Value. Delivering long-term sustainable stockholder value continues to be our
Comparison of Operating Results for the Three Months Ended
For the quarter ended
Interest and Dividend Income
The following table presents the components of interest and dividend income for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
|||||||
|
|
|
|
|
|
Change Expressed in: |
|||||||
|
|
2025 |
|
2025 |
|
Dollars |
|
Percent |
|||||
|
|
(Dollars in thousands) |
|
|
|||||||||
|
INTEREST AND DIVIDEND INCOME: |
|
|
|
|
||||||||
|
Loans receivable |
$ |
89,792 |
|
$ |
87,343 |
|
$ |
2,449 |
|
|
2.8 |
% |
|
Mortgage-backed securities ("MBS") |
|
11,341 |
|
|
11,808 |
|
|
(467 |
) |
|
(4.0 |
) |
|
Cash and cash equivalents |
|
2,773 |
|
|
2,148 |
|
|
625 |
|
|
29.1 |
|
|
Federal Home Loan Bank Topeka ("FHLB") stock |
|
2,032 |
|
|
2,163 |
|
|
(131 |
) |
|
(6.1 |
) |
|
Investment securities |
|
51 |
|
|
582 |
|
|
(531 |
) |
|
(91.2 |
) |
|
Total interest and dividend income |
$ |
105,989 |
|
$ |
104,044 |
|
$ |
1,945 |
|
|
1.9 |
|
The increase in interest income on loans receivable was due mainly to increases in the average balance and yield of the commercial loan portfolio compared to the prior quarter. The decrease in interest income on MBS and investment securities was due primarily to a decrease in the average balance of each portfolio compared to the prior quarter, as cash flows from those portfolios were used to fund commercial loan growth. The increase in interest income on cash and cash equivalents was due to an increase in the average balance.
Interest Expense
The following table presents the components of interest expense for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
|||||||
|
|
|
|
|
|
Change Expressed in: |
|||||||
|
|
2025 |
|
2025 |
|
Dollars |
|
Percent |
|||||
|
|
(Dollars in thousands) |
|
|
|||||||||
|
INTEREST EXPENSE: |
|
|
|
|
|
|
||||||
|
Deposits |
$ |
37,500 |
|
$ |
37,204 |
|
$ |
296 |
|
|
0.8 |
% |
|
Borrowings |
|
17,172 |
|
|
18,057 |
|
|
(885 |
) |
|
(4.9 |
) |
|
Total interest expense |
$ |
54,672 |
|
$ |
55,261 |
|
$ |
(589 |
) |
|
(1.1 |
) |
The decrease in borrowings expense was due to a decrease in the average balance, due mainly to FHLB borrowings that matured between periods and were not replaced. Deposit growth was used to repay these borrowings.
Provision for Credit Losses
The Company recorded a provision for credit losses of
Non-Interest Income
The following table presents the components of non-interest income for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
|||||||
|
|
|
|
|
|
Change Expressed in: |
|||||||
|
|
2025 |
|
2025 |
|
Dollars |
|
Percent |
|||||
|
|
(Dollars in thousands) |
|
|
|||||||||
|
NON-INTEREST INCOME: |
|
|
|
|
|
|
||||||
|
Deposit service fees |
$ |
2,872 |
|
$ |
2,873 |
|
$ |
(1 |
) |
|
— |
% |
|
Insurance commissions |
|
789 |
|
|
1,018 |
|
|
(229 |
) |
|
(22.5 |
) |
|
Other non-interest income |
|
1,818 |
|
|
1,900 |
|
|
(82 |
) |
|
(4.3 |
) |
|
Total non-interest income |
$ |
5,479 |
|
$ |
5,791 |
|
$ |
(312 |
) |
|
(5.4 |
) |
Insurance commissions were higher in the prior quarter, due primarily to the receipt of commissions that exceeded accruals, with no similar activity in the current quarter, along with insurance industry changes that reduced commissions on certain lines of business in the current quarter. Due to these industry changes, we are broadening our focus on commercial insurance lines during fiscal year 2026, which aligns with our strategy of expanding our commercial banking services.
Non-Interest Expense
The following table presents the components of non-interest expense for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
|||||||
|
|
|
|
|
|
Change Expressed in: |
|||||||
|
|
2025 |
|
2025 |
|
Dollars |
|
Percent |
|||||
|
|
(Dollars in thousands) |
|
|
|||||||||
|
NON-INTEREST EXPENSE: |
|
|
|
|
|
|
||||||
|
Salaries and employee benefits |
$ |
15,747 |
|
$ |
15,936 |
|
$ |
(189 |
) |
|
(1.2 |
%) |
|
Information technology and related expense |
|
5,134 |
|
|
5,053 |
|
|
81 |
|
|
1.6 |
|
|
Occupancy, net |
|
3,450 |
|
|
3,292 |
|
|
158 |
|
|
4.8 |
|
|
Regulatory and outside services |
|
1,789 |
|
|
1,590 |
|
|
199 |
|
|
12.5 |
|
|
Federal insurance premium |
|
1,111 |
|
|
1,114 |
|
|
(3 |
) |
|
(0.3 |
) |
|
Advertising and promotional |
|
1,056 |
|
|
1,915 |
|
|
(859 |
) |
|
(44.9 |
) |
|
Deposit and loan transaction costs |
|
716 |
|
|
658 |
|
|
58 |
|
|
8.8 |
|
|
Office supplies and related expense |
|
481 |
|
|
490 |
|
|
(9 |
) |
|
(1.8 |
) |
|
Other non-interest expense |
|
992 |
|
|
970 |
|
|
22 |
|
|
2.3 |
|
|
Total non-interest expense |
$ |
30,476 |
|
$ |
31,018 |
|
$ |
(542 |
) |
|
(1.7 |
) |
The increase in regulatory and outside services was due primarily to an increase in new relationships with outside service providers and additional services provided by current providers, of which approximately
The Company's efficiency ratio was 53.66% for the current quarter compared to 56.84% for the prior quarter. The improvement in the efficiency ratio was due to higher net interest income during the current quarter, supported by lower non-interest expense. The efficiency ratio is a measure of a financial institution's total non-interest expense as a percentage of the sum of net interest income (pre-provision for credit losses) and non-interest income. A lower value generally indicates that it is costing the financial institution less money to generate revenue. The Company's operating expense ratio (annualized) for the current quarter was 1.24% compared to 1.27% for the prior quarter. The operating expense ratio was lower in the current quarter due to lower non-interest expense. The operating expense ratio is a measure of a financial institution's total non-interest expense as a percentage of average assets, providing insight into how efficiently the Company is managing its expenses in relation to its assets and does not take into consideration changes in interest rates.
Income Tax Expense
The following table presents pretax income, income tax expense, and net income for the time periods presented, along with the change measured in dollars and percent and the effective tax rate.
|
|
For the Three Months Ended |
|
|
|
|
||||||||
|
|
|
|
|
|
Change Expressed in: |
||||||||
|
|
2025 |
|
2025 |
|
Dollars |
|
Percent |
||||||
|
|
(Dollars in thousands) |
|
|
||||||||||
|
Income before income tax expense |
$ |
25,214 |
|
|
$ |
23,037 |
|
|
$ |
2,177 |
|
9.5 |
% |
|
Income tax expense |
|
4,910 |
|
|
|
4,224 |
|
|
|
686 |
|
16.2 |
|
|
Net income |
$ |
20,304 |
|
|
$ |
18,813 |
|
|
$ |
1,491 |
|
7.9 |
|
|
|
|
|
|
|
|
|
|
||||||
|
Effective Tax Rate |
|
19.5 |
% |
|
|
18.3 |
% |
|
|
|
|
||
Income tax expense was higher in the current quarter due to a higher effective tax rate and higher pretax income compared to the prior quarter. The effective tax rate was higher in the current quarter than the prior quarter due primarily to a slightly higher projected state tax rate in the current fiscal year.
Comparison of Operating Results for the Three Months
Ended
The Company recognized net income of
Interest and Dividend Income
The following table presents the components of interest and dividend income for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
||
|
|
|
|
Change Expressed in: |
||||
|
|
2025 |
|
2024 |
|
Dollars |
|
Percent |
|
|
(Dollars in thousands) |
|
|
||||
|
INTEREST AND DIVIDEND INCOME: |
|
|
|
|
|
|
|
|
Loans receivable |
|
|
|
|
|
|
10.3% |
|
MBS |
11,341 |
|
11,024 |
|
317 |
|
2.9 |
|
Cash and cash equivalents |
2,773 |
|
1,871 |
|
902 |
|
48.2 |
|
FHLB stock |
2,032 |
|
2,352 |
|
(320) |
|
(13.6) |
|
Investment securities |
51 |
|
981 |
|
(930) |
|
(94.8) |
|
Total interest and dividend income |
|
|
|
|
|
|
8.6 |
The increase in interest income on loans receivable was due primarily to the continued shift of loan balances from the one- to four-family loan portfolio to higher yielding commercial loans, along with growth in the commercial loan portfolio funded with cash flows from the deposit portfolio and partially from the investment securities portfolio. Interest income on cash and cash equivalents increased due largely to an increase in the average balance compared to the prior year quarter. The decrease in interest income on investment securities was due to a decrease in average balance, due primarily to securities that were called or matured between periods and were not replaced in their entirety.
Interest Expense
The following table presents the components of interest expense for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
|||||||
|
|
|
|
Change Expressed in: |
|||||||||
|
|
2025 |
|
2024 |
|
Dollars |
|
Percent |
|||||
|
|
(Dollars in thousands) |
|
|
|||||||||
|
INTEREST EXPENSE: |
|
|
|
|
|
|
||||||
|
Deposits |
$ |
37,500 |
|
$ |
37,345 |
|
$ |
155 |
|
|
0.4 |
% |
|
Borrowings |
|
17,172 |
|
|
18,047 |
|
|
(875 |
) |
|
(4.8 |
) |
|
Total interest expense |
$ |
54,672 |
|
$ |
55,392 |
|
$ |
(720 |
) |
|
(1.3 |
) |
The decrease in interest expense on borrowings was due to a decrease in the average balance, which was partially offset by a higher weighted average interest rate. The decrease in the average balance of borrowings was due mainly to FHLB borrowings that matured between periods and were not renewed. Cash flows from the deposit portfolio were used, in part, to pay off maturing FHLB borrowings. The increase in the weighted average interest rate was due primarily to higher market interest rates on FHLB borrowings that matured and were renewed between periods, along with lower rate advances that were not renewed, which increased the overall rate of the remaining advances.
Provision for Credit Losses
The Company recorded a provision for credit losses of
Non-Interest Income
The following table presents the components of non-interest income for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
||||||
|
|
|
|
Change Expressed in: |
||||||||
|
|
2025 |
|
2024 |
|
Dollars |
|
Percent |
||||
|
|
(Dollars in thousands) |
|
|
||||||||
|
NON-INTEREST INCOME: |
|
|
|
|
|
|
|||||
|
Deposit service fees |
$ |
2,872 |
|
$ |
2,707 |
|
$ |
165 |
|
6.1 |
% |
|
Insurance commissions |
|
789 |
|
|
776 |
|
|
13 |
|
1.7 |
|
|
Other non-interest income |
|
1,818 |
|
|
1,210 |
|
|
608 |
|
50.2 |
|
|
Total non-interest income |
$ |
5,479 |
|
$ |
4,693 |
|
$ |
786 |
|
16.7 |
|
Other non-interest income was higher in the current quarter due mainly to an increase in bank-owned life insurance ("BOLI") income due to a change in rates and an increase in the crediting rate as a result of updates to certain policies that were executed in the second half of the prior fiscal year.
