With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

AI is a major force shaping this year’s list—but it’s far from the only story.

World's Most Admired Companies

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Leaders in all industries rely more than ever on Big Tech—and appreciate the giants that deliver, at scale, without drama.

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 26th edition of the list shows how much esteem Big Tech giants command among other business leaders.

The 25th Fortune World’s Most Admired Companies list suggests that tech giants’ peers respect them as much as ever.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

Just as it dominates our economy, Big Tech now dominates Fortune’s annual ranking of corporate reputation.

This year’s Fortune 500 marks the 68th running of the list.

After a year in which humanity leaned more heavily than ever on tech giants, see which companies topped Fortune's ranking of corporate reputation.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-443-Northern Trust

The wealth and investment management company offers a broad catalogue of financial services for wealthy institutions, individuals, and families.

For an astounding 13th straight year, Apple claims the top spot in Fortune’s annual ranking of corporate reputation, based on a survey of almost 3,800 executives, directors, and analysts.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-440-Northern-Trust

Chicago-based Northern Trust focuses on financial services for corporations, institutional investors, and ultra-high-net-worth individuals. It grew revenue by 3.5% in 2019.

Here are the World's Most Admired Companies for 2019 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 65th running of the list.

Here are the World's Most Admired Companies for 2018 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 64th running of the list.

Here are the World's Most Admired Companies for 2017 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 63rd running of the list.

Here are the World's Most Admired Companies for 2016 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 62nd running of the list.

Business insiders have spoken: Asked which companies they most admire, more than 4,100 executives, directors, and analysts chose these top 50 All-Stars.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

Sector

Industry

Current All-Star Rank

Previous All-Star Rank

Industry Rank

Previous Industry Rank

Overall Score

Innovation

People Management

Use of Corporate Assets

Social Responsibility

Quality of Management

Financial Soundness

Long-Term Investment Value

Quality of Products/Services

Global Competitiveness

Key Financials (last Fiscal Year)

Revenues ($M)

Profits ($M)

Assets ($M)

Total Stockholder Equity ($M)

Profit Ratios

Profit as % of Revenues

Profits as % of Assets

Profits as % of Stockholder Equity

Earnings Per Share (last Fiscal Year)

Earnings Per Share ($)

EPS % Change (from prior fiscal year)

EPS % Change (5 year annual rate)

EPS % Change (10 year annual rate)

Total Return

Total Return to Investors (last year)

Total Return to Investors (5 year, annualized)

Total Return to Investors (10 year, annualized)

Northern Trust was founded in 1889 by Byron Laflin Smith. Disturbed by the excess and corruption that marked the Gilded Age, he vowed to create a financial institution Chicago’s growing class of investors and businesspeople could trust. On day one the company opened six accounts with $137,981 in deposits; by the end of 2024 Northern Trust had more than $1.6 trillion under management. Over the years Northern Trust was a pioneer in many areas, including being one of the first U.S. corporations to offer employees free life insurance and a pension plan, operating the first air-conditioned office building in Chicago, and being one of the first banks in the country to process checks electronically. Today it provides asset servicing, investment management, and wealth management services for institutions and high-net-worth individuals and families, and employs more than 23,000 employees around the world.

Q2 2026

Q1 2026

Q4 2025

Q3 2025

Q2 2025

Q1 2025

Q4 2024

Northern Trust (NTRS): Company Profile, Stock Price, News, Rankings

legacy

Northern Trust

northern trust

Ladies and gentlemen, good day, and welcome to the Northern Trust Corporation Second Quarter twenty twenty five Earnings Conference Call. Today's conference is being recorded. At this time, I'd like to turn the conference over to Jennifer Child, Director of Investor Relations. Please go ahead, ma'am.

Thank you, operator. Good morning, everyone, and welcome to Northern Trust Corporation's second quarter twenty twenty five earnings conference call. Joining me on our call this morning is Mike O'Grady, our Chairman and CEO Dave Fox, our Chief Financial Officer John Landers, our Controller and Trace Stegman from our Investor Relations team. Our second quarter earnings press release and financial trends report are both available on our website at northerntrust.com. Also on our website, you'll find our quarterly earnings review presentation, which we will use to guide today's conference call.

This July 23 call is being webcast live on northerntrust.com. The only authorized rebroadcast of this call is the replay that will be made available on our website through August 23. Northern Trust disclaims any continuing accuracy of the information provided in this call after today. Please refer to our safe harbor statement regarding the forward looking statements in the back of the accompanying presentation, which will apply to our commentary on this call. During today's question and answer session, please limit your initial query to one question and one related follow-up.

This will allow us to move through the queue and enable as many people as possible the opportunity to ask questions as time permits. Thank you again for joining us today. Let me turn the call over to Mike O'Grady.

