Final Results

RNS Number : 9939H
Standard Chartered PLC
03 March 2010
 



Standard Chartered PLC Results for the year ended 31 December 2009

 

Highlights

Reported results

·  Operating income up 9 per cent to $15,184 million (2008: $13,968 million)

·  Profit before taxation up 13 per cent to $5,151 million (2008: $4,568 million)3

·  Profit attributable to ordinary shareholders1 up 4.7 per cent to $3,279 million (2008: $3,131 million)3

Performance metrics2

·  Normalised earnings per share up 2.8 per cent at 179.8 cents (2008: 174.9 cents)

·  Normalised return on ordinary shareholders' equity of 14.3 per cent (2008: 15.2 per cent)

·  Recommended final dividend of 44.80 cents per share resulting in an annual dividend for 2009 of 66.03 cents per share up 7.2 per cent from 61.62 cents per share for 2008

·  Normalised cost income ratio of 51.3 per cent (2008: 56.1 per cent)

·  Advances-to-deposits ratio of 78.6 per cent (2008: 74.8 per cent)

·  Core Tier 1 capital ratio at 8.9 per cent (2008: 7.5 per cent4)

·  Total capital ratio at 16.5 per cent (2008: 15.6 per cent)

 

Significant achievements

·  Produced record income and profits, from diversified income sources in a period of unparalleled change, with disciplined focus on costs.

·  Delivered diverse and well spread income and profit - five individual markets delivered over $1 billion of income and India, for the first time, joined Hong Kong in generating operating profits in excess of $1 billion.

·  Reinforced a liquid and prudently managed balance sheet, focusing on the basics of good banking.

·  Continued to de-risk the asset book, positioning it well to deal with challenges arising from an uncertain environment.

·  Reduced loan impairment in both businesses in the second half.

·  Improved strong capital position by strong organic equity generation and capital raising.

·  2009 is the seventh successive year of record income and profits and fourth year of generating over $1 billion of incremental organic income.

·  2010 has begun well for both businesses.

 

Commenting on these results, the Chairman of Standard Chartered PLC, John Peace, said:

' 2009 was the seventh successive year of record income and profits. The Bank has used its strong capital and liquidity position and its increasingly powerful brand to capture market share from competitors and to deepen relationships with customers and clients. The Bank enters 2010 with real resilience and momentum.'

1    Profit attributable to ordinary shareholders is after the deduction of dividends payable to the holders of those non-cumulative redeemable preference shares classified as equity (see note 8 on page 57).

2     Results on a normalised basis reflect the results of Standard Chartered PLC and its subsidiaries (the 'Group') excluding items presented in note 9 on page 58.

3     Restated as explained in note 33 on page 80

4      Restated as explained on page 44

Standard Chartered PLC - Stock Code: 02888

 

Standard Chartered PLC Results for the year ended 31 December 2009

Table of contents

 

 

Page

Summary of results

3

Chairman's statement

4

Group Chief Executive's review

6

Financial review

12

   Group summary

12

   Consumer Banking

14

   Wholesale Banking

17

Risk review

22

Capital

43

Financial statements

46

   Consolidated income statement

46

   Consolidated statement of comprehensive income

47

   Consolidated balance sheet

48

   Consolidated statement of changes in equity

49

   Consolidated cash flow statement

50

Notes

51

Statement of director's responsibilities

84

Additional information

85

Glossary

86

Index

90

Unless another currency is specified, the word 'dollar' or symbol '$' in this document means United States dollar and the word 'cent' or symbol 'c' means one-hundredth of one United States dollar.

Within this document, the Hong Kong Special Administrative Region of the People's Republic of China is referred to as 'Hong Kong'; The Republic of Korea is referred to as Korea or South Korea; Middle East and Other South Asia ('MESA') includes: Pakistan, United Arab Emirates ('UAE'), Bahrain, Qatar, Jordan, Sri Lanka and Bangladesh; and 'Other Asia Pacific' includes: China, Malaysia, Indonesia, Brunei, Thailand, Taiwan, Vietnam and the Philippines.

 

Standard Chartered PLC - Summary of results

For the year ended 31 December 2009

 

   

2009 

2008 

   

$million 

$million 

   


  

Results


  

Operating income

15,184 

13,968 

Impairment losses on loans and advances and other credit risk provisions

(2,000)

(1,321)

Other impairment

(102)

(469)

Profit before taxation

5,151 

4,5683

Profit attributable to parent company shareholders

3,380 

3,2413

Profit attributable to ordinary shareholders

3,279 

3,1313

   


  

   


  

Balance sheet


  

Total assets

436,653 

435,068 

Total equity

27,920 

22,695 

Total capital base (Basel II basis)

35,265 

29,442 

   


  

   


  

Information per ordinary share

Cents 

Cents 

Earnings per share - normalised basis

179.8 

174.9 

                                    - basic

167.9 

192.13 

Dividend per share

66.03 

61.62 

Net asset value per share

1,281.6 

1,091.1 

   


  

   


  

Ratios

%

Return on ordinary shareholders' equity - normalised basis

14.3%

15.2% 

Cost income ratio - normalised basis

51.3%

56.1% 

Capital ratios (Basel II basis):


  

      Core Tier 1 capital

8.9%

7.5%4

      Tier 1 capital

11.5%

9.9%4

      Total capital

16.5%

15.6%  

   


  

   


  

1  Profit attributable to ordinary shareholders is after the deduction of dividends payable to the holders of those non-cumulative redeemable preference shares classified as equity (see note 8 on page 57).

2   Results on a normalised basis reflect the results of Standard Chartered PLC and its subsidiaries (the 'Group') excluding items presented in note 9 on page 58.

Restated as explained in note 33 on page 80.  

Restated as explained on page 44.  

 

Standard Chartered PLC - Chairman's statement

I am delighted to report that 2009 was the seventh successive year of record income and profits. The Bank used its strong capital and liquidity position and its increasingly powerful brand to capture market share from competitors and to deepen relationships with customers and clients. Standard Chartered grew income and profit despite the economic downturn across the world and significant interest rate and foreign exchange headwinds.

•  Income increased 9 per cent to $15.18 billion

•  Profit before taxation rose 13 per cent to $5.15 billion

•  Normalised earnings per share were up 2.8 per cent to 179.8 cents

The Board is recommending a final dividend of 44.80 cents per share making a total annual dividend of 66.03 cents per share, up 7 per cent.

Throughout the financial crisis and economic downturn, we have consistently produced strong results. We have achieved this by sticking to our strategy and supporting our customers and clients through these difficult times. Throughout the crisis we stayed open for business.

We helped many of our customers buy their homes, increasing our mortgage lending by $10 billion to a total of $58 billion. In 2009, our total lending to customers, clients and financial institutions increased by $28 billion, an increase of over 10 per cent. The Bank now lends more than $250 billion around the world.

Longevity in our markets is something we are proud of. Not only does it gives us the local knowledge to serve our customers well, it also makes us part of their community.

We have been working with many of our clients for generations and the downturn has uniquely helped us to reinforce these valuable relationships. We have managed a way through the crisis very well, much to the benefit of our clients and shareholders.

However, like most bankers, we are conscious that the world has changed and that we must work together with regulators, governments and the rest of the industry to secure a better financial system, if we are to support the global recovery and to focus on the socially-useful aspects of banking.

The issue of bonuses has been much in the spotlight. In our geographic footprint, competition for talented employees is both international and red hot. Today, we employ over 75,000 people, only 2,000 of whom are based in the UK. We must therefore take a global perspective in setting a remuneration policy.

We pay for good performance and we do not reward failure. And we have continued to produce record income and profits on a sustained basis. We have increased our capital base, raised our dividend, continued to invest in the business and have generated substantial value for our shareholders over an extended period of time. We have not used government liquidity, capital or asset protection support.

On balance, the Board has therefore concluded that it is in the interests of the business and our shareholders to reward the management team for yet another successful year and to retain top talent in these fiercely competitive markets, but only when appropriate to do so.

We are also satisfied that our remuneration policies encourage this long-term performance and do not reward short-term risk taking.

We fully support the Financial Services Authority code on remuneration, to which we were already broadly aligned last year and we have even gone further this year.

So we will continue to reward performance within that framework.

However, in setting this year's bonus pool, we did take into account the UK bonus tax and we have spread the cost of this across the business globally. Our compensation as a proportion of revenue has fallen in each of the last two years to 32 per cent.

For all the industry and media discussion on regulation and remuneration, it is crucial that the balance of regulatory reform is right to avoid unintended consequences that could potentially hinder global recovery.  The best way to protect against financial stress and ensure an effective, functioning financial system is to have sound, well-managed, well-governed institutions. At Standard Chartered we have a proven strategy and a world-class management team, both of which have withstood the test of the last couple of years.

We have also taken steps to further strengthen our corporate governance with new appointments to the Board and changes to our Board Committee structure.

We have appointed two new executive directors.

Mike Rees was appointed Group Executive Director in August 2009. Mike has been CEO of Wholesale Banking since 2002 and has done an exceptional job in transforming and growing that business.

Jaspal Bindra, our CEO Asia, was appointed Group Executive Director on 1 January 2010. He has wide-ranging international experience, including previous roles as Global Head of Client Relationships and Chief Executive Officer, India.

We have also appointed three new non-executive directors.

Dr Han Seung-Soo was Prime Minister of the Republic of Korea in 2008 and 2009 and has had a distinguished political and diplomatic career. Richard Delbridge has a wealth of financial experience from a wide-ranging banking career. Simon Lowth, who is currently an Executive Director and Chief Financial Officer of AstraZeneca PLC, will join the Board on 1 May and brings with him considerable business and financial experience.

I would also like to take this opportunity to thank Gareth Bullock, another of our Group Executive Directors, for the significant contribution he has made to the success of the Bank over many years.  Gareth will be stepping down from the Board on 30 April.  He will continue his responsibilities for growth and governance across Africa, Europe, Americas and the Middle East until his successor is appointed.

In 2009 the Board conducted a review and implemented changes to the Board Committee structures to reinforce the highest standards of corporate governance. This included separating the existing Audit and Risk Committee to accentuate the focus on risk management.

In summary, 2009 was another successful year for the Bank. We face challenges in the global economic and regulatory environment but the Board believes Standard Chartered has the right strategy for sustainable growth and the Bank enters 2010 with real resilience and momentum.

 

 

John Peace

Chairman

3 March 2010

 

 

 

Standard Chartered PLC - Group Chief Executive's review

 

Our results tell a compelling story; we produced record profits on the back of record income. We have an ever stronger balance sheet and a broader, deeper client and customer franchise. The Bank is in very good shape.

We did not let the crisis interrupt our track record of consistently delivering for our shareholders and we have no intention of allowing the aftermath to deflect us either. Both businesses have begun 2010 with good momentum and, whilst the economic uncertainties remain daunting and the regulatory rules of the game are in a state of total flux, we start the year with a blend of caution and confidence.

Moreover, at no point during the crisis did we take capital from any government or liquidity support from any central bank. Nor did we utilise debt guarantee schemes or asset protection arrangements.

Rather than just focus on our achievements in 2009, I want to start with the problems or headwinds we have faced and the challenges we see ahead. I will then lay out our strategic priorities for 2010.

Challenges

In my half-year results statement I mentioned three specific challenges we faced:  overall performance in Korea; loan impairment in our Middle East South Asia, or MESA region; and the sharp fall in income in Wealth Management and Deposits in Consumer Banking.

This is a brief update on progress since then. Korea delivered much better performance in the second half of 2009 and we expect even stronger results in 2010. In MESA, we anticipate continued challenges, given the political and security situation in Pakistan, the well-publicised problems in Dubai and credit issues elsewhere in the region. However, it is important to keep these issues in perspective. We are well-provisioned, have limited exposure to commercial real estate and the underlying business is strong. Income in MESA was up 25 per cent in 2009. Whilst not underestimating the near-term challenges, we remain firmly committed to the region and are investing for growth. We plan to open for business in both Saudi Arabia and Libya this year.

In Wealth Management and Deposits the picture is mixed. We saw a marked improvement in Wealth Management income in the last quarter of 2009. Deposit margins remain under pressure, although we have continued to be very successful in attracting accounts and balances.

If those were the challenges we saw in the first half of the year, in the second half the biggest challenge to the Bank's overall performance arose from the slowdown in Wholesale Banking's own account income, which fell 47 per cent. Some of this decline is seasonal, since August and December are always slow trading months, but we also felt the effects of reduced bid-offer spreads, lower volatility and reduced Asset and Liability Management (ALM) opportunities.

This slowdown is not of great concern as the real engine of growth in Wholesale Banking is client income. Own account income will fluctuate between 15 and 30 per cent of total income, depending on external factors. It was at the top end of this spectrum in the first half of last year and has now fallen to more normal levels. Client income momentum is the fundamental driver of Wholesale Banking's performance on a sustainable basis and this continued to be resilient through the second half of 2009. Furthermore, client income in January 2010 was up over 20 per cent compared to January last year.

Looking ahead, our most significant challenges in 2010 have less to do with specific markets and more to do with the uncertainties about global economic prospects and the sheer scale and pace of change in banking regulation.

Global economic outlook

There is no doubt that the global economy started 2010 looking better than it did 12 months ago. After a contraction of nearly two per cent in 2009, global growth will return in 2010. We expect a modest recovery of perhaps two per cent, or just over, this year. However, there is a sharp disparity between the prospects for our markets and those for Western economies.

But if we have learned anything from this crisis, it is that the global economy is far less predictable and far more turbulent than many thought. I see five risks.

First, remarkably little progress appears to have been made in rebalancing the world economy. And while imbalances of such scale exist, so there remains the potential for currency crises, asset bubbles and trade wars.

Second, there is lot of deleveraging still to happen, particularly in the West, both in the private and the public sector. This is never quick or painless.

Third, it is far from clear how robust the recovery will be once governments and central banks withdraw their extraordinary stimulus measures.

Fourth, there is a real risk that persistently high levels of unemployment across many parts of the world will fuel protectionism and other populist policies that will actually impede resumption of sustainable growth.

Finally, there is the risk that the pendulum swings too far in the reform of banking regulation, with the result that the real economy is starved of credit just as confidence and the desire to invest begins to return.

Our markets - and particularly Asia - are better placed than most parts of the world to weather these risks, but they are not immune, so we cannot be complacent. Yet thus far, policy-makers in most parts of Asia have been remarkably effective in responding to the twists and turns of the crisis.

Regulation

The regulatory debate revolves around how to achieve two important objectives. First, making the banking system safer, less prone to crisis. Second, ensuring we have an efficient and effective banking system that can support recovery and job creation in the real economy.

The challenge is that there are some real trade-offs between these objectives and it is crucial that policy-makers strike the right balance. Get it wrong one way and we risk another crisis; get it wrong the other way and we will stifle growth and job creation and risk another sort of crisis.

The debate about capital levels illustrates the point. There is no doubt that the banking system held too little high-quality capital before the crisis. Most banks, including Standard Chartered, have already improved their capital ratios significantly.

The question now is how much is enough? The closer a regulator was to the epicentre of the crisis, the higher the answer they tend to give.

It is all too easy to see how the pendulum could swing too far, with hugely damaging unintended consequences, to the real economy and to jobs. This is why it is absolutely critical that we think through the aggregate impact of all these changes before we rush to implement them.

This is not to say we are against all the proposals or are defending the status quo. Better regulation is clearly needed and we are broadly supportive of many of the specific proposals put forward by the Basel Committee. Specific measures we do support include:

•   higher capital levels and a greater emphasis on quality of capital, and thus on core equity with a consistent approach to deductions;

•   a new approach to non-equity capital that allows greater loss absorption in practice

•   significant increases in the risk weighting of trading book activities;

•   far more robust liquidity regulation;

•   simplification of resolution approaches, particularly cross-border, to reduce the "too big to fail" problem;

•   harmonisation of accounting approaches;

•   international application of common principles on remuneration;

•   introduction of macro-prudential tools, such as loan-to-value (LTV) caps or liquid asset reserves. Here the West could learn much from Asia, where many of these tools are well-established.

 

There is a lot that we agree it makes sense to change and we are committed to working with policy-makers to ensure the changes are as well thought through and practical as possible.

But I would also add that there are some things we think are bad ideas. For example, variants of Glass-Steagal seem to us hugely distracting, costly and unlikely to make anyone or anything safer. Pre-funded resolution funds seem equally unattractive, since they institutionalise moral hazard. Contingent capital looks remarkably like some of the overly-complex derivatives that helped cause the crisis in the first place and which did not work in practice in the way they were supposed to in theory.

I would argue for action, but deliberate, somewhat cautious action; for simplicity, because complexity creates obscurity and diverts management and regulatory attention from the real risks; and for international consistency, because otherwise we will stimulate arbitrage between different regulatory jurisdictions and generate yet further complexity.

We should also accept that, however good the rules, they will not make up for poor management or poor supervision. The crisis had less to do with weaknesses in the regulatory framework (although there were flaws and gaps) than with poor management and governance and with inadequate supervision of existing rules.

Given such economic uncertainties and regulatory flux, it is critically important to be clear on our strategy and priorities.  We are.  We have a consistent, clear strategy which is well understood by staff, customers and investors.

Group strategy

Back in 2003 we said we wanted to be the world's best international bank, leading the way in Asia, Africa and the Middle East. Last year we reflected on our strategy, asking ourselves whether or not we should change it in light of the crisis. Should we expand in the West? Should we be more acquisition driven? The fundamentals of our strategy are organically led growth, a focus on Asia, Africa and the Middle East and a balance sheet driven, conservative business model, running ourselves as one bank. We concluded that, if anything, they are even more compelling today than before the crisis.

One of the strengths of this strategy is that year after year we have been able to take problems or headwinds in our stride and still deliver superior performance.

The geographic pattern of our results demonstrates this resilience and diversity. In 2009, India, Singapore and Africa set the pace once again. UK, Europe and the Americas bounced back strongly. Hong Kong and Other APR returned to good profit growth.

These are some of the highlights:

•   India: In 2007, Hong Kong became the first of our markets to achieve $1 billion in profits. India achieved this milestone in 2009 and is just a whisker behind Hong Kong. There is a race for which will be our biggest market by profits this year.  We have built a superb franchise in India and this year it is our intention to open a new chapter in our long history there by listing Indian Depository Receipts.

•   Africa: profits up 54 per cent to $482 million. This is an outstanding performance. We are capitalising on the rapid growth in trade and investment flows between Africa and Asia.

•   Singapore: profits up 17 per cent driven by Wholesale Banking.

•   Within Other APR, China: with profits up more than 200 per cent to $280 million, on the back of income up 17 per cent, China is becoming a significant business for us.

•   UK, Europe and Americas: profit growth of $294 million is driven by a number of factors, including the successful integration of American Express Bank, where we have exceeded our synergy targets, non-recurrence of write-downs of strategic investments and asset-backed securities and derivative losses we experienced in 2008.

The breadth of our business, across diverse, fast-growing markets gives us enormous resilience in a turbulent world.

 

Our near term strategic priorities are very clear. Our top priority is to maintain our track record of delivering superior financial performance. To do this we need to sustain the momentum in Wholesale Banking and complete the transformation of Consumer Banking. We need to stay absolutely focused on the basics of banking: on the way we manage liquidity, capital, risks and costs. And we also need to grasp the opportunity to reinforce our brand.

Wholesale Banking

The key to sustaining performance momentum in Wholesale Banking is our client franchise.  We turned the crisis into an opportunity by reaching out to our clients and filling the gaps that other banks had left. One decision we took following the collapse of Lehman was to put tight restrictions on taking on new clients. We had prospective clients knocking at every door, but we wanted our existing clients to know that at a time of crisis they had first call on our liquidity and capital, that we were there to support them.

In 2009 income from our top 50 clients increased by 38 per cent and the number of clients from which we generated  income in excess of $10 million increased by 88 per cent. We are deepening our relationships by getting closer to our clients. We are also expanding the product capabilities and solutions we provide to them.

Indeed, we are constantly enhancing these capabilities, both organically and through capability acquisitions. These include American Express Bank and Pembroke as well as Harrison Lovegrove and First Africa. The most recent was Cazenove's Asian equity businesses, which we purchased in January 2009 and now call Standard Chartered Securities.  This has already exceeded expectations,  executing mandates on a range of IPOs, rights issues and placings predominantly with existing clients of the Bank. This is the beginning of a deliberate strategy to build a relevant equities business across our key markets, extending our capabilities in helping our clients raise capital and grow.

Whilst Wholesale Banking is constantly refreshing an already highly successful client-led strategy, Consumer Banking is midway through a strategic transformation.

Consumer Banking

Until recently this was a largely product-led business, but over the last 18 months Steve Bertamini and his team have been reshaping Consumer Banking so that it, too, focuses on building deep, longstanding, multi-product relationships with customers. 

This is a big, complex change programme and, whilst it is far from complete, we are making good progress.

Consumer Banking's performance was hit hard by the crisis. Wealth Management income collapsed, liability margins fell sharply and loan impairment increased significantly as unemployment rose and small businesses struggled. We moved swiftly and decisively in response: cutting costs, adjusting risk parameters and rebalancing the product mix.

But we did not let such tactical priorities deflect us from the strategic reshaping of the business: hiring relationship managers, opening new branches, extending and enhancing mobile and internet channels, changing incentives and performance metrics, launching a new Customer Charter.  

We undertook a number of actions to support our focus on building deep relationships with customers, understanding their needs and devising solutions to meet these needs and improve the customer experience.

It is early days in this transformation and we are not fully through the margin headwinds from the crisis, but the signs are more than encouraging. Income in the second half was up 10 per cent on the first half. Despite subdued demand in many of our markets, we are growing the most critical elements of the balance sheet faster than ever before, with current and savings account deposits (or CASA) up 51 per cent and loans up 17 per cent. We are winning market share in most products and segments in all of our key markets.

For both businesses, the depth and quality of our client and customer relationships are critical to our strategy and success. This focus on clients and customers, the obsession with the basics of banking, the emphasis on acting as one bank, on doing the right thing: these are key elements of our culture, key aspects of our brand.

Brand

Standard Chartered is a rather different kind of bank. We have been around for more than 150 years. In 2009 we marked our 150th anniversary in Hong Kong by issuing the World's first '$150' note. We believe in building long-term client and customer relationships. Without diluting our focus on delivering for shareholders, we are committed to be a force for good in the communities in which we live and work.

There is no doubt that our brand has been strengthened by the way we performed during the crisis.  But I think it is still the case that it is the performance of the Bank lifting the brand, rather than the brand helping drive the performance of the Bank. We have a brand that means a lot to those who know us. But too few people in our markets know our name; too few know what we stand for.

So this year we will be investing to build awareness, not least by putting our name on Liverpool Football Club shirts that will be seen on hundreds of millions of television screens around the world. And we will be working harder to tell people what we stand for, what makes us different.

Our brand is all about commitment. We are here for good, to create value for our shareholders, to support and partner our clients and customers and to make a positive contribution to the broader community. We are here for the long term.  We do not run when things get tough. We do not dodge tough decisions and trade offs. This is the way we do business: it has underpinned our strategy and success for over 150 years across Asia, Africa and the Middle East; and it will be the foundation for our future.

Outlook

2010 has started well for both businesses. 

For the Group as a whole, income and profit were higher than in January 2009 and we started very fast in 2009.  The performance in January 2010 is particularly pleasing because we have a better balance between the two businesses, with Consumer Banking a larger relative contributor to total income and client income in Wholesale up strongly.

In Consumer Banking, income momentum continues and income is ahead of the underlying run rate for the second half of 2009.  Expenses remain well managed and the loan impairment picture continues to improve.

The momentum in Wholesale Banking has continued.  Client income had a record month in January and was some 80 per cent of total Wholesale Banking income in the month.  Own account income although lower than in January 2009, was ahead of the run rate for the second half of 2009.  Our deal pipelines remain active and strong. 

This said, we remain watchful on the outlook, we are not complacent as to the risk environment and we enter the year with good momentum.  Costs are well controlled and loan impairment in both businesses is falling.  2010 has started very strongly.

We remain focused on the effective management of capital, on maintaining excellent levels of liquidity, on improving our risk profile further and on the disciplined execution of our strategy.  Ensuring that the Bank's foundations are well managed is increasingly important in an ever-more politicised and confused regulatory environment.  We are well-positioned in growth markets, we are taking market share in multiple products across multiple geographies and we are in great shape.

Summary

I became Group Chief Executive in late 2006, just before the crisis hit the world of banking. I am immensely proud of the way the people of Standard Chartered responded to the crisis, turning it into a strategic opportunity for the Bank. So I want to take this opportunity to thank all our staff.

I am also enormously appreciative of the support we received from our clients and customers, our investors and our regulators. We look at the crisis as an inflection point. Banking has changed irreversibly. Our role and position in the world of banks have changed dramatically. We did not just weather the crisis; we turned it to our advantage.

 

Whilst I do not underestimate the challenges and uncertainties before us, I am excited by the opportunities. We are in the right markets and we have a clear strategy and a strong brand.

 

 

 

Peter Sands

Group Chief Executive

3 March 2010

 

 

 

Standard Chartered PLC - Financial review

Group summary

The Group has delivered a record performance for the year ended 31 December 2009. Profit before taxation rose 13 per cent to $5,151 million and operating income increased by 9 per cent to $15,184 million. On a constant currency basis, profit before taxation was up 18 per cent and operating income up 14 per cent.

This is the seventh consecutive year in which we have demonstrated a sustained and consistent track record of delivering record operating income and record profits. Over this period, we achieved a compounded annual growth rate (CAGR) of 19 per cent and 22 per cent for income and profits, respectively.

The normalised cost to income ratio improved from 56.1 per cent in 2008 to 51.3 per cent. Normalised earnings per share increased by 2.8 per cent to 179.8 cents. Further details of basic and diluted earnings per share are provided in note 9 on page 58.

After the exceptional events in the latter part of 2008, this year continued to be a challenging and uncertain period for the banking industry. We navigated the year by retaining a keen focus on the fundamentals of sound banking practice: capital and liquidity management, proactive risk management and discipline on expenses.

Our capital position is strong. The Core Tier 1 ratio at 31 December 2009 was 8.9 per cent, compared to 7.5 per cent at the end of 2008. It was strengthened by organic equity generation of over $3 billion and a share issue in August 2009 of $1.7 billion. Balance sheet and risk weighted asset (RWA) growth was appropriately paced.

We remain highly liquid. The advances to deposit ratio at 31 December 2009 was 78.6 per cent, compared to 74.8 per cent at the end of 2008 and we remain a net lender into the interbank market. Whilst we benefitted from being a "flight to quality" institution for deposits, we also further improved our liability mix. For example, low cost current and saving account balances now comprise 53 per cent of our total deposit base, up from 43 per cent at the end of 2008. Current and saving account balances grew strongly by over $40 billion to $157 billion, up 34 per cent.

The balance sheet is conservatively positioned with minimal exposure to problem asset classes. Although we benefitted in the second half of 2009 from a moderating risk environment, we also took steps to de-risk the portfolio and loan Impairment fell in both businesses in the second half. In Consumer Banking, over 75 per cent of the portfolios are now secured.

Expense management in 2009 was very good with overall cost growth of 4 per cent, well below 9 per cent income growth so resulting in operating 'jaws' of 5 per cent.  During the early part of the year, when the economic outlook was uncertain, discretionary spending was reined in. As the year progressed and trading conditions became more settled, we accelerated our investment to support trading momentum into 2010.

Our capital, liquidity and risk foundations are excellent and we enter 2010 with good momentum, well placed to meet the opportunities and challenges that we will face.

 

Operating income and profit







2009 

2008 

2009 vs 2008 



$million 

$million 

Net interest income


7,623 

7,387 

Fees and commissions income, net


3,370 

2,941 

15 

Net trading income


2,890 

2,405 

20 

Other operating income


1,301 

1,235 



7,561 

6,581 

15 

Operating income


15,184 

13,968 

Operating expenses


(7,952)

(7,611)

Operating profit before impairment losses and taxation


7,232 

6,357 

14 

Impairment losses on loans and advances and other credit risk provisions


(2,000)

(1,321)

51 

Other impairment


(102)

(469)

(78)

Profit from associates


21 

nm 

Profit before taxation


5,151 

4,568 

13 






 

 

Group performance

 

Operating income grew by $1,216 million, or 9 per cent, to $15,184 million. This was despite the income drag that came from margin compression on liabilities and the adverse impact of foreign exchange (FX) movements, primarily in India, Korea and certain countries in Africa. On a constant currency basis, our income was up 14 per cent.

Income growth was driven by Wholesale Banking, broadly spread across geographies and well diversified over multiple product lines. Five individual markets now deliver over $1 billion of income.

Net interest income grew $236 million or 3 per cent. In Consumer Banking net interest income fell $331 million or 8 per cent as net margins on deposits remained some 60 basis points lower than in 2008 reflecting the low interest rate environment. Wholesale Banking net interest income rose $567 million or 17 per cent. The Cash Management and Custody businesses were also impacted by low margins and income here fell 24 per cent despite a 24 per cent growth in balances. However the Trade and Lending businesses more than compensated for this reduction growing income 26 per cent and 54 per cent respectively with re-pricing actions serving to increase asset margins. The Group's net interest margin fell from 2.5 per cent in 2008 to 2.3 per cent, with higher asset margins more than offset by compressed liability margins.

Non-interest income grew $980 million or 15 per cent, to $7,561 million.

Net fees and commissions income grew $429 million, or 15 per cent, to $3,370 million. In Consumer Banking, whilst demand for Wealth Management products improved steadily through the year, fee income levels were still below those of 2008. Wholesale Banking fee income was higher as a result of strong corporate advisory income and capital market fees, which more than offset reduced custody income.

Net trading income increased $485 million, or 20 per cent, to $2,890 million.  Asset and Liability Management (ALM) income was up 6 per cent through realisations from positions taken at the end of 2008 capturing both high interest rates and wide credit spreads. Trading income also grew through increased client demand with gains in securities, interest rate and credit and other derivatives.

Other operating income was up $66 million, or 5 per cent, to $1,301 million. Other operating income includes $592 million of net profits on available for sale (AFS) assets including disposals from private equity and strategic portfolios, $264 million of gains arising from the buy back of subordinated debt, and $156 million related to lease income.

Operating expenses increased $341 million or 4 per cent to $7,952 million. On a constant currency basis expenses were up 10 per cent. Expenses include $170 million for the buy back of structured notes from the PEM Group in Taiwan and a $58 million charge in respect of the UK bank payroll tax. Both these items have been normalised. We have again maintained a tight rein on expenses this year. Group headcount reduced by over 3,000 both through natural attrition and selective restructuring initiatives. Consumer Banking expenses were $3,709 million, down 3 per cent on 2008. Consumer Banking continued a number of restructuring initiatives. Expenses increased towards the end of 2009 as the business increased investment in the light of improving income and impairment levels. Wholesale Banking expenses were $4,185million, up 11 per cent. This increase was driven by the flow through effect of investments in skills and infrastructure in previous years together with increased variable compensation driven by a strong income performance.

The Group's normalised cost to income ratio improved to 51.3 per cent, down from 56.1 per cent in 2008.

Operating profit before impairment losses and taxation (also referred to as 'working profit') increased by $875 million, or 14 per cent, to $7,232 million. On a constant currency basis, the increase in working profit was 19 per cent.

Loan impairment was up $679 million or 51 per cent to $2,000 million.  The challenging credit environment seen in the latter half of 2008 continued into the early part of the year.  In the second half both businesses have generally seen an improving credit environment. Loan impairment was down on the first half in Consumer Banking and in Wholesale Banking by 13 per cent and 19 per cent, respectively, the latter despite the portfolio provision taken in respect of exposures in the Middle East.

Other impairment charges were $102 million, down 78 per cent from $469 million in 2008. In 2009 the other impairment charge relates mainly to asset backed securities whereas in 2008 the charge also comprised write downs in the valuation of the private equity and strategic investment portfolios.

