Atlantic Union Bankshares Corporation · NYSE:AUB
Atlantic Union Bankshares — Investor Day (December 2025)
81 slides from Atlantic Union Bankshares's investor day presentation, Dec 10, 2025
Slide 1: Investor Day
Investor Day December 10, 2025
Slide 2: Forward-looking Statements
Forward-looking Statements This presentation and statements by our management may constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are statements that include, without limitation, statements regarding our s
Slide 3: Additional Information
Additional Information Non-GAAP Financial Measures No Offer or Solicitation This presentation contains certain financial information determined by methods other than This presentation does not constitute an offer to sell or a solicitation of an offer to buy any in accordance with generally accepted
Slide 4: Agenda
Agenda TOPIC SPEAKER Introduction Bill Cimino Senior Vice President, Investor Relations Our Journey John Asbury President & Chief Executive Officer Enabling Our Organization to Execute Maria Tedesco President & Chief Operating Officer of Atlantic Union Bank Wholesale Banking David Ring Wholesale Ban
Slide 5: Our Journey
OUR JOURNEY John Asbury President & Chief Executive Officer 5
Slide 6: Atlantic Union Bankshares
Atlantic Union Largest Regional Bank Headquartered in the Lower Mid-Atlantic2,3 Bankshares M a ry l a n d BALTIMORE Headquartered in Richmond, Virginia, AUB is HIGHLIGHTS 1 WASHINGTON the holding company for Atlantic Union Bank, STAUNTON FREDERICKSBURG established in 1902. We operate through two pri
Slide 7: Strategic Journey
Strategic Journey 2019 2019 2021 2023 2025 Solidified Position as VA’s Bank Digital & Customer Experience Success Primed for Future Growth Banking Crisis Response Strengthened lower Mid- • Access National acquisition • Improved online and mobile banking • Specialized commercial lines • Investment po
Slide 8: A Deliberate, Disciplined Transformation Journey
A Deliberate, Disciplined Transformation Journey Over the last ten years, AUB has evolved from Our expansion has been deliberate, blending Every acquisition and investment was driven by a a local Virginia community bank into the steady organic growth with focused strategic specific goal: to establis
Slide 9: The Leading Bank of the Lower Mid-Atlantic Region
The Leading Bank of the Lower Mid-Atlantic Region 2017 2025 PATH TO VIRGINIA’S BANK LARGEST REGIONAL BANK HEADQUARTERED IN THE LOWER MID-ATLANTIC 111 Branches (Q2’2017) 178 Branches (October 23, 2025) 6% BRANCH GROWTH CAGR FROM 2017 TO 3Q 2025 20% ASSET GROWTH CAGR FROM 2017 TO 3Q 2025 Former 37 Bra
Slide 10: Our Transformation Story
Our Transformation Story Completing What Atlantic Union Outlined In 2018 – INVESTOR DAY FUTURE M&A GOALS Snapshot From 2018 Investor Day Presentation 10
Slide 11: Market Opportunity in Virginia, Maryland, and North Carolina
Market Opportunity in Virginia, Maryland, and North Carolina Growth opportunity in all three states Franchise Growth Strength Opportunity VIRGINIA Rank Institution Deposits ($mm) Market Share (%) Branches VIRGINIA Rank Institution Deposits ($mm) Market Share (%) Branches ALL BANKS 1 Truist Financial
Slide 12: Our Markets
Our Markets 2025 GDP 2025 POPULATION ($ BILLIONS) (MILLIONS) GDP GDP Pop. Pop. # State ($Billions) # State ($Billions) # State (Millions) # State (Millions) 1 California 4,198 9 Washington 872 1 California 38.9 9 North Carolina 11.1 2 Texas 2,798 10 New Jersey 867 2 Texas 31.2 10 Michigan 10.1 3 New
Slide 13: Major Milestones Outlined in Our Prior Strategic Plan Have Been Accomplished
Major Milestones Outlined in Our Prior Expanded our presence and gained market share in key Mid-Atlantic markets Strategic Plan Have Been Successfully Successfully integrated and improved each acquired franchise, while Accomplished upholding our culture and core principles Increased scale, broadened
Slide 14: Harnessing Organic Power
THE NEXT PHASE Harnessing Organic Power With the franchise now established, our focus is on maximizing its potential: We Believe AUB Was Built For This Moment Organic growth Capital generation Disciplined execution We have invested the capital, built the platform, and Deepening relationships, Shifti
