Bank Of Hawaii Corp (BOH) Stock Analysis and Metrics

Bank Of Hawaii

NYSE: BOH

$83.99 ▼ -0.76 (-0.90%)

At close: Jul 24, 2026 · 3:59 PM UTC

Financial Ratios

Market Cap3.35 Bn

P/E16.88

P/S-10.74

Div. Yield0.03

Add ratio to table…

About

Bank of Hawaii Corporation is a bank holding company headquartered in Honolulu Hawaii. The company is incorporated in Delaware and its principal operating subsidiary is Bank of Hawaii which was organized in 1897 and is chartered by the State of Hawaii. Bank of Hawaii deposits are insured by the Federal Deposit Insurance Corporation and the bank is a member of the Federal Reserve System. Through its subsidiaries the company provides a broad range of financial products and services primarily to customers in Hawaii Guam and other Pacific Islands. The company also references itself as Bank of Hawaii Corporation or the Parent in its filings.

The company generates revenue primarily from interest income earned on loans and investments. Fee based income comes from deposit account services payment processing wealth management and insurance products offered through its subsidiaries. The company also earns revenue from treasury activities and other financial services provided to its customers. These revenue streams support the operations of its Consumer Banking Commercial Banking and Treasury and Other segments.

The company operates through the following segments Consumer Banking Commercial Banking and Treasury and Other.

• Consumer Banking focuses on serving individual customers with deposit accounts mortgage loans personal loans and credit products. This segment also provides financial planning and wealth management services to retail clients. Consumer Banking aims to build long term relationships through convenient branch and digital channels.

• Commercial Banking delivers lending cash management and other financial solutions to small medium and large businesses. The segment supports commercial real estate financing equipment loans and trade finance. Commercial Banking emphasizes relationship based service and local market expertise.

• Treasury and Other manages the company's investment portfolio liquidity and capital markets activities. This segment oversees risk management funding and corporate treasury functions. Treasury and Other also includes the results of the company's insurance subsidiary and other miscellaneous operations.

The company operates in a highly competitive environment facing competition from banks savings associations credit unions mortgage companies finance companies mutual funds brokerage firms insurance companies and other financial service providers. Some competitors are not subject to the same level of regulation and may have lower cost structures. The company believes its competitive advantages stem from its extensive branch network high service levels and deep knowledge of local market conditions. By focusing on community relationships and tailored solutions the company seeks to differentiate itself from larger national institutions.

The company serves individual consumers businesses and other customers located in Hawaii Guam and other Pacific Islands. Its retail customer base includes households retirees and small business owners. The commercial customer base comprises corporations partnerships and other entities operating in the region. The company also serves governmental and institutional clients that require specialized banking services.

