Standard Chartered Plc · LSE:STAN
Standard Chartered — Investor Presentation (December 2025)
41 slides from Standard Chartered's investor presentation, December 2025
Slide 1: Standard Chartered Investor overview December 2025
Standard Chartered Investor overview December 2025
Slide 2: Standard Chartered history spans over 170 years
INTERNAL Standard Chartered history spans over 170 years 2
Slide 3: We operate in the world’s most dynamic markets
INTERNAL 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 Am
Slide 4: Our business model reflects our strategy
INTERNAL Our business model reflects our strategy 4
Slide 5: Serving corporate, institutional and affluent clients
INTERNAL Serving corporate, institutional and affluent clients Corporate and Investment Banking (CIB) Wealth and Retail Banking (WRB) Ventures • Supports large corporations, and financial • >13m individual clients and small businesses, • Comprises SC Ventures (SCV), and our two institutions with cro
Slide 6: Income is diversified across products, segments and geography
INTERNAL Income is diversified across products, segments and geography 9M’25 income by product and segment 9M’25 income split 9M’25 income by geography Outer circle: CIB 2% -2% WRB 20% Ventures 5% 2% 25% 0% C&O 28% 19% 3% 40% $16.0bn 49% $16.0bn 5% $16.0bn 51% 60% 15% 10% 6% 15% 20% 6% 6% 8% 7% Inne
Slide 7: Loan book is broad-based
INTERNAL Loan book is broad-based Group L&A to customers1 – 30.9.25 L&A by industry2: CIB and C&O L&A by product2: WRB and Ventures 5% 4% 1% 6% 3% 6% 5% 22% 7% 6% 49% 9% $285bn 19% 45% 16% 9% 64% 12% 14% CIB Ventures Financing, insurance & non-banking Energy Mortgage WRB C&O Government Food & househ
Slide 8: Strong and diverse deposit base
INTERNAL Strong and diverse deposit base Long term stable deposit growth since 2008 H1’25 Group customer deposits2 By segment2 1% $526bn TD Non- 48% OPAC 56% CIB 45% WRB 53% CASA Others 52% OPAC 44% By market2 Hong Kong 12% Singapore UK 3% 3% 35% $229bn1 Korea 4% China 4% Global European Managed Cov
Slide 9: Hedging strategy reducing NII volatility
INTERNAL Hedging strategy reducing NII volatility Hedge evolution Interest rate risk in the banking book (IRRBB) • Overall duration strategy includes: • NII sensitivity to rates drop has reduced by ~60% since 2021 to $570m − Treasury structural hedge positions of swaps and HTC securities ($75bn) • I
Slide 10: Capital remains above requirements
INTERNAL Capital remains above requirements Risk-weighted assets (30.9.25) Capital metrics CET1 ratio Leverage ratio 14.2% 4.6% 3.7% 10.2% 8% 1% 30.9.25 Minimum requirements 30.9.25 Minimum requirements 23% $6.5bn shareholder distributions announced since FY’23 results $258bn Buyback Ordinary divide
Slide 11: Delivering sustainably higher returns
INTERNAL Delivering sustainably higher returns ~13% 11.7% 10.1% 7.7% 6.3% 6.5% Underlying 3.9% 4.7% 3.2% RoTE -0.4% 0.3% FY’15 FY’16 FY’17 FY’18 FY’19 FY’20 FY’21 FY’22 FY’23 FY’24 FY’25 target 20.9 19.7 17.4 Income 15.1 15.8 14.1 14.2 14.8 14.3 14.1 ($bn) 13.6 FY’15 FY’16 FY’17 FY’18 FY’19 FY’20 FY
Slide 12: Conservative approach to credit risk management
INTERNAL Conservative approach to credit risk management bps 200 100% 90% 83% 150 80% 75% 70% 100 63% 60% 72 50% 50 42% 40% 30-35bps historic through the cycle 30% 20 loan-loss rate guidance 0 20% 2014 2015 2016 2017 2018 2019 20201 2021 2022 2023 2024 9M'25 2 3 Loan loss rate, LHS Investment grade
Slide 13: Active management of markets and capabilities
CONFIDENTIAL Active management of markets and capabilities New CIB Investments1 presence ~13% 11.7% Digital Banks 10.1% Ripple 7.7% Aviation Finance 6.3% 6.5% 4.7% 3.9% AME 3.2% full exits2 0.3% PT Bank Permata -0.4% (Indonesia) RoTE WRB exits3 WRB WRB WRB Lebanon Philippines Thailand Equities CCPL
Slide 14: Targets and progress to-date
INTERNAL Targets and progress to-date Targets FY’24 9M’25 5-7% CAGR 2023-20261, tracking towards the upper end Income 14% YoY at ccy +8% YoY at ccy 2025 growth to be towards the upper end of 5-7% range2 Expenses $12.3bn3 in FY’26 at constant currency (ccy) $11.8bn +4% YoY at ccy (including UK bank l