Slide 15: Enabling Our Organization to Execute
ENABLING OUR ORGANIZATION TO EXECUTE Maria Tedesco President & Chief Operating Officer of Atlantic Union Bank 15
Slide 16: Our Strategic Priorities
Our Strategic FOUNDATIONAL Merger Integration & Execution Fully integrate and execute upon the Sandy Spring acquisition, realizing Priorities its expectations and potential Build Scaling Capabilities Continue to build infrastructure, risk management, workforce, processes and capabilities to support
Slide 17: Our Fintech Partnerships Are Helping us Sort Through The Sea of Options
Our Fintech Partnerships Are Helping us Sort Through The Sea of Options Market Intelligence Connectivity to the and Insight FinTech Ecosystem Peer Networking Curated Introductions to Best-in-Class FinTechs Extensive Dialogue and Interaction 17
Slide 18: Curate New, Innovative Digital Capabilities
Curate New, Innovative Digital Capabilities Fintech partnerships have driven efficiencies and improved Teammate and customer experiences. Sandbox banking platform helps Reggora is a modern appraisal SavvyMoney is a solution that Socure is an automated MX helps customers organize, Copado manages end-
Slide 19: Digital Assets
Digital Assets GENIUS Act Establishes the Regulatory Framework for New Digital Offerings NEW PAYMENT RAILS TOKENIZED DEPOSITS STABLECOIN 19
Slide 20: Our Customer Value Proposition
Our Customer Value Proposition PEOPLE I CAN TECHNOLOGY I COUNT ON CAN COUNT ON • Fair Treatment • 24/7 Access/Reliability • Caring Service • Intuitive User • Knowledgeable Experiences Advice Authentically Digital- Human Enabled • Simple Money • Dependability Movement • Personalized • Seamless Omni •
Slide 21: Our Core Values Continue to Make us Successful
Our Core Values Continue to Make us Successful CARING COURAGEOUS COMMITTED Working together toward Speaking openly, honestly, Driven to help our clients, common goals, acting with and accepting our challenges Teammates, and company kindness, respect, and a genuine and mistakes as opportunities to su
Slide 22: Customer Experience (CX) Roadmap
Customer Experience (“CX”) Roadmap Basic Customer Complaint Focused Proactive Insights CX as Standard Embedded & Cyclical Service & Reactive & Actions Practice CX Practices User Experience Driving Satisfaction, Reduce & Prevent Improve the CX Data-Driven Insights Design Retention, & Advocacy Recurri
Slide 23: Our Organization
WHOLESALE BANKING CONSUMER AND BUSINESS BANKING Our Commercial Banking Specialty Banking Capital Markets Wealth Management Retail Banking Home Loans Wealth Brokerage Business Banking Organization & Trust ENTERPRISE TECHNOLOGY Infrastructure Software Business InfoSec App Digital Data Core Data Develo
Slide 24: Wholesale Banking
WHOLESALE BANKING David Ring Wholesale Banking Group Executive of Atlantic Union Bank 24
Slide 25: Wholesale Banking Snapshot
Wholesale Business Overview Snapshot(1) Regional Commercial Banking Banking $22.9B Loans Snapshot Middle Market & Specialty Banking • Government Contracting • Equipment Finance Deposits $11.5B • Corporate Banking • Asset Based Lending Fee Income $64.3MM Commercial Real Estate Banking Capital Markets
Slide 26: Snapshot
WHOLESALE BANKING A full-service and client-centric model providing a breadth of products Snapshot and services across multiple segments of customers and industries. Core Banking Groups Specialty Banking Groups Other Lines of Business Wealth & Trust Capital Markets & Commercial & Middle Market Gover
Slide 27: Deliver on Sandy Spring Opportunity
WHOLESALE BANKING Deliver on Sandy Spring Opportunity Integration Priorities • Handle cultural and operational Planned Strategic Initiatives & Capabilities integration with care — seeking to maintain client continuity • Focus on relationship profitability and scalable • Equip bankers with structured
Slide 28: Developing New Markets
WHOLESALE BANKING Developing New Markets North & South Carolina Markets Planned Strategic Initiatives & Capabilities • Transition legacy business banking teams toward a more regional, • Build brand equity in Charlotte, North Carolina, and the broader South commercial banking focus—without losing the
