Document:

Confirmation Letter dated on January 31, 2010

 Exhibit 10.8 
 Confirmation Letter 
 This Confirmation Letter is made on
January 31, 2010, by and among Tianjin Frank Education Consultancy Co., Ltd, Beijing Frank Education Investment and Management Co., Ltd (the “Management Company”), the Branch of Suixian Senior High School, the Branch of Suixian Hui
High School and Shandong International Polytechnic School of Translation (the “Schools”) for the purpose of specifying of the payment term under the Management and Service Agreements on August 4, 2009 (the “Original
Agreements”). 
 It is agreed as follows: 
  

	1.	The amount of the service fee under the Original Agreements is equal to the 75% of the net income under U.S.GAAP after the deduction of 25% of net income used for the
development of the Schools, and the Schools may delay or defer the payment due without any penalty. 

  

	2.	The Management Company may delay the payment due without any penalty. 

  

	3.	Unless otherwise prescribed herein, the Parties should carry on the Original Agreements according to Article 1 and 2 of this Confirmation Letter.

 Signature: 
 Tianjin Frank Education Consultancy Co., Ltd (Chop) 
 Beijing Frank Education Investment and Management Co., Ltd (Chop) 

 Branch of Suixian Senior High School (Chop) 
 Branch of Suixian Hui High School (Chop) 
 Shandong International Polytechnic School of
Translation (Chop)Exhibit 10.11

 Exhibit 10.11 

 

 

 Executive Incentive Compensation Plan 
 (“EICP”) 
 2009 Plan 
 May 1, 2009 

 2009 Executive Annual Incentive Plan 
  
  
 Introduction and Objective 
 Fox Chase Bank’s Executive Incentive Compensation Plan
(“EICP”) is designed to recognize and reward executives for their performance and contribution to Company performance. The Plan is designed to reward predefined performance goals that are critical the Bank’s growth and profitability.
This document summarizes the elements and features of the Plan. 
 In short, the objectives of the Incentive Plan are to: 
  

	 	•	 	 Focus executive attention on key business metrics that support the Bank’s business plan. 

  

	 	•	 	 Align pay with Bank and individual performance. 

  

	 	•	 	 Encourage teamwork and collaboration across all areas of the Bank. Our collective contributions will drive improved business results.

  

	 	•	 	 Motivate and reward the achievement of specific, measurable performance objectives that are aligned with the key strategic business objectives for the
Bank. 

  

	 	•	 	 Provide competitive total cash compensation at targeted performance levels with an opportunity to receive significant rewards for exceeding performance
goals 

  

	 	•	 	 Enable the Bank to attract and retain the talent needed to drive success. 

 Eligibility 
  

	 	•	 	 Eligibility will be limited to executive positions that have a significant impact on the success of the organization. Participants will be nominated by
the CEO and approved by the Compensation Committee. Participants for 2009 include the CEO, COO, CFO, CCO and CPO. 

  

	 	•	 	 Employees must be employed by July 1 of the plan year in order to be eligible for that year’s incentive. New employees will receive pro-rated
awards based on date of hire. 

  

	 	•	 	 Participants must be an active employee as of the date of award payout to receive an award, unless they terminate due to reasons of death, disability
(as determined by the company) or retirement. Individuals who terminate for any of these reasons during the plan year will receive a pro-rated award. 

 Performance Period 
 The performance period and plan operates on a
calendar year basis (January 1 – December 31st).
Actual payout awards are made in cash following year-end after Fox Chase Bank’s audited financial results and performance are known. 
 Incentive Payout Opportunity 
 Each participant will have a target incentive opportunity based on his/her role. The target
incentive will reflect a percentage of base salary and be determined consistent with competitive market practices. The incentive opportunity reflects a range of potential awards. Actual awards may range from 0% of target (for not achieving minimal
performance) to 150% of target (for exceptional performance). 
 The table on the following page summarizes the incentive target and opportunity
ranges for each participant during the 2009 Plan year. 
  

