UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 10-K
(Mark One)
☒ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 2020
or
☐ | ||
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
Commission File Number 0-26850
FIRST DEFIANCEPREMIER FINANCIAL CORP.
(Exact name of registrant as specified in its charter)
OHIO | 34-1803915 | |
(State or other jurisdiction of incorporation or organization) | (I.R.S. Employer Identification Number) | |
601 Clinton Street, Defiance, Ohio | 43512 | |
(Address of principal executive offices) | (Zip code) |
Registrant’s telephone number, including area code:(419) 782-5015
Securities registered pursuant to Section 12(b) of the Act:
Common Stock, Par Value $0.01 Per Share | PFC | The NASDAQ Stock Market |
(Title of Class) | (Trading Symbol) | (Name of each exchange on which registered) |
Securities registered pursuant to Section 12(g) of the Act:
None
(Title of Class)
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes¨☐Nox
☒
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act.
Yes¨☐Nox☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrantregistrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yesx☒No¨☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yesx☒No¨
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.¨
☐
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer | ☐ | Accelerated filer | ☒ | Non accelerated filer | ☐ | Smaller reporting company | ☐ | Emerging growth company | ☐ |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ¨☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes¨☐Nox
☒
The aggregate market value of the voting stock held by non-affiliates of the registrant computed by reference to the average bid and askclosing price of such stock as of June 30, 2018,2020, was approximately $675.1$648.8 million.
As of January 31, 2019,March 4, 2021, there were issued and outstanding 20,067,26837,273,303 shares of the registrant’s common stock.
Documents Incorporated by Reference
Part III of this Form 10-K incorporates by reference certain information from the registrant’s definitive Proxy Statement for the 20192021 Annual Meeting of the registrant’s shareholders.
First DefiancePremier Financial Corp.
Annual Report on Form 10-K
Table of Contents
First DefiancePremier Financial Corp. (“First Defiance”Premier” or “the Company”the “Company”) is a unitary thriftfinancial holding company that, through its subsidiaries, First FederalPremier Bank of the Midwest (“First Federal” or “the Bank”(the “Bank”), First Insurance Group of the Midwest, Inc. (“First Insurance”), and First Defiance Risk Management Inc. (“First Defiance Risk Management”) and HSB Capital, LLC (HSB Capital”) (collectively, “the Subsidiaries”), focuses on traditional banking and property, casualty, life and group health insurance products. Another subsidiary, HSB Insurance, Inc. (“HSB Insurance”), was dissolved during the quarter ended September 30, 2020.
On January 31, 2020, Premier completed its previously announced acquisition of United Community Financial Corp., an Ohio corporation (“UCFC”), pursuant to that certain Agreement and Plan of Merger (the “Merger Agreement”), dated as of September 9, 2019, by and between Premier and UCFC. At the effective time of the merger (the “Merger”), UCFC merged with and into Premier, with Premier surviving the Merger. Simultaneously with the completion of the Merger, Premier converted from a unitary thrift holding company to a bank holding company, making an election to be a financial holding company.
The Company’s philosophy isImmediately following the Merger, the Bank acquired UCFC’s wholly-owned bank subsidiary, Home Savings Bank (“Home Savings”). Immediately prior to growthe Merger of the banks, the Bank converted from a federal thrift into an Ohio state-chartered bank. In addition, immediately following the merger of the banks, UCFC’s wholly-owned insurance subsidiaries, HSB Insurance, LLC, and prosper, building long-term relationships based on top quality service, high ethical standards, and safe and sound assets.United American Financial Services, Inc., each merged into First Insurance, with First Insurance surviving the mergers. The Company operates as a locally- oriented, community-based financial services organization, augmented by experienced, centralized supportacquired two additional subsidiaries in select critical areas. The Company’s local market orientation is reflected in its market area managementthe Merger, HSB Capital and local advisory boards, which are comprised of local business persons, professionals and other community representatives that assist area management in responding to local banking needs.
HSB Insurance.
The Company’s operating objectives include expansion, diversification within its markets, growth of its fee-based income, and growth organically and through acquisitions of financial institutions, branches and financial services businesses. The Company seeks merger or acquisition partners that are culturally similar, have experienced management and possess either significant market area presence or have the potential for improved profitability through financial management, economies of scale andand/or expanded services. The Company regularly evaluates merger and acquisition opportunities and conducts due diligence activities related to possible transactions with other financial institutions. As a result, merger or acquisition discussions and, in some cases, negotiations may take place and future mergers or acquisitions involving cash, debt or equity securities may occur. Acquisitions typically involve the payment of premiums over book and market values and, therefore, some dilution of the Company’s tangible book value and net income per common share may occur in any future transaction.
At December 31, 2018, the Company had consolidated assets of $3.2 billion, consolidated deposits of $2.6 billion, and consolidated stockholders’ equity of $399.6 million. The Company was incorporated in Ohio in June of 1995. Its principal executive offices are located at 601 Clinton Street, Defiance, Ohio 43512, and its telephone number is (419) 782-5015.
On June 22, 2018, the Company announced a stock split in the form of a share distribution of two common shares for each outstanding common share. The stock split was distributed on July 12, 2018, to shareholders of record as of July 2, 2018. All share and per share data in this Form 10-K have been adjusted and are reflective of the stock split.
First Defiance'sPremier’s website, www.fdef.com,www.yourpremierfincorp.com, contains a hyperlinkunder the Investor Relations sectiontoEDGAR,where the annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 are available free of charge as soon as reasonably practicable after First DefiancePremier has filed the report with the United StatesU. S. Securities and Exchange Commission (“SEC”).
The Company’s principal executive offices are located at 601 Clinton Street, Defiance, Ohio 43512, and its telephone number is (419) 782-5015.
The Subsidiaries
The Company’s core business operations are conducted through its subsidiaries:
First FederalPremier Bank:The Bank of the Midwest: First Federal iswas a federally chartered stock savings bank headquartered in Defiance, Ohio until the effective time of the Merger. At the effective time of the Merger, the Bank converted to an Ohio state-chartered bank headquartered in Youngstown, Ohio. It conductsThe Bank conductes operations through thirty-six78 full-service banking center offices, 12 loan offices and two wealth offices in Allen,Ashland, Belmont, Colmbiana, Cuyahoga, Defiance, Erie, Franklin, Fulton, Geauga, Hancock, Henry, Huron, Lake, Lucas, Mahoning, Marion, Ottawa, Paulding, Portage, Putnam, Richland, Seneca, Stark, Summit, Trumbull, Warren, Williams, Wood, and Wyandot counties in northwestOhio, Allegheny and central Ohio, three full-service banking center officesBeaver Counties in Pennsylvania, Allen County in northeast Indiana, five full-service banking center officesMongolia County in West Virginia, Lenawee County in southeast Michigan and one commercial loan production office in Ann Arbor, Michigan, that was opened late in the fourth quarter of 2017.Michigan.
First FederalThe Bank is primarily engaged in community banking. It attracts deposits from the general public through its offices and website, and uses those and other available sources of funds to originate residential real estate loans, commercial real estate loans, commercial loans, home improvement and home equity loans and consumer loans. In addition, First Federalthe Bank invests in U.S. Treasury and federal government agency obligations, obligations of the State of Ohio and its political subdivisions, mortgage-backed securities that are issued by federal agencies, including real estate mortgage investment conduits (“REMICs”) and residential collateralized mortgage obligations (“CMOs”), and corporate bonds. First Federal’sThe Bank’s deposits are insured by the Federal Deposit Insurance Corporation (“FDIC”). First FederalThe Bank is a member of the Federal Home Loan Bank (“FHLB”) System.
First Insurance Group of the Midwest: First Insurance is a wholly ownedwholly-owned subsidiary of First Defiance. First Insurance is an insurance agencyPremier that conducts business throughout First Federal’s Markets. The Maumee and Oregon, Ohio, offices were consolidated into a new office in Sylvania, Ohio, in January 2018.Premiers’s markets. First Insurance offers property and casualty insurance, life insurance and group health insurance.
First Defiance Risk Management: First Defiance Risk Management was incorporated on December 20, 2012, asis a wholly-owned insurance company subsidiary of the Company that was formed to insure the Company and its subsidiaries against certain risks unique to the operations of the Company and for which insurance may not be currently available or economically feasible in today’s insurance marketplace. First Defiance Risk Management pools resources with several other similar insurance company subsidiaries of financial institutions to help minimize the risk allocable to each participating insurer.
HSB Capital: HSB Capital provides mezzanine funding for customers of the Bank. Mezzanine loans are offered by HSB Capital to customers in the Company’s market area and are expected to be repaid from the cash flow from operations of the borrowing businesses.
HSB Insurance: HSB Insurance was a captive insurance company that insured against certain risks that were unique to the operations of UCFC and its subsidiaries. The Merger and the existence of Premier Risk Management obviated the need for this subsidiary and the subsidiary was dissolved during the quarter ended September 30, 2020, with the remaining funds being returned to Premier, its sole shareholder.
Business Strategy
First Defiance’sPremier’s primary objective is to be a high-performing, community-focused financial institution, well regarded in its market areas. First DefiancePremier accomplishes this through emphasis on local decision making and empowering its employees with tools and knowledge to serve its customers’ needs. First DefiancePremier believes in a “Customer First” philosophy that is strengthened by its Mission & Vision and Core Values initiatives. First DefiancePremier also has a tagline of “Better Together”“Powered by People” as an indication of its commitment to local, responsive, personalized service. First DefiancePremier believes this strategy results in greater customer loyalty and profitability through core relationships. First DefiancePremier is focused on diversification of revenue sources and increased market penetration in areas where the growth potential exists for a balance between acquisition and organic growth. The primary elements of First Defiance’sPremier’s business strategy are commercial banking, consumer banking, including the origination and sale of single-family residential loans, enhancement of fee income, wealth management and insurance sales, each united by a strong customer service culture throughout the organization. In the later part of 2017, theThe Company previously recognized the need to adapt its organization structure to meet certain future strategic objectives and to continue its past success. The Company believes that fully utilizing the strengths of its leadership team and a structure that supports strategic initiatives will enhance its ability to achieve even more objectives in the future. As such, the Company previously redefined its market areas designed to support strategies to enhance processes and efficiencies to support overall growth. The newThat structure includesincluded three metro markets;markets in Toledo, Ohio, Fort Wayne, Indiana, and Columbus, Ohio andin addition to its two legacy markets; Southernmarkets (Southern Market Area and Northern Market Area.Area). As a result of the Merger, the Company has added three new metro markets: the Mahoning Valley, Akron/Canton and Cleveland markets.
Commercial and Commercial Real Estate Lending -Commercial and commercial real estate lending have been an ongoing focus and a major component of First Federal’sthe Bank’s success. First FederalThe Bank primarily provides primarily commercial real estate and commercial business loans with an emphasis on owner- occupiedowner-occupied commercial real estate and commercial business lending, including a focus on the deposit balances that accompany these relationships. First Federal’sThe Bank’s client base tends to be small to middle market customers with annual gross revenues generally between $1 million and $50 million. First Federal’sThe Bank’s focus is also on securing multiple guarantors in addition to collateral where possible. These customers require First Federalthe Bank to have a high degree of knowledge and understanding of their business in order to provide them with solutions tofor their financial needs. First Federal’sThe Bank’s “Customer First” philosophy and culture complements this needcomplement the needs of its clients. First FederalThe Bank believes this personal service model differentiates First Federalthe Bank from its competitors, particularly the larger regional institutions. First FederalThe Bank offers a wide variety of products to support commercial clients including remote deposit capture and other cash management services. First FederalThe Bank also believes that the small business customer is a strong market for First Federal. First Federalthe Bank. The Bank participates in many of the Small Business Administration lending programs. Maintaining a diversified portfolio with an emphasis on monitoring industry concentrations and reacting to changes in the credit characteristics of industries is an ongoing focus.
Consumer Banking -First FederalThe Bank offers customers a full range of deposit and investment products including demand, checking, money market, certificates of deposits, Certificate of Deposit Account Registry Service (“CDARS”) and savings accounts. First FederalThe Bank offers a full range of investment products through the wealth management department and a wide variety of consumer loan products, including residential mortgage loans, home equity loans, and installment loans. First FederalThe Bank also offers online banking services, which include mobile banking, People Pay (“P2P”), online bill pay, and online account opening as well as the MoneyPass ATM Network offering access to our customers to over 32,000 ATMs nationwide without a surcharge fee.
Fee Income Development - Generation of fee income and the diversification of revenue sources are accomplished primarily through the mortgage banking operation, First Insurance and the wealth management department as First DefiancePremier seeks to reduce reliance on retail transaction fee income.
Deposit Growth - First Federal’s The Bank’s focus has been to grow core deposits with an emphasis on total relationship banking for both our retail and commercial customers. First Federal’sThe Bank’s pricing strategy considers the whole relationship of the customer. First FederalThe Bank continues to focus on increasing its market share in the communities it serves by providing quality products with extraordinary customer service, business development strategies and branch expansion. First FederalThe Bank will look to grow its footprint in areas believed to further complement its overall market share and complement its strategy of being a high-performing community bank.
Asset Quality - Maintaining a strong credit culture is of the utmost importance to First Federal. First Federalthe Bank. The Bank has maintained a strong credit approval and review process that has allowed the Company to maintain a credit quality standard that balances the return with the risks of industry concentrations and loan types. First FederalThe Bank is primarily a collateral lender with an emphasis on cash flow performance, while obtaining additional support from personal guarantees and secondary sources of repayment. First FederalThe Bank has directed its attention to loan types and markets that it knows well and in which it has historically been successful. First FederalThe Bank strives to have loan relationships that are well diversified in both size and industry, and monitors the overall trends in the portfolio to maintain its industry and loan type concentration targets. First FederalThe Bank maintains a problem loan remediation process that focuses on detection and resolution. First FederalThe Bank maintains a strong process of internal control that subjects the loan portfolio to periodic internal reviews as well as independent third-party loan review.
Expansion Opportunities - First Defiance Premier believes it is well positioned to take advantage of acquisitions or other business expansion opportunities in its market areas. First Defianceareas, as evidenced by the Merger. Premier believes it has a track record of successfully accomplishing both acquisitions and de novo branching in its market area. This track record puts the Company in a solid position to enter or expand its business. First DefiancePremier will continue to be disciplined as well as opportunistic in its approach to future acquisitions and de novo branching with a focus on its primary geographic market area, which it knows well, and has been competing in for a long period of time, as well as surrounding market areas.areas.
Securities |
First Defiance’sDuring 2020, Premier’s securities portfolio iswas managed in accordance with a written policy adopted by the Board of Directors and administered by the Investment Committee. The Chief Financial Officer, Controller,Treasurer, President and the Chief Executive Officer can each approve transactions up to $3.0 million. Two of the three officers are required to approve transactions between $3.0 million and $5.0$25.0 million. All transactions in excess of $5.0$25.0 million must be approved by the Board of Directors.Bank’s Asset Liability Committee (“ALCO”).
First Defiance’s investment portfolio includes 86 CMO issues totaling $101.5 million, all of which are fully amortizing securities. Management does not believe the risks associated with any of its CMO investments are significantly different from risks associated with other pass-through mortgage-backed securities. First Defiance did not have any off-balance sheet derivative securities at December 31, 2018.
First Defiance’sPremier’s securities portfolio is classified as either “available-for-sale” or “held-to-maturity.” In addition, Premier did hold equity securities totaling $1.0 million at December 31, 2020 which must be marked to market through the income statement. Securities classified as “available-for-sale” may be sold prior to maturity due to changes in interest rates, prepayment risks, and availability of alternative investments, or to meet the Company’s liquidity needs.
The carrying value of securities at December 31, 2018,2020, by contractual maturity is shown below. Expected maturities will differ from contractual maturities because issuers may have the right to call or prepay obligations with or without call or prepayment penalties. For purposes of the maturity table, mortgage-backed securities, which are not due at a single maturity date, have been allocated over maturity groupings based on the weighted-average contractual maturities of underlying collateral. The mortgage-backed securities may mature earlier than their weighted-average contractual maturities because of principal prepayments.
Contractually Maturing | Total | |||||||||||||||||||||||||||||||||||||||
Weighted | Weighted | Weighted | Weighted | |||||||||||||||||||||||||||||||||||||
Under 1 | Average | 1 - 5 | Average | 6-10 | Average | Over 10 | Average | |||||||||||||||||||||||||||||||||
Year | Rate % | Years | Rate % | Years | Rate % | Years | Rate % | Amount | Yield | |||||||||||||||||||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||||||||||||||||||||||
Mortgage-backed securities | $ | 10,089 | 3.22 | $ | 31,531 | 3.20 | $ | 22,882 | 3.15 | $ | 11,715 | 3.15 | $ | 76,217 | 3.12 | |||||||||||||||||||||||||
CMOs - residential | 15,941 | 3.29 | 51,402 | 3.29 | 32,464 | 3.25 | 4,618 | 3.31 | 104,425 | 3.12 | ||||||||||||||||||||||||||||||
U.S. government and federal agency obligations | - | - | 519 | 2.00 | 2,000 | 3.00 | - | - | 2,519 | 2.00 | ||||||||||||||||||||||||||||||
Obligations of states and political subdivisions (1) | 802 | 4.07 | 9,528 | 3.31 | 32,689 | 3.61 | 56,805 | 3.38 | 99,824 | 3.55 | ||||||||||||||||||||||||||||||
Corporate bonds | - | - | 12,910 | 3.48 | - | - | - | - | 12,910 | 2.36 | ||||||||||||||||||||||||||||||
Total | $ | 26,832 | $ | 105,890 | $ | 90,035 | $ | 73,138 | $ | 295,895 | ||||||||||||||||||||||||||||||
Unamortized premiums/ (discounts) | 1,312 | |||||||||||||||||||||||||||||||||||||||
Unrealized gain on securities available for sale and unrecognized gain on held to maturity | (2,605 | ) | ||||||||||||||||||||||||||||||||||||||
Total | $ | 294,602 |
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| Contractually Maturing |
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| Total |
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| Weighted |
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| Weighted |
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| Weighted |
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| Weighted |
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| Under 1 |
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| Average |
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| 1 - 5 |
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| Average |
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| 6-10 |
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| Average |
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| Over 10 |
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| Average |
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| Year |
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| Yield % |
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| Years |
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| Yield % |
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| Years |
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| Yield % |
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| Years |
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| Yield % |
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| Amount |
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| Yield |
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| (Dollars in Thousands) |
| |||||||||||||||||||||||||||||||||||||
Mortgage-backed securities |
| $ | — |
|
|
| — |
|
| $ | — |
|
|
| — |
|
| $ | 5,137 |
|
|
| 2.81 | % |
| $ | 265,546 |
|
|
| 1.47 | % |
| $ | 270,683 |
|
|
| 1.50 | % |
CMOs - residential |
|
| — |
|
|
| — |
|
|
| 1,098 |
|
|
| 1.88 | % |
|
| 19,298 |
|
|
| 2.26 | % |
|
| 83,136 |
|
|
| 2.23 | % |
|
| 103,532 |
|
|
| 2.23 | % |
U.S. government and federal agency obligations |
|
| 250 |
|
|
| 0.10 | % |
|
| 5,753 |
|
|
| 1.53 | % |
|
| 22,842 |
|
|
| 1.55 | % |
|
| 10,388 |
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|
| 2.09 | % |
|
| 39,233 |
|
|
| 1.68 | % |
Asset-backed securities |
|
| — |
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|
| — |
|
|
| — |
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|
| — |
|
|
| 4,901 |
|
|
| 0.72 | % |
|
| 25,742 |
|
|
| 0.79 | % |
|
| 30,643 |
|
|
| 0.78 | % |
Obligations of states and political subdivisions |
|
| 853 |
|
|
| 4.04 | % |
|
| 8,992 |
|
|
| 3.50 | % |
|
| 33,713 |
|
|
| 3.01 | % |
|
| 186,087 |
|
|
| 2.27 | % |
|
| 229,645 |
|
|
| 2.43 | % |
Corporate bonds |
|
| 8,553 |
|
|
| 1.85 | % |
|
| 2,001 |
|
|
| 1.41 | % |
|
| 33,272 |
|
|
| 4.31 | % |
|
| — |
|
|
| — |
|
|
| 43,826 |
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|
| 3.70 | % |
Total |
| $ | 9,656 |
|
|
|
|
|
| $ | 17,844 |
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|
|
|
|
| $ | 119,163 |
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|
|
|
|
| $ | 570,899 |
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|
|
|
|
| $ | 717,562 |
|
|
|
|
|
Unrealized gain on securities available for sale |
|
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| 19,092 |
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Total |
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| $ | 736,654 |
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|
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|
The carrying value of investment securities is as follows:
December 31 |
| December 31 |
| |||||||||||||||||||||
2018 | 2017 | 2016 |
| 2020 |
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| 2019 |
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| 2018 |
| |||||||||||||
(In Thousands) |
| (In Thousands) |
| |||||||||||||||||||||
Available-for-sale securities: |
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|
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|
|
|
| ||||||||||||
Obligations of U.S. government corporations and agencies | $ | 2,503 | $ | 508 | $ | 3,915 |
| $ | 40,940 |
|
| $ | 2,524 |
|
| $ | 2,503 |
| ||||||
Obligations of state and political subdivisions | 99,887 | 92,828 | 88,043 |
|
| 237,518 |
|
|
| 95,439 |
|
|
| 99,887 |
| |||||||||
CMOs - residential, REMICS and mortgage-backed securities | 178,880 | 154,210 | 146,019 | |||||||||||||||||||||
Trust preferred stock and preferred stock | - | 1 | 2 | |||||||||||||||||||||
CMOs and mortgage-backed securities |
|
| 383,481 |
|
|
| 173,384 |
|
|
| 178,880 |
| ||||||||||||
Asset-backed securities |
|
| 30,546 |
|
|
| — |
|
|
| — |
| ||||||||||||
Corporate bonds | 12,806 | 13,103 | 13,013 |
|
| 44,169 |
|
|
| 12,101 |
|
|
| 12,806 |
| |||||||||
Total | $ | 294,076 | $ | 260,650 | $ | 250,992 |
| $ | 736,654 |
|
| $ | 283,448 |
|
| $ | 294,076 |
| ||||||
Held-to-maturity securities: |
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|
|
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| ||||||||||||
Mortgage-backed securities | $ | 51 | $ | 68 | $ | 91 |
| $ | — |
|
| $ | — |
|
| $ | 51 |
| ||||||
Obligations of state and political subdivisions | 475 | 580 | 93 |
|
| — |
|
|
| — |
|
|
| 475 |
| |||||||||
Total | $ | 526 | $ | 648 | $ | 184 |
| $ | — |
|
| $ | — |
|
| $ | 526 |
|
For additional information regarding First Defiance’sPremier’s investment portfolio, refer to Note 5 – Investment Securities toin the Consolidated Financial Statements.
Interest-Bearing Deposits
The Company had $43.0 million and $55.0 million in overnight investments at the Federal Reserve at December 31, 2018 and 2017, respectively, which amount is included in interest-bearing deposits. First Defiance had interest-earning deposits at the FHLB of Cincinnati and other financial institutions amounting to $1.7 million and $2.0 million at December 31, 2018 and 2017, respectively.
Residential Loan Servicing Activities
Servicing mortgage loans for investors involves a contractual right to receive a fee for processing and administering loan payments on mortgage loans that are not owned by the Company and are not included on the Company’s balance sheet. This processing involves collecting monthly mortgage payments on behalf of investors, reporting information to those investors on a monthly basis and maintaining custodial escrow accounts for the payment of principal and interest to investors and property taxes and insurance premiums on behalf of borrowers. At December 31, 2018, First Federal2020, the Company serviced 14,606 loans totaling $1.41$2.9 billion ofin principal. The vast majority of the loans serviced for others are fixed rate conventional mortgage loans. The Company primarily sells its loans to, and then services for, Freddie Mac, Fannie Mae and FHLB. At December 31, 2018, 66.40%, 32.70% and 0.85% of the Company’s sold loans were to Freddie Mac, Fannie Mae and FHLB, respectively.
FHLB.
As compensation for its mortgage servicing activities, the Company receives servicing fees, usually approximating 0.25% per annum of the loan balances serviced, plus any late charges collected from delinquent borrowers and other fees incidental to the services provided. In the event of a default by the borrower, the Company receives no servicing fees until the default is cured.
The following table sets forth certain information regarding the number and aggregate principal balance of the mortgage loans serviced by the Company, including both fixed and adjustable rate loans, at various interest rates:
December 31 | ||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | ||||||||||||||||||||||||||||||||||
Percentage | Percentage | Percentage | ||||||||||||||||||||||||||||||||||
Number | Aggregate | of Aggregate | Number | Aggregate | of Aggregate | Number | Aggregate | of Aggregate | ||||||||||||||||||||||||||||
of | Principal | Principal | of | Principal | Principal | of | Principal | Principal | ||||||||||||||||||||||||||||
Rate | Loans | Balance | Balance | Loans | Balance | Balance | Loans | Balance | Balance | |||||||||||||||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||||||||||||||||||
Less than 3.00% | 1,843 | $ | 158,038 | 11.19 | % | 2,024 | $ | 189,700 | 13.69 | % | 2,191 | $ | 225,328 | 16.42 | % | |||||||||||||||||||||
3.00% -3.99% | 6,218 | 647,182 | 45.85 | 6,598 | 710,084 | 51.22 | 6,279 | 682,157 | 49.72 | |||||||||||||||||||||||||||
4.00% -4.99% | 4,746 | 495,217 | 35.08 | 3,919 | 377,821 | 27.26 | 3,551 | 332,023 | 24.20 | |||||||||||||||||||||||||||
5.00% - 5.99% | 1,096 | 77,154 | 5.46 | 1,122 | 68,423 | 4.94 | 1,405 | 83,775 | 6.11 | |||||||||||||||||||||||||||
6.00% - 6.99% | 557 | 28,672 | 2.03 | 626 | 33,658 | 2.43 | 749 | 41,055 | 2.99 | |||||||||||||||||||||||||||
7.00% and over | 146 | 5,570 | 0.39 | 158 | 6,382 | 0.46 | 175 | 7,680 | 0.56 | |||||||||||||||||||||||||||
Total | 14,606 | $ | 1,411,833 | 100.00 | % | 14,447 | $ | 1,386,068 | 100.00 | % | 14,350 | $ | 1,372,018 | 100.00 | % |
Loan servicing fees decrease as the principal balance on the outstanding loan decreases and as the remaining time to maturity of the loan shortens.
The following table sets forth certain information regarding the remaining maturity of the mortgage loans serviced by the Company as of the dates shown.
December 31 | ||||||||||||||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | ||||||||||||||||||||||||||||||||||||||||||||||
Maturity | Number of Loans | % of Number of Loans | Unpaid Principal Amount | % of Unpaid Principal Amount | Number of Loans | % of Number of Loans | Unpaid Principal Amount | % of Unpaid Principal Amount | Number of Loans | % of Number of Loans | Unpaid Principal Amount | % of Unpaid Principal Amount | ||||||||||||||||||||||||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||||||||||||||||||||||||||||||
1–5 years | 439 | 3.01 | % | $ | 10,212 | 0.72 | % | 444 | 3.07 | % | $ | 8,346 | 0.60 | % | 529 | 3.69 | % | $ | 7,432 | 0.54 | % | |||||||||||||||||||||||||||
6–10 years | 2,777 | 19.01 | 172,130 | 12.19 | 2,557 | 17.70 | 162,190 | 11.70 | 1,784 | 12.43 | 102,132 | 7.44 | ||||||||||||||||||||||||||||||||||||
11–15 years | 2,707 | 18.53 | 249,274 | 17.66 | 3,012 | 20.85 | 278,655 | 20.10 | 3,671 | 25.58 | 343,750 | 25.05 | ||||||||||||||||||||||||||||||||||||
16–20 years | 1,049 | 7.18 | 93,775 | 6.64 | 1,258 | 8.71 | 109,300 | 7.89 | 1,526 | 10.63 | 135,540 | 9.88 | ||||||||||||||||||||||||||||||||||||
21–25 years | 2,915 | 19.96 | 299,815 | 21.24 | 2,460 | 17.03 | 248,919 | 17.96 | 1,846 | 12.86 | 169,496 | 12.35 | ||||||||||||||||||||||||||||||||||||
More than 25 years | 4,719 | 32.31 | 586,627 | 41.55 | 4,716 | 32.64 | 578,658 | 41.75 | 4,994 | 34.81 | 613,668 | 44.74 | ||||||||||||||||||||||||||||||||||||
Total | 14,606 | 100.00 | % | $ | 1,411,833 | 100.00 | % | 14,447 | 100.00 | % | $ | 1,386,068 | 100.00 | % | 14,350 | 100.00 | % | $ | 1,372,018 | 100.00 | % |
Lending Activities
General–A savings bank generallyFinancial institutions are limited in the amount of loans they may not make loans to one borrower and related entities in an amount which exceeds 15% of its unimpaired capital and surplus, although loans in an amount equal to an additional 10% of unimpaired capital and surplus may be made to a borrower if the loans are fully secured by readily marketable collateral. Real estate is not considered “readily marketable collateral.” Certain types of loans are not subject to these limits. In applying these limits, loans to certain borrowers may be aggregated. Notwithstanding the specified limits, a savings bank may lend to one borrower up to $500,000 “for any purpose.”borrower. At December 31, 2018, First Federal’s2020, the Bank’s limit on loans-to-one borrower was $52.6 million and its five largest loans (including available lines of credit) or groups of loans to one borrower, including related entities, were $30.5 million, $28.4 million, $28.2 million, $26.8 million and $26.6$106.9 million. All of these loans or groups of loans were performing in accordance with their terms at December 31, 2018.
Loan Portfolio Composition–The net increase in net loans receivable over the prior year was $2.7 billion for 2020, mainly due to the Merger, $234.6 million for 2019 and $189.7 million $407.4 million (including $285.4 million acquired from CSB) and $137.8 million at December 31, 2018, 2017, and 2016, respectively.for 2018. The loan portfolio contains no foreign loans. The Company’s loan portfolio is concentrated geographically in the northwest, northeast and central Ohio, northeast Indiana, northeast West Virginia, western Pennsylvania and southeast Michigan market areas. Management has identified lending for income generatingincome-generating rental properties within commercial real estate as an industry concentration. Total loans for income generatingincome-generating rental property totaled $982.5 million$1.9 billion at December 31, 2018,2020, which represents 37.9%33.1% of the Company’s loan portfolio.
The following table sets forth the composition of the Company’s loan portfolio by type of loan at the dates indicated.
