A national bank within a separately reported public group
Old National Bank is an Evansville, Indiana-based national bank, FDIC certificate 3832, charter 8846 and Federal Reserve identifier 208244. The FDIC index dated October 2, reviewed October 5, 2026, records the bank as active. It ranks 40th in this series’ fixed June 30, 2026 domestic insured-bank and savings-institution asset inventory. This is a bank-level size ranking, not a credit rating. [1][2][9]
Old National Bancorp, ticker ONB, is the parent. Its core markets are the Midwest and Southeast. The parent and insured bank have different reporting boundaries. The company’s own top-25 banking-company description uses a different universe from this bank-charter inventory. [3][5]
The bank’s June balance sheet
FDIC regulatory figures show $73.857 billion of bank assets and $56.986 billion of deposits at June 30, 2026. Net loans and leases were $50.236 billion. First-half net income was $511.6 million, a cumulative six-month amount. All displayed figures are rounded from thousands of dollars. [2]
The bank’s net loans were approximately 88.2% of deposits, calculated from these regulatory balances. This is an accounting comparison, not proof of immediately available . Deposits may have different prices, concentrations and withdrawal patterns; the loan measure is net rather than the parent’s separately defined total-loan measure. The reviewed evidence does not contain a complete bank-to-parent consolidation bridge. [2]
Scroll horizontally to see all columns.
| Measure | Reported value |
|---|---|
| Assets | $73.857 billion |
| Deposits | $56.986 billion |
| Net loans and leases | $50.236 billion |
| Total equity capital | $8.356 billion |
| Net income, six months ended June 30 | $511.6 million |
Bremer changed the legal perimeter before the systems conversion
Old National’s May 1, 2025 Form 8-K records two completed mergers. Bremer Financial Corporation merged into Old National Bancorp; immediately afterward, Bremer Bank, National Association merged into Old National Bank, which survived. These are completed legal events, not a pending acquisition. The parent and acquired bank should not be treated as two additional current banking charters alongside Old National. [4]
The closing announcement said Bremer would operate as a division before a planned systems conversion in October 2025 and identified an increased community commitment in Minnesota, North Dakota and Wisconsin. A historical conversion forecast is not itself evidence of its later completion. More importantly, the legal merger date and a customer’s technology migration date answer different questions. [5]
Analytically, acquisitions bring borrowers, deposits, people and systems together, but accounting scale does not establish operating consistency. Customer retention, duplicate processes, data quality and the durability of acquired relationships can matter long after closing. A year-over-year balance-sheet comparison spanning an acquisition also mixes purchased balances with organic activity unless a company provides a specific bridge.
Commercial specialties create distinct repayment risks
Old National identifies commercial real estate, franchise banking, healthcare, senior housing, professional services, government and nonprofit banking among its specialties. Its financial-institutions group serves nonbank firms’ depository and cash-management needs. The bank also describes tax-credit equity and construction lending for affordable housing, rehabilitation and development. These product descriptions establish scope, not portfolio allocations or realized returns. [6]
Property lending is sensitive to rents, occupancy, operating expenses and refinancing terms. Healthcare and senior-housing borrowers add different dependencies, including staffing and service-payment economics. Construction involves the additional problem of turning an unfinished project into a productive asset. The analytical value of these distinctions is that a single commercial-credit label can conceal very different timing and repayment mechanisms.
Geographic reach and industry breadth can reduce dependence on one borrower base, yet several exposures can deteriorate together if higher costs or weaker cash flows affect a region. The reviewed product pages do not provide property-level maturities, borrower concentration or stress-loss estimates; no such figures are inferred.
Agriculture connects seasonal credit with seasonal deposits
The bank’s agribusiness offering includes operating loans, equipment finance, farmland mortgages, farm consulting and cash management. It explicitly describes large seasonal inflows and outflows as part of agricultural banking. The page supports the existence of this specialty; it does not establish agriculture’s current share of total loans. [7]
The financing mechanism is closely tied to production cycles. Cash may be spent on inputs months before crops or livestock generate receipts, while equipment and land have much longer useful lives. Weather, commodity prices and input costs can therefore affect working-capital needs and debt repayment differently. Land collateral may offer support without replacing the borrower’s need for cash income.