Slide 29: Enhancing the Core Franchise
WHOLESALE BANKING Enhancing the Core Franchise Virginia Market Planned Strategic Initiatives & Capabilities • Expand Capital Markets product penetration, with a focus on driving • Integrate industry-specific marketing and training for bankers to deliver swaps, FX, and syndications into existing clie
Slide 30: Expanding the Foundation
WHOLESALE BANKING Expanding the Foundation Commercial Real Estate Planned Strategic Initiatives & Capabilities • Launch a formal Commercial Real Estate Debt Capital Markets desk to • Build dedicated hospitality, industrial, and student housing credit monetize originations via agency, conduit, and li
Slide 31: Specialty Banking
WHOLESALE BANKING Specialty Banking Evolving Existing and Developing New Groups Senior Living Asset Based Lending and Healthcare Finance Dealer Finance Sponsor Finance Franchise Finance Strong Credit Profile Healthcare Sector Strategic Fit with Commercial Strong Growth Engine Top Tier Growth Opportu
Slide 32: Planned Strategic Initiatives
WHOLESALE BANKING Planned Strategic Initiatives Footprint Optimization We are exploring a phased rollout of new specialty finance initiatives to enhance our Priorities client offering, deepen fee generation, and align with market demand to better compete • Structured the business into three with lar
Slide 33: Capital Markets
WHOLESALE BANKING Capital Markets PLANS TO EXPAND IMPACT: Position Capital Markets as a scaled, embedded solution that drives relationship depth and institutional credibility. Specialty Banking Interest Rate Derivatives Opportunities The core of the Capital Markets platform, rate derivatives drive t
Slide 34: Treasury Management
WHOLESALE BANKING Treasury Management PLANS TO LEVERAGE SUCCESS: Continue building on the consistent and repeatable successes over the prior five years. Industry Insights & Peer Benchmarking Client Experience Modernization • Active engagement in industry forums has become a strong source of • Treasu
Slide 35: Treasury Management
WHOLESALE BANKING Treasury Management Integration with Middle Market Enterprise Payments, Stablecoin and Tokenized Deposits • Develop a robust payments suite for Middle Market clients, featuring Instant Payments, Integrated Receivables, and Application Business Overview Programming Interface (“API”)
Slide 36: Snapshot
WEALTH MANAGEMENT Atlantic Union Bank Wealth Management (AUBWM) is dedicated to Snapshot helping Individuals and Institutions meet their long-term financial goals. Asset Management Trust & Estate Services Wealth Banking Rembert Pendleton West Financial Services Jackson (RPJ) (WFS) • Portfolio manage
Slide 37: Wealth Management
WHOLESALE BANKING Wealth Management EVOLUTION CONTINUES: Seek to become a full-service and digitally enabled Wealth Management Organization. Becoming a full-service and The new Wealth Management The new CRM platform will Fee Income Growth from digitally enabled organization platform will provide a m
Slide 38: Consumer and Business Banking
CONSUMER AND BUSINESS BANKING Shawn O’Brien Consumer & Business Banking Group Executive of Atlantic Union Bank 38
Slide 39: Snapshot
CONSUMER & BUSINESS BANKING Snapshot1 $18.0B Community Impact Deposits Branch Network $5.3B Loans Customer Care Business Banking | SBA Center 581,000+ Clients Talent $54MM Development Consumer Fee Income Lending Group Consumer Administration ATM & Wealth $2.8B Consumer Banking Card Management (AUFC)
Slide 40: Strategic Progression and Looking Forward
CONSUMER & BUSINESS BANKING Strategic Progression and Looking Forward Tech Enhancements Customer Engagement • Q2 Business Launch Q2 Customer Blend for Consumer Build For Scale • Goal Based Savings • Salesforce Launch Consumer Launch Engagement Lending Replacement of Deposit • Charitable giving • Hor
Slide 41: Network Efficiency & Geographic Diversity
CONSUMER & BUSINESS BANKING Network Efficiency & Geographic Diversity We maintain a focus on network efficiency while maintaining geographic diversity HISTORIC CONSUMER BRANCH LOCATIONS EXPECTED CONSUMER BRANCH LOCATIONS Key Takeaways CUSTOMER DEPOSITS PER BRANCH ($M) $167 Consumer branches have $15