Profit before taxation was up $583 million, or 13 per cent, to $5,151 million. India joined Hong Kong as the second geography to deliver operating profits in excess of $1 billion.

The Group's effective tax rate (ETR) was 32.5 per cent, up from 26.8 per cent in 2008. The 2009 ETR is higher than our normal underlying tax rate due to the effects of a collaborative exercise with Her Majesty's Revenue and Customs (HMRC) which finalised prior year UK tax computations from 1990 to 2006 resulting in a one-off net charge of $190 million in the current year.

Normalised return on ordinary shareholders' equity was 14.3 per cent, down from 15.2 per cent reflecting the further strengthening of our capital positioning. 

Acquisitions

On 30 January 2009, we completed the acquisition of Cazenove Asia Limited (subsequently renamed Standard Chartered Securities (Hong Kong) Limited) in Hong Kong.

On 30 June 2009, we completed the acquisition of the remaining 75 per cent equity shareholding in First Africa, in South Africa.

The effects of the above acquisitions were not material to our 2009 performance.

On 30 June 2009, the assets of the 'good bank' business of Asia Trust and Investment Corporation (ATIC) in Taiwan were amalgamated into Standard Chartered Bank (Taiwan) Limited. The integration of the business is largely complete.

Geographic reporting

Malaysia, which was previously reported as a separate geography, is now reported in Other Asia Pacific (Other APR) reflecting the way the Group reviews the performance of its business.

 


Consumer Banking

The following tables provide an analysis of operating profit by geography for Consumer Banking:


2009 


Asia Pacific



Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Consumer Banking Total

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

Operating income

1,082 

635 

995 

1,283 

444 

678 

351 

161 

5,629 

Operating expenses

(604)

(297)

(701)

(1,046)

(248)

(395)

(229)

(189)

(3,709)

Loan impairment

(104)

(34)

(185)

(240)

(147)

(285)

(28)

(29)

(1,052)

Other impairment

(1)

(2)

(8)

(1)

Operating profit/(loss)

379 

304 

108 

(5)

54 

(2)

94 

(65)

867 











1 Other Asia Pacific (Other APR) includes Malaysia : operating income $246 million, operating expenses $(122) million, loan impairment $(53) million, operating profit $71 million.


2008 


Asia Pacific







Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Consumer Banking Total

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

Operating income

1,163 

618 

1,017 

1,393 

484 

700 

344 

233 

5,952 

Operating expenses

(587)

(289)

(726)

(1,007)

(317)

(410)

(250)

(257)

(3,843)

Loan impairment

(106)

(20)

(161)

(311)

(89)

(178)

(19)

(53)

(937)

Other impairment

(25)

(2)

(7)

(22)

(56)

Operating profit/(loss)

445 

309 

130 

73 

71 

112 

75 

(99)

1,116 

1 Other APR includes Malaysia : operating income $265 million, operating expenses $(128) million, loan impairment $(48) million, operating profit $89 million.

 

 

 

 

 

 

 

 

 

An analysis of Consumer Banking income by product is set out below:








2009 

2008 

2009 vs 2008

Operating income by product







$million 

$million 

 %

Cards, Personal Loans and Unsecured Lending 

1,992 

2,106 

(5)

Wealth Management and Deposits

2,232 

2,789 

(20)

Mortgages and Auto Finance







1,244 

928 

34 

Other







161 

129 

25 

Total operating income







5,629 

5,952 

(5)











 

Consumer Banking continued the execution of its transformation initiative, delivering early results, despite an economic and business environment that remained challenging.

The early part of 2009 saw a continuation of the difficult trading conditions of 2008 with low interest rates, compressed liability margins, subdued demand for Wealth Management products and challenging credit conditions. The second half of 2009 was more encouraging for the Consumer Banking business. Demand for Wealth Management products continued to recover, secured lending volumes were up and margins improved. As the credit environment improved, loan impairment fell. As profitability improved, we accelerated investment.

This story has driven the shape of our results across all Consumer Banking markets; results which have been further affected by adverse currency translation impacts.

Full year operating income fell $323 million or 5 per cent to $5,629 million.  On a constant currency basis, income was flat to 2008. Second half income was up 10 per cent up on first half and 6 per cent on a constant currency basis.

Net interest income dropped $331 million, or 8 per cent, to $3,815 million. There was good growth in Mortgage lending with balances up 21 per cent over the year and improved margins on 2008. However, even though liability balances were up 12 per cent on 2008, liability margins remained 60 basis points lower pushing down net interest income

Non interest income at $1,814 million was flat to that of the previous year.  Sales of Wealth Management products comprise the majority of non interest income and demand for these products reduced sharply in late 2008. Since that time there has been consistent steady growth in Wealth Management income on a quarter by quarter basis.

Expenses were down $134 million, or 3 per cent, to $3,709 million. On a constant currency basis, they were up 2 per cent. Expenses included a $170 million charge in the first half for the buy back of structured notes issued by the PEM Group in Taiwan. This was offset by some reduction in the workforce as well as other efficiency measures, which in the latter part of the year created room for investment in relationship managers, infrastructure and products.

Loan impairment increased by $115 million, or 12 per cent, to $1,052 million. In the first half of 2009, difficult credit conditions continued driving up impairment across all markets, mainly in the unsecured and SME portfolios. The portfolios have been actively de-risked and with an improving economic environment delinquency rates also improved in the second half of the year. Loan impairment was 13 per cent down on the first half.

Operating profit fell $249 million, or 22 per cent, to $867 million, but second half operating profit was 49 per cent up on the first half.

Consumer Banking continued to be an important source of liquidity for the Group. Liabilities grew by 12 per cent driven by Priority customers and a 21 per cent increase in SME balances. The mix of deposits was also improved by reducing time and other deposits and increasing the relatively less expensive and more stable current and savings accounts (CASA). CASA is now 60 per cent of the deposit base, up from 44 per cent in the previous year.

Product performance

Income from Cards, Personal Loans and Unsecured Lending fell $114 million, or 5 per cent, to $1,992 million.  This fall was driven by our Consumer Banking strategy to de-emphasise unsecured lending in the light of stressed credit conditions in markets such as India, Taiwan and Pakistan. The decline in income was partially offset by volume gains in Korea, Hong Kong and China.

Income from Wealth Management and Deposits fell $557 million, or 20 per cent, to $2,232 million. Income has been driven down by two significant factors. Firstly customer demand for Wealth Management products is still well below the levels seen in early 2008, although it has been steadily increasing and income has grown quarter on quarter throughout 2009. Secondly, deposit balances grew by $13 billion helped by enhancement of online banking capabilities and increasing co-operation with Wholesale Banking to source payroll accounts; this volume growth has, however, been insufficient to offset the margin compression of 60 basis points

Income from Mortgages and Auto Finance (Mortgages) grew by $316 million, or 34 per cent, to $1,244 million. This strong growth was driven by our focus on lower risk secured lending products. Net interest margins improved year on year due to lower funding expenses and mortgage re-pricing. The improving property market, especially in countries such as Singapore and Hong Kong has supported new Mortgage business in the latter part of the year.

Geographic performance

Hong Kong

Income was down $81 million, or 7 per cent, to $1,082 million. To compensate for a subdued Wealth Management contribution the business focused on growing secured lending.  Mortgage balances, including in the SME book, grew $2 billion, or 16 per cent, driven by successful HIBOR-linked mortgage campaigns. Income from these mortgages was also supported by a widening of the Prime-HIBOR spread. The Group captured approximately 17 per cent of all new Mortgage business booked in Hong Kong, up from 15.5 per cent in 2008. SME lending increased by 28 per cent. Fee income from unit trust sales started to pick up again in the latter part of the year amongst signs of an increase in demand for structured products. Operating expenses were marginally higher at $604 million. Discretionary spend was carefully managed and headcount fell primarily through natural attrition. Working profit was down $98 million, or 17 per cent, to $478 million. Loan impairment remained flat at $104 million. In the latter part of 2008 loan impairment from the SME segment had increased. The upward trend was stopped by the Hong Kong Government's SME loan guarantee scheme which now covers all our new SME exposures in Hong Kong. Personal bankruptcies peaked in April 2009 but have since reduced. Operating profit fell $66 million, or 15 per cent, to $379 million.

Singapore

Income was up $17 million, or 3 per cent, to $635 million. Wealth Management revenue remained under pressure though campaigns like E$aver top-up deposit helped to grow liabilities by 15 per cent. Income from Mortgages grew by 28 per cent. Whilst mortgage margins remained flat, there was good volume growth driven by customer focussed product innovations such as 'MortgageOne SIBOR'. There was also double digit income growth in unsecured lending as the business grew market share. SME income increased as volumes grew supported by the Singapore Government guarantee scheme. We were the leading bank disbursing these government guaranteed loans in 2009. Operating expenses increased $8 million, or 3 per cent, to $297 million, with investment in frontline marketing and infrastructure being largely funded by operational savings. Working profit was up $9 million, or 3 per cent, at $338 million. Loan impairment was up $14 million, or 70 per cent, to $34 million driven primarily by SME related impairments in the first half of the year. The introduction of guarantees improved the profile of our SME book and impairment was substantially reduced in the second half. Operating profit was slightly lower by $5 million or 2 per cent at $304 million.

Korea

Income was down $22 million, or 2 per cent, to $995 million. On a constant currency, basis income was up 13 per cent year on year. Wealth Management and Deposit income fell 25 per cent. SME income was also down by over 30 per cent as the business reduced unsecured lending products such as Business Instalment Loans. These were offset by double digit income growth in Mortgages driven by strong sales volumes and increasing margins. Income also benefitted in the second half by $68 million profit from the sale of our investment in BC Cards. Operating expenses were down $25 million, or 3 per cent, to $701 million. On a constant currency basis, they were 13 per cent higher, largely driven by investment in infrastructure such as extensive refurbishing and renovation work undertaken on our property portfolio and the opening of 47 new branches The increase is distorted by a previous year curtailment release from the retirement plan. Working profit was flat at $294 million. Loan impairment was up $24 million, or 15 per cent, to $185 million driven by unsecured lending as bankruptcies and industry debt restructuring increased. Loan impairment in the second half of 2009 fell 41 per cent on the first half as the SME portfolio continued to be de-risked and the environment improved. Operating profit was down $22 million, or 17 per cent, to $108 million, equating to a 10 per cent fall on a constant currency basis.

Other Asia Pacific

Income was down $110 million, or 8 per cent, to $1,283 million. All countries in Other Asia Pacific (Other APR) were adversely impacted by the slow down in Wealth Management. Income in China was up 20 per cent to $172 million driven by strong volume growth in personal loans and mortgages and improved asset margins. Income in Taiwan was severely affected by margin compression. However, there was strong double digit growth in Mortgage income as balances grew 10 per cent year on year. Income in Malaysia was down 7 per cent to $246 million adversely impacted by the low interest rates. Operating expenses in Other APR were up $39 million, or 4 per cent, to $1,046 million. Expenses across the region were generally flat or down, with Taiwan driving the increase. This was due to the $170 million charge for the buy back of structured notes issued by the PEM Group, partly offset by a reduction in retirement obligations of $52 million. Efficiency gains in China enabled expenses to be held 4 per cent lower at $228 million whilst investing in four new outlets. Other APR working profit was down $149 million, or 39 per cent, to $237 million. Loan impairment was down $71 million, or 23 per cent, to $240 million. Taiwan delivered a $57 million reduction and Thailand a $22 million reduction in impairment as enhanced collection efforts took effect and delinquency rates improved. Loan impairment in China also reduced by $11 million to $3 million as portfolios improved resulting in a reduction in the operating loss in Consumer Banking China to $60 million. Other APR delivered an operating loss of $5 million against a profit of $73 million in 2008.

India

Income was down $40 million, or 8 per cent, to $444 million. On a constant currency basis, income was up by 1 per cent.  As in other geographies Wealth Management was under pressure and income was down on 2008. The Mortgages business, whilst growing from a small base, delivered a 75 per cent increase in income as volumes grew and margins doubled. SME income was driven by the growth in both secured lending and deposit volumes. Operating expenses were $69 million, or 22 per cent, lower at $248 million. On a constant currency basis, expenses were lower by 14 per cent. Expenses benefitted from a service tax rebate, but also from tight cost control coupled with restructuring initiatives such as consolidation of contact centres. Investment in the franchise continued with four new branch openings and continued refurbishment of the existing branch network. Working profit was up $29 million, or 17 per cent, to $196 million. On a constant currency basis, the growth in working profit was 28 per cent. Loan impairment was up $58 million, or 65 per cent, to $147 million driven by increased delinquencies on unsecured SME and personal lending products. Operating profit was lower by $17 million, or 24 per cent, at $54 million. On a constant currency basis, operating profit was lower by 18 per cent.

MESA

Income was down $22 million, or 3 per cent, to $678 million. The reduction in total MESA income was largely driven by Pakistan where customer lending was significantly reduced and margin compression offset strong deposit growth. In UAE, income was flat year on year and was impacted by a reduction of the high-yield personal loan portfolio in light of economic stress and tighter underwriting criteria. Wealth Management had a difficult first half, but recovered in the latter part of the year. Operating expenses in MESA were lower by $15 million, or 4 per cent, at $395 million. Pakistan expenses fell by $21 million or 16 per cent mainly due to exchange rate movements and efficiency initiatives. UAE expenses were up by $14 million or 9 per cent with investment in Private Banking and branch refurbishment. Working profit for MESA was down $7 million, or 2 per cent, to $283 million. Loan impairment was higher at $285 million, 60 per cent up on 2008. This was predominantly in UAE where loan impairment more than doubled as unemployment increased. This resulted in higher delinquency on unsecured lending and some stress in the mortgage book. MESA delivered an operating loss of $2 million, compared to an operating profit of $112 million in 2008.

Africa

Income was up $7 million, or 2 per cent, at $351 million. On a constant currency basis, income growth was 20 per cent. Wealth Management and Deposits fared relatively well compared to the other Consumer Banking markets with income growing 6 per cent. Nigeria, Ghana and Kenya all drove income growth with the liability businesses benefiting from a flight to quality. In addition, a new strategic partnership for distribution of Bancassurance products increased fee income. There was strong momentum in SME. Operating expenses were $21 million, or 8 per cent, lower at $229 million. On a constant currency basis, expenses were higher by 7 per cent and were driven by investments to strengthen the distribution network as well as the introduction of new product offerings. Working profit in Africa was up $28 million, or 30 per cent, at $122 million. On a constant currency basis, the increase in working profit was 55 per cent. Loan impairment was up $9 million, or 47 per cent, to $28 million. Loan impairment increased in unsecured lending reflecting increased unemployment in several countries. Operating profit increased $19 million, or 25 per cent, to $94 million. On a constant currency basis, operating profit grew 52 per cent.

Americas, UK & Europe

Income fell $72 million or 31 per cent from $233 million to $161 million. The business in this region is primarily Private Banking and thus has been disproportionately affected by the challenges faced by the Wealth Management products globally. Depressed world stock markets and low investor confidence resulted in a fall in assets under management (AUM) of 15 per cent, or $2.0 billion with a corresponding income decline. Low interest rates resulted in a squeeze in liability margins. Operating expenses fell $68 million or 26 percent through disciplined cost management and a significant reduction in American Express Bank (AEB) integration expenses. Impairment was lower by $24 million or 45 percent. Operating loss fell from $99 million to $65 million, largely driven by cost efficiencies.


Wholesale Banking

The following tables provide an analysis of operating profit by geography for Wholesale Banking:


2009 


Asia Pacific



Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Wholesale Banking Total

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

Operating income

1,288 

957 

559 

1,605 

1,369 

1,400 

738 

1,375 

9,291 

Operating expenses

(564)

(504)

(252)

(732)

(323)

(496)

(324)

(990)

(4,185)

Loan impairment

(41)

(3)

(93)

(155)

(54)

(526)

(26)

(50)

(948)

Other impairment

(40)

28 

14 

(10)

(79)

(82)

Operating profit

688 

410 

214 

746 

1,006 

368 

388 

256 

4,076 

1 Other APR includes Malaysia : operating income $242 million, operating expenses $(85) million, loan impairment $(8) million, operating profit $149 million

 

 

 

 

 

 

 

 

 


20081 


Asia Pacific







Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Wholesale Banking Total

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

$million 

Operating income

1,092 

699 

530 

1,567 

1,064 

958 

566 

1,013 

7,489 

Operating expenses

(443)

(375)

(229)

(714)

(329)

(411)

(314)

(953)

(3,768)

Loan impairment

(77)

(102)

(125)

(44)

(7)

(14)

(20)

(384)

Other impairment

(27)

(30)

(100)

(17)

(162)

(336)

Operating profit/(loss)

545 

299 

199 

628 

674 

540 

238 

(122)

3,001 

1  Geographic amounts restated as explained in 'Geographic performance' below and note 33 on page 80. There is no change to the Group's total operating income or operating income by product for 2008.

2 Other APR includes Malaysia : operating income $265 million, operating expenses $(84) million, Loan impairment $1 million, other impairment $(21) million, operating profit $161 million

 

Income by product is set out below:

Operating income by product

2009 

2008 

2009 vs 2008 

$million 

$million 

 % 

Lending and Portfolio Management

849 

551 

54 

Transaction Banking

2,537 

2,663 

(5)

Global Markets




    Financial Markets  

3,311 

2,365 

40 

    Asset and Liability Management (ALM)  

963 

912 

    Corporate Finance  

1,294 

745 

74 

    Principal Finance  

337 

253 

33 

Total Global Markets

5,905 

4,275 

38 

Total operating income

9,291 

7,489 

24 

1 Global Markets comprises the following businesses: Financial Markets (foreign exchange, interest rate and other derivatives, commodities and equities, debt capital markets, syndications); ALM; Corporate Finance (corporate advisory, structured trade finance, structured finance and project and export finance); and Principal Finance (corporate private equity, real estate infrastructure and alternative investments).

Financial Markets operating income by desk

2009 

2008 

2009 vs 2008

$million 

$million 

%

Foreign Exchange

1,349 

1,194 

13 

Rates

879 

748 

18 

Commodities and Equities

389 

141 

176 

Capital Markets

409 

234 

75 

Credit and Other

285 

48 

494 

Total Financial Markets operating income

3,311 

2,365 

40 

 




 

Wholesale Banking has had another excellent year, with broad based income growth driven by continued client income momentum, which remains the cornerstone of a consistent and well executed strategy.

The market dislocation and volatility in the early part of 2009 enabled Wholesale Banking to drive exceptionally strong income growth.  The business made gains in market share and benefitted from increased asset margins.  Competitors remained distracted and ALM benefitted from strong accrual income as a result of strategic positioning in late 2008. However low interest rates drove Cash and Custody income down and stressed economic conditions fuelled loan impairment. As economic conditions moderated in the second half so did income growth. Client income remained robust and there was good underlying volume growth in the lending and flow businesses. Loan impairment moderated as the economic conditions improved.    

Operating income grew $1,802 million, or 24 per cent, to $9,291 million. On a constant currency basis, operating income increased 30 per cent.

Net interest income was up $567 million, or 17 per cent, to $3,808 million. Non-interest income was up $1,235 million, or 29 per cent, to $5,483 million. Client income represented 74 per cent of total income and was up 22 per cent on the previous year.

Operating expenses grew $417 million, or 11 per cent, to $4,185 million. On a constant currency basis, the increase in expenses was 15 per cent. This increase, which was well below income growth, was driven by staff costs. The business continued to invest in specialist skills and expertise, building in areas such as sales, trading and financial institutions teams.

Working profit increased $1,385 million, or 37 per cent, to $5,106 million. On a constant currency basis, the increase in working profit was 45 per cent.

Loan impairment increased by $564 million to $948 million reflecting the challenging economic environment. A significant portion of the impairment arose in MESA while other markets such as Korea, India and Other APR were also impacted but to a lesser extent.  The portfolio remains well diversified and is increasingly well collateralised.

Other impairment was lower by $254 million, or 76 per cent, at $82 million. The 2008 charge reflected a fall in equity and other markets and a drop in value on the ABS, private equity and strategic investment portfolios. In 2009, as economic conditions moderated, impairment reduced. The business also benefitted from recoveries on disposal of private equity and strategic investments.

Operating profit increased $1,075 million, or 36 per cent, to $4,076 million and constitutes nearly 80 per cent of the Group profits. On a constant currency basis, the increase was 44 per cent. Second half operating profit was down 19 per cent on first half as spreads narrowed and volatility reduced.

Product performance

Lending and Portfolio Management income increased by $298 million, or 54 per cent, to $849 million. This was primarily driven by improved margins through re-pricing and an increase in fee income from new deals.

Transaction banking income fell by $126 million, or 5 per cent, to $2,537 million. Despite a 10 per cent fall in volumes, Trade income grew by 26 per cent as margins increased. Cash income fell by 23 per cent due to margin compression in a low interest rate environment. However, the business continues to gain significant cash management mandates and volumes increased by some 21 per cent.

Global Markets income increased by $1,630 million, or 38 per cent, to $5,905 million.

Within Global Markets, the Financial Markets (FM) business was the largest contributor. Income was up $946 million, or 40 per cent, to $3,311 million. The FM business primarily comprises sales and the trading of exchange and interest rate products. In 2009, there has been diversification of income streams with increased contributions from commodity, equity and credit derivatives. Nearly 70 per cent of FM income was client driven. This included the sale of products to meet client's hedging requirements, supported through upgraded risk management capabilities.  We were favourably positioned to meet client demand for risk management solutions in a volatile and uncertain market, benefitting from wider bid-offer spreads and the rates business had a record year. This FM flow trading arose by virtue of being a market maker and was a key driver for the increase in own account income, which for the Group, also comprises ALM and Principal Finance.

The commodities and equities business delivered impressive growth of 176 per cent driven by opportunities arising in the energy and metals business, most notably in Africa. In the equities business, there was significant growth with strong primary deal flows.

ALM income was up $51 million, or 6 per cent, at $963 million. Positions put on at the end of 2008 captured both high fixed interest rates and wide credit spreads benefitting from lower funding rates. In addition to sales from the AFS portfolio, re-investment throughout 2009 in relatively steep curves generated income on accruals. 

Corporate Finance income was up $549 million, or 74 per cent, to $1,294 million with strong income growth across all products. Much of this growth was driven by Corporate Advisory, where income more than doubled, driven by a number of landmark deals in India and Africa.

Principal Finance income was up $84 million, or 33 per cent higher, at $337 million and realisations benefitted as Asian market prices rose.

Geographic performance

The Group maintains a Global Booking Unit (GBU) in the UK in which are recorded the income and expenses related to the private equity portfolio, portfolio management and some FM products. In 2008 income and expenses related to the private equity portfolio were apportioned and reported across a number of geographies and the remainder of the GBU was reported in Americas, UK & Europe. In 2009, FM income and expenses have also apportioned over other geographies to better align financial reporting with underlying organisational changes. In order to facilitate a more meaningful comparison, the 2008 Wholesale Banking geography split has been restated. The geographic performance commentary is based on the restated 2008 numbers. A comparison of the 2008 results as originally reported and as restated can be found in note 33 on page 80. The restatement does not affect the Group's total operating income.

Hong Kong

Income was up $196 million or 18 per cent, to $1,288 million. Both Fixed Income and ALM increased income capturing opportunities arising from volatile interest rates and FX markets. Lending and Trade income both grew as re-pricing actions widened margins; the former also benefitted from increased volumes. However these advances were offset by shrinking margins in Cash and Custody and lower AUM. Operating expenses grew $121 million, or 27 per cent, to $564 million driven by higher staff costs and increased investment in infrastructure including a new dealing room. Working profit was up $75 million, or 12 per cent, to $724 million. Loan impairment was lower by $36 million, down almost a half, compared to 2008. Proactive engagement in debt relief plans helped mitigate impairment. Other impairment reflects some recovery on realisation of previously impaired investments. Operating profit was up $143 million or 26 per cent, at $688 million.

Singapore

Income grew $258 million, or 37 per cent, to $957 million. Client income benefitted from increased Trade Finance, a number of Corporate Finance deals and increased volumes through the offshore banking unit.  Trading income was driven higher by fixed income being well positioned to take advantage of volatile market conditions. Operating expenses grew $129 million, or 34 per cent, to $504 million. Staff related costs constituted a major part of the increase. The full year impact of prior year hiring together with an increase in front line, client facing staff, drove up staff expenses. This hiring activity represents investment in specialist teams in areas such as commodities, options and interest rate derivatives and has helped drive income growth as evident from the positive jaws. Working profit was up 40 per cent at $453 million. Other impairment of $40 million represents provisions made against private equity investments. Operating profit was up $111 million, or 37 per cent, at $410 million.

Korea

Income at $559 million was up $29 million or 5 per cent. On a constant currency basis, income was 22 per cent higher. Client income grew substantially, driven by strong business momentum across all product lines including Transaction Banking, Lending and FM sales. Own account income was down as ALM accruals were adversely impacted by re-pricing. Operating expenses were higher by $23 million, or 10 per cent, at $252 million. On a constant currency basis, expenses rose 27 per cent. The increase is distorted by a prior year curtailment release from the retirement plan. Underlying expense growth was driven by the flow through of previous year investments in infrastructure expansion. Working profit was slightly up by $6 million, or 2 per cent, at $307 million. On a constant currency basis, working profit rose 18 per cent. Loan impairment was down 9 per cent at $93 million, primarily comprising provisions raised in respect of exposures on certain foreign exchange transactions. Operating profit was up by $15 million, or 8 per cent, at $214 million. On a constant currency basis, operating profit rose 25 per cent.

Other Asia Pacific

Income was up $38 million, or 2 per cent, at $1,605 million. Across Other APR, lending income increased through higher margins. However this was offset by lower income from Transaction Banking which was impacted by lower margins in a low interest rate environment and intense competition. In China, a major component of Other APR, income grew by 16 per cent to $566 million with further benefit from the Private Equity portfolio. In Taiwan, income was down 19 per cent due to margin compression in both cash and custody despite record liability levels. Other APR operating expenses were up $18 million, or 3 per cent, to $732 million. Expenses increased as a result of staff and premises costs and flow through from prior year investments. China operating expenses were up 10 per cent to $252 million. In Taiwan, operating expenses were down 9 per cent reflecting a reduction in retirement obligations. Working profit in Other APR was higher by 2 per cent at $873 million. Loan impairment was up $30 million from $125 million in 2008. The increase was driven by Thailand and Japan. In China, loan impairment reduced by $4 million to $9 million. In Taiwan, the results of recovery actions offset new loan impairment charges. Other impairment benefitted from the reversal of prior year provisions on sale of private equity investments. Operating profit was $118 million, or 19 per cent, higher at $746 million. China operating profit was $333 million.

India

Income grew $305 million or 29 per cent, to $1,369 million. On a constant currency basis income growth was 43 per cent. Income growth was broad based across all products. Trade and lending income was up through re-pricing and higher margins. Corporate Advisory income grew on the back of cross border financing and leveraging deal structuring capabilities. This helped offset reduced cash and custody income which was impacted by margin compression and sluggish equity markets. Operating expenses of $323 million were flat to 2008. On a constant currency basis, expenses were higher by 8 per cent, driven by staff and premises related costs, partially offset by a service tax rebate. Working profit was up $311 million, or 42 per cent, at $1,046 million. On a constant currency basis, working profit grew 59 per cent. Loan impairment was up $10 million, or 23 per cent, at $54 million driven by middle market clients. Other impairment release of $14 million reflects a recovery on Private Equity disposals compared to a $17 million charge in 2008. Operating profit was up $332 million, or 49 per cent, to $1,006 million. On a constant currency basis operating profit grew 67 percent. This constitutes 20 per cent of the Group's operating profit and makes India the first geography within the Wholesale Banking business to generate profits in excess of one billion dollars.

MESA

Income was up $442 million, or 46 per cent, to $1,400 million driven by increases in both client and own account income. Capital Markets grew income benefitting from bond mandates including a number of Sukuks.  Islamic banking income doubled to $120 million. UAE led income growth with an overall increase of 74 per cent. Qatar income doubled driven by client revenue, principally FX sales and commodity derivatives. Bahrain income grew 28 per cent driven by lending volumes and re-pricing, large Corporate Advisory deals and a strong Islamic banking performance. Pakistan was affected by political and economic uncertainty which impacted business sentiment. MESA operating expenses were up $85 million, or 21 per cent, to $496 million driven by staff and investment expenditure. MESA working profit was up $357 million, or 65 per cent, to $904 million. Loan impairment was up by $519 million over 2008. A substantial portion of this increase relates to individual impairment charges on corporate exposure in the Gulf and an increased portfolio impairment provision for the region generally. The total loan portfolio is $14 billion of which $10 billion is in the UAE. Certain high profile entities within this portfolio have experienced stress. Our exposure to these entities is around $500 million. The resolution process is ongoing, but in the event losses arise, we do not expect they would be material. Operating profit was $172 million, or 32 per cent, lower than the previous year.

Africa

Income was up $172 million or 30 per cent, to $738 million. On a constant currency basis, income grew 54 per cent driven by excellent corporate finance and capital markets performances. Trade and Lending income increased on higher volumes benefitting from Asia trade flows coupled with aggressive re-pricing. This increase in income helped offset a fall in cash income where higher volumes could only partially make up for margin compression. Corporate Finance benefitted from several landmark deals. Whilst South Africa and Ghana registered particularly strong income growth, other major markets such as Nigeria, Kenya, Zambia and Uganda have all delivered broad based income growth. Operating expenses were up $10 million, or 3 per cent, to $324 million. On a constant currency basis expenses were 18 per cent higher reflecting investments in people and infrastructure. Working profit was up $162 million or 64 per cent, to $414 million. The loan impairment charge remained low at $26 million. Operating profit was up $150 million, or 63 per cent, to $388 million. On a constant currency basis operating profit doubled.

Americas, UK & Europe

Income was higher by $362 million, or 36 per cent, to $1,375 million. In 2009, there was broad based income growth in Commercial Banking and Trading income. Lending and Trade saw volume increases and re-pricing actions, which helped offset the drop in Cash income.

The fixed income business was primarily driven by the growth in rates and commodities and equity derivative business. Trading income benefitted from favourable ALM accruals in a low interest rate environment and from sales from the AFS portfolio.

Operating expenses were higher by $37 million at $990 million. Staff expense increases were partially offset through a reduction in premises and other costs as synergies from the successful integration of AEB. Working profit grew $325 million. Impairment was higher by $30 million or 150 per cent. Other impairment was $79 million down by $83 million from 2008 which reflected write down of strategic investments. Operating profit was $256 million compared to an operating loss of $122 million in the previous year.

 

Balance sheet






2009 

2008 

2009 vs 2008


$million

$million

$million

%

Assets





Advances and investments





    Cash and balances at central banks

18,131 

24,161 

(6,030)

(25)

    Loans and advances to banks

50,885 

46,583 

4,302 

    Loans and advances to customers

198,292 

174,178 

24,114 

14 

    Investment securities held at amortised cost

6,688 

7,493 

(805)

(11)


273,996 

252,415 

21,581 

Assets held at fair value





    Investment securities held at fair value through equity

69,040 

61,849 

7,191 

12 

    Financial assets held at fair value through profit or loss

22,446 

15,425 

7,021 

46 

    Derivative financial instruments

38,193 

69,657 

(31,464)

(45)


129,679 

146,931 

(17,252)

(12)

Other assets

32,978 

35,722 

(2,744)

(8)

Total assets

436,653

435,068 

1,585 

Liabilities





Deposits and debt securities in issue





    Deposits by banks

38,461 

31,909 

6,552 

21 

    Customer accounts

251,244 

234,008 

17,236 

    Debt securities in issue

29,272 

23,447 

5,825 

25 


318,977 

289,364 

29,613 

10 

Liabilities held at fair value





    Financial liabilities held at fair value through profit or loss

14,505 

15,478 

(973)

(6)

    Derivative financial instruments

36,584 

67,775 

(31,191)

(46)


51,089 

83,253 

(32,164)

(39)

Subordinated liabilities and other borrowed funds

16,730 

16,986

(256)

(2)

Other liabilities

21,937 

22,770 

(833)

(4)

Total liabilities

408,733 

412,373 

(3,640)

(1)

Equity

27,920 

22,695 

5,225 

23 

Total liabilities and shareholders' funds

436,653 

435,068 

1,585 



Balance sheet

2009 was a year of continued and rigorous focus on the balance sheet as we further consolidated our capital and liquidity position and worked towards further de-risking the asset profile. On a year on year basis, total assets grew by $1.6 billion, less than 0.4 per cent, with a strong increase in advances to customers of $24 billion, or 14 per cent, and in investment securities held at fair value which grew by $14 billion or 18 per cent. This was offset by a decrease in derivatives mark-to-market by $31 billion, or 45 per cent. Total liabilities fell by $4 billion with strong growth in total deposits and debt securities in issue of $30 billion, or 10 per cent, offset by a decrease in derivatives mark-to-market by $31 billion or 46 per cent. Our emphasis on the continuing importance of liquidity resulted in strong deposits growth both from customers as well as banks. Our equity strengthened by $5 billion or 23 per cent.