Non-Interest Expense
The following table presents the components of non-interest expense for the time periods presented, along with the change measured in dollars and percent.
|
|
For the Three Months Ended |
|
|
|
|
|||||||
|
|
|
|
Change Expressed in: |
|||||||||
|
|
2025 |
|
2024 |
|
Dollars |
|
Percent |
|||||
|
|
(Dollars in thousands) |
|
|
|||||||||
|
NON-INTEREST EXPENSE: |
|
|
|
|
|
|
||||||
|
Salaries and employee benefits |
$ |
15,747 |
|
$ |
14,232 |
|
$ |
1,515 |
|
|
10.6 |
% |
|
Information technology and related expense |
|
5,134 |
|
|
4,550 |
|
|
584 |
|
|
12.8 |
|
|
Occupancy, net |
|
3,450 |
|
|
3,333 |
|
|
117 |
|
|
3.5 |
|
|
Regulatory and outside services |
|
1,789 |
|
|
1,113 |
|
|
676 |
|
|
60.7 |
|
|
Federal insurance premium |
|
1,111 |
|
|
1,038 |
|
|
73 |
|
|
7.0 |
|
|
Advertising and promotional |
|
1,056 |
|
|
822 |
|
|
234 |
|
|
28.5 |
|
|
Deposit and loan transaction costs |
|
716 |
|
|
591 |
|
|
125 |
|
|
21.2 |
|
|
Office supplies and related expense |
|
481 |
|
|
399 |
|
|
82 |
|
|
20.6 |
|
|
Other non-interest expense |
|
992 |
|
|
1,070 |
|
|
(78 |
) |
|
(7.3 |
) |
|
Total non-interest expense |
$ |
30,476 |
|
$ |
27,148 |
|
$ |
3,328 |
|
|
12.3 |
|
The increase in salaries and employee benefits was mainly attributable to an increase in full-time equivalent employees between periods, merit increases and salary adjustments to remain market competitive. The increase in information technology and related expense was due mainly to an increase in software licensing expense. The increase in regulatory and outside services was due primarily to an increase in new relationships with outside service providers and additional services provided by current providers, of which approximately
The Company's efficiency ratio was 53.66% for the current quarter compared to 57.86% for the prior year quarter. The improvement in the efficiency ratio was due primarily to higher net interest income compared to the prior year quarter, partially offset by higher non-interest expense. The Company's operating expense ratio (annualized) for the current quarter was 1.24% compared to 1.14% for the prior year quarter. The operating expense ratio was higher in the current quarter due mainly to higher non-interest expense, partially offset by higher average assets compared to the prior year quarter.
Income Tax Expense
The following table presents pretax income, income tax expense, and net income for the time periods presented, along with the change measured in dollars and percent and effective tax rate.
|
|
For the Three Months Ended |
|
|
|
|
||||||||
|
|
|
|
Change Expressed in: |
||||||||||
|
|
2025 |
|
2024 |
|
Dollars |
|
Percent |
||||||
|
|
(Dollars in thousands) |
|
|
||||||||||
|
Income before income tax expense |
$ |
25,214 |
|
|
$ |
19,098 |
|
|
$ |
6,116 |
|
32.0 |
% |
|
Income tax expense |
|
4,910 |
|
|
|
3,667 |
|
|
|
1,243 |
|
33.9 |
|
|
Net income |
$ |
20,304 |
|
|
$ |
15,431 |
|
|
$ |
4,873 |
|
31.6 |
|
|
|
|
|
|
|
|
|
|
||||||
|
Effective Tax Rate |
|
19.5 |
% |
|
|
19.2 |
% |
|
|
|
|
||
Income tax expense was higher in the current quarter due mainly to higher pretax income.
Financial Condition as of
The following table summarizes the Company's financial condition at the dates indicated.
|
|
|
|
|
|
Annualized |
|||||
|
|
|
|
|
|
Percent |
|||||
|
|
|
2025 |
|
|
|
2025 |
|
|
Change |
|
|
|
(Dollars and shares in thousands) |
|||||||||
|
Total assets |
$ |
9,778,400 |
|
|
$ |
9,778,701 |
|
|
— |
% |
|
AFS securities |
|
829,704 |
|
|
|
867,216 |
|
|
(17.3 |
) |
|
Loans receivable, net |
|
8,176,736 |
|
|
|
8,111,961 |
|
|
3.2 |
|
|
Deposits |
|
6,758,632 |
|
|
|
6,591,448 |
|
|
10.1 |
|
|
Borrowings |
|
1,829,914 |
|
|
|
1,950,770 |
|
|
(24.8 |
) |
|
Stockholders' equity |
|
1,041,320 |
|
|
|
1,047,677 |
|
|
(2.4 |
) |
|
Equity to total assets at end of period |
|
10.6 |
% |
|
|
10.7 |
% |
|
|
|
|
Average number of basic and diluted shares outstanding |
|
128,953,166 |
|
|
|
129,874,022 |
|
|
(2.8 |
) |
The loan portfolio increased
Deposits increased
Borrowings decreased
The following table summarizes loan originations and participations, deposit activity, and borrowing activity, along with certain related weighted average rates, during the periods indicated. The borrowings presented in the table have original contractual terms of one year or longer.
|
|
For the Three Months Ended |
||||||||||||
|
|
|
|
|
||||||||||
|
|
Amount |
|
Rate |
|
Amount |
|
Rate |
||||||
|
|
(Dollars in thousands) |
||||||||||||
|
Loan originations and participations |
|
|
|
|
|
|
|||||||
|
One- to four-family and consumer: |
|
|
|
|
|
|
|
||||||
|
Originated |
$ |
95,788 |
|
|
6.18 |
% |
|
$ |
88,055 |
|
|
6.61 |
% |
|
|
|
|
|
|
|
|
|
||||||
|
Commercial: |
|
|
|
|
|
|
|
||||||
|
Originated |
|
281,081 |
|
|
6.48 |
|
|
|
251,192 |
|
|
6.58 |
|
|
Participations |
|
83,520 |
|
|
6.37 |
|
|
|
11,952 |
|
|
6.85 |
|
|
|
$ |
460,389 |
|
|
6.40 |
|
|
$ |
351,199 |
|
|
6.60 |
|
|
|
|
|
|
|
|
|
|
||||||
|
Deposit activity |
|
|
|
|
|
|
|
||||||
|
Retail non-maturity deposits |
$ |
162,250 |
|
|
|
|
$ |
(19,124 |
) |
|
|
||
|
Commercial non-maturity deposits |
|
19,133 |
|
|
|
|
|
88,336 |
|
|
|
||
|
Retail/Commercial certificates of deposit |
|
(10,231 |
) |
|
|
|
|
85,893 |
|
|
|
||
|
|
|
|
|
|
|
|
|
||||||
|
Borrowing activity |
|
|
|
|
|
|
|
||||||
|
Maturities and repayments |
|
(171,168 |
) |
|
2.34 |
|
|
|
(121,168 |
) |
|
3.30 |
|
|
New borrowings |
|
50,000 |
|
|
3.64 |
|
|
|
— |
|
|
— |
|
Stockholders' Equity
Stockholders' equity totaled
During the quarter ended
During the quarter ended
Dividend payments depend upon a number of factors, including the Company's financial condition and results of operations, regulatory capital compliance, regulatory limitations on the Bank's ability to make capital distributions to the Company, the Bank's current tax earnings and accumulated earnings and profits, and the amount of cash at the holding company level.
The Board of Directors continue to evaluate various alternatives for capital allocation to enhance stockholder value, including the repurchase of stock, the payment of additional cash dividends, or retaining earnings to support future growth. Since our second-step conversion in
At
The following table presents a reconciliation of total to net shares outstanding as of
|
Total shares outstanding |
129,836,672 |
|
Less unallocated Employee Stock Ownership Plan ("ESOP") shares and unvested restricted stock |
(2,591,657) |
|
Net shares outstanding |
127,245,015 |
Forward-Looking Statements
Except for the historical information contained in this press release, the matters discussed herein may be deemed to be "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements include statements about our beliefs, plans, objectives, goals, expectations, anticipations, estimates and intentions. The words "may," "could," "should," "would," "will," "believe," "anticipate," "estimate," "expect," "intend," "plan," and similar expressions are intended to identify forward-looking statements. Forward-looking statements involve risks and uncertainties, including: changes in policies or the application or interpretation of laws and regulations by regulatory agencies and tax authorities; other governmental initiatives affecting the financial services industry; changes in accounting principles, policies or guidelines; fluctuations in interest rates and the effects of inflation or a potential recession, whether caused by
|
SUPPLEMENTAL FINANCIAL INFORMATION |
|||||||
|
CONSOLIDATED BALANCE SHEETS (Unaudited) (Dollars in thousands, except per share amounts) |
|||||||
|
|
|
|
|
||||
|
|
|
2025 |
|
|
|
2025 |
|
|
ASSETS: |
|
|
|
||||
|
Cash and cash equivalents (includes interest-earning deposits of |
$ |
232,634 |
|
|
$ |
252,443 |
|
|
Available-for-sale ("AFS"), at estimated fair value (amortized cost of |
|
829,704 |
|
|
|
867,216 |
|
|
Loans receivable, net (allowance for credit losses ("ACL") of |
|
8,176,736 |
|
|
|
8,111,961 |
|
|
FHLB stock, at cost |
|
85,060 |
|
|
|
90,662 |
|
|
Premises and equipment, net |
|
88,753 |
|
|
|
89,314 |
|
|
Income taxes receivable, net |
|
— |
|
|
|
220 |
|
|
Deferred federal income tax assets, net |
|
22,744 |
|
|
|
23,826 |
|
|
Other assets |
|
342,769 |
|
|
|
343,059 |
|
|
TOTAL ASSETS |
$ |
9,778,400 |
|
|
$ |
9,778,701 |
|
|
|
|
|
|
||||
|
LIABILITIES: |
|
|
|
||||
|
Deposits |
$ |
6,758,632 |
|
|
$ |
6,591,448 |
|
|
Borrowings |
|
1,829,914 |
|
|
|
1,950,770 |
|
|
Advances by borrowers |
|
28,523 |
|
|
|
65,416 |
|
|
Income taxes payable, net |
|
237 |
|
|
|
— |
|
|
Deferred state income tax liabilities, net |
|
2,228 |
|
|
|
2,056 |
|
|
Other liabilities |
|
117,546 |
|
|
|
121,334 |
|
|
Total liabilities |
|
8,737,080 |
|
|
|
8,731,024 |
|
|
|
|
|
|
||||
|
STOCKHOLDERS' EQUITY: |
|
|
|
||||
|
Preferred stock, |
|
— |
|
|
|
— |
|
|
Common stock, |
|
|
|
||||
|
shares issued and outstanding as of |
|
1,298 |
|
|
|
1,322 |
|
|
Additional paid-in capital |
|
1,126,227 |
|
|
|
1,142,711 |
|
|
Unearned compensation, ESOP |
|
(24,367 |
) |
|
|
(24,780 |
) |
|
Accumulated deficit |
|
(78,044 |
) |
|
|
(87,331 |
) |
|
Accumulated other comprehensive income ("AOCI"), net of tax |
|
16,206 |
|
|
|
15,755 |
|
|
Total stockholders' equity |
|
1,041,320 |
|
|
|
1,047,677 |
|
|
TOTAL LIABILITIES AND STOCKHOLDERS' EQUITY |
$ |
9,778,400 |
|
|
$ |
9,778,701 |
|
See accompanying notes to consolidated financial statements.