Thank you, Jennifer. Let me join in welcoming you to our second quarter twenty twenty five earnings call. We reported another quarter of improving results reflecting the consistent execution of our One Northern Trust strategy, which we introduced at the beginning of twenty twenty four. We delivered our fourth consecutive quarter of generating positive organic growth and operating leverage. Revenue grew 8% and earnings per share increased 20%, excluding notables in the prior year period, and we returned more than a 100% of our earnings to our shareholders through dividends and record share repurchases.

As we pass the midpoint in the year, I'd like to share our progress on our multiyear transformational strategy, which is producing clear proof points that it's gaining traction. Turning to slide two. Our One Northern Trust strategy is centered on our mission to be our client's most trusted financial partner and commitment to leverage the full breadth of the firm's capabilities to deliver seamless, high impact solutions. We deliver a holistic client experience through the collaboration of our three businesses to serve the full spectrum of individual and institutional clients. A great example in the second quarter is our work with TimeLine, one of The UK's fastest growing discretionary fund managers.

As TimeLine evolved its business model to launch a proprietary fund to funds range, Northern Trust Asset Management and Asset Servicing partnered to deliver a fully integrated solution. Together, we provided investment management, fund infrastructure, and operational support, enabling TimeLine to scale its offering with speed and confidence. This win reflects how Northern Trust brings together capabilities across the firm to support the growth of high potential clients in dynamic markets. Turning to slide three. While we continue to deliver exceptional outcomes for clients, we're equally focused on delivering long term value for all of our stakeholders.

Our One Northern Trust strategy is anchored in three pillars, optimizing growth, driving productivity, and strengthening resiliency and managing risk. These overlapping pillars operate as a flywheel, each one amplifying the others. Our organic growth is gaining momentum, fueled by numerous strategic initiatives launched over the past twelve to eighteen months that are now delivering results and are well positioned to drive greater performance in the months and years ahead. In parallel, we're driving meaningful gains and productivity across the organization. Through a client centric, capability driven operating model, we're aligning resources more effectively to deliver value where it matters most.

We're also accelerating the deployment of AI tools to streamline processes, reduce manual effort, enhance decision making, and manage risk. Together, these efforts are bending the cost curve and freeing up resources to enable reinvestment in growth and innovation, all while delivering higher margins and a better experience for our clients and employees. Finally, the investments we've been making in resiliency are paying off through an enhanced control environment. Over the past year, we've added new roles across our three lines of defense and built greater stability, security, and scalability into our technology infrastructure. These capabilities are increasingly embedded into how we operate, influencing decision making and enabling us to manage risk proactively and stay ahead of a rapidly evolving industry.

Turning to slide four. As we execute on our One Northern Trust strategy, we're advancing several enterprise growth initiatives that are aligned with both evolving client needs and represent opportunities where we have differentiated capabilities across our businesses. One of these is clearly alternatives, which I'll spotlight today. The rapid expansion of global private markets is undeniable and projected to continue at twice the pace of public markets over the next decade, with total assets expected to exceed $60,000,000,000,000 Our integrated model and expanding capabilities position us well to capitalize on this growth and deliver long term value for clients and shareholders. We're leveraging this vast opportunity in several ways.

First, fifty South Capital, the alternatives investment platform within our asset management business, which specializes in fund of funds, primarily targeting emerging managers, is having a record fundraising year. They recently closed their largest secondaries fund with investors across wealth, family offices, intermediaries, and institutions. Second, in wealth management, we continue to build out our platform for third party funds. Several year to date raises have already exceeded initial targets, underscoring the strength of our offerings and the trust clients place in our platform. We're also unlocking incremental value for clients through collaboration with fifty South Capital's research team, which has cultivated relationships with over 270 managers to offer access to highly curated, hard to reach alternative investment funds.

As a result, our fund launch pipeline has tripled compared to prior years, reflecting strong client demand. Third, for clients with significant alternatives portfolios, we also offer our alternatives advisory services, which provide consulting and customized solutions. Assets under advisement are up 66% year over year, reflecting demand from both institutional and wealth clients for differentiated high conviction strategies. Recent examples, such as a $1,250,000,000 private credit mandate for a multinational corporate pension and one for a family office from The Middle East highlight our ability to deliver bespoke solutions at scale. And fourth, in asset servicing, we continue to expand our leadership position, in particular in the semi liquid fund market where we now support six of the 12 long term asset funds in The UK with seven more in the pipeline.

We also support five European long term investment funds. We're building real momentum in alternatives, and we're only just beginning to unlock the full potential. In parallel with these firm wide priorities, each of our businesses is executing targeted growth strategies that reflect their unique client bases and market opportunities. Turning to slide five. Starting with wealth management, our wealth management business continues to deliver on its unique value proposition and is making solid progress on the three core strategic priorities I outlined at the beginning of the year.