Advances, deposits, investments and borrowings

Nearly 70 per cent of our balance sheet is held at amortised cost.

Customer advances grew by $24 billion, or 14 per cent, with 60 per cent of this increase from Consumer Banking.  In Consumer Banking, Mortgages, a key component of the secured lending portfolio, increased to 61 per cent of their loan book, up from 59 per cent in 2008.   We supported our SME customers through new products, including involvement in government sponsored initiatives in markets such as Singapore, Hong Kong and Korea. Consumer Banking share of the Group's customer advances increased from 45 per cent to 47 per cent.

Wholesale Banking focused on key clients, strengthening relationships and growing our product capabilities to support local trade, offering short term working capital solutions and supporting global cross border flows by leveraging the Group's network. From a sector perspective, much of the incremental growth in Wholesale Banking is in Commerce and Transport, indicative of efforts to support recovery in these markets. Exposure to sectors such as Construction and Commercial Real Estate has increased year on year by around 8 to 10 per cent but continue to be low as a proportion of overall advances, under 5 per cent. Exposure to financial institutions has dropped especially in the UK as funds deployed with central banks in 2008 have been moved to other sectors 

The Group has continued to attract deposits from both customers and banks and benefitted from a flight to quality in markets such as in Africa.  Customer deposits registered a strong $17 billion growth, up 7 per cent. Given the importance of liquidity in a fragile and uncertain environment, both businesses continued to focus on deposit gathering through 2009. We ran successful campaigns such as "Do Dream" in Korea, "e$aver" in Singapore and Hong Kong to garner deposits and increase market share. Markets such as Hong Kong, Taiwan and China used the low interest rate environment to reshape their balance sheet through an increase in CASA whilst reducing time deposits. CASA as a proportion of total deposits increased significantly from 43 per cent in December 2008 to 53 per cent.

We continue to be a net lender into the interbank money markets, and are particularly strong in geographies such as Hong Kong and Singapore. The net amount fell slightly from $14 billion in 2008 to $12 billion at the end of 2009 as we continue to be selective in choosing where to place funds.

We were successful in driving competitive pricing and raising senior debt in the United Kingdom. Debt securities in issue increased by $6 billion.

Our advances to deposits (AD) ratio on 31 December 2009 was 78.6 per cent compared to 74.8 per cent in 2008. Given our emphasis on strong liquidity in each geography, advances growth was largely seen in countries that have seen strong deposits growth: Singapore, Korea and Hong Kong.

Assets and liabilities held at fair value

The mark-to-market on derivatives, both assets and liabilities, reduced by approximately $31 billion while the notional amounts remained flat.  Reductions were seen both in foreign exchange contracts and interest rate contracts.  These decreases were largely driven by lower volatility.

We deployed surplus deposits, borrowings in investment securities and other assets held at fair value, which increased by $14 billion, largely in listed debt securities and treasury bills.

Level 3 exposures constitute less than 0.5 per cent of our total assets.

Equity

We remain strongly capitalised, and have built on the strength of our capital position at the end of 2008 through another year of record profits.

As of 31 December 2009, total equity was $28 billion, an increase of $5 billion from $23 billion as at 31 December 2008. In addition to retained profits, the increase also resulted from the $1.7 billion raised from an issue of shares in August 2009 partially offset by dividend payment net of scrip dividend of $739 million.

The impact of foreign exchange on reserves was less significant in 2009 compared to the $2.8 billion of losses recognised in 2008. Year on year, exchange rates remained relatively constant although gains were generated as the Korean won appreciated slightly against the US dollar. The effects of AFS investments were also less significant than 2008, which saw $0.7 billion of valuation write-downs. This was largely reversed in 2009 as markets improved and investments were realised.

There were no significant movements in minority interests within equity.

Summary

In summary, we have delivered another record performance in 2009 with multiple sources of income growth. We remain focused on effective management of risk and of capital and on maintaining excellent levels of liquidity. The Group begins 2010 with resilience and momentum, well-positioned and in great shape.

 

 


Standard Chartered PLC - Risk review

Risk overview

Standard Chartered has a defined risk appetite, approved by the Board, which is an expression of the amount of risk we are prepared to take, and plays a central role in the development of our strategic plans and policy.  We also regularly conduct stress tests to ensure that we are operating within our expressed risk appetite across key markets and customer segments.

We maintain a diversified portfolio across countries, products, and customer segments, and we have low exposure to higher-risk asset classes and customer segments.  We are disciplined in our liquidity management, and we benefit from a well-established risk governance structure and an experienced senior team.

Our proactive approach to risk management, and steps taken early on in the current economic crisis to reshape our portfolios and tighten underwriting standards helped to mitigate the impact of market turbulence on our performance.  Throughout 2009, our balance sheet and liquidity position remained strong, and we are well positioned to address further challenges and potential economic weakness in 2010.

Our lending portfolio is diversified across a wide range of products, industries and customer segments, which serves to mitigate risk. We operate in more than 70 countries and there is no single country which accounts for more than 20 per cent of loans and advances to customers, or operating income. Our cross-border asset exposure is diversified and reflects our strategic focus on our core markets and customer segments. Approximately half of our loans and advances to customers are of short maturity, and within the Wholesale Bank approximately 70 per cent of loans and advances have a tenor of one year or less. More than 75 per cent of Consumer Banking assets are secured.

We also have low exposure to asset classes and segments outside of our core markets and target customer base. We have no mass-market business in the US or the UK. Our commercial real estate exposure accounts for less than two per cent of our total assets, and our exposure to leveraged loans is very low. Our portfolio of Asset-Backed Securities (ABS) accounts for less than one per cent of our total assets.

Market risk is tightly monitored using Value at Risk (VaR) methodologies complemented by sensitivity measures, gross nominal limits and management action triggers at a detailed portfolio level. This is supplemented with extensive stress testing which takes account of more extreme price movements.

Our liquidity was underpinned in 2009 by good inflows of customer deposits, resulting in a strong advances-to-deposit ratio. Liquidity will continue to be deployed to support growth opportunities in our chosen markets. We manage multi-currency liquidity in each of our geographical locations, ensuring that we can meet all short-term funding requirements and that our balance sheet remains structurally sound.  We are a net provider of liquidity to the interbank money markets.

We have a well-established risk governance structure and an experienced senior team. Members of our senior leadership sit on our risk committees, which ensures that risk oversight is a critical focus for all our directors, while common membership between these committees helps us address the inter-relationships between risk types.

Since 1 January 2008, Standard Chartered has used the advanced Internal Ratings Based (IRB) approach under the Basel II regulatory framework to calculate credit risk capital.  The FSA has also granted Standard Chartered CAD2 internal model approval covering the majority of interest rate and foreign exchange risk in the trading book, as well as precious and base metals market risk. Assets and positions outside the scope of IRB and CAD2 are assessed according to standard FSA rules.

With effect from 4 March 2010, the Board Audit and Risk Committee will be split into a Board Risk Committee and a Board Audit Committee, to align with the recommendations of the Walker Review. Also as of March 2010, the Group Chief Risk Officer will report to the Group Finance Director and to the Board Risk Committee. 

Risk performance review

In the first quarter of 2009, economic conditions in much of our footprint continued to worsen, but by the second half of the year credit conditions had generally begun to improve as the worst of the global financial crisis passed.

In Consumer Banking there was a moderate increase in loan impairment in the first half of the year, as trends that became evident during the fourth quarter of 2008 continued into 2009. This was primarily driven by unsecured portfolios impacted by rising unemployment and bankruptcy rates. The unsecured portfolios most affected were in Hong Kong and Korea where bankruptcy and debt restructuring programme filings increased markedly, in India where consumer leverage was particularly high, and in UAE where there was a rise in unemployment rates and a significant fall in property values.

In the second half of the year, as credit conditions improved, delinquency and impairment rates across most of our principal markets and product portfolios improved, and came back down below levels experienced at the end of 2008.

In Wholesale Banking loan impairment rose in the first half of 2009 relative to the second half of 2008. The increase occurred primarily in the Local Corporates portfolio, where the effects of the deteriorating economic environment were most acutely felt. However, in the context of gradually improving credit conditions, Wholesale Banking impairment in the second half of 2009 was lower than in the first half of 2009. A large portion of Wholesale Banking impairment for 2009 was concentrated on a very small number of accounts.

Elsewhere, the portfolio remained resilient. There were non-material levels of impairment on the ABS portfolio in 2009. The carrying value of the ABS portfolio reduced, primarily as a result of redemptions and some sales. The overall quality of the ABS book remains good with no direct US sub-prime, and minimal Alt-A, exposures. Our net exposure to ABS represents less than one per cent of total Group assets and has had limited impact on our performance.

Sharp increases in the volatility of credit spreads following the collapse of Lehman Brothers in September 2008 drove an increase in non-trading book VaR through most of 2009, which in turn was a key factor in an increase in total average VaR in 2009 compared to 2008.



Principal uncertainties

We are in the business of taking selected risks to generate shareholder value, and we seek to contain and mitigate these risks to ensure they remain within our risk appetite and are adequately compensated. However, risks are by their nature uncertain and the management of risk relies on judgments and predictions about the future.

A description of our principal risk types and our approach to managing them are set out in our Risk Management section starting on page 24. The key uncertainties we face in the coming year are set out below. This should not be regarded as a complete and comprehensive statement of all potential risks and uncertainties that we may experience.

Changing macroeconomic conditions in footprint countries

Macroeconomic conditions have an impact on personal expenditure and consumption, demand for business products and services, the debt service burden of consumers and businesses, the general availability of credit for retail and corporate borrowers and the availability of capital and liquidity funding for our business. All these factors may impact our performance.

The world economy now appears to be emerging from the worst downturn since the 1930s. An even more serious recession would have occurred had governments globally not embarked upon a synchronised and extensive programme of monetary and fiscal easing, which has been a key driver of the current gradual return to growth in our markets and globally. There is a risk that as this stimulus is withdrawn economic conditions will deteriorate again, which could impact our performance as described above. We operate primarily in markets that appear well positioned to avoid another major downturn.

We balance risk and return taking account of changing conditions through the economic cycle, and monitor economic trends in our markets very closely. We also continuously review the suitability of our risk policies and controls. Our risk management processes are pro-active and dynamic, allowing us to respond quickly to changes in economic conditions or outlook.

Regulatory changes and compliance

Our business as an international bank is subject to a complex regulatory framework comprising legislation, regulation and codes of practice, in each of the countries in which we operate.

A key uncertainty relates to the way in which governments and regulators adjust laws and regulations and economic policies in response to macroeconomic and other systemic conditions.  The financial crisis has spurred unprecedented levels of proposals to change the regulations governing financial institutions and further changes to regulations remain under consideration in many jurisdictions.

The nature and impact of future changes in laws, regulations and economic policies are not predictable and could run counter to our strategic interests.  We support changes to laws, regulations or codes of practice that will improve the overall stability of the financial system.  However, we also have concerns that certain proposals may not achieve this desired objective and may have unintended consequences, either individually or in terms of aggregate impact. Proposed changes could affect the volatility and liquidity of the financial markets and, consequently, the way we conduct business and manage capital and liquidity.  These effects may directly or indirectly impact our financial performance.

Both unilaterally and through our participation in industry forums, we endeavour to influence the development of relevant laws and regulatory policies in our key markets.  We also keep close watch on key regulatory developments in order to anticipate changes and their potential impact.

We have a commitment to maintaining strong relationships with governments and regulators in the countries in which we operate.  At any time the Group may be in discussion with a range of authorities and regulatory bodies in different countries on matters that relate to its past or current business activities.

HM Treasury regulations require compliance with sanctions adopted by the UK government.  Similarly, US laws and regulations require compliance with US economic sanctions against designated foreign countries, nationals and others.  The Group has a US Dollar payments and clearing business and has policies, procedures and controls designed to ensure compliance with relevant laws and regulations.  Several US agencies have investigated how a number of other financial institutions have processed US Dollar payments potentially involving sanctioned parties.  In the light of that activity relating to other institutions, the Group has initiated discussions with US authorities to discuss its past business.

On 29 February 2008, the Group completed the acquisition of American Express Bank. Prior to the acquisition, subsidiaries of the American Express Bank group located in New York and Miami had entered separately into a Written Agreement with the New York State Banking Department and a Cease and Desist Order with the Federal Reserve Bank of Atlanta to address deficiencies relating to compliance with applicable federal and state laws and regulations governing anti-money laundering.

On 15 January 2010, the New York State Banking Department notified the Group that Standard Chartered International (USA) Ltd. (formally American Express Bank Ltd) had satisfied the terms of the written agreement and that the agreement was therefore terminated.  The Cease and Desist Order remains in place. However, the Board believes that during the year the Group achieved substantial compliance with the terms of this document and the status of this matter continues to be monitored closely by the Board.

Financial markets dislocation

Financial market volatility subsided in the second half of 2009. However there remains a risk that renewed volatility or a sudden financial market dislocation could affect our performance over the coming year. These factors may have an impact on the mark-to-market valuations of assets in our available-for-sale and trading portfolios. The potential losses incurred by certain customers holding derivative contracts during periods of financial market volatility could also lead to an increase in customer disputes and corporate defaults.

At the same time, financial market instability could cause some financial institution counterparties to experience tighter liquidity conditions or even fail. Government action has reduced the systemic risk, but the impact on the financial services industry of ongoing uncertainty in the broader economic environment means that the risk nonetheless remains.

We have low exposure to risky asset classes and segments. We also maintain robust appropriateness and suitability processes to mitigate the risk of customer disputes. We closely monitor the performance of our financial institution counterparties and adjust our exposure to these counterparties as necessary.

 

Geopolitical events

We operate in a large number of markets around the world, and our performance is in part reliant on the openness of cross-border trade and capital flows. We face a risk that geopolitical tensions or conflict in our footprint could impact trade flows, our customers' ability to pay, and our ability to manage capital or operations across borders. 

We actively monitor the political situation in all of our principal markets, and conduct stress tests of the impact of extreme but plausible geopolitical events on our performance and the potential for such events to jeopardise our ability to operate within our stated risk appetite.

Reduced access to funding

Liquidity risk is the risk that we either do not have sufficient financial resources available to meet all our obligations and commitments as they fall due, or can access funding only at excessive cost. Exceptional market events can impact us adversely, thereby affecting our ability to fulfil our obligations as they fall due. The principal uncertainties for liquidity risk are that customers withdraw their deposits at a substantially faster rate than expected, or that asset repayments are not received on the intended maturity date.

We seek to manage our liquidity prudently in all geographical locations and for all currencies. Our customer deposit base is diversified both by type and maturity, and we have a low dependence on wholesale funding. We also hold a portfolio of liquid assets that can be realised if a liquidity stress event occurs.

Exchange rate movements

Changes in exchange rates affect, among other things, the value of our assets and liabilities denominated in foreign currencies, as well as the earnings reported by our non-US dollar denominated branches and subsidiaries. A sharp fall in the value of the US dollar could also impact trade flows and the wealth of clients holding US dollar-denominated assets, both of which could have an impact on our performance.

We monitor exchange rate movements closely and adjust our exposures accordingly. Under certain circumstances, we may take the decision to hedge our foreign exchange exposures in order to protect our capital ratios from the effects of changes in exchange rates. The effect of exchange rate movements on the capital adequacy ratio is mitigated by corresponding movements in risk weighted assets.  The table below sets out the period end and average currency exchange rates per US dollar for India, Korea and Singapore for 31 December 2009 and 31 December 2008.


Year
ended
31.12.09

Year
ended
31.12.08

Indian rupee



    Average

48.35

43.50

    Period end

46.54

48.65

Korean won



    Average

1,276.62

1,101.82

    Period end

1,164.47

1,259.91

Singapore dollar



    Average

1.45

1.42

    Period end

1.40

1.44

 

As a result of our normal business operations, Standard Chartered is exposed to a broader range of risks than those principal risks mentioned previously, and our approach to managing risk is detailed on the following pages.

Risk management

The management of risk lies at the heart of Standard Chartered's business. One of the main risks we incur arises from extending credit to customers through our trading and lending operations. Beyond credit risk, we are also exposed to a range of other risk types such as country cross-border, market, liquidity, operational, regulatory, pension, reputational and other risks which are inherent to our strategy, product range and geographical coverage.

Risk management framework

Effective risk management is fundamental to being able to generate profits consistently and sustainably and is thus a central part of the financial and operational management of the Group.

Through our risk management framework we manage enterprise-wide risks, with the objective of maximising risk-adjusted returns while remaining within our risk appetite.

As part of this framework, we use a set of principles that describe the risk management culture we wish to sustain:

•  Balancing risk and reward: risk is taken in support of the requirements of our stakeholders, in line with our strategy and within our risk appetite.

•  Responsibility: it is the responsibility of all employees to ensure that risk-taking is disciplined and focused. We take account of our social, environmental and ethical responsibilities in taking risk to produce a return.

•  Accountability: risk is taken only within agreed authorities and where there is appropriate infrastructure and resource.  All risk-taking must be transparent, controlled and reported.

•  Anticipation: We seek to anticipate future risks and maximise awareness of all risks.

  Competitive advantage: We seek competitive advantage through efficient and effective risk management and control.

Risk governance

Ultimate responsibility for setting our risk appetite and for the effective management of risk rests with the Board of Standard Chartered PLC (the Board). Executive responsibility for risk management is held by the Standard Chartered Bank Court (the Court) which comprises the Group executive directors and other directors of Standard Chartered Bank.

The Court delegates authority for the management of risk to several committees.

The Group Risk Committee (GRC) is responsible for the management of all risks other than those delegated by the Court to the Group Asset and Liability Committee (GALCO) and the Group Pensions Executive Committee.  The GRC is responsible for the establishment of, and compliance with, policies relating to credit risk, country cross-border risk, market risk, operational risk, regulatory risk and reputational risk. The GRC also defines our overall risk management framework.

The GALCO is responsible for the management of capital ratios and the establishment of, and compliance with, policies relating to balance sheet management, including management of our liquidity, capital adequacy and structural foreign exchange rate risk.

The Group Pensions Executive Committee is responsible for the management of pension risk.

Members of the Court are also members of both the GRC and GALCO. The GRC is chaired by the Group Chief Risk Officer (GCRO). The GALCO is chaired by the Group Finance Director.

Risk limits and risk exposure approval authority frameworks are set by the GRC in respect of credit risk, country cross-border risk and market risk. The GALCO sets the approval authority framework in respect of liquidity risk. Risk approval authorities may be exercised by risk committees or authorised individuals.

Acting within an authority delegated by the Board, the Audit and Risk Committee (ARC), whose members are all non-executive directors of the Group, reviews specific risk areas and monitors the activities of the GRC and GALCO. The ARC receives regular reports on risk management, including our portfolio trends, policies and standards, adherence with internal controls, regulatory compliance, liquidity and capital adequacy, and is authorised to investigate or seek any information relating to an activity within its terms of reference. As of 4 March 2010, the ARC will be split into a Board Risk Committee and a Board Audit Committee.

The committee governance structure ensures that risk-taking authority and risk management policies are cascaded down from the Board through to the appropriate functional, divisional and country-level committees. Information regarding material risk issues and compliance with policies and standards is communicated to the country, business, functional committees and Group-level committees.

Business, governance and functional heads are accountable for risk management in their businesses and functions, and for countries where they have governance responsibilities. This includes:

•  implementing across all business activities the policies and standards as agreed by the Group-level risk committees.

•  managing risk in line with appetite levels agreed by the Group-level risk committees.

•  developing and maintaining appropriate risk management infrastructure and systems to facilitate compliance with risk policies.

The GCRO directly manages a risk function which is separate from the origination, trading and sales functions of the businesses. The GCRO also chairs the GRC and is a member of the Group Management Committee. Chief risk officers for both Wholesale and Consumer Banking have their primary reporting lines into the GCRO. Country chief risk officers take overall responsibility for risk within our principal countries.

The Risk function is responsible for upholding the integrity of our risk/return decisions, and in particular for ensuring that risks are properly assessed, that risk/return decisions are made transparently on the basis of this proper assessment, and are controlled in accordance with our standards.

The Risk function is independent of the origination and sales functions to ensure that the necessary balance in risk/return decisions is not compromised by short-term pressures to generate revenues.

The Risk function is also responsible for maintaining our Risk Management Framework (RMF), ensuring it remains appropriate to the Group's activities, and is effectively communicated and implemented across the Group. The Risk function also administers our Risk-related governance and reporting processes.

Our RMF identifies the risk types to which we are exposed, each of which is controlled by a designated risk type owner (RTO). The major risk types are described individually in the following sections. The RTOs have responsibility for establishing minimum standards and for implementing governance and assurance processes. The RTOs report up through specialist risk committees to the GRC or GALCO.

Group Internal Audit is a separate Group function that reports to the Chairman of the ARC and to the Group Chief Executive. It provides independent confirmation of compliance with Group and business standards, policies and procedures. Where necessary, it will recommend corrective action to restore or maintain such standards.

Risk appetite

We manage our risks to build a sustainable franchise in the interests of all our stakeholders.

Risk appetite is an expression of the amount of risk we are willing to take in pursuit of our strategic objectives, reflecting our capacity to sustain losses and continue to meet our obligations arising from a range of different stress trading conditions.

We define our risk appetite in terms of both volatility of earnings and the maintenance of minimum regulatory capital requirements under stress scenarios. We also define a risk appetite with respect to liquidity risks and reputational risk.

Our quantitative risk profile is assessed through a 'bottom-up' analytical approach covering all of our major businesses, countries and products. The risk appetite is approved by the Board and forms the basis for establishing the risk parameters within which the businesses must operate, including policies, concentration limits and business mix.

The GRC is responsible for ensuring that our risk profile is managed in compliance with the risk appetite set by the Board.

Stress testing

Stress testing and scenario analysis are used to assess the financial and management capability of Standard Chartered to continue operating effectively under extreme but plausible trading conditions. Such conditions may arise from economic, legal, political, environmental and social factors.

Our stress testing framework is designed to.

•  contribute to the setting and monitoring of risk appetite.

•  identify key risks to our strategy, financial position, and reputation.

•  examine the nature and dynamics of the risk profile and assess the impact of stresses on our profitability and business plans.

•  ensure effective governance, processes and systems are in place to co-ordinate and integrate stress testing.

•  inform senior management.

•  ensure adherence to regulatory requirements.

 A stress-testing forum, led by the Risk function with participation from the businesses, Group Finance, Global Research and Group Treasury, aims to ensure that the earnings and capital implications of specific stress scenarios are fully understood. The stress-testing forum generates and considers pertinent and plausible scenarios that have the potential to adversely affect our business.

In 2009, stress testing activity was intensified at country, business and Group levels, with specific focus on certain asset classes, customer segments and the potential impact of macroeconomic factors. Stress tests have taken into consideration possible future scenarios that could arise as a result of the development of prevailing market conditions.

Stress testing themes such as inflation, US dollar depreciation, declines in asset values, swine flu, or potential border conflicts are co-ordinated by the stress testing forum to ensure consistency of impacts on different risk types or countries. Stress tests for country or risk type are also performed. Examples of risk type stress testing are covered in the section on Market risk. 

Credit risk

Credit risk is the risk that a counterparty to a financial transaction will fail to discharge an obligation, resulting in financial loss to Standard Chartered. Credit exposures may arise from both the banking and trading books.

Credit risk is managed through a framework that sets out policies and procedures covering the measurement and management of credit risk. There is a clear segregation of duties between transaction originators in the businesses and approvers in the Risk function. All credit exposure limits are approved within a defined credit approval authority framework.

Credit policies

Group-wide credit policies and standards are considered and approved by the Group Risk Committee, which also oversees the delegation of credit approval and loan impairment provisioning authorities.

Policies and procedures specific to each business are established by authorised risk committees within Wholesale and Consumer Banking. These are consistent with our Group-wide credit policies, but are more detailed and adapted to reflect the different risk environments and portfolio characteristics.

Credit rating and measurement

Risk measurement plays a central role, along with judgement and experience, in informing risk-taking and portfolio management decisions. It is a primary area for sustained investment and senior management attention.

For IRB portfolios, a standard alphanumeric credit risk grade (CG) system is used in both Wholesale and Consumer Banking. The grading is based on our internal estimate of probability of default over a one-year horizon, with customers or portfolios assessed against a range of quantitative and qualitative factors. The numeric grades run from 1 to 14 and some of the grades are further sub-classified A, B or C. Lower credit grades are indicative of a lower likelihood of default. Credit grades 1A to 12C are assigned to performing customers or accounts, while credit grades 13 and 14 are assigned to non-performing or defaulted customers.

Our credit grades in Wholesale Banking are not intended to replicate external credit grades, and ratings assigned by external ratings agencies are not used in determining our internal credit grades. Nonetheless, as the factors used to grade a borrower may be similar, a borrower rated poorly by an external rating agency is typically assigned a worse internal credit grade.

Advanced IRB models cover a substantial majority of our exposures and are used extensively in assessing risks at customer and portfolio level, setting strategy and optimising our risk-return decisions.

For IRB portfolios, risk measurement models are approved by the responsible risk committee, on the recommendation of the Group Model Assessment Committee (MAC). The MAC supports risk committees in ensuring risk identification and measurement capabilities are objective and consistent, so that risk control and risk origination decisions are properly informed. Prior to review by the MAC, all IRB models are validated in detail by a model validation team, which is separate from the teams which develop and maintain the models. Models undergo a detailed annual review. Such reviews are also triggered if the performance of a model deteriorates materially against predetermined thresholds during the ongoing model performance monitoring process.

Credit approval

Major credit exposures to individual counterparties, groups of connected counterparties and portfolios of retail exposures are reviewed and approved by the Group Credit Committee (GCC). The GCC derives its authority from the GRC.

All other credit approval authorities are delegated by the GRC to individuals based both on their judgement and experience and a risk-adjusted scale which takes account of the estimated maximum potential loss from a given customer or portfolio. Credit origination and approval roles are segregated in all but a very few authorised cases. In those very few exceptions where they are not, originators can only approve limited exposures within defined risk parameters.

Concentration risk

Credit concentration risk is managed within concentration caps set by counterparty or groups of connected counterparties, by industry sector and country in Wholesale Banking; and by product and country in Consumer Banking. Additional targets are set and monitored for concentrations by credit rating.

Credit concentrations are monitored by the responsible risk committees in each of the businesses and concentration limits that are material to the Group are reviewed and approved at least annually by the Group Credit Committee.

Credit monitoring

We regularly monitor credit exposures, portfolio performance, and external trends which may impact risk management outcomes.

Internal risk management reports are presented to risk committees, containing information on key environmental, political and economic trends across major portfolios and countries; portfolio delinquency and loan impairment performance; as well as IRB portfolio metrics including credit grade migration.

The Wholesale Banking Credit Issues Forum, which is a sub-committee of the Wholesale Banking Risk Committee, meets regularly to assess the impact of external events and trends on the Wholesale Banking credit risk portfolio and to define and implement our response in terms of appropriate changes to portfolio shape, underwriting standards, risk policy and procedures.

Corporate accounts or portfolios are placed on Early Alert (EA) when they display signs of weakness or financial deterioration, for example, where there is a decline in the customer's position within the industry, a breach of covenants, non-performance of an obligation, or there are issues relating to ownership or management.

Such accounts and portfolios are subjected to a dedicated process overseen by Group Special Assets Management (GSAM), our specialist recovery unit. Account plans are re-evaluated and remedial actions are agreed and monitored. Remedial actions include, but are not limited to, exposure reduction, security enhancement, exiting the account or immediate movement of the account into the control of GSAM.

In Consumer Banking, portfolio delinquency trends are monitored continuously at a detailed level. Individual customer behaviour is also tracked and informs lending decisions. Accounts which are past due are subject to a collections process, managed independently by the Risk function. Charged-off accounts are managed by specialist recovery teams. In some countries, aspects of collections and recovery functions are outsourced.

The SME business is managed within Consumer Banking in two distinct segments: small businesses and medium enterprises, differentiated by the annual turnover of the counterparty. Medium enterprise accounts are monitored in line with Wholesale Banking procedures, while small business accounts are monitored in line with other Consumer Banking accounts. Medium enterprise and private banking past due accounts are managed by GSAM.

Credit mitigation

Potential credit losses from any given account, customer or portfolio are mitigated using a range of tools such as collateral, netting agreements, credit insurance, credit derivatives and other guarantees. The reliance that can be placed on these mitigants is carefully assessed in light of issues such as legal certainty and enforceability, market valuation correlation and counterparty risk of the guarantor.

Risk mitigation policies determine the eligibility of collateral types. Collateral types which are eligible for risk mitigation include: cash; residential, commercial and industrial property; fixed assets such as motor vehicles, aircraft, plant and machinery; marketable securities; commodities; bank guarantees; and letters of credit. Standard Chartered also enters into collateralised reverse repurchase agreements.

Collateral is valued in accordance with our risk mitigation policy, which prescribes the frequency of valuation for different collateral types, based on the level of price volatility of each type of collateral and the nature of the underlying product or risk exposure. Collateral held against impaired loans is maintained at fair value.

Where appropriate, credit derivatives are used to reduce credit risks in the portfolio. Due to their potential impact on income volatility, such derivatives are used in a controlled manner with reference to their expected volatility.

Traded products

Credit risk from traded products is managed within the overall credit risk appetite for corporates and financial institutions.

The credit risk exposure from traded products is derived from the positive mark-to-market value of the underlying instruments, and an additional component to cater for potential market movements.

For derivative contracts, we limit our exposure to credit losses in the event of default by entering into master netting agreements with certain counterparties. As required by IAS 32, exposures are not presented net in the financial statements.

In addition, we enter into Credit Support Annexes (CSA) with counterparties where collateral is deemed a necessary or desirable mitigant to the exposure. Under a variation margin process, additional collateral is called from the counterparty if total uncollateralised mark-to-market exposure exceeds the threshold and minimum transfer amount specified in the CSA. With certain counterparties, the CSA is bilateral and requires us to post collateral if the overall mark-to-market value of positions is in the counterparty's favour and exceeds an agreed threshold.

Securities

Within Wholesale Banking, the Underwriting Committee approves the portfolio limits and parameters by business unit for the underwriting and purchase of all pre-defined securities assets to be held for sale. The Underwriting Committee is established under the authority of the GRC. Wholesale Banking operates within set limits, which include country, single issuer, holding period and credit grade limits.

Day-to-day credit risk management activities for traded securities are carried out by Traded Credit Risk Management whose activities include oversight and approval of temporary excesses within the levels delegated by the Underwriting Committee. Issuer credit risk, including settlement and pre-settlement risk, is controlled by Wholesale Banking Credit Risk, while price risk is controlled by Group Market Risk.

The Underwriting Committee approves individual proposals to underwrite new corporate security issues. Where an underwritten security is held for a period longer than the target sell-down period, the final decision on whether to sell the position rests with the Risk Function.



Loan portfolio

Loans and advances to customers have grown by $23.3 billion to $201.8 billion.

