Standard Chartered Plc · LSE:STAN
Standard Chartered — Investor Day (May 2026)
133 slides from Standard Chartered's investor day presentation, May 19, 2026
Slide 1: Investor Event: Structural trends driving our next phase of growth
Investor Event Structural trends driving our next phase of growth Bill Winters Group Chief Executive 19 May 2026
Slide 2: What you will hear today
What you will hear today Our ‘super-connector’ Our strategy is We have clear and We will deliver combination of aligned with measurable plans to exceptional growth and network and products long-term structural boost productivity sustainably higher returns, is hard to replicate, growth drivers with c
Slide 3: We are primed for the next phase of growth
We are primed for the next phase of growth Reposition Execute Compound 2015-2020 2020 – 2025 2025 onwards ~18% Return on tangible equity (RoTE) >15% 11.9% 9.7% 8.4% 6.8% 4.8% 4.8% 2.0% 1.6% 0.9% (1.2%) (5.9%) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2028 2030 3
Slide 4: We offer a distinctive, growth-oriented client proposition
Our strategy We offer a distinctive, growth-oriented client proposition Scale Scale ✓ #2 Transaction Bank ✓ #3 Wealth Manager in Asia1 in Asia3 (2019: #5) Growth Growth ✓ Network income 9% ✓ Fastest net new money CAGR (2019-2025) growth4 in Asia: 14% ✓ 66% of total CIB ✓ AUM doubled income2 (2019: 5
Slide 5: Our combination of product and network capabilities is unique
Our strategy Our combination of product and network capabilities is unique Our strategy is hard to replicate and converts cross-border complexity into client value and sustainably higher returns Income by type Income by geography Income by product T&O CCPL Others Hong Kong Transaction Services Depos
Slide 6: We are investing to capture the changing needs of our clients
Structural trends We are investing to capture the changing needs of our clients Structural trends changing client needs play to our trusted competitive advantages, reinforcing the logic of our strategy The emergence of Digital transformation The changing role Rising wealth The transition a multi-pol
Slide 7: The emergence of a multi-polar and multi-aligned world
Structural trends The emergence of a multi-polar and multi-aligned world The trend … … and our competitive advantages • Geopolitical alignment is less stable, increasing cross-border complexity • Decades of investment have built hard-to-replicate capabilities • Manufacturing/supply ecosystem shifts
Slide 8: Digital transformation and evolving client expectations
Structural trends Digital transformation and evolving client expectations The trend … … and our competitive advantages • Money is becoming digital, programmable and seamlessly connected • Acknowledged leader in digital assets (DA), with comprehensive capabilities • Digital-first models are resetting
Slide 9: The changing role of banks in serving the real economy
Structural trends The changing role of banks in serving the real economy The trend … … and our competitive advantages • Banks shifting from balance-sheet accumulation to distribution • Ability to originate assets in markets others cannot easily access • Capital rules have made some activities more c
Slide 10: Rising wealth participation is reshaping capital markets
Structural trends Rising wealth participation is reshaping capital markets The trend … … and our competitive advantages • Wealth in Asia is growing rapidly, and clients are diversifying cross-border • Fully scaled and differentiated affluent franchise across growth markets • Capital markets particip
Slide 11: The transition economy and sustainable finance
Structural trends The transition economy and sustainable finance The trend … … and our competitive advantages • The shift to a lower-carbon economy is reshaping capital allocation • Leading sustainable finance franchise across our footprint • Emerging markets driving growth in population, energy and
Slide 12: Deliberate choices have structurally improved our business mix
Transformation Deliberate choices have structurally improved our business mix… Business model shifts improve the quality and resilience of our income growth ambitions for 2028 and beyond Non-interest income % of Group Network income % of CIB Financial Institutions % of CIB Affluent income % of WRB1
Slide 13: Improved resilience through risk and capital discipline
Transformation …and we have improved resilience through risk and capital discipline We are more capital-light, lower risk, with stronger balance sheet fundamentals CET1 ratio Risk-weighted assets ($bn) Investment Grade1 Income RoRWA +3.4%pts +32%pts -25% +6.5%pts 14.1% 342 74% 8.1% 10.7% 258 42% 1.6
Slide 14: Our uses of capital will be balanced between growth and returns
Transformation Our uses of capital will be balanced between growth and returns Recent capital allocation Target capital allocation Disciplined Execution Business growth Available capital for buybacks & Business additional growth growth Share 2024-2025 Durable Returns 2026-2028 buyback Dividends Comp
Slide 15: Continuous improvement drives productivity
Transformation Continuous improvement drives productivity Building an agile operating model that drives significant productivity benefits: Simple, Connected and Fast Income per employee1 Cost-to-income ratio2 Increased productivity Deliver step-change -6%pts ~20% 63% ~57% 2025 2028 2030 2025 2028 20
Slide 16: Our transformation is powered by agility and innovation
Transformation Our transformation is powered by agility and innovation We innovate ahead of structural trends where our franchise has an advantage The emergence of Digital transformation The changing role Rising wealth The transition a multi-polar and and evolving client of banks in serving particip
Slide 17: We are confident, ambitious and committed