Investment Thesis

▲ Bull case

Bank of Hawaii Corporation's disciplined balance sheet management and superior risk-adjusted returns are underappreciated in a competitive banking landscape where larger institutions face margin compression due to excess liquidity and aggressive pricing. The bank's ability to maintain a deposit beta of 36% in a declining rate environment—significantly higher than industry averages—reflects deep-rooted customer relationships and brand loyalty in Hawaii's concentrated market, where four locally headquartered banks control over 90% of deposits. This structural advantage allows BOH to attract and retain low-cost deposits without engaging in destructive rate wars, directly supporting net interest margin expansion. The bank's consistent execution of fixed asset repricing—re-pricing $643 million of maturing assets from 4% to 5.6% in Q1 alone—has driven eight consecutive quarters of NIM growth, with management projecting a path to 2.9% by year-end and long-term potential to reach 3.25%-3.5% through 2028 via this mechanical 20 basis point annual tailwind. Unlike peers reliant on volatile wholesale funding, BOH's self-funding model, with over 90% of loans originated locally and funded by stable retail deposits, insulates it from external funding shocks and provides a durable edge in both rising and falling rate cycles. The bank's focus on high-quality, relationship-based lending—evidenced by 60% of customer relationships exceeding ten years and weighted average FICO scores of 798 for mortgages—ensures resilient credit performance, as seen in near-zero charge-offs (3 basis points annualized) and a conservative commercial real estate portfolio where less than 3% of loans exceed 80% LTV. Furthermore, the underpenetrated wealth management opportunity, anchored by the new Center for Family Business and Entrepreneurs serving Hawaii's concentrated family-owned wealth, represents a multi-year runway for fee-based growth that remains excluded from current expense guidance but could meaningfully boost returns as the initiative scales beyond 2027. Together, these factors suggest the market is underestimating BOH's capacity to deliver superior risk-adjusted returns through structural advantages rather than cyclical luck.
Bank of Hawaii Corporation's capital return framework is positioned for significant acceleration as earnings power strengthens, yet the market appears to overlook the latent capacity for increased shareholder returns beyond the current dividend payout ratio of 53%. With Tier 1 capital at 14.4% and total risk-based capital at 15.4%—both well above regulatory minimums—and a projected decline in FDIC insurance assessments reducing overhead costs by $0.5 million per quarter, the bank is generating excess capital that could support more aggressive buybacks or dividend growth. Management explicitly noted that any capital return beyond the current dividend would likely flow through share repurchases, and with $106 million remaining under the current buyback authorization and a consistent pace of $15 million per quarter, there is clear runway to accelerate repurchases without compromising capital adequacy. The bank's conservative approach to capital deployment—prioritizing organic growth and credit quality over aggressive leverage—has historically resulted in underutilized capital capacity, creating a coiled spring for returns as confidence in earnings stability grows. Furthermore, anticipated regulatory capital relief, with management estimating a 50 to 100 basis point improvement in ratios from pending proposals, would further expand the capital buffer available for shareholder returns. This potential uplift is not reflected in current valuation metrics, which fail to account for the dual catalyst of improving profitability and rising capital flexibility. As the bank continues to benefit from stable deposit costs, improving efficiency through technology investments in AI and digital workflows, and steady credit quality, the resulting increase in sustainable earnings power could justify a higher valuation multiple, particularly if the market begins to recognize the durability of BOH's franchise in Hawaii's insulated economic environment, where unemployment remains near record lows and infrastructure spending provides a persistent tailwind to commercial lending.
Bank of Hawaii Corporation's wealth management transformation is a deeply embedded, multi-year initiative that the market is failing to recognize as a potential inflection point for long-term value creation, particularly given its alignment with the unique demographic and economic structure of Hawaii. Through the strategic integration of Bankoh Advisors, the Cetera partnership, and the newly launched Center for Family Business and Entrepreneurs, BOH is building a specialized platform to serve the substantial segment of Hawaii's wealthy families whose assets are concentrated in privately held businesses—requiring sophisticated succession, valuation, and M&A advisory services that few local competitors can replicate. This is not a cyclical fee income boost but a structural shift toward high-margin, relationship-driven wealth services that leverage the bank's unparalleled access to generational wealth and trust within the community. Management emphasized that while early benefits from the broker-dealer relaunch are visible in early 2026, the broader infrastructure build—focused on education, internal coordination, and client trust-building—will not yield meaningful results until 2027, indicating that current fee income trends significantly understate the long-term earning potential. The initiative addresses a critical gap in the market: as family-owned businesses navigate ownership transitions, estate planning, and intergenerational wealth transfer, they require a trusted advisor with deep local knowledge and fiduciary capacity—precisely the role BOH is positioning itself to fill. Given that wealth management fees have the potential to reach double-digit growth from a $60 million annual baseline, and considering the bank's disciplined approach to expense management (with overhead growth guidance already lowered to 2.5%-3%), the incremental operating leverage from this high-margin business could significantly enhance return on equity over time. The market's focus on near-term headwinds in fee income—such as lower swap fees and market-dependent wealth earnings—obscures the fact that these are transitional costs associated with rebuilding a franchise capability, not indicators of permanent weakness. As this initiative matures, it could transform BOH from a traditional commercial bank into a more diversified financial services firm with superior customer retention and cross-selling potential, a trajectory that remains substantially undervalued in current analysis.