Compared to 2008, the Consumer Banking portfolio in 2009 has grown by $13.9 billion, or 17 per cent, mainly due to increased mortgage lending.

The growth in the mortgage portfolio is in line with Consumer Banking's strategy of de-risking the overall portfolio by increasing the proportion of secured advances and taking advantage of the strengthening property markets.  Growth was mostly in  Korea, Singapore and Hong Kong which increased by $3.3 billion, $2.1 billion and $1.8 billion respectively.

Growth in the Wholesale Banking customer portfolio was $9.6 billion, or 10 per cent. Growth was spread across several regions, with Singapore particularly strong at $6.9 billion, or 72 per cent of that growth.

The growth in Singapore is primarily in trade loans, due to business growth and the acquisition of new clients, receivables financing and other corporate loans.

Exposures to banks grew by 10 per cent. We continue to be highly liquid, with much of that liquidity placed with high quality bank counterparties, and remain a net provider of liquidity to the inter bank money markets.

The Wholesale Banking portfolio remains diversified across both geography and industry, with no significant concentration within the industry classifications of Manufacturing; Financing, insurance and business services; Commerce; or Transport, storage and communication.

Single borrower concentration risk has been mitigated by active distribution of assets to banks and institutional investors, some of which is achieved through credit-default swaps and synthetic risk transfer structures. 


  

2009 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million 

$million 

$million 

$million   

$million 

$million 

$million 

$million 

$million 

Loans to individuals




  






Mortgages

14,816 

8,149 

20,460 

11,016 

1,685 

1,128 

212 

171 

57,637 

Other

2,971 

4,957 

4,951 

5,012 

772 

2,396 

678 

1,909 

23,646 

Small and medium enterprises

1,641 

2,370 

4,024 

3,258 

1,255 

636 

113 

13,300 

Consumer Banking

19,428 

15,476 

29,435 

19,286 

3,712 

4,160 

1,003 

2,083 

94,583 

Agriculture, forestry and fishing

16 

81 

25 

351 

75 

150 

613 

630 

1,941 

Construction

274 

49 

370 

350 

342 

788 

116 

234 

2,523 

Commerce

2,508 

4,819 

939 

3,612 

861 

4,959 

765 

4,576 

23,039 

Electricity, gas and water

538 

53 

188 

523 

31 

371 

239 

1,395 

3,338 

Financing, insurance and business services

2,319 

4,150 

668 

4,515 

543 

4,036 

174 

5,406 

21,811 

Governments

966 

344 

3,256 

250 

34 

366 

5,217 

Mining and quarrying

120 

569 

280 

139 

185 

172 

4,941 

6,409 

Manufacturing

2,586 

1,061 

3,369 

7,794 

2,485 

1,857 

685 

5,735 

25,572 

Commercial real estate

1,274 

2,275 

997 

908 

360 

672 

518 

7,008 

Transport, storage and communication

579 

1,438 

310 

1,024 

399 

1,115 

258 

4,323 

9,446 

Other

397 

507 

268 

296 

234 

21 

61 

1,790 

Wholesale Banking

10,611 

15,968 

7,481 

22,909 

5,242 

14,617 

3,081 

28,185 

108,094 

Portfolio impairment provision

(66)

(45)

(112)

(203)

(88)

(293)

(55)

(12)

(874)

Total loans and advances to customers

29,973 

31,399 

36,804 

41,992 

8,866 

18,484 

4,029 

30,256 

201,803 

Total loans and advances to banks

19,453 

5,085 

2,780 

7,232 

511 

1,864 

300 

15,708 

52,933 

1   Other Asia Pacific region (Other APR) includes Malaysia: Total loans and advances to customers $9,022 million; Total loans and advances to banks $390 million.

 

Total loans and advances to customers include $3,511 million held at fair value through profit or loss. Total loans and advances to banks include $2,048 million held at fair value through profit or loss.

 

 

 

 


 

  

2008 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million 

$million 

$million 

$million   

$million

$million 

$million 

$million 

$million 

Loans to individuals




  






Mortgages

12,977 

6,044 

17,120 

8,786 

1,447 

891 

171 

131 

47,567 

Other

2,826 

3,529 

4,383 

5,389 

910 

2,742 

564 

1,106 

21,449 

Small and medium enterprises

1,288 

1,754 

3,603 

2,660 

1,093 

710 

170 

370 

11,648 

Consumer Banking

17,091 

11,327 

25,106 

16,835 

3,450 

4,343 

905 

1,607 

80,664 

Agriculture, forestry and fishing

27 

65 

34 

193 

34 

106 

383 

562 

1,404 

Construction

142 

81 

367 

424 

305 

823 

40 

143 

2,325 

Commerce

2,150 

2,685 

964 

3,533 

749 

4,150 

725 

2,395 

17,351 

Electricity, gas and water

453 

15 

93 

532 

34 

242 

71 

1,246 

2,686 

Financing, insurance and business services

3,455 

2,303 

427 

2,988 

533 

3,329 

453 

12,075 

25,563 

Governments

366 

3,480 

383 

26 

427 

4,682 

Mining and quarrying

355 

26 

174 

104 

257 

194 

4,710 

5,820 

Manufacturing

2,756 

1,153 

3,475 

7,866 

2,255 

1,864 

598 

4,892 

24,859 

Commercial real estate

1,353 

1,265 

787 

1,245 

332 

526 

10 

839 

6,357 

Transport, storage and communication

470 

366 

356 

921 

121 

1,218 

220 

2,113 

5,785 

Other

168 

415 

217 

403 

12 

319 

48 

85 

1,667 

Wholesale Banking

10,974 

9,069 

6,746 

21,759 

4,479 

13,217 

2,768 

29,487 

98,499 

Portfolio impairment provision

(61)

(47)

(89)

(228)

(66)

(84)

(31)

(45)

(651)

Total loans and advances to customers

28,004 

20,349 

31,763 

38,366 

7,863 

17,476 

3,642 

31,049 

178,512 

Total loans and advances to banks

18,963 

9,283 

1,594 

5,201 

291 

1,504 

587 

10,523 

47,946 

1 Other APR includes Malaysia: Total loans and advances to customers $7,955 million; Total loans and advances to banks $411 million.

 

Total loans and advances to customers include $4,334 million held at fair value through profit or loss. Total loans and advances to banks include $1,363 million held at fair value through profit or loss.


Maturity analysis

Approximately half of our loans and advances to customers are short-term having a contractual maturity of one year or less. The Wholesale Banking portfolio is predominantly short-term, with 70 per cent of loans and advances having a contractual maturity of one year or less. In Consumer Banking, 61 per cent of the portfolio is in the mortgage book, traditionally longer term in nature and well secured. Whilst the Other and SME loans in Consumer Banking have short contractual maturities, typically they may be renewed and repaid over longer terms in the normal course of business.

The following tables show the contractual maturity of loans and advances to customers by each principal category of borrowers business or industry.

 


2009 


One year
  or less 

One to 
five years 

Over 
five years 

Total 

$million 

$million 

$million 

$million 

Loans to individuals





Mortgages

2,455 

7,818 

47,364 

57,637 

Other

14,266 

7,158 

2,222 

23,646 

Small and medium enterprises

7,110 

3,054 

3,136 

13,300 

Consumer Banking

23,831 

18,030 

52,722 

94,583 

Agriculture, forestry and fishing

1,515 

348 

78 

1,941 

Construction

1,921 

482 

120 

2,523 

Commerce

19,981 

2,919 

139 

23,039 

Electricity, gas and water

1,056 

825 

1,457 

3,338 

Financing, insurance and business services

15,282 

6,484 

45 

21,811 

Governments

4,754 

398 

65 

5,217 

Mining and quarrying

3,296 

1,531 

1,582 

6,409 

Manufacturing

18,979 

5,286 

1,307 

25,572 

Commercial real estate

3,325 

3,523 

160 

7,008 

Transport, storage and communication

3,665 

4,312 

1,469 

9,446 

Other

1,369 

268 

153 

1,790 

Wholesale Banking

75,143 

26,376 

6,575 

108,094 

Portfolio impairment provision




(874)





201,803 







2008 


One year
   or less 

One to
 five years 

Over
                 five years 

Total 

$million 

$million 

$million 

$million 

Loans to individuals





Mortgages

2,357 

6,883 

38,327 

47,567 

Other

11,575 

7,118 

2,756 

21,449 

Small and medium enterprises

6,780 

2,653 

2,215 

11,648 

Consumer Banking

20,712 

16,654 

43,298 

80,664 

Agriculture, forestry and fishing

1,008 

259 

137 

1,404 

Construction

1,943 

356 

26 

2,325 

Commerce

15,732 

1,477 

142 

17,351 

Electricity, gas and water

1,108 

345 

1,233 

2,686 

Financing, insurance and business services

19,057 

6,026 

480 

25,563 

Governments

4,476 

43 

163 

4,682 

Mining and quarrying

3,238 

1,449 

1,133 

5,820 

Manufacturing

18,300 

5,293 

1,266 

24,859 

Commercial real estate

2,186 

4,064 

107 

6,357 

Transport, storage and communication

2,988 

1,743 

1,054 

5,785 

Other

1,271 

337 

59 

1,667 

Wholesale Banking

71,307 

21,392 

5,800 

98,499 

Portfolio impairment provision




(651)





178,512 


Problem credit management and provisioning

Consumer Banking

In Consumer Banking, where there are large numbers of small value loans, a primary indicator of potential impairment is delinquency.  However, not all delinquent loans (particularly those in the early stage of delinquency) will be impaired. Within Consumer Banking an account is considered to be delinquent when payment is not received on the due date. For delinquency reporting purposes we follow industry standards, measuring delinquency as of 1, 30, 60, 90, 120 and 150 days past due. Accounts that are overdue by more than 30 days are more closely monitored and subject to specific collections processes.

Provisioning within Consumer Banking reflects the fact that the product portfolios (excluding medium enterprises among SME customers and Private Banking customers) consist of a large number of comparatively small exposures.  As a result, much of the provisioning is initially done at an account level for each product and a portfolio impairment provision (PIP) is raised on a portfolio basis.  PIP is set using expected loss rates, based on past experience supplemented by an assessment of specific factors affecting the relevant portfolio.  These include an assessment of the impact of economic conditions, regulatory changes and portfolio characteristics such as delinquency trends and early alert trends.  The PIP methodology provides for accounts for which an individual impairment provision has not been raised.

For the main unsecured products and loans secured by automobiles, the entire outstanding amount is generally written off at 150 days past due.  Unsecured consumer finance loans are similarly written off at 90 days past due.  For secured loans (other than those secured by automobiles) individual impairment provisions (IIP) are generally raised at either 150 days (mortgages) or 90 days (other) past due. 

The provisions are based on the estimated present values of future cashflows, in particular those resulting from the realisation of security.  Following such realisation any remaining loan will be written off.  The days past due used to trigger write offs and IIP are broadly driven by past experience, which shows that once an account reaches the relevant number of days past due, the probability or recovery (other than by realising security where appropriate) is low.  For all products there are certain situations where the individual impairment provisioning or write off process is accelerated, such as in cases involving bankruptcy, fraud and death. Write off and IIP is accelerated for all restructured accounts to 90 days past due (unsecured and automobile finance) and 120 days past due (secured) respectively.

The procedures for managing problem credits for Private Banking and the medium enterprises in the SME segment of Consumer Banking are similar to those adopted in Wholesale Banking (described on page 33).

Non-performing loans are defined as loans past due by more than 90 days or that are otherwise individually impaired. Consumer Banking has seen significant improvements in the level of non performing loans in Taiwan and Korea due to de-risking actions taken and improvements in collections processes.  These have been offset to some extent by increases in India and UAE.

The cover ratio is a common metric used in considering trends in provisioning and non-performing loans.  It should be noted, however, that, as explained above, a significant proportion of the PIP is intended to reflect losses inherent in the loan portfolio that is less than 90 days delinquent and hence recorded as performing. 

 

The following tables set out the total non-performing loans for Consumer Banking:

  

2009 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

  

$million 

$million 

$million 

$million   

$million 

$million 

$million 

$million 

$million 

Loans and advances




  






Gross non-performing

80 

47 

190 

482 

65 

263 

28 

97 

1,252 

Individual impairment provision

(64)

(20)

(63)

(212)

(17)

(91)

(10)

(61)

(538)

Non-performing loans net of individual impairment provision

16 

27 

127 

270 

48 

172 

18 

36 

714 

Portfolio impairment provision





 




(519)

Net non-performing loans and advances





 




195 

Cover ratio




  





84%

1   Other APR includes Malaysia: Gross non-performing $166 million; Individual impairment provision $(47) million;  Non-performing loans net of individual impairment provision $119 million.

 

 

 

 

 

  

2008 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million 

$million 

$million 

$million   

$million 

$million 

$million 

$million 

$million 

Loans and advances




  






Gross non-performing

85 

65 

287 

601 

49 

170 

35 

95 

1,387 

Individual impairment provision

(39)

(18)

(76)

(291)

(10)

(71)

(12)

(26)

(543)

Non-performing loans net of individual impairment provision

46 

47 

211 

310 

39 

99 

23 

69 

844 

Portfolio impairment provision





 




(449)

Net non-performing loans and advances





 




395 

Cover ratio




  





72%

1  Other APR includes Malaysia: Gross non-performing $164 million; Individual impairment provision $(41) million;  Non-performing loans net of individual impairment provision $123 million.

 


The Consumer Banking total net impairment charge has increased by $115 million, or 12 per cent. Mortgages dominate the Consumer Banking portfolio, making up 61 per cent of loans and advances to customers.  The mortgage portfolio has an average loan to value ratio of 48 per cent, loss rates are low and have improved through the second half of the year. The exception to this is in UAE, where the significant fall in Dubai property prices has impacted the mortgage portfolio. 

The increases in impairment have arisen primarily in the unsecured portfolios in MESA, India, Singapore and Korea. In UAE the impairment charge has been impacted by rising unemployment, with the bulk of the charge taken in the unsecured credit card and personal loan portfolios.  The high level of expatriate customers in this market has made collections a particular challenge.  In India the impairment charge is driven by the unsecured credit card and instalment loan portfolios which have suffered with the high levels of customer debt leverage seen in this market.  Rising unemployment and falling export orders have led to increased impairment in the unsecured and SME portfolios in Singapore.  The unsecured portfolios in Korea have also been impacted by increases in personal bankruptcy and debt restructuring programme filings.

 

The tables below set out the net impairment charge by geographic area:

 

2009 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million 

$million 

$million 

$million   

$million 

$million 

$million 

$million 

$million 

Gross impairment charge

139 

64 

200 

424 

163 

256 

31 

33 

1,310 

Recoveries/provisions no longer required

(38)

(20)

(21)

(150)

(26)

(39)

(11)

(7)

(312)

Net individual impairment charge

101 

44 

179 

274 

137 

217 

20 

26 

998 

Portfolio impairment provision charge





 




54 

Net impairment charge





 




1,052 

1  Other APR includes Malaysia: Gross impairment charge $90 million; Recoveries/provisions no longer required $(41) million; Net individual impairment charge $49 million.

 

  

2008 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million 

$million 

$million 

$million 

$million 

$million 

$million

$million 

$million 

Gross impairment charge

135 

39 

165 

442 

110 

197 

27 

64 

1,179 

Recoveries/provisions no longer required

(37)

(26)

(16)

(130)

(28)

(25)

(11)

(8)

(281)

Net individual impairment charge

98 

13 

149 

312 

82 

172 

16 

56 

898 

Portfolio impairment provision charge





 




39 

Net impairment charge





 




937 

Other APR includes Malaysia: Gross impairment charge $85 million; Recoveries/provisions no longer required $(43) million; Net individual impairment charge $42 million.



Wholesale Banking

Loans are classified as impaired and considered non-performing where analysis and review indicates that full payment of either interest or principal is questionable, or as soon as payment of interest or principal is 90 days overdue. Impaired accounts are managed by our specialist recovery unit, Group Special Assets Management (GSAM), which is separate from our main businesses. Where any amount is considered irrecoverable, an individual impairment provision is raised. This provision is the difference between the loan carrying amount and the present value of estimated future cash flows.

The individual circumstances of each customer are taken into account when GSAM estimates future cash flow. All available sources, such as cash flow arising from operations, selling assets or subsidiaries, realising collateral or payments under guarantees, are considered. In any decision relating to the raising of provisions, we attempt to balance economic conditions, local knowledge and experience, and the results of independent asset reviews.

Where it is considered that there is no realistic prospect of recovering a portion of an exposure against which an impairment provision has been raised, that amount will be written off.

As with Consumer Banking, a portfolio impairment provision (PIP) to cover the inherent risk of losses which although not identified, are know to be present in any portfolio. In Wholesale Banking, this is set with reference to historic loss rates and subjective factors such as the economic environment and the trends in key portfolio indicators. The PIP methodology provides for accounts for which an individual impairment provision has not been raised.

Gross non performing loans in Wholesale Banking have increased by $1.1 billion since 2008, and this is driven by a small number of individually significant accounts, the largest of which are two closely linked customers in Saudi Arabia, included within the MESA region. 

The cover ratio reflects the extent to which gross non-performing loans are covered by individual and portfolio impairment provisions. The cover ratio has increased from 61 per cent as at 31 December 2008 to 65 per cent as at 31 December 2009. It continues to be impacted by downgrades of accounts in which recovery of principal is expected and so a low level of provision has been raised, in accordance with IAS 39. The balance uncovered by individual impairment provisions represents the value of collateral held and/or our estimate of the net outcome of any workout strategy.


The following tables set out the total non-performing loans for Wholesale Banking:


2009 


Asia Pacific







Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million

$million

$million

$million 

$million

$million 

$million

$million

$million

Loans and advances










Gross non-performing

207 

10 

352 

780 

207 

855 

160 

189 

2,760 

Individual impairment provision

(117)

(7)

(204)

(408)

(74)

(469)

(53)

(115)

(1,447)

Non-performing loans net of individual impairment provision

90 

148 

372 

133 

386 

107 

74 

1,313 

Portfolio impairment provision









(357)

Net non-performing loans and advances









956 

Cover ratio









65%

1 Other APR includes Malaysia: Gross non-performing $37 million; Individual impairment provision $(18) million; Non-performing loans and advances, net of individual impairment provision $19 million.

 



2008 


Asia Pacific







Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million

$million

$million

$million

$million

$million

$million

$million

$million

Loans and advances










Gross non-performing

201 

193 

533 

61 

241 

80 

308 

1,620 

Individual impairment provision

(125)

(2)

(78)

(314)

(34)

(99)

(42)

(87)

(781)

Non-performing loans net of individual impairment provision

76 

115 

219 

27 

142 

38 

221 

839 

Portfolio impairment provision









(208)

Net non-performing loans and advances









631 

Cover ratio









61%

1  Other APR includes Malaysia: Gross non-performing $16 million; Individual impairment provision $(16) million; Non-performing loans and advances, net of individual impairment provision $nil million.

 

The total net impairment charge in Wholesale Banking has increased by $564 million, largely driven by the increase in the MESA region. A significant individual impairment charge has been taken against two closely linked customers in Saudi Arabia. To address the exceptional amount of economic stress still being experienced in the region, and the unusual level of uncertainty, the Group has significantly increased the portfolio impairment provision in 2009.

 

The tables below set out the net impairment charge by geographic area:

  

2009 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

  

$million

$million

$million

$million 

$million

$million

$million

$million

$million

Gross impairment charge

52 

111 

194 

55 

394 

15 

58 

882 

Recoveries/provisions no longer required

(8)

(5)

(18)

(23)

(6)

(6)

(3)

(7)

(76)

Net individual impairment charge

44 

(2)

93 

171 

49 

388 

12 

51 

806 

Portfolio impairment provision charge





 




142 

Net impairment charge





 




948 

1  Other APR includes Malaysia: Gross impairment charge $11 million; Recoveries/provisions no longer required $(5) million; Net individual impairment charge $6 million.

 

  

2008 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

  

$million

$million

$million

$million 

$million

$million

$million

$million

$million

Gross impairment charge

94 

89 

118 

35 

44 

394 

Recoveries/provisions no longer required

(20)

(3)

(16)

(5)

(7)

(9)

(29)

(89)

Net individual impairment charge/(credit)

74 

(3)

89 

102 

30 

(1)

(1)

15 

305 

Portfolio impairment provision charge





 




79 

Net impairment charge





 




384 

1   Other APR includes Malaysia: Gross impairment charge $Nil; Recoveries/provisions no longer required $(2) million; Net individual impairment credit $(2) million.



 

Movement in Group Individual impairment provision

The following tables set out the movements in our total individual impairment provision against loans and advances:

  

2009 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million

$million

$million

$million 

$million

$million

$million

$million

$million

Provisions held at 1 January 2009

164 

20 

154 

605 

44 

170 

54 

113 

1,324 

Exchange translation differences

21 

26 

(6)

49 

Amounts written off

(154)

(50)

(215)

(501)

(162)

(218)

(24)

(5)

(1,329)

Recoveries of acquisition fair values

(7)

(29)

(4)

(40)

Recoveries of amounts previously written off

32 

14 

100 

19 

19 

193 

Discount unwind

(6)

(1)

(13)

(27)

(2)

(6)

(2)

(2)

(59)

Other

49 

(1)

(3)

48 

New provisions

191 

69 

311 

618 

218 

651 

46 

83 

2,187 

Recoveries/provisions no longer required

(46)

(25)

(39)

(173)

(32)

(45)

(14)

(14)

(388)

Net charge against profit

145 

44 

272 

445 

186 

606 

32 

69 

1,799 

Provisions held at 31 December 2009

181 

27 

267 

620 

91 

560 

63 

176 

1,985 

1 Other APR includes Malaysia: Provisions held at 31 December 2009 $64 million.

 

  

2008 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million

$million

$million

$million 

$million

$million

$million

$million

$million

Provisions held at 1 January 2008

74 

44 

137 

623 

44 

197 

66 

88 

1,273 

Exchange translation differences

(43)

(24)

(10)

(28)

(9)

(3)

(116)

Amounts written off

(94)

(48)

(156)

(450)

(114)

(178)

(17)

(62)

(1,119)

Recoveries of acquisition fair values

(19)

(55)

(4)

(78)

Recoveries of amounts previously written off

31 

15 

88 

23 

12 

180 

Acquisitions

28 

15 

46 

Discount unwind

(3)

(1)

(9)

(24)

(1)

(1)

(1)

(40)

Other

10 

(1)

(5)

10 

New provisions

213 

39 

245 

560 

136 

203 

33 

109 

1,538 

Recoveries/provisions no longer required

(58)

(29)

(16)

(146)

(33)

(32)

(18)

(38)

(370)

Net charge against profit

155 

10 

229 

414 

103 

171 

15 

71 

1,168 

Provisions held at 31 December 2008

164 

20 

154 

605 

44 

170 

54 

113 

1,324 

1 Other APR includes Malaysia: Provisions held at 31 December 2008 $57 million.



 

Asset backed securities

Total exposures to asset backed securities

  

31 December 2009

31 December 2008

  

Percentage
of notional
value of
portfolio

Notional

Carrying
value

Fair 
value1

Percentage
of notional
value of
portfolio

Notional

Carrying
value

Fair 
value
1

$million

$million

$million 

$million

$million

$million 

Residential Mortgage Backed Securities ('RMBS')




  




  

 - US Alt-A

2%

74 

42 

31 

2%

84 

57 

35 

 - US Prime

-

-

 - Other

24%

819 

767 

708 

23%

1,024 

969 

858 

Collateralised Debt Obligations ('CDOs')




  




  

 - Asset Backed Securities

2%

77 

13 

10 

5%

208 

32 

30 

 - Other CDOs

10%

353 

285 

273 

9%

379 

306 

225 

Commercial Mortgage Backed Securities ('CMBS')




  




  

 - US CMBS

4%

139 

122 

108 

3%

147 

129 

92 

 - Other

19%

664 

480 

373 

15%

671 

525 

466 

Other Asset Backed Securities ('Other ABS')

39%

1,315 

1,227 

1,204 

43%

1,935 

1,740 

1,551 

  

100%

3,442 

2,936 

2,707 

100%

4,450 

3,759 

3,257 

Of which included within:




  




  

 - Financial assets held at fair value
   through profit or loss

3%

103 

97 

97 

-

-

-

-

 - Investment securities - available-for-
   sale

26%

903 

608 

608 

26%

1,145 

725 

725 

 - Investment securities - Loans and
   receivables

71%

2,436 

2,231 

2,002 

74%

3,305 

3,034 

2,532 

  

100%

3,442 

2,936 

2,707 

100%

4,450 

3,759 

3,257 

Fair value reflects the value of the entire portfolio, including assets redesignated to loans and receivables

   


The carrying value of asset backed securities represents 0.7 per cent (31 December 2008: 0.9 per cent) of our total assets.

The notional value of the ABS portfolio fell by approximately $1 billion during 2009 due to natural redemptions in the portfolio. The difference between carrying value and fair value of the remaining portfolio narrowed to $229 million at 31 December 2009, benefitting from both the redemptions and a recovery in market prices in certain asset classes

The credit quality of the asset backed securities portfolio remains strong. With the exception of those securities subject to an impairment charge, 80 per cent of the overall portfolio is rated A or better, and 39 per cent of the overall portfolio is rated as AAA. The portfolio is broadly diversified across asset classes and geographies, and there is no direct exposure to the US sub-prime market. The portfolio has an average credit grade of AA-, unchanged from year-end 2008.

26 per cent of the overall portfolio is invested in RMBS, with a weighted average credit rating of AA (AA+ in 2008). 45 per cent of the residential mortgage exposures were originated in 2005 or earlier.

12 per cent of the overall portfolio is in CDOs. This includes $77 million of exposures to Mezzanine and High Grade CDOs of ABS, of which $56 million have been impaired. The remainder of the CDOs have a weighted average credit rating of BBB (AA+ in 2008).

23 per cent of the overall portfolio is in CMBS, of which $139 million is in respect of US CMBS with a weighted average credit grade of AAA (AAA in 2008). The weighted average credit rating of the Other CMBS is A- (AA in 2008).

39 per cent of the overall portfolio is in Other ABS, which includes securities backed by credit card receivables, bank collateralised loan obligations, future flows and student loans, with a weighted credit rating of AA.

The Group reclassified some asset backed securities from trading and available-for-sale to loans and receivables with effect from 1 July 2008. The securities were reclassified at their fair value on the date of reclassification. Note 10 on page 62 provides details of the remaining balance of those assets reclassified in 2008. No assets were reclassified in the twelve months to 31 December 2009.  


Writedowns of asset backed securities






Trading

Available
for-sale

Loans and
receivables

Total


$million

$million

$million

$million

31 December 2009





   Credit to available-for-sale reserves

26 

26 

   Charge to the profit and loss account

(70)

(7)

(77)

31 December 2008





   Charge to available-for-sale reserves

-

(309)

(309)

   Charge to the profit and loss account

(74)

(90)

(164)

 

Country cross-border risk

Country cross border risk is the risk that we will be unable to obtain payment from our customers or third parties on their contractual obligations as a result of certain actions taken by foreign governments, chiefly relating to convertibility and transferability of foreign currency.

The GRC is responsible for our country cross border risk limits and delegates the setting and management of country limits to the Group Country Risk function.

The business and country chief executive officers manage exposures within these limits and policies. Countries designated as higher risk are subject to increased central monitoring.

Cross border assets comprise loans and advances, interest- bearing deposits with other banks, trade and other bills, acceptances, amounts receivable under finance leases, derivatives, certificates of deposit and other negotiable paper investment securities, and formal commitments where the counterparty is resident in a country other than that where the assets are recorded. Cross border assets also include exposures to local residents denominated in currencies other than the local currency.

Cross border exposure to China, India, Hong Kong, Singapore and UAE has risen significantly reflecting our focus and continued expansion in our core countries and the execution of underlying business strategies in these key markets.

Cross border exposure to UAE has increased as we grew our Abu Dhabi portfolio. In South Korea growth in the Wholesale Banking business was offset by a significant reduction in the marked to market positions on our derivative exposure and short-term exposure to the USA has continued to expand primarily in support of our substantial clearing capabilities.

Cross border exposure to countries in which we do not have a significant presence predominantly relates to short-dated money market and some global corporate activity.  This business is originated in our key markets, but is conducted with counterparties domiciled in the country against which the exposure is reported, as indicated by the increased positions on France, Australia, Netherlands and Switzerland

The following table, based on our internal country cross border risk reporting requirements, shows cross border outstandings where they exceed one per cent of total assets.

 



2009 

2008 



One year 
or less 

Over 
one year 

Total 

One year 
or less 

Over 
one year 

Total 

$million 

$million 

$million 

$million 

$million 

$million 

US


14,484 

5,604 

20,088 

12,839 

5,449 

18,288 

India


8,370 

10,470 

18,840 

8,806 

6,862 

15,668 

Hong Kong


12,410 

4,856 

17,266 

9,481 

4,136 

13,617 

Singapore


13,135 

3,411 

16,546 

9,715 

3,003 

12,718 

South Korea


8,555 

6,500 

15,055 

8,803 

7,040 

15,843 

United Arab Emirates


5,807 

9,071 

14,878 

5,989 

4,546 

10,535 

China


5,979 

4,007 

9,986 

4,480 

3,292 

7,772 

France


5,680 

2,328 

8,008 

3,071 

1,835 

4,906 

Australia


2,466 

2,566 

5,032 

2,000 

1,552 

3,552 

Netherlands


2,350 

2,461 

4,811 

2,445 

1,648 

4,093 

Switzerland


2,844 

1,638 

4,482 

3,147 

623 

3,770 


Market risk

We recognise market risk as the risk of loss resulting from changes in market prices and rates. Our exposure to market risk arises principally from customer-driven transactions.  The objective of our market risk policies and processes is to obtain the best balance of risk and return whilst meeting customers' requirements.

The primary categories of market risk for Standard Chartered are:

•  interest rate risk: arising from changes in yield curves, credit spreads and implied volatilities on interest rate options.

•  currency exchange rate risk: arising from changes in exchange rates and implied volatilities on foreign exchange options.

•  commodity price risk: arising from changes in commodity prices and commodity option implied volatilities; covering energy, precious metals, base metals and agriculture.

•  equity price risk: arising from changes in the prices of equities, equity indices, equity baskets and implied volatilities on related options.

Market risk governance

The Group Risk Committee (GRC) approves our market risk appetite taking account of market volatility, the range of traded products and asset classes, business volumes and transaction sizes. Market risk appetite has remained broadly stable in 2009.

The Group Market Risk Committee (GMRC), under authority delegated by the GRC, is responsible for setting Value at Risk (VaR) and stress loss limits for market risk within our risk appetite. The GMRC is also responsible for policies and other standards for the control of market risk and overseeing their effective implementation. These policies cover both trading and non-trading books of the Group. The trading book is defined as per the FSA Handbook's Prudential Sourcebook for Banks, Building Societies and Investment Firms (BIPRU). This is more restrictive than the broader definition within IAS 39 'Financial Instruments: Recognition and Measurement', as the FSA only permits certain types of financial instruments or arrangements to be included within the trading book. Limits by location and portfolio are proposed by the businesses within the terms of agreed policy.

Group Market Risk (GMR) approves the limits within delegated authorities and monitors exposures against these limits. Additional limits are placed on specific instruments and position concentrations where appropriate. Sensitivity measures are used in addition to VaR as risk management tools. For example, interest rate sensitivity is measured in terms of exposure to a one basis point increase in yields, whereas foreign exchange, commodity and equity sensitivities are measured in terms of the underlying values or amounts involved. Option risks are controlled through revaluation limits on underlying price and volatility shifts, limits on volatility risk and other variables that determine the options' value.

Value at Risk ('VaR')

We measure the risk of losses arising from future potential adverse movements in market rates, prices and volatilities using a VaR methodology. VaR, in general, is a quantitative measure of market risk that applies recent historic market conditions to estimate the potential future loss in market value that will not be exceeded in a set time period at a set statistical confidence level. VaR provides a consistent measure that can be applied across trading businesses and products over time and can be set against actual daily trading profit and loss outcome.