Conclusion We are confident, ambitious and committed Our strategy leverages structural growth drivers to compound competitive advantages over time >15% RoTE in 2028 and ~18% from 2030 High-teens EPS growth EPS (cents) ~18% High-teens CAGR >15% 11.9% 195 8.4% 109 2023 2025 2028 2030 2023 2025 2028 17
Slide 18: Appendices
Appendices ws
Slide 19: We operate in the world's most dynamic markets
We operate in the world’s most dynamic markets Present in 54markets; using the power of our network to maximise opportunities for people and businesses who trade, operate, or invest across our markets. Our diverse experience, capabilities and culture set us apart Our locations Europe and America Afr
Slide 20: Active management of markets and capabilities
Active management of markets and capabilities Investments1 New CIB presence 11.9% Digital 9.7% Banks 8.4% 6.8% Ripple 4.8% 4.8% Aviation Finance 2.0% 1.6% 0.9% AME (1.2%) full exits2 ACB Vietnam PT Bank Permata (5.9%) (15% stake divestment) (Indonesia) Statutory WRB exits3 RoTE WRB WRB WRB Lebanon P
Slide 21: Financial roadmap to 2028 and beyond
Investor Event Financial roadmap to 2028 and beyond Manus Costello Interim Group Chief Financial Officer 19 May 2026
Slide 22: From structural trends to financial framework
From structural trends to financial framework The emergence of Digital transformation The changing role Rising wealth The transition a multi-polar and and evolving client of banks in serving participation reshaping economy and multi-aligned world expectations the real economy capital markets sustain
Slide 23: Primed for a new phase of growth
Primed for a new phase of growth Reposition Execute Compound Income 2015-2020 2020-2025 2025-2030 Expenses Income CAGR: (1%) Income CAGR: 7% Expenses CAGR: (1%) Expenses CAGR: 5% 25 20 15 10 5 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 20261 2028 2030 1. 2026 guidance unchanged, see appe
Slide 24: We delivered our 2026 plan a year early
We delivered our 2026 plan a year early 2023-2025 EPS growth RoTE improvement Income growth TNAV per share growth 80% 3.5%pts 16% 24% 11% 18% 37% 0.7%pts Standard Peer average Standard Peer average Standard Peer average Standard Peer average Chartered Chartered Chartered Chartered #1 #1 #1 #2 Announ
Slide 25: 2028 financial targets
2028 financial targets >15% RoTE in 2028 and ~18% in 2030… …leading to high-teens EPS growth ~18% EPS (cents) High-teens CAGR >15% 12% 195 8% 109 2023 2025 2028 2030 2023 2025 2028 2028 RoTE target and EPS growth underpinned by: Income CAGR Cost-to-income 30-35bps Dividend payout 13-14% ratio loan-l
Slide 26: On a path to >15% RoTE in 2028
On a path to >15% RoTE in 2028… >15% RoTE walk by 11.9% P&L items 2025 Income Expense Normalisation Lower CET1 2028 RoTE growth growth of impairment ratio RoTE …and progressing to ~18% RoTE in >15% 2030 11.9% RoTE walk by business mix ~380bps uplift 2025 WRB: driven CIB: driven by Normalisation Lowe
Slide 27: Business mix change expected to drive ~380bps RoTE improvement
Business mix change expected to drive ~380bps RoTE improvement… Wealth & Retail Banking (WRB) Driving higher income return on RWA for the Group 70% ~75% 63% Affluent as % of WRB income1 Better growth opportunities underpinned by structural trends 2023 2025 2028 Corporate & Investment Banking (CIB) O
Slide 28: Asset & liability mix benefits of ~50bps
…including asset & liability mix benefits of ~50bps Funding surplus Funding surplus – WRB ($bn) • WRB is our cheapest form of funding and is becoming a higher portion of the overall liability mix 128 • Growth in WRB funding is faster than WRB assets, leading to a surplus which is deployed to generat
Slide 29: Non-interest income CAGR +13% ex-notables since 2023
Income Non-interest income CAGR +13% ex-notables since 2023… Total income by product 2025 Non-II ($bn) Investment products +31% CAGR; Bancassurance +12% CAGR 8% CAGR CAGR NNM $96bn (incl. $44bn Wealth) AUM +$175bn (incl. $124bn Wealth) 20.9 18.0 3.1 +26% Growth driven by products and capabilities in
Slide 30: …and will continue to grow faster
Income …and will continue to grow faster Total income by product 5-7% CAGR Non-interest income as a % of total income1 ($bn) Standard Chartered (2028) >50% 20.9 18.0 Wealth Solutions Standard Chartered (2025) 47% Global Markets Global Banking US peers (2025) 44% CCPL & unsecured Deposits & Mortgages
Slide 31: Progress on expenses, but with further opportunities
Expenses Progress on expenses, but with further opportunities Expenses split over 2023-2025 • We have held corporate functions expenses flat since 2023 despite strong income growth ($bn) 13.3 12.5 • We have grown frontline to invest in our income opportunities 11.6 • Benchmarking analysis suggests f
Slide 32: Delivering continuous improvement
Expenses Delivering continuous improvement • We are targeting • We are building an agile operating model that is Simple, Connected − Cost-to-income ratio1 of ~57% in 2028 and Fast − Positive income-to-cost jaws1 each year − Fewer core systems enabling differentiated client experiences • Maintaining
Slide 33: Our business model is lower risk
Risk Our business model is lower risk • Risk metrics have improved steadily over time I/G % of Corporate exposures CCPL % of WRB lending − Investment grade in CIB has improved from 42% to 74% of exposures 74% − Corporate PDs have fallen in recent years and are at or below peers − CCPL & Other Unsecu
Slide 34: Operating across 13-14% CET1 ratio range
Capital Operating across 13-14% CET1 ratio range • Operated at an average 14% CET1 ratio over the last 7 years, and a range of 13.4-14.6% • At Q1’26, we had the lowest CET1 ratio requirement of major UK banks • Going forward, we intend to operate across the full 13-14% CET1 ratio range Our CET1 rati
Slide 35: Strong capital generation; operate within 13-14% CET1 ratio range
