Final Results - Year Ended 31 Dec 1999, Part 1

Standard Chartered PLC
23 February 2000


PART 1


Standard Chartered s results

-     Profit  before taxation down 28 per cent to £507 million.  In line  with
      market expectations.

-     Annual  dividend  per share increased by 10.1 per cent  to  22.85  pence
      reflecting confidence in future prospects.

-     Net  revenue, excluding income from foreign exchange dealing, up  9  per
      cent to £2,160 million.

-     Profit  before  provisions  maintained above  £1  billion  in  difficult
      economic environment in Asia.

-     Business as usual cost increase held at 7 per cent.



Commenting  on  these  results, the Chairman of Standard  Chartered  PLC,  Sir
Patrick Gillam, said:

'Our  intention has always been to emerge stronger from the turmoil  in  Asia.
In 1999 we have made great progress in pursuit of this strategy.'


Standard Chartered PLC
Summary of results for 1999

                                                               1999      1998
                                                                 £m        £m
                                                                             
Results                                                                      
                                                                             
Operating profit before provisions                            1,002     1,139
Provisions for bad and doubtful debts                         (495)     (436)
Operating profit before taxation                                507       703
Profit attributable to shareholders                             344       463
                                                                             
                                                                             
Balance sheet                                                                
                                                                             
Total assets                                                 54,132    47,858
Shareholders  funds                                           3,366     2,820
Capital resources                                             5,334     4,026
                                                                             
                                                                             
Information per ordinary share                                Pence     Pence
                                                                             
Headline earnings per share                                    33.2      45.4
Dividends per share                                           22.85     20.75
Net asset value per share                                     298.4     261.8
                                                                             
                                                                             
Ratios                                                            %         %
                                                                             
Post-tax return on ordinary shareholders  funds -              12.0      18.2
headline basis
Cost to income ratio - headline basis                          57.0      51.6
                                                                             
Capital ratios:                                                              
Tier 1 capital                                                  8.6       8.2
Total capital                                                  14.8      12.7
                                                                             

 Chairman s statement

Last year, I said that our aim was to improve our competitive position in  our
chosen  markets  by  building  market share  and  by  investing  in  our  core
businesses.   We  realised there was a window for investment that  provided  a
rare opportunity to strengthen our franchise and demonstrate our commitment to
the  markets  in which we operate.  We have taken a number of  steps  in  1999
which, I am confident, will bring major benefits to the Group in the years  to
come.

We  expected 1999 to be a challenging year with our performance held  back  by
the  economies  that, at best, were still convalescing from the  recession  in
Asia.  This was the case.  However, despite the lower economic activity in our
principal  markets,  Consumer  Banking  again  produced  an  excellent  result
although,  as anticipated, foreign exchange dealing revenues were  down.   Our
results  were  also affected by the cost of investing in our growth  strategy,
and our preparation for potential Y2K issues, which was managed successfully.

As  a  consequence of all these factors our profit for 1999 before  provisions
was  £1,002 million.  After a debt charge of £495 million, the pre-tax  profit
was £507 million.

1999 results

-     Pre-tax profit down 28 per cent to £507 million after provisions of £495
      million.

-     Profit before provisions down 12 per cent to £1,002 million.

-     Net  revenue, excluding income from foreign exchange dealing, up  9  per
      cent to £2,160 million.

-     Income from foreign exchange dealing down 44 per cent to £218 million.

-     Headline earnings per share 33.2 pence.

-     Annual dividend per share increased by 10.1 per cent to 22.85 pence.

The  conditions  in  many  of our markets have made  this  a  difficult  year.
However,  this has to be set against our strong belief in the future potential
of  the Group, as Asia recovers and our growth strategy takes hold.  The Board
s  confidence  in the Group s prospects has therefore led us  to  recommend  a
final  dividend  of 16.1 pence per share, compared with 14.5 pence  per  share
last  year.   This gives a total for the year of 22.85 pence, an  increase  of
10.1 per cent over 1998.  The proposed dividend is covered 1.4 times.