Slide 15: Segment targets
INTERNAL Segment targets CIB (medium-term targets) WRB Ventures Double-digit income CAGR in Wealth Solutions Mox and Trust are each expected to turn 5-7% income CAGR at ccy, ex-rates (2025-2029) profitable in 2026 Underlying losses in Ventures to be below $0.2bn Positive income-to-cost jaws Affluent
Slide 16: Corporate & Investment Banking (CIB)
CONFIDENTIAL Corporate & Investment Banking (CIB) 16
Slide 17: A full service offering to a broad client base
INTERNAL A full service offering to a broad client base We offer a diversified set of products… … to clients across segments Outer circle: Outer circle: Transaction Services Financial Institutions Global Banking Corporates Global Markets 29% 5% Inner circle: 12% Payments & Liquidity 28% 24% Securiti
Slide 18: Driving increased Financial Institutions income
INTERNAL Driving increased Financial Institutions income • Financial Institutions (FI) generate ~90bps higher income RoRWA FI income by client segment compared to overall CIB FI income as a % of CIB1 43% 51% ~60% • A broad product offering − Scalable clearing and custody services offerings +12% − In
Slide 19: Our unique network provides a strong platform for growth
INTERNAL Our unique network provides a strong platform for growth Our network enables us to grow faster Cross-border (network) income diversified across many corridors 2019-2024 CAGR SC CIB network income 11% SC CIB network income 9% (ex-rates) SC CIB income 8% Avg peers equivalent CIB 7% income Glo
Slide 20: Overview of our Transaction Banking business
INTERNAL Overview of our Transaction Banking business FY’24 TB income by market1 Transaction Banking (TB) 18% Payments & Liquidity Trade and Working Capital 28% Clearing, payments, collections, account Documentary trade, trade lending, supply services, liquidity management chain management FY’24 inc
Slide 21: Transaction Banking financial performance
INTERNAL Transaction Banking financial performance TB income ($bn) Trade & Working Capital Payments & Liquidity +9% CAGR 5.9 5.8 1.3 1.2 3.8 3.9 3.2 1.2 2.9 1.3 1.2 4.6 1.4 4.6 2.6 2.6 2.0 1.5 2019 2020 2021 2022 2023 2024 TB NII and non-NII ($bn) TB CASA average deposits ($bn) 2019-2024 +6% CAGR 19
Slide 22: Overview of Global Markets
INTERNAL 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
Slide 23: Consistent flow income growth
INTERNAL Consistent flow income growth Global Markets: Flow and episodic last 12-month rolling income1 ($bn) Episodic Flow 1.1 1.1 0.9 0.9 1.2 1.0 1.1 0.7 1.1 0.9 0.8 0.7 0.7 1.0 0.9 1.1 1.1 1.0 0.7 1.0 0.8 0.7 0.7 0.7 2.8 2.9 2.6 2.7 2.3 2.4 2.5 2.2 2.3 2.3 2.3 2.3 2.1 2.1 1.8 1.9 1.9 1.7 1.7 1.7 1
Slide 24: Overview of Global Banking
INTERNAL Overview of Global Banking Comprehensive solutions Leveraging unique network capabilities across multiple markets • 8 product verticals with comprehensive financing and advisory solutions • Bankers based in >20 markets globally • Expertise for Corporate and FI needs across the capital struc
Slide 25: Global Banking financial performance
INTERNAL Global Banking financial performance Income ($bn) Formed Global Banking +14% 2019-2024 2.2 CAGR 1.9 1.9 1.9 1.8 1.7 +8% Non-NII NII 2019 2020 2021 2022 2023 2024 Income return on risk-weighted assets Risk-weighted assets Suboptimal RWA down ~70% since 2019 ~1.5x Income RoRWA Sub-optimal Opt
Slide 26: Leading Sustainable Finance capabilities
INTERNAL Leading Sustainable Finance capabilities • Achieved strong growth in Sustainable Finance income, outpacing growth Financial performance and growth trajectory 2019-2024 CAGR in global renewables investment 771 +13% • Well on track to deliver 2025 income target of >$1bn 982 >$1bn − Income spr
Slide 27: Growing RMBI franchise
INTERNAL Growing RMBI franchise RMB positioning Our RBMI income since 2018 Trade currency 10% 7% 7% 8% RMBI as a % of 5% 5% 5% 4th 2nd Global Markets income most-used most-used global trade +14% CAGR payment currency1 finance currency2 Investment currency RMBI income 2nd 2018 2019 2020 2021 2022 202
Slide 28: Wealth and Retail Banking (WRB)
CONFIDENTIAL Wealth and Retail Banking (WRB) 28