Capital Strong capital generation; operate within 13-14% CET1 ratio range We have generated ~330bps of CET1 capital since 2023 Uses of capital RWA growth 3.3 0.6 14.1 (1.0) 14.1 Dividends (0.9) (2.1) Buyback 31.12.23 Attributable Other RWA Ordinary Share 31.12.25 2024-2025 CET1 ratio profit impacts1
Slide 36: Significant capital generation supporting our allocation framework
Distribution Significant capital generation supporting our allocation framework • Capital to support a 5-7% income CAGR, with income return on RWA to improve over the course Business of the plan growth • ≥30% dividend payout ratio Dividend Capital • Progressive full year dividend per share generatio
Slide 37: Looking beyond 2028
Looking beyond 2028 >15% RoTE in 2028 Structural trends to Further business mix drive income growth shift benefits Operating leverage from Risk discipline to core transformation continue Maintain strong Continue to distribute capital ratios excess capital ~18% RoTE in 2030 37
Slide 38: Appendices
Appendices ws
Slide 39: 2026 targets unchanged
2026 targets unchanged Reported income growth YoY to be around Income the bottom end of 5-7% range1 NII Net interest income expected to be broadly flat YoY at ccy Guidance for 2027 to be Guidance provided at Q4’26 results Cost Reported expenses1 to be broadly flat YoY RoTE Statutory RoTE in 2026 of
Slide 40: We have optionality on funding and deployment
We have optionality on funding and deployment Cost for tenor Funding sources WRB CASA CIB CASA WRB TD CTD Wholesale (Interest Expense) Funding source & usage optionality Asset deployment Treasury liquidity pool Banking book (e.g. Customer loans) (Income) Interest income Interest income Trading book
Slide 41: Hedging strategy reducing NII volatility
Hedging strategy reducing NII volatility Hedge evolution Interest rate risk in the banking book (IRRBB) • Overall duration strategy includes: • FY’25 NII sensitivity increased due to balance sheet growth and HKD rate movements partially offset by an increase in structural hedging − Treasury structur
Slide 42: Transformation: Delivering a Simpler, more Connected and Faster Bank
Investor Event Transformation: Delivering a Simpler, more Connected and Faster Bank Tanuj Kapilashrami Noelle Eder Group Chief Operating Officer Group Head, Technology & Operations 19 May 2026
Slide 43: We are transforming for the forces shaping the future of banking
We are transforming for the forces shaping the future of banking The emergence of Digital transformation The changing role Rising wealth The transition a multi-polar and and evolving client of banks in serving participation reshaping economy and multi-aligned world expectations the real economy capi
Slide 44: Key messages
Key messages Serving clients as a super-connector requires a simplified organisation and a modern technology platform Building a Simple, Connected and Fast operating model delivering standardisation, scalability and growth without linear cost Continuous improvement and AI-driven acceleration deliver
Slide 45: We have simplified our operating model
We have simplified our operating model Clear ownership, Leaner leadership, Scaled delivery through closer to clients fewer handoffs shared services • Global products / local delivery • Executive leadership team2 • Back-office centralised into global hubs streamlined ▼27% • Removed regional layers •
Slide 46: We have modernised our foundations for growth and resilience
We have modernised our foundations for growth and resilience Scale, speed and resilience no longer require linear technology cost or capacity expansion Three critical platforms What this enables Outcomes strengthened • Global private cloud • Scale across markets without • ~30%1 higher throughput per
Slide 47: We are embedding continuous improvement at scale
We are embedding continuous improvement at scale Transitioning from programme-led change to continuous, disciplined execution From programme To continuous Delivering measurable led change improvement outcomes • Fit for Growth has simplified and • Improvement built into day-to-day • ~53% straight-thr
Slide 48: A distinctive operating model to deliver our super-connector ambition
A distinctive operating model to deliver our super-connector ambition Simplifying the core and connecting the bank to deliver faster execution and better client outcomes SIMPLE CONNECTED Income Global core platforms, Horizontal platforms and growth fewer variants, and transversal capabilities standa
Slide 49: Simple: standardised at the core, differentiated at the client interface
Simple: standardised at the core, differentiated at the client interface Lower unit cost, stronger resilience, and scalable growth - delivering more change per dollar invested Differentiated at the client interface Configurable, Product, Market, Client not bespoke builds - specific configurations St
Slide 50: Connected: seamless across products, markets, client relationships
Connected: seamless across products, markets, client relationships Vertical and fragmented model Horizontal shared platforms Target Outcomes • Seamless client journeys across products and geographies • Scalability with lower unit cost Financial Crime / Security Payments • New growth opportunities Co
Slide 51: Fast: executing at pace within guardrails
Fast: executing at pace within guardrails By simplifying the core … unlocking faster and connecting the execution, streamlined enterprise we remove client journeys enabling friction… business growth Faster transaction processing Faster asset transfers1 Faster deployment of new features 9x 60% 97% tr
Slide 52: Amplifying Simple, Connected, Fast through AI
Amplifying Simple, Connected, Fast through AI serving 54 markets, embedding AI to drive resilience, productivity, 1 Unified Enterprise Platform and precision matching every task to its right execution mode — autonomous, 2 Operating Model Shift agent-assisted, or human-led, based on complexity and cl