|
CONSOLIDATED STATEMENTS OF INCOME (Unaudited) (Dollars in thousands) |
||||||||
|
|
For the Three Months Ended |
|||||||
|
|
|
|
|
|
|
|||
|
|
2025 |
|
2025 |
|
2024 |
|||
|
INTEREST AND DIVIDEND INCOME: |
|
|
|
|
|
|||
|
Loans receivable |
$ |
89,792 |
|
$ |
87,343 |
|
$ |
81,394 |
|
MBS |
|
11,341 |
|
|
11,808 |
|
|
11,024 |
|
Cash and cash equivalents |
|
2,773 |
|
|
2,148 |
|
|
1,871 |
|
FHLB stock |
|
2,032 |
|
|
2,163 |
|
|
2,352 |
|
Investment securities |
|
51 |
|
|
582 |
|
|
981 |
|
Total interest and dividend income |
|
105,989 |
|
|
104,044 |
|
|
97,622 |
|
|
|
|
|
|
|
|||
|
INTEREST EXPENSE: |
|
|
|
|
|
|||
|
Deposits |
|
37,500 |
|
|
37,204 |
|
|
37,345 |
|
Borrowings |
|
17,172 |
|
|
18,057 |
|
|
18,047 |
|
Total interest expense |
|
54,672 |
|
|
55,261 |
|
|
55,392 |
|
|
|
|
|
|
|
|||
|
NET INTEREST INCOME |
|
51,317 |
|
|
48,783 |
|
|
42,230 |
|
|
|
|
|
|
|
|||
|
PROVISION FOR CREDIT LOSSES |
|
1,106 |
|
|
519 |
|
|
677 |
|
NET INTEREST INCOME AFTER |
|
|
|
|
|
|||
|
PROVISION FOR CREDIT LOSSES |
|
50,211 |
|
|
48,264 |
|
|
41,553 |
|
|
|
|
|
|
|
|||
|
NON-INTEREST INCOME: |
|
|
|
|
|
|||
|
Deposit service fees |
|
2,872 |
|
|
2,873 |
|
|
2,707 |
|
Insurance commissions |
|
789 |
|
|
1,018 |
|
|
776 |
|
Other non-interest income |
|
1,818 |
|
|
1,900 |
|
|
1,210 |
|
Total non-interest income |
|
5,479 |
|
|
5,791 |
|
|
4,693 |
|
|
|
|
|
|
|
|||
|
NON-INTEREST EXPENSE: |
|
|
|
|
|
|||
|
Salaries and employee benefits |
|
15,747 |
|
|
15,936 |
|
|
14,232 |
|
Information technology and related expense |
|
5,134 |
|
|
5,053 |
|
|
4,550 |
|
Occupancy, net |
|
3,450 |
|
|
3,292 |
|
|
3,333 |
|
Regulatory and outside services |
|
1,789 |
|
|
1,590 |
|
|
1,113 |
|
Federal insurance premium |
|
1,111 |
|
|
1,114 |
|
|
1,038 |
|
Advertising and promotional |
|
1,056 |
|
|
1,915 |
|
|
822 |
|
Deposit and loan transaction costs |
|
716 |
|
|
658 |
|
|
591 |
|
Office supplies and related expense |
|
481 |
|
|
490 |
|
|
399 |
|
Other non-interest expense |
|
992 |
|
|
970 |
|
|
1,070 |
|
Total non-interest expense |
|
30,476 |
|
|
31,018 |
|
|
27,148 |
|
INCOME BEFORE INCOME TAX EXPENSE |
|
25,214 |
|
|
23,037 |
|
|
19,098 |
|
INCOME TAX EXPENSE |
|
4,910 |
|
|
4,224 |
|
|
3,667 |
|
NET INCOME |
$ |
20,304 |
|
$ |
18,813 |
|
$ |
15,431 |
Average Balance Sheets
The following tables present the average balances of our assets, liabilities, and stockholders' equity, and the related annualized weighted average yields and rates on our interest-earning assets and interest-bearing liabilities for the periods indicated, as well as selected performance ratios and other information for the periods shown. Weighted average yields are derived by dividing annualized income by the average balance of the related assets, and weighted average rates are derived by dividing annualized expense by the average balance of the related liabilities, for the periods shown. Average outstanding balances are derived from average daily balances. The weighted average yields and rates include amortization of fees, costs, premiums and discounts, which are considered adjustments to yields/rates. Weighted average yields on tax-exempt securities are not calculated on a fully taxable equivalent basis.
|
|
For the Three Months Ended |
|||||||||||||||||||||||||
|
|
|
|
|
|
|
|||||||||||||||||||||
|
|
Average |
|
Interest |
|
|
|
Average |
|
Interest |
|
|
|
Average |
|
Interest |
|
|
|||||||||
|
|
Outstanding |
|
Earned/ |
|
Yield/ |
|
Outstanding |
|
Earned/ |
|
Yield/ |
|
Outstanding |
|
Earned/ |
|
Yield/ |
|||||||||
|
|
Amount |
|
Paid |
|
Rate |
|
Amount |
|
Paid |
|
Rate |
|
Amount |
|
Paid |
|
Rate |
|||||||||
|
|
(Dollars in thousands) |
|||||||||||||||||||||||||
|
Assets: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Interest-earning assets: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
One- to four-family loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Originated |
$ |
3,748,022 |
|
$ |
36,490 |
|
3.89 |
% |
|
$ |
3,794,781 |
|
$ |
36,521 |
|
3.85 |
% |
|
$ |
3,925,427 |
|
$ |
36,375 |
|
3.71 |
% |
|
Purchased |
|
2,113,076 |
|
|
17,469 |
|
3.31 |
|
|
|
2,167,994 |
|
|
17,668 |
|
3.26 |
|
|
|
2,338,395 |
|
|
18,984 |
|
3.25 |
|
|
Total one- to four-family loans |
|
5,861,098 |
|
|
53,959 |
|
3.68 |
|
|
|
5,962,775 |
|
|
54,189 |
|
3.63 |
|
|
|
6,263,822 |
|
|
55,359 |
|
3.54 |
|
|
Commercial loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Commercial real estate |
|
1,776,342 |
|
|
26,456 |
|
5.83 |
|
|
|
1,670,205 |
|
|
24,317 |
|
5.70 |
|
|
|
1,303,095 |
|
|
18,755 |
|
5.63 |
|
|
Commercial and industrial |
|
215,211 |
|
|
3,868 |
|
7.03 |
|
|
|
196,992 |
|
|
3,515 |
|
6.98 |
|
|
|
132,026 |
|
|
2,217 |
|
6.57 |
|
|
Commercial construction |
|
198,300 |
|
|
3,316 |
|
6.54 |
|
|
|
182,855 |
|
|
3,050 |
|
6.53 |
|
|
|
171,627 |
|
|
2,784 |
|
6.35 |
|
|
Total commercial loans |
|
2,189,853 |
|
|
33,640 |
|
6.01 |
|
|
|
2,050,052 |
|
|
30,882 |
|
5.89 |
|
|
|
1,606,748 |
|
|
23,756 |
|
5.79 |
|
|
Consumer loans |
|
114,588 |
|
|
2,193 |
|
7.59 |
|
|
|
113,979 |
|
|
2,272 |
|
7.91 |
|
|
|
110,661 |
|
|
2,279 |
|
8.19 |
|
|
Total loans receivable(1) |
|
8,165,539 |
|
|
89,792 |
|
4.36 |
|
|
|
8,126,806 |
|
|
87,343 |
|
4.27 |
|
|
|
7,981,231 |
|
|
81,394 |
|
4.05 |
|
|
MBS(2) |
|
826,320 |
|
|
11,341 |
|
5.49 |
|
|
|
860,833 |
|
|
11,808 |
|
5.49 |
|
|
|
781,252 |
|
|
11,024 |
|
5.64 |
|
|
Investment securities(2)(3) |
|
4,000 |
|
|
51 |
|
5.13 |
|
|
|
45,467 |
|
|
582 |
|
5.13 |
|
|
|
72,561 |
|
|
981 |
|
5.41 |
|
|
FHLB stock |
|
88,223 |
|
|
2,032 |
|
9.14 |
|
|
|
94,288 |
|
|
2,163 |
|
9.10 |
|
|
|
99,151 |
|
|
2,352 |
|
9.41 |
|
|
Cash and cash equivalents |
|
274,154 |
|
|
2,773 |
|
3.96 |
|
|
|
192,755 |
|
|
2,148 |
|
4.36 |
|
|
|
154,752 |
|
|
1,871 |
|
4.73 |
|
|
Total interest-earning assets |
|
9,358,236 |
|
|
105,989 |
|
4.49 |
|
|
|
9,320,149 |
|
|
104,044 |
|
4.43 |
|
|
|
9,088,947 |
|
|
97,622 |
|
4.27 |
|
|
Other non-interest-earning assets |
|
468,876 |
|
|
|
|
|
|
468,378 |
|
|
|
|
|
|
463,322 |
|
|
|
|
||||||
|
Total assets |
$ |
9,827,112 |
|
|
|
|
|
$ |
9,788,527 |
|
|
|
|
|
$ |
9,552,269 |
|
|
|
|
||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Liabilities and stockholders' equity: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Interest-bearing liabilities: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Checking |
$ |
881,139 |
|
|
503 |
|
0.23 |
|
|
$ |
869,328 |
|
|
497 |
|
0.23 |
|
|
$ |
865,738 |
|
|
531 |
|
0.24 |
|
|
High yield savings |
|
507,126 |
|
|
4,970 |
|
3.89 |
|
|
|
427,416 |
|
|
4,229 |
|
3.93 |
|
|
|
126,047 |
|
|
1,322 |
|
4.17 |
|
|
Other savings |
|
422,933 |
|
|
79 |
|
0.07 |
|
|
|
428,106 |
|
|
81 |
|
0.07 |
|
|
|
441,486 |
|
|
100 |
|
0.09 |
|
|
Money market |
|
1,241,106 |
|
|
3,925 |
|
1.25 |
|
|
|
1,244,320 |
|
|
4,037 |
|
1.29 |
|
|
|
1,245,714 |
|
|
4,212 |
|
1.34 |
|
|
Retail certificates |
|
2,823,991 |
|
|
26,213 |
|
3.68 |
|
|
|
2,787,294 |
|
|
26,596 |
|
3.79 |
|
|
|
2,812,034 |
|
|
29,755 |
|
4.20 |
|
|
Commercial certificates |
|
61,917 |
|
|
555 |
|
3.56 |
|
|
|
60,637 |
|
|
553 |
|
3.62 |
|
|
|
57,859 |
|
|
636 |
|
4.36 |
|
|
Wholesale certificates |
|
124,247 |
|
|
1,255 |
|
4.01 |
|
|
|
118,066 |
|
|
1,211 |
|
4.07 |
|
|
|
69,487 |
|
|
789 |
|
4.50 |
|
|
Total deposits |
|
6,062,459 |
|
|
37,500 |
|
2.45 |
|
|
|
5,935,167 |
|
|
37,204 |
|
2.49 |
|
|
|
5,618,365 |
|
|
37,345 |
|
2.64 |
|
|
Borrowings |
|
1,911,552 |
|
|
17,172 |
|
3.56 |
|
|
|
2,027,086 |
|
|
18,057 |
|
3.53 |
|
|
|
2,171,476 |
|
|
18,047 |
|
3.30 |
|
|
Total interest-bearing liabilities |
|
7,974,011 |
|
|
54,672 |
|
2.72 |
|
|
|
7,962,253 |
|
|
55,261 |
|
2.75 |
|
|
|
7,789,841 |
|
|
55,392 |
|
2.82 |
|
|
Non-interest-bearing deposits |
|
609,471 |
|
|
|
|
|
|
587,128 |
|
|
|
|
|
|
544,548 |
|
|
|
|
||||||
|
Other non-interest-bearing liabilities |
|
192,207 |
|
|
|
|
|
|
189,471 |
|
|
|
|
|
|
186,227 |
|
|
|
|
||||||
|
Stockholders' equity |
|
1,051,423 |
|
|
|
|
|
|
1,049,675 |
|
|
|
|
|
|
1,031,653 |
|
|
|
|
||||||
|
Total liabilities and stockholders' equity |
$ |
9,827,112 |
|
|
|
|
|
$ |
9,788,527 |
|
|
|
|
|
$ |
9,552,269 |
|
|
|
|
||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(Continued) |
|||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Net interest income(4) |
|
|
$ |
51,317 |
|
|
|
|
|
$ |
48,783 |
|
|
|
|
|
$ |
42,230 |
|
|
||||||
|
Net interest-earning assets |
$ |
1,384,225 |
|
|
|
|
|
$ |
1,357,896 |
|
|
|
|
|
$ |
1,299,106 |
|
|
|
|
||||||
|
Net interest margin(5) |
|
|
|
|
2.19 |
|
|
|
|
|
|
2.09 |
|
|
|
|
|
|
1.86 |
|
||||||
|
Ratio of interest-earning assets to interest-bearing liabilities |
|
1.17x |
|
|
|
|
|
1.17x |
|
|
|
|
|
1.17x |
||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Selected performance ratios: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Return on average assets (annualized)(6) |
|
|
|
0.83 |
% |
|
|
|
|
|
0.77 |
% |
|
|
|
|
|
0.65 |
% |
|||||||
|
Return on average equity (annualized)(7) |
|
|
|
7.72 |
|
|
|
|
|
|
7.17 |
|
|
|
|
|
|
5.98 |
|
|||||||
|
Average equity to average assets |
|
|
|
|
10.70 |
|
|
|
|
|
|
10.72 |
|
|
|
|
|
|
10.80 |
|
||||||
|
Operating expense ratio(8) |
|
|
|
|
1.24 |
|
|
|
|
|
|
1.27 |
|
|
|
|
|
|
1.14 |
|
||||||
|
Efficiency ratio(9) |
|
|
|
|
53.66 |
|
|
|
|
|
|
56.84 |
|
|
|
|
|
|
57.86 |
|
||||||
|
(1) |
Balances are adjusted for unearned loan fees and deferred costs. Loans that are 90 or more days delinquent are included in the loans receivable average balance with a yield of zero percent. |
|
|
(2) |
AFS security yields are based upon amortized cost which is adjusted for premiums and discounts. |
|
|
(3) |
There were no nontaxable securities in the average balance of securities for the quarters ended |
|
|
(4) |
Net interest income represents the difference between interest income earned on interest-earning assets and interest paid on interest-bearing liabilities. Net interest income depends on the average balance of interest-earning assets and interest-bearing liabilities, and the interest rates earned or paid on them. |
|
|
(5) |
Net interest margin represents annualized net interest income as a percentage of average interest-earning assets. Management believes the net interest margin is important to investors as it is a profitability measure for financial institutions. |
|
|
(6) |
Return on average assets represents annualized net income as a percentage of total average assets. Management believes that the return on average assets is important to investors as it shows the Company's profitability in relation to the Company's average assets. |
|
|
(7) |
Return on average equity represents annualized net income as a percentage of total average equity. Management believes that the return on average equity is important to investors as it shows the Company's profitability in relation to the Company's average equity. |
|
|
(8) |
The operating expense ratio represents annualized non-interest expense as a percentage of average assets. Management believes the operating expense ratio is important to investors as it provides insight into how efficiently the Company is managing its expenses in relation to its assets. It is a financial measurement ratio that does not take into consideration changes in interest rates. |
|
|
(9) |
The efficiency ratio represents non-interest expense as a percentage of the sum of net interest income (pre-provision for credit losses) and non-interest income. Management believes the efficiency ratio is important to investors as it is a measure of a financial institution's total non-interest expense as a percentage of the sum of net interest income (pre-provision for credit losses) and non-interest income. A lower value generally indicates that it is costing the financial institution less money to generate revenue, related to its net interest margin and non-interest income. |
Loan Portfolio
The following table presents information related to the composition of our loan portfolio in terms of dollar amounts, weighted average rates, and percentage of total as of the dates indicated.
