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Power sector: “80% renewable power supply” by 2040 would be needed

McKinsey · 2017 · scenario_analysis

Power sector: “80% renewable power supply” by 2040 would be needed

80% — Renewable power supply

In 2014 the energy system is largely dependent on fossil fuels

McKinsey · 2017 · other

In 2014 the energy system is largely dependent on fossil fuels

1,114 — Energy demand (PJ)

In 2040,the energy system would look and function very differently

McKinsey · 2017 · other

In 2040,the energy system would look and function very differently

An annual investment of ~EUR 10 billion would be needed to move towards a 60% CO2 reduction by 2040

McKinsey · 2017 · financial_analysis

An annual investment of ~EUR 10 billion would be needed to move towards a 60% CO2 reduction by 2040

EUR 200 billion — Total additional investment

Potential job creation: the long-term impact comes from new sectors

McKinsey · 2017 · impact_sizing

Potential job creation: the long-term impact comes from new sectors

>45,000 jobs — Job creation

We have a consistent set of strategic priorities

JPMorgan · 2022 · key_messages

We have a consistent set of strategic priorities

We have grown our core franchise and maintained strong financial results

JPMorgan · 2022 · executive_summary

We have grown our core franchise and maintained strong financial results

66.3 — CCB households

We are driving core growth in the business

JPMorgan · 2022 · financial_analysis

We are driving core growth in the business

$50.1 — CCB revenue

We are investing to drive future growth

JPMorgan · 2022 · financial_analysis

We are investing to drive future growth

$32 — CCB adjusted expense

We delivered strong returns and efficiency relative to peers, while investing for the future

JPMorgan · 2022 · peer_benchmark

We delivered strong returns and efficiency relative to peers, while investing for the future

58% — Overhead ratio

We are generating operating leverage in the business

JPMorgan · 2022 · financial_analysis

We are generating operating leverage in the business

(37%) — Cost per account

From 2019-2022, we are investing an incremental $3.3B to strengthen and grow the franchise

JPMorgan · 2022 · financial_analysis

From 2019-2022, we are investing an incremental $3.3B to strengthen and grow the franchise

$3.3B — Incremental investment

We continue to deliver customer and business value as we modernize our technology

JPMorgan · 2022 · impact_sizing

We continue to deliver customer and business value as we modernize our technology

$2.8B — Technology and product investments

We have consistently driven core growth and strong returns over the long term

JPMorgan · 2022 · financial_analysis

We have consistently driven core growth and strong returns over the long term

5% CAGR — Pretax income

We are pursuing strategies to be the bank for all, extend our presence, and grow wallet share

JPMorgan · 2022 · strategic_options

We are pursuing strategies to be the bank for all, extend our presence, and grow wallet share

We have continued to drive customer growth across Consumer & Business Banking

JPMorgan · 2022 · key_takeaways

We have continued to drive customer growth across Consumer & Business Banking

28.1 — Deposit households/clients

Chase banking customers use a comprehensive set of solutions to make the most of their money

JPMorgan · 2022 · context

Chase banking customers use a comprehensive set of solutions to make the most of their money

>46mm — mobile-active CCB customers

We are tailoring value propositions to meet the distinct needs of customers across segments

JPMorgan · 2022 · segmentation

We are tailoring value propositions to meet the distinct needs of customers across segments

1mm — Account growth

We help small business owners start, run, and grow their business

JPMorgan · 2022 · strategic_options

We help small business owners start, run, and grow their business

+5ppts — multi-product adoption

We have strengthened our omn-channel model to better serve our customers' day-to-day needs

JPMorgan · 2022 · kpi_dashboard

We have strengthened our omn-channel model to better serve our customers' day-to-day needs

~90% — Digital transaction mix

Our primary relationships are satisfied, loyal, and engaged

JPMorgan · 2022 · key_takeaways

Our primary relationships are satisfied, loyal, and engaged

~80% — Primary relationship penetration

Looking ahead, we will continue to earn the right to be at the center of our customers' financial lives

JPMorgan · 2022 · strategic_options

Looking ahead, we will continue to earn the right to be at the center of our customers' financial lives

We are pursuing strategies to be the bank for all, extend our presence, and grow wallet share

JPMorgan · 2022 · strategic_options

We are pursuing strategies to be the bank for all, extend our presence, and grow wallet share

Our branch network is a core strategic asset

JPMorgan · 2022 · context

Our branch network is a core strategic asset

6x — customer acquisition

Branches are increasingly serving as hubs for relationship development

JPMorgan · 2022 · context

Branches are increasingly serving as hubs for relationship development

2x — Client acquisition

We are evolving our branches and tailoring execution to meet the needs of local communities