Slide 42: Planned Strategic Objectives
CONSUMER & BUSINESS BANKING Planned Strategic Objectives Updated for accelerated expansion via recent acquisitions and organic growth Organic Customer Growth: • Fully integrate Sandy Spring and Atlantic Union • New-to-bank sales focus Expansion Strong Foundation Grow & Diversify Lending Growth: Orga
Slide 43: Plan to Deliver on Sandy Spring Opportunity
CONSUMER & BUSINESS BANKING Plan to Deliver on Sandy Spring Opportunity We plan to successfully blend the cultures of Sandy Spring & AUB to create a cohesive and motivated workforce that embraces the strengths of both organizations, including AUB’s sales practices Integration Priorities • Comprehens
Slide 44: Customer Growth
CONSUMER & BUSINESS BANKING Customer Growth Organic customer growth remains a top priority and is expected to be driven by increased new customer production Driven-Focus Competitive New Programs Improved Solutions New DDA Production Promotional Launching Online Deposit Offers Refer-A-Friend Originat
Slide 45: Lending: Consumer & Business Banking Growth Strategy
CONSUMER & BUSINESS BANKING Lending: Consumer & Business Banking Growth Strategy A focus on small business, automated origination, partnership between Business Banking and branch staff PLANNED ORGANIC GROWTH & AUTOMATION Consumer Lending • Grow home lending origination team in and out of footprint &
Slide 46: Technology
CONSUMER & BUSINESS BANKING Technology Building tools that help us grow and transition CONTINUATION: PLANNED ENHANCEMENTS AUB and Salesforce Mobile and Online Banking (Q2) Call Center Technology CRM (Salesforce) • Sandy Spring had a case management model via Salesforce We are constantly improving ou
Slide 47: North Carolina Expansion Strategy
CONSUMER & BUSINESS BANKING North Carolina Expansion Strategy M a ry l a n d BALTIMORE WASHINGTON Our initial focus will be in Raleigh and Wilmington, with plans to open highly visible locations targeting attractive submarkets combined with AUB branded ATMs at high-traffic retailers paired STAUNTON
Slide 48: Planned SBA Lending Expansion
CONSUMER & BUSINESS BANKING Planned SBA Lending Expansion SBA lending will become a larger business for Atlantic Union Bank SBA Lending We currently have SBA focused Teammates operating in 8 states and engage in SBA lending in 17 States. We expect to continue to grow our footprint for SBA lending. W
Slide 49: Planned Atlantic Union Financial Consultants Expansion
CONSUMER & BUSINESS BANKING Planned Atlantic Union Financial Consultants Expansion Through a partnership with Raymond James Financial, Atlantic Union Financial Consultants (“AUFC”) plans to support AUB’s expanding footprint by leveraging existing talent and investing in additional FTE. These additio
Slide 50: Build for Scale
CONSUMER & BUSINESS BANKING Build for Scale Processes Optimization Further develop our processes, improve account opening and servicing as well as other easy procedures, reporting, delivery, to use tools for our Teammates and staffing Develop AI tools such as call center quality control, chat, and t
Slide 51: Technology Roadmap
TECHNOLOGY ROADMAP Matt Linderman Chief Information Officer of Atlantic Union Bank 51
Slide 52: Overview
Overview We have brought our Information Technology and Digital organizations together and expanded our talent, creating synergy… Our vision is to be “the trusted choice to engineer and operate technology solutions Data, Integration and Enterprise Architecture Development & Data Governance that meet
Slide 53: We Delivered on our Three-Year Technology Roadmap
ENTERPRISE TECHNOLOGY We Delivered on our Three-Year Technology Roadmap Modernize Core Banking System Innovate With FinTechs • Completed robust RFP process across core banking and digital • Continually evaluate FinTech solutions with eye towards landscape business value • Completed rationalization o
Slide 54: Maturing our Technology Organization: 2026-2028 Focus Areas