|
|
|
|
|
|
|
||||||||||||||||||||||||
|
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|
|
|
|
|
% of |
||||||||||||
|
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
||||||||||||
|
|
(Dollars in thousands) |
||||||||||||||||||||||||||||
|
One- to four-family: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
Originated |
$ |
3,725,622 |
|
|
3.82 |
% |
|
45.4 |
% |
|
$ |
3,774,134 |
|
|
3.78 |
% |
|
46.4 |
% |
|
$ |
3,907,809 |
|
|
3.64 |
% |
|
49.0 |
% |
|
Purchased |
|
2,065,179 |
|
|
3.50 |
|
|
25.2 |
|
|
|
2,114,447 |
|
|
3.49 |
|
|
26.0 |
|
|
|
2,286,876 |
|
|
3.45 |
|
|
28.7 |
|
|
Construction |
|
15,228 |
|
|
6.14 |
|
|
0.2 |
|
|
|
16,054 |
|
|
6.17 |
|
|
0.2 |
|
|
|
19,165 |
|
|
6.35 |
|
|
0.2 |
|
|
Total |
|
5,806,029 |
|
|
3.71 |
|
|
70.8 |
|
|
|
5,904,635 |
|
|
3.68 |
|
|
72.6 |
|
|
|
6,213,850 |
|
|
3.58 |
|
|
77.9 |
|
|
Commercial: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
Commercial real estate |
|
1,874,506 |
|
|
5.74 |
|
|
22.9 |
|
|
|
1,709,990 |
|
|
5.82 |
|
|
21.0 |
|
|
|
1,353,482 |
|
|
5.48 |
|
|
17.0 |
|
|
Commercial and industrial |
|
219,909 |
|
|
6.74 |
|
|
2.7 |
|
|
|
210,119 |
|
|
6.92 |
|
|
2.6 |
|
|
|
131,267 |
|
|
6.66 |
|
|
1.7 |
|
|
Commercial construction |
|
184,227 |
|
|
6.83 |
|
|
2.2 |
|
|
|
195,886 |
|
|
6.42 |
|
|
2.4 |
|
|
|
161,744 |
|
|
6.14 |
|
|
2.0 |
|
|
Total |
|
2,278,642 |
|
|
5.93 |
|
|
27.8 |
|
|
|
2,115,995 |
|
|
5.98 |
|
|
26.0 |
|
|
|
1,646,493 |
|
|
5.64 |
|
|
20.7 |
|
|
Consumer loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
Home equity |
|
107,490 |
|
|
7.76 |
|
|
1.3 |
|
|
|
104,809 |
|
|
8.15 |
|
|
1.3 |
|
|
|
103,006 |
|
|
8.31 |
|
|
1.3 |
|
|
Other |
|
7,814 |
|
|
5.56 |
|
|
0.1 |
|
|
|
8,436 |
|
|
5.55 |
|
|
0.1 |
|
|
|
9,680 |
|
|
5.77 |
|
|
0.1 |
|
|
Total |
|
115,304 |
|
|
7.61 |
|
|
1.4 |
|
|
|
113,245 |
|
|
7.96 |
|
|
1.4 |
|
|
|
112,686 |
|
|
8.09 |
|
|
1.4 |
|
|
Total loans receivable |
|
8,199,975 |
|
|
4.38 |
|
|
100.0 |
% |
|
|
8,133,875 |
|
|
4.34 |
|
|
100.0 |
% |
|
|
7,973,029 |
|
|
4.07 |
|
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
Less: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
ACL |
|
24,572 |
|
|
|
|
|
|
|
24,039 |
|
|
|
|
|
|
|
24,997 |
|
|
|
|
|
||||||
|
Deferred loan fees/discounts |
|
31,125 |
|
|
|
|
|
|
|
31,268 |
|
|
|
|
|
|
|
30,973 |
|
|
|
|
|
||||||
|
Premiums/deferred costs |
|
(32,458 |
) |
|
|
|
|
|
|
(33,393 |
) |
|
|
|
|
|
|
(36,497 |
) |
|
|
|
|
||||||
|
Total loans receivable, net |
$ |
8,176,736 |
|
|
|
|
|
|
$ |
8,111,961 |
|
|
|
|
|
|
$ |
7,953,556 |
|
|
|
|
|
||||||
Loan Activity: The following table summarizes activity in the loan portfolio, along with weighted average rates where applicable, for the periods indicated, excluding changes in ACL, deferred loan fees/discounts, and premiums/deferred costs. Loans that were paid off as a result of refinances are included in repayments. Loan endorsements are not included in the activity in the following table because a new loan is not generated at the time of the endorsement. The endorsed balance and rate are included in the ending loan portfolio balance and rate. Commercial loan renewals are not included in the activity presented in the following table unless new funds are disbursed at the time of renewal. The renewal balance and rate are included in the ending loan portfolio balance and rate.
|
|
For the Three Months Ended |
||||||||||||
|
|
|
|
|
||||||||||
|
|
Amount |
|
Rate |
|
Amount |
|
Rate |
||||||
|
|
(Dollars in thousands) |
||||||||||||
|
Beginning balance |
$ |
8,133,875 |
|
|
4.34 |
% |
|
$ |
8,043,000 |
|
|
4.25 |
% |
|
Originated and refinanced |
|
376,869 |
|
|
6.40 |
|
|
|
339,247 |
|
|
6.59 |
|
|
Participations |
|
83,520 |
|
|
6.37 |
|
|
|
11,952 |
|
|
6.85 |
|
|
Change in undisbursed loan funds |
|
(44,036 |
) |
|
|
|
|
11,760 |
|
|
|
||
|
Repayments |
|
(349,905 |
) |
|
|
|
|
(271,802 |
) |
|
|
||
|
Principal (charge-offs)/recoveries, net |
|
(119 |
) |
|
|
|
|
(66 |
) |
|
|
||
|
Other |
|
(229 |
) |
|
|
|
|
(216 |
) |
|
|
||
|
Ending balance |
$ |
8,199,975 |
|
|
4.38 |
|
|
$ |
8,133,875 |
|
|
4.34 |
|
One- to Four-Family Loans: The following table presents, for our portfolio of one- to four-family loans, the amount, percent of total, weighted average rate, weighted average credit score, weighted average LTV ratio, and average balance per loan as of
|
|
|
|
% of |
|
|
|
Credit |
|
|
|
Average |
|||||
|
|
Amount |
|
Total |
|
Rate |
|
Score |
|
LTV |
|
Balance |
|||||
|
|
(Dollars in thousands) |
|||||||||||||||
|
Originated |
$ |
3,725,622 |
|
64.1 |
% |
|
3.82 |
% |
|
770 |
|
57 |
% |
|
$ |
170 |
|
Purchased |
|
2,065,179 |
|
35.6 |
|
|
3.50 |
|
|
768 |
|
60 |
|
|
|
378 |
|
Construction |
|
15,228 |
|
0.3 |
|
|
6.14 |
|
|
778 |
|
43 |
|
|
|
331 |
|
|
|
5,806,029 |
|
100.0 |
% |
|
3.71 |
|
|
769 |
|
58 |
|
|
|
212 |
The following table presents origination and refinance activity for our one- to four-family loan portfolio, excluding endorsement activity, along with the weighted average rate, weighted average LTV and weighted average credit score for the quarter ended
|
|
|
|
|
|
|
Credit |
|||
|
Amount |
|
Rate |
|
LTV |
|
Score |
|||
|
(Dollars in thousands) |
|||||||||
|
$ |
82,388 |
|
5.89 |
% |
|
73 |
% |
|
764 |
Commercial Loans: The table below presents commercial loan origination and participation activity for the quarter ended
|
|
Originated |
|
Participation |
|
Total |
|
Weighted |
|
Weighted |
|||||||||||||
|
|
Amount |
|
Rate |
|
Amount |
|
Rate |
|
Amount |
|
Rate |
|
LTV |
|
DSCR |
|||||||
|
|
(Dollars in thousands) |
|
|
|
|
|||||||||||||||||
|
Commercial real estate |
$ |
175,230 |
|
6.31 |
% |
|
$ |
32,510 |
|
6.25 |
% |
|
$ |
207,740 |
|
6.30 |
% |
|
71 |
% |
|
2.77x |
|
Commercial and industrial |
|
34,105 |
|
6.59 |
|
|
|
— |
|
— |
|
|
|
34,105 |
|
6.59 |
|
|
N/A |
|
|
5.37 |
|
Commercial construction |
|
71,746 |
|
6.85 |
|
|
|
51,010 |
|
6.45 |
|
|
|
122,756 |
|
6.68 |
|
|
73 |
|
|
1.29 |
|
|
$ |
281,081 |
|
6.48 |
|
|
$ |
83,520 |
|
6.37 |
|
|
$ |
364,601 |
|
6.45 |
|
|
72 |
|
|
2.52 |
The following table presents commercial loan disbursements, excluding lines of credit, during the periods indicated.
|
|
For the Three Months Ended |
||||||||||
|
|
|
|
|
||||||||
|
|
Amount |
|
Rate |
|
Amount |
|
Rate |
||||
|
|
(Dollars in thousands) |
||||||||||
|
Commercial real estate |
$ |
207,243 |
|
6.32 |
% |
|
$ |
180,502 |
|
6.41 |
% |
|
Commercial and industrial |
|
27,585 |
|
6.97 |
|
|
|
21,736 |
|
7.03 |
|
|
Commercial construction |
|
70,004 |
|
6.65 |
|
|
|
49,151 |
|
7.00 |
|
|
|
$ |
304,832 |
|
6.46 |
|
|
$ |
251,389 |
|
6.58 |
|
The following table presents the Bank's commercial real estate and commercial construction loans by type of primary collateral as of the dates indicated. Management anticipates fully funding the majority of the undisbursed amounts, as most are not cancellable by the Bank.