Strategy and economic environment

Our intention has always been to emerge stronger from the turmoil in Asia.  To
this end, we launched a growth strategy at the beginning of last year, centred
on four key initiatives.

The  first was to defend  and  grow our position in our three core markets  in
Asia - Hong Kong, Singapore and Malaysia.

The  second  was to develop three other Asian markets to rival  Singapore  and
Malaysia,  in  terms of their relative contribution to the  Group  s  profits.
Thailand, India and Taiwan are three such markets, and despite our failure  to
buy Bank Bali, we still aim to add Indonesia to this group.

The  third was to build on our successful operations in the Middle East, South
Asia,  Africa  and  Latin America.  These are businesses which  are  generally
solid  performers where we have the capability to develop quality, incremental
revenue.

The fourth was to expand the business which we do with international companies
and  institutions.  These are good quality counterparties where  we  have  the
opportunity to sell a variety of products in a number of countries.

In  1999  we  have made great progress in pursuit of this strategy.   We  have
developed new products; extended and repositioned our branch networks  towards
higher growth areas.  We have also accelerated this growth with acquisitions.

The Asian economies are now showing real signs of recovery.  There is positive
GDP  growth in most Asian markets, including Hong Kong, where the recovery has
lagged  behind the South East Asian economies.  This recovery will provide  us
with the environment to support our expansion and restore our profit growth.

Sir Patrick Gillam                                                           
Chairman                                                     



 Group Chief Executive s review

I  told  you last year that I thought 1999 would be a difficult year for  your
company.   This has, in fact, been the case and our financial performance  has
been  affected  by the recession in Asia through most of 1999.  Our  strategic
objective, against a difficult economic environment in Asia, was to strengthen
and  grow  our  unique  franchise and to build the world  s  leading  emerging
markets bank.  I am pleased with the strategic progress Standard Chartered has
made during 1999.

We  are  a  leading bank in the emerging markets where we have great depth  of
knowledge  and  experience.  As our markets recover from the  recent  economic
downturn,  all  banks  in  Asia  can expect to show  improving  results.   Our
challenge is to implement a growth strategy that outpaces this recovery.


1999 results

Revenues  were  broadly  flat between 1998 and 1999.  However,  excluding  the
lower foreign exchange dealing revenues, other revenues grew 9 per cent.  This
is a solid result against a difficult economic backdrop.

As  we had anticipated, dealing revenues were down, caused by lower volatility
and  a  reduced level of economic activity.  Consumer Banking,  on  the  other
hand, had another excellent year.

Costs were around 12 per cent higher reflecting the acquisitions made in  1998
and 1999 and one-off costs such as the voluntary redundancy scheme in India, a
move  to  new premises in Hong Kong and investment in new branches in  several
countries.   Excluding these, underlying cost growth was around  7  per  cent,
slightly better than expected.

The  bad debt charge in 1999 was higher than the previous years because of the
continuing  economic  problems.   Much of this  arose  in  our  Corporate  and
Institutional Banking business.

The combination of these meant that profit before provisions was held above £1
billion.  After provisions, pre-tax profit was £507 million compared  to  £703
million in 1998.

We raised our total capital ratio to a healthy 14.8 per cent.

In  Hong  Kong provisions peaked later than in the rest of Asia,  but  in  the
second half of the year the debt charge fell slightly.  There has since been a
noticeable decline in the movement of sub standard accounts.  In the  rest  of
Asia the second half debt charge was much lower than the first.

We achieved good balance sheet growth, based on a strong mortgage book and a
16 per cent increase in customer deposits.

In  Consumer Banking revenue growth was 12 per cent with Hong Kong  performing
strongly.   Singapore  and Malaysia also performed very  well.   Our  mortgage
business  had another good year with revenue up 60 per cent compared  to  1998
and  higher market share in Hong Kong and Malaysia.  In Hong Kong, we were the
leading  issuer  of credit cards and there was good growth  and  market  share
gains in our newer card businesses in Taiwan and India.