First, our global family office franchise is a powerful example of our strategy in action. By integrating Asset Servicing industry leading custody platform and technology capabilities, Wealth Management's deep fiduciary and banking expertise, and asset management's innovative investment solutions, GFO delivers a seamless end to end platform tailored to the world's most sophisticated family offices. GFO continues to deliver strong organic growth with revenue growing 8% in the first half of two thousand and twenty five, including international revenue growing at over 20% and now accounting for nearly 15% of total GFO revenue. With the launch of family office solutions earlier this year, we're building on the proven success of our GFO playbook to bring a new offering to ultra high net worth clients that do not have a dedicated family office structure, but can benefit from institutional grade capabilities and the personalized service Northern Trust delivers. The new offering leverages the same elite capabilities of GFO combined with a dedicated family office solutions relationship adviser serving as a single point of contact to coordinate the client's entire financial life.

In just the first two quarters, this new approach has achieved a higher than 75% win rate with a deep pipeline heading into the second half of the year. We're also making deliberate changes and investments to increase our market share in key geographic markets. We recently reorganized our core wealth management business from three to four regions and appointed new leadership in both the West and Northeast, bringing in experienced executives with strong market connectivity and a clear mandate to accelerate growth. We're also actively investing in revenue generating talent across these regions to strengthen client coverage and drive new business. Turning to slide six.

Northern Trust Asset Management continues to execute successfully against its strategic priorities. In addition to scaling our alternatives platform through both fifty South Capital and our alternatives advisory capability, we're expanding into other key growth areas, particularly custom SMAs. As a leader in direct indexing and tax advantaged equity strategies, we continue to build on strong inflows into our strategies by investing in technology and adviser tools to scale personalization, extend internationally, and deepen penetration across institutional and wealth channels. Another example of our success is a recent $1,000,000,000 equity mandate with a public investment fund in Saudi Arabia, one of the largest sovereign wealth funds in the world. We expect this mandate to expand to additional quant strategies, demonstrating our ability to serve the world's most sophisticated sovereign clients.

In ETFs, we're enhancing our platform with the planned upcoming launch of 11 new fixed income strategies in the third quarter. These products are designed to meet growing demand for efficient, transparent and scalable exposures and will complement our existing index and liquidity offerings. Turning to slide seven. Our asset servicing business is executing on a disciplined strategy centered on scalability and client centricity to drive profitable growth. We serve a focused set of client segments where we have deep expertise and a differentiated value proposition, one that continues to drive strong win rates and high levels of client satisfaction and retention.

I already mentioned our strong position with alternative investment managers where our assets under administration are now approaching $1,000,000,000,000, underscoring the strength of our platform and the trust placed in us by leading institutional clients. We also have good momentum in the asset owner segment, one of our highest margin businesses, which now comprises 50% of our segment level revenue. Our success is driven in part by our upmarket strategy to serve larger, more complex institutions with tailored solutions and global reach. Recent wins include the $89,000,000,000 University of Texas, Texas A and M investment management company, a $55,000,000,000 Canadian foundation, a top 20 US pension plan, Telstra, one of Australia's most significant superannuation funds, and a large sovereign wealth fund, our first front office solutions client in Saudi Arabia, where our technology was cited as a key differentiator. Our capital markets business continues to perform well.

In the first half of the year, revenue was up 15%, including more than 30% growth in both outsourced trading and currency management. These results reflect the strength of our capital efficient model and our ability to deliver scalable, high value solutions to institutional clients. This disciplined approach is delivering tangible results. Organic growth is accelerating with new business tracking well and at above average profitability, and overall margins improving significantly. Turning to Slide eight.

We've demonstrated our ability to bend the cost curve and remain firmly committed to continuing to do so while making necessary investments in critical infrastructure and growth initiatives. Through the first half of the year, expense growth was 4.8%, and we're on track to achieve our full year goal of below 5%. Our progress is underpinned by a series of structural and operational advancements. We're modernizing our operating model and increasingly leveraging AI, such as GitHub Copilot and document digitization, to enhance employee productivity and increase automation across the enterprise. For example, thoughtful reorganization of our global operations under our chief operating officer is unlocking efficiencies while preserving our world class service.

Headcount within asset servicing and operations has declined for nine consecutive quarters and is down 7% from its peak. Importantly, these gains are accreting the margin, and we've strengthened our governance and controls to ensure they are sustainable. We've also implemented centralized oversight of multiyear technology programs and introduced new tools to monitor hiring activity and workforce composition in real time. These measures give us confidence in our ability to continue driving productivity and margin expansion while maintaining the flexibility to reinvest in areas that support growth. And that reinvestment is underway focused on three levers, talent, product expertise, and technology.