|
|
|
|
|
||||||||||||||
|
|
|
|
Unpaid |
|
Undisbursed |
|
Gross Loan |
|
Gross Loan |
||||||||
|
|
Count |
|
Principal |
|
Amount |
|
Amount |
|
Amount |
||||||||
|
|
|
|
(Dollars in thousands) |
||||||||||||||
|
Hotel |
32 |
|
$ |
616,357 |
|
|
$ |
67,562 |
|
|
$ |
683,919 |
|
|
$ |
603,124 |
|
|
Senior housing |
52 |
|
|
537,585 |
|
|
|
15,024 |
|
|
|
552,609 |
|
|
|
483,959 |
|
|
Multi-family |
34 |
|
|
286,694 |
|
|
|
125,538 |
|
|
|
412,232 |
|
|
|
365,316 |
|
|
Retail building |
126 |
|
|
314,868 |
|
|
|
88,114 |
|
|
|
402,982 |
|
|
|
334,665 |
|
|
Office building |
73 |
|
|
86,540 |
|
|
|
6,583 |
|
|
|
93,123 |
|
|
|
136,058 |
|
|
One- to four-family property |
301 |
|
|
61,805 |
|
|
|
3,976 |
|
|
|
65,781 |
|
|
|
70,420 |
|
|
Warehouse/manufacturing |
51 |
|
|
62,969 |
|
|
|
1,799 |
|
|
|
64,768 |
|
|
|
58,853 |
|
|
Land |
24 |
|
|
34,008 |
|
|
|
593 |
|
|
|
34,601 |
|
|
|
35,605 |
|
|
Single use building |
25 |
|
|
32,821 |
|
|
|
262 |
|
|
|
33,083 |
|
|
|
33,718 |
|
|
Other |
32 |
|
|
25,086 |
|
|
|
630 |
|
|
|
25,716 |
|
|
|
28,192 |
|
|
|
750 |
|
$ |
2,058,733 |
|
|
$ |
310,081 |
|
|
$ |
2,368,814 |
|
|
$ |
2,149,910 |
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Weighted average rate |
|
|
|
5.84 |
% |
|
|
6.68 |
% |
|
|
5.95 |
% |
|
|
5.99 |
% |
The following table presents the unpaid principal balance of non-owner occupied and owner occupied loans within the Bank's commercial real estate loan portfolio as of the dates indicated.
|
|
|
|
|
||
|
|
(Dollars in thousands) |
||||
|
Non-owner occupied |
$ |
1,379,099 |
|
$ |
1,271,905 |
|
Owner occupied |
|
161,736 |
|
|
167,925 |
The following table presents management's funding expectations for the Bank's commercial real estate and commercial construction undisbursed amounts and commitments outstanding as of
|
|
Projected Disbursements for the Quarters Ending |
|
|
|
|
||||||||||||||||||
|
|
|
|
|
|
|
|
Thereafter |
|
Revolving Lines of Credit |
|
Total |
||||||||||||
|
|
(Dollars in thousands) |
||||||||||||||||||||||
|
Undisbursed amounts |
$ |
59,605 |
|
|
$ |
64,130 |
|
|
$ |
47,032 |
|
|
$ |
132,070 |
|
|
$ |
7,244 |
|
|
$ |
310,081 |
|
|
Commitments |
|
4,775 |
|
|
|
8,518 |
|
|
|
8,652 |
|
|
|
56,982 |
|
|
|
— |
|
|
|
78,927 |
|
|
|
$ |
64,380 |
|
|
$ |
72,648 |
|
|
$ |
55,684 |
|
|
$ |
189,052 |
|
|
$ |
7,244 |
|
|
$ |
389,008 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
Weighted average rate |
|
6.65 |
% |
|
|
6.73 |
% |
|
|
6.71 |
% |
|
|
6.72 |
% |
|
|
6.91 |
% |
|
|
6.71 |
% |
The following table summarizes the Bank's commercial real estate and commercial construction loans by the state in which the collateral is located, as of the dates indicated.
|
|
|
|
|
||||||||||
|
|
|
|
Unpaid |
|
Undisbursed |
|
Gross Loan |
|
Gross Loan |
||||
|
|
Count |
|
Principal |
|
Amount |
|
Amount |
|
Amount |
||||
|
|
|
|
(Dollars in thousands) |
||||||||||
|
|
542 |
|
$ |
823,732 |
|
$ |
86,977 |
|
$ |
910,709 |
|
$ |
799,827 |
|
|
120 |
|
|
310,295 |
|
|
41,926 |
|
|
352,221 |
|
|
354,772 |
|
|
20 |
|
|
246,508 |
|
|
54,841 |
|
|
301,349 |
|
|
312,805 |
|
|
7 |
|
|
129,536 |
|
|
23,801 |
|
|
153,337 |
|
|
122,429 |
|
|
6 |
|
|
94,325 |
|
|
16,207 |
|
|
110,532 |
|
|
96,848 |
|
|
2 |
|
|
109,482 |
|
|
— |
|
|
109,482 |
|
|
109,828 |
|
|
13 |
|
|
60,920 |
|
|
23,024 |
|
|
83,944 |
|
|
84,199 |
|
|
3 |
|
|
37,671 |
|
|
13,940 |
|
|
51,611 |
|
|
56,781 |
|
|
2 |
|
|
51,200 |
|
|
— |
|
|
51,200 |
|
|
— |
|
Other |
35 |
|
|
195,064 |
|
|
49,365 |
|
|
244,429 |
|
|
212,421 |
|
|
750 |
|
$ |
2,058,733 |
|
$ |
310,081 |
|
$ |
2,368,814 |
|
$ |
2,149,910 |
The following table presents the Bank's commercial real estate and commercial construction loans by unpaid principal balance, aggregated by type of primary collateral and state, along with weighted average LTV and weighted average DSCR as of
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other |
|
Total |
||||||||||||||||
|
|
(Dollars in thousands) |
||||||||||||||||||||||||||||||
|
Hotel |
$ |
41,544 |
|
|
$ |
20,648 |
|
|
$ |
141,320 |
|
|
$ |
106,709 |
|
|
$ |
109,482 |
|
|
$ |
90,096 |
|
|
$ |
106,558 |
|
|
$ |
616,357 |
|
|
Senior housing |
|
323,857 |
|
|
|
141,629 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
72,099 |
|
|
|
537,585 |
|
|
Retail building |
|
87,670 |
|
|
|
41,492 |
|
|
|
84,736 |
|
|
|
20,068 |
|
|
|
— |
|
|
|
— |
|
|
|
80,902 |
|
|
|
314,868 |
|
|
Multi-family |
|
199,638 |
|
|
|
53,592 |
|
|
|
20,000 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
13,464 |
|
|
|
286,694 |
|
|
Office building |
|
60,153 |
|
|
|
7,747 |
|
|
|
452 |
|
|
|
136 |
|
|
|
— |
|
|
|
— |
|
|
|
18,052 |
|
|
|
86,540 |
|
|
Warehouse/manufacturing |
|
38,382 |
|
|
|
17,869 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
6,718 |
|
|
|
62,969 |
|
|
One- to four-family property |
|
42,110 |
|
|
|
4,264 |
|
|
|
— |
|
|
|
2,248 |
|
|
|
— |
|
|
|
1,620 |
|
|
|
11,563 |
|
|
|
61,805 |
|
|
Land |
|
7,119 |
|
|
|
152 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
26,737 |
|
|
|
34,008 |
|
|
Single use building |
|
11,682 |
|
|
|
18,155 |
|
|
|
— |
|
|
|
375 |
|
|
|
— |
|
|
|
2,609 |
|
|
|
— |
|
|
|
32,821 |
|
|
Other |
|
11,577 |
|
|
|
4,747 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
8,762 |
|
|
|
25,086 |
|
|
|
$ |
823,732 |
|
|
$ |
310,295 |
|
|
$ |
246,508 |
|
|
$ |
129,536 |
|
|
$ |
109,482 |
|
|
$ |
94,325 |
|
|
$ |
344,855 |
|
|
$ |
2,058,733 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||
|
Weighted LTV |
|
67 |
% |
|
|
66 |
% |
|
|
56 |
% |
|
|
54 |
% |
|
|
46 |
% |
|
|
51 |
% |
|
|
66 |
% |
|
|
63 |
% |
|
Weighted DSCR |
2.03x |
|
1.51x |
|
1.40x |
|
1.42x |
|
1.55x |
|
1.50x |
|
1.68x |
|
1.73x |
||||||||||||||||
The following table presents the unpaid principal balance of the Bank's commercial real estate and commercial construction loans aggregated by type of primary collateral, along with weighted average rate, LTV, and DSCR as of
|
|
|
|
Unpaid |
|
Weighted |
|
Weighted |
|
Weighted |
|||
|
|
Count |
|
Principal |
|
Rate |
|
LTV |
|
DSCR |
|||
|
|
(Dollars in thousands) |
|||||||||||
|
Hotel |
32 |
|
$ |
616,357 |
|
6.31 |
% |
|
54 |
% |
|
1.31x |
|
Senior housing |
52 |
|
|
537,585 |
|
5.21 |
|
|
73 |
|
|
1.64 |
|
Retail building |
126 |
|
|
314,868 |
|
5.51 |
|
|
61 |
|
|
1.93 |
|
Multi-family |
34 |
|
|
286,694 |
|
5.97 |
|
|
64 |
|
|
1.30 |
|
Office building |
73 |
|
|
86,540 |
|
6.43 |
|
|
64 |
|
|
3.49 |
|
Warehouse/manufacturing |
51 |
|
|
62,969 |
|
6.34 |
|
|
65 |
|
|
2.26 |
|
One- to four-family property |
301 |
|
|
61,805 |
|
6.03 |
|
|
56 |
|
|
3.18 |
|
Land |
24 |
|
|
34,008 |
|
6.24 |
|
|
71 |
|
|
4.19 |
|
Single use building |
25 |
|
|
32,821 |
|
6.26 |
|
|
62 |
|
|
1.90 |
|
Other |
32 |
|
|
25,086 |
|
5.89 |
|
|
53 |
|
|
2.09 |
|
|
750 |
|
$ |
2,058,733 |
|
5.84 |
|
|
63 |
|
|
1.73 |
The following table presents the Bank's commercial real estate and construction loans, including unpaid principal and undisbursed amounts, along with outstanding loan commitments as of
|
|
|
|
Gross Loan |
|
|
|
|
|
|
|
|
||||
|
|
|
|
and Commitment |
|
Average |
|
Weighted |
|
Weighted |
|
Weighted |
||||
|
|
Count |
|
Amounts |
|
Amount |
|
Rate |
|
LTV |
|
DSCR |
||||
|
|
(Dollars in thousands) |
|
|
|
|
|
|
||||||||
|
Greater than |
5 |
|
$ |
364,957 |
|
$ |
72,991 |
|
6.18 |
% |
|
60 |
% |
|
1.50x |
|
> |
3 |
|
|
164,252 |
|
|
54,751 |
|
5.66 |
|
|
61 |
|
|
1.45 |
|
> |
2 |
|
|
97,162 |
|
|
48,581 |
|
6.15 |
|
|
57 |
|
|
1.59 |
|
> |
10 |
|
|
349,885 |
|
|
34,989 |
|
5.85 |
|
|
64 |
|
|
1.27 |
|
> |
18 |
|
|
433,755 |
|
|
24,098 |
|
6.13 |
|
|
65 |
|
|
1.29 |
|
> |
27 |
|
|
380,861 |
|
|
14,106 |
|
6.43 |
|
|
67 |
|
|
1.51 |
|
> |
37 |
|
|
262,319 |
|
|
7,090 |
|
5.71 |
|
|
70 |
|
|
2.57 |
|
|
122 |
|
|
283,694 |
|
|
2,325 |
|
5.27 |
|
|
58 |
|
|
2.18 |
|
Less than |
532 |
|
|
110,856 |
|
|
208 |
|
6.35 |
|
|
52 |
|
|
3.27 |
|
|
756 |
|
$ |
2,447,741 |
|
|
3,238 |
|
5.98 |
|
|
63 |
|
|
1.71 |
The following table summarizes the Bank's commercial and industrial loans by loan purpose as of the dates indicated. Of the
|
|
|
|
|
||||||||||||||
|
|
|
|
Unpaid |
|
Undisbursed |
|
Gross Loan |
|
Gross Loan |
||||||||
|
|
Count |
|
Principal |
|
Amount |
|
Amount |
|
Amount |
||||||||
|
|
|
|
(Dollars in thousands) |
||||||||||||||
|
Working capital |
192 |
|
$ |
101,869 |
|
|
$ |
54,708 |
|
|
$ |
156,577 |
|
|
$ |
153,967 |
|
|
Purchase/refinance business assets |
48 |
|
|
49,586 |
|
|
|
306 |
|
|
|
49,892 |
|
|
|
49,805 |
|
|
Finance/lease vehicle |
174 |
|
|
32,423 |
|
|
|
2,050 |
|
|
|
34,473 |
|
|
|
36,406 |
|
|
Purchase equipment |
63 |
|
|
21,275 |
|
|
|
6,391 |
|
|
|
27,666 |
|
|
|
54,201 |
|
|
Other |
19 |
|
|
14,756 |
|
|
|
2,059 |
|
|
|
16,815 |
|
|
|
7,508 |
|
|
|
496 |
|
$ |
219,909 |
|
|
$ |
65,514 |
|
|
$ |
285,423 |
|
|
$ |