Corporate and Institutional Banking profit before provisions was 10  per  cent
lower, reflecting the difficult economic conditions.  However, there are  real
signs of recovery in many South East Asian markets and this is reflected in  a
significant  reduction in the bad debt charge.  North East Asia  continued  to
suffer  from  the  economic downturn throughout 1999 and this,  added  to  the
effect  of  policy changes in China, resulted in an increased bad debt  charge
for Hong Kong and China.  There are now positive indications that the worst is
behind us.

As  we  had  expected, our Treasury profits were 39 per cent lower than  1998,
reflecting  narrower spreads and lack of volatility in many  of  our  markets.
There has been a significant increase in the range of services offered to  our
clients and associated fee income.


Emerging stronger

We  entered  1999  determined to strengthen and reposition  our  franchise  to
emerge  stronger as the recovery in Asia took hold.  To accelerate our growth,
we  made  several  acquisitions.  In March, we purchased the non-Swiss  global
trade finance business of UBS.  This enhanced our trade finance capability and
made  us  a  leading  US  dollar  clearer  in  New  York.   We  have  recently
complemented this purchase by buying a structured trade finance portfolio from
Canadian Imperial Bank of Commerce.

In  September, we gained management control and a 75 per cent shareholding  in
Nakornthon Bank in Thailand.  This dramatically extends our presence  in  that
country  and  provides a solid platform on which to build a  consumer  banking
business.

We  have  also  returned to the Lebanon with the purchase of  the  six  branch
Metropolitan Bank.

All these acquisitions are performing as we expected at this stage.

Although  our  negotiations to  buy  Bank Bali did not reach a conclusion,  we
believe  that Indonesia continues to offer great potential and we will  pursue
appropriate opportunities to increase our presence there as they arise.

We  have  also  strengthened  and repositioned our operations  towards  higher
growth  areas.  We have expanded our branch network in the Philippines, China,
Uganda  and  Taiwan.  We are repositioning branches in Malaysia and Singapore,
to  areas of greater opportunity.  In Singapore, this was facilitated  by  the
award  of one of four Qualifying Full Bank licences.  In India we restructured
the business, relocating branches and significantly reducing headcount.

At  the  same time we continue to strengthen our global network especially  in
countries  where our international customers indicate they would  like  us  to
have  a presence.  In addition to the Lebanon, we have also re-entered Nigeria
with a focused operation targeted at multinational companies.

We  have a limited presence in Latin America.  In the last year, Latin America
has  been  through one of the deepest recessions in its history.  However,  we
are positioned to take advantage of the expected growth in trade between Latin
America and the Asia Pacific Region.

Against  the background of all this activity, we have taken steps to  maintain
the  high quality of our risk and credit systems and processes and our overall
standards of management to ensure we can realise our full potential.

We  have very clear objectives for 2000.  The market has high expectations and
our  first  priority  is  to meet these expectations.   We  need  to  maintain
progress in revitalising our franchise with bold moves which capitalise on our
unique  position.  We will ensure that our cost growth is paced  appropriately
with our revenue growth, within the context of a growth strategy.

We  will continue to respond to our customers  needs, particularly with regard
to  e-commerce,  to  ensure we meet their requirements.  The  internet  offers
great  potential in our markets and we are currently working  on  over  20  e-
commerce initiatives.

In  Hong Kong we were the first to launch an e-mortgage service.  This  allows
instant  loan approval and property valuation services accessible 24  hours  a
day by internet and mobile  phone using WAP technology.

Treasury   already  offers  on-line  foreign  exchange  dealing  and  research
services.

In Corporate  and  Institutional Banking we are about to pilot a product which
allows  our customers to communicate with each other and third party suppliers
over  the  internet.   This will also allow them to  conduct  trade  and  cash
business using our services.

We  have  scheduled launch dates, this year, for internet and PDA  banking  in
Hong  Kong  and  are in discussion with potential partners to provide  on-line
financial  advisory  services.  This will complement our  investment  services
business.  Our Jersey office is in the middle of a pilot to provide off  shore
banking  services  over  the internet.  We are also in  early  discussions  to
develop e-commerce capability in Africa and China.