This also explains why deposit seasonality is not automatically a sign of customer loss. A farmer can draw down operating cash while remaining a longstanding client. Conversely, a deposit increase near receipt dates need not represent a permanent source of cheap funding. Distinguishing expected seasonal use from stress requires account and borrower information not present in the public product description.
Treasury management links commercial customers to the funding base
Old National’s treasury menu includes account sweeps, zero-balance accounts, ACH and wire payments, check and ACH positive pay, lockbox processing and remote deposit capture. ONPointe Treasury and ONPointe Essentials are digital banking offerings, not separate banks. The product list describes available capabilities rather than verified customer adoption or fraud-prevention outcomes. [8]
These services can make a bank part of a business’s daily payment and reconciliation process. That relationship can connect deposits, lending and fee revenue. It also makes reliability consequential: an outage or incorrect payment-control setting can disrupt payroll, collections or supplier payments even when a bank is financially sound.
Operational connections may encourage continued use, but they do not make balances immobile or insured above applicable limits. A bank can retain the customer relationship while paying more for its deposits. The economic question is the combined cost of funds and service delivery, rather than simply whether an account is labeled commercial.
Quarterly results show growth alongside continuing credit costs
The parent’s July 22 release reported $249.4 million of second-quarter common-shareholder income. June parent deposits were $56.147 billion and loans including held-for-sale balances were about $50.8 billion. Average commercial-real-estate loans were $22.234 billion. Total deposit cost was 1.71%, while GAAP net interest margin was 3.49%. [3]
Parent net were $32.2 million; nonaccrual loans were 0.91% of loans and 30-plus-day 0.29%. The broader allowance including unfunded commitments was $612.0 million. Results contained a $13.2 million pension gain and $12.1 million of merger charges. Adjusted earnings are a company non-GAAP presentation, not a replacement for reported results. [3]
The analytical distinction is between the level of profit and the reasons it changed. Acquisition-related accounting, gains and integration costs can alter reported earnings while the underlying loan and deposit franchise evolves at a different pace. Likewise, current charge-offs, delinquency and nonaccrual are related but not identical measures; movements in one do not mechanically predict the others.
A larger platform, with limits to what public evidence proves
The combined model offers several ways to deepen customer relationships: commercial credit, agricultural expertise, payment services and household banking. Its scale also makes consistent underwriting and execution across acquired operations important. Further dated evidence on deposit pricing, credit migration, property refinancing and integration expense would clarify the trade-offs without assuming that growth alone is success.
This review uses June regulatory data, July parent results and the dated legal-merger filing. The October identity check confirms the recorded active charter, not a comprehensive search of every lawsuit, supervisory matter or subsequent operating development. It does not establish a confidential examination rating or an October financial-condition assessment.
Sources
- FDIC institutions: active status and legal identity, index dated October 2, checked October 5, 2026Official sourceBack to text: ↑
- FDIC bank financials: June 30, 2026; amounts in thousands of dollarsOfficial sourceBack to text: ↑1↑2↑3
- Old National Bancorp: company-issued second-quarter results, July 22, 2026SourceBack to text: ↑1↑2↑3
- Old National Bancorp Form 8-K: completed Bremer parent and bank mergers, May 1, 2025Filing / reportBack to text: ↑
- Old National: Bremer closing announcement, May 1, 2025Filing / reportBack to text: ↑1↑2
- Old National: specialized commercial industries, undated page reviewed October 5, 2026SourceBack to text: ↑
- Old National: agribusiness banking, undated page reviewed October 5, 2026SourceBack to text: ↑
- Old National: treasury management, undated page reviewed October 5, 2026SourceBack to text: ↑
- FDIC June 30, 2026 asset inventory; domestic charter classes selected for this seriesOfficial sourceBack to text: ↑