December 31 |
| December 31 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | 2015 | 2014 |
| 2020 |
|
| 2019 |
|
| 2018 |
|
| 2017 |
|
| 2016 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Amount | % | Amount | % | Amount | % | Amount | % | Amount | % |
| Amount |
|
| % |
|
| Amount |
|
| % |
|
| Amount |
|
| % |
|
| Amount |
|
| % |
|
| Amount |
|
| % |
| |||||||||||||||||||||||||||||||||||||||||
(Dollars in Thousands) |
| (Dollars in Thousands) |
|
|
|
|
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Real estate: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||||||||||||||
1-4 family residential | $ | 322,686 | 12.1 | % | $ | 274,862 | 11.1 | % | $ | 207,550 | 10.2 | % | $ | 205,330 | 11.0 | % | $ | 206,437 | 12.2 | % | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Multi-family residential | 278,358 | 10.4 | 248,092 | 10.1 | 196,983 | 9.7 | 167,558 | 9.0 | 156,530 | 9.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Residential real estate |
| $ | 1,201,051 |
|
|
| 20.5 | % |
| $ | 324,773 |
|
|
| 11.3 | % |
| $ | 322,686 |
|
|
| 12.1 | % |
| $ | 274,862 |
|
|
| 11.1 | % |
| $ | 207,550 |
|
|
| 10.2 | % | ||||||||||||||||||||||||||||||||||||||||
Commercial real estate | 1,126,452 | 42.3 | 987,129 | 40.0 | 843,579 | 41.5 | 780,870 | 41.8 | 683,958 | 40.6 |
|
| 2,383,001 |
|
|
| 40.8 | % |
|
| 1,506,026 |
|
|
| 52.4 | % |
|
| 1,404,810 |
|
|
| 52.7 | % |
|
| 1,235,221 |
|
|
| 50.1 | % |
|
| 1,040,562 |
|
|
| 51.1 | % | ||||||||||||||||||||||||||||||
Construction | 265,772 | 10.0 | 265,476 | 10.8 | 182,886 | 9.0 | 163,877 | 8.7 | 112,385 | 6.7 |
|
| 667,649 |
|
|
| 11.4 | % |
|
| 305,305 |
|
|
| 10.6 | % |
|
| 265,772 |
|
|
| 10.0 | % |
|
| 265,476 |
|
|
| 10.8 | % |
|
| 182,886 |
|
|
| 9.0 | % | ||||||||||||||||||||||||||||||
Total real estate loans | 1,993,268 | 74.8 | 1,775,559 | 72.0 | 1,430,998 | 70.4 | 1,317,635 | 70.5 | 1,159,310 | 68.8 |
|
| 4,251,701 |
|
|
| 72.7 | % |
|
| 2,136,104 |
|
|
| 74.3 | % |
|
| 1,993,268 |
|
|
| 74.8 | % |
|
| 1,775,559 |
|
|
| 72.0 | % |
|
| 1,430,998 |
|
|
| 70.3 | % | ||||||||||||||||||||||||||||||
Other: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||||||||||||||
Commercial | 509,577 | 19.1 | 526,142 | 21.3 | 469,055 | 23.0 | 419,349 | 22.4 | 399,730 | 23.7 |
|
| 1,202,353 |
|
|
| 20.6 | % |
|
| 578,071 |
|
|
| 20.1 | % |
|
| 509,577 |
|
|
| 19.1 | % |
|
| 526,142 |
|
|
| 21.3 | % |
|
| 469,055 |
|
|
| 23.0 | % | ||||||||||||||||||||||||||||||
Home equity and improvement | 128,152 | 4.8 | 135,457 | 5.5 | 118,429 | 5.8 | 116,962 | 6.2 | 111,813 | 6.6 |
|
| 272,701 |
|
|
| 4.7 | % |
|
| 122,864 |
|
|
| 4.3 | % |
|
| 128,152 |
|
|
| 4.8 | % |
|
| 135,457 |
|
|
| 5.5 | % |
|
| 118,429 |
|
|
| 5.8 | % | ||||||||||||||||||||||||||||||
Consumer finance | 34,405 | 1.3 | 29,109 | 1.2 | 16,680 | 0.8 | 16,281 | 0.9 | 15,466 | 0.9 |
|
| 120,729 |
|
|
| 2.1 | % |
|
| 37,649 |
|
|
| 1.3 | % |
|
| 34,405 |
|
|
| 1.3 | % |
|
| 29,109 |
|
|
| 1.2 | % |
|
| 16,680 |
|
|
| 0.8 | % | ||||||||||||||||||||||||||||||
672,134 | 25.2 | 690,708 | 28.0 | 604,164 | 29.6 | 552,592 | 29.5 | 527,009 | 31.2 |
|
| 1,595,783 |
|
|
| 27.3 | % |
|
| 738,584 |
|
|
| 25.7 | % |
|
| 672,134 |
|
|
| 25.2 | % |
|
| 690,708 |
|
|
| 28.0 | % |
|
| 604,164 |
|
|
| 29.7 | % | |||||||||||||||||||||||||||||||
Total loans | 2,665,402 | 100.0 | % | 2,466,267 | 100.0 | % | 2,035,162 | 100.0 | % | 1,870,227 | 100.0 | % | 1,686,319 | 100.0 | % |
|
| 5,847,484 |
|
|
| 100.0 | % |
|
| 2,874,688 |
|
|
| 100.0 | % |
|
| 2,665,402 |
|
|
| 100.0 | % |
|
| 2,466,267 |
|
|
| 100.0 | % |
|
| 2,035,162 |
|
|
| 100.0 | % | |||||||||||||||||||||||||
Less: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||||||||||||||
Undisbursed loan funds | 123,293 | 115,972 | 93,355 | 66,902 | 38,653 |
|
| 355,065 |
|
|
|
|
|
|
| 94,865 |
|
|
|
|
|
|
| 123,293 |
|
|
|
|
|
|
| 115,972 |
|
|
|
|
|
|
| 93,355 |
|
|
|
|
| |||||||||||||||||||||||||||||||||||
Net deferred loan origination fees | 2,070 | 1,582 | 1,320 | 1,108 | 880 |
|
| 1,179 |
|
|
|
|
|
|
| 2,259 |
|
|
|
|
|
|
| 2,070 |
|
|
|
|
|
|
| 1,582 |
|
|
|
|
|
|
| 1,320 |
|
|
|
|
| |||||||||||||||||||||||||||||||||||
Allowance for loan losses | 28,331 | 26,683 | 25,884 | 25,382 | 24,766 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Allowance for credit losses |
|
| 82,079 |
|
|
|
|
|
|
| 31,243 |
|
|
|
|
|
|
| 28,331 |
|
|
|
|
|
|
| 26,683 |
|
|
|
|
|
|
| 25,884 |
|
|
|
|
| ||||||||||||||||||||||||||||||||||||||||
Net loans | $ | 2,511,708 | $ | 2,322,030 | $ | 1,914,603 | $ | 1,776,835 | $ | 1,622,020 |
| $ | 5,409,161 |
|
|
|
|
|
| $ | 2,746,321 |
|
|
|
|
|
| $ | 2,511,708 |
|
|
|
|
|
| $ | 2,322,030 |
|
|
|
|
|
| $ | 1,914,603 |
|
|
|
|
|
In addition to the loans reported above, First DefiancePremier had $221.6 million, $18.0 million, $6.6 million, $10.4 million, $9.6 million, $5.5 million, and $4.5$9.6 million in loans classified as held for sale at December 31, 2020, 2019, 2018, 2017 2016, 2015 and 2014,2016, respectively. The fair value of such loans, which are all single-family residential mortgage loans, approximated their carrying value for all years presented.
Contractual Principal, Repayments and Interest Rates– The following table sets forth certain information at December 31, 2018, regarding the dollar amount of gross loans maturing in First Defiance’s portfolio, based on the contractual terms to maturity. Demand loans, loans having no stated schedule of repayments and no stated maturity, and overdrafts are reported as due in one year or less.
Years After December 31, 2018 | |||||||||||||||||||||||||||||||
Due Less than 1 | Due 1-2 | Due 3-5 | Due 5-10 | Due 10-15 | Due 15+ | Total | |||||||||||||||||||||||||
(In Thousands) | |||||||||||||||||||||||||||||||
Real estate | $ | 559,270 | $ | 241,509 | $ | 902,900 | $ | 141,645 | $ | 56,473 | $ | 91,471 | $ | 1,993,268 | |||||||||||||||||
Other loans: | |||||||||||||||||||||||||||||||
Commercial | 342,026 | 60,473 | 100,384 | 4,714 | 900 | 1,080 | 509,577 | ||||||||||||||||||||||||
Home equity and improvement | 113,673 | 2,455 | 5,921 | 2,924 | 1,373 | 1,806 | 128,152 | ||||||||||||||||||||||||
Consumer finance | 17,194 | 6,183 | 9,887 | 1,141 | - | - | 34,405 | ||||||||||||||||||||||||
Total | $ | 1,032,163 | $ | 310,620 | $ | 1,019,092 | $ | 150,424 | $ | 58,746 | $ | 94,357 | $ | 2,665,402 |
The schedule above does not reflect the actual life of the Company’s loan portfolio. The average life of loans is substantially less than their contractual terms because of prepayments and due-on-sale clauses, which give First Defiance the right to declare a conventional loan immediately due and payable in the event, among other things, that the borrower sells the real property subject to the mortgage and the loan is not repaid.
The following table sets forth the dollar amount of gross loans due aftermore than one year from December 31, 2018,2020, which hashave fixed interest rates or which have floating or adjustable interest rates.
|
|
|
|
|
| Floating or |
|
|
|
|
| |
|
| Fixed |
|
| Adjustable |
|
|
|
|
| ||
|
| Rates |
|
| Rates |
|
| Total |
| |||
|
| (In Thousands) |
| |||||||||
Real estate |
| $ | 1,622,624 |
|
| $ | 1,576,784 |
|
| $ | 3,199,408 |
|
Commercial |
|
| 678,868 |
|
|
| 146,587 |
|
|
| 825,455 |
|
Other |
|
| 111,646 |
|
|
| 4,304 |
|
|
| 115,950 |
|
|
| $ | 2,413,138 |
|
| $ | 1,727,675 |
|
| $ | 4,140,813 |
|
Floating or | ||||||||||||
Fixed | Adjustable | |||||||||||
Rates | Rates | Total | ||||||||||
(In Thousands) | ||||||||||||
Real estate | $ | 483,202 | $ | 950,796 | $ | 1,433,998 | ||||||
Commercial | 105,171 | 62,380 | 167,551 | |||||||||
Other | 30,189 | 1,501 | 31,690 | |||||||||
$ | 618,562 | $ | 1,014,677 | $ | 1,633,239 |
Originations, Purchases and Sales of Loans–The lending activities of First FederalPremier are subject to the written, non-discriminatory underwriting standards and loan origination procedures established by the Board of Directors and management. Loan originations are obtained from a variety of sources, including referrals from existing customers, real estate brokers, developers and builders, newspaper, internet and radio advertising and walk-in customers.
First Federal’sThe Bank’s loan approval process for all types of loans is intended to assess the borrower’s ability to repay the loan, the viability of the loan and the adequacy of the value of the collateral that will secure the loan.
A commercial loan application is first reviewed by a commercial lender and underwritten by a commercial credit analyst. All loan requests must be presented for review or approval to a Regional Credit Officer. Loans which exceed $1,000,000 must then be presentedCredit Officers have loan authority that ranges from $3,000,000 to the Chief Credit Officer or Credit Administration Officer for approval. These two positions can also approve loans up to $2,000,000 individually or $4,000,000 when using their authority concurrently. Any loan$10,000,000 depending on experience and relevant skill sets. Requests in excess of these limits must be presented for approval to the$10,000,000 are adjudicated by Executive Loan Committee. Market Area Presidents have lending authority of up to $1,000,000 but those loans are not permitted to be approved with exceptions.
Residential mortgage applications are accepted by retail lendersMortgage Loan Officers or branch managers,Sales Managers, who utilize an automated underwriting system to review the loan request. First FederalThe Bank also receives mortgage applications via an online residential mortgage origination system. A final approval of all residential mortgage applications is made by a member of a centralized underwriting staff within their designated lending limits. Loan requests in excess or outside an individual underwriter’s limit are approved by a Regional or Chief Credit Officer and, if necessary, by the Executive Loan Committee.
Retail lenders andloan applications are accepted by sales managers, branch managers, are authorizedretail bankers, and a select group of indirect auto dealers, who utilize an automated underwriting system to originatesubmit and approve direct consumerreview the loan requests that arerequest. A final approval of all retail loan applications is made by a member of a centralized underwriting staff within policy guidelines and within the lender’s approvedtheir designated lending limit. Loanslimits. Loan requests in excess of the lender’s approved lendingor outside an individual underwriter’s limit may beare approved by retail lending managers up to their approved lending limit. Loans in excessthe Director of the retail lending manager’s authorized lending limit or outside of policy must be approved by a RegionalConsumer Lending or Chief Credit Officer and, if necessary, by the Executive Loan Committee.
First FederalThe Bank offers adjustable-rate loans in order to decrease the vulnerability of its operations to changes in interest rates. The demand for adjustable-rate loans in First Federal’sthe Bank’s primary market area has been a function of several factors, including customer preference, the level of interest rates, the expectations of future changes in the level of interest rates and the difference between the interest rates offered for fixed-rate loans and adjustable-rate loans. The relative amount of fixed-rate and adjustable-rate residential loans that can be originated at any time is largely determined by the demand for each in a competitive environment.
Adjustable-rate loans represented 22.0% of First Federal’s total originations of one-to-four family residential mortgage loans in 2018 compared to 9.9% and 10.8% during 2017 and 2016, respectively.
Adjustable-rate loans decrease the risks associated with changes in interest rates, but involve other risks, primarily because as interest rates rise, the payment by the borrower rises to the extent permitted by the terms of the loan, thereby increasing the potential for default. At the same time, the marketability of the underlying property may be adversely affected by higher interest rates.
The following table shows total loans originated, loan reductions, and the net increase in First Federal’sthe Company’s total loans and loans held for sale during the periods indicated:
Years Ended December 31 |
| Years Ended December 31 |
| |||||||||||||||||||||
2018 | 2017 | 2016 |
| 2020 |
|
| 2019 |
|
| 2018 |
| |||||||||||||
(In Thousands) |
| (In Thousands) |
| |||||||||||||||||||||
Loan originations: |
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||
1-4 family residential | $ | 282,109 | $ | 240,921 | $ | 294,307 | ||||||||||||||||||
Multi-family residential | 70,665 | 74,342 | 59,957 | |||||||||||||||||||||
Residential real estate |
| $ | 1,129,751 |
|
| $ | 358,970 |
|
| $ | 282,109 |
| ||||||||||||
Commercial real estate | 279,251 | 181,289 | 166,437 |
|
| 491,060 |
|
|
| 341,207 |
|
|
| 349,916 |
| |||||||||
Construction | 184,631 | 205,088 | 138,553 |
|
| 306,021 |
|
|
| 112,344 |
|
|
| 184,631 |
| |||||||||
Commercial | 186,943 | 219,588 | 389,037 |
|
| 581,858 |
|
|
| 251,951 |
|
|
| 186,943 |
| |||||||||
Home equity and improvement | 58,918 | 68,856 | 56,816 |
|
| 86,740 |
|
|
| 60,268 |
|
|
| 58,918 |
| |||||||||
Consumer finance | 22,260 | 15,185 | 10,426 |
|
| 183,299 |
|
|
| 18,505 |
|
|
| 22,260 |
| |||||||||
Total loans originated | 1,084,777 | 1,005,269 | 1,115,533 |
|
| 2,778,729 |
|
|
| 1,143,245 |
|
|
| 1,084,777 |
| |||||||||
Loans acquired in acquisitions: | - | 285,448 | - | |||||||||||||||||||||
Loans purchased: | - | 11,476 | 822 | |||||||||||||||||||||
Loan reductions: | ||||||||||||||||||||||||
Loan pay-offs | 335,738 | 350,971 | 232,302 | |||||||||||||||||||||
Loans sold | 236,598 | 231,073 | 282,589 | |||||||||||||||||||||
Periodic principal repayments | 317,128 | 288,215 | 432,445 | |||||||||||||||||||||
889,464 | 870,259 | 947,336 | ||||||||||||||||||||||
Loans acquired in acquisitions |
|
| 2,340,701 |
|
|
| — |
|
|
| — |
| ||||||||||||
Loans purchased |
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||
Loan payoffs, sales and repayments |
|
| (1,943,026 | ) |
|
| (922,564 | ) |
|
| (889,464 | ) | ||||||||||||
Net increase in total loans and loans held for sale | $ | 195,313 | $ | 431,934 | $ | 169,019 |
| $ | 3,176,404 |
|
| $ | 220,681 |
|
| $ | 195,313 |
|
Asset Quality
First Defiance’sPremier’s credit policy establishes guidelines to manage credit risk and asset quality. These guidelines include loan review and early identification of problem loans to ensure sound credit decisions. First Defiance’sPremier’s credit policies and review procedures are meant to minimize the riskrisks and uncertainties inherent in lending. In following the policies and procedures, management must rely on estimates, appraisals and evaluations of loans and the possibility that changes in these could occur because of changing economic conditions.
Delinquent Loans— The following table sets forth information concerning delinquent loans at December 31, 2018,2020, in dollar amount and as a percentage of First Defiance’sPremier’s total loan portfolio. The amounts presented represent the total outstanding principal balances of the related loans, rather than the actual payment amounts that are past due.
30 to 59 Days | 60 to 89 Days | 90 Days and Over | Total | |||||||||||||||||||||||||||||
Amount | Percentage | Amount | Percentage | Amount | Percentage | Amount | Percentage | |||||||||||||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||||||||||||||
1-4 family residential real estate | $ | 946 | 0.04 | % | $ | 993 | 0.04 | % | $ | 1,571 | 0.06 | % | $ | 3,510 | 0.14 | % | ||||||||||||||||
Multi- family residential | - | 0.00 | - | 0.00 | - | 0.00 | - | 0.00 | ||||||||||||||||||||||||
Commercial real estate | 130 | 0.00 | 417 | 0.02 | 3,008 | 0.11 | 3,555 | 0.13 | ||||||||||||||||||||||||
Construction | - | 0.00 | - | 0.00 | - | 0.00 | - | 0.00 | ||||||||||||||||||||||||
Commercial | 297 | 0.01 | 53 | 0.00 | 4,073 | 0.15 | 4,423 | 0.16 | ||||||||||||||||||||||||
Home equity and improvement | 1,427 | 0.05 | 144 | 0.01 | 90 | 0.00 | 1,661 | 0.06 | ||||||||||||||||||||||||
Consumer finance | 133 | 0.00 | 76 | 0.00 | 96 | 0.00 | 305 | 0.01 | ||||||||||||||||||||||||
Total | $ | 2,933 | 0.10 | % | $ | 1,683 | 0.07 | % | $ | 8,838 | 0.32 | % | $ | 13,454 | 0.50 | % |
|
| 30 to 59 Days |
|
| 60 to 89 Days |
|
| 90 Days and Over |
|
| Total |
| ||||||||||||||||||||
|
| Amount |
|
| Percentage |
|
| Amount |
|
| Percentage |
|
| Amount |
|
| Percentage |
|
| Amount |
|
| Percentage |
| ||||||||
|
| (Dollars in Thousands) |
| |||||||||||||||||||||||||||||
Residential real estate |
| $ | 433 |
|
|
| 0.01 | % |
| $ | 7,669 |
|
|
| 0.14 | % |
| $ | 9,000 |
|
|
| 0.17 | % |
| $ | 17,102 |
|
|
| 0.32 | % |
Commercial real estate |
|
| 1,033 |
|
|
| 0.02 | % |
|
| 369 |
|
|
| 0.01 | % |
|
| 844 |
|
|
| 0.02 | % |
|
| 2,246 |
|
|
| 0.04 | % |
Construction |
|
| — |
|
|
| 0.00 | % |
|
| 1,626 |
|
|
| 0.03 | % |
|
| 806 |
|
|
| 0.01 | % |
|
| 2,432 |
|
|
| 0.04 | % |
Commercial |
|
| 9 |
|
|
| 0.00 | % |
|
| 4 |
|
|
| 0.00 | % |
|
| 394 |
|
|
| 0.01 | % |
|
| 407 |
|
|
| 0.01 | % |
Home equity and improvement |
|
| 3,440 |
|
|
| 0.06 | % |
|
| 839 |
|
|
| 0.02 | % |
|
| 1,137 |
|
|
| 0.02 | % |
|
| 5,416 |
|
|
| 0.10 | % |
Consumer finance |
|
| 1,687 |
|
|
| 0.03 | % |
|
| 491 |
|
|
| 0.01 | % |
|
| 1,521 |
|
|
| 0.03 | % |
|
| 3,699 |
|
|
| 0.07 | % |
Purchase credit deteriorated ("PCD") |
|
| 402 |
|
|
| 0.01 | % |
|
| 1,882 |
|
|
| 0.03 | % |
|
| 13,299 |
|
|
| 0.25 | % |
|
| 15,583 |
|
|
| 0.29 | % |
Total Loans |
| $ | 7,004 |
|
|
| 0.13 | % |
| $ | 12,880 |
|
|
| 0.24 | % |
| $ | 27,001 |
|
|
| 0.50 | % |
| $ | 46,885 |
|
|
| 0.87 | % |
Overall, the level of delinquencies at December 31, 2018, declined slightly2020, increased from the levels at December 31, 2017,2019, when First DefiancePremier reported that 0.53%0.37% of its outstanding loans were at least 30 days delinquent. The level of total loans 90 or more days delinquent has increased to 0.32%0.50% at December 31, 2018,2020, up from 0.20%0.21% at December 31, 2017.2019. The level of total loans 60-89 days delinquent decreasedincreased to 0.07%0.24% at December 31, 2018,2020, up from 0.12%0.05% at December 31, 2017.2019. The level of loans that were 30 to 59 days past due decreasedincreased to 0.10%0.13% at December 31, 2018,2020, up from 0.21%0.11% at December 31, 2017.2019. Management has assessed the collectability of all loans that are 90 days or more delinquent as part of its procedures in establishing the allowance for loancredit losses. Management believes the global pandemic plays a role in the increase seen in 2020.
Non-performing Assets–All loans are reviewed on a regular basis and are placed on non-accrual status when, in the opinion of management, the collectability of additional interest is not expected. Generally, First DefiancePremier places all loans more than 90 days past due on non-accrual status. First DefiancePremier also places loans on non-accrual status when the loan is paying as agreed but the Company believes the financial condition of the borrower is such that this classification is warranted. When a loan is placed on non-accrual status, total unpaid interest accrued to date is reversed. Subsequent payments are generally applied to the outstanding principal balance but may be recorded as interest income, depending on the assessment of the ultimate collectability of the loan. First DefiancePremier considers that a loan is impairedindividually evaluated when, based on current information and events, it is probable that it will be unable to collect all amounts due (both principal and interest) according to the contractual terms of the loan agreement. First DefiancePremier measures impairment based on the present value of expected future cash flows discounted at the loan’s effective interest rate, the loan’s observable market price, or the fair value of the collateral, if collateral dependent. If the estimated recoverability of the impairedindividually evaluated loan is less than the recorded investment, First DefiancePremier will recognize impairment by allocating a portion of the allowance for loancredit losses on cash flow dependent loans and by charging off the deficiency on collateral dependent loans.
Loans originated by First Federal having principal balances See Note 7 of $45.8 million, $56.3 million and $27.4 million were considered impaired as of December 31, 2018, 2017 and 2016, respectively. These amounts of impaired loans exclude large groups of small-balance homogeneous loans that are collectively evaluatedthe Notes to the Consolidated Financial Statements for impairment such as residential mortgage, consumer installment and credit card loans, except for those classified as troubled debt restructurings. There was $1.8 million of interest received and recorded in income during 2018 related to impaired loans. There was $1.4 million and $1.7 million recorded in 2017 and 2016, respectively. Unrecorded interest income based on the loan’s contractual terms on these impaired loans and all non-performing loans in 2018, 2017 and 2016 was $1.1 million, $1.1 million, and $1.2 million, respectively. The average recorded investment in impaired loans during 2018, 2017 and 2016 (excluding loans accounted for under FASB ASC Topic 310 Subtopic 30) was $49.2 million, $47.4 million and $32.8 million, respectively. The total allowance for loan losses related to these loans was $0.6 million, $0.8 million, and $0.8 million at December 31, 2018, 2017 and 2016, respectively.
additional information.
Real estate acquired by foreclosure is classified as real estate owned until such time as it is sold. First DefiancePremier also repossesses other assets securing loans, consisting primarily of automobiles. When such property is acquired it is recorded at fair value less cost to sell. Costs relating to development and improvement of property are capitalized, whereas costs relating to holding the property are expensed. Valuations are periodically performed by management and a write-down of the value is recorded with a corresponding charge to operations if it is determined that the carrying value of property exceeds its estimated net realizable value. During 2018, First Defiance recognized $552,000 of2020, Premier did not recognize any expense related to write-downs in value of real estate acquired by foreclosure or acquisition. The balance of real estate owned at December 31, 2018,2020, was $1.2 million.$343,000. During 2017,2019, there was $20,000$264,000 of expense related to write-downs in fair value of real estate acquired by foreclosure or acquisition. The balance of real estate owned at December 31, 20172019 was $1.5 million.
$100,000. The increase in real estate owned is a result of the Merger.
As of December 31, 2018, First Defiance’s2020, Premier’s total non-performing loans amounted to $19.0$51.7 million or 0.75%0.96% of total loans (net of undisbursed loan funds and deferred fees and costs), compared to $30.7$13.4 million or 1.31%0.49% of total loans, at December 31, 2017.2019. Non-performing loans are loans which are more than 90 days past due or on non-accrual. The non-performing loan balance for 2018 includes $16.3 million of loans that were originated by First Federal and also considered impaired, compared to $25.5 million for 2017.
The following table sets forth the amounts and categories of First Defiance’sPremier’s non-performing assets (excluding impairedindividually evaluated loans not considered non-performing) and troubled debt restructurings at the dates indicated.
December 31 |
| December 31 |
| |||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | 2015 | 2014 |
| 2020 |
|
| 2019 |
|
| 2018 |
|
| 2017 |
|
| 2016 |
| |||||||||||||||||||||
(Dollars in Thousands) |
| (Dollars in Thousands) |
| |||||||||||||||||||||||||||||||||||||
Non-performing loans: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||
1-4 family residential real estate | $ | 3,640 | $ | 3,037 | $ | 2,928 | $ | 2,610 | $ | 3,332 | ||||||||||||||||||||||||||||||
Multi-family residential real estate | 102 | 128 | 2,639 | 2,419 | 2,539 | |||||||||||||||||||||||||||||||||||
Residential real estate |
| $ | 10,178 |
|
| $ | 2,411 |
|
| $ | 3,640 |
|
| $ | 3,037 |
|
| $ | 2,928 |
| ||||||||||||||||||||
Commercial real estate | 10,255 | 18,091 | 6,953 | 7,429 | 12,635 |
|
| 11,980 |
|
|
| 7,609 |
|
|
| 10,357 |
|
|
| 18,219 |
|
|
| 9,592 |
| |||||||||||||||
Construction |
|
| 806 |
|
|
| — |
|
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||||||||||
Commercial | 4,500 | 8,841 | 1,007 | 3,078 | 4,993 |
|
| 1,365 |
|
|
| 2,961 |
|
|
| 4,500 |
|
|
| 8,841 |
|
|
| 1,007 |
| |||||||||||||||
Home equity and improvement | 393 | 590 | 730 | 689 | 619 |
|
| 1,537 |
|
|
| 449 |
|
|
| 393 |
|
|
| 590 |
|
|
| 730 |
| |||||||||||||||
Consumer finance | 126 | 28 | 91 | 36 | 12 |
|
| 1,624 |
|
|
| 7 |
|
|
| 126 |
|
|
| 28 |
|
|
| 91 |
| |||||||||||||||
Purchase Credit Deteriorated ("PCD") |
|
| 24,192 |
|
|
| — |
|
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||||||||||
Total non-performing loans | 19,016 | 30,715 | 14,348 | 16,261 | 24,130 |
|
| 51,682 |
|
|
| 13,437 |
|
|
| 19,016 |
|
|
| 30,715 |
|
|
| 14,348 |
| |||||||||||||||
Real estate owned | 1,205 | 1,532 | 455 | 1,321 | 6,181 |
|
| 343 |
|
|
| 100 |
|
|
| 1,205 |
|
|
| 1,532 |
|
|
| 455 |
| |||||||||||||||
Total repossessed assets | 1,205 | 1,532 | 455 | 1,321 | 6,181 |
|
| 343 |
|
|
| 100 |
|
|
| 1,205 |
|
|
| 1,532 |
|
|
| 455 |
| |||||||||||||||
Total non-performing assets | $ | 20,221 | $ | 32,247 | $ | 14,803 | $ | 17,582 | $ | 30,311 |
| $ | 52,025 |
|
| $ | 13,537 |
|
| $ | 20,221 |
|
| $ | 32,247 |
|
| $ | 14,803 |
| ||||||||||
Restructured loans, accruing | $ | 11,573 | $ | 13,770 | $ | 10,544 | $ | 11,178 | $ | 24,686 |
|
|
|
|
| $ | 8,486 |
|
| $ | 11,573 |
|
| $ | 13,770 |
|
| $ | 10,544 |
| ||||||||||
Total non-performing assets as a percentage of total assets | 0.64 | % | 1.08 | % | 0.60 | % | 0.77 | % | 1.39 | % |
|
| 0.72 | % |
|
| 0.39 | % |
|
| 0.64 | % |
|
| 1.08 | % |
|
| 0.60 | % | ||||||||||
Total non-performing loans as a percentage of total loans* | 0.75 | % | 1.31 | % | 0.74 | % | 0.90 | % | 1.47 | % |
|
| 0.96 | % |
|
| 0.49 | % |
|
| 0.75 | % |
|
| 1.31 | % |
|
| 0.74 | % | ||||||||||
Total non-performing assets as a percentage of total loans plus OREO* | 0.80 | % | 1.37 | % | 0.76 | % | 0.97 | % | 1.83 | % | ||||||||||||||||||||||||||||||
Allowance for loan losses as a percent of total non-performing assets | 140.11 | % | 82.75 | % | 174.86 | % | 144.36 | % | 81.71 | % | ||||||||||||||||||||||||||||||
Total non-performing assets as a percentage of total loans plus other real estate owned* |
|
| 0.96 | % |
|
| 0.49 | % |
|
| 0.80 | % |
|
| 1.37 | % |
|
| 0.76 | % | ||||||||||||||||||||
Allowance for credit losses as a percent of total non-performing assets |
|
| 157.77 | % |
|
| 230.80 | % |
|
| 140.11 | % |
|
| 82.75 | % |
|
| 174.86 | % |
* | Total loans are net of undisbursed loan funds and deferred fees and costs. |
* Total loans are net of undisbursed loan funds and deferred fees and costs.
Allowance for Loan Lossescredit losses– First DefiancePremier maintains an allowance for loancredit losses to absorb probable incurred creditcurrent expected losses in the loan portfolio. The allowance for loancredit loss is made up of two components. The first is a general reserve, which is used to record loancredit loss reserves for groups of homogenous loans in which the Company estimates the current expected credit losses incurred in the portfolio based on quantitative and qualitative factors.
Premier adopted the current expected credit losses (“CECL”) accounting standard in 2020. As a result current year credit loss and provision is not comparable to prior year allowance for loan loss data.
The second component of the allowance for loan losscredit losses is the specific reserve in which the Company sets aside reserves based on the analysis of individual credits. In evaluating the adequacy of its allowance each quarter, management grades all loans in the commercial portfolio. See“Item 7 - Management’s Discussion and Analysis of Financial Condition and Results of Operations – Allowance for Loan Losses”credit losses” for further discussion on management’s evaluation of the allowance for loancredit losses.
Loans are charged against the allowance when such loans meet the Company’s established policy on loan charge-offs and the allowance itself is adjusted quarterly by recording a provision for loancredit losses. As such, actual losses and losses provided for should be approximately the same if the overall quality, composition and size of the portfolio remained static along with a static loaneconomic environment. To the extent that the portfolio grows at a rapid rate or overall quality or the loaneconomic environment deteriorates, the provision generally will exceed charge-offs. However, in certain circumstances, net charge-offs may exceed the provision for loancredit losses when management determines that loans previously provided for in the allowance for loancredit losses are uncollectible and should be charged-off or as overall credit or the loaneconomic environment improves. Although management believes that it uses the best information available to make such determinations, future adjustments to the allowancesallowance may be necessary, and net earnings could be significantly affected, if circumstances differ substantially from the assumptions used in making the initial determinations.
At December 31, 2018, First Defiance’s2020, Premier’s allowance for loancredit losses totaled $28.3$82.0 million compared to $26.7$31.2 million at December 31, 2017.2019. The following table sets forth the activity in First Defiance’sPremier’s allowance for loancredit losses during the periods indicated.
Years Ended December 31 | ||||||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | 2015 | 2014 |
| Years Ended December 31 |
| |||||||||||||||||||||||||||||||||
(Dollars in Thousands) |
| 2020 |
|
| 2019 |
|
| 2018 |
|
| 2017 |
|
| 2016 |
| |||||||||||||||||||||||||
| (Dollars in Thousands) |
| ||||||||||||||||||||||||||||||||||||||
Allowance at beginning of year | $ | 26,683 | $ | 25,884 | $ | 25,382 | $ | 24,766 | $ | 24,950 |
| $ | 31,243 |
|
| $ | 28,331 |
|
| $ | 26,683 |
|
| $ | 25,884 |
|
| $ | 25,382 |
| ||||||||||
Impact of ASC 326 Adoption |
|
| 2,354 |
|
|
| — |
|
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||||||||||
Acquisition related allowance for credit loss (PCD) |
|
| 7,698 |
|
|
| — |
|
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||||||||||
Provision for credit losses | 1,176 | 2,949 | 283 | 136 | 1,117 |
|
| 43,154 |
|
|
| 2,905 |
|
|
| 1,176 |
|
|
| 2,949 |
|
|
| 283 |
| |||||||||||||||
Charge-offs: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||
1-4 family residential real estate | (261 | ) | (279 | ) | (350 | ) | (282 | ) | (426 | ) | ||||||||||||||||||||||||||||||
Commercial real estate and multi-family | (1,387 | ) | (429 | ) | (92 | ) | (468 | ) | (1,018 | ) | ||||||||||||||||||||||||||||||
Residential real estate |
|
| (302 | ) |
|
| (515 | ) |
|
| (261 | ) |
|
| (279 | ) |
|
| (350 | ) | ||||||||||||||||||||
Commercial real estate |
|
| (65 | ) |
|
| (148 | ) |
|
| (1,387 | ) |
|
| (429 | ) |
|
| (92 | ) | ||||||||||||||||||||
Construction |
|
| (1 | ) |
|
| — |
|
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||||||||||
Commercial | (724 | ) | (2,301 | ) | (615 | ) | (68 | ) | (2,982 | ) |
|
| (687 | ) |
|
| (528 | ) |
|
| (724 | ) |
|
| (2,301 | ) |
|
| (615 | ) | ||||||||||
Home equity and improvement |
|
| (164 | ) |
|
| (245 | ) |
|
| (269 | ) |
|
| (301 | ) |
|
| (268 | ) | ||||||||||||||||||||
Consumer finance | (233 | ) | (139 | ) | (94 | ) | (53 | ) | (41 | ) |
|
| (279 | ) |
|
| (289 | ) |
|
| (233 | ) |
|
| (139 | ) |
|
| (94 | ) | ||||||||||
Home equity and improvement | (269 | ) | (301 | ) | (268 | ) | (350 | ) | (392 | ) | ||||||||||||||||||||||||||||||
PCD |
|
| (4,854 | ) |
|
| — |
|
|
| — |
|
|
| — |
|
|
| — |
| ||||||||||||||||||||
Total charge-offs | (2,874 | ) | (3,449 | ) | (1,419 | ) | (1,221 | ) | (4,859 | ) |
|
| (6,352 | ) |
|
| (1,725 | ) |
|
| (2,874 | ) |
|
| (3,449 | ) |
|
| (1,419 | ) | ||||||||||
Recoveries | 3,346 | 1,299 | 1,638 | 1,701 | 3,558 |
|
| 3,982 |
|
|
| 1,732 |
|
|
| 3,346 |
|
|
| 1,299 |
|
|
| 1,638 |
| |||||||||||||||
Net (charge-offs) recoveries | 472 | (2,150 | ) | 219 | 480 | (1,301 | ) |
|
| (2,370 | ) |
|
| 7 |
|
|
| 472 |
|
|
| (2,150 | ) |
|
| 219 |
| |||||||||||||
Ending allowance | $ | 28,331 | $ 2 6,683 | $ | 25,884 | $ | 25,382 | $ | 24,766 |
| $ | 82,079 |
|
| $ | 31,243 |
|
| $ | 28,331 |
|
| $ | 26,683 |
|
| $ | 25,884 |
| |||||||||||
Allowance for loan losses to total non-performing loans at end of year | 148.99 | % | 86.87 | % | 180.40 | % | 156.09 | % | 102.64 | % | ||||||||||||||||||||||||||||||
Allowance for loan losses to total loans at end of year* | 1.12 | % | 1.14 | % | 1.33 | % | 1.41 | % | 1.50 | % | ||||||||||||||||||||||||||||||
Allowance for credit losses to total non-performing loans at end of year |
|
| 158.82 | % |
|
| 232.51 | % |
|
| 148.99 | % |
|
| 86.87 | % |
|
| 180.40 | % | ||||||||||||||||||||
Allowance for credit losses to total loans at end of year* |
|
| 1.40 | % |
|
| 1.12 | % |
|
| 1.12 | % |
|
| 1.14 | % |
|
| 1.33 | % | ||||||||||||||||||||
Net charge-offs (recoveries) for the year to average loans | -0.02 | % | 0.10 | % | -0.01 | % | -0.03 | % | 0.08 | % |
|
| 0.05 | % |
|
| 0.00 | % |
|
| -0.02 | % |
|
| 0.10 | % |
|
| -0.01 | % |
* Total loans are net of undisbursed loan funds and deferred fees and costs.