On the talent front, we're hiring revenue generating professionals across wealth and asset management. From a product standpoint, we're ensuring we have the expertise to create innovative solutions and support the growth across the businesses, which I described earlier. In the technology side, we're investing in capabilities that enhance the client experience and support scalable growth. These investments are enabling us to deliver more personalized, efficient, and high impact solutions. Together, these efforts reflect our disciplined approach to cost management and our commitment to sustainable margin expansion while continuing to invest in the capabilities that will drive long term value for clients and shareholders alike.

Turning to slide nine. Our financial model is designed to deliver an attractive combination of growth and returns, and we're making tangible progress against these targets. Organic growth is steadily improving and should accelerate as our initiatives further develop and expand. We have a clear and credible pathway to generate higher margins, and at the core is our rock solid balance sheet, which provides flexibility for our clients and meaningful capital return optionality for our shareholders. Continued successful execution should translate into double digit annual earnings per share growth, substantial capital return, including meaningful share repurchases and higher ROEs.

Given our recent momentum and confidence in our trajectory, we're changing our ROE target from 10% to 15% to 13% to 15%. Turning to Slide 10. To close, I want to reaffirm our commitment to remain independent. Contrary to recent speculation, during my tenure as CEO, we have never entertained discussions regarding the sale of the company with any financial institution nor do we intend to. The board and management team remain confident that Northern Trust is well positioned to continue driving long term growth and value creation as evidenced by our visibly improved performance and momentum in our One Northern Trust strategy.

Our one hundred and thirty five year track record of stewardship of multigenerational personal and institutional wealth, unwavering fiduciary commitment, ingrained culture of integrity, and long term perspective, instill confidence in our clients that we will be here for them, not just today, but for generations to come. And with that, I'll turn it over to Dave to review our second quarter results. Dave?

Thanks, Mike. Let me join Jennifer and Mike in welcoming you to our second quarter twenty twenty five earnings call. You may have noticed that we included a number of new disclosures in our earnings materials this quarter. They include additional segment level detail, including average loans, average deposits, pretax profit and margins, along with enhanced regulatory and capital metrics. These additional metrics aim to enhance the quality and transparency of our disclosures, ensuring we are responsive to shareholder feedback.

Now let's discuss the financial results of the quarter starting on Page 12. This morning, we reported second quarter net income of $421,000,000 earnings per share of $2.13 and our return on average common equity was 14.2%. As Mike mentioned, we delivered our fourth consecutive quarter of generating positive organic growth and positive operating leverage. It's also our fourth consecutive quarter of delivering positive trust fee operating leverage and improving our expense to trust fee ratio on a year over year basis, excluding notables. These are clear signs that we're moving in the right direction, and our strategy is gaining momentum.

Relative to the prior year, currency movements favorably impacted our revenue growth by approximately 90 basis points and unfavorably impacted our expense growth by approximately 100 basis points. Relative to the prior period, currency movements favorably impacted our revenue growth by approximately 110 basis points and unfavorably impacted our expense growth by approximately 130 basis points. Trust investment and other servicing fees totaled $1,200,000,000 a 1% sequential increase and a 6% increase compared to last year. Net interest income on an FTE basis was a record $615,000,000 up 7% compared to the prior period and up 16% from a year ago. Excluding notables in the prior year, other noninterest income was down 4% year over year, largely reflecting weaker reported FX trading income, partially offset by strength in other capital markets activities.

One reminder related to our FX trading income. We've seen steady growth in the underlying core business over time, but it's often muted by the overnight swap activity conducted by our Treasury Department, which was more pronounced this quarter. Core FX trading revenue, excluding the impact of our swap activity, was up 10% year over year. Our assets under custody and administration were up 7% sequentially and up 9% compared to the prior year. Our assets under management were up 6% sequentially and up 11% year over year.

Overall, our credit quality remains very strong with all key credit metrics in line with historical standards. The provision for credit losses increased to 16,500,000.0 in the second quarter, largely reflecting an increase in reserves with a small number of nonperforming loans. But we expect it to return to more normalized levels in subsequent quarters. Relative to the prior year period and excluding notable items, revenue was up 8%, expenses were up 4.8%, Our pretax margin was up 160 basis points. Earnings per share increased 20%, and our average shares outstanding decreased by 5%.

Turning to our Asset Servicing results on Page 13. Our Asset Servicing business performed well in the quarter. Transaction volumes were particularly strong. Capital markets activities were up double digits over the prior year, and new business growth continues to be booked at attractive margins. Assets under custody administration for asset servicing clients were 16,900,000,000,000.0 at quarter end, reflecting a 9% year over year increase.

