St. James's Place Plc · LSE:STJ
St. James's Place — Investor Presentation (September 2026)
48 slides from St. James's Place's investor presentation, Sep 17, 2026
Slide 1: Investor Pack
S! Jamess Place Investor Pack
Slide 2: Why invest in SJP
Why invest in SJP 1. Established market 2. Underpinned by the 3. Benefitting from leader operating in a largest professional scale advantage and structurally growing financial adviser unparalleled insights market community in the UK – into client needs the Partnership 4. Capital-light asset 5. Highl
Slide 3: Established market leader in a structurally growing market
1. Established market leader operating in a structurally growing market UK wealth management market £5.6 trillion UK wealth management market is £’trillion • The market is forecast to grow 6% per annum forecast to continue growing across all segments compound to 2030, supported by a growing 12 Forec
Slide 4: Largest professional financial adviser community in the UK – the Partnership
2. Underpinned by the largest professional financial adviser community in the UK – the Partnership UK Financial Advisers • The largest professional Restricted UK financial adviser workforces by financial adviser community 40,000 number of advisers in the UK 30,000 6000 • Comprised of nearly 5,000 20
Slide 5: Scale advantage and unparalleled insights into client needs
3. Benefitting from scale advantage and unparalleled insights into client needs • As the leading advice-led wealth manager in the UK with a trusted and respected Scale and capability to Practical, end-user insight brand, we benefit from scale advantage. work alongside leading from working with almos
Slide 6: Capital-light asset gathering model ensuring sustainable growth
4. Capital-light asset gathering model ensuring sustainable growth and capacity to invest £bn Our funds under management (FUM) have delivered >10% p.a. 350 compound growth over the last 5, 10 and 15 years • Enabling us to invest in our strategy to drive 300 future growth, for example developing our
Slide 7: Highly cash generative, compounding value creation
5. Highly cash generative, compounding value creation £m Our adjusted IFRS profit after tax has delivered c.10% p.a. 1000 compound growth over 5 and 10 years • For 2026 and beyond our ordinary shareholder 900 returns payout ratio will be 70% of adjusted IFRS 800 profit after tax 700 • We have an amb
Slide 8: Contents
Contents 01 02 03 04 05 Overview: Market Our business Our new Appendix business opportunity in detail business and model and financial strategy performance 8
Slide 9: Overview: business model & strategy
Overview: business model & strategy
Slide 10: Our business model
Our business model Benefits Our clients: great outcomes for our 1,064,000 clients delivered by combining financial advice with our distinct investment management approach Our Partnership: 4,951 highly qualified advisers, the largest professional financial adviser community in the UK Our shareholders
Slide 11: Our business model
Our business model Financial Long-term Investment advice investment management products ◆ Our advisers build long-term ◆ We offer a range of long-term ◆ We build investment solutions. As the relationships with clients to investment products main driver of opportunity and risk, understand their needs
Slide 12: What is great financial advice?
What is great financial advice? of those receiving ongoing of those taking advice say advice say they still want the human element is 92% human involvement in financial decisions 1 93% extremely important 2 1. SJP ‘Real Life Advice’ research, 2025 2. Vanguard Client Connect survey, 2025 ◆ Great fina
Slide 13: Our strategy
Our strategy OUR PURPOSE To empower clients with invaluable advice to realise bolder ambitions OUR STRATEGIC FOCUS AREAS Differentiated Leading Performance Brilliant Client Adviser Focused Basics Proposition Offering Organisation Simplify and standardise Enhance our client proposition, Continue to b
Slide 14: Progress made to strengthen
Progress made to strengthen HOW WE WILL DELIVER ‘Strengthen’ 2024 - 2026 ‘Amplify’ 2027+ Enhance fundamentals for the future Elevate and expand our leading offering Implementation of Ongoing Service Cost and efficiency simple, comparable Evidence Review programme charging ◆ Improved transparency for
Slide 15: Developing our proposition
Developing our proposition Launched Polaris Multi-Index and Strengthened our brand evolved cash proposition and reputation ◆ Polaris Multi-Index launched in Q4 2025, 2 months post ◆ 14 percentage point increase in Net Promoter Score implementation of new charging structure and brand awareness from 2