JPMorgan · 2022 · client_example

We are evolving our branches and tailoring execution to meet the needs of local communities

>36,000 — Financial health event attendees

We have a proven, data-driven approach to optimize and extend our branch network coverage

JPMorgan · 2022 · situation_overview

We have a proven, data-driven approach to optimize and extend our branch network coverage

210bps — deposit share gain

We have established a growth engine in our branch network for the next decade and beyond

JPMorgan · 2022 · financial_analysis

We have established a growth engine in our branch network for the next decade and beyond

$199mm — Average deposits per branch

Looking ahead, our goal is not to have the most branches — but to have the right branches, in more communities, serving the financial needs of our customers

JPMorgan · 2022 · geographic_map

Looking ahead, our goal is not to have the most branches — but to have the right branches, in more communities, serving the financial needs of our customers

>85% — U.S. population coverage

We are pursuing strategies to be the bank for all, extend our presence, and grow wallet share

JPMorgan · 2022 · strategic_options

We are pursuing strategies to be the bank for all, extend our presence, and grow wallet share

We have established a strong foundation to serve more of our clients' investment needs

JPMorgan · 2022 · market_landscape

We have established a strong foundation to serve more of our clients' investment needs

$660B — Client Investment Assets

There is tremendous value to operating our full-service offering within our branch ecosystem

JPMorgan · 2022 · key_messages

There is tremendous value to operating our full-service offering within our branch ecosystem

12% — Client account growth

We will continue to add advisor capacity given the strength of our model

JPMorgan · 2022 · strategic_options

We will continue to add advisor capacity given the strength of our model

~6,000 — Advisor headcount

Chase customers are extending high digital engagement into Self-Directed Investing

JPMorgan · 2022 · key_messages

Chase customers are extending high digital engagement into Self-Directed Investing

>90% — Client account growth

We are launching a remote advice channel for mass-affluent clients looking for low-cost advice

JPMorgan · 2022 · strategic_options

We are launching a remote advice channel for mass-affluent clients looking for low-cost advice

Our new omni-channel wealth planning platform will be a collaborative tool for clients and advisors

JPMorgan · 2022 · other

Our new omni-channel wealth planning platform will be a collaborative tool for clients and advisors

Looking ahead, we are creating a wealth franchise to best serve clients across all channels

JPMorgan · 2022 · strategic_options

Looking ahead, we are creating a wealth franchise to best serve clients across all channels

~$1T — Client Investment Assets

We're pursuing strategies to lead and innovate in payments, lending, and commerce

JPMorgan · 2022 · strategic_options

We're pursuing strategies to lead and innovate in payments, lending, and commerce

Winning in payments is our strategic imperative – we are focused on a core set of priorities

JPMorgan · 2022 · key_messages

Winning in payments is our strategic imperative – we are focused on a core set of priorities

31% — Payments volume growth

Looking ahead, we’ll continue to watch and respond to emerging trends in payments

JPMorgan · 2022 · strategic_options

Looking ahead, we’ll continue to watch and respond to emerging trends in payments

4% — Percentage of total spend

We’re pursuing strategies to lead and innovate in payments, lending, and commerce

JPMorgan · 2022 · strategic_options

We’re pursuing strategies to lead and innovate in payments, lending, and commerce

Our Card franchise continues to be the industry leader in sales and outstanding balances

JPMorgan · 2022 · key_takeaways

Our Card franchise continues to be the industry leader in sales and outstanding balances

#1 — Sales Volume

We are making critical investments to refresh existing and launch new Card products

JPMorgan · 2022 · strategic_options

We are making critical investments to refresh existing and launch new Card products

22.4% — Market share

Our product development engine is also scaling our pay-over-time solutions

JPMorgan · 2022 · other

Our product development engine is also scaling our pay-over-time solutions

>5mm — Installment Lending Customers

We are expanding our installment lending distribution and capabilities

JPMorgan · 2022 · strategic_options

We are expanding our installment lending distribution and capabilities

Our value propositions continue to attract the next generation of card members

JPMorgan · 2022 · key_messages

Our value propositions continue to attract the next generation of card members

64% — Share of new accounts

Our marketing engine fuels our distribution and scale across CCB

JPMorgan · 2022 · kpi_dashboard

Our marketing engine fuels our distribution and scale across CCB

$6.9 — Gross Cash Marketing Spend

Structural improvements in card marketing productivity allow us to scale investment as market opportunities present

JPMorgan · 2022 · key_messages

Structural improvements in card marketing productivity allow us to scale investment as market opportunities present

40 bps — Acquisition Share