Citigroup, Inc. · NYSE:C
Citigroup — Investor Day (2026)
18 slides from Citigroup's investor day presentation, 2026
Slide 1: Jane Fraser, Chair and Chief Executive Officer
Jane Fraser Chair and Chief Executive Officer
Slide 2: Delivering higher, durable returns
Delivering higher, durable returns 2026 NEAR TERM MEDIUM TERM 2027 and 2028 2029-2031 10-11% 11-13% 14-15% (a) (a) (a) ex-notable item(b) Expect to be within this range Expect to reach this range for both 2027 and 2028 over the medium term Footnotes begin on Slide 17. 2
Slide 3: A bank for the decade ahead
A bank for the decade ahead STRATEGY AND GROWTH TRANSFORMATION CULTURE AND TALENT ü Focused our model on five ü Modernized infrastructure ü Reset leadership team; interconnected businesses operators running the bank ü Meaningfully reduced risk ü Invested in businesses to profile ü Reset culture; dri
Slide 4: Resilient model delivering durable results
Resilient model delivering durable results 2025 PERFORMANCE SERVICES CARDS(c) • Delivered record revenues of $86.4 billion, ex-notable item(1) • Continued to drive positive operating MARKETS leverage for second year in a row WEALTH • Improved returns by nearly 200bps, ex-notable items(1,2) BANKING •
Slide 5: Services: at target, sustain growth
AT TARGET, SERVICES SUSTAIN GROWTH • Market-leading, irreplicable model • Innovate and invest to retain leadership position • Continue building next-gen platforms • Deepen client relationships, expand into more high-growth segments TTS: #1 Globally with Large Corporates(1) #3 Issuer Services(2) #4 I
Slide 6: Markets: near target, with further upside
NEAR TARGET, WITH FURTHER UPSIDE • Delivering stable, high-quality earnings • Build on Fixed Income leadership, differentiated corporate client franchise MARKETS • Build Prime to take share in Equities • Invest in platform and client capabilities Fixed Income: #2(1) Equities: #6 (tied)(1) Footnotes
Slide 7: Banking: drive to peer-level returns
DRIVE TO PEER-LEVEL RETURNS • Become a top-tier Investment Banking franchise • Leverage Corporate Bank, at the heart of client relationships • Lean into Commercial Bank as acquisition engine, with emphasis on North America growth • Continue operating with focus and discipline to BANKING deliver more
Slide 8: Wealth: continue path to target
CONTINUE PATH TO TARGET • Capture $5 trillion in held-away assets, including $3 trillion in U.S. Retail and Citigold(1,2) • Invest in advisor productivity, data and AI WEALTH • Strengthen Retail Bank for profitability, managing totality of U.S. consumer deposits • Build deeper funding base, higher f
Slide 9: Cards: near target, invest to grow
NEAR TARGET, INVEST TO GROW CARDS(c) • Core, high-returning business • Grow General Purpose cards through marketing, partnerships, innovations • Optimize Private Label portfolio • Continue investing in AI end-to-end, from acquisition, underwriting, servicing, and engagement #3 U.S. Card Issuer(1) Se
Slide 10: Distinguishing value to clients
Distinguishing value to clients DELIVERY SYNERGIES • Unified client coverage • Primary and secondary teams capital markets activities • A single Client Relationship SERVICES • Liquidity management, Management platform CARDS (c) hedging and issuer services for Banking clients • Cross-business forums
Slide 11: A highly resilient bank
A highly resilient bank OPERATIONAL FINANCIAL • Proven continuity • Well-capitalized and through conflict and well-reserved disruption SERVICES SERVICES • Durable balance sheet • Supporting clients as CARDS CARDS (c) (c) with strong liquidity supply chains reconfigure • Disciplined risk • Flight to
Slide 12: Transform to compete
Transform to compete RISK CONTROLS DATA (at Citi’s target state) (at Citi’s target state) (on track to target state) Clear first-line ownership and Simplified, standardized and Improved quality, accountability; standardized more automated control consolidated data in trusted risk processes; and real
Slide 13: AI: Strategic, scaled, responsible deployment
AI: Business strategy Building a hyper-personalized, proactive, always-on client experience at a lower cost to serve Strategic, and revenue growth AI-powered virtual wealth advisors Enabling agentic commerce capabilities for identifying and scaled, completing purchases responsible Productivity Reima
Slide 14: Delivering higher, durable returns
Delivering higher, durable returns Complete pivot Continue growing to new Citi and delivering 11-13% 14-15% (a) (a) ex-notable item(b) NEAR TERM MEDIUM TERM 2027 and 2028 2029-2031 Business investments to drive performance Footnotes begin on Slide 17. 14
Slide 15: A consistent vision for Citi
A consistent vision for Citi Be the preeminent banking partner for institutions with cross-border needs, a global leader in wealth management and a valued personal bank in our home market
Slide 16: Forward-looking statements
Certain statements in this presentation are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, including statements made orally by Citi’s management. Such statements may be identified by words such as believe, expect, anticipate, intend, estimate
Slide 17: Footnotes
Footnotes Global a. 2026, near-term and medium-term Return on Tangible Common Equity (RoTCE) targets are forward-looking non-GAAP financial measures and subject to macro and market conditions. Citi defines the near-term period as 2027-2028 and expects to be within the near-term RoTCE range for both
Slide 18: Footnotes (cont.)
Footnotes (cont.) Slide 6 1. Source: Coalition Greenwich Competitor Benchmarking Analytics for FY25. Results are based upon Citi’s internal product taxonomy and Citi’s internal revenues post exclusions for non- comparable items. Market share is rounded and calculated using Citi internal revenues and