The  development of these and other e-commerce initiatives is  a  priority  in
2000.

Alongside  our  growth  plans,  we launched  two  important  projects:  a  re-
engineering  of  our business and the upgrading of some of our key  management
information.   The  re-engineering project will help us increase  productivity
and  customer  service by eliminating unproductive and inefficient  procedures
and  expenditure.  Its aim is to free up resources to invest in  growth.   The
latter  project will embed further the principles of economic profit and  help
us  manage  our diverse businesses so that we maximise shareholder value.   In
this way, we will prioritise and implement strategies that will maximise total
shareholder returns.


The year ahead

There  is clear evidence that economic growth has resumed in many of our major
markets.   Even though it will take time for the upturn to filter  through  to
the  trade flows and consumer spending that are at the heart of our growth,  I
am  confident  that  2000  will be a significantly better  year  for  Standard
Chartered  than  1999.  We are geared into the recovery and we  are  confident
that  revenue  growth will accelerate and the bad debt charge  will  begin  to
abate.

We  will remain consistent to our strategy, continuing to focus on and to grow
in  those markets and businesses where we have proven expertise.  This will be
done through organic growth and by acquisition.

I believe that the actions taken in 1999 and in the current year will position
your  company  to  be  recognised as the world s leading  specialist  emerging
markets bank.


Our commitment

The strength of this organisation lies in the people that work for it.  At the
heart  of our success is our commitment to equal opportunity, to a performance
culture  where  recognition, promotion and rewards are based  upon  merit  and
demonstrated performance, regardless of nationality, race, gender or age.  Our
culture  demands that there are opportunities in our organisation  for  anyone
with a desire to succeed wherever in the world they come from.

Our  future is based on maintaining the confidence and trust of our customers,
staff  and  the  governments and communities in  which  we  do  business.   We
recognise  that we have to demonstrate that we uphold the highest professional
and  ethical standards and that we understand and respect the cultures of  the
countries in which we operate.

In  1999,  a difficult year for your company, everyone who works for  Standard
Chartered was under great pressure to deliver acceptable results and  progress
the  achievement of our strategic objectives.  The loyalty and  commitment  of
our  staff has been truly demonstrated.  2000 will also be a challenging  year
but  we  are passionately committed to continuing to build and strengthen  the
company and meet the high expectations of our shareholders.

Rana Talwar                                                                  
Group Chief Executive                                        


 Operating and financial review

Summary of performance in 1999

The  Group s profit before provisions was £1,002 million, compared with £1,139
million  in 1998.  The net charge for bad and doubtful debts was £495 million,
an  increase  of £59 million compared with last year.  After provisions,  pre-
taxation profit in 1999 was £507 million; in 1998 it was £703 million.

Net  revenue  was marginally higher than in 1998 at £2,378 million  despite  a
fall,  as  expected, of more than 40 per cent in dealing profits and  exchange
following  the exceptional conditions in 1998.  The increase in  net  interest
income  of seven per cent follows a nine per cent increase in average interest
earning  assets  to £48.0 billion during the year.  The overall  net  interest
margin  narrowed from 3.5 per cent in 1998 to 3.4 per cent in 1999.   Interest
spread widened from 2.7 per cent last year to 2.8 per cent in 1999.

At   £1,376 million, operating expenses were 12 per cent higher than in  1998.
This higher level of costs was signalled at the beginning of the year and  was
a consequence of the operating costs and goodwill amortisation on acquisitions
made  during 1998 and the current year.  There were also some significant one-
off  costs:  we extended the voluntary redundancy scheme in India, moved  into
new  premises  in  Hong  Kong, continued to work  on  growth  initiatives  and
expanded  branch networks.  Excluding these, cost growth was  seven  per  cent
compared to 1998.