301,887 |
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Weighted average rate |
|
|
|
6.74 |
% |
|
|
6.80 |
% |
|
|
6.75 |
% |
|
|
6.97 |
% |
The following table summarizes the Bank's commercial and industrial loans by the state in which the borrower is located, as of
|
|
Unpaid |
|
Undisbursed |
|
Gross Loan |
|||
|
|
Principal |
|
Amount |
|
Amount |
|||
|
|
(Dollars in thousands) |
|||||||
|
|
$ |
152,800 |
|
$ |
60,796 |
|
$ |
213,596 |
|
|
|
11,923 |
|
|
— |
|
|
11,923 |
|
|
|
10,221 |
|
|
760 |
|
|
10,981 |
|
|
|
7,800 |
|
|
2,237 |
|
|
10,037 |
|
|
|
9,785 |
|
|
215 |
|
|
10,000 |
|
Other |
|
27,380 |
|
|
1,506 |
|
|
28,886 |
|
|
$ |
219,909 |
|
$ |
65,514 |
|
$ |
285,423 |
The following table presents the Bank's commercial and industrial loan portfolio, including unpaid principal and undisbursed amounts, along with outstanding loan commitments as of
|
|
|
|
Gross Loan |
|
|
|
|
||
|
|
|
|
and Commitment |
|
Average |
|
|
||
|
|
Count |
|
Amounts |
|
Amount |
|
DSCR |
||
|
|
(Dollars in thousands) |
|
|
||||||
|
Greater than |
2 |
|
$ |
54,718 |
|
$ |
27,359 |
|
1.56x |
|
> |
3 |
|
|
34,845 |
|
|
11,615 |
|
2.37 |
|
> |
10 |
|
|
78,650 |
|
|
7,865 |
|
1.39 |
|
> |
27 |
|
|
56,447 |
|
|
2,091 |
|
8.37 |
|
> |
32 |
|
|
23,700 |
|
|
741 |
|
3.46 |
|
Less than |
422 |
|
|
37,063 |
|
|
88 |
|
4.02 |
|
|
496 |
|
$ |
285,423 |
|
|
575 |
|
3.43 |
Asset Quality
The following tables present loans 30 to 89 days delinquent, non-performing loans, and other real estate owned ("OREO") as of the dates indicated. The amounts in the table represent the unpaid principal balance of the loans less related charge-offs, if any. Of the loans 30 to 89 days delinquent at
|
|
Loans Delinquent for 30 to 89 Days at: |
||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||
|
|
2025 |
|
2025 |
|
2025 |
|
2025 |
|
2024 |
||||||||||||||||||||
|
|
Count |
|
Amount |
|
Count |
|
Amount |
|
Count |
|
Amount |
|
Count |
|
Amount |
|
Count |
|
Amount |
||||||||||
|
|
(Dollars in thousands) |
||||||||||||||||||||||||||||
|
One- to four-family: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Originated |
83 |
|
$ |
9,351 |
|
|
68 |
|
$ |
7,338 |
|
|
77 |
|
$ |
9,617 |
|
|
73 |
|
$ |
8,072 |
|
|
79 |
|
$ |
9,768 |
|
|
Purchased |
21 |
|
|
5,767 |
|
|
13 |
|
|
3,221 |
|
|
15 |
|
|
2,958 |
|
|
12 |
|
|
3,107 |
|
|
12 |
|
|
3,020 |
|
|
Commercial: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Commercial real estate |
6 |
|
|
2,584 |
|
|
7 |
|
|
1,236 |
|
|
6 |
|
|
1,654 |
|
|
5 |
|
|
2,472 |
|
|
7 |
|
|
18,373 |
|
|
Commercial and industrial |
5 |
|
|
1,039 |
|
|
1 |
|
|
32 |
|
|
8 |
|
|
1,166 |
|
|
2 |
|
|
348 |
|
|
1 |
|
|
125 |
|
|
Consumer |
29 |
|
|
635 |
|
|
22 |
|
|
520 |
|
|
27 |
|
|
634 |
|
|
24 |
|
|
441 |
|
|
35 |
|
|
679 |
|
|
|
144 |
|
$ |
19,376 |
|
|
111 |
|
$ |
12,347 |
|
|
133 |
|
$ |
16,029 |
|
|
116 |
|
$ |
14,440 |
|
|
134 |
|
$ |
31,965 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Loans 30 to 89 days delinquent |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
|
to total loans receivable, net |
|
0.24 |
% |
|
|
|
|
0.15 |
% |
|
|
|
|
0.20 |
% |
|
|
|
|
0.18 |
% |
|
|
|
|
0.40 |
% |
||
|
|
Non-Performing Loans and OREO at: |
||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||
|
|
2025 |
|
2025 |
|
2025 |
|
2025 |
|
2024 |
||||||||||||||||||||
|
|
Count |
|
Amount |
|
Count |
|
Amount |
|
Count |
|
Amount |
|
Count |
|
Amount |
|
Count |
|
Amount |
||||||||||
|
|
(Dollars in thousands) |
||||||||||||||||||||||||||||
|
Loans 90 or More Days Delinquent or in Foreclosure: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||
|
One- to four-family: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Originated |
29 |
|
$ |
3,223 |
|
|
29 |
|
$ |
2,754 |
|
|
23 |
|
$ |
2,168 |
|
|
30 |
|
$ |
2,814 |
|
|
26 |
|
$ |
2,338 |
|
|
Purchased |
6 |
|
|
1,469 |
|
|
6 |
|
|
1,524 |
|
|
6 |
|
|
1,875 |
|
|
10 |
|
|
2,585 |
|
|
12 |
|
|
5,099 |
|
|
Commercial: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Commercial real estate |
12 |
|
|
3,358 |
|
|
11 |
|
|
3,123 |
|
|
12 |
|
|
3,387 |
|
|
11 |
|
|
3,315 |
|
|
7 |
|
|
2,038 |
|
|
Commercial and industrial |
2 |
|
|
199 |
|
|
2 |
|
|
210 |
|
|
5 |
|
|
412 |
|
|
4 |
|
|
376 |
|
|
3 |
|
|
309 |
|
|
Consumer |
14 |
|
|
218 |
|
|
10 |
|
|
94 |
|
|
12 |
|
|
176 |
|
|
19 |
|
|
473 |
|
|
22 |
|
|
356 |
|
|
|
63 |
|
|
8,467 |
|
|
58 |
|
|
7,705 |
|
|
58 |
|
|
8,018 |
|
|
74 |
|
|
9,563 |
|
|
70 |
|
|
10,140 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Loans 90 or more days delinquent or in foreclosure |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||
|
as a percentage of total loans |
|
|
|
0.10 |
% |
|
|
|
|
0.09 |
% |
|
|
|
|
0.10 |
% |
|
|
|
|
0.12 |
% |
|
|
|
|
0.13 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Nonaccrual loans less than 90 Days Delinquent:(1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||
|
One- to four-family: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Commercial real estate |
4 |
|
$ |
40,338 |
|
|
3 |
|
$ |
40,249 |
|
|
3 |
|
$ |
40,338 |
|
|
5 |
|
$ |
1,128 |
|
|
6 |
|
$ |
1,096 |
|
|
Commercial and industrial |
1 |
|
|
77 |
|
|
2 |
|
|
109 |
|
|
1 |
|
|
97 |
|
|
2 |
|
|
142 |
|
|
1 |
|
|
125 |
|
|
|
5 |
|
|
40,415 |
|
|
5 |
|
|
40,358 |
|
|
4 |
|
|
40,435 |
|
|
7 |
|
|
1,270 |
|
|
7 |
|
|
1,221 |
|
|
Total nonaccrual loans |
68 |
|
|
48,882 |
|
|
63 |
|
|
48,063 |
|
|
62 |
|
|
48,453 |
|
|
81 |
|
|
10,833 |
|
|
77 |
|
|
11,361 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Nonaccrual loans as a percentage of total loans |
|
|
0.60 |
% |
|
|
|
|
0.59 |
% |
|
|
|
|
0.60 |
% |
|
|
|
|
0.14 |
% |
|
|
|
|
0.14 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
OREO: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
One- to four-family: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Originated(2) |
2 |
|
$ |
291 |
|
|
1 |
|
$ |
62 |
|
|
1 |
|
$ |
92 |
|
|
— |
|
$ |
— |
|
|
— |
|
$ |
— |
|
|
Consumer |
1 |
|
|
135 |
|
|
1 |
|
|
135 |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
|
3 |
|
|
426 |
|
|
2 |
|
|
197 |
|
|
1 |
|
|
92 |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
Total non-performing assets |
71 |
|
$ |
49,308 |
|
|
65 |
|
$ |
48,260 |
|
|
63 |
|
$ |
48,545 |
|
|
81 |
|
$ |
10,833 |
|
|
77 |
|
$ |
11,361 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Non-performing assets as a percentage |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||
|
of total assets |
|
0.50 |
% |
|
|
|
|
0.49 |
% |
|
|
|
|
0.50 |
% |
|
|
|
|
0.11 |
% |
|
|
|
|
0.12 |
% |
||
|
(1) |
Includes loans required to be reported as nonaccrual pursuant to internal policies even if the loans are current. |
|
|
(2) |
Real estate-related consumer loans where we also hold the first mortgage are included in the one- to four-family category as the underlying collateral is one- to four-family property. |
The following table presents the amortized cost of loans classified as special mention or substandard at the dates presented. The decrease in commercial real estate special mention loans at
|
|
|
|
|
||||||||
|
|
Special Mention |
|
Substandard |
|
Special Mention |
|
Substandard |
||||
|
|
(Dollars in thousands) |
||||||||||
|
One- to four-family |
$ |
14,236 |
|
$ |
21,611 |
|
$ |
13,055 |
|
$ |
20,616 |
|
Commercial: |
|
|
|
|
|
|
|
||||
|
Commercial real estate |
|
22,448 |
|
|
45,801 |
|
|
59,993 |
|
|
45,550 |
|
Commercial and industrial |
|
579 |
|
|
277 |
|
|
399 |
|
|
473 |
|
Consumer |
|
106 |
|
|
365 |
|
|
326 |
|
|
322 |
|
|
$ |
37,369 |
|
$ |
68,054 |
|
$ |
73,773 |
|
$ |
66,961 |
Allowance for Credit Losses: The Bank utilizes a discounted cash flow model for estimating expected credit losses for pooled loans and loan commitments. Expected credit losses are determined by calculating projected future loss rates, which are dependent upon forecasted economic indices, and applying qualitative factors when deemed appropriate by management. At
The Company's commercial real estate loans generally have low LTVs and strong DSCRs, which serve as indicators that losses in the commercial real estate loan portfolio might be unlikely; however, because there is uncertainty surrounding the nature, timing, and amount of expected losses, management believes that in the event of a realized loss within the large dollar commercial real estate loan pool, the magnitude of such a loss could be significant. The large dollar commercial real estate loan concentration qualitative factor addresses the risk associated with a large dollar relationship deteriorating due to a loss event. As part of its analysis, management considered external data including historical commercial real estate price index trending information from a variety of sources to help determine the amount of this qualitative factor.