 1 

 Incentive Payout Opportunity (continued) 
  

																	
	2009 Short-Term Incentive Targets
	Role	  	Below
Threshold	 	  	  	 Threshold
 (50% of Target)
	 	  	  	 Target
 (100%)
	 	  	  	 Stretch1
 (150% of Target)
	 	  
	 CEO
	  	0%	 	 	  	17.5%	 	 	  	35.0%	 	 	  	52.5%	 	 
	 Chief
Operating Officer
	  	0%	 	 	  	15.0%	 	 	  	30.0%	 	 	  	45.0%	 	 
	 Chief
Financial Officer
	  	0%	 	 	  	15.0%	 	 	  	30.0%	 	 	  	45.0%	 	 
	 Chief
Credit Officer
	  	0%	 	 	  	12.5%	 	 	  	25.0%	 	 	  	37.5%	 	 
	 Chief Payments Officer
  
	  	0%  
	 	 	  	12.5%  
	 	 	  	25.0%  
	 	 	  	37.5%  
	 	 

  

	1	 In order to achieve stretch payouts, the Bank must at least achieve the predefined threshold level of net income. 

 Actual payouts will vary depending on performance relative to the specific performance measures identified for each participant (i.e. the total opportunity
will be divided according to the number of performance measures selected for each participant.) 
 Performance Measures 
 Incentives for all participants will be based on a combination of Bank and Individual performance. The specific measures and the weights for each measure
will vary based on the participant’s role. The table below shows the allocation of the incentive relative to Bank and Individual performance: 
  

									
	Role	  	Bank	 	  	  	Individual	 	  
	 CEO
	  	100%	 	 	  	  0%	 	 
	 Chief Operating Officer
	  	80%	 	 	  	20%	 	 
	 Chief Financial Officer
	  	70%	 	 	  	30%	 	 
	 Chief Credit Officer
	  	35%	 	 	  	65%	 	 
	 Chief
Payments Officer
  
	  	35%  
	 	 	  	65%  
	 	 

 In order to focus all participants on the Bank’s overall success and reinforce our team approach, all participants will be measured relative to two categories of Bank performance (which range from 35% - 55% of each participant’s
incentive award): 
 Long-Term Value of the Company 
 This measure reflects the executive team’s performance on the following factors: 1) Deploy capital effectively, b) Hire and retain the right people, c) Make sound and prudent financial/strategic
choices about capital outlays, d) Make good judgments about risk and pricing and 3) Build high quality earnings. 
 Achieve Profit Plan
Objectives 
 This measure reflects our performance relative to several key financial measures. 
 þ Core Net Income 
 þ Increase in Net Interest Income 
 þ Increase in Non-Interest Expense 
 þ Core ROA

 þ Core ROE 
 þ Non Performing Loans to Loan Ratio 
  

 2 

 Performance Measures (continued) 
  

 Performance on Long-term Value of the Company will be assessed based on Committee discretion and is
intended to provide flexibility to consider factors that are critical to our long-term success. 
 Performance on Profit Plan Objectives will be
evaluated by the Committee at the end of the year. 
 The remaining portion of the incentive awards (range from 45% - 65% depending on the
participant) is based on a combination of other Bank and/or Individual goals. 
 SEE APPENDIX A
FOR A DETAILED SUMMARY OF THE BANK AND INDIVIDUAL GOALS FOR EACH
PARTICIPANT FOR 2009. 
 Performance Gate 
 In order to ensure incentives are funded based on our profits, the Bank must achieve at least threshold level of Net Income for any performance component to pay above target levels. Threshold Net Income
is defined as 80% of our budget/plan for the year. Stretch is defined as 110% of our budget/plan for the year. The plan may be adjusted for extraordinary items at the discretion of the Committee with Board approval. 
 Incentive Payouts 
 Awards will be paid as a
cash bonus within 75 days and following the Plan year-end after Fox Chase Bank’s audited financial results and performance are known. These awards are based on performance relative to the defined goals. Each participant’s award opportunity
is allocated according to the weights for each core performance measure. Performance of each specific goal (i.e. Long-term Value to the Company, Achieve Profit Plan Objectives, Drive Efficiency, Achieve Targeted Deposit Growth, Achieve Targeted Loan
Growth, Individual Performance) is calculated independently to determine the payout for the goal. The sum of the awards for each performance measure determines the total incentive award. 
 As described above, if the Bank does not achieve at least 80% of target Net Income, incentive payouts for any one performance measure will be capped at target level. 
 Board Discretion 
 The Committee reserves
the right to apply positive or negative discretion to the plan as needed to reflect business environment and market conditions that may affect the Bank’s performance and incentive plan funding. The Compensation Committee reserves the right to
amend, modify and adjust payouts as necessary. See “Terms and Conditions” for further details on the Plan provisions. 
 SEE APPENDIX B FOR AN ILLUSTRATION OF A SAMPLE PERFORMANCE SCORECARD. 