Over  70  per  cent of the £495 million provisions for bad and doubtful  debts
arose  in  Corporate  and  Institutional Banking, the  remainder  in  Consumer
Banking.   This charge was after recoveries of £127 million, mainly  in  South
East  Asia,  up  £49 million on 1998.  At the end of 1999 total non-performing
loans  after  provisions and suspended interest amounted  to  £1,526  million.
This  included £533 million of net non-performing loans in Standard  Chartered
Nakornthon Bank (SCNB), which was acquired in September 1999.  These loans are
subject  to  a guarantee and loss sharing arrangement under a Loan  Management
Agreement  with the Financial Institutions Development Fund, a Thai Government
agency.  The provisions cover ratio on the non-performing loan portfolio other
than SCNB was 54 per cent compared to 56 per cent in 1998.

The balance sheet grew by 13 per cent to £54.1 billion, the result of a 15 per
cent  increase in the mortgage book and a 20 per cent increase  in  loans  and
advances  to  banks.   This was largely funded by a  16  per  cent  growth  in
customer  deposits  and  reflected  an increase in short term liquidity in the
run-up to Year 2000.


Business performance

Consumer  Banking had another excellent year with profit before provisions  of
£540 million, an increase of 12 per cent on 1998.  Net revenue grew by 17  per
cent  with  over  half  of this increase in Hong Kong. Singapore,  Taiwan  and
Chartered Trust in the UK, also made significant contributions.  Revenue  from
mortgages increased by 60 per cent compared to 1998 and from credit  cards  by
30 per cent.  Much of this growth was concentrated in Hong Kong where, despite
stiff  competition, our share of the mortgage market increased from  11.4  per
cent  to 12.4 per cent and the successful launch of co-branded cards increased
the total number of Standard Chartered cards in issue to over 1.1 million.  We
continue  to view Consumer Banking as the Group s major growth engine  and  it
was  the focus of much of our investment during 1999.  The branch network  has
been  strengthened through acquisition, expansion and repositioning;  we  have
enlarged  our  product offering and continue to develop the  channels  through
which we sell.  This investment increased costs in 1999.  The net debt charge,
at £141 million, is 18 per cent higher than in 1998, made up of new provisions
of £196 million and recoveries of £55 million.

At  £348  million,  profit  before provisions in Corporate  and  Institutional
Banking  was  10 per cent lower than in 1998.  Approximately 55  per  cent  of
revenues  were earned outside of Asia compared to 38 per cent last year.   The
non-Swiss  global  trade  finance and US dollar clearing  business  that  were
acquired  from UBS in April were integrated successfully.  The low  levels  of
economic  activity meant that trade volumes fell in most regions  compared  to
1998,  but margins improved.  The net charge for debts of £355 million was  50
per  cent  higher  than  last year.  New provisions in South  East  Asia  fell
substantially.  In North East Asia economic recovery has been  slower.   This,
together  with  the  effect of structural reforms in China,  is  reflected  in
higher  provisions, particularly against exposure to Chinese enterprises.   We
now  see encouraging signs of economic recovery throughout the region and  are
confident that this will be reflected in our future results.

Treasury  s profit before provisions was £196 million, 44 per cent lower  than
1998.   As expected, the exceptional performance in volatile markets  in  1998
was not repeated in 1999, and income from foreign exchange dealing was down 44
per  cent.   As  the Asian economies stabilised and spreads narrowed,  foreign
exchange revenues reached a relatively constant level throughout the year.  In
contrast,  revenues from asset and liability management increased  by  18  per
cent  compared  with  1998.   Efforts to develop new  customer  relationships,
particularly  in the Institutional sector, were successful.  We  extended  our
trading  range  of emerging markets currencies and continued  to  broaden  the
portfolio  of  products and services we offer customers.  As  an  example,  an
online dealing service was launched recently in Singapore.