* | Total loans are net of undisbursed loan funds and deferred fees and costs. |
The provision for credit losses decreasedincreased in 2018 from the previous year despite growth in the loan portfolio2020 due to a decrease in net charge-offsthe Merger and improving credit quality.the adoption of ASU 2016-13 (Topic 326 – Credit Losses). Refer to Notes 2 and 7 to the Consolidated Financial Statements for additional information. Management feels that the level of the allowance for loancredit losses at December 31, 2018,2020, is sufficient to cover losses that may be incurred over the estimated losses incurred but not yet recognized inlifetime of the loan portfolio.
loan.
The following table sets forth information concerning the allocation of First Defiance’sPremier’s allowance for loancredit losses by loan categories at the dates indicated. For information about the percent of total loans in each category to total loans, see“Lending Activities-Loan Portfolio Composition” above.
December 31 | ||||||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | 2015 | 2014 | ||||||||||||||||||||||||||||||||||||
Percent of | Percent of | Percent of | Percent of | Percent of | ||||||||||||||||||||||||||||||||||||
total loans | total loans | total loans | total loans | total loans | ||||||||||||||||||||||||||||||||||||
Amount | by category | Amount | by category | Amount | by category | Amount | by category | Amount | by category | |||||||||||||||||||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||||||||||||||||||||||
1-4 family residential | $ | 2,881 | 12.1 | % | $ | 2,532 | 11.1 | % | $ | 2,627 | 10.2 | % | $ | 3,212 | 11.0 | % | $ | 2,494 | 12.2 | % | ||||||||||||||||||||
Multi-family residential real estate | 3,101 | 10.4 | 2,702 | 10.1 | 2,228 | 9.7 | 2,151 | 9.0 | 2,453 | 9.3 | ||||||||||||||||||||||||||||||
Commercial real estate | 12,041 | 42.3 | 10,354 | 40.0 | 10,625 | 41.5 | 11,772 | 41.8 | 11,268 | 40.6 | ||||||||||||||||||||||||||||||
Construction | 682 | 10.0 | 647 | 10.8 | 450 | 9.0 | 1 517 | 8.7 | 221 | 6.7 | ||||||||||||||||||||||||||||||
Commercial loans | 7,281 | 19.1 | 7,965 | 21.3 | 7,361 | 23.0 | 5,192 | 22.4 | 6,509 | 23.7 | ||||||||||||||||||||||||||||||
Home equity and improvement loans | 2,026 | 4.8 | 2,255 | 5.5 | 2,386 | 5.8 | 2,270 | 6.2 | 1,704 | 6.6 | ||||||||||||||||||||||||||||||
Consumer loans | 319 | 1.3 | 228 | 1.2 | 207 | 0.8 | 171 | 0.9 | 117 | 0.9 | ||||||||||||||||||||||||||||||
$ | 28,331 | 100.0 | % | $ | 26,683 | 100.0 | % | $ | 25,884 | 100.0 | % | $ | 25,382 | 100.0 | % | $ | 24,766 | 100.0 | % |
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Residential real estate |
| $ | 17,534 |
|
|
| 20.5 | % |
| $ | 2,867 |
|
|
| 11.3 | % |
| $ | 2,881 |
|
|
| 12.1 | % |
| $ | 2,532 |
|
|
| 11.1 | % |
| $ | 2,627 |
|
|
| 10.2 | % |
Commercial real estate |
|
| 43,417 |
|
|
| 40.8 | % |
|
| 16,302 |
|
|
| 52.4 | % |
|
| 15,142 |
|
|
| 52.7 | % |
|
| 13,056 |
|
|
| 50.1 | % |
|
| 12,853 |
|
|
| 51.2 | % |
Construction |
|
| 2,741 |
|
|
| 11.4 | % |
|
| 996 |
|
|
| 10.6 | % |
|
| 682 |
|
|
| 10.0 | % |
|
| 647 |
|
|
| 10.8 | % |
|
| 450 |
|
|
| 9.0 | % |
Commercial loans |
|
| 11,665 |
|
|
| 20.6 | % |
|
| 9,003 |
|
|
| 20.1 | % |
|
| 7,281 |
|
|
| 19.1 | % |
|
| 7,965 |
|
|
| 21.3 | % |
|
| 7,361 |
|
|
| 23.0 | % |
Home equity and improvement loans |
|
| 4,739 |
|
|
| 4.7 | % |
|
| 1,700 |
|
|
| 4.3 | % |
|
| 2,026 |
|
|
| 4.8 | % |
|
| 2,255 |
|
|
| 5.5 | % |
|
| 2,386 |
|
|
| 5.8 | % |
Consumer loans |
|
| 1,983 |
|
|
| 2.1 | % |
|
| 375 |
|
|
| 1.3 | % |
|
| 319 |
|
|
| 1.3 | % |
|
| 228 |
|
|
| 1.2 | % |
|
| 207 |
|
|
| 0.8 | % |
|
| $ | 82,079 |
|
|
| 100.0 | % |
| $ | 31,243 |
|
|
| 100.0 | % |
| $ | 28,331 |
|
|
| 100.0 | % |
| $ | 26,683 |
|
|
| 100.0 | % |
| $ | 25,884 |
|
|
| 100.0 | % |
Sources of Funds
General–Deposits are the primary source of First Defiance’sPremier’s funds for lending and other investment purposes. In addition to deposits, First DefiancePremier derives funds from loan principal repayments. Loan repayments are a relatively stable source of funds, while deposit inflows and outflows are significantly influenced by general interest rates and money market conditions. Borrowings from the FHLB may be used on a short-term basis to compensate for reductions in the availability of funds from other sources. They may also be used on a longer-term basis for general business purposes. During 2007, First Defiance issued $15.0 million of trust preferred securities through an unconsolidated affiliated trust. Proceeds from the offering were used for general corporate purposes including funding of dividends and stock buybacks as well as bolstering regulatory capital at the First Federal level. First Defiance also issued $20.0 million of similar trust preferred securities in 2005.
Deposits– First Defiance’sPremier’s deposits are attracted principally from within First Defiance’sPremier’s primary market area through the offering of a broad selection of deposit instruments, including checking accounts, money market accounts, savings accounts, and term certificate accounts. Deposit account terms vary, with the principal differences being the minimum balance required, the time periods the funds must remain on deposit, and the interest rate.
To supplement its funding needs, First DefiancePremier also has the ability to utilize the national market for certificates of deposit. First DefiancePremier has used these deposits in the past and could in the future if necessary. First Defiance hasPremier had no national market certificates of deposit as of December 31, 20182020 or 2017.
2019.
Average balances and average rates paid on deposits are as follows:
Years Ended December 31 |
| Years Ended December 31 |
| |||||||||||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 |
| 2020 |
|
| 2019 |
|
| 2018 |
| |||||||||||||||||||||||||||||||||||||
Amount | Rate | Amount | Rate | Amount | Rate |
| Amount |
|
| Rate |
|
| Amount |
|
| Rate |
|
| Amount |
|
| Rate |
| |||||||||||||||||||||||||
(Dollars in Thousands) |
| (Dollars in Thousands) |
| |||||||||||||||||||||||||||||||||||||||||||||
Noninterest-bearing demand deposits | $ | 562,439 | - | $ | 528,926 | - | $ | 441,731 | - |
| $ | 1,597,262 |
|
|
| — |
|
| $ | 594,785 |
|
|
| — |
|
| $ | 562,439 |
|
|
| — |
| |||||||||||||||
Interest-bearing demand deposits | 1,026,383 | 0.27 | % | 955,248 | 0.18 | % | 798,266 | 0.17 | % |
|
| 2,627,669 |
|
|
| 0.21 | % |
|
| 1,111,532 |
|
|
| 0.69 | % |
|
| 1,026,383 |
|
|
| 0.27 | % | |||||||||||||||
Savings deposits | 297,492 | 0.04 | 284,814 | 0.04 | 235,137 | 0.04 |
|
| 700,480 |
|
|
| 0.03 | % |
|
| 299,040 |
|
|
| 0.05 | % |
|
| 297,492 |
|
|
| 0.04 | % | ||||||||||||||||||
Time deposits | 621,239 | 1.78 | 530,414 | 1.33 | 430,487 | 1.12 |
|
| 1,122,430 |
|
|
| 1.06 | % |
|
| 711,867 |
|
|
| 2.08 | % |
|
| 621,239 |
|
|
| 1.78 | % | ||||||||||||||||||
Totals | $ | 2,507,553 | 0.56 | % | $ | 2,299,402 | 0.38 | % | $ | 1,905,621 | 0.33 | % |
| $ | 6,047,841 |
|
|
| 0.29 | % |
| $ | 2,717,224 |
|
|
| 0.83 | % |
| $ | 2,507,553 |
|
|
| 0.56 | % |
The following table sets forth the maturities of First Defiance’sPremier’s retail certificates of deposit having principal amounts $250,000 or greater at December 31, 2018 (In Thousands)2020 (in thousands):
Retail certificates of deposit maturing in quarter ending: | ||||
March 31, 2019 | $ | 24,347 | ||
June 30, 2019 | 20,481 | |||
September 30, 2019 | 8,791 | |||
December 31, 2019 | 6,865 | |||
After December 31, 2019 | 29,328 | |||
Total retail certificates of deposit with balances $250,000 or greater | $ | 89,812 |
Retail certificates of deposit maturing in quarter ending: |
|
|
|
|
March 31, 2021 |
| $ | 37,502 |
|
June 30, 2021 |
|
| 38,337 |
|
September 30, 2021 |
|
| 38,264 |
|
December 31, 2021 |
|
| 36,207 |
|
After December 31, 2021 |
|
| 60,113 |
|
Total retail certificates of deposit with balances $250,000 or greater |
| $ | 210,423 |
|
The following table details the deposit accrued interest payable as of December 31:
2018 | 2017 | |||||||
(In Thousands) | ||||||||
Interest-bearing demand deposits and money market accounts | $ | 52 | $ | 29 | ||||
Certificates of deposit | 314 | 68 | ||||||
$ | 366 | $ | 97 |
For additional information regarding First Defiance’sPremier’s deposits see Note 11 to the Consolidated Financial Statements.
Borrowings–First Defiance may obtain advances fromThe FHLB system functions as a central reserve bank providing credit for its member institutions and certain other financial institutions. As a member in good standing of the FHLB, of Cincinnati by pledging certain of its residential mortgage loans, commercial real estate loans, multi-family loans, home equity loans and investment securitiesPremier is authorized to apply for advances, provided certain standards related toof creditworthiness have been met. Such advances are made pursuant to several credit programs, each of which has its own interest rate and range of maturities.
The following table sets forth certain information as to First Defiance’s FHLB advances and other borrowings at the dates indicated.
Years Ended December 31 | ||||||||||||
2018 | 2017 | 2016 | ||||||||||
(Dollars in Thousands) | ||||||||||||
Long-term: | ||||||||||||
FHLB advances | $ | 60,189 | $ | 84,279 | $ | 103,943 | ||||||
Weighted average interest rate | 1.68 | % | 1.55 | % | 1.42 | % | ||||||
Short-term: | ||||||||||||
FHLB advances | $ | 25,000 | $ | - | $ | - | ||||||
Weighted average interest rate | 2.45 | % | - | - | ||||||||
Securities sold under agreement to repurchase | $ | 5,741 | $ | 26,019 | $ | 31,816 | ||||||
Weighted average interest rate | 0.31 | % | 0.20 | % | 0.22 | % |
The following table sets forth the maximum month-end balance and average balance of First Defiance’s long-term FHLB advances and other borrowings during the periods indicated.
Years Ended December 31 | ||||||||||||
2018 | 2017 | 2016 | ||||||||||
(Dollars in Thousands) | ||||||||||||
Long-term: | ||||||||||||
FHLB advances: | ||||||||||||
Maximum balance | $ | 84,306 | $ | 105,214 | $ | 103,943 | ||||||
Average balance | 67,365 | 102,115 | 84,944 | |||||||||
Weighted average interest rate | 1.75 | % | 1.44 | % | 1.42 | % |
The following table sets forth the maximum month-end balance and average balance of First Defiance’s short-term FHLB advances and other borrowings during the periods indicated.
Years Ended December 31 | ||||||||||||
2018 | 2017 | 2016 | ||||||||||
(Dollars in Thousands) | ||||||||||||
Short-term: | ||||||||||||
FHLB advances: | ||||||||||||
Maximum balance | $ | 40,000 | $ | - | $ | 30,000 | ||||||
Average balance | 6,082 | 44 | 861 | |||||||||
Weighted average interest rate | 1.33 | % | 0.80 | % | 0.39 | % | ||||||
Securities sold under agreement to repurchase: | ||||||||||||
Maximum balance | $ | 5,741 | $ | 26,019 | $ | 57,984 | ||||||
Average balance | 8,911 | 23,337 | 52,821 | |||||||||
Weighted average interest rate | 0.26 | % | 0.23 | % | 0.26 | % |
First Defiance borrows funds under a variety of programs at the FHLB. As of December 31, 2018, there was $85.2 million outstanding under various FHLB advance programs. First Defiance utilizes short-term advances from the FHLB to meet cash flow needs and for short-term investment purposes. At December 31, 2018 and 2017,2020, Premier could borrow up to $1.4 billion. The Bank had no advances outstanding balances existed under First Defiance’s short-term Cash Management Advance Line of Credit. The total available under the Cash Management Advance Line is $15.0 million. In addition, First Defiance has a $100.0 million REPO Advance line of credit available, under which $25.0 million was drawn at December 31, 2018. There were no borrowings against this line at December 31, 2017. Amounts are generally borrowed under these lines on an overnight basis. First Defiance’s total borrowing capacity at the FHLB is limited by various collateral requirements. Eligible collateral includes mortgage loans, home equity loans, non-mortgage loans, cash, and investment securities. At December 31, 2018, other than amounts available on the REPO and Cash Management line, First Defiance had additional borrowing capacity with the FHLB of $447.4 million as a result of these collateral requirements.
As a member of the FHLB of Cincinnati, First Federal must maintain a minimum investment in the capital stock of that FHLB in an amount defined in the FHLB’s regulations. First Federal is permitted to own stock in excess of the minimum requirement and was in compliance with the minimum requirement with an investment in stock of the FHLB of Cincinnati of $14.2 million at December 31, 2018, and $16.0 million at December 31, 2017. First Federal held stock of the FHLB of Indianapolis of $2,500 at December 31, 2018, and $5,000 at December 31, 2017.
Each FHLB is required to establish standards of community investment or service that its members must maintain for continued access to long-term advances from the FHLB. The standards take into account a member’s performance under the Community Reinvestment Act and its record of lending to first-time homebuyers.
2020.
For additional information regarding First Defiance’sPremier’s FHLB advances and other debt, see Notes 12 and 14 to the Consolidated Financial Statements.
Subordinated Debentures–In March 2007,For additional information regarding the Company sponsored an affiliated trust, First Defiance Statutory Trust II (“Trust Affiliate II”) that issued $15.0 millionCompany’s subordinated debentures see Note 13 to the Consolidated Financial Statements.
Effect of Guaranteed Capital Trust Securities (“Trust Preferred Securities”). In connectionEnvironmental Regulation - Compliance with federal, state and local provisions regulating the transaction,discharge of materials into the Company issued $15.5 millionenvironment, or otherwise relating to the protection of Junior Subordinated Deferrable Interest Debentures (“Subordinated Debentures”) to Trust Affiliate II. Trust Affiliate II was formedthe environment, has not had a material effect upon the capital expenditures, earnings or competitive position of Premier or its subsidiaries. Premier believes the nature of the operations of its subsidiaries has little, if any, environmental impact. As a result, Premier anticipates no material capital expenditures for environmental control facilities for Premier’s current fiscal year or for the purpose of issuing Trust Preferred Securitiesforeseeable future.
Premier believes its primary exposure to third-party investors and investingenvironmental risk is through the proceeds from the sale of these capital securities solely in Subordinated Debentureslending activities of the Company. The Subordinated Debentures heldBank. In cases where management believes environmental risk potentially exists, the Bank mitigates environmental risk exposures by Trust Affiliate II arerequiring environmental site assessments at the sole assetstime of loan origination to confirm collateral quality as to commercial real estate parcels posing higher than normal potential for environmental impact, as determined by reference to present and past uses of the trust. Distributionssubject property and adjacent sites. In addition, environmental assessments are typically required prior to any foreclosure activity involving non-residential real estate collateral.
Human Capital
Premier is focused on the Trust Preferred Securities issued by Trust Affiliate II are payable quarterlyengagement and retention of its team. The annual retention rate for 2020 was approximately 75.8%. Turnover is managed closely with accountability and awareness at a variableall levels. For 2020, turnover was 18.57%, with an annual voluntary turnover rate equalof 17.2%. Salary expense continues to the three-month LIBOR rate plus 1.5%. The Coupon rate payable on the Trust Preferred Securities issued by Trust Affiliate II was 4.29% and 3.09% as of December 31, 2018 and 2017, respectively.
The Trust Preferred Securities are subject to mandatory redemption, in whole or in part, upon repaymentbe one of the Subordinated Debentures. The Company entered intolargest company expenses with an agreement that fullyannual salary expense of approximately $66.2 million. Premier is focused on being a high performance institution and unconditionally guarantees the Trust Preferred Securities subject to the terms of the guarantee. The Trust Preferred Securities and Subordinated Debentures mature on June 15, 2037, but can be redeemeddrives performance through incentive plans, which paid out at the Company’s option at any time now.
In October 2005, the Company formed an affiliated trust, First Defiance Statutory Trust I (“Trust Affiliate I”) that issued $20.0approximately $8.2 million of Trust Preferred Securities. In connection with the transaction, the Company issued $20.6 million of Subordinated Debentures to Trust Affiliate I. Trust Affiliate I was formed for the purposeorganization in 2020. Our workforce is comprised of issuing Trust Preferred Securities to third-party investors90.5% full-time employees and investing the proceeds from the sale of these capital securities solely in Subordinated Debentures of the Company. The Subordinated Debentures held by Trust Affiliate I are the sole assets of the trust. Distributions on the Trust Preferred Securities issued by Trust Affiliate I are payable quarterly at a variable rate equal to the three-month LIBOR rate plus 1.38%, or 4.17% and 2.97% as of December 31, 2018 and 2017, respectively.
The Trust Preferred Securities issued by Trust Affiliate I are subject to mandatory redemption, in whole or in part, upon repayment of the Subordinated Debentures. The Company entered into an agreement that fully and unconditionally guarantees the Trust Preferred Securities subject to the terms of the guarantee. The Trust Preferred Securities and Subordinated Debentures mature on December 15, 2035, but can be redeemed by the Company at any time now.
First Defiance9.5% part-time employees. Premier had 6961,195 employees at December 31, 2018.2020. None of these employees are represented by a collective bargaining agent, and First DefiancePremier believes that it maintains good relationships with its personnel. Ensuring our employees are prepared for retirement is important as evidenced by the Company funding the 401k retirement plan approximately $2.4 million for 2020. Diversity and inclusiveness as an organization is important too, with 7% of minorities in leadership positions and 64% of leadership female. Of the senior/executive leadership teams, there are 8.3% minorities. Employee growth and development is a key to our success with a 14.8% internal promotion rate. Having access to internal and external training is also important for our employees’ forward progression. In 2020, each employee spent an average of 34.7 hours in training.
Competition |
Competition in originating commercial real estate and commercial loans comes mainly from commercial banks with banking center offices in the Company’s market area. Competition for the origination of mortgage loans arises mainly from savings associations, commercial banks, and mortgage companies. The distinction among market participants is based on a combination of price, the quality of customer service and name recognition. The Company competes for loans by offering competitive interest rates and product types and by seeking to provide a higher level of personal service to borrowers than is furnished by competitors. First Federal has a significant market share of the lending markets in which it conducts operations, except for central Ohio.
Management believes that First Federal’sthe Bank’s most direct competition for deposits comes from local financial institutions. The distinction among market participants is based on price and the quality of customer service and name recognition. First Federal’sThe Bank’s cost of funds fluctuates with general market interest rates. During certain interest rate environments, additional significant competition for deposits may be expected from corporate and governmental debt securities, as well as from money market mutual funds. First FederalThe Bank competes for conventional deposits by emphasizing quality of service, extensive product lines and competitive pricing.
Regulation
General –First DefiancePremier is subject to regulation examination and oversight by the Federal Reserve Board (“Federal Reserve”). First Federal isAt December 31, 2019, the Bank was subject to regulation, examination and oversight by the Office of the Comptroller of the Currency (“OCC”). BecauseAs a result of the FDIC insures First Federal’s deposits, First Federal is alsoMerger, the Bank converted to an Ohio state-chartered bank and became subject to regulation, examination and regulationoversight by the Ohio Division of Financial Institutions (“ODFI”) instead of the OCC. Its primary federal regulator is the FDIC. In addition, First Federalthe Bank is subject to regulations of the Consumer Financial Protection Bureau (the “CFPB”) which was established by the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act, as amended (“Dodd-Frank Act”) and has broad powers to adopt and enforce consumer protection regulations. First DefiancePrior to the Merger, Premier and First Federal mustthe Bank were required to file periodic reports with the Federal Reserve and the OCC (OCC filings ceased at the time of the Merger) and examinations arewere conducted periodically by the Federal Reserve, the OCC and the FDIC to determine whether First DefiancePremier and First Federal arethe Bank were in compliance with various regulatory requirements and arewere operating in a safe and sound manner.
First Defiance is also As a result of the Merger, the Bank will be subject to variousexamination by the ODFI in lieu of the OCC.
Holding Company Regulation – At December 31, 2019, Premier was a unitary thrift holding company. In connection with the Merger, Premier converted to a bank holding company and elected to become a financial holding company. Premier is subject to the requirements of the Bank Holding Company Act of 1956, as amended (“BHC Act”), and examination and regulation by the Federal Reserve. The Federal Reserve has extensive enforcement authority over bank holding companies, including, among other things, the ability to assess civil money penalties, issue cease and desist or removal orders, and require that a bank holding company divest subsidiaries (including its banking subsidiaries). In general, the Federal Reserve may initiate enforcement action for violations of laws and regulations and unsafe or unsound practices.
A bank holding company is required by law and Federal Reserve policy to serve as a source of financial strength to each subsidiary bank and to commit resources to support those subsidiary banks. The Federal Reserve may require a bank holding company to contribute additional capital to an undercapitalized subsidiary bank and may disapprove of the payment of dividends to the shareholders of the bank holding company if the Federal Reserve believes the payment would be an unsafe or unsound practice. The Federal Reserve also requires bank holding companies to provide advance notification of planned dividends under certain circumstances.
The BHC Act requires the prior approval of the Federal Reserve in any case where a bank holding company proposes to: acquire direct or indirect ownership or control of more than 5% of the voting shares of any bank that is not already majority-owned by the bank holding company; acquire all or substantially all of the assets of another bank or bank holding company; or merge or consolidate with any other bank holding company.
In order to become a financial holding company, all of a bank holding company’s subsidiary depository institutions must be well capitalized and well managed under federal banking regulations, and such depository institutions must have received a rating of at least satisfactory under the Community Reinvestment Act (“CRA”). In addition, the holding company must be well managed and must be well capitalized.
Financial holding companies may engage in a wide variety of financial activities, including any activity that the Federal Reserve and the Treasury Department consider financial in nature or incidental to financial activities, and any activity that the Federal Reserve determines to be complementary to a financial activity and which does not pose a substantial safety and soundness risk. These activities include securities underwriting and dealing activities, insurance and underwriting activities and merchant banking/equity investment activities. Because it has authority to engage in a broad array of financial activities, a financial holding company may have several affiliates that are functionally regulated by financial regulators other than the Federal Reserve, such as the SEC and state insurance regulators.
If a financial holding company or a subsidiary bank fails to meet the requirements for the holding company to remain a financial holding company, the financial holding company must enter into a written agreement with the Federal Reserve within 45 days to comply with all applicable capital and management requirements. Until the Federal Reserve determines that the holding company and its subsidiary banks meet the requirements, the Federal Reserve may impose additional limitations or conditions on the conduct or activities of the financial holding company or any affiliate that the Federal Reserve finds to be appropriate or consistent with federal banking laws. If the deficiencies are not corrected within 180 days, the financial holding company may be required to divest ownership or control of all subsidiary banks. If restrictions are imposed on the activities of the holding company, such restrictions may not be made publicly available pursuant to confidentiality regulations of the banking regulators.
In April 2020, the Federal Reserve adopted a final rule to revise its regulations related to determinations of whether a company has the ability to exercise a controlling influence over another company for purposes of the BHC Act. The final rule expands and codifies the presumptions for use in such determinations. By codifying the presumptions, the final rule provides greater transparency on the types of relationships that the Federal Reserve generally views as supporting a facts-and-circumstances determination that one company controls another company. The Federal Reserve’s final rule applies to questions of control under the BHC Act, but does not extend to the Change in Bank Control Act.
Regulation of Ohio State-Chartered Banks – As an Ohio state-chartered bank, the Bank is supervised and regulated primarily by the ODFI and the FDIC. In addition, the Bank’s deposits are insured up to applicable limits by the FDIC, and the Bank will be subject to the applicable provisions of the Federal Deposit Insurance Act, as amended, and certain other regulations of the FDIC.
Various requirements and restrictions under the laws which restrict takeover bids, tender offersof the United States and control-share acquisitions involving public companies which have significant tiesthe State of Ohio will affect the operations of the Bank, including requirements to Ohio.maintain reserves against deposits, restrictions on the nature and amount of loans that may be made and the interest that may be charged thereon, restrictions relating to investments and other activities, limitations on credit exposure to correspondent banks, limitations on activities based on capital and surplus, limitations on payment of dividends, limitations on branching and increasingly extensive consumer protection laws and regulations.
Economic Growth, Regulatory Relief and Consumer Protection Act
- On May 25, 2018, the Economic Growth, Regulatory Relief and Consumer Protection Act (the “Regulatory Relief Act”) was signed into law. The Regulatory Reliefenacted, which repealed or modified certain provisions of the Dodd-Frank Act was designed to provide regulatory relief for banking organizations, particularly forand eased regulations on all but the very largest thosebanks (those with consolidated assets in excess of $250 billion.billion). Bank holding companies with consolidated assets of less than $100 billion, including Premier, are no longer subject to enhanced prudential standards,standards. The Regulatory Relief Act also relieves bank holding companies and thosebanks with consolidated assets betweenof less than $100 billion, including Premier, from certain record-keeping, reporting and $250 billion will be relieved of those requirements in 18 months, unless the Federal Reserve Board takes action to maintain those standards.disclosure requirements. Certain other regulatory requirements applied only to banks with consolidated assets in excess of $50 billion and so did not apply to First Federalthe Company even before the enactment of the Regulatory Relief Act.
The Regulatory Relief Act also provides that the banking regulators must adopt regulations implementing the provision that banking organizations with assets of less than $10 billion are permitted to satisfy capital standards and be considered “well capitalized” under the prompt corrective action framework if their leverage ratios of tangible assets to average consolidated assets is between 8% and 10%, unless the bank’s federal banking agency determines that the organization’s risk profile warrants a more stringent leverage ratio. The Office of the Comptroller of the Currency (“OCC”), the Federal Reserve Board and the FDIC have proposed for comment the leverage ratio framework for any banking organization with total consolidated assets of less than $10 billion, limited amounts of certain types of assets and off-balance sheet exposures, and a community bank leverage ratio greater than 9%. The community bank leverage ratio would be calculated as the ratio of tangible equity capital divided by average total consolidated assets. Tangible equity capital would be defined as total bank equity capital or total holding company equity capital, as applicable, prior to including minority interests, and excluding accumulated other comprehensive income, deferred tax assets arising from net operating loss and tax credit carry forwards, goodwill and other intangible assets (other than mortgage servicing assets). Average total assets would be calculated in a manner similar to the current tier 1 leverage ratio denominator in that amounts deducted from the community bank leverage ratio numerator would also be excluded from the community bank leverage ratio denominator.
The OCC, the Federal Reserve Board and the FDIC also adopted a rule providing banking organizations the option to phase in over a three-year period the day-one adverse effects on regulatory capital that may result from the adoption of new current expected credit loss methodology accounting under U. S. generally accepted accounting principles (“GAAP”).
The Regulatory Relief Act also relieves bank holding companies and banks with assets of less than $100 billion in assets from certain record-keeping, reporting and disclosure requirements.
Holding Company Regulation–First Defiance is a unitary thrift holding company and is subject to the Federal Reserve regulations, examination, supervision and reporting requirements. Federal law generally prohibits a thrift holding company from controlling any other savings association or thrift holding company, without prior approval of the Federal Reserve, or from acquiring or retaining more than 5% of the voting shares of a savings association or holding company thereof, which is not a subsidiary.
Regulatory Capital Requirements and Prompt Corrective Action –The federal banking regulators have adopted risk-based capital guidelines for financial institutions and their holding companies, designed to absorb losses.as well as state member banks. The guidelines provide a systematic analytical framework, which makes regulatory capital requirements sensitive to differences in risk profiles among banking organizations, takes off-balance sheet exposures expressly into account in evaluating capital adequacy and minimizes disincentives toincentivizes holding liquid, low-risk assets. Capital levels as measured by these standards are also used to categorize financial institutions for purposes of certain prompt corrective action regulatory provisions.
In July 2013,The risk-based capital guidelines adopted by the federal banking regulators issued final newagencies are based on the “International Convergence of Capital Measurement and Capital Standard,” published by the Basel Committee on Banking Supervision. New capital rules applicable to smaller banking organizations (the “Basel III Capital Rules”) which also implement certain of the provisions of the Dodd-Frank Act. TheAct became effective commencing on January 1, 2015. Compliance with the new minimum capital requirements becamewas required effective on January 1, 2015, whereas a new capital conservation buffer and deductions from common equity capital phased in from January 1, 2016, through January 1, 2019, and most deductions from common equity tier 1 capital phased in from January 1, 2015 through January 1, 2019.
The rulesBasel III Capital Rules include (a)(i) a minimum common equity Tiertier 1 (“CET1”) capital ratio of 4.5%, (b)(ii) a minimum Tiertier 1 capital ratio of 6.0%, (c)(iii) a minimum total capital ratio of 8.0%, and (d)(iv) a minimum leverage ratio of 4%.
Common equity for the CET1 capital ratio includes common stock (plus related surplus) and retained earnings, plus limited amounts of minority interests in the form of common stock, less the majority of certain regulatory deductions.
Tier 1 capital includes common equity as defined for the CET1 capital ratio, plus certain non-cumulative preferred stock and related surplus, cumulative preferred stock and related surplus, and trust preferred securities that have been grandfathered (but which are not permitted going forward)otherwise permitted), and limited amounts of minority interests in the form of additional Tiertier 1 capital instruments, less certain deductions.
Tier 2 capital, which can be included in the total capital ratio, includes certain capital instruments (such as subordinated debt)debentures) and limited amounts of the allowance for loan and leasecredit losses, (“ALLL”), subject to newspecified eligibility criteria, less applicable deductions.
The deductions from CET1 capital include goodwill and other intangibles, certain deferred tax assets, mortgage-servicing assets above certain levels, gains on sale in connection with a securitization, investments in a banking organization’s own capital instruments and investments in the capital of unconsolidated financial institutions (above certain levels).
Under the guidelines, capital is compared to the relative risk related toincluded in the balance sheet. To derive the risk included in the balance sheet, one of several risk weights is applied to different balance sheet and off-balance sheet assets, primarily based on the relative credit risk of the counterparty. The capital amounts and classification are also subject to qualitative judgments by the regulators about components, risk weightings and other factors.
The rulesBasel III Capital Rules also place restrictions on the payment of capital distributions, including dividends, and certain discretionary bonus payments to executive officers if the company does not hold a capital conservation buffer of greater than 2.5% composed of CET1 capital above its minimum risk-based capital requirements, or if its eligible retained income is negative in that quarter and its capital conservation buffer ratio was less than 2.5% at the beginning of the quarter. The capital conservation buffer was fully phased in effective January 1, 2019 at 2.5%.