Asset servicing fees totaled 692,000,000, reflecting a 6% increase over the prior year. Custody and fund administration fees were $469,000,000, up 5% year over year, largely reflecting the impact from strong underlying equity markets, favorable currency, robust transaction activity and new business generation. Assets under management for Asset Servicing clients were $1,200,000,000,000 up 11% over the prior year. Investment management fees within asset servicing were $157,000,000 up 8% year over year due to favorable markets and new business activities. As you can see on the right side of the slide, average deposits grew 7% sequentially, accounting for most of the total increase.

Loan volume increased slightly relative to the first quarter. Asset servicing pretax profit nearly doubled over the prior year period, and the asset servicing pretax margin was up more than 10 points to 23.2%. Excluding $75,000,000 in notables in the prior year, asset servicing pretax profit increased 29%, and the pretax margin expanded by approximately three thirty basis points, reflecting the pivot in our new business approach, our focus on cross selling high margin capital markets and other adjacent products and services and our efforts to streamline our operations. Moving to Wealth Management business on page 14. Wealth Management also had a healthy quarter with continued strength in global family office.

Assets under management for our wealth management clients were 469,000,000,000 at quarter end, up 12% year over year. Trust investment and other servicing fees for wealth management clients were 539,000,000, up 5% year over year, primarily due to strong equity markets. As you can see on the right side of the slide, both average deposits and average loans were flattish relative to the first quarter. Wealth Management's pretax profit increased 18% over the prior year period, and the pretax margin was flattish at 37.2%. Excluding approximately 33,000,000 in notables in the prior year period, Wealth Management's pretax profit increased 5% year over year, while the pretax margin decreased 25 basis points.

It's worth noting that more than two thirds of the 16,500,000.0 second quarter provision was allocated to the wealth segment. Moving to page 15 and our balance sheet and net interest income trends. Our average earning assets were up 6% on a linked quarter basis, fueled by higher deposit levels, which drove an increase in cash held at the Fed and other central banks and a slight increase in securities. The duration of our securities portfolio decreased to one point five years. While we're opportunistically adding duration to protect against future rate cuts, we've also shifted the mix of the portfolio slightly, so the fixed floating breakdown is now 52% to 48%, including the impact of swaps.

The duration of our total balance sheet remains under one year. Net interest income on an FTE basis was a record six fifteen million dollars and our net interest margin held steady at 1.69%. NII outperformed our expectations largely due to higher than expected deposit levels. Average deposits were $122,000,000,000 up 6% compared to the first quarter levels. Within this, interest bearing deposits increased by 7%, while noninterest bearing deposits decreased by 60 basis points, comprising 14% of the overall mix.

The quarterly contribution from transactional and other onetime items was elevated in the second quarter, mostly due to the overnight FX swap activity conducted by our treasury team as we capitalized on FX volatility during the quarter. We estimate this added an incremental $10,000,000 to second quarter NII that is not expected to persist. Turning to our expenses on Page 16. Excluding notable items in the prior period as listed on the slide, expenses in the second quarter were up 4.8% year over year. Excluding notables and unfavorable currency movements, expenses were up just 3.8%, the lowest rate of growth in the past six quarters.

Turning to Page 17. Our capital levels and regulatory ratios remained strong in the quarter. And we continue to operate at levels well above our required regulatory minimums. Our common equity Tier one ratio under the standardized approach decreased by 70 basis points on a linked quarter basis to 12.2%, with capital accretion more than offset by an increase in RWA. The RWA growth was driven largely by quarter end lending coupled with higher capital markets activities.

Our Tier one leverage ratio was 7.6%, down 40 basis points from the prior quarter. At quarter end, our unrealized after tax loss on available for sale securities was $481,000,000 And we returned $486,000,000 to common shareholders in the quarter through cash dividends of $146,000,000 and common stock repurchases of $339,000,000 reflecting a payout ratio of 117%. Finally, based on the 2025 CCAR results, we recently disclosed that our stress capital buffer will remain at the 2.5% minimum requirement. And yesterday, our board approved a $05 or 7% increase to our quarterly dividend. Turning to our guidance, starting with expenses.

We continue to expect our total operating expense growth to be below 5% for the full year, excluding notable items in both periods and regardless of currency movements. Turning to NII. We now expect the full year NII to increase by mid single digits over the prior year. This assumes a modest decline in third quarter deposits in line with seasonal trends, a mostly stable deposit mix, meaning that we wouldn't expect absolute levels of NIB to move materially from current levels, but the percentage of the overall mix could change. Market implied forward curves as of this week and slightly weaker institutional deposit betas with the next series of global rate cuts.

And with that, operator, please open the line for questions.

And ladies and gentlemen, if you would like to ask a question, please signal by pressing star one on your telephone keypad. If you're using a speakerphone, please make sure your mute function is turned off to allow your signal to reach our equipment. A voice prompt on the phone line will indicate when your line is open. Our first question comes from Glenn Schorr with Evercore. Your line is open.