Geographical performance

Hong  Kong  s profit before provisions was £374 million, eight per cent  above
1998.   Net interest income grew by 16 per cent to £529 million driven by  our
mortgage  and credit card businesses.  Average Prime/HIBOR spreads widened  to
2.9  per  cent  resulting in an overall net interest margin of  3.0  per  cent
compared  to 2.9 per cent in 1998.  This, together with a 14 per cent increase
in  the portfolio meant mortgage revenues increased by 40 per cent.  Effective
marketing brought a 10 per cent growth in the number of cards in issue  which,
combined with lower funding costs, resulted in revenue growth of nearly 30 per
cent.   The economic difficulties in Hong Kong took effect later than in  many
of  the  South East Asian countries and, as a consequence, signs  of  recovery
have only been seen towards the end of 1999.  The results reflect weakness  in
parts  of the loan portfolio, particularly in relation to exposure to  Chinese
enterprises,  and  the charge for bad debts almost doubled in  1999.   Current
indications are that the trend has now reversed and we expect the  quality  of
the book to improve in the coming year.

Profit  before taxation in Other Asia Pacific countries was £144  million,  30
per cent lower than in 1998.  This fall was largely the result of the expected
reduction in revenue from dealing profits and foreign exchange, which fell  by
more than 50 per cent, principally in Singapore, Thailand and Indonesia.   The
non-performing loan portfolio continued to hold back the region s results  and
the  net  charge  for bad debts was £188 million compared to £252  million  in
1998.   Recoveries were significantly higher in Singapore, Malaysia,  Thailand
and Indonesia.  New provisions were 11 per cent lower than in 1998 and related
largely to China.

Africa  grew its profit before taxation by six per cent to £105 million.   Net
revenue  benefited from higher interest and fees as volumes grew.   The  Group
continued to invest in its African business leading to a £12 million  increase
in  costs  over  1998  mostly related to new systems in  Botswana,  Ghana  and
Zimbabwe.   Expansion into Nigeria and acquisitions in Uganda demonstrate  the
Group s continued commitment to the region.

The  profit before provisions of £81 million in the Middle East and South Asia
was  23  per  cent higher than 1998.  Trade volumes increased in the  UAE  and
higher  fees  contributed  to  an overall 14 per  cent  increase  in  revenue.
Excluding  costs  incurred in respect of the voluntary  redundancy  scheme  in
India,  underlying cost growth was 10 per cent.  The good performance in  this
region was undermined by a sharply higher debt charge largely arising from one
relationship.

In  the Americas, profit before provisions was £45 million, 29 per cent  below
1998.   At  £23  million, revenue from dealing profits was down  42  per  cent
reflecting  reduced  volume and volatility in the Asian  currencies.   Our  US
dollar  clearing  business  and trade capability  has  been  enhanced  through
acquisition.  However, acquisition and integration costs resulted in a 13  per
cent  increase in operating expenses over 1998.  New debt provisions in  Latin
America  were higher, but were offset by recoveries in North America.  Overall
the profit before taxation for 1999 was £29 million.

Profit  before taxation in the UK & Group Head Office was £22 million, 58  per
cent  lower  than 1998.  Net revenues at £370 million were two per cent  lower
and  a £16 million increase in net interest income was offset by lower dealing
profits.  Net interest income benefited from a strong performance in Chartered
Trust  s  vehicle leasing business, although this was partly offset by  higher
dealer  commissions.  Revenue from dealing profits and foreign exchange almost
halved  as  spreads reduced and volumes fell.  Year 2000 costs of £60  million
were  incurred by the Group and reported as a Head Office cost.   Amortisation
of  purchased goodwill is also reported as a Head Office cost and this was £15
million  higher in 1999 than in 1998.  The net charge for debts at £37 million
was 16 per cent lower than in 1998.