The federal banking agencies have established a system of “prompt corrective action” to resolve certain problems of undercapitalized banks. This system is based on five capital level categories for insured depository institutions: “well capitalized,” “adequately capitalized,” “undercapitalized,” “significantly undercapitalized” and “critically undercapitalized.” The federal banking agencies may (or in some cases must) take certain supervisory actions depending upon a bank's capital level. For example, the banking agencies must appoint a receiver or conservator for a bank within 90 days after it becomes "critically undercapitalized" unless the bank's primary regulator determines, with the concurrence of the FDIC, that other action would better achieve regulatory purposes. Banking operations otherwise may be significantly affected depending on a bank's capital category. For example, a bank that is not "well capitalized" generally is prohibited from accepting brokered deposits and offering interest rates on deposits higher than the prevailing rate in its market, and the holding company of any undercapitalized depository institution must guarantee, in part, specific aspects of the bank's capital plan for the plan to be acceptable.
Effective January 1, 2015,In accordance with the Basel III Capital Rules, in order to be “well-capitalized,”“well-capitalized” under the prompt corrective action guidelines, a financial institution must have a CET1 capital ratio of 6.5%, a total risk-based capital ratio of at least 10%10.0%, a Tiertier 1 risk-based capital of at least 8%8.0% and a leverage ratio of at least 5%5.0%, and the institution must not be subject to any written agreement, order, capital directive or prompt corrective action directive to meet and maintain a specific capital level for any capital measure. As of December 31, 2018, First Federal2020, the Bank met the capital ratio requirements in effect to be deemed "well-capitalized.""well-capitalized" according to the guidelines described above. See Note 17 of the Notes to the Consolidated Financial Statements which is incorporated herein by reference.for additional information.
In December 2019, the federal banking agencies issued a final rule to address regulatory treatment of credit loss allowances under the CECL accounting standard. The following table sets forthrule revised the amounts and percentage levels offederal banking agencies’ regulatory capital of First Defiance and First Federal, the minimum amounts required for each of First Defiance and First Federal, and the amounts required for First Federalrules to be deemed well capitalizedidentify which credit loss allowances under the prompt corrective action system, allCECL model are eligible for inclusion in regulatory capital and to provide banking organizations the option to phase in over three years the day‑one adverse effects on regulatory capital that may result from the adoption of the CECL model. Concurrent with the enactment of the Coronavirus Aid, Relief, and Economic Security Act of 2020, as amended (the “CARES Act”), discussed below, federal banking agencies issued an interim final rule that delayed the estimated impact on regulatory capital resulting from the adoption of December 21, 2018. (DollarsCECL. The interim final rule provided banking organizations that implemented CECL prior to the end of 2020 the option to delay for two years the estimated impact of CECL on regulatory capital relative to regulatory capital determined under the prior incurred loss methodology, followed by a three-year transition period to phase out the aggregate amount of capital benefit provided during the initial two-year delay. On August 26, 2020, the federal banking agencies issued a final rule that made certain technical changes to the interim final rule, including expanding the pool of eligible institutions. The changes in Thousands):the final rule applied only to those banking organizations that elected the CECL transition relief provided for under the rule. Premier adopted CECL on January 1, 2020.
Actual | Minimum Required for Adequately Capitalized | Minimum Required to be Well Capitalized for Prompt Corrective Action | ||||||||||||||||||||||
Amount | Ratio | Amount | Ratio(1) | Amount | Ratio | |||||||||||||||||||
CET1 Capital (to Risk-Weighted Assets) (2) | ||||||||||||||||||||||||
Consolidated | $ | 303,860 | 11.00 | % | $ | 124,339 | 4.5 | % | N/A | N/A | ||||||||||||||
First Federal | $ | 322,520 | 11.68 | % | $ | 124,225 | 4.5 | % | $ | 179,436 | 6.5 | % | ||||||||||||
Tier 1 Capital (2) | ||||||||||||||||||||||||
Consolidated | $ | 338,860 | 11.14 | % | $ | 121,716 | 4.0 | % | N/A | N/A | ||||||||||||||
First Federal | $ | 322,520 | 10.62 | % | $ | 121,461 | 4.0 | % | $ | 151,827 | 5.0 | % | ||||||||||||
Tier 1 Capital (to Risk Weighted Assets) (2) | ||||||||||||||||||||||||
Consolidated | $ | 338,860 | 12.26 | % | $ | 165,786 | 6.0 | % | N/A | N/A | ||||||||||||||
First Federal | $ | 322,520 | 11.68 | % | $ | 165,633 | 6.0 | % | $ | 220,844 | 8.0 | % | ||||||||||||
Total Capital (to Risk Weighted Assets) (2) | ||||||||||||||||||||||||
Consolidated | $ | 367,191 | 13.29 | % | $ | 221,048 | 8.0 | % | N/A | N/A | ||||||||||||||
First Federal | $ | 350,851 | 12,71 | % | $ | 220,844 | 8.0 | % | $ | 276,055 | 10.0 | % |
In September 2017,2019, consistent with Section 201 of the Regulatory Relief Act, the Federal Reserve, along with the other federal bank regulatory agencies, proposed amendments to its capital requirements to simplify various aspects of the capital rules forissued a final rule, effective January 1, 2020, that gave community banks, including First Federal,the Bank, the option to calculate a simple leverage ratio to measure capital adequacy if the community banks met certain requirements. Under the rule, a community bank was eligible to elect the Community Bank Leverage Ratio (“CBLR”) framework if it had less than $10 billion in an attempttotal consolidated assets, limited amounts of certain trading assets and liabilities, limited amounts of off-balance sheet exposures and a leverage ratio greater than 9.0%. The final rule adopted tier 1 capital and the existing leverage ratio into the CBLR framework. The tier 1 numerator took into account the modifications made in relation to reducethe capital simplifications and CECL methodology transition rules as of the compliance dates of those rules. Qualifying institutions that elected to use the CBLR framework (each, a “CBLR Bank”) and that maintained a leverage ratio of greater than 9.0% were considered to have satisfied the risk‑based and leverage capital requirements in the regulatory burden for such smaller financial institutions. In November 2017,agencies’ generally applicable capital rules and to have met the well‑capitalized ratio requirements. A CBLR Bank was required to calculate or report risk‑based capital and each CBLR Bank could opt out of the framework at any time, without restriction, by reverting to the generally applicable risk‑based capital rule. Pursuant to the CARES Act, on August 26, 2020, the federal banking agencies extended,adopted a final rule that temporarily lowered the CBLR threshold and provides a gradual transition back to the prior level. Specifically, the CBLR threshold was reduced to 8.0% for the community banks,remainder of 2020, increased to 8.5% for 2021, and will return to 9.0% beginning January 1, 2022. This final rule became effective on October 1, 2020. Premier does not intend to elect utilization of the existingCBLR in assessing capital adequacy.
Dividends –There are various legal limitations on the extent to which a subsidiary bank may finance or otherwise supply funds to its parent holding company. Under applicable federal and state laws, a subsidiary bank may not, subject to certain limited exceptions, make loans or extensions of credit to, or investments in the securities of, its parent holding company. A subsidiary bank is also subject to collateral security requirements for certain items that were scheduled to change effective January 1, 2018, in lightany loan or extension of the simplification amendments being considered. As described above, the bank regulatory agencies have proposed revised capital requirements under the Regulatory Relief Act.
Dividends–Dividendscredit permitted by such exceptions.The Bank paid by First Federal to First Defiance are subject to various regulatory restrictions. First Federal paid $22.0$24.0 million in dividends to First DefiancePremier in 20182020 and $13.0$36.0 million in 2017. Generally, First Federal may not pay dividends to First Defiance in excess of its net profits (as defined by statute) for the last two fiscal years, plus any year-to-date net profits without the approval of the OCC.2019. First Insurance paid $1.6$400,000 in dividends to Premier in 2020 and $1.2 million in dividends in 2019. Premier Risk Management paid $1.5 million in dividends to First DefiancePremier in 20182020 and $1.8$1.4 million in dividends in 2017. First Defiance Risk Management paid $950,000 in dividends to First Defiance in 2018 and $1.0 million in dividends in 2017.2019.
First Defiance’sPremier’s ability to pay dividends to its shareholders is primarily dependent on its receipt of dividends from the Subsidiaries. The Federal Reserve expects First DefiancePremier to serve as a source of strength for First Federalthe Bank and may require First DefiancePremier to retain capital for further investment in First Federal,the Bank, rather than pay dividends to First DefiancePremier shareholders. Payment of dividends by First DefiancePremier or First Federalthe Bank may be restricted at any time at the discretion of its applicable regulatory authorities if they deem such dividends to constitute an unsafe or unsound practice. These provisions could have the effect of limiting First Defiance'sPremier's ability to pay dividends on its common shares.
Transactions with Insiders and Affiliates–Loans to executive officers, directors and principal shareholders and their related interests must conform to the lending limits. Most loans to directors, executive officers and principal shareholders must be approved in advance by a majority of the “disinterested” members of board of directors of the association with any “interested” director not participating. All loans to directors, executive officers and principal shareholders must be made on terms substantially the same as offered in comparable transactions with the general public or as offered to all employees in a company-wide benefit program. Loans to executive officers are subject to additional restrictions. All transactions between savings associations and their affiliates must comply with Sections 23A and 23B of the Federal Reserve Act (“FRA”) and the Federal Reserve’s Regulation W. An affiliate of a savings association is any company or entity that controls, is controlled by, or is under common control with the savings association. First Defiance, First Defiance Risk Management and First Insurance are affiliates of First Federal.
Deposit Insurance–TheThe FDIC maintains the Deposit Insurance Fund (“DIF’), which insures the deposit accounts of First Federalthe Bank to the maximum amount provided by law. The general insurance limit is $250,000 per separately insured depositor. This insurance is backed by the full faith and credit of the United StatesU. S. government.
The FDIC assesses deposit insurance premiums on each insured institution quarterly based on risk characteristics of the institution. The FDIC may also impose a special assessment in an emergency situation.
Pursuant to the Dodd-Frank Act, the FDIC has established 2.0% as the designated reserve ratio (“DRR”), which is the ratio of the DIF to insured deposits of the total industry. In March 2016, the FDIC adopted final rules designed to meet the statutory minimum DRR of 1.35% by September 30, 2020, the deadline imposed by the Dodd-Frank Act. The Dodd-Frank Act requires the FDIC to offset the effect on institutions with assets of less than $10 billion of the increase in the statutory minimum DRR to 1.35% from the former statutory minimum of 1.15%. The FDIC’s rules reduced assessment rates on all banks but imposed a surcharge on banks with assets of $10 billion or more until the DRR reaches 1.35% and provide assessment credits to banks with assets of less than $10 billion for the portion of their assessments that contribute to the increase of the DRR to 1.35%. The DRR reached 1.36% at September 30, 2018. The credits will be applied when the reserve ratio is at least 1.38%. The rules also changed the method to determine risk-based assessment rates for established banks with less than $10 billion in assets to better ensure that banks taking on greater risks pay more for deposit insurance than less risky banks.
In addition, all institutions with deposits insured by the FDIC are required to pay assessments to fund interest payments on bonds issued by the Financing Corporation, a mixed-ownership government corporation established to recapitalize a predecessor to the DIF. These assessments will continue until the Financing Corporation bonds mature in September 2019. The Financing Corporation has projected that the last assessment will be collected on the March 29, 2019 FDIC invoice.
As insurer, the FDIC is authorized to conduct examinations of, and to require reporting by, federally-insured institutions. It also may prohibit any federally-insured institution from engaging in any activity the FDIC determines by regulation or order to pose a serious threat to the DIF. The FDIC alsoDIF and it has the authority to take enforcement actions against insured institutions. Insurance of deposits may be terminated by the FDIC upon a finding that the institution has engaged or is engaging in unsafe andor unsound practices, is in an unsafe or unsound condition to continue operations or has violated any applicable law, regulation, rule, order or condition imposed by the FDIC or written agreement entered into with the FDIC.
The FDIC assesses a quarterly deposit insurance premium on each insured institution quarterly based on risk characteristics of the institution. The FDIC may also impose a special assessment in an emergency situation. Pursuant to the Dodd-Frank Act, the FDIC has established 2.0% as the designated reserve ratio (“DRR”), which is the amount in the DIF as a percentage of all DIF insured deposits. In March 2016, the FDIC adopted final rules designed to meet the statutory minimum DRR of 1.35% by September 30, 2020, the deadline imposed by the Dodd-Frank Act. The Dodd-Frank Act requires the FDIC to offset the effect on insured institutions with assets of less than $10 billion of the increase in the statutory minimum DRR to 1.35% from the former statutory minimum of 1.15%. Although the FDIC's rules reduced assessment rates on all banks, they imposed a surcharge on banks with assets of $10 billion or more to be paid until the DRR reached 1.35%. The DRR reached 1.35% on September 30, 2018. As a result, the previous surcharge imposed on banks with assets of $10 billion or more was lifted. In addition, preliminary assessment credits were determined by the FDIC for banks with assets of less than $10 billion for the portion of their assessments that contributed to the increase of the DRR to 1.35%. On June 30, 2019, the DRR reached 1.40%, and the FDIC applied credits for banks with assets of less than $10 billion ("small bank credits") beginning September 30, 2019. The FDIC will continue to apply small bank credits so long as the DRR is at least 1.35%. The FDIC rules further changed the method of determining risk-based assessment rates for established banks with less than $10 billion in assets to better ensure that banks taking on greater risks pay more for deposit insurance than banks that take on less risk.
Consumer Protection Laws and Regulations–Banks are subject to regular examination to ensure compliance with federal statutes and regulations applicable to their business, including consumer protection statutes and implementing regulations. Potential penalties under these laws include, but are not limited to, fines. The Dodd-Frank Act established the CFPB, which has extensive regulatory and enforcement powers over consumer financial products and services. The CFPB has adopted numerous rules with respect to consumer protection laws amending some existing regulations and adopting new ones, and has commenced related enforcement actions. The following are just somea few of the consumer protection laws applicable to First Federal:
• Community Reinvestment Act of 1977 (“CRA”): imposes a continuing and affirmative obligation to fulfill the credit needs of its entire community, including low- and moderate-income neighborhoods.Bank:
• Equal Credit Opportunity Act: prohibits discrimination in any credit transaction on the basis of any of various criteria.
• Truth in Lending Act: requires that credit terms are disclosed in a manner that permits a consumer to understand and compare credit terms more readily and knowledgeably.
• Fair Housing Act: makes it unlawful for a lender to discriminate in its housing-related lending activities against any person on the basis of any of certain criteria.
• Home Mortgage Disclosure Act: requires financial institutions to collect data that enables regulatory agencies to determine whether the financial institutions are serving the housing credit needs of the communities in which they are located.
• Real Estate Settlement Procedures Act: requires that lenders provide borrowers with disclosures regarding the nature and cost of real estate settlements and prohibits abusive practices that increase borrowers’ costs.
• Privacy provisions of the Gramm-Leach-Bliley Act: requires financial institutions to establish policies and procedures to restrict the sharing of non-public customer data with non-affiliated parties and to protect customer information from unauthorized access.
| • | Community Reinvestment Act of 1977: imposes a continuing and affirmative obligation to fulfill the credit needs of its entire community, including low- and moderate-income neighborhoods. |
• | Equal Credit Opportunity Act: prohibits discrimination in any credit transaction on the basis of any of various criteria. |
• | Truth in Lending Act: requires that credit terms are disclosed in a manner that permits a consumer to understand and compare credit terms more readily and knowledgeably. |
• | Fair Housing Act: makes it unlawful for a lender to discriminate in its housing-related lending activities against any person on the basis of any of certain criteria. |
• | Home Mortgage Disclosure Act: requires financial institutions to collect data that enables regulatory agencies to determine whether the financial institutions are serving the housing credit needs of the communities in which they are located. |
• | Real Estate Settlement Procedures Act: requires that lenders provide borrowers with disclosures regarding the nature and cost of real estate settlements and prohibits abusive practices that increase borrowers’ costs. |
• | Privacy provisions of the Gramm-Leach-Bliley Act: requires financial institutions to establish policies and procedures to restrict the sharing of non-public customer data with non-affiliated parties and to protect customer information from unauthorized access. |
The banking regulators also use their authority under the Federal Trade Commission Act to take supervisory or enforcement action with respect to unfair or deceptive acts or practices by banks that may not necessarily fall within the scope of specific banking or consumer finance law.
In October 2017,On July 22, 2020, the CFPB issued a final small dollar loan rule related to payday, vehicle title and certain high cost installment loans (the “Payday“Small Dollar Rule”) with respect to certain consumer loans to be effective on January 16, 2018, although compliance with most sections is required starting on August 19, 2019. The first major part ofthat modified a former rule that was issued in November 2013. Specifically, the Small Dollar Rule revokes provisions contained in the 2013 rule makes it an unfair and abusive practice for a lender to make short-term and longer-term loans with balloon payments (with certain exceptions) without reasonably determining that the borrower has the ability to repay the loan. The second major part of the rule applies to the same types of loans as well as certain other longer-term loans that are repaid directly from the borrower's account. The rule states that it is an unfair and abusive practice for the lender to withdraw payment from the borrower's account after two consecutive payment attempts have failed, unless the lender obtains the consumer's new and specific authorization to make further withdrawals from the account. The rule also requires lenders to provide certain notices to the borrower before attempting to withdraw payment on a covered loan from the borrower’s account.
On February 6, 2019, the CFPB issued two proposals with respect to the Payday Rule. First, the CFPB proposed to delay the compliance date for the mandatory underwriting provisions of the Payday Rule to November 19, 2020. It has requested comments on the proposed delay to be made within 30 days. Second, the CFPB proposed to rescind provisions of the Payday Rule that (1)that: (i) provide that it is an unfair and abusive practice for a lender to make a covered short-term or longer-term balloon-payment loan, including payday and vehicle title loans, without reasonably determining that the consumer hasconsumers have the ability to repay the loanthose loans according to itstheir terms; (2)(ii) prescribe mandatory underwriting requirements for making the ability-to-repay determination; (3) provide exemptions of(iii) exempt certain loans from the mandatory underwriting requirements; and (4) provide(iv) establish related definitions, reporting, and recordkeeping requirements.
Further, the federal bank regulatory agencies issued interagency guidance on May 20, 2020, to encourage banks, savings associations, and credit unions to offer responsible small-dollar loans to customers for consumer and small business purposes. The CFPB has requested comments to be made within 90 daysSmall Dollar Rule did not have a material effect on this proposal. These proposals do not change the provisionsPremier’s financial condition or results of the Payday Rule that address lender payment practices with respect to covered loans. The CFPB also stated that it will be considering other changes to the Payday Ruleoperations on a consolidated basis in response to requests received for exemptions of certain types of lenders or loan products and may commence separate additional rulemaking initiatives.
2020.
CRA - Under the CRA, every FDIC-insured institution is obligated, consistent with safe and sound banking practices, to help meet the credit needs of its entire community, including low- and moderate-income neighborhoods. The CRA requires the appropriate federal banking regulator, in connection with the examination of an insured institution, to assess the institution’s record of meeting the credit needs of its community and to consider this record in its evaluation of certain applications to banking regulators, such as an application for approval of a merger or the establishment of a branch. An unsatisfactory rating may be used as the basis for the denial of an application to acquire another financial institution or open a new branch. As of its last examination, First Federalthe Bank received a CRA rating of “satisfactory.”
In June 2010, the Federal Reserve, the OCC and the FDIC issued joint interagency guidance on incentive compensation policies (the Joint Guidance) intended to ensure that the incentive compensation policies of banking organizations do not undermine the safety and soundness of such organizations by encouraging excessive risk-taking. This principles-based guidance, which covers all employees that have the ability to materially affect the risk profile of an organization, either individually or as part of a group, is based upon the key principles that a banking organization’s incentive compensation arrangements should: (i) provide incentives that do not encourage risk-taking beyond the organization’s ability to effectively identify and manage risks; (ii) be compatible with effective internal controls and risk management; and (iii) be supported by strong corporate governance, including active and effective oversight by the organization’s board of directors. The Joint Guidance made incentive compensation part of the regulatory agencies’ examination process, with the findings of the supervisory initiatives included in reports of examination and enforcement actions possible.
In May 2016, the federal bank regulatory agencies approved a joint notice of proposed rules (the “Proposed Joint Rules”) designed to prohibit incentive-based compensation arrangements that encourage inappropriate risks at financial institutions. The Proposed Joint Rules would apply to covered financial institutions with total assets of $1 billion or more. For all covered institutions, including Level 3 institutions like First Defiance, the proposed rule would:
• prohibit incentive-based compensation arrangements that are “excessive” or “could lead to material financial loss;”
• require incentive based compensation that is consistent with a balance of risk and reward, effective management and control of risk, and effective governance; and
• require board oversight, recordkeeping and disclosure to the appropriate regulatory agency.
Further, as stock exchanges impose additional listing requirements under the Dodd-Frank Act, public companies will be required to implement “clawback” procedures for incentive compensation payments and to disclose the details of the procedures, which allow recovery of incentive compensation that was paid on the basis of erroneous financial information necessitating a restatement due to material noncompliance with financial reporting requirements. This clawback policy is intended to apply to compensation paid within a three-year look-back window of the restatement and would cover all executives who received incentive awards.
Patriot Act–In response to the terrorist events of September 11, 2001, the Uniting and Strengthening of America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001, as amended (the Patriot Act)“Patriot Act”) was signed into law in October 2001. The Patriot Act gives the United StatesU. S. government powers to address terrorist threats through enhanced domestic security measures, expanded surveillance powers, increased information sharing and broadened anti-money laundering requirements. Title III of the Patriot Act takes measures intended to encourage information sharing among bank regulatory agencies and law enforcement bodies. Further, certain provisions of Title III impose affirmative obligations on a broad range of financial institutions. Among other requirements, Title III and related regulations require regulated financial institutions to establish a program specifying procedures for obtaining identifying information from customers seeking to open new accounts and establish enhanced due diligence policies, procedures and controls designed to detect and report suspicious activity. First FederalThe Bank has established policies and procedures that it considers to be in compliance with the requirements of the Patriot Act.
Volcker Rule –The Volcker Rule, which became effective under the Dodd-Frank Act in 2015, prohibits banks and their affiliates from engaging in proprietary trading and investing in and sponsoring hedge funds, and private equityotherwise known as “covered funds. The” On July 9, 2019, the five federal agencies that adopted the Volcker Rule which became effectiveissued a final rule to exempt certain community banks, including the Bank, from such rule, consistent with the Regulatory Relief Act. Under the final rule, community banks with $10 billion or less in July 2015, does not impacttotal consolidated assets and total trading assets and liabilities of 5.0% or less of total consolidated assets were excluded from the operationsrestrictions of First Defiancethe Volcker Rule. On June 25, 2020, the federal bank regulatory agencies also finalized a rule modifying the Volcker Rule’s prohibition on banking entities investing in or its subsidiaries, as the Company does notsponsoring covered funds. Such rule permits certain banking entities to offer financial services and engage in other activities that do not raise concerns that the businesses prohibitedVolcker Rule was originally intended to address. To the extent that the Bank engages in any of the trading activities or has any ownership interest in or relationship with any of the types of funds regulated by the Volcker Rule, Premier believes that its activities and relationships comply with such rule, as amended.
Office of Foreign Assets Control Regulation – The U.S. Treasury Department’s Office of Foreign Assets Control (“OFAC”) administers and enforces economic and trade sanctions against targeted foreign countries and regimes, under authority of various laws, including designated foreign countries, nationals and others. OFAC publishes lists of specially designated targets and countries. Premier is responsible for, among other things, blocking accounts of, and transactions with, such targets and countries, prohibiting unlicensed trade and financial transactions with them and reporting blocked transactions after their occurrence. Failure to comply with these sanctions could have serious financial, legal and reputational consequences, including causing applicable bank regulatory authorities not to approve merger or acquisition transactions when regulatory approval is required or to prohibit such transactions even if approval is not required. Regulatory authorities have imposed cease and desist orders and civil money penalties against institutions found to be violating these obligations. The Bank has established policies and procedures that it considers to be in compliance with OFAC requirements.
Cybersecurity – In March 2015, federal regulators issued two related statements regarding cybersecurity. One statement indicates that financial institutions should design multiple layers of security controls to establish several lines of defense and to ensure that their risk management processes also address the risk posed by compromised customer credentials, including security measures to reliably authenticate customers accessing Internet-based services of the financial institution. The other statement indicates that a financial institution’s management is expected to maintain sufficient business continuity planning processes to ensure the rapid recovery, resumption and maintenance of the financial institution’s operations after a cyber-attack involving destructive malware. A financial institution is also expected to develop appropriate processes to enable recovery of data and business operations and address rebuilding network capabilities and restoring data if the financial institution or its critical service providers fall victim to this type of cyber-attack. If Premier fails to observe the regulatory guidance, it could be subject to various regulatory sanctions, including financial penalties.
In February 2018, the SEC published interpretive guidance to assist public companies in preparing disclosures about cybersecurity risks and incidents. These SEC guidelines, and any other regulatory guidance, are in addition to notification and disclosure requirements under state and federal banking law and regulations.
State regulators have also been increasingly active in implementing privacy and cybersecurity standards and regulations. Recently, several states have adopted regulations requiring certain financial institutions to implement cybersecurity programs and providing detailed requirements with respect to these programs, including data encryption requirements. Many states have also recently implemented or modified their data breach notification and data privacy requirements. Premier expects this trend of state-level activity in those areas to continue and is continually monitoring developments in the states in which its customers are located.
In the ordinary course of business, Premier relies on electronic communications and information systems to conduct its operations and to store sensitive data. Premier employs an in-depth, layered, defensive approach that leverages people, processes and technology to manage and maintain cybersecurity controls. Premier employs a variety of preventative and detective tools to monitor, block, and provide alerts regarding suspicious activity, as well as to report on any suspected advanced persistent threats. Notwithstanding the strength of Premier’s defensive measures, the threat from cyber-attacks is severe, attacks are sophisticated and increasing in volume, and attackers respond rapidly to changes in defensive measures. While to date, Premier has not detected a significant compromise, significant data loss or any material financial losses related to cybersecurity attacks, Premier’s systems and those of its customers and third-party service providers are under constant threat and it is possible that Premier could experience a significant event in the future. Risks and exposures related to cybersecurity attacks are expected to remain high for the foreseeable future due to the rapidly evolving nature and sophistication of these threats, as well as due to the expanding use of Internet banking, mobile banking and other technology-based products and services by us and our customers.
The Coronavirus Aid, Relief, and Economic Security Act of 2020 – In response to the novel COVID-19 pandemic (“COVID-19”), the CARES Act was signed into law on March 27, 2020, to provide national emergency economic relief measures. Many of the CARES Act’s programs are dependent upon the direct involvement of U.S. financial institutions, such as Premier and the Bank, and have been implemented through rules and guidance adopted by federal departments and agencies, including the U.S. Department of Treasury, the Federal Reserve and other federal banking agencies, including those with direct supervisory jurisdiction over Premier and the Bank. Furthermore, as COVID-19 evolves, federal regulatory authorities continue to issue additional guidance with respect to the implementation, lifecycle, and eligibility requirements for the various CARES Act programs as well as industry-specific recovery procedures for COVID-19. In addition, it is possible that Congress will enact supplementary COVID-19 response legislation, including amendments to the CARES Act or new bills comparable in scope to the CARES Act. For example, on December 27, 2020, the Consolidated Appropriations Act, 2021 (the “CAA”), was signed into law, which, among other things, allowed certain banks under $10.0 billionto temporarily postpone implementation of CECL. Premier is continuing to assess the impact of the CARES Act and other statutes, regulations and supervisory guidance related to COVID-19.
The CARES Act amended the loan program of the Small Business Administration (the “SBA”), in assets are exempted fromwhich the Volcker Rule provisions.Bank participates, to create a guaranteed, unsecured loan program known as the Paycheck Protection Program (the “PPP”) to fund operational costs of eligible businesses, organizations and self-employed persons during COVID-19. In June 2020, the Paycheck Protection Program Flexibility Act was enacted, which, among other things, gave borrowers additional time and flexibility to use PPP loan proceeds. Shortly thereafter, and due to the evolving impact of COVID-19, additional legislation was enacted authorizing the SBA to resume accepting PPP applications on July 6, 2020, and extending the PPP application deadline to August 8, 2020. As a participating lender in the PPP, the Bank continues to monitor legislative, regulatory, and supervisory developments related thereto. On September 29, 2020, the federal bank regulatory agencies issued a final rule that neutralizes the regulatory capital and liquidity coverage ratio effects of participating in certain COVID-19 liquidity facilities due to the fact there is no credit or market risk in association with exposures pledged to such facilities. As a result, the final rule supports the flow of credit to households and businesses affected by COVID-19.
Item 1A. Risk Factors |
The risks listed below present risks that could have a material impact on the Company’s financial condition, results of operations, or business. The risks and uncertainties described below are not the only ones facing the Company. Additional risks and uncertainties that management is not aware of or that management currently deems immaterial may also impair the Company’s business operations.
Economic and Market Risks
Economic, political and financial market conditions may adversely affect First Defiance’s operations and financial condition.
First Defiance’s financial performance generally, and in particular the abilityThe economic impact of borrowers to pay interest on and repay principal of outstanding loans and the value of collateral securing those loans, as well as demand for loans andCOVID-19 or any other products and services First Defiance offers, is highly dependent upon the business environment in the markets where the Company operates, mainly in the State of Ohio, Northeast Indiana and Southeast Michigan. A favorable business environment is generally characterized by, among other factors, economic growth, efficient capital markets, low inflation, low unemployment, high business and investor confidence, and strong business earnings. Unfavorable or uncertain economic and market conditions can be caused by declines in economic growth, business activity or investor or business confidence; limitations on the availability of or increases in the cost of credit and capital; increases in inflation or interest rates; high unemployment, natural disasters; or a combination of these or other factors. Conditions such as inflation, recession, unemployment, changes in interest rates, fiscal and monetary policy and other factors beyond First Defiance’s control may adversely affect its deposit levels and cost/composition, demand for loans, the ability of its borrowers to repay their loans and the value of the collateral securing the loans it makes. Because First Defiance has a significant amount of real estate loans, decreases in real estate valuespandemic could adversely affect the valueCompany’s business, financial condition, liquidity, cash flows, and results of property used as collateraloperations.
In March 2020, the World Health Organization declared COVID-19 a pandemic and First Defiance’s ability to sell the collateral upon foreclosure.
The electionPresident of a newthe United States Presidentdeclared COVID-19 a national emergency. COVID-19 has caused significant economic dislocation in 2016the United States as many state and local governments have ordered non-essential businesses to close and residents to shelter in place at home. This has resulted in substantial changesan unprecedented slow-down in economic activity and political conditionsa related increase in unemployment. Various state governments and federal agencies are requiring lenders to provide forbearance and other relief to borrowers (e.g., waiving late payment and other fees). The federal bank regulatory agencies have encouraged financial institutions to prudently work with affected borrowers, and new legislation has provided relief from reporting loan classifications due to modifications related to COVID-19.
Given the ongoing and dynamic nature of COVID-19, it is difficult to predict the full impact of the outbreak on Premier’s business. The extent of such impact will depend on future developments, which are highly uncertain, including when COVID-19 can be controlled and abated and when and how the economy may be reopened. As of December 31, 2020, Premier holds and services PPP loans. These PPP loans are subject to the provisions of the CARES Act and to complex and evolving rules and guidance issued by the SBA and other government agencies. We expect that the great majority of our PPP borrowers will seek full or partial forgiveness of their loan obligations. Premier has credit risk on the PPP loans if the SBA determines that there is a deficiency in the manner in which the Bank originates, funds or services loans, including any issue with the eligibility of a borrower to receive a PPP loan. We could face additional risks in our administrative capabilities to service our PPP loans and risk with respect to the determination of loan forgiveness. In the event of a loss resulting from a default on a PPP loan and a determination by the SBA that there was a deficiency in the manner in which we originated, funded or serviced the PPP loan, the SBA may deny its liability under the guaranty, reduce the amount of the guaranty or, if the SBA has already paid under the guaranty, seek recovery of any loss related to the deficiency.
The spread of COVID-19 has also caused us to modify our business practices, including employee travel, employee work locations, and cancellation of physical participation in meetings, events and conferences. Further, technology in employees’ homes may not be as robust as in our offices and could cause the networks, information systems, applications, and other tools available to such employees to be more limited or less reliable. The continuation of these work-from-home measures also introduces additional operational risk, including increased cybersecurity risk from phishing, malware, and other cybersecurity attacks, all of which could expose us to risks of data or financial loss and could seriously disrupt our operations and the operations of any impacted customers.
COVID-19 or a new pandemic could subject us to any of the following risks, any of which could, individually or in the aggregate, have a material adverse effect on our business, financial condition, liquidity, and results of operations:
• | demand for our products and services may decline, making it difficult to grow assets and income; |
• | if the economy is unable to substantially reopen, and high levels of unemployment continue for an extended period of time, loan delinquencies, problem assets, and foreclosures may increase, resulting in increased charges and reduced income; |
• | collateral for loans, especially real estate, may decline in value, which could cause credit losses to increase; |
• | our allowance for credit losses may have to be increased if borrowers experience financial difficulties beyond forbearance periods, which will adversely affect our net income; |
• | the net worth and liquidity of loan guarantors may decline, impairing their ability to honor commitments to us; |
• | as the result of the decline in the Federal Reserve’s target federal funds rate, the yield on our assets may decline to a greater extent than the decline in our cost of interest-bearing liabilities, reducing our net interest margin and spread and reducing net income; |
• | we rely on third party vendors for certain services and the unavailability of a critical service due to COVID-19 could have an adverse effect on us; and |
• | continued adverse economic conditions could result in protracted volatility in the price of our common shares. |
Moreover, our future success and profitability substantially depend on the management skills of our executive officers and directors, many of whom have held officer and director positions with us for many years. The unanticipated loss or unavailability of key employees due to COVID-19 or any similar pandemic could harm our ability to operate our business or execute our business strategy. We may not be successful in finding and integrating suitable successors in the event of key employee loss or unavailability.