Slide 16: Market opportunity
Market opportunity SJP
Slide 17: Today's market opportunity…
Today’s market opportunity… 1. Barclays, ‘UK Investment gap £3.5tn in invested + £2.1tn in cash = £5.6tn total, expected to grow 2. swells to over £610bn’, 15 September 2025 FCA, PS25/22 assets savings c.6% annually to 2030 3. Scottish Widows’ Retirement Report, July 2025 Data as at 31 December 2025
Slide 18: The market opportunity: rising demand for advice
The market opportunity: rising demand for advice Plethora of ‘Pension information and freedoms’ Intergenerational products flexibility wealth available transfer Perfect environment for Growing UK client-focused advice Complexity of investment, pension and advice and business taxation rules retiremen
Slide 19: Our business in detail
Our business in detail SJP
Slide 20: Our clients: snapshot
Our clients: snapshot 1,064,000 55 3% 6% Clients Average age Overseas clients 2% 54%/46% No ‘typical’ client - all want trusted, personal advice 4% 13% Male/female split 10% 11% 19% 10% Data as at 30 June 2026 20
Slide 21: Our clients: by age band
Our clients: by age band Existing clients New clients 10% 5% 22% <30 17% 22% 7% <30 30-40 30-40 13% 40-50 40-50 50-60 50-60 60-70 14% 60-70 70+ 70+ 25% 24% 23% 18% Data as at 30 June 2026 21
Slide 22: The Partnership
The Partnership 4,951 highly qualified advisers Penetration throughout the UK, the largest professional financial adviser community Focus on great client Independently run Partner practices outcomes drives Entrepreneurial, motivated, nimble strong productivity Superior technical support and adviser
Slide 23: SJP: The best place to be a financial adviser
SJP: The best place to be a financial adviser £121bn c.200 BSP transactions FUM in Polaris and PMI fund ranges completed in H1 2026 Trust and Market-leading Technology and Differentiated A clear commercial visibility of a business support, operational investment offer, financial national brand, trai
Slide 24: The Partnership: sustaining long-term growth
The Partnership: sustaining long-term growth Strong adviser retention Value of A sustainable long-term Mix of Academy pipeline for and experienced Partnerships recruitment growth in the Partnership Average age 46 (lower than IFA market average of 581) Data as at 30 June 2026 24 1 Professional Advise
Slide 25: The Partnership: advisers by age band
The Partnership: advisers by age band Existing advisers New advisers 2% 6% 2% 11% 13% <30 <30 30-40 30-40 40-50 40-50 24% 31% 50-60 50-60 60-70 26% 60-70 70+ 70+ 28% 27% 30% 25 Data as at 30 June 2026
Slide 26: The Partnership: securing tomorrow through our Academy
The Partnership: securing tomorrow through our 37 Average age Enables long-term client relationships; Academy increases attractiveness to younger clients +30% Proportion of Partnership trained by the Academy Refreshing our Partnership 27% Female advisers in training Contributes to Partnership divers
Slide 27: Business Sale and Purchase (BSP) scheme
Advisers can realise the value Business Sale and Purchase of their businesses through our (BSP) scheme succession proposition Stakeholder benefits of the scheme: ◆ Supports the delivery of good client outcomes as they receive continuity of service within the SJP ecosystem ◆ Makes SJP a great place f
Slide 28: Technology at SJP
Technology at SJP Bluedoor Salesforce Data & AI Modern back-office Central customer Rich data universe £’bn administration system relationship management Data and AI integrated Enabling scalability and (CRM) system ecosystem efficiency within SJP Hyper-personalised AI tools deployed in
Slide 29: Technology as an enabler
Technology as an enabler Key elements to our technology strategy 1 2 3 Completed review of our technology strategy through to 2030 Making SJP easier Building a more Strengthening our to do business with efficient and scalable data foundations business Leveraging our data Simplifying and Simplifying
Slide 30: Our approach to AI
Great client Our outcomes approach to AI Trust Long term Judgement relationships Enhanced by AI 1. 2. 3. Human-centric AI Ecosystem-led Data as a strategic Reduce administrative innovation asset effort, enabling advisers Working with leading Reliable data is to focus more time on technology partners
Slide 31: AI tools
AI tools Advice Generates advice suitability letters based on information 2,270 Regular users Assistant inputted into Salesforce +20 AI tools in place 90 minutes Improves the quality and accuracy of advice sets across SJP today, Adviser productivity submitted & advice generation Saved per case impro
Slide 32: Our new business and financial performance
