St. James's Place Plc · LSE:STJ
St. James's Place — Investor Presentation (March 2026)
44 slides from St. James's Place's investor presentation, Mar 11, 2026
Slide 1: Investor Pack
S! Jamess Place Investor Pack
Slide 2: SJP – positioning for further success
SJP – positioning for further success Established market Underpinned by the Benefitting from leader operating in a largest professional scale advantage and structurally growing advice network in the unparalleled insights market UK – the Partnership into client needs Capital-light asset Highly cash g
Slide 3: Contents
Contents Overview: Market Our business Our new Appendix business opportunity in detail business and model and financial strategy performance 3
Slide 4: Overview: business model & strategy
Overview: business model & strategy
Slide 5: Our business model
Our business model Benefits Our clients: great outcomes for our 1,037,000 clients delivered by combining financial advice with our distinct investment management approach Our Partnership: 4,934 highly qualified advisers, the largest professional financial adviser community in the UK Our shareholders
Slide 6: 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 7: 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 8: 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 9: 2025 strategic progress - key programmes
2025 strategic progress - key programmes Simple and Historic Cost and comparable ongoing service efficiency charging evidence programme review ◆ Successfully implemented our simple, ◆ Programme now deep into the ◆ Good progress achieved inc. comparable charging structure operational delivery phase c
Slide 10: 2025 strategic progress - launch of Polaris Multi-Index
2025 strategic progress - launch of Polaris Multi-Index ◆ Lower cost multi-asset funds of funds implement our active asset allocation £1bn+ expertise through index-tracking funds FUM in Polaris Multi-Index at 31 Dec ‘25 - 2 months post launch ◆ Complement our existing range of solutions, enhancing c
Slide 11: Market opportunity
Market opportunity SJP
Slide 12: 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 13: 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 Growing UK for client-focused Complexity of investment, pension and advice and advice business taxation rules retiremen
Slide 14: Our business in detail
Our business in detail SJP
Slide 15: Our clients: snapshot
Our clients: snapshot 1,037,000 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 31 December 2025 15
Slide 16: Our clients: by age band
Our clients: by age band Existing clients New clients 9% 6% 22% 19% 7% <30 <30 18% 30-40 30-40 13% 40-50 40-50 50-60 50-60 14% 60-70 60-70 70+ 70+ 25% 25% 24% 19% Data as at 31 December 2025 16
Slide 17: The Partnership
The Partnership 4,934 highly qualified advisers Penetration throughout the UK, the largest professional financial adviser community Focus on great client outcomes drive 2,648 independently run Partner practices strong productivity, which Entrepreneurial, motivated, nimble increased 19% YOY to £4.4m
Slide 18: The Partnership: why do advisers join and stay with SJP?
The Partnership: why do advisers join and stay with SJP? Strong Great client Strong products outcomes investment and proposition Attraction and performance retention Flexible business Comprehensive development and corporate succession support 18
Slide 19: 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 recruitment Partnerships channels growth in the Partnership Average age 46 (lower than IFA market average of 581) Data as at 31 December 2025 19 1 Professional Advis
Slide 20: The Partnership: advisers by age band
The Partnership: advisers by age band Existing advisers New advisers 2% 4% 2% 11% <30 <30 15% 30-40 30-40 22% 40-50 26% 40-50 50-60 50-60 60-70 25% 60-70 70+ 70+ 30% 27% 36% 20 Data as at 31 December 2025
Slide 21: The Partnership: securing tomorrow through our Academy
The Partnership: securing tomorrow through our 37 Average age Enables long-term client relationships; increases attractiveness to younger clients Academy +30% Proportion of Partnership trained by the Academy Refreshing our Partnership 27% Female advisers Contributes to Partnership diversity, support
Slide 22: 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 23: 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 24: Evolving our Partnership technology
Evolving our Partnership technology ◆ In 2026 we will be evolving the Scale and capability to Practical, end-user insight range of support we offer work alongside leading from working with almost advisers by: global technology vendors 5,000 advisers across UK ◆ Testing and trialling additional techn