Even after the COVID-19 pandemic subsides, the U.S. economy will likely require time to recover, the length of which is unknown and during which the United States may experience a recession. Our business could be materially and adversely affected by such recession.
To the remainderextent the effects of COVID-19 adversely impact our business, financial condition, liquidity or results of operations, it may also have the effect of heightening many of the world. Economic turmoilother risks described in Europe and Asia and changes in oil production in the Middle East affect the economy and stock prices in the United States. The timing and circumstances of the United Kingdom leaving the European Union (Brexit) and their effects on the United States are unknown. While these changes do not have a direct, immediate impact on First Defiance’s financial performance, we cannot predict how the change in the political climate will affect the economy and First Defiance’s performance in the future.this section.
First Defiance’sPremier’s loan portfolio includes a concentration of commercial real estate loans and commercial loans, which involve risks specific to real estate value and the successful operations of these businesses.
At December 31, 2018, First Federal’s2020, the Bank’s portfolio of commercial real estate loans totaled $1.4$2.4 billion, or approximately 52.2%40.8% of total loans. First Federal’sThe Bank’s commercial real estate loans typically have higher principal amounts than residential real estate loans, and many of our commercial real estate borrowers have more than one loan outstanding. As a result, an adverse development on one loan can expose First DefiancePremier to greater risk of loss on other loans. Additionally, repayment of the loans is generally dependent, in large part, on sufficient income from the properties securing the loans to cover operating expenses and debt service. Economic conditions and events outside of the control of the borrower or lender, including COVID-19, could negatively impact the future cash flows and market values of the affected properties.
At December 31, 2018, First Federal’s2020, the Bank’s portfolio of commercial loans totaled $509.6 million,$1.2 billion, or approximately 19.1%20.6% of total loans. Commercial loans generally expose First DefiancePremier to a greater risk of nonpayment and loss than commercial real estate or residential real estate loans since repayment of such loans often depends on the successful operations and income stream of the borrowers. First Federal’sThe Bank’s commercial loans are primarily made based on the identified cash flow of the borrower and secondarily on the underlying collateral provided by the borrower such as accounts receivable, inventory, machinery or real estate. In the case of loans secured by accounts receivable, the availability of funds for the repayment of these loans may be substantially dependent on the ability of the borrower to collect amounts due from its customers. The collateral securing other loans may depreciate over time, may be difficult to appraise and may fluctuate in value based on the success of the business. Credit support provided by the borrower for most of these loans and the probability of repayment is based on the liquidation of the pledged collateral and enforcement of a personal guarantee, if any exists.
First DefiancePremier targets its business lending towards small- and medium-sized businesses, many of which have fewer financial resources than larger companies and may be more susceptible to economic downturns. If general economic conditions negatively impact these businesses, First Defiance’sPremier’s results of operations and financial condition may be adversely affected.
If First Defiance'sPremier's actual loan losses exceed its allowance for loancredit losses, First Defiance'sPremier's net income will decrease.
In accordance with GAAP, First DefianceU.S. generally accepted accounting principles (“GAAP”), Premier must maintain an allowance for loancredit losses to provide for loan defaults and non-performance, which when combined, are referred to as the allowance for loancredit losses. First Defiance'sPremier's allowance for loancredit losses is based upon a number of relevant factors, including, but not limited to, trends in the level of nonperforming assets and classified loans, current and projected economic conditions in the primary lending area, prior experience, possible losses arising from specific problem loans, and management's evaluation of the risks in the current portfolio. However, there are many factors that can result in actual loan losses exceeding the allowance.
For instance, in deciding whether to extend credit or enter into other transactions with customers and counterparties, First DefiancePremier may rely on information provided to usit by customers and counterparties, including financial statements and other financial information. First DefiancePremier may also rely on representations of customers and counterparties as to the accuracy and completeness of that information and, with respect to financial statements, on reports of independent auditors. Such information may not turn out to be accurate. Further, First Defiance'sPremier's loan customers may not repay their loans according to their terms, and the collateral securing the payment of these loans may be insufficient to pay any remaining loan balance. As a result, First DefiancePremier may experience significant loan losses, which could have a material adverse effect on its operating results.
The amount of future losses also is susceptible to changes in economic, operating and other conditions, including changes in unemployment and interest rates that may be beyond management's control, and these losses may exceed current estimates. Further, federal regulatory agencies, as an integral part of their examination process, review First Defiance'sPremier's loans and allowance for loancredit losses and may require that First DefiancePremier increase its allowance. Moreover, the Financial Accounting Standards Board (“FASB”) has changed its requirements for establishing the allowance, which will bebecame effective for First DefiancePremier in the first quarter of 2020. That accounting change exposes First DefiancePremier to increased risk of failure to establish a sufficient allowance and the possibility that First DefiancePremier will need to increase its allowance substantially through an increase to the provision for loancredit losses, which will adversely affect First Defiance'sPremier's net income.
As a result of any of the above factors, First Defiance'sPremier's allowance for loancredit losses may not be adequate to cover actual credit losses, and future provisions for credit losses could have a material adverse effect on First Defiance'sPremier's operating results. There is no assurance that First DefiancePremier will not further increase the allowance for loancredit losses. Either of these occurrences could have a material adverse effect on First Defiance'sPremier's financial condition and results of operations.
Changes in interest rates can adversely affect First Defiance’sPremier’s profitability.
First Defiance’sPremier’s earnings and cash flows are largely dependent upon its net interest income. Net interest income, which is the difference between interest income earned on interest-earning assets such as loans and securities, and interest expense paid on interest-bearing liabilities such as deposits and borrowed funds. Interest rates are highly sensitive to many factors that are beyond First Defiance’sPremier’s control, including general economic conditions and policies of various governmental and regulatory agencies and, in particular, the Federal Open Market Committee. Changes in monetary policy, including changes in interest rates, could influence not only the interest First DefiancePremier receives on loans and securities and the amount of interest it pays on deposits and borrowings, but such changes could also affect (i) First Defiance’sPremier’s ability to originate loans and obtain deposits, (ii) the fair value of First Defiance’sPremier’s financial assets and liabilities, and (iii) the average duration of certain assets and liabilities. If the interest rates paid on deposits and other borrowings increase at a faster rate than the interest rates received on loans and other investments, First Defiance’sPremier’s net interest income, and therefore earnings, could be adversely affected. Earnings could also be adversely affected if the interest rates received on loans and other investments fall more quickly than the interest rates paid on deposits and other borrowings. While we generally invest in securities with limited credit risk, certain investment securities we hold possess higher credit risk, especially in light of the continued economic effects of COVID-19, since they represent beneficial interests in structured investments collateralized by residential mortgages. All investment securities are subject to changes in market value due to changing interest rates and implied credit spreads. Any substantial, unexpected, or prolonged change in market interest rates could have a material adverse effect on First Defiance’sPremier’s results of operations and financial condition.
First FederalThe Bank originates a significant amount of residential mortgage loans that it sells in the secondary market. The origination of residential mortgage loans is highly dependent on the local real estate market and the current interest rates. Increasing interest rates tend to reduce the origination of loans for sale and consequently fee income, which First DefiancePremier reports as mortgage banking income. Conversely, decreasing interest rates have the effect of causing clients to refinance mortgage loans faster than anticipated. This causes the value of mortgage servicing rights on the loans sold to be lower than originally anticipated. If this happens, First DefiancePremier may be required to write down the value of its mortgage servicing rights faster than anticipated, which will increase expense and lower earnings. Accelerated repayments on loans and mortgage backed securities could result in the reinvestment of funds at lower rates than the loans or securities were paying.
Legal and Regulatory Risks
Laws, regulations and periodic regulatory reviews may affect First Defiance’sPremier’s results of operations.
The earnings of financial institutions are affected by the regulationsservices industry is extensively regulated. Premier is subject to extensive state and policies of various regulatory authorities, including the Federal Reserve, the OCC, the FDICfederal regulation, supervision and the CFPB. The Federal Reserve has extensive supervisory authority over the Company, affecting a comprehensive range of matters relating to ownership and control of First Defiance’s shares, First Defiance’s acquisition of other companies and businesses, permissible activities for the Company to engage in, maintenance of adequate capital levels and otherlegislation that govern almost all aspects of its operations. These supervisoryLaws and regulatory powersregulations may change from time to time and are primarily intended primarily for the protection of First Defiance’sconsumers, depositors, and borrowers, the DIF and the DIF, rather than First Defiance’sbanking system as a whole, and not to benefit Premier’s shareholders.
As discussed above, in October 2017, Regulations affecting banks and financial services businesses are undergoing continuous changes, and management cannot predict the CFPB issued the Payday Rule with respect to certain consumer loans to be effective on January 16, 2018, although compliance with most sections is required starting on August 19, 2019. Then, on February 6, 2019, the CFPB issued two proposals with respect to the Payday Rule regarding the underwriting provisions. These proposals do not change the provisions of the Payday Rule that address lender payment practices with respect to covered loans. The CFPB also stated that it will be considering other changes to the Payday Rule in response to requests received for exemptions of certain types of lenders or loan products and may commence separate additional rulemaking initiatives. First Defiance is currently assessing the expected effect of this new rule on First Defiance's lending businesses and on First Defiance’s financial condition and results of operations. The costs of complying with this regulation or a determination to discontinue certain types of consumer lendingthese changes, especially in light of COVID-19 and the expensestimulus programs issued in connection therewith. The impact of complianceany changes to laws and regulations or other actions by regulatory agencies may negatively impact Premier and its ability to increase the value of its business, possibly limiting the services it provides, increasing the potential for competition from non-banks, or requiring it to change the way it operates.
Regulatory authorities have extensive discretion in connection with their supervisory and enforcement activities, including the imposition of restrictions on the operation of an institution, the classification of assets held by an institution, the adequacy of an institution’s allowance for credit losses and the ability to complete acquisitions. Additionally, actions by regulatory agencies against
Premier could cause it to devote significant time and resources to defending its business and may lead to penalties that materially affect Premier and its shareholders. Even the reduction of regulatory restrictions could have an adverse effect on the financial conditionsPremier and resultsits shareholders if such lessening of restrictions increases competition within Premier’s industry or market area.
In addition to laws, regulations and actions directed at the operations of banks, proposals to reform the Company.
Changes in tax lawshousing finance market could adverselynegatively affect First Defiance's financial condition and results of operations.
First Defiance is subject to extensive federal, state and local taxes, including income, excise, sales/use, payroll, franchise, withholding and ad valorem taxes. Changes to the tax laws could have a material adverse effect on First Defiance's results of operations. In addition, First Defiance's customers are subject to a wide variety of federal, state and local taxes. Changes in taxes paid by customers, including changes in the deductibility of mortgage loan related expenses, may adversely affect theirPremier’s ability to purchase homes or consumer products, which could adversely affect their demand for First Defiance's loans and deposit products. In addition, such negative effects on First Defiance's customers could result in defaults on the loans already made and decrease the value of mortgage-backed securities in which First Defiance has invested.
On December 22, 2017, H.R.1, formally known as the “Tax Cuts and Jobs Act,” was enacted into law. This new tax legislation, among other changes, limits the amount of state, federal and local taxes that taxpayers are permitted to deduct on their individual tax returns and eliminates other deductions in their entirety. Such limits and eliminations may result in customer defaults on loans already made and decrease the value of mortgage-backed securities in which First Defiance has invested.
sell loans.
The laws and regulations applicable to the banking industry could change at any time. The potential exists for new laws and regulations, and bank regulatory agencies are expected to be active in responding to concerns and trends identified in examinations. Increased regulation could increase First Defiance’sPremier’s cost of compliance and reduce its income to the extent that they limit the manner in which First DefiancePremier may conduct business, including its ability to offer new products, charge fees for specific products and services, obtain financing, attract deposits, make loans and achieve satisfactory interest spreads.
Although it is impossible for Premier to predict at this time what changes in laws and regulations will be implemented and the effect they will have on Premier and the rest of its industry, it is possible that Premier’s revenue could decrease, our interest expense could increase and deposit insurance premiums could change, and steps may need to be taken to increase qualifying capital. Premier’s operating and compliance costs could also increase and could adversely affect its financial condition and results of operations.
First Defiance’sPremier may be the subject of litigation, which would result in legal liability and damage to its business and reputation.
From time to time, Premier and its subsidiaries may be subject to claims or legal action from customers, employees or others. Financial institutions like Premier are facing a growing number of significant class actions, including those based on the manner of calculation of interest on loans and the assessment of overdraft fees. Future litigation could include claims for substantial compensatory and/or punitive damages or claims for indeterminate amounts of damages. Premier is also involved from time to time in other reviews, investigations and proceedings (both formal and informal) by governmental and other agencies regarding its businesses. These matters also could result in adverse judgments, settlements, fines, penalties, injunctions or other relief. Like other financial institutions, Premier is also subject to risk from potential employee misconduct, including non-compliance with policies and improper use or disclosure of confidential information. Substantial legal liability or significant regulatory action against Premier could materially adversely affect its business, financial condition or results of operations and/or cause significant reputational harm to its business.
Business and Operational Risks
Premier’s ability to meet cash flow needs on a timely basis at a reasonable cost may adversely affect net income.
First Defiance’s Premier’s principal sources of liquidity are local deposits and wholesale funding sources such as FHLB advances, Federal Funds purchased, securities sold under repurchase agreements, and brokered or other out-of-market certificate of deposit purchases. Also, First Defiance Premier also maintains a portfolio of securities that can be used as a secondary source of liquidity. First Defiance’sPremier’s access to funding sources in amounts adequate to finance or capitalize its activities or on terms that are acceptable could be impaired by factors that affect First DefiancePremier directly or the financial services industry or economy in general, such as further disruptions in the financial markets or negative views and expectations about the prospects for the financial services industry.
Other possible sources of liquidity include the sale or securitization of loans, the issuance of additional collateralized borrowings beyond those currently utilized with the FHLB, the issuance of debt securities and the issuance of preferred or common securities in public or private transactions, or borrowings from a commercial bank. First Defiance does not currentlyWhile Premier and the Bank have anylines of credit available from commercial banks and have used these in the past, there are no current borrowings from a commercial bank, but it has used them in the past.
bank.
Any decline in available funding could adversely impact our ability to originate loans, invest in securities, meet our expenses, pay dividends to First Defiance’sPremier’s shareholders, or fulfill obligations such as repaying First Defiance’sPremier’s borrowings or meeting deposit withdrawal demands, any of which could have a material adverse impact on our liquidity, business, results of operations and financial condition.
In addition, prior debt offerings could potentially have important consequences to Premier and its debt and equity investors, including:
• | requiring a substantial portion of its cash flow from operations to make interest payments; |
• | making it more difficult to satisfy debt service and other obligations; |
• | increasing the risk of a future credit ratings downgrade of its debt, which could increase future debt costs and limit the future availability of debt financing; |
• | increasing its vulnerability to general adverse economic and industry conditions; |
• | reducing the cash flow available to fund capital expenditures and other corporate purposes and to grow its business; |
• | limiting its flexibility in planning for, or reacting to, changes in its business and the industry; |
• | placing it at a competitive disadvantage relative to its competitors that may not be as highly leveraged with debt; and |
• | limiting its ability to borrow additional funds as needed or to take advantage of business opportunities as they arise, pay cash dividends or repurchase securities. |
We are continuing to evaluate these risks on an ongoing basis.
Integrating Premier and UCFC after the Merger may be more difficult, costly, or time consuming than expected and the anticipated benefits and cost savings of the Merger may not be realized.
Although the Merger closed on January 31, 2020, the integration of Premier and UCFC is an ongoing process. Premier’s ability to successfully combine and integrate the businesses of Premier and UCFC in a manner that permits growth opportunities and does not materially disrupt the existing customer relations nor result in decreased revenues due to loss of customers poses a risk to the business. It is possible that the integration process could result in inconsistencies in standards, controls, procedures and policies that adversely affect Premier’s ability to maintain relationships with clients, customers, depositors and employees, or to achieve the anticipated benefits and cost savings of the Merger. Further, Premier is dependent upon several outside vendors to make the integration successful. If such vendors are unable to meet their obligations to Premier, including because of any issues related to COVID-19, such failure could impede a successful integration.
Competition affects First Defiance’sPremier’s earnings.
First Defiance’sPremier’s continued profitability depends on its ability to continue to effectively compete to originate loans and attract and retain deposits. Competition for both loans and deposits is intense in the financial services industry. The Company competes in its market area by offering superior service and competitive rates and products. The typetypes of institutions First DefiancePremier competes with include large regional commercial banks, smaller community banks, savings institutions, mortgage banking firms, credit unions, finance companies, brokerage firms, insurance agencies and mutual funds. As a result of their size and ability to achieve economies of scale, certain of First Defiance’sPremier’s competitors can offer a broader range of products and services than the Company can offer. In addition, the OCC has recently announced that it will start acceptingnow accepts applications for bank charters from nondepository financial technology companies engaged in banking activities, which will addhas added to the number of parties with whom the Company competes. Further, technological advances allow consumers to pay bills and transfer funds electronically without banks. Consumers can also shop for higher deposit interest rates at banks across the country, which may offer higher rates because they have few or no physical branches. To stay competitive in its market area, First DefiancePremier may need to adjust the interest rates on its products to match rates of its competition, which could have a negative impact on net interest margin.
margin and results of operations.
The increasing complexity of First Defiance’sPremier’s operations presents varied risks that could affect its earnings and financial condition.
First Defiance Premier processes a large volume of transactions on a daily basis and is exposed to numerous types of risks related to internal processes, people and systems. These risks include, but are not limited to, the risk of fraud by persons inside or outside the Company, the execution of unauthorized transactions by employees, errors relating to transaction processing and systems, breaches of data security and our internal control system and compliance with a complex array of consumer and safety and soundness regulations. First Defiance Premier could also experience additional loss as a result of potential legal actions that could arise as a result of operational deficiencies or as a result of noncompliance with applicable laws and regulations.
First Defiance Premier has established and maintains a system of internal controls that provides management with information on a timely basis and allows for the monitoring of compliance with operational standards. These systems have been designed to manage operational risks at an appropriate, cost effective level. Procedures exist that are designed to ensure that policies relating to conduct, ethics, and business practices are followed. Losses from operational risks may still occur, however, including losses from the effects of operational errors.
Unauthorized disclosure of sensitive or confidential client or customer information or confidential trade secrets, whether through a breach of the Company’s computer systems or otherwise, could severely harm its business.
Potential misuse of funds or information by First Defiance’sPremier’s employees or by third parties could result in damage to First Defiance’sPremier’s customers for which First DefiancePremier could be held liable, subject First DefiancePremier to regulatory sanctions and otherwise adversely affect First Defiance’sPremier’s financial condition and results of operations.
First Defiance’sPremier’s employees handle a significant amount of funds, as well as financial and personal information. First DefiancePremier also depends upon third-party vendors who have access to funds and personal information about customers. Cybersecurity breaches of other companies, such as the breach of the systems of a credit bureau, may result in criminals using personal information obtained from such other source to impersonate a customer of First DefiancePremier and obtain funds from customer accounts. Further, First DefiancePremier may be affected by data breaches at retailers and other third parties who participate in data interchanges with First Defiance’sPremier’s customers that involve the theft of customer credit and debit card data, which may include the theft of debit card personal identification numbers (“PIN”) and commercial card information used to make purchases at such retailers and other third parties. Such data breaches could result in First DefiancePremier incurring significant expenses to reissue debit cards and cover losses, which could result in a material adverse effect on First Defiance’sPremier’s results of operations.
Although First DefiancePremier has implemented systems to minimize the risk of fraudulent taking or misuse of funds or information, there can be no assurance that such systems will be adequate or that a taking or misuse of funds or information by employees, by third parties who have authorized access to funds or information, or by third parties who are able to access funds or information without authorization will never occur. First DefiancePremier could be held liable for such an event and could also be subject to regulatory sanctions. First DefiancePremier could also incur the expense of developing additional controls and investing in additional equipment or contracts to prevent future such occurrences. Although First DefiancePremier has insurance to cover such potential losses, First DefiancePremier cannot provide assurance that such insurance will be adequate to meet any liability, and insurance premiums may rise substantially if First DefiancePremier suffers such an event. In
addition, any loss of trust or confidence placed in First DefiancePremier by our customers could result in a loss of business, which could adversely affect our financial condition and results of operations, or result in a loss of investor confidence, hurting First Defiance’sadversely affecting Premier’s stock price and ability to acquire capital in the future. First DefiancePremier could also lose revenue by the wrongful appropriation of confidential information about its business operations by competitors who use the information to compete with First Defiance.Premier.
First DefiancePremier could suffer a material adverse impact from interruptions in the effective operation of, or security breaches affecting, First Defiance’sPremier’s computer systems.
First DefiancePremier relies heavily on its own information systems and those of vendors to conduct business and to process, record, and monitor transactions. Risks to the system could result from a variety of factors, including the potential for bad acts on the part of hackers, criminals, employees and others. As one example, some banks have experienced denial of service attacks in which individuals or organizations flood the bank’s website with extraordinarily high volumes of traffic, with the goal and effect of disrupting the ability of the bank to process transactions. Other businesses have been victims of a ransomware attack in which a business becomes unable to access its own information and is presented with a demand to pay a ransom in order to once again have access to its information. First DefiancePremier is also at risk for the impact of natural disasters, terrorism and international hostilities on its systems or for the effects of outages or other failures involving power or communications systems operated by others. These risks also arise from the same types of threats to businesses with which First DefiancePremier deals.
Potential adverse consequences of attacks on First Defiance’sPremier’s computer systems or other threats include damage to First Defiance’sPremier’s reputation, loss of customer business, costs of incentives to customers or business partners in order to maintain their relationships, loss of investor confidence and a reduction in First Defiance’sPremier’s stock price, litigation, increased regulatory scrutiny and potential enforcement actions, repairs of system damage, increased investments in cybersecurity (such as obtaining additional technology, making organizational changes, deploying additional personnel, training personnel and engaging consultants), and increased insurance premiums, all of which could result in financial loss and material adverse effects on First Defiance’sPremier’s results of operations and financial condition.
If First DefiancePremier forecloses on collateral property resulting in First Defiance’sPremier’s ownership of the underlying real estate, First DefiancePremier may be subject to the increased costs associated with the ownership of real property, resulting in reduced income.
A significant portion of First Defiance’sPremier’s loan portfolio is secured by real property. During the ordinary course of business, First DefiancePremier may foreclose on and take title to properties securing certain loans. In doing so, there is a risk that hazardous or toxic substances could be found on these properties. If hazardous or toxic substances are found, First DefiancePremier may be liable for remediation costs, as well as for personal injury and property damage.
In addition, when First DefiancePremier forecloses on real property, the amount First DefiancePremier realizes after a default is dependent upon factors outside of First Defiance’sPremier’s control, including, but not limited to, economic conditions, neighborhood real estate values, interest rates, real estate taxes, operating expenses of the mortgaged properties, zoning laws, governmental rules, regulations and fiscal policies, and acts of God. Certain expenditures associated with the ownership of real estate, principally real estate taxes and maintenance costs, may adversely affect the income from the real estate. Therefore, the cost of operating real property may exceed the rental income earned from such property, and First DefiancePremier may have to sell the property at a loss. The foregoing expenditures could adversely affect First Defiance’sPremier’s financial condition and results of operations.
First Defiance’sPremier’s business strategy focuses on planned growth, including strategic acquisitions, and its financial condition and results of operations could be negatively affected if First DefiancePremier fails to grow or fails to manage its growth effectively.
First Defiance’sPremier’s ability to grow successfully will depend on a variety of factors, including the continued availability of desirable business opportunities, its ability to integrate mergers and other acquisitions and manage growth and First Defiance’sPremier’s ability to raise capital. There can be no assurance that growth opportunities will be available.
First DefiancePremier may acquire other financial institutions or parts of institutions in the future, open new branches, and consider new lines of business and new products or services. Expansions of its business would involve a number of expenses and risks, including:
Forward-Looking Statements and Factors that Could Affect Future Results
Certain statements contained in this Annual Report on Form 10-K that are not statements of historical fact constituteThis annual report, as well as other publicly available documents, including those incorporated herein by reference, may contain certain forward-looking statements within the meaning of Section 27A of the Private Securities Litigation Reform Act of 1995 (“1933, as amended, and Section 21B of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), notwithstanding that such statements are not specifically identified as such. In addition, certain. Those statements may be contained in the Company’s future filings with the SEC, in press releases, and in oral and written statements made by or with the approval of the Corporation that are not statements of historical fact and constitute forward-looking statements within the meaning of the Act. Examples of forward-looking statements include, but are not limited to: (i)to, all statements regarding intent, beliefs, expectations, projections, forecasts and plans of revenues, expenses, incomePremier Financial Corp. (“Premier” or loss, earnings or loss per common share, the payment or nonpayment of dividends, capital structure“Company”) and other financial items; (ii) statements of plans, objectives and expectations of First Defiance or its management, or Board of Directors, including those relating to products or services; (iii) statements of future economic performance; and (iv) statements of assumptions underlying such statements. Words such as “believes”, “anticipates”, “expects”, “intends”, “targeted”, “continue”, “remain”, “will”, “should”, “may” and other similar expressions are intended to identify forward-looking statementsspecifically include, but are not limited to, statements regarding: changes in economic conditions; the exclusive meansnature, extent and timing of identifying such statements.
Forward-lookinggovernmental actions and reforms; future movements of interest rates; the ability to benefit from a changing interest rate environment; the production levels of mortgage loan generation; the ability to continue to grow loans and deposits; the ability to sustain credit quality ratios at current or improved levels; continued strength in Premier’s market area; the ability to sell real estate owned properties; and the ability to grow in existing and adjacent markets. These forward-looking statements involve numerous risks and uncertainties, that mayincluding, but not limited to: impacts from the novel coronavirus (“COVID-19”) pandemic on our business, operations, customers and capital position; higher default rates on loans made to our customers related to COVID-19 and its impact on our customers’ operations and financial condition; the impact of COVID-19 on local, national and global economic conditions; unexpected changes in interest rates or disruptions in the mortgage market related to COVID-19 or responses to the health crisis; the effects of various governmental responses to the COVID-19 pandemic; risks and uncertainties inherent in general and local banking, insurance and mortgage conditions; political uncertainty caused by, among other things, political parties, tensions surrounding the current socioeconomic landscape, and the 2020 U.S. Presidential election; competitive factors specific to markets in which Premier and its subsidiaries operate; future interest rate levels; legislative and regulatory decisions or capital market conditions; and other risks and uncertainties detailed from time to time in our Securities and Exchange Commission (“SEC”) filings, including our quarterly reports on Form 10-Q. One or more of these factors have affected or could in the future affect Premier’s business and financial results in future periods and could cause actual results to differ materially from plans and projections. Therefore, there can be no assurances that the forward-looking statements included in this quarterly report, as well as other publicly available documents, including those in such statements. Factors that could cause actual resultsincorporated herein by reference, will prove to differ from those discussedbe accurate. In light of the significant uncertainties in the forward-looking statements include, butincluded herein, the inclusion of such information should not be regarded as a representation by Premier or any other persons that our objectives and plans will be achieved. All forward-looking statements made in this report are not limited to:
Forward-looking statements speak only as of the date on which such statementsthey are made. The Company undertakesWe assume no obligation to update any forward-looking statement to reflect eventsstatements, whether as a result of new information, future developments or circumstances after the date on which such statement is made or to reflect the occurrence of unanticipated events.otherwise, except as may be required by law.
This Item 7 presents information to assess the financial condition and results of operations of First Defiance.Premier. This item should be read in conjunction with the Consolidated Financial Statements and the supplemental financial data contained elsewhere in this Annual Report on Form 10-K.
Non-GAAP Financial Measures
This Annual Report on Form 10-K contains GAAPIn addition to results presented in accordance with accounting principles generally accepted in the United States (“GAAP”), this report includes non-GAAP financial measures. The Company believes these non-GAAP financial measures provide additional information that is useful to investors in helping to understand the underlying performance and trends of the Company. The Company monitors the non-GAAP financial measures and certainthe Company’s management believes such measures are helpful to investors because they provide an additional tool to use in evaluating the Company’s financial and business trends and operating results. In addition, the Company’s management uses these non-GAAP measures to compare the Company’s performance to that of prior periods for trend analysis and for budgeting and planning purposes.
Non-GAAP financial measures have inherent limitations, which are not required to be uniformly applied and are not audited. Readers should be aware of these limitations and should be cautious with respect to the use of such measures. Management believesTo mitigate these limitations, the Company has practices in place to ensure that these measures are helpfulcalculated using the appropriate GAAP or regulatory components in their entirety and to ensure that our performance is properly reflected to facilitate consistent period-to-period comparisons. The Company’s method of calculating these non-GAAP measures may differ from methods used by other companies. Although the Company believes the non-GAAP financial measures disclosed in this report enhance investors' understanding the Company’s results of operationsour business and performance, these non-GAAP measures should not be considered in isolation, or as a substitute for those financial position. measures prepared in accordance with GAAP.
Fully taxable-equivalent (“FTE”) is an adjustment to net interest income to reflect tax-exempt income on an equivalent before-tax basis. The following tables present a reconciliation of non-GAAP measures to their respective GAAP measures atfor the years ended December 31, 20182020 and 2017.
2019.
Non-GAAP Financial Measures – Net Interest Income on an
FTE basis, Net Interest Margin and Efficiency Ratio
(In Thousands) | December 31, 2018 | December 31, 2017 |
| December 31, 2020 |
|
| December 31, 2019 |
| ||||||||
Net interest income (GAAP) | $ | 108,255 | $ | 96,671 |
| $ | 208,005 |
|
| $ | 115,649 |
| ||||
Add: FTE adjustment | 1,004 | 1,914 |
|
| 1,018 |
|
|
| 967 |
| ||||||
Net interest income on a FTE basis (1) | $ | 109,259 | $ | 98,585 |
| $ | 209,023 |
|
| $ | 116,616 |
| ||||
Noninterest income – less securities gains/(losses) (2) | $ | 39,035 | $ | 39,497 |
| $ | 79,130 |
|
| $ | 44,932 |
| ||||
Noninterest expense (3) | 89,412 | 85,351 |
|
| 165,170 |
|
|
| 97,084 |
| ||||||
Average interest-earning assets less average unrealized gains/(losses) on securities(4) | 2,744,752 | 2,542,129 | ||||||||||||||
Average interest-earning assets | 2,741,215 | 2,545,261 | ||||||||||||||
Average unrealized gains/losses on securities | (3,537 | ) | 3,132 | |||||||||||||
Average interest-earning assets (4) |
|
| 5,931,965 |
|
|
| 2,969,662 |
| ||||||||
Ratios: |
|
|
|
|
|
|
|
| ||||||||
Net interest margin (1) / (4) | 3.98 | % | 3.88 | % |
|
| 3.52 | % |
|
| 3.93 | % | ||||
Efficiency ratio (3) / (1) + (2) | 60.29 | % | 61.81 | % |
|
| 57.32 | % |
|
| 60.10 | % |
Non-GAAP Financial Measures – Tangible Book Value
(In Thousands, except per share data) | December 31, 2018 | December 31, 2017 | ||||||
Total Shareholders’ Equity (GAAP) | $ | 399,589 | $ | 373,286 | ||||
Less: Goodwill | (98,569 | ) | (98,569 | ) | ||||
Intangible assets | (4,391 | ) | (5,703 | ) | ||||
Tangible common equity (1) | $ | 296,629 | $ | 269,014 | ||||
Common shares outstanding (2) | 20,171 | 20,312 | ||||||
Tangible book value per share (1) / (2) | $ | 14.71 | $ | 13.24 |
(In Thousands, except per share data) |
| December 31, 2020 |
|
| December 31, 2019 |
| ||
Total Shareholders’ Equity (GAAP) |
| $ | 982,276 |
|
| $ | 426,167 |
|
Less: Goodwill |
|
| (317,948 | ) |
|
| (100,069 | ) |
Intangible assets |
|
| (30,337 | ) |
|
| (3,772 | ) |
Tangible common equity (1) |
| $ | 633,991 |
|
| $ | 322,326 |
|
Common shares outstanding (2) |
|
| 37,291 |
|
|
| 19,730 |
|
Tangible book value per share (1) / (2) |
| $ | 17.00 |
|
| $ | 16.34 |
|
Overview
First DefiancePremier is a unitary thriftbank holding company that has elected to become a financial holding company that conducts business through its wholly-owned subsidiaries, First Federal,Premier Bank (the “Bank”), First Insurance andGroup of the Midwest, Inc. (“First Insurance”), First Defiance Risk Management.Management Inc. (“First Defiance Risk Management”) and HSB Capital, LLC (HSB Capital”). Another subsidiary, HSB Insurance, Inc. (“HSB Insurance”), was dissolved during the quarter ended September 30, 2020.
On January 31, 2020, Premier completed its previously announced acquisition of United Community Financial Corp., an Ohio corporation (“UCFC”), pursuant to that certain Agreement and Plan of Merger (the “Merger Agreement”), dated as of September 9, 2019, by and between Premier and UCFC. At the effective time of the merger (the “Merger”), UCFC merged with and into Premier, with Premier surviving the Merger. Simultaneously with the completion of the Merger, Premier converted from a unitary thrift holding company to a bank holding company, making an election to be a financial holding company.