VaR is calculated for expected movements over a minimum of one business day and to a confidence level of 97.5 per cent. This confidence level suggests that potential daily losses, in excess of the VaR measure, are likely to be experienced six times per year.

We apply two VaR methodologies:

•  historic simulation: involves the revaluation of all unmatured contracts to reflect the effect of historically observed changes in market risk factors on the valuation of the current portfolio.  This approach is applied for general market risk factors.

•  Monte Carlo simulation: this methodology is similar to historic simulation but with considerably more input risk factor observations. These are generated by random sampling techniques, but the results retain the essential variability and correlations of historically observed risk factor changes. This approach is applied for credit spread VaR.

In both methods an historical observation period of one year is chosen and applied.

VaR is calculated as our exposure as at the close of business, generally London time. Intra-day risk levels may vary from those reported at the end of the day.

Back testing

To assess their predictive power, VaR models are back tested against actual results. In 2009 there was only one exception in the regulatory back testing, compared with three in 2008. This is well within the 'green zone' applied internationally to internal models by bank supervisors, and implies that model reliability is statistically greater than 95 per cent.

Stress testing

Losses beyond the confidence interval are not captured by a VaR calculation, which therefore gives no indication of the size of unexpected losses in these situations.

Group Market Risk complements the VaR measurement by weekly stress testing of market risk exposures to highlight the potential risk that may arise from extreme market events that are rare but plausible.

Stress testing is an integral part of the market risk management framework and considers both historical market events and forward-looking scenarios. A consistent stress testing methodology is applied to trading and non-trading books.The stress testing methodology assumes that scope for management action would be limited during a stress event, reflecting the decrease in market liquidity that often occurs.

Stress scenarios are regularly updated to reflect changes in risk profile and economic events. The Group Market Risk Committee has responsibility for reviewing stress exposures and, where necessary, enforcing reductions in overall market risk exposure. The GRC considers the results of stress tests as part of its supervision of risk appetite.

Regular stress test scenarios are applied to interest rates, credit spreads, exchange rates, commodity prices and equity prices. This covers all asset classes in the Financial Markets banking and trading books.

Ad hoc scenarios are also prepared reflecting specific market conditions and for particular concentrations of risk that arise within the businesses.

Market risk changes

Total average VaR rose in 2009 against 2008.  This stemmed mainly from the non-trading book VaR, and reflected sharp increases in the volatility of credit spreads that followed the collapse of Lehman Brothers in September 2008.  The one year historic data window applied as an input to the VaR model continued to reflect this period of particularly high credit spread volatility throughout most of 2009.  Average trading book VaR rose slightly in 2009, with Commodities and Equities VaR increasing as these businesses continue to expand their activities.

Securities classed as loans and receivables or held to maturity were removed from VaR in June 2009. These non-traded securities are accounted for on an amortised cost basis, so market price movements have no effect on either profit and loss or reserves. This alignment of VaR with accounting treatment resulted in an $8.6 million reduction in total VaR at the time of implementation.  The inclusion of the listed part of our Private Equity portfolio in non-trading VaR from October 2009 resulted in a $3 million increase in total VaR.


 

Daily value at risk (VaR at 97.5%, 1 day)

 

2009 

2008 

Trading and Non-trading

Average

High

Low

Actual

Average

High

Low

Actual

$million

$million  

$million 

$million 

$million

$million  

$million 

$million 

Interest rate risk

37.3 

46.7 

24.7 

25.5 

25.1 

37.6 

14.2 

36.7 

Foreign exchange risk

7.8 

16.1 

3.5 

5.0 

6.0 

8.7 

3.3 

4.8 

Commodity risk

3.0 

5.5 

1.3 

3.7 

1.3 

2.4 

0.6 

2.1 

Equity risk

4.3 

11.1 

1.1 

10.8 

1.4 

2.4 

0.5 

0.8 

Total

38.9 

47.9 

27.6 

31.8 

31.5 

42.5 

17.8 

41.7 

Trading


  

  

  


  

  

  


  

  

  


  

  

  

Interest rate risk

11.7 

17.8 

8.7 

10.5 

12.0 

16.0 

8.5 

9.3 

Foreign exchange risk

7.8 

16.1 

3.5 

5.0 

6.0 

8.7 

3.3 

4.8 

Commodity risk

3.0 

5.5 

1.3 

3.7 

1.3 

2.4 

0.6 

2.1 

Equity risk

2.7 

3.6 

1.0 

2.5 

1.4 

2.4 

0.5 

0.8 

Total

14.5 

19.3 

9.9 

13.2 

14.2 

20.6 

9.2 

9.8 

Non-trading


  

  

  


  

  

  


  

  

  


  

  

  

Interest rate risk

32.4 

41.0 

20.8 

22.2 

19.8 

39.6 

10.6 

38.8 

Equity risk

1.8 

9.9 

-

9.1 

-

-

-

-

Total

32.7 

41.0 

22.6 

23.5 

19.8 

39.6 

10.6 

38.8 

1     Interest rate risk VaR includes credit spread risk arising from securities held for trading or available-for-sale.

2   The total VaR shown in the tables above is not a sum of the component risks due to offsets between them.

3     Highest and lowest VaR for each risk factor are independent and usually occur on different days.

4   Actual one day VaR as at period end date.

5   Non-trading equity risk VaR was included only from October 2009. For the period October to December 2009, non-trading equity risk VaR average was $9.1 million, with a low of $8.7 million.

 

Average daily income earned from market risk related activities



Trading

2009 

2008 

$million 

$million 

Interest rate risk

5.0 

3.4 

Foreign exchange risk

5.3 

5.1 

Commodity risk

1.0 

0.6 

Equity risk

0.4 

Total

11.7 

9.1 

 

Non-Trading





Interest rate risk

4.5 

3.2 

Total

4.5 

3.2 


Market risk VaR coverage

Interest rate risk from across the non-trading book portfolios is transferred to Financial Markets where it is managed by local Asset and Liability Management (ALM) desks under the supervision of local Asset and Liability Committees (ALCO). The ALM desks deal in the market in approved financial instruments in order to manage the net interest rate risk, subject to approved VaR and risk limits.  The interest rate risk on securities issued by Group Treasury is hedged to floating rate and is not included within Group VaR.

VaR and stress tests are therefore applied to non-trading book exposures in the same way as for the trading book, including listed available for sale securities.  Securities classed as 'loans and receivables' or 'held to maturity' are not reflected in VaR or stress tests since they are accounted on an amortised cost basis, so market price movements have no effect on either profit and loss or reserves.

Foreign exchange risk on the non-trading book portfolios is minimised by match funding assets and liabilities in the same currency. Structural foreign exchange currency risks are not included within Group VaR.

Equity risk relating to non-listed Private Equity and strategic investments is not included within the VaR. It is separately managed through delegated limits for both investment and divestment, and is also subject to regular review by an investment committee. Equity shareholdings are detailed in note 16 on page 67.

Market risk regulatory capital

At Group level, the FSA specifies minimum capital requirements against market risk. The FSA has granted the Group CAD2 internal model approval covering the majority of interest rate and foreign exchange risk in the trading book. In 2008 the scope was extended to include precious and base metals market risk. Positions outside the CAD2 scope are assessed according to standard FSA rules.

At 31 December 2009, our market risk regulatory capital requirement was $1.6 billion (31 December 2008: $0.7 billion).  The increase occurred despite a reduction in trading book market risk as reflected above in internal VaR.  It arises primarily due to energy derivative positions that are subject to FSA standard rules and for which application has been made to the FSA for CAD2 approval.

Derivatives

Derivatives are contracts with characteristics and value derived from underlying financial instruments, interest and exchange rates or indices. They include futures, forwards, swaps and options transactions. Derivatives are an important risk management tool for banks and their customers because they can be used to manage market price risk. The market risk of derivatives is managed in essentially the same way as other traded products.

Our derivative transactions are principally in instruments where the mark-to-market values are readily determinable by reference to independent prices and valuation quotes.

We enter into derivative contracts in the normal course of business to meet customer requirements and to manage our exposure to fluctuations in market price movements.

Derivatives are carried at fair value and shown in the balance sheet as separate totals of assets and liabilities. Recognition of fair value gains and losses depends on whether the derivatives are classified as trading or held for hedging purposes.

The credit risk arising from all financial derivatives is managed as part of the overall lending limits to financial institutions and corporate customers. This is covered in more detail in the Credit risk section on page 26.

Hedging

Countries within the Group use futures, forwards, swaps and options transactions primarily to mitigate interest and foreign exchange risk arising from their own country exposures.  The Company also uses futures, forwards and options to hedge foreign exchange and interest rate risk.

In accounting terms under IAS 39, hedges are classified into three types: fair value hedges, predominantly where fixed rates of interest or foreign exchange are exchanged for floating rates; cash flow hedges, predominantly where variable rates of interest or foreign exchange are exchanged for fixed rates; and hedges of net investments in overseas operations translated to the parent company's functional currency, US dollars.

The use of interest rate swaps for the purposes of hedging significantly increased in 2009 compared to 2008. A large part of the increase arose in cash flow hedges from hedging of the returns on mortgage backed securities obtained in 2009 following the government sponsored mortgage acquisition programme in Korea. The use of fair value hedging was also expanded as part of our focus on liquidity management. Foreign exchange options were also taken out during the year to provide more flexibility in managing the foreign exchange risks in elements of our non-US dollar cost base.   

We may also, under certain individually approved circumstances, enter into 'economic hedges' which do not qualify for IAS 39 hedge accounting treatment, and which are accordingly marked to market through the profit and loss account, thereby creating an accounting asymmetry. These are entered into primarily to ensure that residual interest rate and foreign exchange risks are being effectively managed.

Structural currency exposure management

We have investments in foreign operations (subsidiaries and branches) in currencies other than our functional currency, US dollars. Foreign exchange movements on those net investments in foreign currencies are taken to our reserves; these reserves form part of the capital base. The effect of exchange rate movements on the capital ratio is partially mitigated by the fact that both the value of these investments and the risk weighted assets in those currencies follow broadly the same exchange rate movements. We hedge the net investments in limited circumstances if it is anticipated that the capital ratio will be materially affected by exchange rate movements.

Liquidity risk

Liquidity risk is the risk that we either do not have sufficient financial resources available to meet all our obligations and commitments as they fall due, or can only access these financial resources at excessive cost.

It is our policy to maintain adequate liquidity at all times, in all geographic locations and for all currencies, and hence to be in a position to meet all obligations as they fall due. We manage liquidity risk both on a short-term and medium-term basis. In the short-term, our focus is on ensuring that the cash flow demands can be met through asset maturities, customer deposits and wholesale funding where required. In the medium-term, the focus is on ensuring the balance sheet remains structurally sound.

The GALCO is the responsible governing body that approves our liquidity management policies. The Liquidity Management Committee (LMC) receives authority from the GALCO and is responsible for setting liquidity limits and proposing liquidity risk policies and practices. Liquidity in each country is managed by the Country ALCO within the pre-defined liquidity limits set by the LMC and in compliance with Group liquidity policies and local regulatory requirements. The Group Treasury and Group Market Risk functions propose and oversee the implementation of policies and other controls relating to the above risks.

We seek to manage our liquidity prudently in all geographical locations and for all currencies. Exceptional market events can impact us adversely, thereby affecting our ability to fulfill our obligations as they fall due. The principal uncertainties for liquidity risk are that customer depositors withdraw their funds at a substantially faster rate than expected, or that repayment for asset maturities is not received on the intended day. To mitigate these uncertainties, our customer deposit base is diversified by type and maturity. In addition we have a portfolio of liquid assets that can be realised if a liquidity stress occurs, as well as ready access to wholesale funds under normal market conditions.

Policies and procedures

Due to the diversified nature of our business, our policy is that liquidity is more effectively managed locally, in-country. Each ALCO is responsible for ensuring that the country is self-sufficient, able to meet all its obligations to make payments as they fall due, and operates within the local regulations and liquidity limits set for the country.

Our liquidity risk management framework requires limits to be set for prudent liquidity management. There are limits on:

•  the mismatch in local and foreign currency behavioural cash flows.

•  the level of wholesale borrowing to ensure that the size of this funding is proportionate to the local market and our local operations.

•  commitments, both on and off balance sheet, to ensure there are sufficient funds available in the event of drawdown on these commitments.

•  the advances to deposits ratio to ensure that commercial advances are funded by stable sources and that customer lending is funded by customer deposits.

•  the amount of medium-term funding to support the asset portfolio.

•  the amount of local currency funding sourced from foreign currency sources.

In addition, we prescribe a liquidity stress scenario that assumes accelerated withdrawal of deposits over a period of time. Each country has to ensure that cash inflows exceed outflows under such a scenario.

All limits are reviewed at least annually, and more frequently if required, to ensure that they remain relevant given market conditions and business strategy. Compliance with limits is monitored independently on a regular basis by Group Market Risk. Limit excesses are escalated and approved under a delegated authority structure and reviewed by ALCO. Excesses are also reported monthly to the LMC and GALCO which provide further oversight.

In addition, regular reports to the ALCO include the following:

•  information on the concentration and profile of debt maturities.

•  depositor concentration report to monitor reliance on large individual depositors.

We have significant levels of marketable securities, principally government securities and bank paper, which can be realised, repo'd or used as collateral in the event that there is a need for liquidity in a crisis. In addition, liquidity crisis management plans are maintained by Group and within each country, and are reviewed and approved annually. The liquidity crisis management plan lays out trigger points and actions in the event of a liquidity crisis to ensure that there is an effective response by senior management.

Primary sources of funding

A substantial portion of our assets is funded by customer deposits made up of current and savings accounts and other deposits. These customer deposits, which are widely diversified by type and maturity, represent a stable source of funds. The Asset and Liability Committee in each country monitors trends in the balance sheet and ensures that any concerns that might impact the stability of these deposits are addressed effectively. ALCO also reviews balance sheet plans to ensure that projected asset growth is matched by growth in the stable funding base.

We maintain access to the interbank wholesale funding markets in all major financial centres and countries in which we operate. This seeks to ensure that we have flexibility around maturity transformation, have market intelligence, maintain stable funding lines and can obtain optimal pricing when we perform our interest rate risk management activities.

Liquidity metrics

We monitor key liquidity metrics on a regular basis. Liquidity is managed on a country basis and in aggregate across the Group. The key metrics are:

Advances to deposit ratio

This is defined as the ratio of total loans and advances to customers relative to total customer deposits. A low advances to deposits ratio demonstrates that customer deposits exceed customer loans resulting from emphasis placed on generating a high level of stable funding from customers.

31 December

2009
$million

2008
$million

Loans and advances to customers1

201,803

178,512

Customer accounts2

256,746

238,591


%

%

Advances to deposits ratio

78.6

74.8

1 see note 14 on page 65.

2 see note 20 on page 71.

Liquid asset ratio

This is the ratio of liquid assets to total assets. The significant level of holdings of liquid assets in the balance sheet reflects the application of our liquidity policies and practices. The following table shows the ratio of liquid assets to total assets:

31 December

2009
%

2008
%

Liquid assets1 to total assets ratio

26.2

23.1

1  Liquid assets are the total of Cash (less restricted balances), net interbank, treasury bills and debt securities less illiquid securities.

 

Operational risk

Operational risk is the risk of direct or indirect loss due to an event or action resulting from the failure of internal processes, people and systems, or from external events. We seek to minimise exposure to operational risk, subject to cost trade-offs. Operational risk exposures are managed through a consistent set of management processes that drive risk identification, assessment, control and monitoring.

The Group Operational Risk Committee (GORC) oversees the management of operational risks across the Group, supported by business, functional, and country-level committees. This formal structure of governance provides the Group Risk Committee with confidence that operational risks are being proactively identified and effectively managed.

Group Operational Risk is responsible for setting and maintaining standards for operational risk management and measurement. An independent assurance function, separate from the business and functions, is responsible for assuring adherence to our operational risk controls.

Regulatory risk

Regulatory risk includes the risk of loss arising from a failure to comply with the laws, regulations or codes applicable to the financial services industry.

The Regulatory Risk function within Group Compliance and Assurance is responsible for developing and maintaining an appropriate framework of regulatory compliance policies and procedures. Compliance with such policies and procedures is the responsibility of all employees and is monitored by the Compliance and Assurance function.

The Group Compliance and Regulatory Risk Committee reviews and approves our Regulatory Compliance standards and monitors key regulatory risks across the Group.

Reputational risk

Reputational risk is that we fail to meet the standards of performance or behaviours mandated by our Board and expected by our stakeholders in the way in which business is conducted. It is our policy that protecting our reputation should at all times take priority over all other activities, including revenue generation.

Reputational risk will arise from the failure to effectively mitigate one or more of country, credit, liquidity, market, regulatory, operational, environmental or social risk. All employees are responsible for day-to-day identification and management of reputational risk.

The Wholesale Banking Responsibility and Reputational Risk Committee and the Consumer Banking Responsibility and Reputational Risk Committee have responsibility for managing reputational risk in their respective businesses, while the Group Risk Committee provides oversight, sets Group-wide policy and monitors any material risk issues.

At country level, it is the responsibility of the country Chief Executive Officer to protect our reputation in that market. To achieve this, the country Chief Executive Officer and country management committee must actively:

•  promote awareness and application of our policy and procedures regarding reputational risk.

•  encourage business and functions to take account of our reputation in all decision-making, including dealings with customers and suppliers.

•  implement effective in-country reporting systems to ensure they are aware of all potential issues.

•  promote effective, proactive stakeholder management.

Pension risk

Pension risk is the risk caused by our obligations to provide pension benefits to our employees. Pension risk exposure is not concerned with the financial performance of our pension schemes but is focused upon the risk to our financial position arising from our need to meet our pension scheme funding obligations. The risk assessment is focused on our obligations towards our major pension schemes, ensuring that our funding obligation to these schemes is comfortably within our financial capacity. Pension risk is monitored on a quarterly basis, taking account of the actual variations in asset values and updated expectations regarding the progression of the pension fund assets and liabilities.

The Pensions Executive Committee is the body responsible for governance of pension risk and it receives its authority directly from the Court.

Tax risk

Tax risk is any uncertainty of outcome regarding our tax position.

We manage tax risk through the Tax Management Committee (TMC), which receives its authority from the Group Asset and Liability Committee (GALCO). Tax risks are identified at both a country and a Group level; significant tax risks identified in this way, and mitigating action both planned and taken, are reported to the TMC and GALCO on a quarterly basis.


Standard Chartered PLC - Capital

Capital management

Our approach to capital management is driven by our desire to maintain a strong capital base to support the development of our business, to meet regulatory capital requirements at all times and to maintain good credit ratings.

Strategic, business and capital plans are drawn up annually covering a three year horizon and are approved by the Board. The capital plan ensures that adequate levels of capital and an optimum mix of the different components of capital are maintained to support our strategy.

The capital plan takes the following into account:

•  regulatory capital requirements.

•  forecast demand for capital to support the credit ratings.

•  increases in demand for capital due to business growth, market shocks or stresses.

•  available supply of capital and capital raising options.

•  internal controls and governance for managing the Group's risk, performance and capital.

We use a capital model to assess the capital demand for material risks, and support our internal capital adequacy assessment. Each material risk is assessed, relevant mitigants considered, and appropriate levels of capital determined. The capital modelling process is a key part of our management disciplines.

A strong governance and process framework is embedded in our capital planning and assessment methodology. Overall responsibility for the effective management of risk rests with the Board. The Audit and Risk Committee reviews specific risk areas and the issues discussed at the key capital management committees. The Group Asset and Liability Committee (GALCO) sets internal triggers and target ranges for capital management and oversees adherence with these.

Current compliance with Capital Adequacy Regulations

Our lead supervisor is the FSA. The capital that we are required to hold by the FSA is determined by our balance sheet, off-balance sheet, counterparty and other risk exposures. Further detail on counterparty and risk exposures is included in the Risk Review on pages 22 to 42.

Capital in branches and subsidiaries is maintained on the basis of host regulators' regulatory requirements. Suitable processes and controls are in place to monitor and manage capital adequacy and ensure compliance with local regulatory ratios in all our legal entities. These processes are designed to ensure that we have sufficient capital available to meet local regulatory capital requirements at all times.  

The table on page 44 summarises the consolidated capital position of the Group. The principal forms of capital are included in the following items on the consolidated balance sheet: share capital and reserves (called-up ordinary share capital and preference shares, and eligible reserves), subordinated liabilities (innovative Tier 1 securities and qualifying subordinated liabilities), and loans to banks and customers (portfolio impairment provision).

Movement in capital

On a Basel II basis, total capital increased by $5,823 million during the year. The issue of shares in August 2009 increased ordinary share capital by $65 million and the $5,073 million increase in eligible reserves is primarily on account of retained profits less dividends paid. We issued $1,500 million of Innovative Tier 1 securities in the period and gave notice of redemption of EUR500 million of Preferred Securities in full. Qualifying subordinated liabilities, net of associated amortisations, decreased on account of the redemption of a variety of Upper and Lower Tier 2 securities amounting to approximately $1,000 million, the impact of which was partially offset by the issuance of TWD10 billion and KRW300 billion Lower Tier 2 subordinated debt.  

Basel II

The Basel Committee on Banking Supervision published a framework for the International Convergence of Capital Measurement and Capital Standards (commonly referred to as 'Basel II'), which replaced the original 1988 Basel I Accord. Basel II is structured around three 'pillars' which are outlined below:

•  Pillar 1 sets out minimum regulatory capital requirements - the minimum amount of regulatory capital banks must hold against the risks they assume

•  Pillar 2 sets out the key principles for the supervisory review of a bank's risk management framework and its capital adequacy. It sets out specific oversight responsibilities for the Board and senior management, reinforcing principles of internal control and other corporate governance practices

•  Pillar 3 aims to bolster market discipline through enhanced disclosure by banks

Basel II provides three approaches of increasing sophistication for the calculation of credit risk capital; the Standardised Approach, the Foundation Internal Ratings Based Approach and the Advanced Internal Ratings Based Approach. Basel II also introduces capital requirements for operational risk for the first time.

The EU Capital Requirements Directive (CRD) is the means by which Basel II has been implemented in the EU. In the case of the provisions relating to the advanced approaches for credit risk and operational risk, implementation commenced from 1 January 2008. In the UK the CRD is implemented by the FSA through its General Prudential Sourcebook and its Prudential Sourcebook for Banks, Building Societies and Investment Firms.

From 1 January 2008, we have been using the Advanced Internal Ratings Based approach for the measurement of credit risk capital. This approach builds on our risk management practices and is the result of a significant investment in data warehousing and risk models.

We use Value at Risk (VaR) models for the measurement of market risk capital for part of our trading book exposures where permission to use such models has been granted by the FSA. Where our market risk exposures are not approved for inclusion in VaR models, the capital requirements are determined using standard rules provided by the regulator which are less risk sensitive.

We apply the Standardised Approach for determining the capital requirements for operational risk.

During the initial years of Basel II implementation, the minimum capital requirements were restricted by reference to the Basel I framework, so they could not fall below 80 per cent of the Basel I capital requirements in 2009. This restriction was due to expire at the end of 2009, but the FSA has decided to retain this capital floor indefinitely.

 

The GALCO targets Tier 1 and total capital ratios within a range of 7 to 9 per cent and 12 to 14 per cent respectively. In light of the uncertain economic environment and evolving regulatory debate on banks' capital structures, we believe it is appropriate to remain strongly capitalised above our target ranges.

   

2009 

20081

$million 

$million 

Tier 1 capital:


  

Called-up ordinary share capital

1,013 

948 

Eligible reserves 2 

25,001 

19,928 

Minority interests

256 

228 

Less: excess expected losses 3 

(502)

(483)

Less: securitisation

(97)

(85)

Goodwill and other intangible assets

(6,620)

(6,361)

Other regulatory adjustments

51 

Core Tier 1 capital

19,102 

14,180 

Innovative Tier 1 securities

2,860 

1,974 

Preference shares

2,694 

2,664 

Tax on excess expected losses2

163 

130 

Less: material holdings

(237)

(216)

Total Tier 1 capital

24,582 

18,732 

Tier 2 capital:


  

Eligible revaluation reserves

253 

107 

Portfolio impairment provision

242 

251 

Less: excess expected losses 3

(502)

(483)

Qualifying subordinated liabilities:


  

    Perpetual subordinated debt

1,535 

1,823 

    Other eligible subordinated debt

9,547 

10,520 

Less: amortisation of qualifying subordinated liabilities

(1,126)

Less: material holdings and securitisations

(335)

(301)

Total Tier 2 capital

10,740 

10,791 

Deductions from Tier 1 and Tier 2 capital

(57)

(81)

Total capital base

35,265 

29,442 

Risk weighted assets


  

Credit risk

173,315 

161,276 

Operational risk

20,696 

18,340 

Market risk

19,912 

9,205 

Total risk weighted assets

213,923 

188,821 

Capital ratios


  

Core Tier 1 capital

8.9%

7.5%

Tier 1 capital

11.5%

9.9%

Total capital ratio

16.5%

15.6%

1 The capital for December 2008 has been restated in accordance with the definitions of Core Tier 1 capital as advised by the FSA on 1 May 2009.

2 The tax benefit on excess expected losses is included 50 per cent in eligible reserves and 50 percent in tax on excess expected losses.

3 Excess expected losses are shown gross.



 

Risk weighted assets



   

2009 

2008 

$million 

$million 

   



Consumer Banking

53,215 

52,124 

Wholesale Banking

160,708 

136,697 

Total risk weighted assets

213,923 

188,821 

   



Hong Kong

24,706 

21,072 

Singapore

21,531 

15,064 

Korea

26,093 

27,020 

Other Asia Pacific

41,276 

37,053 

India

17,381 

15,578 

Middle East & Other S Asia

28,727 

22,070 

Africa

10,228 

7,247 

Americas, UK & Europe

52,921 

51,744 

   

222,863 

196,848 

Less : Intra-group balances

(8,940)

(8,027)

Total risk weighted assets

213,923 

188,821 

Other APR includes Malaysia risk weighted assets of $7,041 million (2008: $6,314 million).

2 Intra-group balances are netted in calculating capital ratios.

  

 


Risk weighted assets (RWA) increased by $25 billion or 13 per cent compared to 2008, largely driven through Wholesale Banking, whose RWA increased by $24 billion, or 18 per cent.  RWA growth was concentrated in Singapore, Hong Kong and MESA.

Credit risk RWA increased by $12 billion, or 7 per cent, largely driven by downgrades in Wholesale Banking resulting in an increase of $13 billion as a result of credit migration. The rate of credit migration eased in the second half of the year, accounting for $2 billion of the $13 billion during the year.  Asset growth was muted resulting in an RWA increase of $1.6 billion whereas savings through RWA efficiencies ($5.2 billion) were higher through collaterals, better data capture and lower risk weighting of the product mix. Against this, savings through the use of CDOs decreased by $1.6 billion due to challenging market conditions. In Consumer Banking the RWA growth was more muted and mainly driven by increases in Other APR, secured on real estate property and SME portfolios, and Singapore, due to the increase in cards, mortgages, SME and Private Banking, partly offset by a decline in Retail and Personal Loans.

Market risk RWA increased by $11 billion, or 116 per cent, in line with increased trading in energy-related products and as a result of changes in methodology as advised by the FSA in respect of credit default swaps.

Operational risk RWA increased by $2 billion, or 13 per cent, and given that it is primarily determined by the change in income drivers over a rolling three year time horizon, the growth reflects the strong performance of the Wholesale Banking businesses over that period.  


Standard Chartered PLC

Consolidated income statement

For the year ended 31 December 2009

 

  

Notes

2009 

20081

$million 

$million 

Interest income


12,926 

16,378 

Interest expense


(5,303)

(8,991)

Net interest income


7,623 

7,387 

Fees and commission income


3,824 

3,420 

Fees and commission expense


(454)

(479)

Net trading income

3

2,890 

2,405 

Other operating income

4

1,301 

1,235 

Non-interest income


7,561 

6,581 

Operating income


15,184 

13,968 

Staff costs


(4,912)

(4,737)

Premises costs


(698)

(738)

General administrative expenses


(1,822)

(1,711)

Depreciation and amortisation

5

(520)

(425)

Operating expenses


(7,952)

(7,611)

Operating profit before impairment losses and taxation


7,232 

6,357 

Impairment losses on loans and advances and other credit
risk provisions


(2,000)

(1,321)

Other impairment

6

(102)

(469)

Profit from associates


21 

Profit before taxation


5,151 

4,568 

Taxation

7

(1,674)

(1,224)

Profit for the year


3,477 

3,344 

  



  

  



  

Profit attributable to:



  

Minority interests

26

97 

103 

Parent company shareholders


3,380 

3,241 

Profit for the year


3,477 

3,344 

  



  

Earnings per share:



  

Basic earnings per ordinary share (cents)

9

167.9 

192.1 

Diluted earnings per ordinary share (cents)

9

165.3 

191.1 

 



  

 

Dividends per ordinary share :





Interim dividend paid (cents)


8

21.23 

19.30 

Final proposed dividend (cents)2


8

44.80 

42.32 




66.03 

61.62 






Total dividend :





Interim dividend paid ($ million)


8

425 

364 

Final proposed dividend ($ million) 2


8

904 

801 




1,329 

1,165 

Amounts have been restated as explained in note 33.

The final dividend will be accounted for in 2010 as explained in note 8.

 


Standard Chartered PLC

Consolidated statement of comprehensive income

For the year ended 31 December 2009

 

  





2009 

20081



Notes

$million 

$million 

Profit for the year




3,477 

3,344 

Other comprehensive income :





  

Exchange differences on translation of foreign operations:





  


Net gains/(losses) taken to equity




600 

(2,794)

Actuarial losses on retirement benefit obligations



23

(150)

(229)

Share of other comprehensive income from associates




19 

Available-for-sale investments:





  


Net valuation gains/(losses) taken to equity




455 

(738)


Reclassified to income




(580)

(198)

Cash flow hedges:





  


Net gains/(losses) taken to equity




14 

(176)


Reclassified to income




106 

(18)

Taxation relating to components of other comprehensive income




62 

218 

Other comprehensive income for the year, net of taxation




526 

(3,935)

Total comprehensive income for the year




4,003 

(591)

  






  

Attributable to:





  

Minority interests



26

111 

(3)

Parent company shareholders




3,892 

(588)

  




4,003 

(591)

Amounts have been restated as explained in note 33.