Bank of Hawaii Corporation's disciplined balance sheet management and superior risk-adjusted returns are underappreciated in a competitive banking landscape where larger institutions face margin compression due to excess liquidity and aggressive pricing. The bank's ability to maintain a deposit beta of 36% in a declining rate environment—significantly higher than industry averages—reflects deep-rooted customer relationships and brand loyalty in Hawaii's concentrated market, where four locally headquartered banks control over 90% of deposits. This structural advantage allows BOH to attract and retain low-cost deposits without engaging in destructive rate wars, directly supporting net interest margin expansion. The bank's consistent execution of fixed asset repricing—re-pricing $643 million of maturing assets from 4% to 5.6% in Q1 alone—has driven eight consecutive quarters of NIM growth, with management projecting a path to 2.9% by year-end and long-term potential to reach 3.25%-3.5% through 2028 via this mechanical 20 basis point annual tailwind. Unlike peers reliant on volatile wholesale funding, BOH's self-funding model, with over 90% of loans originated locally and funded by stable retail deposits, insulates it from external funding shocks and provides a durable edge in both rising and falling rate cycles. The bank's focus on high-quality, relationship-based lending—evidenced by 60% of customer relationships exceeding ten years and weighted average FICO scores of 798 for mortgages—ensures resilient credit performance, as seen in near-zero charge-offs (3 basis points annualized) and a conservative commercial real estate portfolio where less than 3% of loans exceed 80% LTV. Furthermore, the underpenetrated wealth management opportunity, anchored by the new Center for Family Business and Entrepreneurs serving Hawaii's concentrated family-owned wealth, represents a multi-year runway for fee-based growth that remains excluded from current expense guidance but could meaningfully boost returns as the initiative scales beyond 2027. Together, these factors suggest the market is underestimating BOH's capacity to deliver superior risk-adjusted returns through structural advantages rather than cyclical luck.
Bank of Hawaii Corporation's capital return framework is positioned for significant acceleration as earnings power strengthens, yet the market appears to overlook the latent capacity for increased shareholder returns beyond the current dividend payout ratio of 53%. With Tier 1 capital at 14.4% and total risk-based capital at 15.4%—both well above regulatory minimums—and a projected decline in FDIC insurance assessments reducing overhead costs by $0.5 million per quarter, the bank is generating excess capital that could support more aggressive buybacks or dividend growth. Management explicitly noted that any capital return beyond the current dividend would likely flow through share repurchases, and with $106 million remaining under the current buyback authorization and a consistent pace of $15 million per quarter, there is clear runway to accelerate repurchases without compromising capital adequacy. The bank's conservative approach to capital deployment—prioritizing organic growth and credit quality over aggressive leverage—has historically resulted in underutilized capital capacity, creating a coiled spring for returns as confidence in earnings stability grows. Furthermore, anticipated regulatory capital relief, with management estimating a 50 to 100 basis point improvement in ratios from pending proposals, would further expand the capital buffer available for shareholder returns. This potential uplift is not reflected in current valuation metrics, which fail to account for the dual catalyst of improving profitability and rising capital flexibility. As the bank continues to benefit from stable deposit costs, improving efficiency through technology investments in AI and digital workflows, and steady credit quality, the resulting increase in sustainable earnings power could justify a higher valuation multiple, particularly if the market begins to recognize the durability of BOH's franchise in Hawaii's insulated economic environment, where unemployment remains near record lows and infrastructure spending provides a persistent tailwind to commercial lending.
Bank of Hawaii Corporation's wealth management transformation is a deeply embedded, multi-year initiative that the market is failing to recognize as a potential inflection point for long-term value creation, particularly given its alignment with the unique demographic and economic structure of Hawaii. Through the strategic integration of Bankoh Advisors, the Cetera partnership, and the newly launched Center for Family Business and Entrepreneurs, BOH is building a specialized platform to serve the substantial segment of Hawaii's wealthy families whose assets are concentrated in privately held businesses—requiring sophisticated succession, valuation, and M&A advisory services that few local competitors can replicate. This is not a cyclical fee income boost but a structural shift toward high-margin, relationship-driven wealth services that leverage the bank's unparalleled access to generational wealth and trust within the community. Management emphasized that while early benefits from the broker-dealer relaunch are visible in early 2026, the broader infrastructure build—focused on education, internal coordination, and client trust-building—will not yield meaningful results until 2027, indicating that current fee income trends significantly understate the long-term earning potential. The initiative addresses a critical gap in the market: as family-owned businesses navigate ownership transitions, estate planning, and intergenerational wealth transfer, they require a trusted advisor with deep local knowledge and fiduciary capacity—precisely the role BOH is positioning itself to fill. Given that wealth management fees have the potential to reach double-digit growth from a $60 million annual baseline, and considering the bank's disciplined approach to expense management (with overhead growth guidance already lowered to 2.5%-3%), the incremental operating leverage from this high-margin business could significantly enhance return on equity over time. The market's focus on near-term headwinds in fee income—such as lower swap fees and market-dependent wealth earnings—obscures the fact that these are transitional costs associated with rebuilding a franchise capability, not indicators of permanent weakness. As this initiative matures, it could transform BOH from a traditional commercial bank into a more diversified financial services firm with superior customer retention and cross-selling potential, a trajectory that remains substantially undervalued in current analysis.