Hi. Thanks, and thanks for that, definitive declaration of independence. Put that to bed. I'm I'm curious on these there's multiple initiatives across alternatives and the 11 new fixed income ETFs that you have scheduled for the second half. And I guess, a, I'd love any numbers that you could throw at it because you you talked about the progress, but whether it be AUM, capital raising, AUC, revenue, anything.

But but I'm also very interested in how much you define that as push, meaning you rolling out products and pushing them across the platform and playing a little catch up versus pull where you're where you're seeing whether it be clients or or adviser demands from these products and you're developing as a as a response to that. I appreciate it. Thanks.

Sure. Thanks, Glenn. So on the alternatives front, as as you heard, yes, a a lot of effort on that front. And overall, I would definitely characterize it as pull. And I say that because of just the changes in the marketplace that you're well aware of towards more, you know, private markets versus public markets.

And we need to make sure for our clients that we're providing the right alternatives for them. So that's, I would say, the the overriding factor that's driving it. On the other side of it, you know, we have to all say push internally to make sure that we have those alternatives for them. I and that's why across the front, you you see everything from fifty South through the advisory, through our third party platform. We're trying to do it in a number of different ways.

So it's not just one thing, you know, pushing hard. To try to size it for you a little bit, excuse me, I would say, in the first half, we raised across all of those about 2 and a half billion dollars. That does not include the advisory, which was another approximately a billion dollars on that front. When you think about just at a high level kind of what the opportunity is, if you just just look at our our wealth franchise and our wealth client base, we're below our clients are below 5% when it comes to allocation to to private markets. And so there's still plenty of room in their portfolios to get closer to what we would even see as the appropriate allocation.

And that's gonna depend on the the client segment, you know, at the the upper tiers, as you know, family offices can have as high as, you know, 40 plus percent allocation to alternatives. And then as you work your way through the tiers, you would be, you know, closer to maybe 10% or 15%. That's still a lot of, I'll say, room for them to to grow through that pull of what they want in their portfolios.

Thanks. Maybe anything on the what's driving the the 11 fixed income ETFs? You talked about efficient scalable exposures. I'm just curious what that might encompass that you didn't already have in the portfolio. Thank you.

Sure. So on the ETFs that we're rolling out, I would say at this point, our ETF complex has mostly index and other certain exposures, whereas there's less on the fixed income front, particularly the type of fixed income characteristics that our client base is looking for. So this is another example of how asset management and the wealth management business work together to develop specific products that fit for the needs of our client base. So I won't go into all the detail because we're gonna be rolling that out very shortly, but think about the needs across municipal securities, think about the need for, fixed income ladders, all trying to put that in a very efficient, vehicle for them to be able to invest in.

Thanks for all that. Appreciate it. Sure.

And our next question comes from Betsy Graseck with Morgan Stanley. Your line is open.

I wanted to just dig in a little bit on the decision to, tighten up the range for ROE. I think it's from 10 to 15 to 13 to 15. And within that, understand where the line of sight is that you have on the expense ratio with the operating leverage that you're delivering. Where do you anticipate you can take this expense ratio to as you move forward over the next several years in the medium term?

Sure. So if if we go back in time a little bit, when we first set the the range at 10 to 15%, our ROE was below 10%. So a lot of the objective at that point was get into the range, which we did, you know, some time ago. And then frankly, we've just continued to move up in that range and at times have been at the top end and even a little bit over. And it definitely depends on our, I'll say, organic performance and execution, but also it's influenced by market conditions.

And so that's why we over time maintained it at 10 to 15%. It took into account, I'll say, different interest rate cycles and significant changes in the equity markets. And so we felt like that was the right broad range. Well, we've been producing returns now at that upper half for some time period. And with the momentum that we have here in the strategy, we think that's gonna continue to be the the case.

And I would also say that over time, there's been less clarity or certainty around the capital framework, the regulatory capital framework. And so it was also taking into account that there could be higher capital requirements. As much as we can't predict where where that goes and and for how long, at this point, we believe there's a very, I'll say, constructive framework around capital. And so we just have greater greater comfort, I'll say, that the capital requirements are in the range that we're in right now. And so as long as we continue to to execute and under, you know, I'll say, somewhat normal level of market conditions, we think that range of 13 to 15% is appropriate.

And then, Betsy, just to to address the expense part of it, you know, from an expense to trust fee ratio perspective, we believe the right range as we put out there is one zero five to one ten. We're working our way towards that. We're at one fifteen now, you know, that's down from where it was. And so we'll look to continue to to grind it into that range And that obviously then provides a higher level of profitability, which then translates into the ROEs in that range.

Our next question comes from Ebrahim Poonawala from Bank of America. Your line is open.