 

 3 

 Terms and Conditions 
  

 
 Effective Date 
 This Program is effective January 1, 2009 to reflect plan year January 1, 2009 to December 31, 2009. The Plan will be reviewed annually by the
Bank’s Compensation Committee and Executive Management to ensure proper alignment with the Bank’s business objectives. The Committee retains the rights as described below to amend, modify or discontinue the Plan at any time during the
specified period. The Incentive Plan will remain in effect until December 31, 2009. 
 Program Administration 
 The Plan is authorized by the Compensation Committee, which reports to the Board of Directors. The Compensation Committee has the sole authority to interpret
the Plan and to make or nullify any rules and procedures, as necessary, for proper administration. Any determination by the Committee will be final and binding on all participants. 
 Program Changes or Discontinuance 
 Fox Chase Bank has developed the plan based on existing
business, market and economic conditions. If substantial changes occur that affect these conditions, the Committee may add to, amend, modify or discontinue any of the terms or conditions of the plan at any time. The Committee retains the discretion
to adjust results for one-time extraordinary events or adjust the revised the budget/plan (with Board approval). 
 The Compensation Committee
may, at its sole discretion, waive, change or amend the Plan as it deems appropriate. 
 Incentive Award Payments 
 Awards will be paid as a cash bonus within 75 days following the Plan year. Awards will be paid out as a percentage of a participant’s base salary
earned during the year as of December 31 for a given calendar year. Incentive awards will be considered taxable income to participants in the year paid and will be subject to withholding for required income and other applicable taxes.

 Any rights accruing to a participant or his/her beneficiary under the Plan shall be solely those of an unsecured general creditor of Fox
Chase Bank. Nothing contained in the Plan, and no action taken pursuant to the provisions hereof, will create or be construed to create a trust of any kind, or a pledge, or a fiduciary relationship between Fox Chase Bank and the participant or any
other person. Nothing herein will be construed to require Fox Chase Bank to maintain any fund or to segregate any amount for a participant’s benefit. 
 New Hires, Promotions, and Transfers 
 Participants who are not employed by Fox Chase Bank
at the beginning of the Plan year will receive a pro rata incentive award based on their length of employment during a given year. 
 A
participant whose work schedule changes during the year will be eligible for prorated treatment that reflects his/her time in the different schedules. 
 If a participant changes his/her role or is promoted during the Plan year, he/she will be eligible for the new role’s target incentive award on a pro rata basis (i.e. the award will be prorated based on the number of months employed in
the respective positions.) 
 Termination of Employment 
 If a Plan participant is terminated by the Bank, no incentive award will be paid. To encourage employees to remain in the employment of Fox Chase Bank, a participant must be an active employee of the Bank
at the time of the award. (See exceptions for death, disability and retirement.) 
  

 4 

 Disability, Death and Retirement 
 If a participant is disabled by an accident or illness, and is disabled long enough to be placed on long-term disability, his/her bonus award for the Plan period shall be prorated so that no award will be
earned during the period of long-term disability. Participation during short-term disability is at the discretion of the Compensation Committee. 
 In the event of death, Fox Chase Bank will pay to the participant’s estate the pro rata portion of the award that had been earned by the participant. 
 Individuals who will be retiring will receive a prorated award based on their date of retirement. For the purposes of this Plan, retirement is defined as age 65, consistent with guidelines established in
Fox Chase Bank’s existing retirement plan. 
 Ethics and Interpretation 
 If there is any ambiguity as to the meaning of any terms or provisions of this plan or any questions as to the correct interpretation of any information
contained therein, the Bank’s interpretation expressed by the Board of Directors will be final and binding. 
 The altering, inflating,
and/or inappropriate manipulation of performance/financial results or any other infraction of recognized ethical business standards, will subject the employee to disciplinary action up to and including termination of employment. In addition, any
incentive compensation as provided by the plan to which the employee would otherwise be entitled will be revoked. 
 Participants who have
willfully engaged in any activity, injurious to the Bank, will upon termination of employment, death, or retirement, forfeit any incentive award earned during the award period in which the termination occurred. 
 Miscellaneous 
 The Plan will not be deemed
to give any participant the right to be retained in the employ of Fox Chase Bank, nor will the Plan interfere with the right of Fox Chase Bank to discharge any participant at any time. 
 In the absence of an authorized, written employment contract, the relationship between employees and Fox Chase Bank is one of at-will employment. The Plan does not alter the relationship. 
 This incentive plan and the transactions and payments hereunder shall, in all respect, be governed by, and construed and enforced in accordance with the
laws of the state of Pennsylvania. 
 Each provision in this Plan is severable, and if any provision is held to be invalid, illegal, or
unenforceable, the validity, legality and enforceability of the remaining provisions shall not, in any way, be affected or impaired thereby. 
 This plan is proprietary and confidential to Fox Chase Bank and its employees and should not be shared outside the organization. 
  