▼ Bear case

Bank of Hawaii Corporation faces meaningful headwinds from a potentially prolonged period of higher interest rates and persistent inflationary pressures that could erode the durability of its net interest margin expansion, despite management's confidence in the fixed asset repricing tailwind. While the bank has benefited from eight consecutive quarters of NIM growth driven by the roll-off of low-yielding assets and reinvestment at higher rates, this dynamic is inherently self-limiting as the pool of repricing assets diminishes over time. The portfolio shows signs of aging, with over 60% of commercial real estate loans maturing in 2030 or later—indicating that the near-term benefit from fixed asset repricing may peak sooner than management's 2028 long-term margin outlook suggests. Furthermore, the bank's assumption of no rate cuts in 2026, while prudent, leaves it vulnerable to a scenario where inflation remains sticky, forcing the Fed to maintain or even increase rates, which would continue to pressure deposit costs upward and compress margins despite the bank's strong deposit beta. The recent decline in earning asset yields—down 4 basis points in Q1 as floating-rate assets repriced to lower rates—highlights the offsetting pressure from the asset side of the balance sheet, a dynamic that could intensify if the yield curve remains flat or inverted, limiting the bank's ability to capture spread from new loan production. Compounding this risk is the bank's exposure to evolving consumer behavior in tourism-dependent Hawaii, where visitor spending, while currently strong, remains sensitive to global economic shocks, energy prices, and geopolitical tensions—factors explicitly cited by management as potential threats to consumer confidence and travel demand. A sustained downturn in tourism could weaken demand for both consumer and commercial lending, particularly in sectors tied to hospitality, retail, and services, undermining the loan growth outlook and increasing pressure on credit quality in vulnerable segments. Finally, the bank's reliance on a geographically concentrated loan book—with 93% of loans in Hawaii—means it lacks diversification to offset regional economic softness, making its performance uniquely tied to the health of the local economy, which, while currently strong, faces structural challenges such as high costs of living, limited economic diversification, and vulnerability to external shocks that could abruptly reverse the current favorable trends.
Bank of Hawaii Corporation's wealth management ambitions, while strategically sound, risk becoming a prolonged drag on profitability and operational focus if the initiative fails to gain traction in a market where clients have deep-rooted relationships with existing advisory firms and the bank lacks a proven track record in delivering complex, high-touch financial planning services. The significant investment required to build out the Center for Family Business and Entrepreneurs, expand Bankoh Advisors, and deepen coordination between commercial and private banking teams is being absorbed in the current expense base, with management acknowledging that meaningful results are unlikely before 2027—implying a multi-year investment period with uncertain returns. This extended timeline increases the risk that the bank could misallocate capital and managerial attention toward a venture that does not achieve sufficient scale or margin to justify the cost, especially if competitors such as national wirehouses or specialized boutique advisors continue to dominate the high-net-worth space in Hawaii. Furthermore, the bank's wealth management income remains highly sensitive to market conditions, as evidenced by the decline in fees due to 'less-than-favorable market conditions' cited in Q1, raising concerns about the stability and predictability of this revenue stream compared to the steadier, relationship-based income from traditional banking. The emphasis on complex services like succession planning, business valuation, and M&A advisory—while valuable—may not align with the immediate needs of many clients, who may prefer simpler investment or retirement solutions, potentially leading to low adoption rates and underutilization of the newly built infrastructure. There is also a risk that the bank's foray into wealth management could dilute its core banking focus, particularly if the initiative requires significant cultural change, new talent acquisition, and systems integration that distract from maintaining the disciplined underwriting and relationship management that have historically driven its success. Without clear metrics on client acquisition, revenue per advisor, or referral rates from commercial banking, the initiative remains a speculative bet rather than a proven growth engine, and the market may be justified in discounting its long-term contribution to earnings until tangible, scalable results emerge.
Bank of Hawaii Corporation's credit quality metrics, while currently strong, may be understating latent risks in the portfolio that could surface if economic conditions deteriorate, particularly given the bank's heavy concentration in commercial real estate and the evolving stress in specific property types that are not fully captured by aggregate averages. Although management highlighted that less than 3% of CRE loans exceed 80% LTV and that the portfolio is well diversified with no single property type exceeding 9% of total loans, the aggregate metrics mask potential vulnerabilities in sectors such as office and retail, which are undergoing structural shifts due to remote work adoption and e-commerce growth—trends that have already reduced office space on Oahu by 10% over the past decade and could accelerate if economic uncertainty persists. While the bank noted that vacancy rates have improved due to conversions to multifamily and lodging, this adaptation may not be uniform across all properties or ownership groups, leaving some assets exposed to prolonged vacancies, declining rents, and potential refinancing challenges as maturities approach. Furthermore, the bank's reliance on collateral protection—evidenced by weighted average LTVs of 55% for CRE and 48% for residential mortgages—assumes that property values will remain stable or decline gradually, but a sharp correction in Hawaii's real estate market, potentially triggered by a collapse in tourism demand or a surge in insurance costs due to climate-related risks, could rapidly erode the protective value of collateral, especially for loans with higher LTVs in weaker property segments. The recent natural disasters referenced—Kona low storm and Typhoon Sinlaku—while currently viewed as manageable with a $3.2 million qualitative reserve, underscore the region's exposure to climate-related events that could increase in frequency or severity, leading to higher-than-expected losses in both consumer and commercial portfolios, particularly in vulnerable areas. Finally, the bank's consumer loan portfolio, while showing strong FICO scores, includes growing segments like auto and personal loans with lower average scores (729 and 760, respectively), and any weakening in consumer resilience due to inflation, job market softness, or reduced tourism-related income could lead to a measurable rise in delinquencies and charge-offs, especially if the bank's underwriting standards face pressure to maintain loan growth in a competitive environment. These risks are not reflected in the current exceptionally low charge-off rate of 3 basis points annualized, which may prove unsustainable under stress, leaving the bank vulnerable to a sudden deterioration in asset quality that could quickly erode capital and undermine investor confidence in its risk management framework.

