FRANKLIN FINANCIAL SERVICES CORP /PA/ Segments Disclosure
The Corporation’s reportable segments are determined by the Chief Operating Officer of the Bank, who is the designated chief operating decision maker (CODM), based upon information provided about the Corporation’s products and services offered primarily between community banking and wealth management segments. The segments are also distinguished by the level of information provided to the CODM, who uses such information to review the performance of various components of the business, which are then aggregated if operating performance, products/services, and customer are similar. The CODM evaluates the financial performance of the Corporation’s business segments by evaluating revenue streams, significant expenses, and budget to actual results to assess the performance of the segments and to determine allocation of resources. This evaluation is also used to assess the performance of each segment to evaluate compensation of certain employees.
Community Banking Segment. Pretax profit or loss is used to assess the performance of this segment by monitoring net interest income, fee income and noninterest expense. In this segment, interest income on loans and securities, and banking service fees are the primary source of revenue. Interest expense, the provision for credit losses, and salaries and benefits are the primary expenses.
Wealth Management Segment. Pretax profit or loss is used to assess the performance of the this segment by monitoring fee income and operating expense, and by assets under management. In this segment, fees from assets under management are the primary source of revenue, while salaries and benefits are the primary expense.
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| Year Ended December 31, 2025 |
| Year Ended December 31, 2024 | ||||||||||||||
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| Reportable Segments |
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| Reportable Segments |
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(Dollars in thousands) |
| Wealth |
| Community Banking |
| Consolidated Total |
| Wealth |
| Community Banking |
| Consolidated Total | ||||||
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Interest income - loans, including fees |
| $ | — |
| $ | 87,226 |
| $ | 87,226 |
| $ | — |
| $ | 73,996 |
| $ | 73,996 |
Interest income - investments |
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| — |
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| 19,504 |
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| 19,504 |
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| — |
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| 18,211 |
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| 18,218 |
Interest income - interest-earning deposits in other banks |
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| — |
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| 7,641 |
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| 7,641 |
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| — |
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| 9,237 |
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| 9,237 |
Wealth fee income |
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| 9,169 |
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| — |
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| 9,169 |
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| 8,538 |
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| — |
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| 8,538 |
Total segment income |
| $ | 9,169 |
| $ | 114,371 |
| $ | 123,540 |
| $ | 8,538 |
| $ | 101,444 |
| $ | 109,989 |
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Reconciliation of revenue |
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Other revenue - not allocated to a segment |
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| 10,007 |
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| 5,141 |
Total consolidated revenue |
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| $ | 133,547 |
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| $ | 115,130 |
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Less: |
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Interest expense - deposits |
| $ | — |
| $ | 34,694 |
| $ | 34,694 |
| $ | — |
| $ | 30,906 |
| $ | 30,906 |
Interest expense - other borrowings |
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| — |
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| 8,750 |
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| 10,031 |
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| — |
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| 11,981 |
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| 13,031 |
Provision for credit losses |
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| — |
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| 2,899 |
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| 2,899 |
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| — |
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| 1,983 |
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| 1,983 |
Salary and benefit expense |
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| 4,018 |
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| 31,311 |
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| 35,329 |
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| 3,829 |
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| 28,923 |
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| 32,752 |
Segment profit |
| $ | 5,151 |
| $ | 36,717 |
| $ | 50,594 |
| $ | 4,709 |
| $ | 27,651 |
| $ | 36,458 |
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Other expenses - not allocated to a segment |
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| 24,327 |
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| 23,143 |
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Income before taxes |
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| $ | 26,267 |
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| $ | 13,315 |
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Other segment disclosures |
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Net occupancy |
| $ | 482 |
| $ | 4,300 |
| $ | 4,782 |
| $ | 524 |
| $ | 4,059 |
| $ | 4,583 |
Data processing |
| $ | 185 |
| $ | 5,932 |
| $ | 6,117 |
| $ | 198 |
| $ | 5,606 |
| $ | 5,804 |
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Total assets for reportable segments |
| $ | 1,413 |
| $ | 2,236,154 |
| $ | 2,239,018 |
| $ | 1,555 |
| $ | 2,194,365 |
| $ | 2,197,841 |
Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Mar 13, 2026 | Showing above |
| 2024 | Mar 14, 2025 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.