So I guess maybe Mike, so thanks for kind of going through that on your in your prepared remarks in terms of strategy update, etcetera. I guess, we think about independence or some version of mergers, I I guess, is there any scenario in which you think m and a would make sense from a shareholder return perspective, or do you think the uniqueness of the Northern franchise, the scale in the custody business, all of that kind of make just m and a unattractive strategically? Like, how how should we think about it outside looking in as shareholders?

Sure. So as you've heard from my comment, we are completely focused on executing on our our strategy. And and we believe that that strategy of independence is what will produce the best returns for our shareholders ultimately. And the reason why that is is a little bit to your point, we believe that that provides a unique value proposition for our clients. Frankly, through this last several weeks, we've heard from a lot of our clients who've made it clear that they have lots of alternatives for various providers or financial partners that they could have across and this is across families through, you know, very large institutions who have said, you know, we chose Northern Trust because it's a different value proposition.

It's one where you are focused on trying to provide a higher level of client service, where you do have very targeted expertise in in just certain segments of the market where you you compete. And so we believe that that differentiated value proposition is the one that's gonna create the most value. Now over time, as as you know, we have done acquisitions that enable us to either enter another market or to bolster our capabilities in a particular market, and we'll continue to look at those over time if they make sense. We're an organic growth company, so it's not by any means that the primary driver. But if at times, there's something that would be attractive for us, on the inorganic front, to do to to improve that value proposition, we would consider doing it, obviously, with very high standards.

Got it. And I guess maybe just sticking with capital deployment, is there how just give us remind us how you think about pace of buybacks relative to just given means the stock's obviously done well year to date. Is there a certain valuation, price to earnings, price to tangible book multiple where buybacks begin to look less attractive? Thank you.

Yeah. So when we look at buybacks, you know, it isn't just about the stock price. Right? We're looking at our regulatory capital, earnings power, ROE, loan growth, as you know, dividends. We like we like our balance sheet to be available for our clients.

Right? So we still like to run a little bit of a a cushion, if you will, that that we wanna have in the system. We've picked up our our capital return to shareholders significantly. When you think about the current pace that we're on, we will probably end up exceeding what we did all of last year, and last year had Visa included in it. So I think we're at a very healthy clip, close to 500, obviously, this quarter.

And so take all those factors into consideration, not just the stock price when we look at it, and we balance that against our capital requirements and other other issues at the time.

And we'll take our next question from Mike Mayo with Wells Fargo. Your line is open.

Hey. I'm going to continue the line of discussions. There's been so much press, and it must be disruptive to your clients and employees and perhaps annoying, but it still comes up among investors. And I, you know, I hear you. Commitment to independence, a hundred thirty five years, be around for generations to come.

And you've mentioned the short term, four quarters of growth. And operating leverage medium term, higher ROE targets, long term one, Northern Trust. So I hear you loud and clear. And and, Mike, you're you're before Northern Trust, certainly, you know about deal making. So that's all clear.

But it doesn't stop others from saying, hey. Maybe we want we want to buy you. You've been in that state for the last, I'd say, three decades. So that's that's also nothing new. Having said that, under what circumstance would you consider ridding the the custody business?

Because you talked about scalability, the first word when you gave the update there, and perhaps that could use more scale or you know, the way I think about it, think of the crown jewel as private bank and the asset management and the asset servicing. You're trying to optimize more, but maybe strategically, you could do more there. Or, alternatively, maybe you could buy somebody else to get that scale.

So thanks for the question, Mike. So when it comes to scale, I I think it's important to start with the fact that size does not necessarily equal scale. We absolutely need scale, but we don't need size to get there. And our strategy is around that, but then you have to execute to demonstrate it. Right?

Because scale is all about the ability to, I'll say, grow the revenue side at a pace that's faster than the cost side or increase your volume at lower unit cost, so to speak, as you go forward. And the reason why I say it's not about size is because there are different drivers of creating that scale. So we try to focus on just certain sectors where we believe we can build scale within the sector and also differentiate ourselves. So when you think about specific areas on the institutional side, like US pension plans, UK pension plans, our business with hedge funds in The US, those those specific segments where we say, our value proposition resonates, but now we also have to drive scale so that we can get, you know, the value proposition to a place that's attractive, and we can get the financial returns on that front. So that so that's the first piece.

The second piece of that is a place that you do get scale is through technology. And so how can we apply technology in such a way and leverage technology to create that? And certainly, the direction of travel on that front is one that once again doesn't necessarily favor just being bigger. There there's more complexity with being bigger and the ability to not have to necessarily operate everything yourself, meaning on prem and to do more through the cloud is an equalizer if you will when it comes to scale. And then certainly with AI, the AI is a tool which we know creates tremendous leverage and scalability for both processes, but also for people.