Immediately following the Merger, the Bank acquired UCFC’s wholly-owned bank subsidiary, Home Savings Bank (“Home Savings”). Immediately prior to the merger of the banks, the Bank converted from a federal thrift into an Ohio state-chartered bank. In addition, immediately following the merger of the banks, UCFC’s wholly-owned insurance subsidiaries, HSB Insurance, LLC, and United American Financial Services, Inc., each merged into First FederalInsurance, with First Insurance surviving the mergers. The Company acquired two additional subsidiaries in the Merger, HSB Capital and HSB Insurance.
The Bank is a federally chartered stock savingsan Ohio state-chartered bank that provides financial services to communities basedheadquartered in northwestYoungstown, Ohio. It conducts operations through 78 banking center offices, 12 loan offices and two wealth offices in Ohio, northeastMichigan, Indiana, Pennsylvania and southeastern Michigan where it operates 44 full service banking centers in fourteen northwest and central Ohio counties, one northeast Indiana county, and one southeastern Michigan county. First Federal operates one loan production office in Ann Arbor, Michigan, which is located in Washtenaw County.West Virginia.
First FederalThe Bank provides a broad range of financial services including checking accounts, savings accounts, certificates of deposit, real estate mortgage loans, commercial loans, consumer loans, home equity loans and trust and wealth management services through its extensive branch network.
First Insurance sells a varietyHSB Capital provides mezzanine funding for customers of propertythe Bank. Mezzanine loans are offered by HSB Capital to customers in the Company’s market area and casualty, group health and life and individual health and life insurance products. are expected to be repaid from the cash flow from operations of the borrowing businesses.
First Insurance is an insurance agency that conducts business throughout First Federal’s Markets. The previous Maumeethe Company’s markets offering property and Oregon, Ohio offices were consolidated into a new office in Sylvania, Ohio, in January 2018.
casualty insurance, life insurance and group health insurance.
First Defiance Risk Management is a wholly owned insurance company subsidiary of the Company to insureinsures the Company and its subsidiaries against certain risks unique to the operations of the Company and for which insurance may not be currently available or economically feasible, in today’s insurance marketplace. First Defiance Risk Management pools resources with several other similar insurance company subsidiaries of financial institutions to spreadhelp minimize the risk allocable to each participating insurer.
HSB Insurance was formed as a limited amountDelaware-based captive insurance company that insured against certain risks that were unique to the operations of risk among themselves. First DefianceUCFC and its subsidiaries. The Merger and the existence of Premier Risk Management obviated the need for this subsidiary and the subsidiary was incorporated on December 20, 2012.dissolved during the quarter ended September 30, 2020, with the remaining funds being returned to Premier.
Other Recent Developments
On June 22, 2018,January 31, 2020, Premier completed its previously announced acquisition of UCFC. At the effective time of the Merger, UCFC merged with and into Premier, with Premier surviving the Merger. Immediately following the Merger, the Bank, acquired UCFC’s wholly owned bank subsidiary, Home Savings Bank, and UCFC’s wholly-owned insurance subsidiaries, HSB Insurance, LLC and United American Financial Services, Inc., each merged into First Insurance, with First Insurance surviving the mergers.
Regulation
The Company is subject to regulation, examination and oversight by the Federal Reserve Board (“Federal Reserve”) and the SEC. The Bank is subject to regulation, examination and oversight by the Federal Deposit Insurance Corporation (“FDIC”) and the Division of Financial Institutions of the Ohio Department of Commerce (“ODFI”). In addition, the Bank is subject to regulations of the Consumer Financial Protection Bureau. The Company and the Bank must file periodic reports with the Federal Reserve, and examinations are conducted periodically by the Federal Reserve, the FDIC and the ODFI to determine whether the Company announced a stock splitand the Bank are in the form of a share distribution of two common shares for each outstanding common share. The stock split was distributed on July 12, 2018, to shareholders of record as of July 2, 2018. All share and per share data in this Form 10-K have been adjustedcompliance with various regulatory requirements and are reflective of the stock split.operating in a safe and sound manner.
Financial Condition
Assets at December 31, 2018,2020, totaled $3.18$7.21 billion compared to $2.99$3.47 billion at December 31, 2017,2019, an increase of $188.3 million$3.74 billion or 6.3%108.8%. The increase in assets was primarily due to an increasea direct result of the Merger which resulted in significant increases in most balance sheet categories. Some of the larger increases in assets include loans receivable, net of undisbursed loan funds and deferred fees and costs, of $191.3which increased $2.7 billion, securities, which increased $454.3 million, goodwill, which increased $217.9 million, bank owned life insurance, which increased $69.2 million and an increase in securities of $33.3cash and cash equivalents, which increased $28.0 million. These increases were funded primarily bythe result of an increase in total deposits of $183.2$3.2 billion and equity of $556.1 million.
Securities
The securities portfolio increased $33.3$454.3 million, or 160.3%, to $294.6$737.7 million at December 31, 2018. The 2018 activity in2020. This increase is primarily a result of the portfolio included $76.6acquisition of $262.8 million of available-for-sale securities pursuant to the Merger and purchases which were partiallyof $99.6 million. The increase was largely offset by $1.2 millionrunoff, sales and amortization of amortization, $32.7 million of principal pay-downs and maturities, and $5.5 million of securities being sold. There was a net loss of $3.5 million in the market value of available-for-sale securities.$79.0 million. For additional information regarding First Defiance’sPremier’s investment securities see Note 5 to the Consolidated Financial Statements.
Loans
Loans receivable, net of undisbursed loan funds and deferred fees and costs, increased $191.3 million$2.71 billion, or 97.7%, to $2.54$5.49 billion at December 31, 2018.2020. The increase was mainly due to $2.3 billion in loans acquired from the Merger. For more details on the loan balances, see Note 7 – Loans Receivable to the Consolidated Financial Statements.
The majority of First Defiance’sPremier’s commercial real estate and commercial loans are to small- and mid-sized businesses. The combined commercial commercial real estate and multi-familycommercial real estate loan portfolios totaled $1.85$3.58 billion and $1.76$2.08 billion at December 31, 20182020 and 2017,2019, respectively, and accounted for approximately 71.8%61.4% and 71.4%72.5% of First Defiance’sPremier’s loan portfolio at the end of those respective periods. First DefiancePremier believes it has been able to establish itself as a leader in its market area in the commercial and commercial real estate lending area by hiring experienced lenders and providing a high level of customer service to its commercial lending clients.
The 1-4one-to-four family residential portfolio totaled $322.7 million$1.20 billion at December 31, 2018,2020, compared with $274.9$324.8 million at the end of 2017.2019, with the increase primarily due to the Merger. At the end of 2018, those2020, such loans comprised 12.1%20.5% of the total loan portfolio, up from 11.1%11.3% at December 31, 2017.
2019.
Construction loans, which include one-to-four residential family and commercial real estate properties, increased to $265.8$667.6 million at December 31, 2018,2020, compared to $265.5$305.3 million at December 31, 2017.2019. These loans accounted for approximately 10.0%11.4% and 10.8%10.6% of the total loan portfolio at December 31, 20182020 and 2017,2019, respectively.
Home equity and home improvement loans decreasedincreased to $128.2$272.7 million at December 31, 2018,2020, from $135.5$122.9 million at the end of 2017.2019. At the end of 2018,2020, those loans comprised 4.8%4.7% of the total loan portfolio, down from 5.5%4.3% at December 31, 2017.2019.
Consumer finance and mobile home loans were $34.4$120.7 million at December 31, 20182020 up from $29.1$37.6 million at the end of 2017.2019. These loans accounted for approximately 1.3%2.1% and 1.2%1.3% of the total loan portfolio at December 31, 20182020 and 2017,2019, respectively.
In order to properly assess the collateral dependent loans included in its loan portfolio, the Company has established policies regarding the monitoring of the collateral underlying such loans. The Company requires an appraisal that is less than one year old for all new collateral dependent real estate loans, and all renewed collateral dependent real estate loans where significant new money is extended. The appraisal process is handled by the Bank’s Credit Department, which selects the appraiser and orders the appraisal. First Defiance’sPremier’s loan policy prohibits the account officer from talking or communicating with the appraiser to insure that the appraiser is not influenced by the account officer in any way in making a determination of value.
First FederalThe Bank generally does not require updated appraisals for performing loans unless significant new money is requested by the borrower.
When a collateral dependent loan is downgraded to classified status, First Federalthe Bank reviews the most current appraisal on file and if appropriate, based on First Federal’sthe Bank’s assessment of the appraisal, such as age, market, etc. First Federalthe Bank will discount the appraisal amount to a more appropriate current value based on inputs from lenders and realtors. This amount may then be discounted further by First Federal’sthe Bank’s estimation of the selling costs. In most instances, if the appraisal is more than twelve to fifteen months old, a new appraisal may be required. Finally, First Federalthe Bank assesses whether there is any collateral short fall, taking into consideration guarantor support and liquidity, and determines if a charge-off is necessary.
All loans over 90 days past due and/or on non-accrual are classified as non-performing loans. Non-performing status automatically occurs in the month in which the 90-day delinquency occurs. When a collateral dependent loan moves to non-performing status, First Federalthe Bank generally gets a new third party appraisal and charges the loan down appropriately based upon the new appraisal and an estimate of costs to liquidate the collateral. All properties that are moved into the Other Real Estate Owned (“OREO”) category are supported by current appraisals, and the OREO is carried at the lower of cost or fair value, which is determined based on appraised value less First Federal’sthe Bank’s estimate of the liquidation costs.
First FederalThe Bank does not adjust any appraisals upward without written documentation of this valuation change from the appraiser. When setting reserves and charge-offs on classified loans, appraisal values may be discounted downward based upon First Federal’sthe Bank’s experience with liquidating similar properties.
Appraisals are received within approximately 60 days after they are requested. The First Federal Loan Loss ReserveBank’s Special Assets Committee reviews the amount of each new appraisal and makes any necessary charge-off decisions at its meeting prior to the end of each quarter.
Any partially charged-off collateral dependent loans are considered non-performing, and as such, would need to show an extended period of time with satisfactory payment performance as well as cash flow coverage capability supported by current financial statements before First Federalthe Bank will consider an upgrade to performing status. First FederalThe Bank may consider moving the loan to accruing status after approximately six months of satisfactory payment performance.
First FederalThe Bank monitors and tracks its loan to value quarterly to determine accuracy and any necessary charge-offs. Based on these results, changes may occur in the processes used.
Loan modifications constitute a troubled debt restructuring (“TDR”) if First Federal,the Bank, for economic or legal reasons related to the borrower’s financial difficulties, grants a concession to the borrower that it would not otherwise consider. For loans that are considered TDRs and the balance is over $250,000, First Federal$500,000, the Bank either computes the present value of expected future cash flows discounted at the original loan’s effective interest rate or it may measure impairment based on the fair value of the collateral. For those loans measured for impairment utilizing the present value of future cash flows method, any discount is carried as a specific reserve in the allowance for loan and leasecredit losses. For those loans measured for impairment utilizing the fair value of the collateral, any shortfall is charged-off. For loans that are considered TDRs and the balance is under $250,000$500,000 a specific reserve is carried in the allowance for loan and leasecredit losses based on a general reserve analysis. Loan modification made as a result of COVID-19 may not be deemed TDR if certain criteria are met based on regulatory guidance. As of December 31, 2018,2020, and December 31, 2017, First Federal2019, the Bank had $11.6$7.2 million and $13.8$8.5 million, respectively, of loans that were still performing and which were classified as TDRs.
Allowance for LoanCredit Losses
(“ACL”)
The allowanceCompany adopted ASU 2016-13, the Current Expected Credit Loss (“CECL”) model on January 1, 2020. Under CECL, a valuation reserve was established in the ACL and maintained through expense in the provision for loan lossescredit losses. Upon adoption of CECL, the Company made a one-time adjustment, net of taxes, to retained earnings for $1.9 million. The ACL represents management’s assessment of the estimated probable incurred credit losses in the loan portfolio at each balance sheet date.Company will receive over the life of the loan. ACL requires a projection of credit losses over the contract lifetime of the credit adjusted for prepayment tendencies. Management analyzes the adequacy of the allowance for loan lossesACL regularly through reviews of the loan portfolio. Consideration is given to economic conditions, changes in interest rates and the effect of such changes on collateral values and borrower’sborrowers’ ability to pay, changes in the composition of the loan portfolio and trends in past due and non-performing loan balances. The allowance for loan lossesACL is a material estimate that is susceptible to significant fluctuation and is established through a provision for loancredit losses based on management’s evaluation of the inherent risk in the loan portfolio. In
addition to extensive in-house loan monitoring procedures, the Company utilizes an outside party to conduct an independent loan review of commercial loan and commercial real estate loan relationships. The Company’s goal is to have approximately 55% to 60%45-50% of the portfolio reviewed annually. This includes all relationships over $5.0 million with new exposure greater than $2.0 million andannually using a sample of other relationships greater than $5.0 million; loan relationships between $1.0 million and $5.0 million with new exposure greater than $750,000 and a sample of other relationships between $1.0 million and $5.0 million; and a sample of relationships less than $1.0 million.risk based approach. Management utilizes the results of this outside loan review to assess the effectiveness of its internal loan grading system as well as to assist in the assessment of the overall adequacy of the allowance for loan lossesACL associated with these types of loans.
The allowance for loan lossACL is made up of two basic components. The first component of the allowance for loancredit loss is the specific reserve in which the Company sets aside reserves based on the analysis of individual impairedindividually analyzed credits. In establishing specific reserves, the Company analyzes all substandard, doubtful and loss graded loans quarterly and makes judgments about the risk of loss based on the cash flow of the borrower, the value of any collateral and the financial strength of any guarantors. For loans that are considered impairedIf the loan is individually analyzed and cash flow dependent, then a specific reserve is established for the balance is over $250,000, First Federal either computesdiscount on the net present value of expected future cash flows discounted atflows. If the original loan’s effective interest rate or it may measure impairment based on the fair value of the collateral. For those loans measured for impairment utilizing the present value of future cash flows method, any discountloan is carried as a specific reserve in the allowance for loanindividually analyzed and lease losses. For those loans measured for impairment utilizing the fair value of the collateral dependent, then any shortfall is usually charged-off. For loans that are considered impaired and the balance is under $250,000 a specific reserve is carried in the allowance for loan and lease losses based on a general reserve analysis.charged off. The Company also considers the impacts of any Small Business AssociationAdministration (“SBA”) or Farm Service Agency (“FSA”) guarantees. The specific reserve portion of the ACL was $595,000$4,274,000 at December 31, 2018,2020, and $758,000$422,000 at December 31, 2017.
2019.
The second component is a general reserve, which is used to record loancredit loss reserves for groups of homogenous loans in which the Company estimates the potential losses incurredover the contractual lifetime of the loan adjusted for prepayment tendencies. In addition, the future economic environment is incorporated in projections with loss expectations to revert to the portfolio based on quantitativelong-run historical mean after such time as management can no longer make or obtain a reasonable and qualitative factors.supportable forecast. For purposes of the general reserve analysis, the six loan portfolio is stratifiedsegments are further segregated into nine13 different loan pools based on loan type to allocate historic the ACL. Residential real estate is further segregated into owner occupied and nonowner occupied for ACL. Commercial real estate is split into owner occupied, nonowner occupied, multifamily, agriculture land and other commercial real estate. Commercial credits are comprised of commercial working capital, agriculture production and other commercial credits. The Company utilizes three different methodologies to analyze loan pools.
Discounted cash flows (“DCF”) was selected as the appropriate method for loan segments with longer average lives and regular payment structures. This method is applied to a majority of the Company’s real estate loans. DCF generates cash flow projections at the instrument level where payment expectations are adjusted for prepayment and curtailment to produce an expected cash flow stream. This expected cash flow stream is compared to the net present value of expected cash flows to establish a valuation account for these loans.
The probability of default/loss experience. given default (“PD/LGD”) methodology was selected as most appropriate for loan segments with average lives of three years or less and/or irregular payment structures. This methodology was used for home equity and commercial portfolios. A loan is considered to default if one of the following is detected:
• | Becomes 90 days or more past due; |
• | Is placed on nonaccrual; |
• | Is marked as a TDR; or |
• | Is partially or wholly charged-off. |
The loss experience factordefault rate is thenmeasured on the current life of the loan segment using a weighted average of the four most recent quarters. PD/LGD is determined on a dollar-ratio basis, measuring the ratio of net charged off principal to defaulted principal.
The consumer portfolio contains loans with many different payment structures, payment streams and collateral. The remaining life method was deemed most appropriate for these loans. The weighted average remaining life uses an annual charge-off rate over several vintages to estimate credit losses. The average annual charge-off rate is applied to the non-impaired loan portfolio.contractual term adjusted for prepayments.
Additionally, CECL requires a reasonable and supportable forecast when establishing the ACL. The Company utilizes loss migration measurement for each loan portfolio segment with differentiation between loan risk grades in calculating the general reserve component for non-impaired loans. Beginning December 31, 2016, theestimates losses over an approximate one-year forecast period using Moody’s baseline economic forecasts, and then reverts to longer term historical loss calculation was changed from usingexperience over a an average of four (4) four-year loss migration periods to using an average of all four-year loss migration periods to the present beginning with data from the second quarter 2011. Management believes this enhancement is consistent with the rationale of the previous measurement but provides a more precise calculation of historical losses by incorporating more data points for the average loss ratio and including periods that provide a more complete coverage of the full business cycle. Management believes that capturing the risk grade changes and cumulative losses over the life cycle of a loan more accurately depicts management’s estimate of historical losses as well as being more reflective of the ongoing risks in the loan portfolio.
three-year period.
The quantitative general allowance remained steady at $5.9increased to $29.2 million at December 31, 2018,2020, up from $6.0$6.6 million at December 31, 2017,2019, due to relatively small changes in the historical loss rates fromimpact of the migration analysis.
Merger, including the larger loan portfolio, as well as the adoption of CECL and the impact of the economic downturn as a result of the COVID-19 pandemic. .
In addition to the quantitative analysis, a qualitative analysis is performed each quarter to provide additional general reserves on the non-impaired loan portfolioportfolios not individually analyzed for various factors. The overall qualitative factors are based on nine sub-factors. The nine sub-factors have been aggregated into three qualitative factors: economic, environment and risk.
ECONOMIC
ECONOMIC
1) | Changes in international, national and local economic business conditions and developments, including the condition of various market segments. |
2) | Changes in the value of underlying collateral for collateral dependent loans. |
ENVIRONMENT
ENVIRONMENT
3) | Changes in the nature and volume in the loan portfolio. |
4) | The existence and effect of any concentrations of credit and changes in the level of such concentrations. |
5) | Changes in lending policies and procedures, including underwriting standards and collection, charge-off and recovery practices. |
6) | Changes in the quality and breadth of the loan review process. |
7) | Changes in the experience, ability and depth of lending management and staff. |
RISK
8) | Changes in the trends of the volume and severity of delinquent and classified loans, and changes in the volume of non-accrual loans, |
9) | Changes in the political and regulatory environment. |
The qualitative analysis at December 31, 2018, indicated a general reserve of $21.8 million compared with $20.0$48.8 million at December 31, 2017, an2020, compared to $24.2 million at December 31, 2019. The increase was mainly due to the Merger, which increased the pool of $1.8 million.loans to which the qualitative reserves are applied, as well as changes in the economy as a result of the COVID-19 pandemic. Management reviewsreviewed the overall economic, environmental and risk factors quarterly and determinesdetermined that it was appropriate to make adjustments to these sub-factors based on that review.
The economic factors for all loan segments decreasedincreased in 20182020, primarily due to strengthening trendsa recession in the U.S.national economy, particularlyan increase in local unemployment rates, which decreasedlevels and uncertainty in all markets.global economic conditions.
The environmental factors increased in 2018 for all loan segments. This is principallysegments decreased in 2020, mainly dueto an increasedecreases in credit concentrations and an increase in the mix of lending in First Federal’s defined metro markets.
a strengthened credit function.
The risk factors for all loan segments decreased in 2018 in most loan segments with the largest decrease being in commercial. This is2020 primarily due to favorable trends in the levelstightening of non-performing loans and classified assets.lending standards.
First Defiance’sThe Company’s general reserve percentages for main loan segments, not otherwise classified, ranged from 0.48%0.87% for construction loans to 1.50%1.74% for home equityother residential real estate loans at December 31, 2020.
Under CECL, when loans are purchased with evidence of more than insignificant deterioration of credit, they are accounted for as purchase credit deteriorated (“PCD”). PCD loans acquired in a transaction are marked to fair value and improvement loans.
a mark on yield is recorded. In addition, an adjustment is made to the ACL for the expected loss through retained earnings on the acquisition date. These loans are assessed on a regular basis and subsequent adjustments to the ACL are recorded on the income statement. On January 31, 2020, the Company acquired PCD loans with a fair value of $79.1 million, a recorded adjustment on yield of $4.1 million and an increase to the ACL of $7.7 million.
As a result of the quantitative and qualitative analysis,analyses, along with the change in specific reserves and the increase in net charge-offs during the year, the Company’s provision for loancredit losses for 2018as of December 31, 2020 was $1.2$43.1 million, which included $25.9 million attributable to the acquisition in the first quarter. This is compared to $2.9 million for 2017.December 31, 2019. The allowance for loan lossesACL was $28.3$82.0 million at December 31, 2018,2020, and $26.7$31.2 million at December 31, 2017, and2019. The ACL represented 1.12% and 1.14%1.49% of loans, net of undisbursed loan funds and deferred fees and costs respectively. The provision was offset by charge-offs of $2.9 millionat December 31, 2020, and recoveries of $3.3 million resulting in an increase to the overall allowance for loan loss of $1.6 million. 1.12% at December 31, 2019. In management’s opinion, the overall allowance for loan lossesACL of $28.3$82.0 million as of December 31, 2018, is adequate.
2020, was adequate to cover anticipated losses over the lifetime of the loan.
Management also assesses the value of OREO as of the end of each accounting period and recognizes write-downs to the value of that real estate in the income statement if conditions dictate. In 2018, First Defiance recorded OREODuring the year ended December 31, 2020, there were no write-downs that totaled $552,000. These amounts were included in other noninterest expense.of real estate held for sale. Management believes that the values recorded at December 31, 2018,2020, for OREO and repossessed assets represent the realizable value of such assets.
Total classified loans decreased from $59.4increased to $90.4 million at December 31, 20172020, compared to $50.8$34.6 million at December 31, 2018, a reduction2019, an increase of $8.6$55.8 million, primarily due to payoffs and an upgrade of a large classified relationship during 2018.the Merger.
First Defiance’sThe Company’s ratio of allowance for loan lossesACL to non-performing loans was 149.0%158.8% at December 31, 2018,2020, compared with 86.9%to 232.5% at December 31, 2017.2019. Management monitors collateral values of all loans included on the watch list that are collateral dependent and believes that allowances for thosesuch loans at December 31, 2018,2020, were appropriate. Of the $51.7 million in non-accrual loans at December 31, 2020, $24.7 million or 47.8% are appropriate.
less than 90 days past due.
At December 31, 2018, First Defiance2020, the Company had total non-performing assets of $20.2$52.0 million, compared to $32.2$13.6 million at December 31, 2017.2019, primarily due to the Merger. Non-performing assets include loans that are 90 days past due,on non-accrual, OREO and other assets held for sale.
The decrease in non-performing assets between OREO balance was $343,000 and $100,000 as of December 31, 2018,2020 and December 31, 2017, is primarily in commercial loans and commercial real estate loans. The balance of commercial non-performing loans was $4.3 million lower at December 31, 2018, compared to December 31, 2017. The balance of commercial real estate loans was $7.9 million lower at December 31, 2018, compared to December 31, 2017.
2019, respectively.
Non-performing loans in the 1-4 family residential, commercial real estate and commercial loan categories represent 1.13%, 0.74% and 0.88% of the total loans in those categories respectively at December 31, 2018, compared to 1.10%, 1.47% and 1.68% respectively for the same categories at December 31, 2017. Management believes that the current allowance for loan losses is appropriate and that the provision for loan losses recorded in 2018 is consistent with both charge-off experience and the risk inherent in the overall credits in the portfolio.
First Federal’s Asset Review Committee meets monthly to review the status of work-out strategies for all criticized relationships, which include all non-accrual loans. Based on such factors as anticipated collateral values in liquidation scenarios, cash flow projections, assessment of net worth of guarantors and all other factors which may mitigate risk of loss, the Asset Review Committee makes recommendations regarding proposed charge-offs which are approved by the Loan Loss Reserve Committee.
The net charge-offs and non-accrualnon-accrual loan balances as a percentage of total are presented in the table below at December 31, 20182020 and 2017.2019.
Table 1 – Net Charge-offs and Non-accruals by Loan Type
|
| For the Twelve Months Ended |
|
| As of December 31, |
| ||||||||||
|
| December 31, 2020 |
|
| 2020 |
| ||||||||||
|
| Net |
|
| % of Total Net |
|
|
|
|
|
|
|
|
| ||
|
| Charge-offs |
|
| Charge-offs |
|
| Non-accrual |
|
| % of Total Non- |
| ||||
|
| (Recoveries) |
|
| (Recoveries) |
|
| Loans |
|
| Accrual Loans |
| ||||
|
| (In Thousands) |
|
| (In Thousands) |
| ||||||||||
Residential real estate |
| $ | (39 | ) |
|
| -1.65 | % |
| $ | 11,043 |
|
|
| 21.00 | % |
Commercial real estate |
|
| (1,287 | ) |
|
| -54.30 | % |
|
| 12,058 |
|
|
| 23.00 | % |
Construction |
|
| 1 |
|
|
| 0.04 | % |
|
| 806 |
|
|
| 2.00 | % |
Commercial |
|
| (1,163 | ) |
|
| -49.07 | % |
|
| 1,355 |
|
|
| 3.00 | % |
Home equity and improvement |
|
| (98 | ) |
|
| -4.14 | % |
|
| 1,869 |
|
|
| 4.00 | % |
Consumer finance |
|
| 104 |
|
|
| 4.39 | % |
|
| 1,586 |
|
|
| 3.00 | % |
PCD |
|
| 4,852 |
|
|
| 204.73 | % |
|
| 22,965 |
|
|
| 44.00 | % |
Total |
| $ | 2,370 |
|
|
| 100.00 | % |
| $ | 51,682 |
|
|
| 100.00 | % |
For the Twelve Months Ended December 31, 2018 | As of December 31, 2018 | |||||||||||||||
Net | % of Total Net | |||||||||||||||
Charge-offs | Charge-offs | Non-accrual | % of Total Non- | |||||||||||||
(Recoveries) | (Recoveries) | Loans | Accrual Loans | |||||||||||||
(In Thousands) | (In Thousands) | |||||||||||||||
Residential | $ | 130 | 27.54 | % | $ | 3,640 | 19.14 | % | ||||||||
Construction | - | 0.00 | % | - | 0.00 | % | ||||||||||
Commercial real estate | 610 | 129.24 | % | 10,357 | 54.47 | % | ||||||||||
Commercial | (1,497 | ) | (317.16 | )% | 4,500 | 23.66 | % | |||||||||
Consumer finance | 207 | 43.85 | % | 126 | 0.66 | % | ||||||||||
Home equity and improvement | 78 | 16.53 | % | 393 | 2.07 | % | ||||||||||
Total | $ | (472 | ) | 100.00 | % | $ | 19,016 | 100.00 | % |
|
| For the Twelve Months Ended |
|
| As of December 31, |
| ||||||||||||||||||||||||||
For the Twelve Months Ended December 31, 2017 | As of December 31, 2017 |
| 2019 |
|
| 2019 |
| |||||||||||||||||||||||||
Net | % of Total Net |
| Net |
|
| % of Total Net |
|
|
|
|
|
|
|
|
| |||||||||||||||||
Charge-offs | Charge-offs | Non-accrual | % of Total Non- |
| Charge-offs |
|
| Charge-offs |
|
| Non-accrual |
|
| % of Total Non- |
| |||||||||||||||||
(Recoveries) | (Recoveries) | Loans | Accrual Loans |
| (Recoveries) |
|
| (Recoveries) |
|
| Loans |
|
| Accrual Loans |
| |||||||||||||||||
(In Thousands) | (In Thousands) |
| (In Thousands) |
|
| (In Thousands) |
| |||||||||||||||||||||||||
Residential | $ | 164 | 7.63 | % | $ | 3,037 | 9.89 | % |
| $ | 322 |
|
|
| 4600.00 | % |
| $ | 2,411 |
|
|
| 18.00 | % | ||||||||
Construction | - | 0.00 | % | - | 0.00 | % |
|
| — |
|
|
| 0.00 | % |
|
| — |
|
|
| 0.00 | % | ||||||||||
Commercial real estate | (260 | ) | (12.09 | )% | 18,219 | 59.32 | % |
|
| (497 | ) |
|
| -7100.00 | % |
|
| 7,609 |
|
|
| 57.00 | % | |||||||||
Commercial | 2,058 | 95.77 | % | 8,841 | 28.78 | % |
|
| (114 | ) |
|
| (1,628.57 | )% |
|
| 2,961 |
|
|
| 22.00 | % | ||||||||||
Consumer finance | 54 | 2.46 | % | 28 | 0.09 | % |
|
| 221 |
|
|
| 3157.14 | % |
|
| 7 |
|
|
| 0.00 | % | ||||||||||
Home equity and improvement | 134 | 6.23 | % | 590 | 1.92 | % |
|
| 61 |
|
|
| 871.43 | % |
|
| 449 |
|
|
| 3.00 | % | ||||||||||
Total | $ | 2,150 | 100.00 | % | $ | 30,715 | 100.00 | % |
| $ | (7 | ) |
|
| 100.00 | % |
| $ | 13,437 |
|
|
| 100.00 | % |
The following table sets forth information concerning the allocation of First Defiance’sPremier’s allowance for loancredit losses by loan categories at December 31, 20182020 and 2017.2019.
Table 2 – Allowance for Loan Loss Allocation by Loan Category
December 31, 2018 | December 31, 2017 | |||||||||||||||
Percent of | Percent of | |||||||||||||||
total loans | total loans | |||||||||||||||
Amount | by category | Amount | by category | |||||||||||||
(Dollars in Thousands) | ||||||||||||||||
1-4 family residential | $ | 2,881 | 12.1 | % | $ | 2,532 | 11.1 | % | ||||||||
Multi-family residential real estate | 3,101 | 10.4 | 2,702 | 10.1 | ||||||||||||
Commercial real estate | 12,041 | 42.3 | 10,354 | 40.0 | ||||||||||||
Construction | 682 | 10.0 | 647 | 10.8 | ||||||||||||
Commercial loans | 7,281 | 19.1 | 7,965 | 21.3 | ||||||||||||
Home equity and improvement loans | 2,026 | 4.8 | 2,255 | 5.5 | ||||||||||||
Consumer loans | 319 | 1.3 | 228 | 1.2 | ||||||||||||
$ | 28,331 | 100.0 | % | $ | 26,683 | 100.0 | % |
|
| December 31, 2020 |
|
| December 31, 2019 |
| ||||||||||
|
|
|
|
|
| Percent of |
|
|
|
|
|
| Percent of |
| ||
|
|
|
|
|
| total loans |
|
|
|
|
|
| total loans |
| ||
|
| Amount |
|
| by category |
|
| Amount |
|
| by category |
| ||||
|
| (Dollars in Thousands) |
| |||||||||||||
Residential real estate |
| $ | 17,534 |
|
|
| 20.5 | % |
| $ | 2,867 |
|
|
| 11.3 | % |
Commercial real estate |
|
| 43,417 |
|
|
| 40.8 | % |
|
| 16,302 |
|
|
| 52.4 | % |
Construction |
|
| 2,741 |
|
|
| 11.4 | % |
|
| 996 |
|
|
| 10.6 | % |
Commercial loans |
|
| 11,665 |
|
|
| 20.6 | % |
|
| 9,003 |
|
|
| 20.1 | % |
Home equity and improvement loans |
|
| 4,739 |
|
|
| 4.7 | % |
|
| 1,700 |
|
|
| 4.3 | % |
Consumer loans |
|
| 1,983 |
|
|
| 2.1 | % |
|
| 375 |
|
|
| 1.3 | % |
|
| $ | 82,079 |
|
|
| 100.0 | % |
| $ | 31,243 |
|
|
| 100.0 | % |
Loans Acquired with Impairment
The Company hasUnder ASU Topic 326, when loans are purchased loans, for which there was, at acquisition,with evidence of more than insignificant deterioration of credit, quality since originationthey are accounted for as PCD. PCD loans acquired in a transaction are marked to fair value and it was probable, ata mark on yield is recorded. In addition, an adjustment is made to the ACL for the expected loss on the acquisition that all contractually required payments would not be collected.
As of December 31, 2018,date. These loans are assessed on a regular basis and subsequent adjustments to the total contractual receivable for those loans was $2.5 million andACL are recorded on the recorded value was $2.3 million.income statement.
High Loan-to-Value Mortgage Loans
The majority of First Defiance’sPremier’s mortgage loans are collateralized by one-to-four-family residential real estate, have loan-to-value ratios of 80% or less, and are made to borrowers in good credit standing. First FederalThe Bank usually requires residential mortgage loan borrowers whose loan-to-value is greater than 80% to purchase private mortgage insurance (“PMI”). Management also periodically reviews and monitors the financial viability of its PMI providers.