Standard Chartered PLC

Consolidated balance sheet

As at 31 December 2009

 


Notes

2009 

2008 

$million 

$million 

Assets




Cash and balances at central banks

10, 28

18,131 

24,161 

Financial assets held at fair value through profit or loss

10, 11

22,446 

15,425 

Derivative financial instruments

10, 12

38,193 

69,657 

Loans and advances to banks

10, 13

50,885 

46,583 

Loans and advances to customers

10, 14

198,292 

174,178 

Investment securities

10, 16

75,728 

69,342 

Other assets

10, 18

17,201 

20,374 

Current tax assets


203 

764 

Prepayments and accrued income


3,241 

3,466 

Interests in associates


514 

511 

Goodwill and intangible assets


6,620 

6,361 

Property, plant and equipment


4,103 

3,586 

Deferred tax assets


1,096 

660 

Total assets


436,653 

435,068 





Liabilities




Deposits by banks

10, 19

38,461 

31,909 

Customer accounts

10, 20

251,244 

234,008 

Financial liabilities held at fair value through profit or loss

10, 11

14,505 

15,478 

Derivative financial instruments

10, 12

36,584 

67,775 

Debt securities in issue

10, 21

29,272 

23,447 

Other liabilities

10, 22

16,139 

17,363 

Current tax liabilities


802 

512 

Accruals and deferred income


4,113 

4,132 

Subordinated liabilities and other borrowed funds

10, 24

16,730 

16,986 

Deferred tax liabilities


193 

176 

Provisions for liabilities and charges


184 

140 

Retirement benefit obligations

23

506 

447 

Total liabilities


408,733 

412,373 





Equity




Share capital

25

1,013 

948 

Reserves


26,327 

21,192 

Total parent company shareholders' equity


27,340 

22,140 

Minority interests

26

580 

555 

Total equity


27,920 

22,695 

Total equity and liabilities


436,653 

435,068 


Standard Chartered PLC

Consolidated statement of changes in equity

For the year ended 31 December 2009

 

  

Share                       capital 

Share
premium
account

Capital 
and 
capital 
redemption
 reserve1

Merger
 reserve

Available-
for-sale
reserve

Cash flow
hedge
 reserve

Translation
reserve

Retained
 earnings

Parent 
company 
shareholders'
equity 

Minority
interests

Total

$million 

$million

$million 

$million 

$million

$million

$million

$million 

$million 

$million

$million

At 1 January 2008

705 

4,713 

18 

3,149 

750 

57 

981 

10,478 

20,851 

601 

21,452 

Profit for the year

3,408 

3,408 

103 

3,511 

Other comprehensive income

(755)

(140)

(2,765)

(169)3 

(3,829)

(106)

(3,935)

Distributions

(147)

(147)

Shares issued, net of expenses

237 

36 

2,468 

2,741 

2,741 

Rights issue option (net of tax)

(167) 

(167)

(167)

Net own shares adjustment

(67)

(67)

(67)

Share option expense, net of taxation

128 

128 

128 

Capitalised on scrip dividend

(6)

Dividends, net of scrip

(925)

(925)

(925)

Other increases

104 

104 

At 31 December 2008 as previously stated

948

4,743

18

5,450

(5)

(83)

(1,784)

12,853

22,140

555

22,695

Restatement2

167 

(167)

At 31 December 2008 as restated

948

4,743

18

5,617

(5)

(83)

(1,784)

12,686

22,140

555

22,695

Profit for the year

-  

3,380

3,380

97

3,477

Other comprehensive income

(88)

98 

599

(97)4 

512

14

526

Distributions

(87)

(87)

Shares issued, net of expenses

44

106

1,667

1,817

1,817

Net own shares adjustment

(81)

(81)

(81)

Share option expense, net of taxation

311

311

311

Capitalised on scrip dividend

21

(21)

Dividends, net of scrip

(739)

(739)

(739)

Other increases

1

1

At 31 December 2009

1,013

4,828

18

7,284

(93)

15

(1,185)

15,460

27,340

580

27,920

Includes capital reserve of $5 million and capital redemption reserve of $13 million at 1 January 2008, 31 December 2008 and 31 December 2009.

Amounts have been restated as explained in note 33.

Comprises actuarial losses, net of taxation.

Comprises actuarial losses, net of taxation and minority interest, of $116 million and share of comprehensive income from associates of $19 million.

 



Standard Chartered PLC

Cash flow statement

For the year ended 31 December 2009

 

  



 

  




2009 

2008 


Notes

$million

$million  

Cash flows from operating activities





  

Profit before taxation




5,151 

4,568 

Adjustments for:





  

    Non-cash items included within income statement



27

1,385 

1,995 

    Change in operating assets



27

2,962 

(88,103)

    Change in operating liabilities



27

(11,219)

105,913 

    Contributions to defined benefit schemes




(124)

(95)

    UK and overseas taxes paid, net of refund




(1,210)

(1,400)

Net cash (used in)/from operating activities




(3,055)

22,878 

Net cash flows from investing activities





  

    Purchase of property, plant and equipment




(261)

(579)

    Disposal of property, plant and equipment




218 

73 

    Acquisition of investment in subsidiaries, net of cash acquired




(68)

6,209 

    Disposal of investment in subsidiaries




159 

    Purchase of investment securities




(129,739)

(109,938)

    Disposal and maturity of investment securities




126,678 

97,756 

    Dividends received from investment in associates




11 

Net cash used in investing activities




(3,161)

(6,320)

Net cash flows from financing activities





  

    Issue of ordinary and preference share capital, net of
    expenses




1,817 

2,753 

    Purchase of own shares




(103)

(76)

    Exercise of share options through ESOP




22 

    Interest paid on subordinated liabilities




(361)

(718)

    Gross proceeds from issue of subordinated liabilities




2,063 

3,667 

    Repayment of subordinated liabilities




(2,440)

(1,436)

    Dividends paid to minority interests and preference
   shareholders  net of scrip




(188)

(257)

    Dividends paid to ordinary shareholders net of scrip




(638)

(815)

Net cash from financing activities




172 

3,127 

Net (decrease)/increase in cash and cash equivalents




(6,044)

19,685 

    Cash and cash equivalents at beginning of year




73,699 

55,338 

    Effect of exchange rate movements on cash and cash
    equivalents




418 

(1,324)

Cash and cash equivalents at end of year



28

68,073 

73,699 

Amounts have been restated as explained in note 33.



  



 



 

Standard Chartered PLC - Notes

 

1.      Basis of preparation

The Group financial statements consolidate those of Standard Chartered PLC (the 'Company') and its subsidiaries (together referred to as the 'Group'), equity account the Group's interest in associates and proportionately consolidate interests in jointly controlled entities. The Group financial statements have been prepared and approved by the directors in accordance with International Financial Reporting Standards ('IFRS') and International Financial Reporting Interpretation Committee ('IFRIC') interpretations as adopted by the EU (together 'adopted IFRS').

On 1 January 2009 the Group retrospectively adopted IAS 1 'Presentation of Financial Statements' (revised 2007). As a result, in the Group's financial statements certain terminology has changed and a statement of changes in equity has been included as a primary statement.

On 1 January 2009 the Group retrospectively adopted IFRS 8 'Operating Segments' which did not have a material impact on the Group's financial statements. The Group's reportable segments, as disclosed in note 2, continue to be Consumer Banking and Wholesale Banking.  In addition, the Group continues to provide entity-wide geographic financial information.

On 1 January 2009 the Group retrospectively adopted IFRIC 13 'Customer Loyalty Programmes', IFRIC 16 'Hedges of a Net Investment in a Foreign Operation', amendments to IFRS 2 'Share Based Payment: Vesting Conditions and Cancellations', IAS 23 (revised) 'Borrowing Costs' and an amendment to IAS 32 'Financial Instruments: Presentation', none of which had a material impact on the Group's financial statements.

On 1 January 2009 the Group prospectively adopted an amendment to IAS 27 'Consolidated and Separate Financial Statements' in respect of cost of investment in a subsidiary, jointly controlled entity or associate, which did not have a material impact on the Group's financial statements.

On 1 January 2009 the Group prospectively adopted amendments to IFRS 7 'Financial Instruments: Disclosures'. On 1 January 2009 the Group prospectively adopted amendments to IFRS 7 'Financial Instruments: Disclosures'. Where permitted, comparatives have not been provided.

On 1 January 2009, the Group adopted Improvements to IFRSs (2008), a collection of amendments to a number of IFRSs. The amendments to IAS 19, IAS 20, IAS 28, IAS 31, IAS 32, and IAS 40 were applied on a prospective basis and the amendments to IAS 1, IAS 7, IAS 16, IAS 19, IAS 23, IAS 27, IAS 29, IAS 36, IAS 38 and IAS 39 were applied on a retrospective basis. None of these amendments has had a material impact on the Group's financial statements. However, the amendment to IAS 7 resulted in a reclassification in the cash flow statement of cash flows between investing and operating activities. Further details are provided in note 33.

On 31 December 2009 the Company adopted, on a retrospective basis, the amendment to IAS 32 'Financial Instruments: Presentation' in advance of its effective date. This amendment permits a fixed for fixed rights issue denominated in a currency other than the Company's functional currency to be accounted for within equity rather than creating a derivative liability. The impact has been to reclassify the $233 million gain and associated tax of $66 million recognised in the income statement in respect of the rights issue option in the 2008 annual accounts into equity in these financial statements. Further details are provided in note 33.

A summary of the Group's significant accounting policies will be included in the 2009 Annual Report.

 

 

2.      Segmental Information

The Group is organised on a worldwide basis for management and reporting purposes into two main business segments: Consumer Banking and Wholesale Banking.  The products offered by these segments are summarised under 'Income by product' below.  The businesses' focus is on broadening and deepening the relationship with customers, rather than maximising a particular product line.  Hence the Group evaluates segmental performance based on overall profit or loss before taxation (excluding corporate items not allocated) and not individual product profitability.  Product revenue information is used as a way of assessing customer needs and trends in the market place.  The strategies adopted by Consumer Banking and Wholesale Banking need to be adapted to local market and regulatory requirements, which is the responsibility of country management teams.  While not the primary driver of the business, country performance is an important part of the Group's matrix structure and is also used to evaluate performance and reward staff.  Corporate items not allocated are not aggregated into the businesses because of the one-off nature of these items. 

The Group's entity-wide disclosure comprises geographic areas, classified by the location of the customer.

Transactions between the business segments and geographic areas are carried out on an arms length basis. Apart from the entities that have been acquired in the last two years, Group central expenses have been distributed between the business segments and geographic areas in proportion to their direct costs, and the benefit of the Group's capital has been distributed between segments in proportion to their average risk weighted assets. In the year in which an acquisition is made, the Group does not charge or allocate the benefit of the Group's capital. The distribution of central expenses is phased in over two years, based on the estimate of central management costs associated with the acquisition.


By class of business

  

2009 

2008 

  

Consumer
 Banking

Wholesale
 Banking

Total 
reportable
segments

Corporate 
items not 
allocated

Total

Consumer 
 Banking

Wholesale
 Banking

Total 
reportable

 segments

Corporate
items not
allocated

Total

$million

$million

$million

$million

$million

$million

$million

$million

$million

$million

Internal income

(55)

55 

(78)

78 

Net interest income

3,876 

3,747 

7,623 

7,623 

4,224 

3,163 

7,387 

7,387 

Other income

1,808 

5,489 

7,297 

264 

7,561 

1,806 

4,248 

6,054 

527 

6,581 

Operating income

5,629 

9,291 

14,920 

264 

15,184 

5,952 

7,489 

13,441 

527 

13,968 

Operating expenses

(3,709)

(4,185)

(7,894)

(58)

(7,952)

(3,843)

(3,768)

(7,611)

(7,611)

Operating profit before impairment losses and taxation

1,920 

5,106 

7,026 

206 

7,232 

2,109 

3,721 

5,830 

527 

6,357 

Impairment losses on loans and advances and other credit risk provisions

(1,052)

(948)

(2,000)

(2,000)

(937)

(384)

(1,321)

(1,321)

Other impairment

(1)

(82)

(83)

(19)

(102)

(56)

(336)

(392)

(77)

(469)

Profit from associates

21 

21 

Profit before taxation

867 

4,076 

4,943 

208 

5,151 

1,116 

3,001 

4,117 

451 

4,568 

Total assets employed

103,534 

331,306 

434,840 

1,813 

436,653 

86,402 

346,731 

433,133 

1,935 

435,068 

Total liabilities employed

144,167 

263,571 

407,738 

995 

408,733 

129,029 

282,656 

411,685 

688 

412,373 

Other segment items:




  





  


Capital expenditure

160 

901 

1,061 

1,061 

375 

1,207 

1,582 

1,582 

Depreciation

161 

151 

312 

312 

157 

93 

250 

250 

Interests in associates 1

514 

514 

511 

511 

Amortisation of intangible assets

71 

137 

208 

208 

93 

82 

175 

175 

 


1

Interests in associates at 31 December 2008 included $511 million previously allocated by business that has now been included in 'Corporate items not allocated.'

2

Includes capital expenditure in Wholesale Banking of $631 million in respect of operating lease assets (31 December 2008: $852 million).

3

Relates to gain on buy-back of subordinated debt, UK payroll tax, impairment of associates and the Group's share of profit from associates.

4

Relates to gain on buy-back of subordinated debt, disposal of business, impairment of associates and other strategic investments and the Group's share of profit from associates.



 

2.      Segmental information continued

Entity-wide information

By geography

The Group manages its reportable business segments on a global basis. The operations are based in eight main geographic areas. The UK is the home country of the Company.

  

2009 

  

Asia Pacific




  


  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe2

Total

$million

$million

$million

$million 

$million

$million

$million

$million 

$million

Internal income

14 

(18)

(62)

43 

195 

(42)

39 

(169)

Net interest income

1,308 

782 

908 

1,505 

724 

1,134 

491 

771 

7,623 

Fees and commissions income, net

542 

291 

187 

502 

546 

494 

320 

488 

3,370 

Net trading income

456 

357 

322 

502 

259 

356 

221 

417 

2,890 

Other operating income

50 

180 

199 

336 

89 

136 

18 

293 

1,301 

Operating income

2,370 

1,592 

1,554 

2,888 

1,813 

2,078 

1,089 

1,800 

15,184 

Operating expenses

(1,168)

(801)

(953)

(1,778)

(571)

(891)

(553)

(1,237)

(7,952)

Operating profit before impairment losses and taxation

1,202 

791 

601 

1,110 

1,242 

1,187 

536 

563 

7,232 

Impairment losses on loans and advances and other credit risk provisions

(145)

(37)

(278)

(395)

(201)

(811)

(54)

(79)

(2,000)

Other impairment

10 

(40)

(1)

26 

19 

(10)

(106)

(102)

(Loss)/profit from associates

(5)

29 

(3)

21 

Profits before taxation

1,062 

714 

322 

770 

1,060 

366 

482 

375 

5,151 

Loans and advances to customers - average

29,194 

25,938 

32,372 

38,972 

8,351 

18,972 

3,316 

31,336 

188,451 

Net interest margins (%)

1.8 

1.7 

1.8 

2.3 

3.8 

3.7 

4.8 

1.0 

2.3 

Loans and advances to customers - period end

29,973 

31,399 

36,804 

41,992 

8,866 

18,484 

4,029 

30,256 

201,803 

Loans and advances to banks - period end

19,453 

5,085 

2,780 

7,232 

511 

1,864 

300 

15,708 

52,933 

Total assets employed

91,739 

62,137 

63,222 

83,191 

31,719 

44,275 

13,633 

91,149 

481,065 

Capital expenditure

24 

164 

63 

32 

49 

19 

37 

673 

1,061 

 


1

Other Asia Pacific region (Other APR) includes Malaysia: operating income of $488 million; operating expenses of $207 million, impairment losses on loans and advances and other credit risk provisions of $61 million and profit before taxation of $220 million. Total assets employed of $13,881 million.

2

Americas UK & Europe includes operating income of $967 million and total assets employed of $76,541 million in respect of the UK, the Company's country of domicile.

3

Total assets employed includes intra-group items of $45,711 million and excludes tax assets of $1,299 million. Assets held at the centre have been distributed between geographical areas in proportion to their total assets employed.

4

Includes capital expenditure in Americas, UK and Europe of $631 million in respect of operating lease assets. Other capital expenditure comprises additions to property and equipment and software related intangibles including any post-acquisition additions made by the acquired entities.

 




 

2.      Segmental information continued

  

2008 5

  

Asia Pacific




  


  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe2

Total

$million

$million

$million

$million

$million

$million

$million

$million 

$million

Internal income

105 

(109)

25 

12 

16 

(52)

Net interest income

1,296 

364 

1,234 

1,575 

724 

991 

503 

700 

7,387 

Fees and commissions income, net

507 

246 

183 

501 

450 

452 

227 

375 

2,941 

Net trading income

357 

359 

162 

701 

298 

182 

167 

179 

2,405 

Other operating income

94 

243 

77 

158 

210 

17 

11 

425 

1,235 

Operating income

2,255 

1,317 

1,547 

2,960 

1,694 

1,658 

910 

1,627 

13,968 

Operating expenses

(1,030)

(664)

(955)

(1,721)

(646)

(821)

(564)

(1,210)

(7,611)

Operating profit before impairment losses and taxation

1,225 

653 

592 

1,239 

1,048 

837 

346 

417 

6,357 

Impairment releases on loans and advances and other credit risk provisions

(183)

(15)

(263)

(436)

(133)

(185)

(33)

(73)

(1,321)

Other impairment

(52)

(30)

(102)

(24)

(261)

(469)

(Loss)/profit from associates

(1)

(2)

Profit before taxation

989 

608 

329 

705 

891 

652 

313 

81 

4,568 

Loans and advances to customers - average

26,610 

19,610 

34,867

40,116

8,612

16,041

3,091

29,970

178,917 

Net interest margin (%)

2.1 

1.3 

2.3

2.4 

3.5

3.7

4.5

1.1

2.5 

Loans and advances to customers - period end

28,004 

20,349 

31,763 

38,366 

7,863 

17,476 

3,642 

31,049 

178,512 

Loans and advances to banks - period end

18,963 

9,283 

1,594 

5,201 

291 

1,504 

587 

10,523 

47,946 

Total assets employed

77,627  

51,246

64,350

82,193

32,269

34,364

12,104

130,723 

484,876 

Capital expenditure

25 

140 

59 

170 

178 

40 

31 

939 

1,582 

 


1

Other APR includes Malaysia: operating income of $530 million; operating expenses of $212 million, impairment losses on loans and advances and other credit risk provisions of $47 million, other impairment of $21 million and profit before taxation of $250 million. Total assets employed of $13,557 million.

2

Americas UK & Europe includes operating income of $849 million and total assets employed of $115,900 million in respect of the UK, the Company's country of domicile.

3

Total assets employed includes intra-group items of $51,232 million and excludes tax assets of $1,424 million. Assets held at the centre have been distributed between geographic areas in proportion to their total assets employed.

4

Includes capital expenditure in Americas, UK and Europe of $852 million in respect of operating lease assets. Other capital expenditure comprises additions to property and equipment and software related intangibles including any post-acquisition additions made by the acquired entities.

5

Restated as explained in note 33.



 

2.      Segmental information continued

 

 

The following tables set out the structure of the Group's deposits by principal geographic areas as at 31 December 2009 and 31 December 2008:

  

2009 

  

Asia Pacific






  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million

$million

$million

$million 

$million

$million

$million

$million

$million

Non-interest bearing current and demand accounts

6,220 

6,343 

81 

4,393 

2,779 

6,571 

2,274 

1,911 

30,572 

Interest bearing current accounts and savings deposits

42,493 

16,544 

16,663 

24,480 

2,051 

3,093 

3,386 

18,016 

126,726 

Time deposits

22,964 

20,731 

13,840 

27,855 

5,101 

11,086 

1,694 

30,611 

133,882 

Other deposits

73 

52 

458 

1,048 

1,291 

408 

146 

1,033 

4,509 

Total

71,750 

43,670 

31,042 

57,776 

11,222 

21,158 

7,500 

51,571 

295,689 

Deposits by banks

2,898 

1,972 

8,287 

6,673 

620 

1,353 

294 

16,846 

38,943 

Customer accounts

68,852 

41,698 

22,755 

51,103 

10,602 

19,805 

7,206 

34,725 

256,746 

  

71,750 

43,670 

31,042 

57,776 

11,222 

21,158 

7,500 

51,571 

295,689 

Debt securities in issue

145 

679 

12,608 

1,695 

520 

45 

326 

17,241 

33,259 

Total

71,895 

44,349 

43,650 

59,471 

11,742 

21,203 

7,826 

68,812 

328,948 

Other APR includes Malaysia: Deposits by banks $710 million; customer accounts $9,365 million; debt securities in issue $386 million.

  

2008 

  

Asia Pacific


  

Hong
Kong

Singapore

Korea

Other
Asia
Pacific 1

India

Middle
East
& Other
S Asia

Africa

Americas
UK &
Europe

Total

$million

$million

$million

$million 

$million

$million

$million

$million

$million

Non-interest bearing current and demand accounts

4,947 

3,550 

64 

3,299 

2,215 

5,313 

2,031 

2,776 

24,195 

Interest bearing current accounts and savings deposits

27,131 

9,340 

14,094 

22,030 

1,634 

2,888 

2,632 

13,343 

93,092 

Time deposits

31,471 

20,875 

13,187 

32,725 

5,313 

9,574 

1,335 

30,726 

145,206 

Other deposits

52 

92 

1,079 

727 

677 

1,320 

75 

8,062 

12,084 

Total

63,601 

33,857 

28,424 

58,781 

9,839 

19,095 

6,073 

54,907 

274,577 

Deposits by banks

1,140 

1,701 

8,478 

4,748 

254 

1,687 

193 

17,785 

35,986 

Customer accounts

62,461 

32,156 

19,946 

54,033 

9,585 

17,408 

5,880 

37,122 

238,591 

  

63,601 

33,857 

28,424 

58,781 

9,839 

19,095 

6,073 

54,907 

274,577 

Debt securities in issue

530 

1,291 

12,656 

1,849 

622 

29 

145 

9,947 

27,069 

Total

64,131 

35,148 

41,080 

60,630 

10,461 

19,124 

6,218 

64,854 

301,646 

1 Other APR includes Malaysia: Deposits by banks $593 million; customer accounts $8,665 million; debt securities in issue $617 million.

 

  


3.      Net trading income


2009 

2008 

$million

$million

Gains less losses on instruments held for trading:



    Foreign currency1

1,830 

2,596 

    Trading securities

329 

238 

    Interest rate derivatives

576 

(402)

    Credit and other derivatives

35 

(30)


2,770 

2,402 

Gains less losses from fair value hedging



    Gains less losses from fair value hedged items

454 

(1,139)

    Gains less losses from fair value hedged instruments

(462)

1,145 


(8)

Gains less losses on instruments designated at fair value:



    Financial assets designated at fair value through profit or loss

22 

150 

    Financial liabilities designated at fair value through profit or loss

70 

(118)

    Derivatives managed with financial instruments designated at fair value through profit or loss

36 

(35)


128 

(3)


2,890 

2,405 


1 Includes foreign currency gains and losses arising on the translation of foreign currency monetary assets and liabilities

4.      Other operating income


2009 

2008 

$million

$million

Other operating income includes:



Gains less losses on available-for-sale financial assets:



    On disposal

592 

322 

    Writedowns on asset backed securities

(4)

(49)

Dividend income

109 

203 

Gains arising on repurchase of subordinated liabilities

264 

384 

Gains arising on assets fair valued at acquisition

43 

80 

Rental income from operating lease assets

156 

67 

Profit on sale of property, plant and equipment

40 

10 

Recognition of profit on Visa shares

17 

(Loss)/profit on sale of businesses

(2)

146 

Profit on sale of businesses in 2008 represents the gain on sale of the Group's Indian asset management business.

Gains arising on assets fair valued at acquisition primarily relate to recoveries of fair value adjustments on loans and advances.


5.      Depreciation and amortisation


2009 

2008 

$million

$million

Premises

119 

98 

Equipment

193 

152 

Intangibles:



    Software

139 

94 

    Acquired on business combinations

69 

81 


520 

425 


6.      Other impairment


2009 

2008 

$million

$million

Impairment losses on available-for-sale financial assets

123 

417 

Impairment of investment in associates

19 

46 

Other

17 


159 

469 

Recovery of impairment on disposal of equity instruments

(57)


102 

469 

Impairment losses on available-for-sale financial assets includes $49 million (2008: $315 million) in relation to impairment of equity investments, $66 million (2008: $41 million) impairment on asset backed securities, and $8 million (2008: $61 million) on other debt securities. Recoveries of impairments of $57 million during 2009 are in respect of private and strategic equity investments sold during 2009 which had impairment provisions raised against them during 2008.


7.      Taxation

Analysis of taxation charge in the year:


  

  

2009 

20081

  

$million 

$million 

The charge for taxation based upon the profits for the year comprises:


  

Current tax:


  

   United Kingdom corporation tax at 28% (2008: 28.5%):


  

      Current tax on income for the year

893 

708 

      Adjustments in respect of prior periods (including double taxation relief)2

398 

(135)

      Double taxation relief

(623)

(602)

   Foreign tax:


  

      Current tax on income for the year

1,309 

1,221 

      Adjustments in respect of prior periods

48 

(117)

  

2,025 

1,075 

Deferred tax:


  

   Origination/reversal of temporary differences

(192)

89 

   Adjustments in respect of prior periods

(159)

60 

  

(351)

149 

Tax on profits on ordinary activities

1,674 

1,224 

Effective tax rate

32.5%

26.8%

1   Amounts have been restated as explained in note 33.

2   Adjustments to the tax charge in respect of previous periods includes $192 million (2008: $nil million) one-off charge resulting from a collaborative exercise with the UK tax authority, HM Revenue and Customs, to settle the UK tax position relating to the period from 1990 to 2006.   

Foreign taxation includes taxation on Hong Kong profits of $151 million (2008: $156 million) provided at a rate of 16.5 per cent (2008: 16.5 per cent) on the profits assessable in Hong Kong. During 2008, the United Kingdom corporation tax rate was reduced from 30 per cent to 28 percent, which gave a blended 28.5 per cent tax rate for 2008.


 

8.      Dividends


2009 

2008 

Ordinary equity shares

Cents
per share

$million

Cents
per share

$million

Final dividend declared and paid during the period

42.32 

801

42.27 

793 

Interim dividend declared and paid during the period

21.23

425

19.30 

364 


63.55

1,226

61.57 

1,157 

 

  

  

2009 

2008 

Preference shares

  

$million

$million

Non-cumulative irredeemable preference shares:

7 3/8 per cent preference shares of £1 each

11 

15 

  

8 1/4 per cent preference shares of £1 each

13 

16 

Non-cumulative redeemable preference shares:

8.125 per cent preference shares of $5 each

75 

32 

  

7.014 per cent preference shares of $5 each

53 

62 

  

6.409 per cent preference shares of $5 each

48 

48 

1 Dividends on these preference shares are treated as interest expense and accrued accordingly.

Dividends on ordinary equity and those preference shares classified as equity are recorded in the period in which they are declared and, in respect of the final dividend, have been approved by the shareholders. Accordingly, the final ordinary equity share dividends set out above relate to the respective prior years. The 2009 final ordinary equity share dividend of 44.80 cents per share ($904 million) will be paid in either sterling, Hong Kong dollars or US dollars on 13 May 2010 to shareholders on the UK register of members at the close of business in the UK on 12 March 2010, and to shareholders on the Hong Kong branch register of members at the opening of business in Hong Kong (9:00 am Hong Kong time) on 12 March 2010. It is intended that shareholders will be able to elect to receive shares credited as fully paid instead of all or part of the final cash dividend.


9.      Earnings per ordinary share

   

2009 

2008 

   

Profit

Weighted 
average 
number of 
shares

Per 
share 
amount 

Profit1,4

Weighted 
average 
number of 
shares 

Per 
share 
amount4

$million 

('000) 

Cents 

$million 

('000) 

cents

Basic earnings per ordinary share

3,279 

1,952,377 

167.9 

3,131 

1,629,633 

192.1 

Effect of dilutive potential ordinary shares:

  

  


  


  

     Options

-

31,632 

-

-

8,622 

-

Diluted earnings per ordinary share

3,279 

1,984,009 

165.3 

3,131 

1,638,255 

191.1 

   

  

  


  


  

   

  

  


  


  

Normalised earnings per ordinary share

The Group measures earnings per share on a normalised basis. This differs from earnings defined in IAS 33 'Earnings per share'.

The table below provides a reconciliation.

   

2009 

2008 

   

$million 

$million 

Profit attributable to ordinary shareholders

3,279 

3,1314

Amortisation of intangible assets arising on business combinations

69 

81 

Profit on sale of property, plant and equipment

(10)

Gains arising on repurchase of subordinated liabilities

(264)

(384)

Loss/(profit) on sale of businesses

(146)

Loss on PEM Group structured notes

170 

Pre-incorporation costs of Korean principal holding company

UK bank payroll tax

58 

Day one loss on strategic investment

Impairment of associates and other strategic investments

19 

77 

One-off settlement with the UK tax authority 6 

190 

Tax on normalised items  

(17)

98 

Normalised earnings

3,511 

2,850 

Normalised basic earnings per ordinary share (cents)  

179.8 

174.9 

Normalised diluted earnings per ordinary share (cents)  

177.0 

174.0 

   

  

  


  


  

1   The profit amounts represent the profit attributable to ordinary shareholders, which is profit for the year after minority interest and the declaration of dividends payable to the holders of the non-cumulative redeemable preference shares classified as equity (see note 8).

2     The impact of anti-dilutive options has been excluded from this amount as required by IAS 33 'Earnings Per Share'.

3   There were no ordinary shares issued after the balance sheet date that would have significantly affected the number of ordinary shares used in the above calculation had they been issued prior to the end of the balance sheet date.

4   Amounts have been restated as explained in note 33.

5   In 2009, the Group has prospectively re-evaluated its definition of normalised earnings and as a consequence profits or losses on sale of Consumer Banking branches are no longer considered to be normalising items as they relate to an ongoing programme of branch renovation and relocation and as a consequence are considered part of normal business operations.

6   This amount represents $192 million one-off tax settlement with the UK tax authority, net of post tax interest income on tax receivables $2 million.


10.       Financial instruments

Classification

Financial assets are classified between four measurement categories: held at fair value through profit or loss (comprising trading and designated), available-for-sale, loans and receivables and held-to-maturity; and two measurement categories for financial liabilities: held at fair value through profit or loss (comprising trading and designated) and amortised cost.  Instruments are classified in the balance sheet in accordance with their legal form, except for instruments that are held for trading purposes and those that the Group has designated to hold at fair value through the profit and loss account.  The latter are combined on the face of the balance sheet and disclosed as financial assets or liabilities held at fair value through profit or loss.  

The Group's classification of its principal financial assets and liabilities is summarised in the table below: 


Assets at fair value


Assets at amortised cost



Assets

Trading

Derivatives 
held for 
hedging

Designated 
 at fair value 
through 
profit or loss

Available-                 for-sale


Loans and 
receivables

Held-to-              maturity

Non-financial assets

Total

$million

$million

$million

$million


$million

$million

$million

$million

Cash and balances at central banks


18,131 

18,131 

Financial assets held at fair value through profit or loss










    Loans and advances to banks

1,947 

101 


2,048 

    Loans and advances to
   customers

3,373 

138 


3,511 

    Treasury bills and other eligible
   bills

5,319 

240 


5,559 

    Debt securities

9,941 

170 


10,111 

    Equity shares

633 

584 


1,217 


21,213 

1,233 


22,446 

Derivative financial instruments

36,858 

1,335 


38,193 

Loans and advances to banks


50,885 

50,885 

Loans and advances to customers


198,292 

198,292 

Investment securities










    Treasury bills and other eligible
    bills

18,958 


18,958 

    Debt securities

48,433 


6,657 

31 

55,121 

    Equity shares

1,649 


1,649 


69,040 


6,657 

31 

75,728 

Other assets


11,181 

6,020 

17,201 

Total at 31 December 2009

58,071 

1,335 

1,233 

69,040 


285,146 

31 

6,020 

420,876 











Cash and balances at central banks


24,161 

24,161 

Financial assets held at fair value through profit or loss










    Loans and advances to banks

1,351 

12 


1,363 

    Loans and advances to
   customers

4,103 

231 


4,334 

    Treasury bills and other eligible
    bills

2,502 

205 


2,707 

    Debt securities

6,193 

203 


6,396 

    Equity shares

165 

460 


625 


14,314 

1,111 


15,425 

Derivative financial instruments

68,166 

1,491 


69,657 

Loans and advances to banks


46,583 

46,583 

Loans and advances to customers


174,178 

174,178 

Investment securities










    Treasury bills and other eligible
    bills

16,713 


16,713 

    Debt securities

43,543 


7,456 

37 

51,036 

    Equity shares

1,593 


1,593 


61,849 


7,456 

37 

69,342 

Other assets


14,773 

5,601 

20,374 

Total at 31 December 2008

82,480 

1,491 

1,111 

61,849 


267,151 

37 

5,601 

419,720 



 

10.      Financial instruments continued

Classification continued


Liabilities at fair value




Liabilities

Trading

Derivatives held for 
hedging

Designated
at fair value
through
profit or loss

Amortised
cost

Non-financial liabilities

Total

$million

$million

$million

$million

$million

$million

Financial liabilities held at fair value through profit or loss







    Deposits by banks

432 

50 

482 

    Customer accounts

1,886 

3,616 

5,502 

    Debt securities in issue

2,618 

1,369 

3,987 

    Short positions

4,534 

4,534 

  

9,470 

5,035 

14,505 

Derivative financial instruments

36,007 

577 

36,584 

Deposits by banks

38,461 

38,461 

Customer accounts

251,244 

251,244 

Debt securities in issue

29,272 

29,272 

Other liabilities

8,513 

7,626 

16,139 

Subordinated liabilities and other borrowed funds

16,730 

16,730 

Total at 31 December 2009

45,477 

577 

5,035 

344,220 

7,626 

402,935 

  







Financial liabilities held at fair value through profit or loss







    Deposits by banks 

4,028 

49 

4,077 

    Customer accounts

1,207 

3,376 

4,583 

    Debt securities in issue

2,128 

1,494 

3,622 

    Short positions

3,196 

3,196 

  

10,559 

4,919 

15,478 

Derivative financial instruments

67,212 

563 

67,775 

Deposits by banks

31,909 

31,909 

Customer accounts

234,008 

234,008 

Debt securities in issue

23,447 

23,447 

Other liabilities

9,401 

7,962 

17,363 

Subordinated liabilities and other borrowed funds

16,986  

16,986 

Total at 31 December 2008

77,771 

563 

4,919 

315,751 

7,962 

406,966 

 

Valuation hierarchy

The valuation hierarchy, and the types of instruments classified into each level within that hierarchy, is set out below:

 

Level 1

Level 2

Level 3

Fair value determined using:

Unadjusted quoted prices in an active market for identical assets and liabilities

Valuation models with directly or indirectly market observable inputs

Valuation models using significant non-market observable inputs

Types of financial assets:

Actively traded government and agency securities

Listed equities

Listed derivative instruments

Investments in publicly traded  mutual funds with listed market prices

Corporate and other government bonds and loans

Over-the-counter (OTC) derivatives

Asset backed securities

Private equity investments

Asset backed securities

Private equity investments

Highly structured OTC derivatives  with unobservable parameters

Corporate bonds in illiquid markets

Types of financial liabilities:

Listed derivative instruments

Over-the-counter (OTC) derivatives

Highly structured OTC derivatives with unobservable parameters.