For one- to four-family loans, management believes there is a risk of loss in market value in an economic downturn related to, in particular, newer originations where property values have not experienced price appreciation, as compared to more seasoned loans in our portfolio, and applied a qualitative factor to account for this risk. To determine the appropriate amount of the one- to four-family loan qualitative factor as of
The distribution of our ACL and the ratio of ACL to loans receivable, by loan type, at the dates indicated is summarized below. The decrease in the commercial ACL to loans receivable ratio as of
|
|
Distribution of ACL |
|
Ratio of ACL to Loans Receivable |
||||||||
|
|
|
|
|
|
|
|
|
||||
|
|
2025 |
|
2025 |
|
2025 |
|
2025 |
||||
|
|
(Dollars in thousands) |
||||||||||
|
One- to four-family |
$ |
2,842 |
|
$ |
3,046 |
|
0.05 |
% |
|
0.05 |
% |
|
Commercial: |
|
|
|
|
|
|
|
||||
|
Commercial real estate |
|
16,825 |
|
|
15,809 |
|
0.90 |
|
|
0.92 |
|
|
Commercial and industrial |
|
1,826 |
|
|
2,499 |
|
0.83 |
|
|
1.19 |
|
|
Commercial construction |
|
2,871 |
|
|
2,468 |
|
1.56 |
|
|
1.26 |
|
|
Total commercial |
|
21,522 |
|
|
20,776 |
|
0.94 |
|
|
0.98 |
|
|
Consumer |
|
208 |
|
|
217 |
|
0.18 |
|
|
0.19 |
|
|
Total |
$ |
24,572 |
|
$ |
24,039 |
|
0.30 |
|
|
0.30 |
|
Historically, the Bank has maintained very low delinquency ratios and net charge-off rates. Over the past two years, the Bank's highest ratio of commercial loans 90 days or more delinquent to total commercial loans at a quarter end was 0.22%. The highest such ratio for one- to four-family originated and correspondent loans, combined, was 0.10%. Total net charge-offs during the current quarter was
The following table presents ACL activity and related ratios at the dates and for the periods indicated.
|
|
At or For the Three Months Ended |
||||||
|
|
|
|
|
||||
|
|
(Dollars in thousands) |
||||||
|
Balance at beginning of period |
$ |
24,039 |
|
|
$ |
22,808 |
|
|
Charge-offs: |
|
|
|
||||
|
One- to four-family |
|
— |
|
|
|
(3 |
) |
|
Commercial |
|
(102 |
) |
|
|
(62 |
) |
|
Consumer |
|
(21 |
) |
|
|
(37 |
) |
|
Total charge-offs |
|
(123 |
) |
|
|
(102 |
) |
|
Recoveries: |
|
|
|
||||
|
One- to four-family |
|
— |
|
|
|
12 |
|
|
Commercial |
|
2 |
|
|
|
23 |
|
|
Consumer |
|
2 |
|
|
|
1 |
|
|
Total recoveries |
|
4 |
|
|
|
36 |
|
|
Net (charge-offs) recoveries |
|
(119 |
) |
|
|
(66 |
) |
|
Provision for credit losses |
|
652 |
|
|
|
1,297 |
|
|
Balance at end of period |
$ |
24,572 |
|
|
$ |
24,039 |
|
|
|
|
|
|
||||
|
Ratio of net charge-offs during the period |
|
|
|
||||
|
to average loans outstanding during the period |
|
— |
% |
|
|
— |
% |
|
Ratio of net charge-offs (recoveries) during the |
|
|
|
||||
|
period to average non-performing assets |
|
0.24 |
|
|
|
0.14 |
|
|
ACL to non-performing loans at end of period |
|
50.27 |
|
|
|
50.02 |
|
|
ACL to loans receivable at end of period |
|
0.30 |
|
|
|
0.30 |
|
|
ACL to net charge-offs (annualized) |
52x |
|
90x |
||||
Securities Portfolio
The following table presents the distribution of our securities portfolio, at amortized cost, at
|
|
Amount |
|
Yield |
|
WAL |
||
|
|
(Dollars in thousands) |
||||||
|
MBS |
$ |
805,099 |
|
5.48 |
% |
|
4.1 |
|
Corporate bonds |
|
4,000 |
|
5.12 |
|
|
6.4 |
|
|
$ |
809,099 |
|
5.48 |
|
|
4.1 |
The following table summarizes the activity in our securities portfolio for the period presented. The weighted average yields for the beginning and ending balances are as of the first and last days of the period presented and are generally derived from recent prepayment activity on the securities in the portfolio. The beginning and ending WALs are the estimated remaining principal repayment terms (in years) after the most recent three-month historical prepayment speeds and projected call option assumptions have been applied.
|
|
For the Three Months Ended |
|||||||
|
|
|
|||||||
|
|
Amount |
|
Yield |
|
WAL |
|||
|
|
(Dollars in thousands) |
|||||||
|
Beginning balance - carrying value |
$ |
867,216 |
|
|
5.45 |
% |
|
4.8 |
|
Maturities and repayments |
|
(40,956 |
) |
|
|
|
|
|
|
Net amortization of (premiums)/discounts |
|
838 |
|
|
|
|
|
|
|
Purchases |
|
1,848 |
|
|
6.64 |
|
|
3.1 |
|
Change in valuation on AFS securities |
|
758 |
|
|
|
|
|
|
|
Ending balance - carrying value |
$ |
829,704 |
|
|
5.48 |
|
|
4.1 |
Deposit Portfolio
The following table presents the amount, weighted average rate, and percent of total for the components of our deposit portfolio at the dates presented. The decrease in the deposit portfolio rate at
|
|
|
|
|
|
|
|||||||||||||||||||||
|
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|||||||||
|
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|||||||||
|
|
(Dollars in thousands) |
|||||||||||||||||||||||||
|
Non-interest-bearing checking |
$ |
641,201 |
|
— |
% |
|
9.5 |
% |
|
$ |
601,371 |
|
— |
% |
|
9.1 |
% |
|
$ |
556,515 |
|
— |
% |
|
9.0 |
% |
|
Interest-bearing checking |
|
907,684 |
|
0.23 |
|
|
13.4 |
|
|
|
859,256 |
|
0.21 |
|
|
13.0 |
|
|
|
888,287 |
|
0.22 |
|
|
14.3 |
|
|
High yield savings |
|
557,559 |
|
3.70 |
|
|
8.3 |
|
|
|
460,712 |
|
3.88 |
|
|
7.0 |
|
|
|
171,656 |
|
4.14 |
|
|
2.8 |
|
|
Other savings |
|
424,280 |
|
0.07 |
|
|
6.3 |
|
|
|
423,942 |
|
0.07 |
|
|
6.5 |
|
|
|
439,407 |
|
0.07 |
|
|
7.1 |
|
|
Money market |
|
1,229,427 |
|
1.19 |
|
|
18.2 |
|
|
|
1,233,487 |
|
1.29 |
|
|
18.7 |
|
|
|
1,235,788 |
|
1.19 |
|
|
19.9 |
|
|
Certificates of deposit |
|
2,998,481 |
|
3.65 |
|
|
44.3 |
|
|
|
3,012,680 |
|
3.74 |
|
|
45.7 |
|
|
|
2,914,464 |
|
4.15 |
|
|
46.9 |
|
|
|
$ |
6,758,632 |
|
2.18 |
|
|
100.0 |
% |
|
$ |
6,591,448 |
|
2.26 |
|
|
100.0 |
% |
|
$ |
6,206,117 |
|
2.34 |
|
|
100.0 |
% |
The following table presents the amount, weighted average rate, and percent of total for the components of our deposit portfolio, split between retail non-maturity deposits, commercial non-maturity deposits, and certificates of deposit at the dates presented.
|
|
|
|
|
|
|
|||||||||||||||||||||
|
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|||||||||
|
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|||||||||
|
|
(Dollars in thousands) |
|||||||||||||||||||||||||
|
Retail non-maturity deposits: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Non-interest-bearing checking |
$ |
431,397 |
|
— |
% |
|
6.4 |
% |
|
$ |
409,722 |
|
— |
% |
|
6.2 |
% |
|
$ |
434,432 |
|
— |
% |
|
7.0 |
% |
|
Interest-bearing checking |
|
823,946 |
|
0.08 |
|
|
12.2 |
|
|
|
790,783 |
|
0.08 |
|
|
12.0 |
|
|
|
819,644 |
|
0.09 |
|
|
13.2 |
|
|
High yield savings |
|
557,559 |
|
3.70 |
|
|
8.3 |
|
|
|
460,712 |
|
3.88 |
|
|
7.0 |
|
|
|
171,656 |
|
4.14 |
|
|
2.8 |
|
|
Other savings |
|
420,756 |
|
0.07 |
|
|
6.2 |
|
|
|
420,330 |
|
0.07 |
|
|
6.4 |
|
|
|
436,147 |
|
0.07 |
|
|
7.0 |
|
|
Money market |
|
1,060,980 |
|
1.03 |
|
|
15.7 |
|
|
|
1,050,841 |
|
1.07 |
|
|
15.9 |
|
|
|
1,145,615 |
|
1.09 |
|
|
18.5 |
|
|
Total |
|
3,294,638 |
|
0.99 |
|
|
48.8 |
|
|
|
3,132,388 |
|
0.96 |
|
|
47.5 |
|
|
|
3,007,494 |
|
0.69 |
|
|
48.5 |
|
|
Commercial non-maturity deposits: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Non-interest-bearing checking |
|
209,804 |
|
— |
|
|
3.1 |
|
|
|
191,649 |
|
— |
|
|
2.9 |
|
|
|
122,083 |
|
— |
|
|
2.0 |
|
|
Interest-bearing checking |
|
83,738 |
|
1.73 |
|
|
1.2 |
|
|
|
68,473 |
|
1.72 |
|
|
1.0 |
|
|
|
68,643 |
|
1.75 |
|
|
1.1 |
|
|
Savings |
|
3,524 |
|
0.05 |
|
|
0.1 |
|
|
|
3,612 |
|
0.05 |
|
|
0.1 |
|
|
|
3,260 |
|
0.05 |
|
|
0.1 |
|
|
Money market |
|
168,447 |
|
2.18 |
|
|
2.5 |
|
|
|
182,646 |
|
2.52 |
|
|
2.8 |
|
|
|
90,173 |
|
2.50 |
|
|
1.5 |
|
|
Total |
|
465,513 |
|
1.10 |
|
|
6.9 |
|
|
|
446,380 |
|
1.29 |
|
|
6.8 |
|
|
|
284,159 |
|
1.22 |
|
|
4.6 |
|
|
Certificates of deposit: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Retail certificates of deposit |
|
2,818,392 |
|
3.63 |
|
|
41.7 |
|
|
|
2,828,982 |
|
3.73 |
|
|
43.0 |
|
|
|
2,799,418 |
|
4.14 |
|
|
45.1 |
|
|
Commercial certificates of deposit |
|
62,178 |
|
3.55 |
|
|
0.9 |
|
|
|
61,819 |
|
3.64 |
|
|
0.9 |
|
|
|
56,564 |
|
4.27 |
|
|
0.9 |
|
|
Public unit certificates of deposit |
|
117,911 |
|
4.02 |
|
|
1.7 |
|
|
|
121,879 |
|
4.06 |
|
|
1.8 |
|
|
|
58,482 |
|
4.48 |
|
|
0.9 |
|
|
Total |
|
2,998,481 |
|
3.65 |
|
|
44.3 |
|
|
|
3,012,680 |
|
3.74 |
|
|
45.7 |
|
|
|
2,914,464 |
|
4.15 |
|
|
47.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
|
$ |
6,758,632 |
|
2.18 |
|
|
100.0 |
% |
|
|
6,591,448 |
|
2.26 |
|
|
100.0 |
% |
|
|
6,206,117 |
|
2.34 |
|
|
100.0 |
% |
The following table presents the amount, weighted average rate, and percent of total for total retail deposits, commercial deposits, and public unit certificates of deposit at the dates noted.