First FederalThe Bank originates and retains a limited number of residential mortgage loans with loan-to-value ratios that exceed 80% where PMI is not required if the borrower possesses other demonstrable strengths. The loan-to-value ratios on these loans are generally limited to 85% and exceptions must be approved by First Federal’sthe Bank’s Chief Credit Officer. Management monitors the balance of one-to-four family residential loans, including home equity loans and committed lines of credit that exceed certain loan to value standards (90% for owner occupied residences, 85% for non-owner occupied residences and one-to-four family construction loans, 75% for developed land and 65% for raw land). Total loans that exceed those standards described above at December 31, 2018, totaled $53.0 million, compared to $50.8 million at December 31, 2017. These loans are generally paying as agreed.
First DefiancePremier does not make interest-only, first-mortgage residential loans, nor does it have residential mortgage loan products or other consumer products that allow negative amortization.
Goodwill and Intangible Assets
Goodwill was $98.6$317.9 million at December 31, 2018,2020, and $100.1 million at December 31, 2017.2019 an increase of $217.8 million that is primarily attributable to the Merger. Core deposit intangibles and other intangible assets decreasedincreased to $4.4$30.3 million at December 31, 2018,2020, compared to $5.7$3.8 million at December 31, 2017.2019. During 2018,2020, changes to the core deposit intangibles and other intangibles resulted directly from the Merger and were due topartially offset by the recognition of $1.3$6.4 million of amortization expense.amortization. No impairment of goodwill was recorded in 20182020 or 2017.
2019.
Deposits
Total deposits at December 31, 2018,2020, were $2.62$6.05 billion compared to $2.44$2.87 billion at December 31, 2017,2019, an increase of $183.2 million$3.2 billion, or 7.5%.110.7%, which includes $2.08 billion from the Merger. Noninterest-bearing checking accounts grew by $35.8$966.9 million, interest-bearing checking accounts and money markets grew by $35.0 million,$1.4 billion, savings decreasedincreased by $9.2$397.3 million and retail certificates of deposit grew by $121.6$383.6 million. Management can utilize the national market for certificates of deposit to supplement its funding needs if necessary. For more details on the deposit balances in general see Note 11 – Deposits to the Consolidated Financial Statements.
Borrowings
Premier did not have any FHLB advances totaled $85.2 million at December 31, 2018, compared to $84.3 million at December 31, 2017. The balance at the end of 2018 includes thirteen fixed-rate advances totaling $59.0 million with rates ranging from 1.14% to 2.50%, one amortizing advance of $1.2 million with a rate of 2.14% and one overnight advance of $25.0 million with a rate of 2.45%.
At December 31, 2018, First Defiance also had $5.7 million ofor securities that were sold with agreements to repurchase at December 31, 2020, compared to $26.0$85.2 million and $3.0 million, respectively at December 31, 2019. The increase in deposits allowed the Bank to pay down all outstanding advances in 2020.
Subordinated Debentures
Subordinated debentures were $84.9 million at December 31, 2017.
2020, an increase of $48.8 million from the December 31 2019 balance of $36.1 million. In 2020, the Company issued $50.0 million aggregate principal amount fixed-to-floating rate subordinated notes due in 2030 in a private offering exempt from the registration requirements under the Securities Act of 1933, as amended. These notes carry a fixed rate of 4.00% for five years then a floating rate equal to the three-month SOFR rate plus 388.5 basis points. The Company may, at its option, redeem the notes, in whole or part, from time to time, subject to certain conditions, beginning on September 30, 2025. The net proceeds of the sale were approximately $48.8 million, after deducting the estimated offering expenses.
Equity
Total stockholders’ equity increased $26.3$556.1 million to $399.6$982.3 million at December 31, 2018,2020, compared to $373.3$426.2 million at December 31, 2017. 2019. The increase in stockholders’ equity was the result of the $527.3 million in stock issued for the Merger and recording net income of $46.2 million.$63.1 million along with an increase in Other Comprehensive Income. This was partially offset by the payment of $13.0$32.9 million of common stock dividends and the repurchase of 231,160435,000 shares of common stock totaling $6.3 million and other comprehensive loss of $2.4$10.2 million.
Results of Operations
Summary
First DefiancePremier reported net income of $46.2$63.1 million for the year ended December 31, 2018,2020, compared to $32.3$49.4 million and $28.8$46.2 million for the years ended December 31, 20172019 and 2016,2018, respectively. On a diluted per common share basis, First DefiancePremier earned $1.75 in 2020, $2.48 in 2019 and $2.26 in 2018, $1.612018. The results for 2020 include eleven months of income and expenses from UCFC compared to none in 20172019 as well as $1.01 in Merger-related expense and $1.60 in 2016.additional provision cost as a result of the Merger and the adoption of CECL.
Net Interest Income
First Defiance’sPremier’s net interest income is determined by its interest rate spread (i.e., the difference between the yields on its interest-earning assets and the rates paid on its interest-bearing liabilities) and the relative amounts of average interest-earning assets and interest-bearing liabilities.
Net interest income was $108.3$208.0 million for the year ended December 31, 2018,2020, compared to $96.7$115.6 million and $78.9$108.3 million for the years ended December 31, 20172019 and 2016,2018, respectively. The tax-equivalent net interest margin was 3.98%3.52%, 3.88%3.93% and 3.74%3.98% for the years ended December 31, 2018, 20172020, 2019 and 2016,2018, respectively. The margin increased 10decreased 41 basis points between 20172020 and 2018. The increase in margin in 2018 was2019 primarily due to the increasedrop in interesttreasury rates asalong with the declines in the federal rate hikes impactedfunds rates impacting asset yields more favorablynegatively than deposit costs as well as the mix of our noninterest-bearing balances.costs. Interest-earning asset yields increased 26decreased 75 basis points (to 4.59%4.03% in 20182020 from 4.33%4.78% in 2017) and2019) but the cost of interest- bearing liabilities between the two periods increased 21only decreased 44 basis points (to 0.80%0.70% in 20182020 from 0.59%1.14% in 2017)2019).
Total interest income increased by $16.6$96.9 million, or 15.4%68.7%, to $237.9 million for the year ended December 31, 2020, from $141.1 million for the year ended December 31, 2019. This increase was primarily due to loans acquired in the Merger and the impact of acquisition marks and related accretion. Interest income from loans increased to $225.1 million for 2020 compared to $130.9 million in 2019, which represents an increase of 72.0%. The average balance of loans receivable increased $2.6 billion to $5.2 billion at December 31, 2020, up from $2.6 billion at December 31, 2019.
During the same period, the average balance of investment securities increased to $544.6 million in 2020 from $294.0 million for the year ended December 31, 2019, primarily as a result of the Merger. Interest income from investment securities increased to $11.5 million in 2020 compared to $8.2 million in 2019.
Interest expense increased by $4.5 million to $29.9 million in 2020 compared to $25.4 million 2019. This increase was mainly due to a $2.1 billion increase in the average balance of interest-bearing liabilities offset by a 44 basis point decrease in the average cost of interest-bearing liabilities in 2020. The average balance of interest-bearing deposits increased $1.9 billion to $4.1 billion at December 31, 2020, up from $2.1 billion at December 31, 2019. Interest expense related to interest-bearing deposits was $26.9 million in 2020 compared to $22.6 million in 2019.
Interest expense on FHLB advances and other interest-bearing funding sources was $1.7 million and $32,000 respectively, in 2020 and $1.4 million and $25,000, respectively in 2019. The increase in FHLB advance expense was due to the Merger. Interest expense recognized by the Company related to subordinated debentures was $1.3 million in 2020 and $1.4 million in 2019.
Total interest income increased by $16.4 million, or 13.1%, to $141.1 million for the year ended December 31, 2019, from $124.7 million for the year ended December 31, 2018, from $108.1 million for the year ended December 31, 2017.2018. This isincrease was primarily due to solid loan growth, the increase in interest ratesasset yields and a more profitable earning asset mix. Interest income from loans increased to $130.9 million for 2019 compared to $114.4 million forin 2018, compared to $99.5 million in 2017, which represents an increase of 14.9%14.4%. The average balance of loans receivable increased $184.3$214.9 million to $2.6 billion at December 31, 2019, from $2.4 billion at December 31, 2018, from $2.2 billion at December 31, 2017.
2018.
During the same period, the average balance of investment securities increased to $280.0$294.0 million in 20182019 from $258.8$280.0 million for the year ended December 31, 2017.2018. Interest income from investment securities increased to $8.2 million in 2019 compared to $8.1 million in 2018 compared to $6.9 million in 2017, which represents an increase of 17.1%.2018. The overall duration of investments increaseddecreased to 2.75 years at December 31, 2019, from 4.29 years at December 31, 2018, from 3.40 years at December 31, 2017.
2018.
Interest expense increased by $5.0$9.0 million in 20182019 compared to 2017,2018, to $16.5$25.4 million from $11.4$16.5 million. This increase was mainly due to a 2134 basis point increase in the average cost of interest-bearing liabilities in 20182019 and a $127.5$171.9 million increase in the average balance of interest-bearing liabilities. The average balance of interest-bearing deposits increased $175.3$177.3 million to $2.12 billion at December 31, 2019, from $1.95 billion at December 31, 2018, from $1.77 billion at December 31, 2017.2018. Interest expense related to interest-bearing deposits was $22.6 million in 2019 compared to $13.9 million in 2018 compared to $8.8 million in 2017.
2018.
Interest expenses on FHLB advances and other interest-bearing funding sources were $1.4 million and $25,000 respectively, in 2019 and $1.3 million and $23,000, respectively, in 2018 and $1.5 million and $208,000 respectively in 2017.2018. The decreaseincrease in FHLB advance expense was due to advances that matured in 2019 being replaced with advances with a $28.7 million decreasehigher interest rate than in the average balance of FHLB advances to $73.4 million at December 31, 2018, compared to $102.2 million at December 31, 2017. The decrease in average balances of FHLB advances offset an increase in the rate paid on FHLB advances as it increased to 1.72% at December 31, 2018, from 1.44% at December 31, 2017.2018. Interest expense recognized by the Company related to subordinated debentures was $1.4 million in 2019 and $1.3 million in 2018 and $935,000 in 2017 due to rising rates.
Total interest income increased by $20.7 million or 23.7% to $108.1 million for the year ended December 31, 2017, from $87.4 million for the year ended December 31, 2016. This is primarily due to continued loan growth, the CSB acquisition, the increase in interest rates and a more profitable earning asset mix. Interest income from loans increased to $99.5 million for 2017 compared to $80.2 million in 2016, which represents an increase of 24.1%. The average balance of loans receivable increased $345.2 million to $2.2 billion at December 31, 2017, from $1.9 billion at December 31, 2016, due primarily to the CSB acquisition.
During the same period, the average balance of investment securities increased to $258.8 million in 2017 from $233.4 million for the year ended December 31, 2016. Interest income from investment securities increased to $6.9 million in 2017 compared to $6.2 million in 2016, which represents an increase of 11.1%. The overall duration of investments increased to 3.40 years at December 31, 2017, from 3.38 years at December 31, 2016.
Interest expense increased by $3.0 million in 2017 compared to 2016, to $11.4 million from $8.4 million. This increase was mainly due to a seven basis point increase in the average cost of interest-bearing liabilities in 2017 and a $297.3 million increase in the average balance of interest-bearing liabilities. The average balance of interest-bearing deposits increased $305.9 million to $1.77 billion at December 31, 2017, from $1.46 billion at December 31, 2016, primarily due to the CSB acquisition. Interest expense related to interest-bearing deposits was $8.8 million in 2017 compared to $6.3 million in 2016.
Interest expenses on FHLB advances and other interest-bearing funding sources were $1.5 million and $208,000 respectively, in 2017 and $1.3 million and $138,000 respectively in 2016. The increase in FHLB advance expense was primarily due to rising interest rates and a $16.3 million increase in the average balance of FHLB advances to $102.2 million at December 31, 2017, compared to $85.9 million at December 31, 2016. Interest expense recognized by the Company related to subordinated debentures was $935,000 in 2017 and $753,000 in 2016 due to rising rates.
2018.
The following table shows an analysis of net interest margin on a tax equivalent basis for the years ended December 31, 2018, 20172020, 2019 and 2016:2018:
Table 3 – Net Interest Margin
|
| Year Ended December 31 |
| |||||||||||||||||||||||||||||||||
|
| (Dollars In Thousands) |
| |||||||||||||||||||||||||||||||||
|
| 2020 |
|
| 2019 |
|
| 2018 |
| |||||||||||||||||||||||||||
|
| Average Balance |
|
| Interest(1) |
|
| Yield/ Rate |
|
| Average Balance |
|
| Interest(1) |
|
| Yield/ Rate |
|
| Average Balance |
|
| Interest(1) |
|
| Yield/ Rate |
| |||||||||
Interest-Earning Assets: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loans receivable (4) |
| $ | 5,224,357 |
|
| $ | 225,179 |
|
|
| 4.31 | % |
| $ | 2,597,864 |
|
| $ | 130,943 |
|
|
| 5.04 | % |
| $ | 2,382,941 |
|
| $ | 114,500 |
|
|
| 4.80 | % |
Securities (5) |
|
| 544,643 |
|
|
| 12,393 |
|
|
| 2.28 | % |
|
| 294,027 |
|
|
| 9,060 |
|
|
| 3.08 | % |
|
| 279,867 |
|
|
| 9,036 |
|
|
| 3.23 | % |
Interest-earning deposits |
|
| 124,011 |
|
|
| 435 |
|
|
| 0.35 | % |
|
| 65,424 |
|
|
| 1,395 |
|
|
| 2.13 | % |
|
| 63,261 |
|
|
| 1,270 |
|
|
| 2.01 | % |
FHLB stock |
|
| 38,954 |
|
|
| 958 |
|
|
| 2.46 | % |
|
| 12,347 |
|
|
| 653 |
|
|
| 5.29 | % |
|
| 15,146 |
|
|
| 915 |
|
|
| 6.04 | % |
Total interest-earning assets |
|
| 5,931,965 |
|
|
| 238,965 |
|
|
| 4.03 | % |
|
| 2,969,662 |
|
|
| 142,051 |
|
|
| 4.78 | % |
|
| 2,741,215 |
|
|
| 125,721 |
|
|
| 4.59 | % |
Noninterest-earning assets |
|
| 660,668 |
|
|
|
|
|
|
|
|
|
|
| 314,118 |
|
|
|
|
|
|
|
|
|
| 307,310 |
|
|
|
|
|
|
|
|
| |
Total Assets |
| $ | 6,592,633 |
|
|
|
|
|
|
|
|
|
| $ | 3,283,780 |
|
|
|
|
|
|
|
|
|
| $ | 3,048,525 |
|
|
|
|
|
|
|
|
|
Interest-Bearing Liabilities: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest-bearing deposits |
| $ | 4,050,958 |
|
| $ | 26,918 |
|
|
| 0.66 | % |
| $ | 2,122,439 |
|
| $ | 22,613 |
|
|
| 1.07 | % |
| $ | 1,945,114 |
|
| $ | 13,897 |
|
|
| 0.71 | % |
FHLB advances |
|
| 187,745 |
|
|
| 1,691 |
|
|
| 0.90 | % |
|
| 73,013 |
|
|
| 1,443 |
|
|
| 1.98 | % |
|
| 73,421 |
|
|
| 1,261 |
|
|
| 1.72 | % |
Subordinated debentures |
|
| 48,471 |
|
|
| 1,300 |
|
|
| 2.68 | % |
|
| 36,083 |
|
|
| 1,354 |
|
|
| 3.75 | % |
|
| 36,083 |
|
|
| 1,281 |
|
|
| 3.55 | % |
Other borrowings |
|
| 6,047 |
|
|
| 32 |
|
|
| 0.53 | % |
|
| 3,924 |
|
|
| 25 |
|
|
| 0.64 | % |
|
| 8,947 |
|
|
| 23 |
|
|
| 0.26 | % |
Total interest-bearing liabilities |
|
| 4,293,221 |
|
|
| 29,941 |
|
|
| 0.70 | % |
|
| 2,235,459 |
|
|
| 25,435 |
|
|
| 1.14 | % |
|
| 2,063,565 |
|
|
| 16,462 |
|
|
| 0.80 | % |
Noninterest-bearing demand deposits |
|
| 1,311,478 |
|
|
| — |
|
|
| — |
|
|
| 594,785 |
|
|
| — |
|
|
| — |
|
| 562,439 |
|
|
| — |
|
|
| — |
| |
Total including non- interest- bearing demand deposits |
|
| 5,604,699 |
|
|
| 29,941 |
|
|
| 0.53 | % |
|
| 2,830,244 |
|
|
| 25,435 |
|
|
| 0.90 | % |
|
| 2,626,004 |
|
|
| 16,462 |
|
|
| 0.63 | % |
Other noninterest liabilities |
|
| 89,842 |
|
|
|
|
|
|
|
|
|
|
| 47,250 |
|
|
|
|
|
|
|
|
|
| 38,216 |
|
|
|
|
|
|
|
|
| |
Total Liabilities |
|
| 5,694,541 |
|
|
|
|
|
|
|
|
|
|
| 2,877,494 |
|
|
|
|
|
|
|
|
|
|
| 2,664,220 |
|
|
|
|
|
|
|
|
|
Stockholders’ equity |
|
| 898,092 |
|
|
|
|
|
|
|
|
|
|
| 406,286 |
|
|
|
|
|
|
|
|
|
|
| 384,305 |
|
|
|
|
|
|
|
|
|
Total liabilities and stockholders’ equity |
| $ | 6,592,633 |
|
|
|
|
|
|
|
|
|
| $ | 3,283,780 |
|
|
|
|
|
|
|
|
|
| $ | 3,048,525 |
|
|
|
|
|
|
|
|
|
Net interest income; interest rate spread (2) |
|
|
|
|
| $ | 209,024 |
|
|
| 3.33 | % |
|
|
|
|
| $ | 116,616 |
|
|
| 3.64 | % |
|
|
|
|
| $ | 109,259 |
|
|
| 3.79 | % |
Net interest margin (3) |
|
|
|
|
|
|
|
|
|
| 3.52 | % |
|
|
|
|
|
|
|
|
|
| 3.93 | % |
|
|
|
|
|
|
|
|
|
| 3.98 | % |
Average interest-earning assets to average interest- bearing liabilities |
|
|
|
|
|
|
|
|
|
| 138.2 | % |
|
|
|
|
|
|
|
|
|
| 132.8 | % |
|
|
|
|
|
|
|
|
|
| 132.8 | % |
Year Ended December 31 | ||||||||||||||||||||||||||||||||||||
(In Thousands) | ||||||||||||||||||||||||||||||||||||
2018 | 2017 | 2016 | ||||||||||||||||||||||||||||||||||
Average Balance | Interest (1) | Yield/ Rate (2) | Average Balance | Interest (1) | Yield/ Rate | Average Balance | Interest (1) | Yield/ Rate | ||||||||||||||||||||||||||||
Interest-Earning Assets: | ||||||||||||||||||||||||||||||||||||
Loans receivable (5) | $ | 2,382,941 | $ | 114,500 | 4.80 | % | $ | 2,198,639 | $ | 99,742 | 4.54 | % | $ | 1,853,419 | $ | 80,423 | 4.34 | % | ||||||||||||||||||
Securities (6) | 279,867 | 9,036 | 3.23 | % | 258,775 | 8,654 | 3.39 | % | 233,407 | 7,871 | 3.48 | % | ||||||||||||||||||||||||
Interest-earning deposits | 63,261 | 1,270 | 2.01 | % | 72,215 | 836 | 1.16 | % | 67,420 | 367 | 0.54 | % | ||||||||||||||||||||||||
FHLB stock | 15,146 | 915 | 6.04 | % | 15,632 | 784 | 5.02 | % | 13,800 | 552 | 4.00 | % | ||||||||||||||||||||||||
Total interest-earning assets | 2,741,215 | 125,721 | 4.59 | % | 2,545,261 | 110,016 | 4.33 | % | 2,168,046 | 89,213 | 4.13 | % | ||||||||||||||||||||||||
Noninterest-earning assets | 307,310 | 306,270 | 229,393 | |||||||||||||||||||||||||||||||||
Total Assets | $ | 3,048,525 | $ | 2,851,531 | $ | 2,397,439 | ||||||||||||||||||||||||||||||
Interest-Bearing Liabilities: | ||||||||||||||||||||||||||||||||||||
Interest-bearing deposits | $ | 1,945,114 | $ | 13,897 | 0.71 | % | $ | 1,769,786 | $ | 8,818 | 0.50 | % | $ | 1,463,890 | $ | 6,261 | 0.43 | % | ||||||||||||||||||
FHLB advances | 73,421 | 1,261 | 1.72 | % | 102,155 | 1,470 | 1.44 | % | 85,856 | 1,288 | 1.50 | % | ||||||||||||||||||||||||
Subordinated debentures | 36,083 | 1,281 | 3.55 | % | 36,156 | 935 | 2.58 | % | 36,141 | 753 | 2.09 | % | ||||||||||||||||||||||||
Other borrowings | 8,947 | 23 | 0.26 | % | 27,929 | 208 | 0.74 | % | 52,826 | 138 | 0.26 | % | ||||||||||||||||||||||||
Total interest-bearing liabilities | 2,063,565 | 16,462 | 0.80 | % | 1,936,026 | 11,431 | 0.59 | % | 1,638,713 | 8,440 | 0.52 | % | ||||||||||||||||||||||||
Noninterest-bearing demand deposits | 562,439 | - | 528,926 | - | 441,731 | - | ||||||||||||||||||||||||||||||
Total including non- interest- bearing demand deposits | 2,626,004 | 16,462 | 0.63 | % | 2,464,952 | 11,431 | 0.46 | % | 2,080,444 | 8,440 | 0.41 | % | ||||||||||||||||||||||||
Other noninterest liabilities | 38,216 | 35,343 | 31,361 | |||||||||||||||||||||||||||||||||
Total Liabilities | 2,664,220 | 2,500,295 | 2,111,805 | |||||||||||||||||||||||||||||||||
Stockholders’ equity | 384,305 | 351,236 | 285,634 | |||||||||||||||||||||||||||||||||
Total liabilities and stockholders’ equity | $ | 3,048,525 | $ | 2,851,531 | $ | 2,397,439 | ||||||||||||||||||||||||||||||
Net interest income; interest rate spread (3) | $ | 109,259 | 3.79 | % | $ | 98,585 | 3.74 | % | $ | 80,773 | 3.61 | % | ||||||||||||||||||||||||
Net interest margin (4) | 3.98 | % | 3.88 | % | 3.74 | % | ||||||||||||||||||||||||||||||
Average interest-earning assets to average interest-bearing liabilities | 132.8 | % | 131.5 | % | 132.3 | % |
(1) | Interest on certain tax exempt loans |
(2) |
Interest rate spread is the difference in the yield on interest-earning assets and the cost of interest-bearing liabilities. |
(3) | Net interest margin is net interest income divided by average interest-earning assets excluding average unrealized gains/losses. See Non-GAAP Financial Measure discussion for further details. |
(4) | For the purpose of the computation for loans, non-accrual loans are included in the average loans outstanding. |
(5) |
|
See Non-GAAP Financial Measure discussion above for further details.
The following table describes the extent to which changes in interest rates and changes in volume of interest-related assets and liabilities have affected First Defiance’sPremier’s tax-equivalent interest income and interest expense during the periods indicated. For each category of interest-earning assets and interest-bearing liabilities, information is provided on changes attributable to (i) changes in volume (change in volume multiplied by prior year rate), (ii) change in rate (change in rate multiplied by prior year volume), and (iii) total change in rate and volume. The combined effect of changes in both rate and volume has been allocated proportionately to the change due to rate and the change due to volume.
Table 4 – Changes in Interest Rates and Volumes (1)
|
| Year Ended December 31 |
| |||||||||||||||||||||
|
| (In Thousands) |
| |||||||||||||||||||||
|
| 2020 vs. 2019 |
|
| 2019 vs. 2018 |
| ||||||||||||||||||
|
| Increase (decrease) due to rate |
|
| Increase (decrease) due to volume |
|
| Total increase (decrease) |
|
| Increase (decrease) due to rate |
|
| Increase (decrease) due to volume |
|
| Total increase (decrease) |
| ||||||
Interest-Earning Assets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loans |
| $ | (21,374 | ) |
| $ | 115,610 |
|
| $ | 94,236 |
|
| $ | 5,788 |
|
| $ | 10,655 |
|
| $ | 16,443 |
|
Securities |
|
| (2,844 | ) |
|
| 6,177 |
|
|
| 3,333 |
|
|
| (422 | ) |
|
| 446 |
|
|
| 24 |
|
Interest-earning deposits |
|
| (1,669 | ) |
|
| 709 |
|
|
| (960 | ) |
|
| 81 |
|
|
| 44 |
|
|
| 125 |
|
FHLB stock |
|
| (499 | ) |
|
| 804 |
|
|
| 305 |
|
|
| (105 | ) |
|
| (157 | ) |
|
| (262 | ) |
Total interest-earning assets |
| $ | (26,386 | ) |
| $ | 123,300 |
|
| $ | 96,914 |
|
| $ | 5,342 |
|
| $ | 10,988 |
|
| $ | 16,330 |
|
Interest-Bearing Liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Deposits |
| $ | (10,774 | ) |
| $ | 15,079 |
|
| $ | 4,305 |
|
| $ | 7,352 |
|
| $ | 1,364 |
|
| $ | 8,716 |
|
FHLB advances |
|
| (1,102 | ) |
|
| 1,351 |
|
|
| 249 |
|
|
| 189 |
|
|
| (7 | ) |
|
| 182 |
|
Subordinated Debentures |
|
| (446 | ) |
|
| 392 |
|
|
| (54 | ) |
|
| 73 |
|
|
| — |
|
|
| 73 |
|
Notes Payable |
|
| (5 | ) |
|
| 12 |
|
|
| 7 |
|
|
| 20 |
|
|
| (18 | ) |
|
| 2 |
|
Total interest- bearing liabilities |
| $ | (12,327 | ) |
| $ | 16,834 |
|
| $ | 4,507 |
|
| $ | 7,634 |
|
| $ | 1,339 |
|
| $ | 8,973 |
|
Increase in net interest income |
|
|
|
|
|
|
|
|
| $ | 92,407 |
|
|
|
|
|
|
|
|
|
| $ | 7,357 |
|
Year Ended December 31 | ||||||||||||||||||||||||
(In Thousands) | ||||||||||||||||||||||||
2018 vs. 2017 | 2017 vs. 2016 | |||||||||||||||||||||||
Increase (decrease) due to rate | Increase (decrease) due to volume | Total increase (decrease) | Increase (decrease) due to rate | Increase (decrease) due to volume | Total increase (decrease) | |||||||||||||||||||
Interest-Earning Assets | ||||||||||||||||||||||||
Loans | $ | 6,107 | $ | 8,651 | $ | 14,758 | $ | 3,792 | $ | 15,527 | $ | 19,319 | ||||||||||||
Securities | (306 | ) | 688 | 382 | (66 | ) | 849 | 783 | ||||||||||||||||
Interest-earning deposits | 549 | (115 | ) | 434 | 441 | 28 | 469 | |||||||||||||||||
FHLB stock | 156 | (25 | ) | 131 | 152 | 80 | 232 | |||||||||||||||||
Total interest-earning assets | $ | 6,506 | $ | 9,199 | $ | 15,705 | $ | 4,319 | $ | 16,484 | $ | 20,803 | ||||||||||||
Interest-Bearing Liabilities | ||||||||||||||||||||||||
Deposits | $ | 4,135 | $ | 944 | $ | 5,079 | $ | 1,128 | $ | 1,429 | $ | 2,557 | ||||||||||||
FHLB advances | 252 | (461 | ) | (209 | ) | (54 | ) | 236 | 182 | |||||||||||||||
Subordinated Debentures | 348 | (2 | ) | 346 | 182 | - | 182 | |||||||||||||||||
Notes Payable | (91 | ) | (94 | ) | (185 | ) | 159 | (89 | ) | 70 | ||||||||||||||
Total interest- bearing liabilities | $ | 4,644 | $ | 387 | $ | 5,031 | $ | 1,415 | $ | 1,576 | $ | 2,991 | ||||||||||||
Increase in net interest income | $ | 10,674 | $ | 17,812 |
(1) | The change in interest rates due to both rate and volume has been allocated between the factors in proportion to the relationship of the absolute dollar amounts of the change in each. |
Provision for Loan Lossescredit losses– First Defiance’s Premier’s provision for loancredit losses was $1.2$43.1 million for the year ended December 31, 2018,2020, compared to $2.9 million for December 31, 2017,2019, and $283,000$1.2 million for December 31, 2016.
2018. The increase in provision for 2020 includes $25.9 million related to acquisition accounting under CECL for the Merger. The remaining increase is generally due to the larger loan portfolio post-Merger and the impact of the COVID-19 pandemic.
Provisions for loancredit losses are charged to earnings to bring the total allowance for loancredit losses to a level deemed appropriate by management to absorb probableanticipated losses incurred inover the loan portfolio.life of the loan. Factors considered by management include identifiable risk in the portfolios, historical experience, the volume and type of lending conducted by First Defiance,Premier, the amount of non-performing loans, (including loans which meet the FASB ASC Topic 310 definition of impaired), the amount of loans graded by management as substandard, doubtful, or loss, general economic conditions (particularly as they relate to First Defiance’sPremier’s market areas) and other factors related to the collectability of First Defiance’sPremier’s loan portfolio. See also Allowance for LoanCredit Losses in this Management’s Discussion and Analysis and Note 7 to the Consolidated Financial Statements.
Noninterest Income–Noninterest income decreasedincreased by $873,000$35.7 million, or (2.2%)79.5%, in 20182020 to $39.2$80.7 million up from $40.1$45.0 million for the year ended December 31, 2017. That followed an2019. The increase is primarily due to the Merger with 11 months of $6.1combined operations in 2020 compared to none in 2019. Noninterest income decreased by $873 million, or 17.8%2.2%, in 2017 from $34.02019 compared to the $40.1 million recognized in 2016.
2018.
Service fees and other charges increased to $13.1$21.4 million for the year ended December 31, 2018,2020, from $12.1$14.0 million for 2017 and increased from $10.9 million for 2016.2019. The increase in service fees and other charges in 2018 and 2017 from 20162019 is primarily due to increased number of deposit accounts and the CSB acquisition in 2017.
Merger.
First Federal’s overdraft privilege program generally provides for the automatic payment of modest overdraft limits on all accounts deemed to be in good standing when the account is accessed using paper-based check processing, a teller withdrawal, a point-of-sale terminal, an automated clearing house (“ACH”) transaction, an online banking or voice-response transfer, or an automated teller machine (“ATM”). To be in good standing, an account must be brought to a positive balance within a 30-day period and have not excessively used the overdraft privilege program. Overdraft limits are established for all customers without discrimination using a risk assessment approach for each account classification. The approach includes a systematic review and evaluation of the normal deposit flows made to each account classification to establish reasonable and prudent negative balance limits that would be routinely repaid by normal, expected and reoccurring deposits. The risk assessment by portfolio approach assumes a minimal degree of undetermined credit risk associated with unidentified individual accounts that are overdrawn for 30 or more days. Consumer accounts overdrawn for more than 60 days are automatically charged off. Fees are charged as a one-time fee per occurrence, up to five charges per day, and the fee charged for an item that is paid is equal to the fee charged for a non-sufficient fund item that is returned.
Overdrawn balances, net of allowance for losses, are reflected as loans on First Defiance’s balance sheet. The fees charged for this service are established based both on the return of processing costs plus a profit, and on the level of fees charged by competitors in the Company’s market area for similar services. These fees are considered to be compensation for providing a service to the customer and therefore deemed to be noninterest income rather than interest income. Fee income recorded for the years ending December 31, 2018 and 2017, related to the overdraft privilege product, net of adjustments to the allowance for uncollectible overdrafts, were both $2.8 million, respectively. Accounts charged-off are included in noninterest expense. The allowance for uncollectible overdrafts was $34,000 at December 31, 2018, and $24,000 at December 31, 2017.
Noninterest income also includes gains, losses and impairment on investment securities. In 2018, First Defiance2019, Premier realized a $173,000$1.6 million gain on sale of securities. In 2017, a $584,000 gain was recognizedsecurities compared to a $509,000$24,000 gain in 2016.
2019 and a gain of $173,000 for 2018.
Mortgage banking income includes gains from the sale of mortgage loans, fees for servicing mortgage loans for others, an offset for amortization of mortgage servicing rights, and adjustments for impairment in the value of mortgage servicing rights. Mortgage banking income totaled $7.1$28.2 million, $9.5 million and $7.0 million in 2020, 2019 and $7.3 million in 2018, 2017 and 2016, respectively. The $73,000$18.7 million increase in 20182020 from 2017 is2019 was primarily attributable to an increase in the gain on sale of loans of $20.5 million and a decrease$3.5 million increase in mortgage servicing revenue offset by an increase of $123,000$5.7 million in mortgage servicing rights amortization expense along with a $70,000 increase in servicing revenue and a $42,000 positive$7.7 million negative change in the valuation adjustments on mortgage servicing rights. This was partially offset by a $162,000 decrease in the gain on sale of loans. First DefiancePremier originated $205.9 million ofmore residential mortgages for sale into the secondary market in 20182020 compared with $213.5 million2019 as a result of the Merger and due to increased refinance activity as long term interest rates fell in 2017.2020. The balance of the mortgage servicing right valuation allowance was $300,000$8.0 million at the end of 2018.
2020.
The $266,000 decrease$2.4 million increase in 20172019 from 20162018 is primarily attributable to a $647,000 decreasean increase in the gain on sale of loans along withof $3.2 million offset by an increase of $468,000 in mortgage servicing rights amortization expense and a $33,000$366,000 negative change in the valuation adjustments on mortgage servicing rights. These were partially offset by a decrease of $260,000 in mortgage servicing rights amortization expense along with a $154,000 increase in servicing revenue. First DefiancePremier originated $213.5 million ofmore residential mortgages for sale into the secondary market in 20172019 compared with $263.7 million2018 as long term interest rates fell resulting in 2016.more refinance activity. The balance of the mortgage servicing right valuation allowance was $432,000$534,000 at the end of 2017. See Note 8 to the Consolidated Financial Statements.