 5 

 APPENDIX A: 
 2009 Performance Measures and Weights 
 Note: This is a high-level summary to provide a
comparison of goals across participants. Each participant will receive Individual Performance Scorecards that will summarize his specific goals, targets and weights. 
  

 6 

 2009 Performance Goals and Weights 
 Below is a summary of each participant’s preliminary performance goals and weightings for 2009: 
  

																												
	2009 Performance Measures1
	  	2009 Performance Goals1	 	  	  	Weightings of Performance Measures	 
	  	  	Threshold / Target / Stretch	 	  	  	CEO	 	 	  	  	COO	 	 	  	  	CFO	 	 	  	  	CCO	 	 	  	  	CPO	 
	 BANK PERFORMANCE MEASURES
	  	100	% 	 	 	  	80	% 	 	 	  	70	% 	 	 	  	35	% 	 	 	  	35	% 
	 Long
Term Value of Company2
	  	Committee Discretion	 	 	  	30	% 	 	 	  	20	% 	 	 	  	20	% 	 	 	  	15	% 	 	 	  	15	% 
	 Achieve
Profit Plan Objectives
	  	 	 	 	  	25	% 	 	 	  	20	% 	 	 	  	20	% 	 	 	  	20	% 	 	 	  	20	% 
	 Core
Net Income
	  	$2.32m / $2.90m / $3.19m	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Increase Net Interest Income
	  	14%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Increase Non-Interest Expense
	  	5%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Core
ROA
	  	0.29%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Core
ROE
	  	2.13%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 NPL
to Loan Ratio
	  	Performance Relative to Peers	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Drive
Efficiency
	  	 	 	 	  	15	% 	 	 	  	20	% 	 	 	  	30	% 	 	 	  	 	 	 	 	  	 	 
	 Efficiency Ratio
	  	78%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Revenue / FTE
	  	$192m	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Expense / FTE
	  	$149m	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Net
Interest Margin
	  	2.61%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Achieve
Targeted Deposit Growth
	  	 	 	 	  	15	% 	 	 	  	20	% 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Average YTD Deposit Growth
	  	$650m	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Core
Deposits/Total
	  	38.9%	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Achieve
Targeted Loan Growth
	  	 	 	 	  	15	% 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Comm’l RE Avg
	  	$282.8mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 C&I Avg
	  	$42.5mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Comm’l Loans/RM Avg
	  	$31.4mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 TEAM / INDIVIDUAL PERFORMANCE MEASURES
	  	0	% 	 	 	  	20	% 	 	 	  	30	% 	 	 	  	65	% 	 	 	  	65	% 
	 Loan
Growth
	  	 	 	 	  	 	 	 	 	  	20	% 	 	 	  	 	 	 	 	  	20	% 	 	 	  	 	 
	 Avg
Loans
	  	$646.2m	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 3rd Party Loan Review
	  	Satisfactory or Better	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 C&I Growth
	  	$17.6mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 CRE
Growth
	  	$52.1mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Internal
Controls
	  	 	 	 	  	 	 	 	 	  	 	 	 	 	  	30	% 	 	 	  	 	 	 	 	  	 	 
	 Material Weaknesses
	  	None	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Summary of Uncorrected Differences
	  	1% of Net Income	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Annual
Client Review
	  	Top 20 Borrowers	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	20	% 	 	 	  	 	 
	 Credit /
Asset Quality
	  	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	25	% 	 	 	  	 	 
	 OTS
Asset Quality
	  	3 or Better	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 3rd Party Loan Review
	  	Satisfactory or Better	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Launch
Internet Banking
	  	TBD	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	20	% 
	 Fidelity
Re-Conversion System Upgrades
	  	TBD	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	20	% 
	 Deposit
Growth
	  	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	25	% 
	 Avg
Deposits
	  	$12.2mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 CY
Deposits
	  	$22.5mm	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 
	 Cash
Mgmt Fees
	  	$110k	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 	 	 	  	 	 

  

	1	 Performance measures/goals are pending Board approval. 

	2	 This measure will require subjective Board discretion and reflects how the executives achieved the following to enhance the long-term value: of the
Company: a) Deploy capital effectively, b) Hire and retain the right people, c) Make sound and prudent financial/strategic choices about capital outlays, d) Make good judgments about risk and pricing, e) Build high quality earnings.