Slide 29: Affluent is core to Wealth and Retail Banking
INTERNAL Affluent is core to Wealth and Retail Banking Affluent accounts for ~70% of WRB income… …with higher share of wealth supporting income growth WRB income split (9M’25) WRB income by product (9M’25) Investment Products Affluent Bancassurance Personal & SME Deposits & Mortgages CCPL & Other Un
Slide 30: We are a large wealth manager with three key differentiators
INTERNAL We are a large wealth manager with three key differentiators 1. Strong funnel along the client continuum 2. Local strength, global network 3. Deep wealth expertise • Client continuum offers a distinctive pipeline of • Uniquely positioned to serve both local and • Comprehensive product propo
Slide 31: Affluent continuum is a core part of our WRB strategy
INTERNAL 1 Affluent continuum is a core part of our WRB strategy 9M’25 Total Affluent income Wealth income clients1 contribution vs (#’000) ($m) other products Net worth >$10m ~8 ~14% Private AUM >$1m Priority ~68 ~26% Private AUM >$100k Priority ~1,340 ~50% AUM >$25k Premium ~1,250 ~10% Total Afflu
Slide 32: Capturing international wealth flows across AAME
INTERNAL 2 Capturing international wealth flows across AAME We operate in fast-growing wealth booking centres 9M’25 Affluent net new money2 Wealth in booking centres1 ($tn) 2024 2029 2024-2029 CAGR Hong Kong 2.7 3.6 6.3% $42bn Switzerland 2.7 3.4 4.6% International Domestic Singapore 1.9 2.8 7.6% US
Slide 33: Differentiated wealth advisory enabled by open architecture
INTERNAL 3 Differentiated wealth advisory enabled by open architecture Handpicked portfolio solutions from leading providers Real-time access to multiple counterparties… ~100 traditional and alternative asset managers …for competitive and customised pricing Sample partners: Traditional Real-time pri
Slide 34: Strong momentum in Affluent NNM and AUM…
INTERNAL Strong momentum in Affluent NNM and AUM… Top 20 wealth managers in Asia1 Outperforming financial assets growth Net new money (NNM)4 … which are expected to grow 7-9% in our footprint FY’24 Asia AUM ($bn) Market size – financial assets2 ($tn) Asia NNM 2024-2029 ($bn) Bank 1 665 CAGR 399 16.0
Slide 35: …supporting double-digit income growth in Wealth Solutions
INTERNAL …supporting double-digit income growth in Wealth Solutions Affluent AUM ($bn) Wealth Solutions income ($m) 9M’25 ($m) +25% CAGR 438 2,409 367 1,928 +11% CAGR 200 +8% 272 174 255 258 240 223 199 201 170 136 140 155 135 129 117 122 Deposits 105 239 +16% Others1 193 Wealth Investment funds 105
Slide 36: We continue to invest for growth
INTERNAL We continue to invest for growth ~50% ~25% ~25% People Digital Brand, marketing & client centres • Hire senior priority RMs and wealth specialists • Upgrade digital propositions and platforms • 18 client centres globally across our wealth hubs to grow HNW and international clients and key m
Slide 37: Ventures and Digital Assets
CONFIDENTIAL Ventures and Digital Assets 37
Slide 38: Ventures 2024 highlights
INTERNAL Ventures 2024 highlights Deposits $bn Lending $bn • 2024 income up 15% YoY • ~650k customers in 2024, equivalent to >10% of Hong Kong’s bankable population1; average of 3.1x products per customer in 2024 2.2 0.8 0.8 • First digital bank in Hong Kong to offer Asia Miles as part of client val
Slide 39: Digital asset initiatives
INTERNAL Digital asset initiatives Strategic capabilities across digital assets (DA) Access Custody Execution Tokenisation Interoperability enable clients to access DA facilitate the safekeeping of DA or facilitate clients to transact and convert assets into a token which can enable data and assets
Slide 40: Select technical and abbreviated terms
CONFIDENTIAL Select technical and abbreviated terms Term Definition Term Definition AAME Asia, Africa and the Middle East n.m. Not meaningful ASEAN Association of Southeast Asian Nations NII Net interest income AUM Assets under management NNM Net new money Avg Average NNS Net new sales bn billion PB
Slide 41: Important notice
CONFIDENTIAL 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 li
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