Bank of Hawaii Corporation faces meaningful headwinds from a potentially prolonged period of higher interest rates and persistent inflationary pressures that could erode the durability of its net interest margin expansion, despite management's confidence in the fixed asset repricing tailwind. While the bank has benefited from eight consecutive quarters of NIM growth driven by the roll-off of low-yielding assets and reinvestment at higher rates, this dynamic is inherently self-limiting as the pool of repricing assets diminishes over time. The portfolio shows signs of aging, with over 60% of commercial real estate loans maturing in 2030 or later—indicating that the near-term benefit from fixed asset repricing may peak sooner than management's 2028 long-term margin outlook suggests. Furthermore, the bank's assumption of no rate cuts in 2026, while prudent, leaves it vulnerable to a scenario where inflation remains sticky, forcing the Fed to maintain or even increase rates, which would continue to pressure deposit costs upward and compress margins despite the bank's strong deposit beta. The recent decline in earning asset yields—down 4 basis points in Q1 as floating-rate assets repriced to lower rates—highlights the offsetting pressure from the asset side of the balance sheet, a dynamic that could intensify if the yield curve remains flat or inverted, limiting the bank's ability to capture spread from new loan production. Compounding this risk is the bank's exposure to evolving consumer behavior in tourism-dependent Hawaii, where visitor spending, while currently strong, remains sensitive to global economic shocks, energy prices, and geopolitical tensions—factors explicitly cited by management as potential threats to consumer confidence and travel demand. A sustained downturn in tourism could weaken demand for both consumer and commercial lending, particularly in sectors tied to hospitality, retail, and services, undermining the loan growth outlook and increasing pressure on credit quality in vulnerable segments. Finally, the bank's reliance on a geographically concentrated loan book—with 93% of loans in Hawaii—means it lacks diversification to offset regional economic softness, making its performance uniquely tied to the health of the local economy, which, while currently strong, faces structural challenges such as high costs of living, limited economic diversification, and vulnerability to external shocks that could abruptly reverse the current favorable trends.
Bank of Hawaii Corporation's wealth management ambitions, while strategically sound, risk becoming a prolonged drag on profitability and operational focus if the initiative fails to gain traction in a market where clients have deep-rooted relationships with existing advisory firms and the bank lacks a proven track record in delivering complex, high-touch financial planning services. The significant investment required to build out the Center for Family Business and Entrepreneurs, expand Bankoh Advisors, and deepen coordination between commercial and private banking teams is being absorbed in the current expense base, with management acknowledging that meaningful results are unlikely before 2027—implying a multi-year investment period with uncertain returns. This extended timeline increases the risk that the bank could misallocate capital and managerial attention toward a venture that does not achieve sufficient scale or margin to justify the cost, especially if competitors such as national wirehouses or specialized boutique advisors continue to dominate the high-net-worth space in Hawaii. Furthermore, the bank's wealth management income remains highly sensitive to market conditions, as evidenced by the decline in fees due to 'less-than-favorable market conditions' cited in Q1, raising concerns about the stability and predictability of this revenue stream compared to the steadier, relationship-based income from traditional banking. The emphasis on complex services like succession planning, business valuation, and M&A advisory—while valuable—may not align with the immediate needs of many clients, who may prefer simpler investment or retirement solutions, potentially leading to low adoption rates and underutilization of the newly built infrastructure. There is also a risk that the bank's foray into wealth management could dilute its core banking focus, particularly if the initiative requires significant cultural change, new talent acquisition, and systems integration that distract from maintaining the disciplined underwriting and relationship management that have historically driven its success. Without clear metrics on client acquisition, revenue per advisor, or referral rates from commercial banking, the initiative remains a speculative bet rather than a proven growth engine, and the market may be justified in discounting its long-term contribution to earnings until tangible, scalable results emerge.
Bank of Hawaii Corporation's credit quality metrics, while currently strong, may be understating latent risks in the portfolio that could surface if economic conditions deteriorate, particularly given the bank's heavy concentration in commercial real estate and the evolving stress in specific property types that are not fully captured by aggregate averages. Although management highlighted that less than 3% of CRE loans exceed 80% LTV and that the portfolio is well diversified with no single property type exceeding 9% of total loans, the aggregate metrics mask potential vulnerabilities in sectors such as office and retail, which are undergoing structural shifts due to remote work adoption and e-commerce growth—trends that have already reduced office space on Oahu by 10% over the past decade and could accelerate if economic uncertainty persists. While the bank noted that vacancy rates have improved due to conversions to multifamily and lodging, this adaptation may not be uniform across all properties or ownership groups, leaving some assets exposed to prolonged vacancies, declining rents, and potential refinancing challenges as maturities approach. Furthermore, the bank's reliance on collateral protection—evidenced by weighted average LTVs of 55% for CRE and 48% for residential mortgages—assumes that property values will remain stable or decline gradually, but a sharp correction in Hawaii's real estate market, potentially triggered by a collapse in tourism demand or a surge in insurance costs due to climate-related risks, could rapidly erode the protective value of collateral, especially for loans with higher LTVs in weaker property segments. The recent natural disasters referenced—Kona low storm and Typhoon Sinlaku—while currently viewed as manageable with a $3.2 million qualitative reserve, underscore the region's exposure to climate-related events that could increase in frequency or severity, leading to higher-than-expected losses in both consumer and commercial portfolios, particularly in vulnerable areas. Finally, the bank's consumer loan portfolio, while showing strong FICO scores, includes growing segments like auto and personal loans with lower average scores (729 and 760, respectively), and any weakening in consumer resilience due to inflation, job market softness, or reduced tourism-related income could lead to a measurable rise in delinquencies and charge-offs, especially if the bank's underwriting standards face pressure to maintain loan growth in a competitive environment. These risks are not reflected in the current exceptionally low charge-off rate of 3 basis points annualized, which may prove unsustainable under stress, leaving the bank vulnerable to a sudden deterioration in asset quality that could quickly erode capital and undermine investor confidence in its risk management framework.