2019.
Gains on the sale of non-mortgage loans, which include SBA and FSA loans, totaled $324,000 in 2020 compared to $226,000 in 2019 and $317,000 in 2018 compared to $217,0002018. Fluctuations in 2017 and $753,000 in 2016. Thethe volume of eligible SBA loans decreasedwere the reasons for the difference in 2018 and 2017 from levels in 2016.
income year to year to year.
Insurance commission income increased $1.2to $16.8 million or 9.5% to $14.1at December 31, 2020, up $2.7 million from $14.1million in 2018 from $12.9 million in 2017 mainly due to having2019 primarily as a full year resultsresult of the Corporate One acquisition and an increase in general production in the property and casualty and group employee benefits lines of business.Merger. Insurance commission income increased $2.4 million or 23.2% to $12.9 million in 2017 from $10.4 million in 2016 mainly due to the acquisition of Corporate One.
was flat between 2019 and 2018 at $14.1 million.
Income from bank owned life insurance decreased $1.3(“BOLI”) increased $1.1 million in 2020 to $3.3 million up from $2.2 million in 2019. Income in 2018 was $1.8 million.
Wealth income increased $3.1 million to $1.8$6.2 million in 2020 up from $3.1 million in 2017. In 2017,2019 and $2.9 million in 2018. The increase in 2020 is due to the Company surrenderedMerger and was primarily driven by an underperforming BOLI policy and recorded a tax penaltyincrease in trust revenue of $1.7 million (recordedand securities commissions of $1.3 million.
Other noninterest income increased $1.2 million to $3.0 million in income tax expense)2020 compared to $1.8 million in 2019 and purchased a new BOLI policy receiving a $1.5 million enhancement value gain.$(222,000) in 2018. The increase to $3.1 million in 2017 from $909,000 in 20162020 is also dueprimarily attributable to the enhancement value gain.
Trust income decreased $241,000 to $2.1 millionMerger. The increase in 2018 from $2.3 million in 2017 and $1.7 million. The decrease in 20182019 is dueprimarily attributable to a $428,000 positive accrual adjustment recorded$907,000 increase in 2017 to bring trust fees to an accrual basis of accounting.
Other income decreased $1.3 million to $598,000 in 2018 compared to $1.9 million in 2017 and $1.5 million in 2016. The $1.3 million decrease in 2018 included a $388,000 decrease invalue on deferred compensation plan assets compared to a $377,000 increase for the same period$388,000 decrease in 2017 due to stockvalue on deferred compensation plan assets in 2018. Stock market performance determines the increase or decrease in 2018. The $316,000 increase in 2017 is due mainly to group benefit referral fees.the deferred compensation plan assets and can be highly volatile.
Noninterest Expense– Total noninterest expense for 20182020 was $89.4$165.2 million compared to $85.4$97.1 million for the year ended December 31, 2017,2019, and $71.1$89.3 million for the year ended December 31, 2016.
2018. The increase is primarily due to the Merger with 11 months of combined operations in 2020 compared to none in 2019 or 2018.
Compensation and benefits increased $2.8$20.0 million, or 5.5%35.1%, to $77.2 million in 2020 up from $57.2 million in 2019. The increase is mainly attributable to an increase in staff from the Merger. Merger costs related to the acquisition and integration of UCFC increased $18.1 million to $19.5 million for 2020 compared to $1.4 million in 2019. The amortization of intangibles increased $5.3 million to $6.4 million at the end of 2020 compared to $1.1 million in 2019 as a result of an increase in intangibles from the Merger. Occupancy expense increased $7.3 million, to $16.3 million in 2020 compared to $9.0 million in 2019, financial institutions tax increased $2.0 million to $4.2 million in 2020 from $2.2 million in 2019 and data processing expense increased $6.8 million to $14.9 million in 2020 from $8.1 million in 2019. The FDIC insurance premium increased to $3.4 million from $484,000 as a result of the Merger and an increase in assets from the Paycheck Protection Program (“PPP”) lending program. Other noninterest expenses increased $5.7 million to $23.3 million in 2020 from $17.6 million in 2019.
Compensation and benefits increased $4.6 million, or 8.8%, to $57.2 million in 2019 from $52.6 million from $49.8 million in 2017.2018. The increase is mainly related to merit increases and investing some of the benefits of lower tax ratesincreases in support of our metro market growth strategies.health care. Occupancy expense increased $934,000,$386,000, to $9.0 million in 2019 compared to $8.6 million in 2018 compared to $7.7 million in 2017 andwhile data processing expense increased $818,000decreased $500,000 to $8.1 million in 2019 from $8.6 million in 2018 from $7.7 million in 2017 both increases primarily related to our metro market growth initiatives.2018. Other noninterest expenses decreased $181,000increased $3.7 million to $22.3 million in 2019 from $18.6 million in 2018 from $18.8 million in 2017. This decrease2018. The increase is due to one-time acquisition related charges associated with the acquisition of UCFC, which were $1.4 million in 2019 compared to zero in 2018. In addition, 2019 saw a $2.2 million increase in expense for an $806,000 benefit fromincrease in the liability associated with the deferred compensation accounting correction as well as a $1.2 million reductionplan year over year due to the decline in the liabilities of the deferred compensation plan as a result of the stock market performance in the fourth quarter of2019 compared to 2018. See Note 19 to the Consolidation Financial Statements for further details.
Compensation and benefits increased $9.7 million or 24.0% to $49.8 million from $40.2 million in 2016. The increase is mainly related to personnel expenses both from certain benefit payouts associated with the CSB merger as well as operating the new CSB and Corporate One locations, merit increases and other new staff for growth strategies. Other noninterest expenses increased $2.8 million or 17.5% to $18.8 million in 2017 from $16.0 million in 2016. This is due mainly to $2.1 million increase in expenses associated with the acquisition of CSB and Corporate One, as well as an increase in the amortization of intangibles of $754,000. Occupancy expense increased $289,000, to $7.7 million in 2017 compared to $7.4 million in 2016 and data processing expense increased $1.4 million to $7.7 million in 2017 from $6.4 million in 2016.
Income Taxes – Income taxes totaled $16.2 million in 2020 compared to $11.3 million in 2019 and $10.6 million in 2018 compared to $16.2 million in 2017 and $12.8 million in 2016.2018. The effective tax rates for those years were 18.7%20.4%, 33.4%18.6%, and 30.7%18.7%, respectively. The tax rate is lower than the statutory 21% and 35% tax rate for the Company mainly because of investments in tax-exempt securities. The increase in the effective tax rate in 2017 primarily relates to the surrender of a bank-owned life insurance policy which added $1.7 million to income tax expense. The earnings on tax-exempt securities are not subject to federal income tax. See Note 18 – Income Taxes to the Consolidated Financial Statements for further details.
Concentrations of Credit Risk
Financial institutions such as First DefiancePremier generate income primarily through lending and investing activities. The risk of loss from lending and investing activities includes the possibility that losses may occur from the failure of another party to perform according to the terms of the loan or investment agreement. This possibility is known as credit risk.
Lending or investing activities that concentrate assets in a way that exposes the Company to a material loss from any single occurrence or group of occurrences increases credit risk. Diversifying loans and investments to prevent concentrations of risks is one way a financial institution can reduce potential losses due to credit risk. Examples of asset concentrations would include multiple loans made to a single borrower and loans of inappropriate size relative to the total capitalization of the institution. Management believes adherence to its loan and investment policies allows it to control its exposure to concentrations of credit risk at acceptable levels. First Defiance’sAs of December 31, 2020. Premier’s loan portfolio iswas concentrated geographically in its northeast, northwest and central Ohio, northeast Indiana, and southeast Michigan market areas. Management has also identified lending for income-generating rental properties within commercial real estate as an industry concentration. Total loans for income-generating rental property totaled $982.5 million$1.9 billion at December 31, 2018,2020, which represents 37.9%33.1% of the Company’s loan portfolio. Management believes it has the skill and experience to manage any risks associated with this type of lending. Loans in this category are generally paying as agreed without any unusual or unexpected levels of delinquency. The delinquency rate in this category, which is any loan 30 days or more past due, was 0.03%0.34% at December 31, 2018.2020. There are no other industry concentrations that exceed 10% of the Company’s loan portfolio.
Liquidity and Capital Resources
The Company’s primary source of liquidity is its core deposit base, raised through First Federal’sthe Bank’s branch network, along with wholesale sources of funding and its capital base. These funds, along with investment securities, provide the ability to meet the needs of depositors while funding new loan demand and existing commitments.
Cash (used in) generated from operating activities was ($55.6) million, $39.7 million and $53.1 million $36.0 millionin 2020, 2019 and $27.0 million in 2018, 2017 and 2016, respectively. The adjustments to reconcile net income to cash provided by or used in operations during the periods presented consist primarily of proceeds from the sale of loans (less the origination of loans held for sale), the provision for loancredit losses, depreciation expense, the origination, amortization and impairment of mortgage servicing rights and increases and decreases in other assets and liabilities. The negative cash from operating activities in 2020 was primarily due to the Company’s decision to originate and sell construction loans held for sale for the first time. Due to the time it takes to complete the construction and sell the loans, the cash used in the origination of loans held for sale greatly exceeded the proceeds from the sale of loans held for sale. Since this is strictly a timing difference, the Company was comfortable paying out dividends on its common stock in 2020 even with the negative cash provided by operating activities.
The primary investing activity of First DefiancePremier is lending and the purchase of available-for-sale securities, which isare funded with cash provided from operating and financing activities, as well as proceeds from payment on existing loans and proceeds from maturities of investment securities. In 2017 and 2016, the Company purchased $11.5The net cash used for investing activities was $541.9 million, $225.3 million and $822,000, respectively,$213.0 million in portfolio residential home loans. There were no purchases in 2018.2020, 2019 and 2018, respectively.
In considering the more typical investing activities, during 2018, $32.6 million and $5.5 million was generated from the combination of maturity or pay-downs and the sale or call of available-for-sale investment securities, respectively, and $220.0 million was used by an increase in loans while $76.6 million was used to purchase available-for-sale investment securities. During 2017, $32.7 million and $34.2 million was generated from the combination of maturity or pay-downs and the sale or call of available-for-sale investment securities, respectively, and $133.4 million was used by an increase in loans while $73.0 million was used to purchase available-for-sale investment securities. During 2016, $36.4 million and $14.9 million was generated from the combination of maturity or pay-downs and the sale or call of available-for-sale investment securities, respectively, and $158.1 million was used by an increase in loans while $71.3 million was used to purchase available-for-sale investment securities.
Principal financing activities include the gathering of deposits, the utilization of FHLB advances, and the sale of securities under agreements to repurchase such securities and borrowings from other banks. In 2018, total deposits increasedThe net cash provided by $183.2 million. Securities sold under repurchase arrangements decreased by $20.3financing activities was $625.5 million, $218.0 million and $145.2 million in 2018. Also in2020, 2019 and 2018, the Company paid $13.0 million in common stock dividends and $6.3 million in common stock purchases. In 2017, total deposits increased by $148.1 million. Securities sold under repurchase arrangements decreased by $5.8 million in 2017. Also in 2017, the Company paid $9.9 million in common stock dividends. In 2016, total deposits increased by $145.5 million. Securities sold under repurchase arrangements decreased by $25.4 million in 2016. Also in 2016, the Company paid $7.9 million in common stock dividends and $6.3 million in common stock repurchases.respectively. For additional information about cash flows from First Defiance’sPremier’s operating, investing and financing activities, see the Consolidated Statements of Cash Flows and related Notes included in the Consolidated Financial Statements.
At December 31, 2018, First Defiance2020, Premier had the following commitments to fund deposit, advance,deposits, borrowing obligations, leases and post-retirement benefits:
Table 5 – Contractual Obligations
Maturity Dates by Period at December 31, 2018 |
| Maturity Dates by Period at December 31, 2020 |
| |||||||||||||||||||||||||||||||||||||
Contractual Obligations | Total | Less than 1 year | 1-3 years | 3-5 years | More than 5 years |
| Total |
|
| Less than 1 year |
|
| 1-3 years |
|
| 3-5 years |
|
| More than 5 years |
| ||||||||||||||||||||
(In Thousands) |
| (In Thousands) |
| |||||||||||||||||||||||||||||||||||||
Certificates of deposit | $ | 680,384 | $ | 417,562 | $ | 216,319 | $ | 46,503 | - |
| $ | 1,122,430 |
|
| $ | 781,972 |
|
| $ | 253,691 |
|
| $ | 84,803 |
|
|
| 1,964 |
| |||||||||||
FHLB fixed advances including interest (1) | 86,747 | 45,926 | 36,870 | 3,388 | 563 | |||||||||||||||||||||||||||||||||||
Subordinated debentures | 36,083 | - | - | - | 36,083 |
|
| 84,860 |
|
|
| — |
|
|
| — |
|
|
| — |
|
|
| 84,860 |
| |||||||||||||||
Securities sold under repurchase agreements | 5,741 | 5,741 | - | - | - | |||||||||||||||||||||||||||||||||||
Lease obligations | 12,279 | 967 | 1,727 | 1,507 | 8,078 |
|
| 24,933 |
|
|
| 2,429 |
|
|
| 4,434 |
|
|
| 3,050 |
|
|
| 15,020 |
| |||||||||||||||
Post-retirement benefits | 1,903 | 168 | 376 | 390 | 969 |
|
| 1,787 |
|
|
| 174 |
|
|
| 379 |
|
|
| 374 |
|
|
| 860 |
| |||||||||||||||
Total contractual obligations | $ | 823,137 | $ | 470,364 | $ | 255,292 | $ | 51,788 | $ | 45,693 |
| $ | 1,234,010 |
|
| $ | 784,575 |
|
| $ | 258,504 |
|
| $ | 88,227 |
|
| $ | 102,704 |
|
(1) Includes principal payments of $85,189, interest payments of $1,534 and fair value adj. on acquired balances of $24.
At December 31, 2018, First Defiance had the following commitments to fund loan or line of credit obligations:
Table 6 – Commitments
Total | Amount of Commitment Expiration by Period | |||||||||||||||||||
Commitments | Amounts Committed | Less than 1 year | 1-3 years | 3-5 years | More than 5 years | |||||||||||||||
(In Thousands) | ||||||||||||||||||||
Fixed commitments to make loans | $ | 44,352 | $ | 15,811 | $ | 5,228 | $ | 8,465 | $ | 14,848 | ||||||||||
Variable commitments to make loans | 114,308 | 8,876 | 14,914 | 31,197 | 59,321 | |||||||||||||||
Fixed unused lines of credit | 7,523 | 4,150 | 1,777 | 1,164 | 432 | |||||||||||||||
Variable unused lines of credit | 382,189 | 162,724 | 4,349 | 7,018 | 208,098 | |||||||||||||||
Total loan commitments | 548,372 | 191,561 | 26,268 | 47,844 | 282,699 | |||||||||||||||
Standby letters of credit | 7,239 | 7,209 | 30 | - | - | |||||||||||||||
Total Commitments | $ | 555,611 | $ | 198,770 | $ | 26,298 | $ | 47,844 | $ | 282,699 |
In addition to the above commitments, at December 31, 2018, First Defiance had commitments to sell $8.6 million of loans to Freddie Mac, Fannie Mae, or FHLB of Cincinnati.
To meet its obligations management can adjust the rate of savings certificates to retain deposits in changing interest rate environments; it can sell or securitize mortgage and non-mortgage loans; and it can turn to other sources of financing including FHLB advances, the Federal Reserve, and brokered certificates of deposit. At December 31, 2018, First Defiance2020, Premier had additional borrowing capacity of $447.4 million$1.4 billion under its agreements with the FHLB.
First FederalThe Bank is subject to various capital requirements of the OCC.requirements. At December 31, 2018, First Federal2020, the Bank had capital ratios that exceeded the standard to be considered “well capitalized.” For additional information about First DefiancePremier and First Federal’sthe Bank’s capital requirements, see Note 17 – Regulatory Matters to the Consolidated Financial Statements.
Critical Accounting Policies and Estimates
First DefiancePremier has established various accounting policies that govern the application of accounting principles generally accepted in the United States (“GAAP”)GAAP in the preparation of its Consolidated Financial Statements. The significant accounting policies of First DefiancePremier are described in the footnotesNotes to the Consolidated Financial Statements. Certain accounting policies involve significant judgments and assumptions by management, which have a material impact on the carrying value of certain assets and liabilities; Managementliabilities and management considers such accounting policies to be critical accounting policies. The judgments and assumptions used by management are based on historical experience and other factors, which are believed to be reasonable under the circumstances. Because of the nature of the judgments and assumptions made by management, actual results could differ from these judgments and estimates, which could have a material impact on the carrying value of assets and liabilities and the results of operations of First Defiance.Premier.
Allowance for Loan Lossescredit losses -First DefiancePremier believes the allowance for loancredit losses is a critical accounting policy that requires the most significant judgments and estimates used in preparation of its Consolidated Financial Statements. In determining the appropriate estimate for the allowance for loancredit losses, management considers a number of factors relative to both specific credits in the loan portfolio and macro-economic factors relative to the economy of the United StatesU.S. as a whole and the economyeconomies of the northwest and central Ohio, northeast Indiana and southeast Michigan regionsareas in which the Company does business.
Factors relative to specific credits that are considered include a customer’s payment history, a customer’s recent financial performance, an assessment of the value of collateral held, knowledge of the customer’s character, the financial strength and commitment of any guarantors, the existence of any customer or industry concentrations, changes in a customer’s competitive environment and any other issues that may impact a customer’s ability to meet his obligations.
Economic factors that are considered include levels of unemployment and inflation, specific plant or business closings in the Company’s market area, the impact of strikes or other work stoppages, the impact of weather or environmental conditions, especially relative to agricultural borrowers,GDP growth, Federal Reserve stimulus and other matters that may have an impact on the economy as a whole.broad global and national economic conditions.
In addition to the identification of specific customers who may be potential credit problems, management considers its historical losses, the results of independent loan reviews, an assessment of the adherence to underwriting standards, and other factors in providing for loancredit losses that have not been specifically classified. Management believes that the level of its allowance for loan losscredit losses is sufficient to cover the estimates loss incurred but not yet recognized on the loan portfolio.current expected credit losses. Refer to Allowance for Loan Lossescredit losses in this Management’s Discussion and Analysis and Note 2 - Statement of Accounting Policies for a further description of the Company’s estimation process and methodology related to the allowance for loancredit losses.
Valuation of Mortgage Servicing Rights -First Defiance believes the valuation of mortgage servicing rights is a critical accounting policy that requires significant estimates in preparation of its Consolidated Financial Statements. First Defiance recognizes as separate assets the value of mortgage servicing rights, which are acquired through loan origination activities. First Defiance does not purchase any mortgage servicing rights.
Key assumptions made by management relative to the valuation of mortgage servicing rights include the stratification policy used in valuing servicing, assumptions relative to future prepayments of mortgages, the potential value of any escrow deposits maintained or ancillary income received as a result of the servicing activity and discount rates used to value the present value of a future cash flow stream. In assessing the value of the mortgage servicing rights portfolio, management utilizes a third party that specializes in valuing servicing portfolios. That third party reviews key assumptions with management prior to completing the valuation. Prepayment speeds are determined based on projected median prepayment speeds for 15 and 30 year mortgage backed securities. Those speeds are then adjusted up or down based on the size of the loan. The discount rate used in this analysis is the pretax yield generally required by purchasers of bulk servicing rights as of the valuation date. The value of mortgage servicing rights is especially vulnerable in a falling interest rate environment. Refer also to the section entitled Mortgage Servicing Rights in this Management’s Discussion and Analysis and Note 2 - Statement of Accounting Policies and Note 8 - Mortgage Banking to the Consolidated Financial Statements, for a further description of First Defiance’s valuation process, methodology and assumptions along with sensitivity analyses.
Goodwill and Intangibles -First DefiancePremier has two reporting units: First Federalthe Bank and First Insurance. At December 31, 2018, First Defiance2020, Premier had goodwill of $98.6$317.9 million, including $80.0$295.6 million in the Bank and $22.3 million in First Federal, representing 81% of total goodwill and $18.6 million in First Insurance, representing 19% of total goodwill.Insurance. The carrying value of goodwill is tested annually for impairment or more frequently if it is determined appropriate. The evaluation for impairment involves comparing the current estimated fair value of each reporting unit to its carrying value, including goodwill. If the current estimated fair value of a reporting unit exceeds its carrying value, no additional testing is required and impairment loss is not recorded. If the estimated fair value of a reporting unit is less than the carrying value, further valuation procedures are performed and could result in impairment of goodwill being recorded. Further valuation procedures would include allocating the estimated fair value to all assets and liabilities of the reporting unit to determine an implied goodwill value. If the implied value of goodwill of a reporting unit is less than the carrying amount of that goodwill, an impairment loss is recognized in an amount equal to that excess.
Premier evaluated goodwill as of December 31, 2020 and resulted in no additional testing or impairment. If, for any future period First DefiancePremier determines that there has been impairment in the carrying value of goodwill balances, First DefiancePremier will record a charge to earnings, which could have a material adverse effect on net income, but not risk-based capital ratios.
First DefiancePremier has core deposit and other intangible assets resulting from acquisitions which are subject to amortization. First DefiancePremier determines the amount of identifiable intangible assets based upon independent core deposit and customer relationship analyses at the time of the acquisition. Intangible assets with finite useful lives are evaluated for impairment whenever events or changes in circumstances indicate that their carrying amount may not be recoverable. No events or changes in circumstances that would indicate that the carrying amount of any identifiable intangible assets may not be recoverable had occurred during the years ended December 31, 20182020 and 2017.2019.
Off- Balance Sheet Arrangements - For information regarding off-balance sheet commitments as of December 31, 2020, reference Footnote 6 – Commitments and Contingent Liabilities.
Item 7A. Quantitative and Qualitative Disclosures About Market Risk |
Asset/Liability Management
A significant portion of the Company’s revenues and net income is derived from net interest income and, accordingly, the Company strives to manage its interest-earning assets and interest-bearing liabilities to generate an appropriate contribution from net interest income. Asset and liability management seeks to control the volatility of the Company’s performance due to changes in interest rates. The Company attempts to achieve an appropriate relationship between rate sensitive assets and rate sensitive liabilities. First DefiancePremier does not presently use off-balance sheet derivatives for risk management.
First DefiancePremier monitors interest rate risk on a monthlyquarterly basis through simulation analysis that measures the impact changes in interest rates can have on net interest income. The simulation technique analyzes the effect of a presumed 100 basis point shift in interest rates (which is consistent with management’s estimate of the range of potential interest rate fluctuations) and takes into account prepayment speeds on amortizing financial instruments, loan and deposit volumes and rates, non-maturity deposit assumptions and capital requirements. At December 31, 2018, the results of the simulation indicate that in an environment where interest rates rise 100 basis points over a 24 month period, First Defiance’s net interest income would increase by 2.88% over the base case scenario. It should be noted that other areas of First Defiance’sPremier’s income statement, such as gains from sales of mortgage loans and amortization of mortgage servicing rights are also impacted by fluctuations in interest rates, but are not considered in the simulation of net interest income.
The majority of First Federal’s lending activities are in commercial real estate and commercial loan areas. In addition to carrying higher credit risk than residential mortgage lending, such loans tend to be more rate sensitive than residential mortgage loans. The balance of First Federal’s commercial real estate and multi-family real estate loan portfolio was $1.40 billion, which was split between $181.7 million of fixed-rate loans and $1.22 billion of adjustable-rate loans, at December 31, 2018. The commercial loan portfolio decreased to $509.6 million, which was split between $165.8 million of fixed-rate loans and $343.8 million of adjustable-rate loans, at December 31, 2018. Certain loans classified as adjustable have fixed rates for an initial term that may be as long as five years. The maturities on fixed-rate loans are generally less than seven years. First Federal also has $128.2 million of home equity and improvement loans at December 31, 2018, of which $116.8 million fluctuate with changes in the prime lending rate and $11.3 million have fixed rates. First Federal also has $34.4 million of consumer loans at December 31, 2018, which tend to have a shorter duration than residential mortgage loans. Also, to limit its interest rate risk, as well as to provide liquidity, First Federal sells a majority of its fixed-rate mortgage originations into the secondary market.
The table below presents, for the twelve months subsequent to December 31, 2018,2020, and December 31, 2017,2019, an estimate of the change in net interest income that would result from a gradual (ramp) andan immediate (shock) change in interest rates, moving in a parallel fashion over the entire yield curve, relative to the measured base case scenario. Based on our net interest income simulation as of December 31, 2018, net interest income sensitivity to changes in interest rates for the twelve months subsequent to December 31, 2018, was slightly less liability sensitive for the ramp and shock compared to the sensitivity profile for the twelve months subsequent to December 31, 2017. The Company did not complete an earnings at risk analysis for the down 200 basis point change in rates as of December 31, 2017. Management noted the likelihood of a decrease beyond 100 basis points as of2020 or December 31, 2017, was considered to be unlikely given the interest rate levels at that time and therefore was not included in this analysis.2019.
|
| Impact on Future Annual Net Interest Income |
| |||||||||||||
(dollars in thousands) |
| December 31, 2020 |
|
| December 31, 2019 |
| ||||||||||
Immediate Change in Interest Rates |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
+200 |
| $ | 15,215 |
|
|
| 7.24 | % |
| $ | 4,477 |
|
|
| 3.80 | % |
+100 |
|
| 7,908 |
|
|
| 3.76 | % |
|
| 2,487 |
|
|
| 2.11 | % |
-100 |
|
| (5,036 | ) |
|
| -2.40 | % |
|
| (5,335 | ) |
|
| -4.53 | % |
Table 7 – Net Interest Income Sensitivity Profile
Impact on Future Annual Net Interest Income | ||||||||||||||||
(dollars in thousands) | December 31, 2018 | December 31, 2017 | ||||||||||||||
Gradual Change in Interest Rates | ||||||||||||||||
+200 | $ | 1,910 | 1.61 | % | $ | 2,354 | 2.18 | % | ||||||||
+100 | 981 | 0.83 | % | 1,200 | 1.11 | % | ||||||||||
-100 | (2,025 | ) | -1.71 | % | (3,033 | ) | -2.81 | % | ||||||||
-200 | (6,236 | ) | -5.27 | % | - | - | ||||||||||
Immediate Change in Interest Rates | ||||||||||||||||
+200 | $ | 3,424 | 2.89 | % | $ | 4,821 | 4.47 | % | ||||||||
+100 | 1,865 | 1.57 | % | 2,463 | 2.28 | % | ||||||||||
-100 | (5,057 | ) | -4.27 | % | (6,223 | ) | -5.77 | % | ||||||||
-200 | (14,455 | ) | -12.21 | % | - | - |
To analyze the impact of changes in interest rates in a more realistic manner, non-parallel interest rate scenarios are also simulated. These non-parallel interest rate scenarios indicate that net interest income may decrease from the base case scenario should the yield curve flatten or become inverted. Conversely, if the yield curve should steepen, net interest income may increase.
The results of all the simulation scenarios are within the Board mandated guidelines as of December 31, 2018, except for the down 200 basis points over the first twelve months in a static and dynamic-shock balance sheet as well as in the down 200 basis points for a cumulative twenty-four months in a Static and dynamic ramp balance sheet.2020. Management is reviewingreviews the Board policy limits in all scenarios to determine if they are adequate and if so, any measureschanges should be made to be taken to bring the current results back into alignment with Board mandated guidelines.
In addition to the simulation analysis, First Federalthe Bank also prepares an “economiceconomic value of equity”equity (“EVE”) analysis. This analysis generally calculates the net present value of First Federal’sthe Bank’s assets and liabilities in rate shock environments that range from –400 basis
points to +400 basis points. However, the likelihood of a decrease in interest rates beyond 200100 basis points as of December 31, 2018,2020, was considered to be unlikely given the current interest rate levels and therefore was not included in this analysis. The results of this analysis are reflected in the following table.tables.
Table 8 – Economic Value of Equity Analysis
December 31, 2018 | ||||||||||||||||||||||||||||||||
|
| December 31, 2020 |
| |||||||||||||||||||||||||||||
Economic Value of Equity as % of |
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||
Economic Value of Equity | Present Value of Assets |
| Economic Value of Equity |
| ||||||||||||||||||||||||||||
Change in Rates | $ Amount | $ Change | % Change | Ratio | Change |
| $ Amount |
|
| $ Change |
|
| % Change |
| ||||||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||||||||||||||
|
| (Dollars in Thousands) |
| |||||||||||||||||||||||||||||
+ 400 bp | 751,259 | 66,752 | 9.75 | % | 25.96 | % | 404 bp |
|
| 1,474,119 |
|
|
| 228,654 |
|
|
| 18.36 | % | |||||||||||||
+ 300 bp | 741,404 | 56,897 | 8.31 | % | 25.13 | % | 322 bp |
|
| 1,441,004 |
|
|
| 195,539 |
|
|
| 15.70 | % | |||||||||||||
+ 200 bp | 729,505 | 44,998 | 6.57 | % | 24.25 | % | 233 bp |
|
| 1,394,640 |
|
|
| 149,175 |
|
|
| 11.98 | % | |||||||||||||
+ 100 bp | 710,688 | 26,181 | 3.82 | % | 23.18 | % | 126 bp |
|
| 1,335,538 |
|
|
| 90,073 |
|
|
| 7.23 | % | |||||||||||||
0 bp | 684,507 | - | - | 21.92 | % | – |
|
| 1,245,465 |
|
|
| — |
|
|
| — |
| ||||||||||||||
- 100 bp | 642,625 | (41,882 | ) | (6.12 | )% | 20.26 | % | (165) bp |
|
| 1,103,896 |
|
|
| (141,569 | ) |
|
| (11.37 | )% | ||||||||||||
- 200 bp | 578,124 | (106,383 | ) | (15.54 | )% | 18.04 | % | (387) bp |
|
| December 31, 2019 |
| |||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| Economic Value of Equity |
| |||||||||
Change in Rates |
| $ Amount |
|
| $ Change |
|
| % Change |
| |||
|
| (Dollars in Thousands) |
| |||||||||
+ 400 bp |
|
| 769,381 |
|
|
| 107,066 |
|
|
| 16.17 | % |
+ 300 bp |
|
| 753,286 |
|
|
| 90,971 |
|
|
| 13.74 | % |
+ 200 bp |
|
| 729,852 |
|
|
| 67,537 |
|
|
| 10.20 | % |
+ 100 bp |
|
| 701,004 |
|
|
| 38,689 |
|
|
| 5.84 | % |
0 bp |
|
| 662,315 |
|
|
| — |
|
|
| — |
|
- 100 bp |
|
| 601,361 |
|
|
| (60,954 | ) |
|
| (9.20 | )% |
December 31, 2017 | ||||||||||||||||||||
Economic Value of Equity as % of | ||||||||||||||||||||
Economic Value of Equity | Present Value of Assets | |||||||||||||||||||
Change in Rates | $ Amount | $ Change | % Change | Ratio | Change | |||||||||||||||
(Dollars in Thousands) | ||||||||||||||||||||
+ 400 bp | 700,563 | 80,544 | 12.99 | % | 25.63 | % | 462 bp | |||||||||||||
+ 300 bp | 685,883 | 65,864 | 10.62 | % | 24.63 | % | 362 bp | |||||||||||||
+ 200 bp | 668,127 | 48,108 | 7.76 | % | 23.53 | % | 252 bp | |||||||||||||
+ 100 bp | 647,439 | 27,420 | 4.42 | % | 22.36 | % | 135 bp | |||||||||||||
0 bp | 620,019 | - | - | 21.01 | % | – | ||||||||||||||
- 100 bp | 585,967 | (34,052 | ) | (5.49 | )% | 19.52 | % | (149) bp |
Based on the above analysis, in the event of a 200 basis point increase in interest rates as of December 31, 2018, First Federal would experience a 6.57% increase in its economic value of equity. During periods of rising rates, the value of monetary assets declines. Conversely, during periods of falling rates, the value of monetary assets increases. It should be noted that the amount of change in value of specific assets and liabilities due to changes in rates is not the same in a rising rate environment as in a falling rate environment. Based on the EVE analysis, the change in the economic value of equity in both rising and falling rate environments is relatively low because both its assets and liabilities have relatively short durations. The average duration of its assets at December 31, 2018, was 1.75 years while the average duration of its liabilities was 3.52 years.
In evaluating First Federal’sthe Bank’s exposure to interest rate risk, certain shortcomings inherent in each of the methods of analysis presented must be considered. For example, although certain assets and liabilities may have similar maturities or periods to repricing, they may react in different degrees to changes in market interest rates. Also, the interest rates on certain types of assets and liabilities may fluctuate in advance of changes in market rates while interest rates on other types of financial instruments may lag behind current changes in market rates. Furthermore, in the event of changes in rates, prepayments and early withdrawal levels could differ significantly from the assumptions in calculating the table and the results therefore may differ from those presented.
Management’s Report on Internal Control Over Financial Reporting
The management of First DefiancePremier Financial Corp. is responsible for establishing and maintaining adequate internal control over financial reporting. Internal control over financial reporting is defined in Rule 13a-15(f) promulgated under the Securities Exchange Act of 1934 as a process designed by, or under the supervision of our principal executive and principal financial officers and effected by the Board of Directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with U.S. generally accepted accounting principles and includes those policies and procedures that:
|