Slide 53: Unified Enterprise Platform
serving 54 markets, embedding AI to drive resilience, productivity, 1 Unified Enterprise Platform and precision AI Resilience AI Productivity AI Precision Risk management Platform Enterprise Anti-Crime Platform Global Data Platform AI enables more consistent application of Reusable agents delivering
Slide 54: Operating Model Shift
Building towards an environment where every task is matched to its right 2 Operating Model Shift execution mode — autonomous, agent-assisted, or human-led, based on complexity and client impact Autonomous Agent-assisted Human-led AI-Driven Operations AI-Driven Software Development Enterprise Product
Slide 55: Scalable AI Capabilities
Accelerating delivery, industrialising innovation, and sustainably 3 Scalable AI Capabilities embedding AI across the technology estate Accelerating delivery Industrialising innovation Embedding AI in tech estate Enterprise AI Platform GenAI Concierge Central Observability Platform AI Factory enabli
Slide 56: Skills-based operating model for an AI-first bank
Our target is a skills-based operating model for an AI-first bank Rewiring the operating blueprint for scaling autonomy, productivity, and client impact Built foundation for skills-based Skills become AI capabilities Target outcomes approach to every role in new operating model Decomposing work into
Slide 57: We are making structural changes to boost productivity
We are making structural changes to boost productivity Building an agile operating model that is Simple, Connected and Fast driving significant productivity benefits Income per employee1 Cost-to-income ratio2 Corporate functions headcount3 Increased productivity Deliver step-change Structurally lowe
Slide 58: In conclusion
In conclusion Structurally repositioned the A Simple, Connected, and Continuous improvement bank for scalable growth Fast operating model and AI-driven acceleration Simplified the organisation and Enables us to operate as one global Improving, innovating and modernised core technology network embedd
Slide 59: Corporate & Investment Banking: Strategy and growth aligned to structural shifts
Investor Event Corporate & Investment Banking Strategy and growth aligned to structural shifts Roberto Hoornweg CEO, Corporate & Investment Banking 19 May 2026
Slide 60: Growth underpinned by long term structural shifts
Growth underpinned by long term structural shifts The emergence of Digital transformation The changing role Rising wealth The transition a multi-polar and and evolving client of banks in serving participation reshaping economy and multi-aligned world expectations the real economy capital markets sus
Slide 61: We are a super-connector solving complex cross-border client needs
We are a super-connector solving complex cross-border client needs Turnaround Repositioning Return-accretive growth Structural value creation Capital allocation and discipline Focus on building cross-border Refine business model by exiting Network and product extension solutions for International no
Slide 62: We are a differentiated cross-border Corporate & Investment Bank
We are a differentiated cross-border Corporate & Investment Bank Serving a broad range of sophisticated clients Leading in our footprint across core products3 Corporates: 46% Transaction Services Financial Institutions: 54% 12% #1 #2 #6 1st Global FI Network Transaction Bank USD Clearing G-SIB to of
Slide 63: Our network drives superior growth
Network to capitalise on supply chain shifts Our network drives superior growth Our network enables us to grow faster1 CAGR Network income3 ($bn) 2019-20252 +9% CAGR SC CIB network income 9% SC CIB network income 8% (ex-rates) Avg peers equivalent CIB 6% income Global Trade Volume 6% 2019 2020 2021
Slide 64: Our network drives superior growth: cross-border corridors
Network to capitalise on supply chain shifts Our network drives superior growth Cross-border (network) income is diversified across many corridors Outbound Inbound • Strategic footprint and corridor focus to maximise growth opportunities • Global reach with deep local and regulatory expertise • Lead
Slide 65: Our network generates higher returns
Network to capitalise on supply chain shifts Our network generates higher returns • Multi-market, multi-product clients generate 5x-25x higher income Income mix • # of clients with single market/product down to 33% in 2025 from 46% in 2019 Capital-light2 Trade Lending & Financing Solutions • > 70% o
Slide 66: Capturing opportunities in a reconfigured world: MNC
Network to capitalise on supply chain shifts Our network is capturing opportunities in a reconfigured world: MNC FY’25 YoY Network income growth % • China is re-routing trade flows − Our network is capturing the upside through our investments in Chinese-speaking corridor bankers • Intra-ASEAN corrid
Slide 67: Capturing opportunities in a reconfigured world: FI
Network to capitalise on supply chain shifts Our network is capturing opportunities in a reconfigured world: FI FY’25 YoY Network income growth % • Clearing licenses to support banks in our footprint • Last mile connectivity and custody solutions with direct access to local markets across our footpr
Slide 68: Financial Institutions remain an area of focus
Accelerate FI growth & Elevate O2D Financial Institutions remain an area of focus Income from Financial Institutions (FI) We serve a well-diversified client base in Banks & Broker Dealers and Investors segments 54% 53% Overall CIB Income of Network income Banks (FY’23: 49.5%) (FY’23: 51%) Broker Dea
Slide 69: Our FI capabilities are differentiated and complement client needs
Accelerate FI growth & Elevate O2D Our FI capabilities are differentiated and complement client needs Our Right To Win Capabilities/Enablers • Strong presence connecting high-growth footprint • Supporting FI clients across 110+ markets1 markets with major developed economies • Last-mile connectivity
