Our new Commercial & Investment Bank is positioned for success
Consumer &
Community Banking
Commercial & | Corporate & | |
Investment Bank | ||
Investment Bank | $49 | |
Investment Banking | 6 | |
Lending |
Asset &
Wealth Management
2023 Revenue1 ($B)
Banking & Wealth Management
Home Lending
Card Services & Auto
$70 |
43 |
4 |
23 |
Payments | 9 | |||||||
$64 | ||||||||
Investment Banking | 7 | Markets | 28 | |||||
Lending | 7 | |||||||
Securities Services | ||||||||
Payments | 18 | 5 | ||||||
Commercial | ||||||||
Markets | 28 | Banking | ||||||
$16 | ||||||||
Middle Market | 7 | |||||||
Securities Services | Corp. Client | 5 | ||||||
5 | ||||||||
CRE | ||||||||
3 |
Asset Management
Global Private Bank
$20 |
9 |
11 |
For footnoted information, refer to slide 7
1
Targeted initiatives - significant runway for growth
Complete | Global | Diversified | At Scale | |||||||
Invest and grow market-leading franchises | ||||||||||
Grow & deepen | Capture the full | Scale new markets & | Deliver the Firm to | Extend momentum in |
consumer | opportunity in | businesses | private capital markets | active management |
relationships | Payments | & venture ecosystem |
Leading financial results | Fortress balance sheet
2
Tech modernization, combined with our unrivalled data, position us to benefit from next gen AI
Investing in modern technology | Experience and success using | Opportunities with Generative AI | ||||
infrastructure and practices | traditional AI / machine learning | |||||
Modern data
centers
Drive software | + |
development | |
excellence |
Journey to cloud
Customer personalization
Trading
Operations
Fraud management
Credit decisioning
Products and | ||||
features tailored | Software engineering | |||
to the customer | ||||
Pricing and | ||||
hedging | ||||
= | Customer support | |||
Automation and | ||||
insights | ||||
Detecting and | |
preventing fraud | Front office |
Improving | |
accuracy and | |
access | |
Productivity |
Power of unrivalled data and analytics
Innovation
Personalization
3
Disciplined approach to risk and resource utilization is key to our operating model
Risk management | Capital | Expense efficiencies | Regulatory / Control |
We prepare for a range | Our fortress balance sheet is | Expense discipline is essential | Compliance & controls remain |
of outcomes | a pillar of our strength | to earning the right to invest | non-negotiable priorities |
LIQUIDITY | CAPITAL | Overhead ratio1 | ||||||
75% | 77% | |||||||
72% | ||||||||
67% | ||||||||
66% | ||||||||
$1.5T | $520B | 54% | ||||||
HQLA & marketable | Total Loss- | |||||||
securities | Absorbing Capacity | |||||||
112% | 15.0% | |||||||
Firm LCR | Standardized CET1 ratio | |||||||
129% | 6.1% | 5-year | JPM | WFC | BAC | C | GS | MS |
Bank LCR | Firm SLR | change in: | ||||||
Revenue1,2 | ||||||||
$51B | ($4B) | $8B | $5B | $10B | $14B | |||
As of | Expense | $24B | ($1B) | $13B | $13B | $11B | $13B | |
March 31, 2024 |
Provide operational | Address multi- |
resiliency and | jurisdictional |
security | sanctions |
Minimize fraud | Comply with AML3 laws |
and cyber risk | and KYC4 protocols |
Protect clients' assets,
money in movement and data
For footnoted information, refer to slide 7
4
Assuming a reasonable B3E outcome, our 17% through the cycle target is still achievable
STRONG TRACK RECORD OF PERFORMANCE
ROTCE1 (%) | ROTCE ex. reserve | |||||
release/build | 3 | was 19.3% | ||||
Adj. ROTCE | 2 | |||||
(2020) and 18.5% (2021) | ||||||
was 13.6% | ||||||
24% | ||||||||||||||||||
22% | 23% | |||||||||||||||||
21% | ||||||||||||||||||
19% | ||||||||||||||||||
18% | ||||||||||||||||||
17% | ||||||||||||||||||
15% | 15% | 15% | 15% | |||||||||||||||
14% | ||||||||||||||||||
13% | 13% | 13% | ||||||||||||||||
11% | 12% | |||||||||||||||||
10% | ||||||||||||||||||
6% | ||||||||||||||||||
'05 | '06 | '07 | '08 | '09 | '10 | '11 | '12 | '13 | '14 | '15 | '16 | '17 | '18 | '19 | '20 | '21 | '22 | '23 |
Complete | Global | Diversified | ||||||||||||||||
For footnoted information, refer to slide 7 |