  

 7 

 APPENDIX B: 
 Illustration of a Sample Performance Scorecard 
  

 8 

 ILLUSTRATION OF SAMPLE PERFORMANCE
SCORECARD 
 Given the large number of goals, we recommend evaluating the overall performance of each broader category, taking
into consideration performance on the sub factors. Evaluation considers specific performance achievements but allows discretion to assess performance in a more holistic manner. 
 Using the CEO performance measures and weightings provided to us by FCB, the following provides an example of this approach. Actual performance and the ratings are examples only. For the purposes of the
illustration, we assume a base salary of $280,000, with an incentive opportunity of 35%, or $98,000. 
  

																									
	  	  	Performance Rating Scale
(Used to Evaluate Each Performance Category)
	  	  	Did Not Meet	 	  	  	Meets
Minimum	 	  	  	Meets
Some	 	  	  	Meets
All	 	  	  	Exceeds Some	 	  	  	Exceeds All	 	  
	 Payout
as % of Target
	  	0%	 	 	  	50%	 	 	  	75%	 	 	  	100%	 	 	  	125%	 	 	  	150%	 	 

  

																		
	 Performance Measures
	  	Target
Goal3	 	 	Weight	 	 	Target
Incentive
Opportunity	  	 Actual
Performance
	  	 Rating
	  	Actual
Payout
	 Long-Term Value of Company4
	  	 	n/a	  	 	30	% 	 	$	29,400	  	Committee Discretion	  	 Meets Some
 (75% of target)
	  	$	22,050
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Achieve Profit Plan Objectives
	  				 	25	% 	 	$	24,500	  		  	 Meets Minimum
 (50% of target)
	  	$	12,250
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 “Core Net Income”
	  	$	2.8m	  	 			 			  	$2.3m	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Increase Net Interest Income
	  	 	14	% 	 			 			  	13%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Increase Non-Interest Expense
	  	 	5	% 	 			 			  	4%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Core ROA
	  	 	0.29	% 	 			 			  	0.28%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Core ROE
	  	 	2.13	% 	 			 			  	1.90%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 NPL to Loans (vs. Peer Group)
	  	 	TBD	  	 			 			  	35th %ile	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Drive Efficiency
	  				 	15	% 	 	$	14,700	  		  	 Did Not Meet
 (0% of target)
	  	$	0
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Efficiency Ratio
	  	 	78	% 	 			 			  	84%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Revenue / FTE
	  	$	192m	  	 			 			  	$190m	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Expense / FTE
	  	$	149m	  	 			 			  	$140m	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Net Interest Margin
	  	 	2.61	% 	 			 			  	2.6%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Deposit Growth
	  				 	15	% 	 	$	14,700	  		  	 Meets All
 (100% of target)
	  	$	14,700
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 YTD Avg
	  	$	650m	  	 			 			  	$650m	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Core Deposits/Total
	  	 	38.9	% 	 			 			  	38%	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Loan Growth
	  				 	15	% 	 	$	14,700	  		  	 Exceeds Some
 (125% of target)
	  	$	18,375
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 CRE Lending Avg
	  	$	282.8mm	  	 			 			  	$300mm	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 C&I Lending Avg
	  	$	42.5mm	  	 			 			  	$44mm	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Comm Loans/RM Avg
	  	$	31.4mm	  	 			 			  	$30.9mm	  		  		
	 	 	 	 	 	 	 	 	  	 	  	 	 
	 Total
	  				 	100.0	% 	 	$	98,000	  		  		  	$	67,375
	 	 	 	 	 	 	 	 	  	 	  	 	 

  
  

	3	 Performance measures/goals are pending Board approval. 

	4	 This measure will require subjective Board discretion and reflects how the executives achieved the following to enhance the long-term value: of
Company: a) Deploy capital effectively, b) Hire and retain the right people, c) Make sound and prudent financial/strategic choices about capital outlays, d) Make good judgments about risk and pricing, e) Build high quality earnings.

  

 9

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