And we're in the early days of that. And so we have to be able to deploy those technologies in a way that it creates scale within it. And then the third thing I would say is there are different parts of the value chain that create scale for you. And what we've tried to do and are in the midst of, I'll say, transforming it again, is to make sure that on the front end dealing with the client that we have that differentiation. But as you move back through the value chain, we find those areas where more centralization, more standardization, you know, more automation is where you create that you create that scale.

And so more specifically, that's why we we we're moving to what we call our client centric capability operating model. We're trying to take the common processes from across the businesses, but particularly within asset servicing, and focus them on capabilities as opposed to necessarily being in a particular region or for just a particular segment. So all of your capital markets capabilities, you know, specifically cash, payments, that's the way we're organizing it underneath, the COO, Pete Cherowich. And then, again, centralized, standardized, automate using technology to do that. We're seeing the early returns or benefits from that.

We've gone down headcount consistently since we started on that transformation of the operations. And then the last thing I would say is in areas where there is a benefit for size and scale, that's where we just are centralized across the entire company. So think about our core technology group and infrastructure. And we may not have the same, I'll say, buying power as the other large players on that front, but frankly, that that differential at that level is not enough to outweigh all the benefits of the chain that I talked about. So we need to continue to do it.

We know we need to demonstrate it, so it has to flow through to the numbers. That's why the margins in our asset servicing business need to go up. We're in the the low twenties right now. Those should be in the high twenties, and that's what we're moving towards with that. But that actually, at the end of the day, that's what will demonstrate, are you getting scale?

Is that an attractive business? To the extent it not, it's not. To your point, you think about different ways that you can, you know, potentially modify that or change it to ensure that you get it.

And, Mike and I would only add to that that we look at the asset owner segment within asset servicing, it already turns the bar in terms of our margins where we're trying to go. And so as that business gets bigger and the asset management side of the equation gets smaller, you're gonna see the margins drift up as well. So that that particular segment we've we've identified is already there.

And we'll take our next question from Alex Blostein with Goldman Sachs. Your line is open.

Hi. Good morning, everybody. Thank you for the question. Appreciate all the extra segment disclosure on the margins, profitability and obviously the target as well. That's all very helpful.

I wanted to ask you guys around the timing to achieve some of these. So you had the 30% plus pretax margin as a target out there for a little while. It's helpful to understand the pieces a little bit. But as you think about how long it'll take you guys to get there and, ultimately, what interest environment does that contemplate? Because, obviously, there's a lot of profitability related to NII, and you're talking about profitability, of the firm as a whole.

So here curious kinda how that plays into the rubric.

Sure. So just as far as the the backdrop on the the market environment for it, it's one of, I would say, normalized. Meaning, a a normal yield curve, normal shape of the yield curve, and, you know, the pace at which you get there. What what makes it difficult in managing for any, you know, financial institution is the speed of those changes. So we've gone through a time period obviously where rates were going up, but then they went down to zero, then they went up very fast.

And now, you know, it appears that we're at the beginning of a time period where they're going to go down, but at a more gradual pace that just allows for the transition of duration in the portfolio, you know, on the balance sheet to be able to, I'll say, leg into that change in the in the shape of the yield curve. So that that's the expectation, but of course, we have to be positioned for, you know, different things happening on that front. To the to the I'll say the the more important part, Alex, which is just what's the time frame on that. Obviously, we're executing hard on that. You you see the positive operating leverage that we achieved in a quarter like this where, as I say, it's kind of chunkier yards, if you will, and you need to pick those up while you can.

But if you said, okay. But, you know, there are certain quarters or even, you know, multiple quarters where it's more difficult to get those chunkier yards and you're grinding more up, you know, that that would would infer that it's, you know, likely to be kind of 02/1927, you know, where we're achieving that 30 plus percent. If we can get there sooner, great. You know? And as I mentioned, like, the the environment can help us.

It can create a headwind as well, but that's what we're looking to move towards.

Got you. Thanks, Maggie. That's helpful. And just a follow-up on NII. Heard the guidance for the full year, obviously implies something in the maybe $5.70 range per quarter, I guess, from here on.

As you look at the balance sheet, I think I heard you say a little bit less than one year duration overall. With rate cuts, kind of how are you thinking about the trajectory from NII off of that jumping off point? And are there any things you could do today to mitigate the effects of potentially lower interest rates in The US?

Yeah. So as I've said to you guys before, we have about a billion and a half of securities that roll off every quarter, and we can reinvest those at, I think, a 100 basis points over the the yield the the runoff yield. So that's that's one area to do it. The second area, obviously, is we've been very focused on our deposit pricing and things of that nature. We we are not just in US dollars, in deposits as well.

Northern Trust (NTRS) Q2 2025 Earnings Call Transcript

Company Participants