ENTERPRISE TECHNOLOGY Maturing our Technology Organization: 2026-2028 Focus Areas Lead with Data Elevate Customer Experience Seek to ensure our data remains high-quality and is fully leveraged Continue to rollout compelling customer capabilities and ensure through analytics, including AI and machine
Slide 55: Lead with Data
ENTERPRISE TECHNOLOGY Lead with Data Seek to ensure our data remains high quality and is fully leveraged through analytics, including AI and machine learning DATA QUALITY & GOVERNANCE Production Reporting High-quality, repeatable and automated reporting across all key areas of business and operation
Slide 56: Artificial Intelligence
Artificial Three Step Approach to Engaging AI Intelligence We are thoughtfully pursuing AI use at AUB. Implement Test and Engage Governance Learn and Leverage Fast Follower Strategy • Identify key vendor partnerships and • Expand use cases beyond productivity to leverage their capabilities customer
Slide 57: AI Strategy: Categories of Use Cases at AUB
ENTERPRISE TECHNOLOGY AI Strategy: Categories of Use Cases at AUB Customer Experience Enhancing how customers interact with the bank through personalized recommendations, AI chatbots, / Servicing virtual assistants, and predictive support that anticipates needs Operational Automating repetitive task
Slide 58: AI Strategy: Progression
ENTERPRISE TECHNOLOGY AI Strategy: Progression With the rapid growth of artificial intelligence, we plan to remain fast followers NEAR TERM INTERMEDIATE TERM LONG TERM • Develop robust governance model • Leverage existing vendor AI • Leverage AI landscape at around machine learning and capabilities
Slide 59: Elevate Customer Experience: Digital
ENTERPRISE TECHNOLOGY Elevate Customer Experience: Digital As we settle into our target state digital platforms, we will work to fully leverage those platforms Customer Engagement Scale & Risk Management We aim to increase the level of customer • Leverage our platform to deliver on “automated engage
Slide 60: Elevate Customer Experience
ENTERPRISE TECHNOLOGY Elevate Customer Experience We must understand our customer experience from a technology standpoint and we will be building out a Technology Operations function with a targeted focus on that customer experience. PUBLIC INTERNET & INFRASTRUCTURE Externally Customer Internal Host
Slide 61: Information / Cyber Security Roadmap
ENTERPRISE TECHNOLOGY Information / Cyber Security Roadmap Seeking to ensure that we are prepared for the increasing threat and regulatory landscape as we grow Protect the Bank Support Our Business Evolve our organization in Continue to build out and response to the increasing leverage a Business th
Slide 62: Shareholder Value Proposition and Financial Targets
SHAREHOLDER VALUE PROPOSITION AND FINANCIAL TARGETS Rob Gorman Chief Financial Officer 62
Slide 63: Our Shareholder Value Proposition
Our Shareholder Value LEADING REGIONAL PRESENCE Dense, uniquely valuable presence across attractive markets Proposition ATTRACTIVE FINANCIAL FINANCIAL STRENGTH PROFILE Solid balance sheet & Solid dividend yield capital levels & payout ratio with earnings upside UPPER QUARTILE STRONG GROWTH PERFORMAN
Slide 64: Loan & Deposit Growth
Loan & Deposit Growth LOANS ($B) AUB Acquired Total Growth CAGR: +19% | Organic Growth CAGR: 7% 27.4 8.6 18.5 12.6 2.2 14.0 14.4 15.6 9.7 13.2 2.2 7.1 2.5 2017 2018 2019 2020 2021 2022 2023 2024 Q3 2025 DEPOSITS ($B) AUB Acquired Total Growth CAGR: +21% | Organic Growth CAGR: 7% 30.7 11.2 20.4 13.3
Slide 65: Strong Track Record of Performance (Non-GAAP)
Strong Track Record of Performance (Non-GAAP) ADJUSTED OPERATING RETURN ADJUSTED OPERATING RETURN ON ASSETS ADJUSTED OPERATING EFFICIENCY RATIO ON TANGIBLE COMMON EQUITY (ROTCE %)1 (ROA %)1 (FTE %)1 19.7% 54.5% 54.7% 1.43% 54.2% 18.1% 1.16% 1.26% 53.3% 1.14% 1.11% 17.1% 17.2% 16.9% 50.5% 2021 2022 2
Slide 66: Strong Capital Position
Strong Capital Position At September 30, 2025 PRO FORMA INCLUDING AOCI REPORTED & HTM UNREALIZED LOSSES1 REGULATORY WELL ATLANTIC UNION ATLANTIC ATLANTIC UNION CAPITAL RATIO CAPITALIZED MINIMUMS BANKSHARES UNION BANK BANKSHARES ATLANTIC UNION BANK Common Equity Tier 1 Ratio (CET1) 6.5% 9.9% 12.8% 8.