 

 

 

 

10.      Financial instruments continued

Valuation hierarchy continued

The table below shows the classification of financial instruments held at fair value into the valuation hierarchy set out below as at 31 December 2009.

Assets

Level 1

Level 2

Level 3

Total

$million

$million

$million

$million

Financial instruments held at fair value through profit or loss





    Loans and advances to banks

372 

1,676 

2,048 

    Loans and advances to customers

170 

3,341 

3,511 

    Treasury bills and other eligible bills

4,537 

1,022 

5,559 

    Debt securities

5,250 

4,732 

129 

10,111 

    Equity shares

604 

37 

576 

1,217 


10,933 

10,808 

705 

22,446 

Derivative financial instruments

623 

37,432 

138 

38,193 

Investment securities





    Treasury bills and other eligible bills

12,794 

6,164 

18,958 

    Debt securities

16,366 

31,630 

437 

48,433 

    Equity shares

595 

298 

756 

1,649 


29,755 

38,092 

1,193 

69,040 

At 31 December 2009

41,311 

86,332 

2,036 

129,679 






Liabilities





Financial instruments held at fair value through profit or loss





    Deposit by banks

482 

482 

    Customer accounts

39 

5,463 

5,502 

    Debt securities in issue

3,987 

3,987 

    Short positions

4,302 

232 

4,534 


4,341 

10,164 

14,505 

Derivative financial instruments

578 

35,856 

150 

36,584 

At 31 December 2009

4,919 

46,020 

150 

51,089 

There were no significant transfers between level 1, level 2 and level 3 in 2009.

 

Instruments carried at amortised cost





 

The following table summarises the carrying amounts and fair values of those financial assets and liabilities not presented on the Group's balance sheet at fair value. The fair values in the table below are stated as at 31 December and may be different from the actual amount that will be received/paid on the settlement or maturity of the financial instrument.

 


2009 

2008 

 


Book amount

Fair value

Book amount

Fair value

 

$million

$million

$million

$million 

 

Assets





 

Cash and balances at central banks

18,131 

18,131 

24,161 

24,161 

 

Loans and advances to banks

50,885 

50,906 

46,583 

45,855 

 

Loans and advances to customers

198,292 

199,739 

174,178 

170,410 

 

Investment securities

6,688 

6,556 

7,493 

6,729 

 

Other assets

11,181 

11,181 

14,773 

14,773 

 






 

Liabilities





 

Deposits by banks

38,461 

38,169 

31,909 

31,713 

 

Customer accounts

251,244 

249,548 

234,008 

230,558 

 

Debt securities in issue

29,272 

27,261 

23,447 

23,097 

 

Subordinated liabilities and other borrowed funds

16,730 

16,687 

16,986 

13,903 

 

Other liabilities

8,513 

8,513 

9,401 

9,401 

 

 

 

 

 

 

 

 

 

10.      Financial instruments continued

Reclassification of financial assets

In 2008 the Group reclassified certain financial assets classified as held for trading into the available-for-sale ('AFS') category as these were no longer considered to be held for the purpose of selling or repurchasing in the near term. At the time of transfer, the Group identified the rare circumstances permitting such a transfer as the impact of the ongoing credit crisis in financial markets, particularly from the beginning of 2008, which significantly impacted the liquidity in certain markets. The Group also reclassified certain eligible financial assets from trading and AFS categories to loans and receivables.

The following table provides details of the remaining balance of assets reclassified during 2008 as at 31 December 2009 and 31 December 2008:

  

If assets had not been reclassified, 
fair value gain/(loss) from
1 January 2009 to 31 December 2009
which would have been
recognised within



For assets reclassified:

Carrying
amount at
                               31 December 2009                   

Fair value at 
31 December 2009

Income

AFS
reserve

Income/(expenses)
recognised
in income
statement in 2009

Effective interest rate at date of reclassification

$million

$million

$million

$million

$million

%

From trading to AFS

593 

593 

(20)1

23 

6.2 

From trading to loans and receivables

2,213 

2,049 

127  

95 

5.8 

From AFS to loans and receivables

1,362 

1,216 

-  

145 

49 

5.3 

  

4,168 

3,858 

107  

145 

167 


Of which asset backed securities:



  




    reclassified to AFS

148 

148 

(17)1

(36)


    reclassified to loans and
    receivables

2,231 

2,002 

21  

145 

76 


1 Post-reclassification, the loss is recognised within the available-for-sale reserve.


  



  




  

If assets had not been reclassified,
fair value loss from the date
of reclassification to
31 December 2008 which would
have been recognised within



For assets reclassified:

Carrying

amount at 31 December 2008

Fair value at 31 December 2008

Income

AFS               reserve

Income recognised in income statement

in 2008

Effective interest rate at date of reclassification

$million

$million

$million

$million

$million

%

From trading to AFS

2,485 

2,485 

(83)1

-

12 

5.9 

From trading to loans and receivables

2,754 

2,456 

(298) 

-

15 

5.7 

From AFS to loans and receivables

2,095 

1,685 

(410)

11 

5.3 

  

7,334 

6,626 

(381) 

(410)

38 


Of which asset backed securities:



  




    reclassified to AFS

171 

171 

(66)1

-


    reclassified to loans and
    receivables

3,034 

2,532 

(92) 

(410)

15 


1 Post-reclassification, the loss is recognised within the available-for-sale reserve.


 

 

 

 

 

11.      Financial instruments held at fair value through profit or loss

Financial assets held at fair value through profit and loss

Financial assets held at fair value through profit or loss comprise assets held for trading and those financial assets designated as being held at fair value through profit or loss. For certain loans and advances and debt securities with fixed rates of interest, interest rate swaps have been acquired with the intention of significantly reducing interest rate risk. Derivatives are recorded at fair value whereas loans and advances are usually recorded at amortised cost. To significantly reduce the accounting mismatch between fair value and amortised cost, these loans and advances and debt securities have been designated at fair value through profit or loss. The Group ensures the criteria under IAS 39 are met by matching the principal terms of interest rate swaps to the corresponding loans and debt securities.

Investment securities held at fair value through profit or loss




2009 




Debt
Securities

Equity
Shares

Treasury
bills

Total




$million

$million

$million

$million

Issued by public bodies:







Government securities



5,568 




Other public sector securities



18 







5,586 




Issued by banks:







Certificates of deposit



628 




Other debt securities



968 







1,596 




Issued by corporate entities and other issuers:






Other debt securities



2,929 




Total debt securities



10,111 




Of which:







Listed on a recognised UK exchange


440 

440 

Listed elsewhere



4,835 

604 

1,516 

6,955 

Unlisted



4,836 

613 

4,043 

9,492 




10,111 

1,217 

5,559 

16,887 

Market value of listed securities



5,275 

604 

1,516 

7,395 

 




2008 




Debt
Securities

Equity
Shares

Treasury
bills

Total




$million

$million

$million

$million

Issued by public bodies:







Government securities



4,346 




Other public sector securities



17 







4,363 




Issued by banks:







Certificates of deposit



33 




Other debt securities



798 







831 




Issued by corporate entities and other issuers:






Other debt securities



1,202 




Total debt securities



6,396 




Of which:







Listed on a recognised UK exchange


14 

14 

Listed elsewhere



2,216 

197 

1,085 

3,498 

Unlisted



4,166 

428 

1,622 

6,216 




6,396 

625 

2,707 

9,728 

Market value of listed securities



2,230 

197 

1,085 

3,512 










 

11.      Financial instruments held at fair value through profit or loss continued

Financial liabilities held at fair value through profit and loss

The Group designates certain financial liabilities at fair value through profit or loss where either the liabilities:

·  have fixed rates of interest and interest rate swaps or other interest rate derivatives have been entered into with the intention of significantly reducing interest rate risk; or

·  are exposed to foreign currency risk and derivatives have been acquired with the intention of significantly reducing exposure to market changes; or

·  have been acquired to fund trading asset portfolios or assets, or where the assets and liabilities are managed, and performance evaluated, on a fair value basis for a documented risk management or investment strategy.

Derivatives are recorded at fair value whereas non-trading financial liabilities (unless designated at fair value) are recorded at amortised cost. Designation of certain liabilities at fair value through profit or loss significantly reduces the accounting mismatch between fair value and amortised cost expense recognition (a criterion of IAS 39). The Group ensures the criteria under IAS 39 are met by matching the principal terms of derivatives to the corresponding liabilities, either individually or on a portfolio basis.

 

12.      Derivative financial instruments

Derivatives are financial instruments that derive their value in response to changes in interest rates, financial instrument prices, commodity prices, foreign exchange rates, credit risk and indices. The types of derivatives used by the Group are set out below.

All derivatives are classified as trading and recognised and subsequently measured at fair value, with all revaluation gains recognised in profit and loss (except where cash flow or net investment hedging has been achieved, in which case the effective portion of changes in fair value is recognised within reserves).

These tables analyse the notional principal amounts and the positive and negative fair values of the Group's derivative financial instruments. Notional principal amounts are the amount of principal underlying the contract at the reporting date.

The Group limits its exposure to credit losses in the event of default by entering into master netting agreements with certain market counterparties. As required by IAS 32, exposures are not presented net in these accounts as in the ordinary course of business they are not intended to be settled net.









2009 

2008 

Total derivatives

Notional
principal
amounts

Assets

Liabilities

Notional
principal
amounts

Assets

Liabilities

$million

$million

$million

$million

$million

$million








Foreign exchange derivative contracts:







Forward foreign exchange contracts

701,502 

9,052 

7,920 

832,915 

23,096 

21,017 

Currency swaps and options

448,615 

9,753 

9,621 

528,215 

18,760 

19,253 

Exchange traded futures and options

774 

742 


1,150,891 

18,805 

17,541 

1,361,872 

41,856 

40,270 

Interest rate derivative contracts:







Swaps

1,210,432 

14,230 

13,946 

1,089,407 

21,992 

21,451 

Forward rate agreements and options

233,769 

2,498 

2,472 

170,700 

1,076 

1,451 

Exchange traded futures and options

252,625 

83 

84 

242,694 

557 

429 


1,696,826 

16,811 

16,502 

1,502,801 

23,625 

23,331 

Credit derivative contracts

35,133 

835 

845 

29,033 

926 

961 

Equity and stock index options

3,208 

470 

613 

1,075 

219 

233 

Commodity derivative contracts

19,066 

1,272 

1,083 

16,200 

3,031 

2,980 

Total derivatives

2,905,124 

38,193 

36,584 

2,910,981 

69,657 

67,775 

 

 

 

 

 

 

 

 

 

 

 

 

 

12.      Derivative financial instruments continued

Derivatives held for hedging

The Group uses derivatives primarily to mitigate interest rate and foreign exchange risk. Hedge accounting is applied to derivatives and hedged items when the criteria under IAS 39 have been met. The table below lists the types of derivatives that the Group holds for hedge accounting.


2009 

2008 


Notional
principal
amounts

Assets

Liabilities

Notional
principal
amounts

Assets

Liabilities

$million

$million

$million

$million

$million

$million


Derivatives designated as fair value hedges:







Interest rate swaps

29,595 

1,247 

440

18,376 

1,393 

251 

Currency swaps

607 

14 

9

Forward foreign exchange contracts

825 

1


31,027 

1,261 

450 

18,376 

1,393 

251 

Derivatives designated as cash flow hedges:







Interest rate swaps

14,673 

46 

23 

4,514 

92 

13 

Options

898 

23 

Forward foreign exchange contracts

410 

37 

1,015 

210 

Currency swaps

218 


16,199 

69 

61 

5,529 

98 

223 

Derivatives designated as net investment hedges:







Forward foreign exchange contracts

738 

66 

600 

89 

Total derivatives held for hedging

47,964 

1,335 

577 

24,505 

1,491 

563 


 

13.      Loans and advances to banks


2009 

2008 

$million

$million

Loans and advances to banks

53,067 

47,969 

Individual impairment provision (note 14)

(132)

(17)

Portfolio impairment provision (note 14)

(2)

(6)


52,933 

47,946 

Of which: loans and advances held at fair value through profit or loss (note 10)

(2,048)

(1,363)


50,885 

46,583 

 

14.      Loans and advances to customers


2009 

2008 


$million

$million 

Loans and advances to customers

204,530 

180,470 

Individual impairment provision

(1,853)

(1,307)

Portfolio impairment provision

(874)

(651)


201,803 

178,512 

Of which: loans and advances held at fair value through profit or loss (note 10)

(3,511)

(4,334)


198,292 

174,178 

Loans and advances sold subject to sale and repurchase transactions

231 

106 

 

The Group has transferred to third parties by way of securitisation the rights to any collections of principal and interest on customer loan assets with a face value of $3,601 million (2008: $4,192 million). The Group continues to be exposed to related credit and foreign exchange risk on these assets. The Group continues to recognise these assets in addition to the proceeds and related liability of $3,063 million (2008: $4,583 million) arising from the securitisations.

The Group has entered into synthetic credit default swaps for portfolio management purposes, referencing loan assets with a notional value of $15.7 billion (2008:$15.7 billion). The Group continues to hold the underlying assets referenced in the synthetic credit default swaps.

The Group has outstanding residential mortgage loans to Korea residents of $20.5 billion (2008:$17.1 billion) and Hong Kong residents of $14.8 billion (2008: $13.0 billion).



14.      Loans and advances to customers continued

The following table shows the movement in impairment provisions on loans and advances to customers and banks for 2009 and 2008:


2009 

2008 

$million

$million

At 1 January

1,981 

1,809 

Exchange translation differences

70 

(179)

Acquisitions

109 

Amounts written off

(1,332)

(1,119)

Recoveries of acquisition fair values

(39)

(78)

Recoveries of amounts previously written off

191 

180 

Discount unwind

(58)

(40)

Other

53 

13 

New provisions

2,613 

1,796 

Recoveries/provisions no longer required

(618)

(510)

Net charge against profit

1,995 

1,286 

Provisions held at 31 December

2,861 

1,981 





2009 

2008 

Of which:

$million

$million

    Individual impairment provisions

1,985 

1,324 

    Portfolio impairment provisions

876 

657 

Provisions held at the end of the year

2,861 

1,981 




The following table reconciles the charge for impairment provisions on loans and advances to the total impairment charge and other credit commitments:


2009 

2008 

$million

$million

Net charge against profit on loans and advances:



    Individual impairment charge

1,799 

1,168 

    Portfolio impairment charge

196 

118 


1,995 

1,286 

(Releases)/provisions related to credit commitments

(2)

27 

Impairment charges relating to debt securities classified as loans

Total impairment charge and other credit risk provisions

2,000 

1,321 

 

15.      Individually impaired loans and advances


2009 

2008 


Consumer
Banking

Wholesale Banking - Loans to customers

Wholesale Banking - Loans to banks

Total

Consumer
Banking

Wholesale Banking - Loans to customers

Wholesale Banking - Loans to banks

Total


$million

$million

$million

$million

$million

$million

$million

$million

Individual impaired loans

1,030 

2,474 

286 

3,790 

1,062 

1,576 

35 

2,673 

Individual impairment provisions

(538)

(1,315)

(132)

(1,985)

(543)

(764)

(17)

(1,324)

Net impaired loans

492 

1,159 

154 

1,805 

519 

812 

18 

1,349 










 

Individual impairment provisions are generally raised at 90 days past due, with the exception of mortgages in Consumer Banking, where individual impairment provisions are raised after 150 days past due. Individual impaired loans for Consumer Banking will therefore not equate to those loans reported as non-performing on page 31. As described on pages 31 and 33 prior to the raising of an individual impairment provision, impairment on these loans is captured within the portfolio impairment provision.

 

 

 

 

 

 

 

 

 

 

 

 

 

16.      Investment securities

  

2009 

  

Debt securities




  

Held-to-                       maturity

Available-
for-sale

Loans and receivables

Equity
shares

Treasury
bills

Total

  

$million

$million

$million  

$million

$million

$million

Issued by public bodies:



  




Government securities

31 

16,825 

392 




Other public sector securities

1,530 

18 




  

31 

18,355 

410 




Issued by banks:



  




Certificates of deposit

5,875 

1,795 




Other debt securities

17,445 

1,852 




  

23,320 

3,647 




Issued by corporate entities and other issuers:



  




Other debt securities

6,758 

2,600 




Total debt securities

31 

48,433 

6,657 




  



  




Listed on a recognised UK exchange

5,180 

105 

5,285 

Listed elsewhere

29 

17,451 

1,287 

289 

5,241 

24,297 

Unlisted

25,802 

5,370 

1,255 

13,717 

46,146 

  

31 

48,433 

6,657 

1,649 

18,958 

75,728 

Market value of listed securities

29 

22,631 

1,270 

394 

5,241 

29,565 

Investment securities subject to sale and repurchase transactions

618 

72 

547 

1,237 

1 Includes debt securities of $850 million which are listed or registered on a recognised UK exchange or elsewhere but the markets remain illiquid.



 

16.      Investment securities continued

  

2008 

  

Debt securities




  

Held-to-
maturity

Available-
for-sale

Loans and receivables

Equity
shares

Treasury
bills

Total

  

$million

$million

$million  

$million

$million

$million

Issued by public bodies:



  




Government securities

37 

17,849 

389 




Other public sector securities

1,864 




  

37 

19,713 

389 




Issued by banks:



  




Certificates of deposit

6,771 

1,969 




Other debt securities

13,597 

735 




  

20,368 

2,704 




Issued by corporate entities and other issuers :



  




Other debt securities

3,462 

4,363 




Total debt securities

37 

43,543 

7,456 




  



  




Listed on a recognised UK exchange

4,096 

1,217 

35 

5,348 

Listed elsewhere

35 

15,479 

2,750 

586 

5,711 

24,561 

Unlisted

23,968 

3,489 

972 

11,002 

39,433 

  

37 

43,543 

7,456 

1,593 

16,713 

69,342 

Market value of listed securities

35 

19,575 

3,903 

621 

5,711 

29,845 

Investment securities subject to sale and repurchase transactions

1,855 

1,455 

3,310 

Includes debt securities of $972 million which are listed or registered on a recognised UK exchange or elsewhere but the markets remain illiquid.

 

The change in the carrying amount of investment securities comprised:

  

2009 

2008 

  

Debt      securities

Equity
shares

Treasury
bills

Total

Debt
securities

Equity
shares

Treasury
bills

Total

  

$million

$million

$million

$million

$million 

$million

$million

$million

At 1 January

51,036 

1,593 

16,713 

69,342 

40,917 

2,690 

11,667 

55,274 

Exchange translation differences

1,635 

20 

539 

2,194 

(3,318)

(97)

(2,171)

(5,586)

Acquisitions

2,572 

382 

2,958 

Additions

86,712 

369 

42,658 

129,739 

71,073 

933 

37,932 

109,938 

Reclassifications

5,237 

(69)

43 

5,211 

Disposal on sale of business

(9)

(9)

Maturities and disposals

(84,857)

(807)

(41,014)

(126,678)

(65,426)

(854)

(31,476)

(97,756)

Impairment, net of recoveries on disposal  

(81)

(73)

(109)

(315)

(1)

(425)

Changes in fair value (including the effect of fair value hedging)

29 

465 

(53)

441 

(106)

(687)

140 

(653)

Amortisation of discounts and premiums

647 

115 

762 

196 

(3)

197 

390 

At 31 December

55,121 

1,649 

18,958 

75,728 

51,036 

1,593 

16,713 

69,342 

1  In 2008, reclassifications for equity shares relates to a security held by the Group's private equity business which became eligible to be designated at fair value through profit or loss as permitted by IAS 28. The remainder of the reclassifications are in respect of securities reclassified as disclosed in note 10.

In 2008, the Group took advantage of the Term Auction Facility (TAF) introduced by the Federal Reserve Bank of New York, by borrowing $2,850 million. Under the TAF, no single security was earmarked as collateral for the borrowing. The value of securities that is considered to be encumbered in relation to this borrowing was $3,197 million and the borrowing was included as a sale and repurchase transaction within customer accounts.

At 31 December 2009, unamortised premiums on debt securities held for investment purposes amounted to $669 million (2008: $271 million) and unamortised discounts amounted to $725 million (2008: $743 million). Income from listed equity shares amounted to $12 million (2008: $20 million) and income from unlisted equity shares amounted to $97 million (2008: $183 million).


17.      Business Combinations

2009 acquisitions

On 30 January 2009, the Group acquired 100 per cent of the share capital of Cazenove Asia Limited (subsequently renamed Standard Chartered Securities (Hong Kong) Limited), a leading Asian equity capital markets, corporate finance and institutional brokerage business.

On 30 June 2009, the Group acquired the remaining 75 per cent minority interest in First Africa, for a consideration of $13 million. Goodwill of $5 million was recognised and $5 million of customer relationship intangibles identified.

During 2009 the Group acquired a further 2 per cent interest in its subsidiary in Ghana for an additional $8 million generating goodwill of $6 million.

At 31 December 2009, under the requirements of IFRS 3 'Business Combinations', the Group was deemed to have paid contingent consideration of $41 million in respect of its 2005 acquisition of Korea First Bank (subsequently renamed SC First Bank), and consequently additional goodwill of $41 million has been recognised.

If the acquisitions had occurred on 1 January 2009 the operating income of the Group would have been approximately $15,184 million and profit before taxation would have been approximately $5,147 million.

The assets and liabilities arising from the acquisition of Cazenove Asia were as follows:


Fair value

Acquiree's                        carrying amount


$million

$million

Loans and advances to banks

34 

34 

Investment securities

Intangibles other than goodwill

Property, plant and equipment

Other assets

45 

45 

Total assets

90 

81 

Other liabilities

39 

39 

Accruals and deferred income

Retirement benefit obligations

Total liabilities

48 

48 

Net assets acquired

42 

33 

Purchase consideration settled in cash

(73)


Cash and cash equivalents in subsidiary acquired

31 


Cash outflow on acquisition

(42)


Purchase consideration :



 - Cash paid

73 


Total purchase consideration

73 


Less : Fair value of net assets acquired

(42)


Goodwill

31 


Intangible assets acquired:



Customer relationships


Total


Contribution from acquisition to 31 December 2009:



Operating income

39 


Loss before taxation

(3)





Goodwill arising on the acquisitions is attributable to the synergies expected to arise from their integration with the Group and to those intangibles which are not recognised separately, such as the acquired workforce.



 

17.      Business Combinations continued

2008 acquisitions

On 25 February 2008, the Group acquired 100 per cent of the share capital of Yeahreum Mutual Savings Bank (Yeahreum), a Korean banking company. On 29 February 2008, the Group acquired 100 per cent of the share capital of American Express Bank Limited (AEB), a financial services company. The Group also entered into a put and call option agreement with American Express Company, exercisable 18 months from the acquisition of AEB, to purchase 100 per cent of American Express International Deposit Corporation at a purchase price equivalent to its net asset value at the time of exercise. On 27 December 2008, the Group acquired the 'good bank' portion of Asia Trust and Investment Corporation, a Taiwanese banking company.

The assets and liabilities arising from the acquisitions are as follows:

   

AEB

Other acquisitions

   

Fair value

Acquiree's                   carrying amount

Fair value

Acquiree's               carrying amount

$million

$million

$million

$million

Cash and balances at central banks

1,041 

1,041 

131 

131 

Derivative financial instruments

511 

511 

-

-

Loans and advances to banks

7,142 

7,143 

639 

667 

Loans and advances to customers

4,781 

4,783 

233 

233 

Investment securities  

2,864 

2,883 

87 

88 

Intangibles other than goodwill

88 

-

-

Property, plant and equipment  

27 

34 

30 

23 

Deferred tax assets

10 

-

-

Other assets

527 

544 

21 

23 

Total assets

16,991 

16,943 

1,145 

1,165 

Derivative financial instruments

514 

514 

-

-

Deposits by banks

5,519 

5,519 

-

-

Customer accounts

8,392 

8,392 

1,192 

1,192 

Other liabilities

1,848 

1,829 

47 

43 

Provisions for liabilities and charges

55 

-

-

-

Retirement benefit obligations

46 

46 

-

-

Subordinated liabilities and other borrowed funds

190 

190 

-

-

Total liabilities

16,564 

16,490 

1,239 

1,235 

Net assets acquired

427 

453 

(94)

(70)

Purchase consideration settled in cash

(823)


(161)


Cash and cash equivalents in subsidiary acquired

6,700 


551 


Cash inflow on acquisition

5,877 


390 


Purchase consideration:





 - cash paid

798 


160 


 - direct costs relating to the acquisition

25 



Total purchase consideration

823 


161 


Less: Fair value of net assets (liabilities) acquired (assumed)

427 


(94)


Goodwill

396 


255 


Intangible assets acquired:





Customer relationships

84 


-


Capitalised software


-


Total

88 



Contribution from acquisition to 31 December 2008:





Operating income

552 



Loss before taxation

(124)


(9)


Cash and balances at central banks include amounts subject to regulatory restrictions.


Goodwill arising on the acquisition of AEB is attributable to the significant synergies expected to arise from their development within the Group and to those intangibles which are not recognised separately, such as the distribution network and acquired workforce. Goodwill arising on other acquisitions is attributable to those intangibles which are not recognised separately, such as the distribution network.


 

 

18.      Other assets


2009 

2008 

$million

$million

Financial instruments held at amortised cost (note 10)



   Hong Kong SAR Government certificates of indebtedness (note 22)

3,414 

3,097 

   Cash collateral

4,557 

9,102 

   Acceptances and endorsements

3,080 

2,574 

   Other

130 


11,181 

14,773 

Non-financial assets



   Other assets

6,020 

5,601 


17,201 

20,374 

The Hong Kong SAR Government certificates of indebtedness are subordinated to the claims of other parties in respect of bank notes issued.

 

19.      Deposits by banks


2009 

2008 

$million

$million

Deposits by banks

38,461 

31,909 

Deposits by banks included within:



    Financial liabilities held at fair value through profit or loss (note 10)

482 

4,077 


38,943 

35,986 

 

20.      Customer accounts


2009 

2008 

$million

$million

Customer accounts

251,244 

234,008 

Customer accounts included within:



    Financial liabilities held at fair value through profit or loss (note 10)

5,502 

4,583 


256,746 

238,591 

 

21.      Debt securities in issue



2009 

2008 



Certificates of 
deposit of 
$100,000
or more

Other debt
securities
in issue

Total

Certificates of 
deposit of 
$100,000
    or more

Other debt 
securities
in issue

Total


$million

$million

$million

$million

$million

$million

Debt securities in issue

10,611 

18,661 

29,272 

13,284 

10,163 

23,447 

Debt securities in issue included within:








Financial liabilities held at fair value through profit or loss (note 10)

865 

3,122 

3,987 

460 

3,162 

3,622 



11,476 

21,783 

33,259 

13,744 

13,325 

27,069 


22.      Other liabilities


2009 

2008 

$million

$million 

Financial liabilities held at amortised cost (note 10)



   Notes in circulation

3,414 

3,097 

   Acceptances and endorsements

2,963 

2,539 

   Cash collateral

2,136 

3,765 


8,513 

9,401 

Non-financial liabilities



   Cash-settled share based payments

104 

31 

   Other liabilities

7,522 

7,931 


7,626 

7,962 


16,139 

17,363 




Hong Kong currency notes in circulation of $3,414million (2008: $3,097million) which are secured by Hong Kong SAR Government certificates of indebtedness of the same amount included in other assets (note 18)

 

23.      Retirement benefit obligations

Retirement benefit obligations comprise:


2009 

2008 

$million

$million 

Total market value of assets

2,009 

1,721 

Present value of the schemes' liabilities

(2,507)

(2,154)

Defined benefit schemes obligation

(498)

(433)

Defined contribution schemes obligation

(8)

(14)

Net book amount

(506)

(447)


Retirement benefit charge comprises:


2009 

2008 

$million

$million 

Defined benefit schemes

30 

45 

Defined contribution schemes

108 

127 

Charge against profit

138 

172 

 

 The pension cost for defined benefit schemes was:

   




   




2009 

2008 

   




$million

$million

Current service cost




86 

88 

Past service (benefit)/cost




(54)

Gain on settlements and curtailments




(11)

(54)

Expected return on pension scheme assets




(112)

(140)

Interest on pension scheme liabilities




121 

146 

Total charge to profit before deduction of tax




30 

45 

(Gain)/Loss on assets below expected return




(114)

333 

Experience loss/(gain) on liabilities




264 

(104)

Total loss recognised directly in statement of
comprehensive income before tax




150 

229 

Deferred taxation




(37)

(60)

Total loss after tax




113 

169 


24.      Subordinated liabilities and other borrowed funds


2009 

2008 

$million

$million 

Subordinated liabilities and other borrowed funds

16,730 

16,986 

 

All subordinated liabilities described above are unsecured, unguaranteed and subordinated to the claims of other creditors including without limitation, customer deposits and deposits by banks. The Group has the right to settle these debt instruments in certain circumstances as set out in the contractual agreements.

Of the total subordinated liabilities and other borrowings, $11,564 million is at fixed interest rates (2008: $11,865 million).

On 21 April 2009, Standard Chartered First Bank Korea Limited (SCFB) issued KRW300 billion Lower Tier 2 Notes with a coupon of 7.05 per cent maturing due 2019, callable 2014.

During 2009, Standard Chartered Bank (SCB) repurchased a total of $193 million of its 8 per cent subordinated notes due May 2031.

On 27 April 2009, £281 million fixed to floating step up subordinated notes callable 14 July 2020 issued by SCB were exchanged for £198 million senior notes due 2014 issued by Standard Chartered PLC.

On 15 June 2009, SCB issued $1.5 billion 9.5 per cent Step up Perpetual Preferred Securities, callable 2014.