Slide 70: Our FI business is now higher returning and growing faster
Accelerate FI growth & Elevate O2D Our FI business is now higher returning and growing faster FI income by client segment FI: Higher-return, structurally resilient growth engine FI income as a % of CIB 43% 54% ~60% • Returns supported by a collateralised and higher investment-grade risk profile • Hi
Slide 71: Elevate O2D leveraging local presence in our footprint
Accelerate FI growth & Elevate O2D Elevate O2D leveraging local presence in our footprint Why Originate-to-Distribute? Origination Double-digit volume CAGR • Higher fee and capital-light income strengthening FI proposition • Helps penetrate client wallet and grow wallet share 2023 2025 2028 target •
Slide 72: Where we originate and distribute
Accelerate FI growth & Elevate O2D Where we originate and distribute Where do we originate… Where do we distribute… Origination has increased in line with strategy to grow FI We leverage our strong cross border network to distribute loans across geographies. Most of our distribution continues to be
Slide 73: Sustainable Finance growth underpinned by network, FI & O2D focus
Capitalise on Sustainable Finance opportunities Sustainable Finance growth underpinned by network, FI & O2D focus $1bn Sustainable Finance income target Mobilise $300bn by 2030 Interim 2030 Financed Emissions targets Target achieved in 2025 $157bn mobilised as of 2025 Good progress against sector ta
Slide 74: Enhanced digital capabilities for evolving client needs
Tech & operating model designed for clients Enhanced digital capabilities for evolving client needs We are building technology and capabilities that are simple, fast & connected Transaction Services Global Markets Global Banking • Mint and Burn • Digital Asset Custody • Digital Asset Trading • Digit
Slide 75: Modernising platforms and channels in Transaction Services
Tech & operating model designed for clients Example: modernising platforms and channels in Transaction Services Future-ready cloud-native payment platform # of markets live with SCPay Win rate % for Cash RFP • Supporting all payments including digital currencies SCPay − Connects to blockchain and fi
Slide 76: Digitisation driving growth in Global Markets flow income
Tech & operating model designed for clients Example: Digitisation driving growth in Global Markets flow income Global Markets initiatives since 2019 FXO / Rates expansion ESG products and electronification Launched Deal Contingents +11% 3.0 CAGR Scaled up Structured Notes & Deposits FX Algo Trading
Slide 77: Our strategy continues to support Group ambitions
Our strategy continues to support Group ambitions Transaction Services Global Markets Global Banking ~50% ~30% ~20% of CIB income1 of CIB income1 of CIB income1 2023-2025 2023-2025 2023-2025 (4%) income CAGR +12% income CAGR +5% income CAGR +4% CAGR ex rates +13% ex-aviation finance • Modernising pa
Slide 78: Refreshing our targets to align to Group RoTE ambitions
…and we are refreshing our targets to align to Group RoTE ambitions Metrics Old targets (medium-term) Revised target Network income as ~70% ~70% % of CIB income in 2028 Financial Institutions ~60% ~60% income as % of CIB income in 2030 Positive between Income-to-cost jaws Positive over the medium-te
Slide 79: Growing connections between CIB and WRB
Growing connections between CIB and WRB Delivering institutional solutions to sophisticated private banking clients Target client universe Organisational realignment to optimise client coverage Focusing on clients requiring bespoke, institutional-level solutions: Integrated CIB-WRB coverage model: E
Slide 80: In conclusion
In conclusion Our business has transformed over recent years, and we are now a distinctive cross-border corporate & investment bank Our client base is diversified and trusts us to help them access our unique network that generates value Our FI business is higher returning and positioned for higher g
Slide 81: Appendices
Appendices ws 818i
Slide 82: A full service offering to a broad client base
A full service offering to a broad client base We offer a diversified set of products… …to our corporate and financial institution clients CIB FY’25 income of $12.4bn diversified across products and client segments Outer circle: Outer circle: Transaction Services Financial Institutions Global Bankin
Slide 83: Overview of our Transaction Services business
Overview of our Transaction Services business Transaction Services Payments & Liquidity Securities & Prime Services Trade and Working Capital Clearing, payments, collections, account Custody & Clearing, Fiduciary & Fund Documentary trade, trade lending, supply services, liquidity management Services
Slide 84: Transaction Services financial performance
Transaction Services financial performance TS income ($bn) +6% CAGR 6.5 6.4 6.0 0.6 0.6 1.3 0.6 4.2 4.4 1.2 3.6 1.2 0.4 3.3 0.4 1.2 0.4 0.4 1.4 1.2 1.4 4.7 4.6 4.2 2.6 2.0 2.6 1.5 2019 2020 2021 2022 2023 2024 2025 Payments & Liquidity Trade & Working Capital Securities & Prime Services TS NII and n
Slide 85: Overview of Global Markets
Overview of Global Markets Strategically positioned across EMs Diversified Global Markets income • Unique EM franchise leveraging our global footprint • Extensive capabilities across FX, Rates, Commodities & Credit Trading − Click here to explore our Global Markets offerings & capabilities • Global
Slide 86: Consistent flow income growth
Consistent flow income growth Global Markets: Flow and episodic last 12-month rolling income1 ($bn) Episodic Flow 1.1 0.8 1.1 0.9 0.9 0.9 1.2 1.0 1.1 0.7 0.9 0.8 0.7 1.1 0.7 1.0 0.9 1.1 1.1 1.0 0.7 1.0 0.8 0.7 0.7 0.7 3.0 3.1 2.8 2.9 2.6 2.7 2.4 2.4 2.5 2.2 2.3 2.3 2.3 2.3 2.1 2.1 1.8 1.9 1.9 1.7 1.