17%
through the cycle
ROTCE target
At Scale
5
Notes on non-GAAP financial measures
-
In addition to analyzing the Firm's results on a reported basis, management reviews Firmwide results, including the overhead ratio, on a "managed" basis; these Firmwide managed basis results are non-GAAP financial measures. The Firm also reviews the results of the lines of business on a managed basis. The Firm's definition of managed basis starts, in each case, with the reported U.S. GAAP results and includes certain reclassifications to present total net revenue for the Firm and each of the reportable business segments on a fully taxable-equivalent basis. Accordingly, revenue from investments that receive tax credits and tax-exempt securities is presented in the managed results on a basis comparable to taxable investments and securities. These financial measures allow management to assess the comparability of revenue from year-to-year arising from both taxable and tax-exempt sources. The corresponding income tax impact related to tax- exempt items is recorded within income tax expense. These adjustments have no impact on net income as reported by the Firm as a whole or by the lines of business. For a reconciliation of the
Firm's results from a reported to managed basis for the full years 2022 and 2023, refer to page 62 of JPMorgan Chase's Annual Report on Form 10-K for the year ended December 31, 2023 ("2023 Form 10-K"). For all other periods presented, refer to the Explanation and Reconciliation of the Firm's Use of Non-GAAP Financial Measures disclosure in JPMorgan Chase's Annual
Report on Form 10-K for each respective year - Tangible common equity ("TCE"), return on tangible common equity ("ROTCE") and tangible book value per share ("TBVPS"), are each non-GAAP financial measures. TCE represents the Firm's common stockholders' equity (i.e., total stockholders' equity less preferred stock) less goodwill and identifiable intangible assets (other than mortgage servicing rights), net of related deferred tax liabilities. ROTCE measures the Firm's net income applicable to common equity as a percentage of average TCE. TBVPS represents the Firm's TCE at period-end divided by common shares at period-end. TCE, ROTCE and TBVPS are utilized by the Firm, as well as investors and analysts, in assessing the Firm's use of equity. For a reconciliation from common stockholders' equity to TCE for the full years 2021, 2022 and 2023, refer to page 64 of JPMorgan Chase's 2023 Form 10-K. For all other periods presented, refer to the Explanation and Reconciliation of the Firm's Use of Non-GAAP Financial Measures disclosure in JPMorgan Chase's Annual Report on Form 10-K for each respective year
6
Notes on slides 1-5
Slide 1 - Our new Commercial & Investment Bank is positioned for success1. Totals may not sum due to rounding. See note 1 on slide 6
Slide 4 - Disciplined approach to risk and resource utilization is key to our operating model
- See note 1 on slide 6
- Amounts for JPM, BAC, C and WFC are on a fully taxable-equivalent basis. Amounts for GS and MS represent reported revenue
- Anti-moneylaundering ("AML")
- Know your customer ("KYC")
Slide 5 - Assuming a reasonable B3E outcome, our 17% through the cycle target is still achievable
- See note 2 on slide 6
- Adjusted net income, which is a non-GAAP financial measure, excludes $2.4B from reported net income of $24.4B for 2017 as a result of the enactment of the Tax Cuts and Jobs Act
- Effective January 1, 2020, the Firm adopted the Financial Instruments - Credit Losses accounting guidance. Firmwide results excluding the net impact of reserve release/(build) of ($9.3B) and $9.2B for the years ending December 31, 2020 and 2021, respectively, are non-GAAP financial measures. Reported net income for those periods was $29.1B and $48.3B, respectively
7
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JPMorgan Chase & Co. published this content on 20 May 2024 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 20 May 2024 10:52:32 UTC.