Slide 25: Our new business and financial performance
Our new business and financial performance
Slide 26: Net inflows: long-term track record
Net inflows: long-term track record £’bn More stable macroeconomic 3.5 environment in 2025 compared to recent years, but challenges 3.0 persisted. Our business 2.5 performed strongly: Gross inflows of £21.9 billion 2.0 Net inflows of £6.2 billion 1.5 Retention remained high at 94.9%, excluding
Slide 27: Funds under management
Funds under management £’bn >10% p.a. compound growth over the last 5, 10 and 15 years 250 200 150 100 50 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Data as at 31 December 2025 27
Slide 28: Strong 2025 financials
Strong 2025 financials £462.3m £19.84 18 pence £218.1m1 Underlying cash EEV NAV per share, Dividends per Total share result, up 3% on up 22% since share, in line with buy-backs 2024 31 December 2024 guidance Robust and strengthened balance sheet 1 Includes interim and final buy-back (based on the nu
Slide 29: Underlying post-tax cash result
Underlying post-tax cash result Underlying post-tax cash result of £462.3m, up 3% £’m Net income from FUM up 6%, 900 driven by increase in average 800 99.5 mature FUM partially offset by Up 3% 700 impact of moving to our new 305.8 600 charging structure 500 52.7 3.9 Margin arising from new 400 725.2
Slide 30: Cash result: other lines
Cash result: other lines Continued investment to develop our presence in AME £’m 2025 2024 Increased investment in DFM driven by Net investment in AME (7.6) (10.2) organisational design costs Net investment in DFM (4.1) (2.4) Industry-wide FSCS levy increased in 2025 vs FSCS levy and regulatory fees
Slide 31: Powerful picture of future income growth
Powerful picture of future income growth £52.9bn of gestation FUM at 31 December 2025 Will mature over the next 6 years New charging ◆ Gestation structure where FUM at point of ◆ Once all mature, could generate charging structure we benefit from all charges applying around £300m additional income tr
Slide 32: EEV NAV per share
EEV NAV per share £ 25 EEV NAV per share of £19.84, up 22% since 31 December 2024 20 15 10 5 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Data as at 31 December 2025 32
Slide 33: Shareholder returns for 2025
Shareholder returns for 2025 Total shareholder returns for 2025 of £231.2m, equal to 50% of the Underlying cash result £’million 2025 Ordinary shareholder returns Interim dividend (6p per share) 31.9 Interim buy-back 32.1 Final dividend (12p per share) 1 63.3 Final buy-back 103.9 Total ordinary shar
Slide 34: Shareholder returns for 2025
Shareholder returns for 2025 ◆ For financial year 2026 and beyond, the Board intends to return 70% of the Underlying cash result to shareholders ◆ We expect the 70% return of the Underlying cash result to comprise: ◆ an ordinary dividend, making up at least 40% of total returns (equivalent to at lea
Slide 35: Appendix
Appendix SJP [| LY
Slide 36: 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 37: Our ESG commitments
Our ESG commitments Inclusion and diversity 40% female representation in senior roles by 2028 12% minority ethnic representation in our core employee base by 2028 10% minority ethnic representation across our Group Executive Committee and their direct reports by 2027 Net Zero by 2050 37
Slide 38: Investing our clients' money responsibly
38 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-Z
Slide 39: Global investment management expertise
Global investment management expertise 39
Slide 40: 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 41: 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 42: Polaris - Cumulative Performance
Polaris 1 - Cumulative Performance Polaris 2 - Cumulative Performance (Unit Trust/ISA) (Unit Trust/ISA) Polaris: 35% 30% 40% our flagship 25% 20% 30% 20% funds of funds 15% 10% 10% 5% 0% 0% £94.1bn -5% -10% 11/2022 05/2023 11/2023 05/2024 11/2024 05/2025 11/2025 11/2022 05/2023 11/2023 05/2024 11/20
Slide 43: Analyst following
Analyst following Autonomous - Andrew Crean Deutsche Numis – David McCann Panmure Gordon – Rae Maile Barclays – Larissa Van Deventer Exane BNP Paribas – Greg Simpson Peel Hunt – Stuart Duncan Bank of America – Christiane Holstein Jefferies – Julian Roberts RBC – Ben Bathurst Berenberg – James Allen
Slide 44: 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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