Slide 67: Capital Management Priorities
Capital Management Priorities CAPITAL PRIORITIES CONSOLIDATED COMMON EQUITY TIER 1 CAPITAL RATIO Target Range 9.5%-10.5% (We consider CET1 ratio > 10.5% at the holding company to be excess capital) COMMON DIVIDEND 10.2% 10.3% 10.2% SUPPORT ORGANIC COMMON SHARE 9.9% 10.0% 10.0% 9.9% PAYOUT RATIO TARG
Slide 68: Medium-Term Financial Targets
Medium-Term Financial 19% – 20% 1.4% – 1.5% 46% – 48% Targets1 Return on Tangible Common Equity Return on Assets Efficiency Ratio (FTE) KEY FINANCIAL PERFORMANCE OPERATING METRICS BENCHMARKED AGAINST TOP QUARTILE PROXY PEERS Atlantic Union is committed to achieving top tier financial performance and
Slide 69: 2025 Financial Outlook
2025 Financial Outlook1 KEY ASSUMPTIONS1 Inclusive of Sandy Spring beginning April 1st • Full Year 2025 outlook includes nine months impact of the Sandy Spring acquisition in results Targets for 4Q 20251 FULL YEAR 2025 OUTLOOK1 • The outlook includes estimates of Loans Mid Single Digit growth in 4Q
Slide 70: 2026 Financial Outlook
2026 Financial Outlook KEY ASSUMPTIONS1 • 2026 outlook includes the full year impact FULL YEAR 2026 OUTLOOK 1 of the Sandy Spring acquisition in results • The outlook includes estimates of merger- Loans (end of period) $29.0 – 30.0 billion related purchase accounting adjustments with respect to the
Slide 71: Our Shareholder Value Proposition
Our Shareholder Value Proposition • #1 Largest Regional Bank headquartered in the lower Mid-Atlantic1 Leading Regional Presence Dense, uniquely valuable presence across • 178 Total Branches Across our Virginia, Maryland, D.C., and North Carolina markets attractive markets • We believe the three stat
Slide 72: Summary
SUMMARY John Asbury President & Chief Executive Officer 72
Slide 73: Our Vision for 2028
Our Vision Maintain a dense and contiguous franchise as we grow, creating Soundly manage enterprise risk and preserve trust with regulatory for 2028 tremendous value through optionality partners to enable sustained excellence Expand and diversify business lines, Acquire, retain, equip, and with comp
Slide 74: Appendix
APPENDIX
Slide 75: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures We have provided supplemental performance measures determined by methods other than in accordance with GAAP. These non-GAAP financial measures are a supplement to GAAP, which we use to prepare our financial statements, and should not be considered in isolation
Slide 76: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures ADJUSTED OPERATING EARNINGS & FINANCIAL METRICS Adjusted operating measures exclude, as applicable, merger-related costs, FDIC special For the nine months ended For the years ended assessments, legal reserves associated with our (Dollars in thousands, except ou
Slide 77: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures ADJUSTED OPERATING EARNINGS & FINANCIAL METRICS The Company believes net interest income (FTE), total For the nine months ended For the years ended revenue (FTE), and total adjusted revenue (FTE), which are used in computing net interest margin (FTE) and (Dolla
Slide 78: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures Tangible assets and tangible common equity are used in ADJUSTED OPERATING EARNINGS & FINANCIAL METRICS the calculation of certain profitability, capital, and per share ratios. The Company believes tangible assets, tangible common equity and the related ratios a
Slide 79: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures TANGIBLE ASSETS, TANGIBLE COMMON EQUITY, AND LEVERAGE RATIO Tangible assets and tangible common equity are (Dollars in thousands, except per share amounts) used in the calculation of certain profitability, As of September 30, 2025 capital, and per share ratios.
Slide 80: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures TANGIBLE ASSETS, TANGIBLE COMMON EQUITY, AND LEVERAGE RATIO Tangible assets and tangible common equity are (Dollars in thousands, except per share amounts) used in the calculation of certain profitability, As of September 30, 2025 capital, and per share ratios.
Slide 81: Reconciliation of Non-GAAP Disclosures
Reconciliation of Non-GAAP Disclosures RISK-BASED CAPITAL RATIOS In addition to these regulatory capital ratios, the (Dollars in thousands) Company adjusts certain regulatory capital As of September 30, 2025 ratios to include the impacts of AOCI, which the Company has elected to exclude from regulat
Atlantic Union Bankshares — Investor Day (December 2025) on 6ix