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OPERATING SEGMENT INFORMATION
 3 Months Ended
Mar. 31, 2026
Segment Reporting [Abstract]  
OPERATING SEGMENT INFORMATION OPERATING SEGMENT INFORMATION
We provide a wide range of banking products and related services, primarily in 11 western states: Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Texas, Utah, Washington, and Wyoming. Our operations are organized principally through seven separately managed affiliate banks, each operating under its own local brand and management team: Zions Bank, CB&T, Amegy, NBAZ, NSB, Vectra, and TCBW. These affiliate banks constitute our primary operating segments.
Our affiliate model emphasizes local authority and accountability, including locally informed pricing and product customization, to maximize customer satisfaction, strengthen community relationships, and improve profitability and shareholder returns.
At March 31, 2026, Zions Bank operated 92 branches in Utah, 25 branches in Idaho, and one branch in Wyoming. CB&T operated 77 branches in California. Amegy operated 76 branches in Texas. NBAZ operated 56 branches in Arizona. NSB operated 43 branches in Nevada. Vectra operated 33 branches in Colorado and one branch in New Mexico. TCBW operated two branches in Washington and one branch in Oregon. During the first three months of 2026, all of the Bank's assets and revenues were located in or derived from operations within the United States.
We focus on serving customers in the communities in which we operate. Each operating segment offers a wide range of banking products and related services, delivered digitally or through other traditional channels. These
include commercial and small business banking, capital markets and investment banking, commercial real estate lending, retail banking, and wealth management.
The affiliate banks are supported by an enterprise-level segment—referred to as the “Other” segment—which provides governance and risk oversight, capital allocation, and strategic objectives, and includes centralized technology infrastructure, back-office operations, and certain business lines that are not managed through the affiliate structure.
Centrally provided services are allocated to the operating segments based on estimated or actual usage of those services. Capital is allocated according to the risk-weighted assets held by each segment. We utilize an internal funds transfer pricing (“FTP”) process to measure segment performance. This methodology is subject to ongoing refinement. Transactions between segments are generally conducted at fair value, with intercompany profits eliminated in consolidation. Total average loans and deposits for the segments include minor intercompany amounts and certain deposits with the “Other” segment.
We evaluate segment performance and allocate resources primarily based on income or loss from operations before income taxes. The accounting policies applied to the operating segments are consistent with those described in the Notes to Consolidated Financial Statements.
The chief operating decision maker (“CODM”) is our Chairman and Chief Executive Officer. The CODM regularly receives certain segment-level information, including net interest income, noninterest income, significant noninterest expenses, and income or loss from operations before income taxes. This information is used to evaluate performance and inform resource allocation decisions for each segment.
The following schedule presents selected operating segment information that is regularly provided to the CODM to evaluate performance and allocate resources for the three months ended March 31, 2026 and 2025:
Zions BankCB&TAmegy
(In millions)202620252026202520262025
SELECTED INCOME STATEMENT DATA
Net interest income 1
$182 $176 $163 $152 $144 $132 
Provision for credit losses(12)6 — 10 (1)3 
Net interest income after provision for credit losses194 170 163 142 145 129 
Noninterest income52 42 38 28 47 48 
Noninterest expense:
Salaries and employee benefits36 36 35 34 31 30 
Technology, telecom, and information processing4 4 1 1 2 2 
Occupancy and equipment, net7 7 9 8 8 9 
Other direct expenses 2
14 18 11 10 11 13 
Indirect/allocated expenses83 79 57 51 66 64 
Total noninterest expense144 144 113 104 118 118 
Income (loss) before taxes$102 $68 $88 $66 $74 $59 
SELECTED AVERAGE BALANCE SHEET DATA
Total average loans$15,053 $14,834 $15,443 $14,675 $14,620 $13,953 
Total average deposits20,949 21,211 16,015 14,621 15,112 14,812 
NBAZNSBVectra
(In millions)202620252026202520262025
SELECTED INCOME STATEMENT DATA
Net interest income 1
$67 $64 $54 $53 $34 $35 
Provision for credit losses8 (8)4 — (3)8 
Net interest income after provision for credit losses59 72 50 53 37 27 
Noninterest income12 10 13 12 9 8 
Noninterest expense:
Salaries and employee benefits14 14 12 12 11 10 
Technology, telecom, and information processing1 1 1 1 1 1 
Occupancy and equipment, net3 3 3 3 3 3 
Other direct expenses 2
4 9 4 5 3 3 
Indirect/allocated expenses26 25 24 23 16 16 
Total noninterest expense48 52 44 44 34 33 
Income (loss) before taxes$23 $30 $19 $21 $12 $2 
SELECTED AVERAGE BALANCE SHEET DATA
Total average loans$5,610 $5,701 $3,745 $3,657 $3,706 $3,921 
Total average deposits6,964 6,947 7,358 7,166 3,449 3,440 
TCBWOtherConsolidated Bank
(In millions)202620252026202520262025
SELECTED INCOME STATEMENT DATA
Net interest income 1
$20 $17 $(2)$(5)$662 $624 
Provision for credit losses(4)(3)1 2 (7)18 
Net interest income after provision for credit losses24 20 (3)(7)669 606 
Noninterest income2 2 14 21 187 171 
Noninterest expense:
Salaries and employee benefits3 3 219 203 361 342 
Technology, telecom, and information processing1 1 63 59 74 70 
Occupancy and equipment, net1 1 7 7 41 41 
Other direct expenses 2
1 1 38 26 86 85 
Indirect/allocated expenses4 3 (276)(261)— — 
Total noninterest expense10 9 51 34 562 538 
Income (loss) before taxes$16 $13 $(40)$(20)$294 $239 
SELECTED AVERAGE BALANCE SHEET DATA
Total average loans$2,088 $1,964 $876 $930 $61,141 $59,635 
Total average deposits1,115 1,134 4,497 5,588 75,459 74,919 
1 Interest income is shown net of interest expense consistent with the information regularly provided to the CODM and used to evaluate segment performance.
2 Other direct expenses include professional and legal services, marketing and business development, deposit insurance and regulatory expense, credit-related expense, other real estate expense, and other noninterest expenses.
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