 Standard Chartered PLC
Consolidated profit and loss account
For the year ended 31 December 1999

                                                               1999      1998
                                                    Notes        £m        £m
                                                                             
Interest receivable                                           3,730     4,003
Interest payable                                            (2,094)   (2,479)
Net interest income                                           1,636     1,524
Fees and commissions receivable, net                            438       405
Dealing profits and exchange                          3         246       418
Other operating income                                4          58        20
                                                                742       843
Net revenue                                                   2,378     2,367
Administrative expenses:                                                     
 Staff                                                        (713)     (638)
 Premises and equipment                                       (172)     (163)
 Other                                                        (374)     (354)
Depreciation and amortisation                                 (117)      (73)
Total operating expenses                                    (1,376)   (1,228)
Operating profit before provisions                            1,002     1,139
Provisions for bad and doubtful debts              1,2,11     (495)     (436)
Operating profit before taxation                     1,2        507       703
Taxation                                              5       (149)     (227)
Profit after taxation                                           358       476
Minority interests (equity)                                    (14)      (13)
Profit for the year attributable to shareholders                344       463
Dividends on preference shares                        6        (16)      (16)
Dividends on ordinary shares                          7       (242)     (207)
Retained profit for the year                         10          86       240
                                                                             
Exchange rate US$/£ - average                                  1.62      1.66


 Standard Chartered PLC
Consolidated profit and loss account
First half and second half 1999

                                                           2nd half  1st half
                                                               1999      1999
                                                                 £m        £m
                                                                             
Interest receivable                                           1,885     1,845
Interest payable                                            (1,067)   (1,027)
Net interest income                                             818       818
Fees and commissions receivable, net                            229       209
Dealing profits and exchange                                    114       132
Other operating income                                           39        19
                                                                382       360
Net revenue                                                   1,200     1,178
Administrative expenses:                                                     
 Staff                                                        (359)     (354)
 Premises and equipment                                        (86)      (86)
 Other                                                        (192)     (182)
Depreciation and amortisation                                  (72)      (45)
Total operating expenses                                      (709)     (667)
Operating profit before provisions                              491       511
Provisions for bad and doubtful debts                         (255)     (240)
Operating profit before taxation                                236       271
Taxation                                                       (69)      (80)
Profit after taxation                                           167       191
Minority interests (equity)                                     (8)       (6)
Profit attributable to shareholders                             159       185
Dividends on preference shares                                  (8)       (8)
Dividends on ordinary shares                                  (171)      (71)
Retained profit/(loss)                                         (20)       106

1st half 1999 figures are as published.  2nd half 1999 figures are arrived  at
by taking the full year 1999 figures and deducting the 1st half.


 Standard Chartered PLC
Summarised consolidated balance sheet
31 December 1999

                                                               1999      1998
                                                    Notes        £m        £m
                                                                             
Assets                                                                       
Cash, balances at central banks and cheques in                               
course of collection                                            643       448
                                                                             
Treasury bills and other eligible bills                       2,701     2,887
Loans and advances to banks                         1,11     11,401     9,528
Loans and advances to customers                     1,11     28,797    26,091
Debt securities, equity shares and interests in                              
associated undertakings                                       5,114     3,485
Intangible fixed assets                                         366       153
Tangible fixed assets                                           599       439
Prepayments, accrued income and other assets                  4,511     4,827
Total assets                                                 54,132    47,858
                                                                             
Liabilities                                                                  
Deposits by banks                                             5,555     4,930
Customer accounts                                            35,149    30,272
Debt securities in issue                                      2,665     2,956
Accruals, deferred income and other liabilities               5,429     5,674
Subordinated liabilities:                                                    
 Undated loan capital                                           954       932
 Dated loan capital                                             945       218
Minority interests                                               69        56
Shareholders  funds                                  10       3,366     2,820
Total liabilities and shareholders  funds                    54,132    47,858
                                                                             
Exchange rate US$/£ - period end                               1.62      1.66
                                       

 Standard Chartered PLC
Consolidated statement of total recognised gains and losses
For the year ended 31 December 1999

                                                               1999      1998
                                                                 £m        £m
                                                                             
Profit for the year attributable to shareholders                344       463
Exchange translation differences                                 13      (23)
Unrealised net deficit on revaluation of premises              (10)         -
Total recognised gains and losses for the year                  347       440


Historical cost profits and losses
For the year ended 31 December 1999
                                       
There  is  no  material difference between the results  as  reported  and  the
results   that  would  have  been  reported  on  a  historical   cost   basis.
Accordingly, no note of historical cost profits and losses has been included.




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