Peer Comparison

Companies in the Banks - Regional

S.No.	Ticker	Company	Market Cap	P/E	P/S	Total Debt (Qtr)
1	KB	KB Financial Group Inc.	42,090.38 Bn	0.00 Bn	0.01 Mn	56.66 Bn
2	SHG	Shinhan Financial Group Co Ltd	33,919.15 Bn	0.00 Bn	0.00 Mn	40.46 Bn
3	BCH	Bank Of Chile	4,123.52 Bn	368.17 Bn	1.57 Mn	0.00 Bn
4	LYG	Lloyds Banking Group plc	360.83 Bn	0.00 Bn	0.00 Mn	42.37 Bn
5	FCAP	First Capital Inc	204.17 Bn	0.00 Bn	0.03 Mn	-
6	LARK	Landmark Bancorp Inc	187.97 Bn	0.00 Bn	0.00 Mn	0.00 Bn
7	NWG	NatWest Group plc	144.82 Bn	0.00 Bn	0.00 Mn	94.66 Bn
8	PNC	Pnc Financial Services Group, Inc.	101.80 Bn	0.00 Bn	0.00 Mn	21.42 Bn

Research Tools

Developers

About

Investment Thesis

Peer Comparison

Research Tools

Developers

About

Investment Thesis

Peer Comparison

Create an account

Sign In

Reset Password