硅谷国家银行 2025年度报告

FinancialHighlights A Letter to OurShareholders To Our Shareholders, Associates,Clients, and Community Partners: Over the course of every year, I spend a greatdeal of time sitting down with our clients,often in their offices, sometimes on job sites,and occasionally, even at a kitchen table. Theconversations are rarely just about interest ratesor balance sheets. They’re about hiring plans,expansion decisions, supply chain disruptions,and the uncertainty that comes with running abusiness in a rapidly changing environment. Despite political divides, shifting economicconditions, and ongoing questions aroundtariffs and tax policy, one theme came throughconsistently in these conversations: our clientsaren’t looking for bold predictions. They’re lookingfor a banker they can trust. They need a partnerwho understands their business and can helpthem navigate uncertainty with clarity and focus. IRA ROBBINSChairman and CEO That expectation speaks directly to who we areand how we show up for our clients. Valley’s relationship-driven approach to bankingis designed for moments like these. As the largestcommercial bank headquartered in New Jersey,but one that also operates in other dynamicmarkets across the country, we consider ourselvesto be well-positioned to deliver personalizedservice at scale, a model that large nationalcompetitors and small community banks cannoteasily replicate. This value proposition serves as astrategic catalyst for our North Star ambition tobecome the premier regional bank in the country. Our Strategy GUIDES OUR WAY FORWARD As we near our 100th year, 2025 stood as adefining moment for Valley. One in whichstrong financial performance, balance sheetdiversification, and disciplined adaptation to arapidly changing backdrop reaffirmed our strengthand readiness for the next century. Our strategy has been anchored in strengtheningthe capabilities required to scale a relationshipwhile achieving long-term franchise relevance.We have invested deliberately in data andanalytics, profitability-informed decision-making,and Artificial Intelligence (AI) adoption. Wereimagined our operating sales and servicingmodels, expanded penetration of our treasuryand payments solutions, strengthened our talentacquisition efforts, and enhanced rigorousbusiness planning and accountability enterprise-wide. These initiatives are intended to deepencustomer relationships, generate more stable low-cost deposits, improve the client experience, andstrengthen Valley’s ability to deliver integratedfinancial solutions across its customer segments. Each year brings its own distinct challengesand opportunities. In 2025, we had to contendwith volatile interest rates and continuedscrutiny surrounding regional bank liquidity,commercial real estate concentration, and fundingdependencies. These pressures forced us tomove faster and make harder choices, exercisingdiscipline where it mattered most while continuingto invest where we saw long-term value. This past year also marked a pivotal moment inshaping Valley’s leadership for the future. Westrengthened our senior executive leadershipteam with the additions of Gino Martocci,President of Commercial Banking, Patrick Smith,President of Consumer Banking, and LyndseySloan, General Counsel. We also promoted TravisLan to Chief Financial Officer. In this environment, clarityof strategy mattered morethan ever. These appointments were deliberate investmentsin Valley’s long-term competitiveness. By blendingexperienced external perspectives with stronginternal leadership, we have created a team thatunderstands both where Valley has been andwhere it must go. Our leadership team bringsdeep industry expertise, proven operatingdiscipline, and a track record of buildingscalable businesses in evolving markets. Just asimportant, they share a common commitment toperformance, accountability, and client focus. This was a year of fortifying our balance sheet,leadership team, and franchise to position usfor elevated levels of sustained profitability. Weaccomplished these goals with a dedicated focuson delivering against key financial imperativesthat are designed to lead to long-termprofitability: optimizing our commercial bankingvalue proposition, enhancing balance sheetflexibility, and driving sustainable fee income. our ability to win operating accounts and embedourselves more deeply with commercial clients,directly supporting growth in core depositsand recurring fee income. These results werefurther augmented by specialty funding nichesthat delivered above-average deposit growth,reinforcing a more stable, diversified, andprofitable funding base as we enter 2026 withpriorities that remain largely consistent. With this team in place, we believe that our abilityto deliver sustained performance, remain relevantin a rapidly changing industry, and create long-termvalue for our shareholders has never been stronger. We view AI as a powerful driver of operatingefficiency, improved decision-making, andpr