Slide 87: Overview of Global Banking
Overview of Global Banking Comprehensive solutions Leveraging unique network capabilities across multiple markets • 8 product verticals with comprehensive financing and advisory solutions • Bankers based in ~20 markets globally • Expertise for Corporate and FI needs across the capital structure • Cl
Slide 88: Global Banking financial performance
Global Banking financial performance Income1 ($bn) Formed Global Banking +15% YoY 2019-2025 CAGR 2.4 2.5 2.2 2.1 2.2 2.0 1.9 +9% 2019 2020 2021 2022 2023 2024 2025 Aviation & Shipping Leasing Non-interest income2 NII2 Income return on risk-weighted assets Risk-weighted assets Suboptimal3 RWA down ~7
Slide 89: Sources
Sources Leading in our footprint across core products Source Joint #2. As per Coalition Greenwich Competitor Analytics – FY25. Analysis is based on SCB’s internal business structure; ranking is based on SCB #2 Transaction Bank in Asia internal revenue numbers, and the following peer group: BofA, BAR
Slide 90: Wealth & Retail Banking: From transformation to outperformance
Investor Event Wealth & Retail Banking From transformation to outperformance Judy Hsu CEO, Wealth & Retail Banking 19 May 2026
Slide 91: We are investing to capture the changing needs of our clients
We are investing to capture the changing needs of our clients… The emergence of Digital transformation The changing role Rising wealth The transition a multi-polar and and evolving client of banks in serving participation reshaping economy and multi-aligned world expectations the real economy capita
Slide 92: We sit at the intersection of structural wealth flows
....as we sit at the intersection of structural wealth flows Hong Kong and Singapore are emerging as the fastest-growing global wealth hubs, with cross-border wealth bookings projected to grow 12% per annum through 20303 60% of HNW clients in Asia Estimated >$80 trillion global ex Japan are Business
Slide 93: Executing strongly to accelerate growth in Affluent
Executing strongly to accelerate growth in Affluent Investing for growth Asset under management (AUM) trend ($bn) Focused Affluent Brand & Marketing Advance Digital Platforms 447 Expand High-Net-Worth: Private and Priority Private Strengthen International Banking and Wealth Proposition Invest in Rel
Slide 94: Aligning KPIs throughout the organisation to drive success
Aligning KPIs throughout the organisation to drive success… >130k new Affluent clients1 acquired for ~400k Client acquisition 13 consecutive quarters Total International clients Doubling2 of +28% Deepen relationships net new money to $52bn AUM per client2,3 RM capacity & +18%2 +23%2 productivity Rel
Slide 95: Strong growth and improved returns
…leading to strong growth and improved returns WRB income Wealth Solutions income 2023 2025 $bn $bn +9% CAGR 8.7 +26% CAGR 7.4 WRB RoTE growth 3.1 2.0 16.3% 19.4% 2023 2025 2023 2025 Affluent share of WRB Income1 WRB deposits Affluent AUM $bn +14% CAGR $bn +28% CAGR 63% 70% 258 198 447 272 Net liqui
Slide 96: We have built a diversified Wealth Solutions business
We have built a diversified Wealth Solutions business… Wealth Solutions income by market Wealth Solutions income by product Return on total Wealth AUM (%) FY’25 Investment Products income / average total +26% CAGR CAGR wealth AUM, annualised3 3.1 9% 1.5% 36% 1.4% 1.4% 1.3% 2.0 1.2% 1.2% $3.1bn 1.0%
Slide 97: We are outperforming our peers
….and we are outperforming our peers 3rd largest wealth manager in Asia1 Net new money equivalent to 15% of AUM AUM grew 29% double that of peers2 outpacing peers at 15%3 #5 #3 2020 2025 FY25 AUM ($bn) Peer A Peer B 15% 29% SC Asia 422 Peer C 15% 7% Peer D Peer E Top Asia peers SC Asia Top Asia peer
Slide 98: Two mutually reinforcing engines driving sustained growth
Two mutually reinforcing engines driving sustained growth Generates high quality client flows Differentiated Leading Client Ecosystem Wealth Engine Deepens share of wallet
Slide 99: Differentiated ecosystem accelerating quality client growth
Differentiated ecosystem accelerating quality client growth Drives consistent, higher-quality growth Connected Client network continuum Steady, repeatable pipeline of clients Digital • Well-established cross-border referral processes Banks for Differentiated SME & • Analytics-driven continuum progre
Slide 100: Client continuum as a competitive advantage
Client continuum as a competitive advantage Total clients Income contribution Income Clients up-tiering (#’000) ($m) (Wealth vs others2) (#’000) FY 2025 Net worth > $10m 8 14% Private AUM>$1m Priority Private 74 26% Priority to PP 16 AUM>$100k Priority 1,345 50% Premium to Priority 64 AUM>$25k Premi
Slide 101: International Banking driving accelerated Affluent growth
International Banking driving accelerated Affluent growth 4 international wealth hubs Cross-border referrals2 # of International clients • Hong Kong 1.3x 1.4x • Singapore • UAE • Jersey 2023 2025 2023 2025 …with ~400k international clients1, of which 1/3rd are multi-market International income Inter
Slide 102: Priority Private is an attractive segment with compelling economics
Priority Private is an attractive segment with compelling economics Income Net new money • We have launched Priority Private (PP) in top 7 markets with 20 PP wealth centres 1.8x 10x • Around three-quarter of PP clients upgraded from within, creating a highly scalable model • It is the highest-return
Slide 103: Fast-scaling Private Bank, climbing from #8 to #5 in Asia
Fast-scaling Private Bank, climbing from #8 to #5 in Asia • We are now the 5th largest Private Bank in Income Net new money Asia 1.5x 2x • We have invested in talent. RM base has increased by 30% and UHNW client base by 80% over the last 2 years • Private Bank has superior client economics, is profi
Slide 104: Built a high-performing and sustainable RM advantage
Built a high-performing and sustainable RM advantage We are hiring experienced, high quality RMs… …and enabling them to stay, perform and grow with us Growth in total RMs1 Growth in senior RMs1,2 • Well managed attrition • 1/3rd of our RMs are from internal referrals +18% +40% • RM value proposition
Slide 105: SME is an attractive source of HNW clients
SME is an attractive source of HNW clients WRB serves both sides of the client needs – Business and Individual SME-Affluent client AUM 5x Client profile: Medium enterprise client expanding overseas 1x SME Affluent Single segment With SME Affluent client relationship Comprehensive cross-border soluti
Slide 106: Our Digital Banks – Mox & Trust as part of the client continuum
Our Digital Banks – Mox & Trust as part of the client continuum Create a wealth incubator and future Affluent client pipeline Accumulated Captured ~2 million >16% % who begin investing in university or early adulthood2 clients bankable population1 Gen Z (14-29) 36% Millenials (30-45) 17% >50k ~1 mil
Slide 107: Leading wealth engine
Leading wealth engine Driving speed, scaled delivery and performance for clients CIO proprietary House views performance published quarterly insights and advice Open architecture >100 traditional and alternative asset managers partner co-creation and 50+ counterparties for capital market structured
Slide 108: We are rewiring our Affluent and Wealth franchise
We are rewiring our Affluent and Wealth franchise Autonomous self-serve Human-augmented ▪ Speed ▪ Accessibility ▪ Trust ▪ Complexity Advisory Scale consistent, high-quality advice Onboarding Deepening Streamline and Grow share of wallet accelerate turnaround and client value Prospecting Servicing Id
Slide 109: We are bringing our targets one year forward
We are bringing our targets one year forward Metrics Existing target Revised target (2025-2029) $200bn Net new money $200bn in 4 years Cumulative in 5 years (2025-2028) Double digit Wealth income Double-digit 3-year CAGR CAGR 5-year CAGR (2026-2028) Affluent as a % 75% 75% of WRB income by 20291 by
Slide 110: Breakout session: GCNA and RMB Markets
Investor Event Breakout session: GCNA and RMB Markets John Thang Henry Hung Head, Markets, Hong Kong & GCNA MD, Offshore CNY Rates Trading, Markets 19 May 2026
Slide 111: GCNA Global Markets overview
GCNA Global Markets overview An overview of GCNA1 Global Markets Trading floors in Largest Global Markets Risk management hub for Macro products Hong Kong | Shanghai | Seoul | Taipei | Tokyo business in the Group in all GCNA currencies including RMB Structural growth in RMB with market leading franc
Slide 112: Leading Global Markets franchise in the region
Leading Global Markets franchise in the region Trusted partner with regulators supported by thought leadership; Thought leadership proven track record in spearheading market innovation ahead of peers Onshore-offshore Enabled by exclusive local licenses capabilities combined with strong offshore hub
Slide 113: The RMBI journey – A Macro trader's observation
The RMBI journey – A Macro trader’s observation From EM to DM in breadth, depth, and liquidity From a “rounding error” to half a billion mark, and onto the next billion CNH bond transaction volume at SC China vs. US bond markets RMB Global Markets income China >2x ~15x US Treasury Government (UST) B
Slide 114: The RMBI journey – A Macro trader's observation
The RMBI journey – A Macro trader’s observation Benchmarking RMBI to the rise of USD from 1890s to 1950s International yet local; sizeable but nimble Nominal GDP at logarithmic scale1 International Chinese Global reserve share2 ~0% ~50% banks banks USD ~65% ~40% GBP Time zone 24 hours 24 hours Mainl
Slide 115: Breakout session: Our CIB coverage model
Investor Event Breakout session: Our CIB coverage model Jerry Zhang Stella Choe Global Head, BBD & Global Head, International Corporates Head of Coverage, GCNA 19 May 2026
Slide 116: Integrated coverage model underpinned by local origination
Integrated coverage model underpinned by local origination CIB Client Coverage model (illustrative) How we deliver our model Single global client ownership Local business origination scaled globally Global account planning approach Integrated CIB client experience Global capital allocation decisions
Slide 117: Investing resources to target key growth areas across our franchise
Investing resources to target key growth areas across our franchise Client acquisition Scaling growth businesses Banker capability Targeted and disciplined franchise Doubling down on high-growth products Upgrading origination to drive and expansion by winning the right clients and segments with stro
Slide 118: Client case study: Financial Institutions
Client case study: Financial Institutions We supported a Financial Institution client in a challenging environment, leveraging our strength as a connector 200% Income and Balances Client profile and strategic challenge How SC delivered value Outcome 40% transactions Chinese bank with 30+ year re
Slide 119: Client case study: Global Corporates
Client case study: Global Corporates We elevated our relationship with a Global Corporate client through our network and product capabilities 27 33 deepening of our relationship Client profile and strategic challenge How SC delivered value Outcome markets Differentiated expertise amid the #1 Americ
Slide 120: Core priorities for our coverage model
Core priorities for our coverage model Strengthening Focusing on a set Driving cross-border Increasing the Expanding coverage with of high-conviction growth via priority share of Financial our franchise a skill-based sectors corridors Institutions in CIB in the West workforce 120
Slide 121: Speed dating: AI Empowering Affluent and Wealth
Investor Event Speed dating: AI Empowering Affluent and Wealth Mohamed Keraine Lay Choo Ong Group Enterprise Co-head of AI Global Head of Segments, and Global Head of Digital Sales and Client Propositions 19 May 2026
Slide 122: AI as a structural advantage for sustained and scaled growth
AI as a structural advantage for sustained and scaled growth A hybrid engagement model powered by Bringing our AI approach to life AI, purpose-built for affluent clients with sophisticated, cross-border wealth needs Augment Augmenting Relationship Managers 01 Human Expertise 02 ▪ Relationships Diffe
Slide 123: AI-orchestrated workflow driving client penetration and productivity
AI-orchestrated workflow driving client penetration and productivity Intelligent Client Targeting Coverage AI prioritises clients, surfaces the life of Client-ready Insights insights, guides advice and in a Before Every Meeting y automates follow through n a Advisory Ad RM High Impact Advisory Conve
Slide 124: Differentiating the client experience with smarter, seamless service
Differentiating the client experience with smarter, seamless service 01 Resolving more client needs through digital self-service 02 Elevating human support for when it matters most Kate Tan Priority Banking Client Contact Centre Agent Hong Kong • Female • 19 Jan 1990 • 7020000052483 Expanding end-to
Slide 125: Always-on intelligence enabling faster, better client decisions
Always-on intelligence enabling faster, better client decisions Idle Cash Make your cash work harder You have SGD1.2M in cash – explore AI in the palm of the client investment options to boost your returns. Ask a question… I can help you make sense of what’s Combining insight, guidance happening acr
Slide 126: Where AI creates value for the business
Where AI creates value for the business Velocity Accuracy Scalability Speed of doing business Quality of insights and advice Growth with the same capacity Reduction in Increase in Higher income onboarding time wealth AUM per client per RM Faster time to market Stronger risk management More active we
Slide 127: Speaker bios
Speaker bios Bill Winters is Group Chief Executive at Standard Chartered, appointed in June 2015. Bill has had a distinguished career in banking. In 2013, he was awarded a CBE for his services to the UK economy and financial services. Bill was the only career banker to be invited to be a committee m
Slide 128: Speaker bios
Speaker bios Noelle Eder is Group Head, Technology & Operations. Noelle’s extensive career spans more than 30 years, across financial services, financial technology, healthcare, and hospitality. She has deep experience in areas from modernising global technology to driving core innovation, as well a
Slide 129: Speaker bios
Speaker bios Judy Hsu is CEO, Wealth & Retail Banking. She is a member of the Group Management Team and is based in Hong Kong. In addition, she has responsibility for our ASEAN, South Asia, Greater China & North Asia markets. Previously, Judy was Regional CEO, ASEAN & South Asia, a position she held
Slide 130: Select technical and abbreviated terms
Select technical and abbreviated terms Term Definition Term Definition Access An example of an access trade is an international financial institution entering into a total return swap Credit grade. Credit grades are indicators of likelihood of default. Credit grades 1 to 12 are assigned to CG trade
Slide 131: Select technical and abbreviated terms
Select technical and abbreviated terms Term Definition Term Definition ETH (ether) The native currency of the Ethereum network and is the second largest cryptocurrency by market cap IPO Initial public offering Ethereum A blockchain network that supports cryptocurrencies and programmable financial ap
Slide 132: Select technical and abbreviated terms
Select technical and abbreviated terms Term Definition Term Definition Non- RoTE Return on tangible equity Are resources engaged on a time and materials basis where task selection and supervision is the outsourced RoW Rest of the world responsibility of the Bank, such as agency workers NEWs Risk-wei
Slide 133: Important notice
Important notice Forward-looking statements The information included in this document may contain ‘forward-looking statements’ based upon current expectations or beliefs as well as statements formulated with assumptions about future events. Forward-looking statements include, without limitation, pro