Our new business and financial performance
Slide 33: Net inflows: long-term track record
Net inflows: long-term track record £’bn Challenging macroeconomic 3.5 and geopolitical backdrop in H1 2026, but our business 3.0 continued to operate well: 2.5 Gross inflows of £10.5 billion Net inflows of £2.7 billion 2.0 Retention remained high 1.5 at 95.4%, excluding regular withdrawals an
Slide 34: Funds under management
Funds under management £’bn >10% p.a. compound growth over the last 5, 10 and 15 years 300 250 200 150 100 50 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 H1 2026 Data as at 30 June 2026 34
Slide 35: Summary H1 2026 financial results
Summary H1 2026 financial results £278.4m Adjusted IFRS profit £159.1m Total interim before tax shareholder returns *Includes £45.3m interim ordinary buy-back and £82.8m attributable to Ongoing Service Evidence provision release £224.4m Adjusted IFRS profit £128.1m Share buy-back* after tax £310.8m
Slide 36: Adjusted IFRS profit
Adjusted IFRS profit £278.4m £’m Adjusted IFRS profit before tax 1800 1600 1400 £224.4m Adjusted IFRS profit after tax 1200 1000 1,502.6 Good outcome for H1, compared to post- 1,710.3 tax consensus expectations of £194m 800 600 As guided, adjusted IFRS profit after tax 400 for H1 2026 is lower than
Slide 37: EEV NAV per share
EEV NAV per share £ 25 EEV NAV per share of £22.21, up 12% since 31 December 2025 20 15 10 5 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 H1 2026 Data as at 30 June 2026 37
Slide 38: Shareholder returns for 2026
Shareholder returns for 2026 ◆ For financial year 2026 and beyond, the Board intends to return 70% of adjusted IFRS profit after tax to shareholders ◆ We expect the 70% return of adjusted IFRS profit after tax to comprise: ◆ an ordinary dividend, making up at least 40% of total returns (equivalent t
Slide 39: Appendix
Appendix SJP [| LS
Slide 40: Simple, comparable charging; How do our charges compare?
Simple, comparable charging; How do our charges compare? Charges comparison for a client investing £100,000 into a pension* Our total charges sit at the lower end of investing through a UK adviser 2.0% Average charge = 2.2% 1.8% Based on investing £100k in a pension for 10 years, we charge less than
Slide 41: Responsible Business Framework
Responsible Business Enhancing financial wellbeing for our clients, our people and our Framework communities Financial wellbeing Considering relevant ESG factors throughout our investment process, and engagement with Vision fund managers Purpose Culture Investing Climate responsibly change Taking ac
Slide 42: Our ESG commitments
Our ESG commitments Inclusion and diversity 40% female representation in senior roles by 2028 (31 Dec 2025: 42.5%) 12% minority ethnic representation in our core employee base by 2028 (31 Dec 2025: 10.2%) 10% minority ethnic representation across our Group Executive Committee and their direct
Slide 43: Investing our clients' money responsibly
Investing our clients’ money responsibly Responsible investment is embedded across our funds. Our 3-step process: 1. All fund managers must be PRI signatories 2. Monitor managers’ approach and work with them to improve 3. Use ESG data to monitor manager investments We’re a member of the Net-Zero
Slide 44: Global investment management expertise
Global investment management expertise 44
Slide 45: Our simple, comparable charging structure
Our simple, comparable charging structure Initial charges Ongoing charges Ongoing charges The same across all products ISAs and unit trusts Investment bonds and pensions 1 – 3% 1.59% 1.67% 0.80% 0.80% Tiered based on investment size and with flexibility in certain circumstances (see next slide) 0.52
Slide 46: Our simple, comparable charging structure
Our simple, comparable charging structure Initial advice charge tiering: Ongoing product charge tiering: Initial advice Investment bonds and Ongoing product Consolidated case size charge pensions charge First £250k 3% First £500k 0.35% Next £250k 2% Next £500k 0.32% Amount over £500k 1% Next £1m 0.2
Slide 47: Analyst following
Analyst following Autonomous - Andrew Crean Exane BNP Paribas – Greg Simpson Panmure Liberum – Abid Hussain Barclays – Mike Sanderson Jefferies – Julian Roberts Peel Hunt – Rae Maile Bank of America – Christiane Holstein JP Morgan – Enrico Bolzoni RBC – Ben Bathurst Berenberg – Stuart Duncan KBW – A
Slide 48: Investor relations contacts
Investor relations contacts Caroline Waddington Hugh Taylor Chief Financial Officer Investor Relations Director Email: cfooffice@sjp.co.uk Email: hugh.taylor@sjp.co.uk www.sjp.co.uk/shareholders
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