|
|
|
|
|
|
|
|||||||||||||||||||||
|
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|
|
|
|
|
% of |
|||||||||
|
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|
Amount |
|
Rate |
|
Total |
|||||||||
|
|
(Dollars in thousands) |
|||||||||||||||||||||||||
|
Total retail deposits |
$ |
6,113,030 |
|
2.21 |
% |
|
90.5 |
% |
|
$ |
5,961,370 |
|
2.28 |
% |
|
90.5 |
% |
|
$ |
5,806,912 |
|
2.35 |
% |
|
93.6 |
% |
|
Total commercial deposits |
|
527,691 |
|
1.39 |
|
|
7.8 |
|
|
|
508,199 |
|
1.58 |
|
|
7.7 |
|
|
|
340,723 |
|
1.72 |
|
|
5.5 |
|
|
Public unit certificates of deposit |
|
117,911 |
|
4.02 |
|
|
1.7 |
|
|
|
121,879 |
|
4.06 |
|
|
1.8 |
|
|
|
58,482 |
|
4.48 |
|
|
0.9 |
|
|
|
$ |
6,758,632 |
|
2.18 |
|
|
100.0 |
% |
|
$ |
6,591,448 |
|
2.26 |
|
|
100.0 |
% |
|
$ |
6,206,117 |
|
2.34 |
|
|
100.0 |
% |
As of
Borrowings
The following table presents the maturity of term borrowings, which consist of FHLB advances, along with associated weighted average contractual and effective rates as of
|
Maturity by |
|
|
|
Contractual |
|
Effective |
|||
|
Fiscal Year |
|
Amount |
|
Rate |
|
Rate(1) |
|||
|
|
|
(Dollars in thousands) |
|||||||
|
2026 |
|
$ |
275,000 |
|
2.31 |
% |
|
2.42 |
% |
|
2027 |
|
|
740,000 |
|
3.49 |
|
|
3.56 |
|
|
2028 |
|
|
611,066 |
|
4.20 |
|
|
4.07 |
|
|
2029 |
|
|
123,750 |
|
4.45 |
|
|
4.45 |
|
|
2030 |
|
|
80,000 |
|
4.20 |
|
|
4.20 |
|
|
|
|
$ |
1,829,816 |
|
3.64 |
|
|
3.65 |
|
|
(1) |
The effective rate includes the impact of interest rate swaps and the amortization of deferred prepayment penalties resulting from FHLB advances previously prepaid. |
The following table presents borrowing activity for the period shown. The borrowings presented in the table have original contractual terms of one year or longer or are tied to interest rate swaps with original contractual terms of one year or longer. Line of credit borrowings and finance leases are excluded from the table. The effective rate is shown as a weighted average and includes the impact of interest rate swaps and the amortization of deferred prepayment penalties resulting from FHLB advances previously prepaid. The weighted average maturity ("WAM") is the remaining weighted average contractual term in years. The beginning and ending WAMs represent the remaining maturity as of the first and last days of the period presented. During the current quarter, the Bank refinanced a
|
|
For the Three Months Ended |
|||||||
|
|
|
|||||||
|
|
|
|
Effective |
|
|
|||
|
|
Amount |
|
Rate |
|
WAM |
|||
|
|
(Dollars in thousands) |
|||||||
|
Beginning balance |
$ |
1,950,984 |
|
|
3.54 |
% |
|
1.5 |
|
Maturities and repayments |
|
(171,168 |
) |
|
2.34 |
|
|
— |
|
New FHLB borrowings |
|
50,000 |
|
|
3.64 |
|
|
2.0 |
|
Ending balance |
$ |
1,829,816 |
|
|
3.65 |
|
|
1.4 |
Maturities of Interest-Bearing Liabilities
The following table presents the maturity and weighted average repricing rate, which is also the weighted average effective rate, of certificates of deposit, split between retail/commercial and public unit amounts, and non-amortizing FHLB advances for the next four quarters as of
|
|
|
March 31, |
|
June 30, |
|
September 30, |
|
December 31, |
|
|
||||||||||
|
|
|
2026 |
|
2026 |
|
2026 |
|
2026 |
|
Total |
||||||||||
|
|
|
(Dollars in thousands) |
||||||||||||||||||
|
Retail/Commercial Certificates: |
|
|
|
|
|
|
|
|
||||||||||||
|
Amount |
|
$ |
407,199 |
|
|
$ |
636,261 |
|
|
$ |
595,282 |
|
|
$ |
550,620 |
|
|
$ |
2,189,362 |
|
|
Repricing Rate |
|
|
3.64 |
% |
|
|
3.79 |
% |
|
|
3.66 |
% |
|
|
3.58 |
% |
|
|
3.68 |
% |
|
Public Unit Certificates: |
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Amount |
|
$ |
44,281 |
|
|
$ |
9,001 |
|
|
$ |
16,379 |
|
|
$ |
18,000 |
|
|
$ |
87,661 |
|
|
Repricing Rate |
|
|
4.12 |
% |
|
|
4.22 |
% |
|
|
3.94 |
% |
|
|
3.62 |
% |
|
|
3.99 |
% |
|
Term Borrowings: |
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Amount |
|
$ |
100,000 |
|
|
$ |
50,000 |
|
|
$ |
125,000 |
|
|
$ |
250,000 |
|
|
$ |
525,000 |
|
|
Repricing Rate |
|
|
1.60 |
% |
|
|
0.98 |
|
|
|
3.66 |
|
|
|
4.29 |
|
|
|
3.31 |
|
|
Total |
|
|
|
|
|
|
|
|
|
|
||||||||||
|
Amount |
|
$ |
551,480 |
|
|
$ |
695,262 |
|
|
$ |
736,661 |
|
|
$ |
818,620 |
|
|
$ |
2,802,023 |
|
|
Repricing Rate |
|
|
3.31 |
% |
|
|
3.59 |
% |
|
|
3.67 |
% |
|
|
3.80 |
% |
|
|
3.62 |
% |
The following table sets forth the WAM information for our certificates of deposit, in years, as of December 31, 2025.
|
Retail certificates of deposit |
0.8 |
||
|
Commercial certificates of deposit |
0.6 |
||
|
Public unit certificates of deposit |
0.6 |
||
|
Total certificates of deposit |
0.8 |
Average Rates and Lives
At December 31, 2025, the gap between the amounts of the Bank's interest-earning assets and interest-bearing liabilities projected to mature or reprice within one year was $(1.23) billion, or (12.6%) of total assets, compared to $(983.6) million, or (10.1%) of total assets, at September 30, 2025. The change in the one-year gap amount was due primarily to an increase in the amount of projected interest-bearing liability cash flows coming due in one year exceeding a net increase in the amount of interest-earning assets in the same time period. The increase in liability cash flows was primarily related to deposits and a net increase in the amount of borrowings projected to mature within a year. The increase in the amount of deposits was due to an increase in non-maturity deposit balances between periods as well as the roll-down of the certificate of deposit portfolio as balances scheduled to mature within a year increased. The net increase in projected asset cash flows can be largely attributed to the Bank's commercial loan portfolio.
The amount of interest-bearing liabilities expected to reprice in a given period is not typically significantly impacted by changes in interest rates because the Bank's borrowings and certificate of deposit portfolios have contractual maturities and generally cannot be terminated early without a prepayment penalty. If interest rates were to increase 200 basis points, as of December 31, 2025, the Bank's one-year gap would have been projected to be $(1.46) billion, or (14.9)% of total assets. If interest rates were to decrease 200 basis points, as of December 31, 2025, the Bank's one-year gap would have been projected to be $(821.4) million, or (8.4)% of total assets. The changes in the gap amounts compared to when there is no change in rates was due to changes in the anticipated net cash flows primarily as a result of projected prepayments on mortgage-related assets in each rate environment. In higher rate environments, prepayments on mortgage-related assets are projected to be lower, and in lower rate environments, prepayments are projected to be higher.
The following table presents the weighted average yields/rates and WALs (in years), after applying prepayment, call assumptions, and decay rates for our interest-earning assets and interest-bearing liabilities as of December 31, 2025. Yields presented for interest-earning assets include the amortization of fees, costs, premiums and discounts, which are considered adjustments to the yield. The interest rate presented for term borrowings is the effective rate, which includes the impact of interest rate swaps and the amortization of deferred prepayment penalties resulting from FHLB advances previously prepaid. The WAL presented for term borrowings includes the effect of interest rate swaps.
|
|
Amount |
|
Yield/Rate |
|
WAL |
|
% of Category |
|
% of Total |
||||
|
|
(Dollars in thousands) |
||||||||||||
|
Securities |
$ |
829,704 |
|
5.48 |
% |
|
3.2 |
|
|
|
8.9 |
% |
|
|
Loans receivable: |
|
|
|
|
|
|
|
|
|
||||
|
Fixed-rate one- to four-family |
|
4,904,673 |
|
3.53 |
|
|
6.6 |
|
59.8 |
% |
|
52.5 |
|
|
Fixed-rate commercial |
|
847,870 |
|
5.79 |
|
|
1.8 |
|
10.3 |
|
|
9.1 |
|
|
All other fixed-rate loans |
|
30,938 |
|
7.35 |
|
|
7.0 |
|
0.4 |
|
|
0.3 |
|
|
Total fixed-rate loans |
|
5,783,481 |
|
3.88 |
|
|
5.9 |
|
70.5 |
|
|
61.9 |
|
|
Adjustable-rate one- to four-family |
|
886,128 |
|
4.55 |
|
|
4.1 |
|
10.8 |
|
|
9.5 |
|
|
Adjustable-rate commercial |
|
1,430,772 |
|
5.87 |
|
|
3.5 |
|
17.5 |
|
|
15.3 |
|
|
All other adjustable-rate loans |
|
99,594 |
|
7.41 |
|
|
3.3 |
|
1.2 |
|
|
1.0 |
|
|
Total adjustable-rate loans |
|
2,416,494 |
|
5.45 |
|
|
3.7 |
|
29.5 |
|
|
25.8 |
|
|
Total loans receivable |
|
8,199,975 |
|
4.34 |
|
|
5.2 |
|
100.0 |
% |
|
87.7 |
|
|
FHLB stock |
|
85,060 |
|
9.21 |
|
|
1.6 |
|
|
|
0.9 |
|
|
|
Cash and cash equivalents |
|
232,634 |
|
3.30 |
|
|
— |
|
|
|
2.5 |
|
|
|
Total interest-earning assets |
$ |
9,347,373 |
|
4.46 |
|
|
4.9 |
|
|
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
||||
|
Non-maturity deposits |
$ |
3,118,950 |
|
1.21 |
|
|
5.0 |
|
51.0 |
% |
|
39.2 |
% |
|
Retail certificates of deposit |
|
2,818,392 |
|
3.63 |
|
|
0.8 |
|
46.1 |
|
|
35.5 |
|
|
Commercial certificates of deposit |
|
62,178 |
|
3.51 |
|
|
0.6 |
|
1.0 |
|
|
0.8 |
|
|
Public unit certificates of deposit |
|
117,911 |
|
4.02 |
|
|
0.6 |
|
1.9 |
|
|
1.5 |
|
|
Total interest-bearing deposits |
|
6,117,431 |
|
2.40 |
|
|
2.9 |
|
100.0 |
% |
|
77.0 |
|
|
Term borrowings |
|
1,830,867 |
|
3.65 |
|
|
1.4 |
|
|
|
23.0 |
|
|
|
Total interest-bearing liabilities |
$ |
7,948,298 |
|
2.69 |
|
|
2.6 |
|
|
|
100.0 |
% |
|
View source version on businesswire.com: https://www.businesswire.com/news/home/20260128109565/en/
For further information contact:
Executive Vice President,
Chief Financial Officer and Treasurer
(785) 231-6360
ktownsend@capfed.com
Investor Relations
(785) 270-6055
investorrelations@capfed.com
Source: