Standard Chartered Plc · LSE:STAN
Standard Chartered — Investor Day (May 2026)
21 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: …and we have 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: 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