On 17 June 2009, PT Bank Permata Tbk issued $100 million subordinated notes with a coupon of 9.75 per cent maturing June 2021, callable June 2016. The Group subscribed for $50 million of these notes. As PT Bank Permata TBk is a joint venture of the Group, on a proportionately consolidated basis, $22 million is treated as a liability for the Group.

On 28 October 2009, Standard Chartered Bank (Taiwan) Limited issued TWD10 billion subordinated notes with a fixed coupon rate of 2.9 per cent for the first five years, 3.4 per cent for the remaining 5 years, maturing 2019, callable 2014.

On 4 December 2009, Standard Chartered Bank (Hong Kong) Limited exercised the call option on its $350 million 4.375 percent subordinated notes due December 2014; HKD 500 million 3.5 per cent subordinated notes due December 2014 and HKD 670 million floating rate notes due December 2014.

During 2009, £30 million floating rate notes, €600 million 5.375 per cent notes, £300 million 6.75 per cent notes and KRW205 billion subordinated debt matured.

On 30 December 2009, SCB announced the intention to redeem in full the €500 million 8.16 per cent non-cumulative trust preferred securities on the first call date of 23 March 2010.


25.      Share capital, reserves and own shares

 

Share capital

Group and Company






Number of 
ordinary shares

Ordinary share
capital

Preference share
capital

Total

(millions)

$million

$million

$million

At 1 January 2008

1,410 

705 

705 

Capitalised on scrip dividend

11 

Shares issued

475 

237 

237 

At 31 December 2008

1,896 

948 

948 

Capitalised on scrip dividend

41 

21 

21 

Shares issued

88 

44 

44 

At 31 December 2009

2,025 

1,013 

1,013 

 

2009

On 15 May 2009 the Company issued 32,270,731 new ordinary shares instead of the 2008 final dividend. On 8 October 2009 the Company issued 9,157,053 new ordinary shares instead of the 2009 interim dividend.

During 2009, 12,594,749 ordinary shares were issued under the employee share plans at prices between nil and 1088 pence.

On 4 August 2009 the Company announced an issue of 75,000,000 ordinary shares by way of an accelerated book build. The shares were issued at a price of 1360 pence through which the Company raised $1.7 billion net of expenses. The middle market price on 4 August 2009 was 1328 pence. The proceeds will be used in the ordinary course of business by the Group. The share issue used a cash box structure involving a Jersey subsidiary (JerseyCo) which was 89 per cent owned by the Company prior to the transaction. In return for an issue of shares by the Company to the investors, the net proceeds of the share issue were paid to JerseyCo. Pursuant to the issue of those shares, the Company acquired the remaining share capital of JerseyCo, being all of its redeemable preference shares and the 11 per cent of the ordinary shares it did not own. Under this structure merger relief applies under Section 612 of the Companies Act 2006 which provides relief from the requirements under Section 610 of the Companies Act 2006 to create a share premium account. JerseyCo then redeemed its redeemable shares in exchange for the share issue proceeds.

2008

On 16 May 2008, the Company issued 8,142,490 new ordinary shares instead of the 2007 final dividend. On 9 October 2008, the Company issued 2,940,049 new ordinary shares instead of the 2008 interim dividend.

On 24 November 2008, the Company announced the issue of 470,014,830 new ordinary shares by way of rights to qualifying shareholders at 390 pence per new ordinary share. The issue was on the basis of 30 ordinary shares for every 91 ordinary shares held on 24 November 2008. The rights issue raised $2.7 billion in additional capital for the Company. The rights issue used the same cash box structure as described above.

The middle market price on 17 December 2008 was 766 pence. The proceeds of the issue of ordinary shares was used in the ordinary course of business.

During 2008, 5,410,537 ordinary shares were issued under the Company's employee share plans at prices between nil and 1243 pence.  

Transaction costs relating to share issues deducted from reserves account total $22 million (2008: $84 million).

Shares of the Group held for the beneficiaries of the Group's share based payment schemes

Bedell Cristin Trustees Limited is trustee of both the 1995 Employees' Share Ownership Plan Trust (the 1995 trust), which is an employee benefit trust used in conjunction with some of the Group's employee share schemes, and of the Standard Chartered 2004 Employee Benefit Trust (the 2004 trust) which is an employee benefit trust used in conjunction with the Group's deferred bonus plan. The trustee has agreed to satisfy a number of awards made under the employee share schemes and the deferred bonus plan through the relevant employee benefit trust. As part of these arrangements Group companies fund the trust, from time to time, to enable the trustee to acquire shares to satisfy these awards. All shares have been acquired through the London Stock Exchange.



 

25.      Share capital, reserves and own shares continued

 

Except as disclosed, neither the Company nor any of its subsidiaries has bought, sold or redeemed any securities of the Company listed on The Stock Exchange of Hong Kong Limited during the year. Details of the shares purchased and held by the trusts are set out below. 


1995 Trust

2004 Trust

Total

Number of shares

2009 

2008 

2009 

2008 

2009 

2008 

Shares purchased:

- 9 March 2009

357,909 

357,909 

- 25 June 2009

4,025,000 

4,025,000 

- 13 November 2009

560,000 

560,000 

- 17 December 2009

203,000 

203,000 

Total

4,788,000 

357,909 

5,145,909 

Shares purchased:







- 6 March 2008

307,849 

307,849 

- 9 March 2008

1,650,000 

1,650,000 

- 9 October 2008

375,000 

375,000 

- 18 December 2008 (rights issue)

731,296 

119,049 

850,345 

Total

2,756,296 

426,898 

3,183,194 

Market price of shares purchased ($ million)

99 

66 

10 

103 

76 

Shares held at the end of the year

7,589,615 

2,949,563 

498,127 

480,166 

8,087,742 

3,429,729 

Maximum number of shares held during year

7,589,615 


499,865 


8,089,480 


 

 

26.      Minority interests

   

$300m 7.267% Hybrid
Tier 1 Securities

Other minority
interests

Total

   

$million

$million

$million

At 1 January 2008

330 

271 

601 

Expenses in equity attributable to minority interests

(106)

(106)

Other profits attributable to minority interests

19 

84 

103 

Recognised income and expense

19 

(22)

(3)

Distributions

(22)

(125)

(147)

Other increases

104 

104 

At 31 December 2008

327 

228 

555 

Income in equity attributable to minority interests

14 

14 

Other profits attributable to minority interests

19 

78 

97 

Recognised income and expense

19 

92 

111 

Distributions

(22)

(65)

(87)

Other increases

At 31 December 2009

324 

256 

580 

1 Other increases primarily relate to the consolidation of a private equity investment.

 

 

 

 

 

 

 

 

 

 

 

 

 

27.      Cash flow statement

Adjustment for non-cash items and other accounts




2009 

2008 



$million

$million

Depreciation and amortisation



520 

425 

Gain on disposal of property, plant and equipment



(40)

(10)

Gain on disposal of investment securities and loan and receivable financial assets



(592)

(322)

Gain arising on repurchase of subordinated-liabilities



(264)

(384)

Gain arising on initial recognition and partial sale of Visa Inc. shares



(17)

Writedowns relating to asset backed securities



49 

Movement in fair value hedges on available-for-sale assets



26 

Amortisation of discounts and premiums of investment securities



(762)

(390)

Pension costs for defined benefit schemes



30 

45 

Impairment losses on loans and advances and other credit risk provisions



2,000 

1,321 

Other impairment



102 

469 

Profit from associates



(21)

Loss/(gain) on sale of businesses



(146)

Recoveries of acquisition fair values and discount unwind



(101)

(120)

Interest expense on subordinated liabilities



501 

1,049 

Total



1,385 

1,995 

Change in operating assets








2009 

2008 



$million

$million

Decrease/(increase) in derivative financial instruments



32,293 

(47,138)

Net (increase)/decrease in debt securities, treasury bills and equity shares held at fair value through profit or loss



(6,331)

7,590 

Net increase in loans and advances to banks and customers



(21,801)

(39,160)

Decrease in pre-payments and accrued income



286 

213 

Increase in other assets



(1,485)

(9,608)

Total



2,962 

(88,103)

 

Change in operating liabilities








2009 

2008 



$million

$million

(Decrease)/increase in derivative financial instruments



(31,941)

44,943 

Net increase in deposits from banks, customer accounts, debt securities in issue, Hong Kong notes in circulation and short positions



21,398 

59,798 

(Decrease)/increase in accruals and deferred income



(121)

1,025 

Increase in other liabilities



(555)

147 

Total



(11,219)

105,913 


 

 

28.      Cash and cash equivalents





For the purposes of the cash flow statement, cash and cash equivalents comprise the following balances with less than three months maturity from the date of acquisition. Restricted balances comprise minimum balances required to be held at central banks.




2009 

2008 



$million

$million

Cash and balances at central banks



18,131 

24,161 

Less restricted balances



(4,971)

(4,615)

Treasury bills and other eligible bills



7,748 

9,303 

Loans and advances to banks



37,127 

33,913 

Trading securities



10,038 

10,937 

Total



68,073 

73,699 

 

 

 

 

 

29.      Net interest margin and net yield







2009 

2008 

%

%

Net interest margin

2.3 

2.5 

Net yield

2.1 

2.2 




Average interest earning assets

328,688 

299,239 

Average interest bearing liabilities

298,365 

275,996 

 

 

30.      Remuneration

The Group employed 77,326 staff at 31 December 2009 (2008: 80,557)1.

Within the authority delegated by the board of directors, the Board Remuneration Committee is involved in determining the remuneration policy of the Group and specifically for agreeing the individual remuneration packages for executive directors and other highly remunerated individuals. No executive directors are involved in deciding their own remuneration. The Group's remuneration policy is to:

·   Support a strong performance-oriented culture and ensure that individual rewards and incentives relate directly to the performance of the individual, the operations and functions for which they are responsible, the Group as a whole and the interests of the shareholders; and

·   Maintain competitive reward that reflects the international nature of the Group and enable it to attract and retain talented employees of the highest quality internationally.

The Committee reviews the reward policy on a regular basis against significant regulatory developments, market practice and shareholder expectations. A 'One Bank' philosophy is central to the Group's remuneration policy and means that the approach to reward and performance management is consistent across all employees. We reward not only 'what' is achieved but 'how' it is achieved. Our distinctive culture and the importance we place on our values both play an important role in compensation decision-making, and in our robust 'pay for sustained performance' culture. Effective risk management is central to how we perform and the risk profile of various businesses is also taken into account in compensation decisions. Our approach to performance and reward is designed to drive sustainable performance, ensuring that remuneration policies support our business strategy.

The success of the Group depends upon the performance and commitment of talented employees. Individual reward and incentives therefore relate directly to an individual employee's performance (including adherence to the Group's values), to the business unit in which they operate and also to the Group's overall performance. Target total compensation is benchmarked to the relevant market in which each individual is employed, while the potential total compensation is set at upper quartile or higher for excellent individual and business performance.

The Group believes strongly in encouraging employee share ownership at all levels in the organisation.  The Group operates certain share plans including the Performance Share Plan where awards are only exercisable upon the achievement of tough performance criteria.  There is also a Group-wide deferral framework, under which a portion of annual performance awards might be delivered in restricted shares over a three year period.

 

1                      The period end number of employees for 2008 has been restated to primarily reflect the inclusion of fixed-term contract workers as employees in line

 

 with the definition under the Companies Act 2006.

 

 

31.      Contingent liabilities and commitments


  

The table below shows the contract or underlying principal amounts and risk weighted amounts of unmatured off-balance sheet transactions at the balance sheet date. The contract or underlying principal amounts indicate the volume of business outstanding and do not represent amounts at risk.  

The risk weighted amounts have been calculated in accordance with the FSA guidelines implementing the Basel Accord on capital adequacy, after taking account of collateral and guarantees received.  

   

2009 

2008 

$million

$million

Contingent liabilities


  

Guarantees and irrevocable letters of credit

28,731 

28,051 

Other contingent liabilities

9,927 

11,494 

   

38,658 

39,545 

Commitments


  

Documentary credits and short term trade-related transactions

6,695 

5,270 

Forward asset purchases and forward deposits placed

874 

40 

Undrawn formal standby facilities, credit lines and other commitments to lend:


  

     One year and over

20,616 

14,450 

     Less than one year

20,729 

14,903 

     Unconditionally cancellable

45,344 

42,388 

   

94,258 

77,051 

Risk weighted amount:


  

     Contingent liabilities

13,422 

12,8272

     Commitments

8,856 

6,9672

1                      Includes amounts relating to the Group's share of its joint ventures.

2                      Amounts have been adjusted to present consistently with 2009 as a result of continuing refinement in Basel II. This has not had an impact on the Group's total risk weighted assets.


32.      Liquidity risk

This table analyses assets and liabilities into relevant maturity groupings based on the remaining period to the contractual maturity date as at the balance sheet date, on a discounted basis. Contractual maturities do not necessarily reflect actual repayments or cash flow.

The Risk review on pages 22 to 42 explains the Group's risk management with respect to asset and liability management. 

   

2009 

   

Three
months
or less

Between 
three
months and 
one year

Between
 one year
and
five years

More than
five years

Total

$million

$million

$million

$million

$million

Assets






Cash and balances at central banks  

13,160 

4,971 

18,131 

Derivative financial instruments

9,891 

7,508 

16,207 

4,587 

38,193 

Loans and advances to banks

37,127 

14,182 

1,289 

335 

52,933 

Loans and advances to customers

63,162 

34,939 

44,406 

59,296 

201,803 

Investment securities

18,939 

30,185 

32,967 

10,524 

92,615 

Other assets

5,755 

710 

49 

26,464 

32,978 

Total assets

148,034 

87,524 

94,918 

106,177 

436,653 

   






Liabilities  






Deposits by banks

34,721 

2,967 

1,140 

115 

38,943 

Customer accounts

230,332 

22,198 

3,971 

245 

256,746 

Derivative financial instruments

8,644 

7,969 

15,757 

4,214 

36,584 

Debt securities in issue

11,390 

9,134 

11,059 

1,676 

33,259 

Other liabilities

13,182 

1,089 

178 

12,022 

26,471 

Subordinated liabilities and other borrowed funds

723 

562 

15,445 

16,730 

Total liabilities

298,992 

43,357 

32,667 

33,717 

408,733 

Net liquidity gap

(150,958)

44,167 

62,251 

72,460 

27,920 

Amounts include financial instruments held at fair value through profit or loss (see note 10).

 


   

2008 

   

Three
months
or less

Between
three
months and
one year

Between
one year
and 
five years

More than
five years

Total

$million

$million

$million

$million

$million

Assets






Cash and balances at central banks  

19,546 

4,615 

24,161 

Derivative financial instruments

13,791 

18,743 

27,821 

9,302 

69,657 

Loans and advances to banks

33,913 

11,749 

2,132 

152 

47,946 

Loans and advances to customers

63,829 

27,541 

38,044 

49,098 

178,512 

Investment securities

20,736 

28,137 

21,758 

8,439 

79,070 

Other assets

12,791 

1,231 

27 

21,673 

35,722 

Total assets

164,606 

87,401 

89,782 

93,279 

435,068 

   






Liabilities  






Deposits by banks

31,168 

3,382 

1,359 

77 

35,986 

Customer accounts

210,449 

21,674 

4,824 

1,644 

238,591 

Derivative financial instruments

15,004 

18,207 

25,430 

9,134 

67,775 

Debt securities in issue

12,568 

5,801 

5,695 

3,005 

27,069 

Other liabilities

12,163 

1,707 

503 

11,593 

25,966 

Subordinated liabilities and other borrowed funds

845 

1,304 

2,189 

12,648 

16,986 

Total liabilities

282,197 

52,075 

40,000 

38,101 

412,373 

Net liquidity gap

(117,591)

35,326 

49,782 

55,178 

22,695 

2 Amounts include financial instruments held at fair value through profit or loss (see note 10).

 

 

33.      Restatement of prior periods

 

None of the following restatements impacted the Group balance sheet as at 1 January 2008 and accordingly no balance sheet has been presented for that period.

At 31 December 2009 the Group has early adopted the amendment to IAS 32: Financial Instruments in advance of its effective date as explained in note 1. The impact of this change has been to reclassify the $233 million gain and associated tax of $66 million in respect of the rights issue option recognised in advance of its effective date in the income statement in the 2008 Annual Report into equity in these financial statements. Details of the restatement are set out below:

 

Income statement

As reported
at 2008

Adjustment

Restated
at 2008

 

$million

$million

$million

 

Profit before taxation

4,801 

(233)

4,568 

 

Taxation

1,290 

(66)

1,224 

 

Profit attributable to parent company shareholders

3,408

(167)

3,241

 

Profit attributable to ordinary shareholders

3,298

(167)

3,131

 

Basic earnings per share (cents)

202.4 

(10.3)

192.1 

 

Diluted earnings per share (cents)

201.3 

(10.2)

191.1 

 

Statement of changes in equity




 

Merger reserve

5,450 

167 

5,617 

 

Retained earnings

12,853 

(167)

12,686 

 

Cash flow statement




 

Profit before taxation

4,801 

(233)

4,568 

 

Non-cash items in income statement

1,762 

233 

1,995 

 





 

Cash flow statement

 

Following an amendment to IAS 7: Cash flow statements, cash paid to acquire assets leased to customers is required to be presented as part of cash flow from operating activities and not cash flows from investing activities. In addition, the contribution to defined benefit schemes has been presented separately. Details of the representation are set out below:

 





 





 


As reported
at 2008

Adjustment

Restated
at 2008

 

$million

$million

$million

 

Change in operating assets

(87,251)

(852)

(88,103)

 

Purchase of property, plant and equipment

(1,431)

852 

(579)

 

Change in operating liabilities

105,810 

103 

105,913 

 

Contributions to defined benefit schemes

(103)

(95)

 

 

Entity-wide information

By Geography

In 2009 the Group has re-aligned its geographic reporting with underlying organizational changes to better reflect asset and income distribution and management. In order to facilitate a more meaningful comparison, the 2008 numbers in the geography segmental information have been restated so as to be on a consistent basis with 2009.

 

The Group has a Global Booking Unit (GBU) within its Wholesale Banking business which comprises the private equity portfolio, portfolio management and some Financial Markets (FM) products. In 2008 income and expenses related to the private equity portfolio were reported in the geography of the underlying investment and the remainder of the GBU was reported within Americas, UK & Europe. In 2009, the income and expenses on both the private equity portfolio and FM products in the GBU have been allocated, the latter to geographies  where dealers are based. Portfolio management continues to be reported within Americas, UK & Europe.

 

In addition, the Group has changed the basis of reporting total assets  employed. In 2008, the 'total assets employed' included both the balances between the entities within the same geography (intra-geography) as well as those across geographies (inter-geography). In 2009, the intra-geography balances have been eliminated. The 2008 total assets employed have therefore been restated to be consistent. As a result of the change the distribution of assets held centrally to geographies also changed. The 2008 margins have been restated utilising the revised assets employed.

 

 

 

 

 


33.      Restatement of prior periods continued

Entity-wide information continued


Reported at 31 December 2008


Asia Pacific







Hong
Kong

Singapore

Korea

Other
Asia
Pacific

India

Middle
East 
& Other
S Asia

Africa

Americas 
UK &  Europe

Total

$million

$million

$million

$million

$million

$million

$million

$million

$million

Net trading income

369

468

191

694

350

258

166

(91)

2,405

Other income

1,898

958

1,385

2,259

1,396

1,476

743

1,448

11,563

Operating income

2,267

1,426

1,576

2,953

1,746

1,734

909

1,357

13,968

Operating expense

(1,017)

(637)

(955)

(1,721)

(646)

(813)

(564)

(1,258)

(7,611)

Operating profit/(loss) before impairment losses and taxation

1,250

789

621

1,232

1,100

921

345

99

6,357

Impairment losses and share of profits from associates

(236)

(45)

(263)

(534)

(157)

(185)

(33)

(336)

(1,789)

Profit/(loss) before taxation

1,014

744

358

698

943

736

312

(237)

4,568

Net interest margin (%)

2.1

0.8

2.5

2.4

3.4

3.0

4.4

0.4

2.5

Total assets employed

76,162

57,422

70,438

82,667

31,362

38,194

12,154

147,934

516,333


Restatement


Asia Pacific







Hong 
Kong

Singapore

Korea

Other
Asia
Pacific

India

Middle
East 
& Other
S Asia

Africa

Americas
UK & Europe

Total

$million

$million

$million

$million

$million

$million

$million

$million

$million

Net trading income

(12)

(109)

(29)

(52)

(76)

270 

Other income

-

-

-

-

-

-

-

-

-

Operating income

(12)

(109)

(29)

(52)

(76)

270 

Operating expenses

(13)

(27)

(8)

48 

Operating profit/(loss) before impairment losses and taxation

(25)

(136)

(29)

7

(52)

(84)

1

318

-

Impairment losses and share of profits from associates

-

-

-

-

-

-

-

-

-

Profit/(loss) before taxation

(25)

(136)

(29)

(52)

(84)

318 

Net interest margin (%)

-

0.5

(0.2)

-

0.1

0.7

0.1

0.7

-

Total assets employed

1,465

(6,176)

(6,088)

(474)

907

(3,830)

(50)

(17,211)

(31,457)












Restated at 31 December 2008


Asia Pacific







Hong
Kong

Singapore

Korea

Other
Asia
Pacific

India

Middle
East
& Other 
S Asia

Africa

Americas
UK & Europe

Total

$million

$million

$million

$million

$million

$million

$million

$million

$million

Net trading income

357

359

162

701

298

182

167

179

2,405

Other income

1,898

958

1,385

2,259

1,396

1,476

743

1,448

11,563

Operating income

2,255

1,317

1,547

2,960

1,694

1,658

910

1,627

13,968

Operating expenses

(1,030)

(664)

(955)

(1,721)

(646)

(821)

(564)

(1,210)

(7,611)

Operating profit before impairment losses and taxation

1,225

653

592

1,239

1,048

837

346

417

6,357

Impairment losses and share of profits from associates

(236)

(45)

(263)

(534)

(157)

(185)

(33)

(336)

(1,789)

Profit before taxation

989

608

329

705

891

652

313

81

4,568

Net interest margin (%)

2.1

1.3

2.3

2.4

3.5

3.7

4.5

1.1

2.5

Total assets employed

77,627

51,246

64,350

82,193

32,269

34,364

12,104

130,723

484,876











 

 



 

34.      Special purpose entities

The Group uses Special Purpose Entities (SPEs) in the normal course of business across a variety of activities. SPEs are established for specific limited purposes and take a number of legal forms. The main types of activities for which the Group utilises SPEs cover synthetic credit default swaps for portfolio management purposes, managed investment funds (including specialised principal finance funds) and structured finance.

SPEs are consolidated into the Group's financial statements where the Group bears the majority of the residual risk or reward. Most of the Group's consolidated SPEs are in respect of the Group's securitised portfolios of residential mortgages (see note 14).

The total assets of unconsolidated SPEs in which the Group has an interest are set out below.

   

2009 

2008 

   

Total assets

Maximum exposure

Total assets

Maximum exposure

$million

$million

$million

$million

Portfolio management vehicles

1,694 

339 

1,694 

252 

Principal Finance Funds

988 

130 

898 

124 

AEB Funds

2,487 

Structured Finance

290 

   

2,682 

469 

5,369 

380 

Committed capital for these funds is $375 million (2008: $375 million) of which $130 million (2008: $124 million) has been drawn down net of provisions for impairment of $33 million.

 

For the purposes of portfolio management, the Group has entered into synthetic credit default swaps with note-issuing SPEs. The referenced assets remain on the Group's balance sheet as the credit risk is not transferred to these SPEs. The Group's exposure arises from (a) the capitalised start-up costs in respect of the swap vehicles and (b) interest in the first loss notes and investment in a minimal portion of the mezzanine and senior rated notes issued by the note issuing SPEs. The proceeds of the notes issuance are typically invested in AAA-rated Government securities, which are used to collateralise the SPE's swap obligations to the Group, and to repay the principal to investors at maturity. The SPEs reimburse the Group on actual losses incurred, through the realisation of the collateral security. Correspondingly, the SPEs write down the notes issued by an equal amount of the losses incurred, in reverse order of seniority. All the funding is committed for the life of these vehicles and hence the Group has no indirect exposure in respect of the vehicles' liquidity position.

Following the acquisition of AEB, the Group was also the investment manager for a number of AEB's investment funds,  in which it had a limited amount of capital invested.  During 2009 these funds were sold and at 31 December 2009 the Group had no capital invested in these funds.

The Group has reputational risk in respect of certain portfolio management vehicles and investment funds either because the Group is the arranger and lead manager or because the SPEs have Standard Chartered branding.

 

35.      Related party transactions

Directors and officers

Directors' emoluments

IAS 24 'Related party disclosures' requires the following additional information for key management compensation. Key management comprises non-executive directors and members of the Group Management Committee, which includes all executive directors.

   



2009 

2008 



$million

$million

Salaries, allowances and benefits in kind  



15 

20 

Pension contributions



Bonuses paid or receivable



18 

Share based payments



25 




22 

69 

Transactions with directors, officers and others

At 31 December 2009, the total amounts to be disclosed under the Companies Act 2006 (the Act) and the Listing Rules of the Hong Kong Stock Exchange Limited (HK Listing Rules) about loans to directors and officers were as follows:

   

2009 

2008 

   

Number

$000

Number

$000

Directors

13 

635 

Officers

7,240 

7,898 

   





1   For this disclosure, the term 'Officers' means the members of the Group Management Committee, other than those who are directors of Standard Chartered PLC, and the Company secretary.

 


35.      Related party transactions continued

Mr Sunil Mittal, who was an independent non-executive director of Standard Chartered PLC until 31 July 2009, is Chairman and Group CEO of the Bharti Enterprises Group. Due to his significant voting power in the Bharti Enterprises Group, it was a related party of Standard Chartered PLC until 31 July 2009. As at 31 July 2009, the Group had loans to the Bharti Enterprises Group of $59 million (31 December 2008: $137 million), guarantees of $35 million (31 December 2008: $39 million) and foreign exchange deals with a notional value of $102 million (31 December 2008: $103 million).

As at 31 December 2009, Standard Chartered Bank had created a charge over $31 million (2008: $24 million) of cash assets in favour of the independent trustees of its employer financial retirement benefit schemes.

Other than as disclosed in this Annual Report and Accounts, there were no other transactions, arrangements or agreements outstanding for any director, connected person or officer of the Company which have to be disclosed under the Act, the rules of the UK Listing Authority or the HK Listing Rules.

Associates

The Group has amounts due from Merchant Solutions totalling $32 million at 31 December 2009 (2008: $nil million). Except as disclosed, the Group did not have any amounts due to or from associate investments.

Joint ventures

The Group has loans and advances to PT Bank Permata Tbk totalling $3 million at 31 December 2009 (2008: $5 million), and deposits of $16 million (2008: $16 million). The Group has loans and advances with STCI totalling $12 million (2008: $12 million).

The Group has investments in sub debt issued by PT Bank Permata Tbk for $50 million at 31 December 2009 (31 December 2008: nil million).

 

36.      Corporate governance

The directors confirm that, throughout the year, the Company has complied with the provisions of Appendix 14 of the HK Listing Rules. The directors confirm that the announcement of these results has been reviewed by the Company's Audit and Risk Committee.  The Company confirms that it has adopted a code of conduct regarding securities transactions by directors on terms no less exacting than required by Appendix 10 of the Listing Rules of the Hong Kong Stock Exchange, and that the directors of the Company have complied with this code of conduct throughout the year.

 

37.      Other information

The financial information included within this document does not constitute statutory accounts within the meaning of section 434 of the Companies Act 2006.  Statutory accounts for the year ended 31 December 2009 were approved by the directors on 3 March 2010.  These accounts will be published on 26 March 2010 after which they will be delivered to the Registrar of Companies.  The report of the auditors on these accounts was (i) unqualified, (ii) did not include a reference to any matters to which the auditors drew attention by way of emphasis without qualifying their report, and (iii) did not include a statement under section 498 of the Companies Act 2006.

 

38.      UK and Hong Kong accounting requirements

As required by the HK Listing Rules, an explanation of the differences in accounting practices between EU endorsed IFRS and Hong Kong Financial Reporting Standards is required to be disclosed. There would be no significant differences had these accounts been prepared in accordance with Hong Kong Financial Reporting Standards. EU endorsed IFRS may differ from IFRSs published by the International Accounting Standards Board if a standard has not been endorsed by the EU.

 


Standard Chartered PLC - Directors' responsibility statement

 

 

The directors confirm that to the best of their knowledge:

 

(a)   the consolidated financial information contained herein has been prepared in accordance with IFRSs as adopted by the European Union  and gives a true and fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation taken as a whole; and  

(b)   this announcement includes:

 

(i)     an indication of important events that have occurred during the year ended 31 December 2009 and their impact on the consolidated financial statements, and a description of the principal risks and uncertainties; and

 

(ii)    details of material related party transactions in the year ended 31 December 2009 and any material changes in the related party transactions described in the last annual report of the Group.

 

By order of the Board

 

 

R H Meddings

Group Finance Director

3 March 2010

 


Standard Chartered PLC - Additional information

 

Summarised consolidated income statement




First and second half 2009

1st half 2009

2nd half 2009

2009 

$million

$million

$million

Interest income

6,490 

6,436 

12,926 

Interest expense

(2,790)

(2,513)

(5,303)

Net interest income

3,700 

3,923 

7,623 

Fees and commission income

1,853 

1,971 

3,824 

Fees and commission expense

(168)

(286)

(454)

Net trading income

1,740 

1,150 

2,890 

Other operating income

835 

466 

1,301 

Total non-interest income

4,260 

3,301 

7,561 

Operating income

7,960 

7,224 

15,184 

Staff costs

(2,618)

(2,294)

(4,912)

Premises costs

(314)

(384)

(698)

General administrative expenses

(860)

(962)

(1,822)

Depreciation and amortisation

(235)

(285)

(520)

Operating expenses

(4,027)

(3,925)

(7,952)

Operating profit before impairment losses and taxation

3,933 

3,299 

7,232 

Impairment losses on loans and advances and other credit

(1,088)

(912)

(2,000)

Other impairment

(15)

(87)

(102)

Profit from associates

13 

21 

Profit before taxation

2,838 

2,313 

5,151 

Taxation

(847)

(827)

(1,674)

Profit for the year

1,991 

1,486 

3,477 

  




  




Profit attributable to:




Minority interests

58 

39 

97 

Parent company shareholders

1,933 

1,447 

3,380 

Profit for the year

1,991 

1,486 

3,477 

  




Earnings per share:




Basic earnings per ordinary share (cents)

98.8 

69.9 

167.9 

Diluted earnings per ordinary share (cents)

98.0 

69.2 

165.3 

 

 

 

Standard Chartered PLC - Glossary

 

Advances to deposit ratio

 

The ratio of total loans and advances to customers relative to total customer deposits. A low advances to deposits ratio demonstrates that customer deposits exceed customer loans resulting from emphasis placed on generating a high level of stable funding from customers.

Asset Backed Securities (ABS)

Securities that represent an interest in an underlying pool of referenced assets. The referenced pool can comprise any assets which attract a set of associated cash flows but are commonly pools of residential or commercial mortgages and in the case of Collateralised Obligation (CDOs), the reference pool may be ABS.

Alt-A

Loans regarded as lower risk than sub-prime, but they share higher risk characteristics than lending under normal criteria.

Attributable profit to ordinary shareholders

Profit for the year after minority interests and the declaration of dividends on preference shares classified as equity.

Collateralised Debt Obligations (CDOs)

Securities issued by a third party which reference ABSs and/or certain other related assets purchased by the issuer. CDOs may feature exposure to sub-prime mortgage assets through the underlying assets.

Collateralised Loan Obligation (CLO)

A security backed by the repayments from a pool of commercial loans. The payments may be made to different classes of owners (in tranches).

Commercial Mortgage Backed Securities (CMBS)

Commercial Mortgage Backed Securities are securities that represent interests in a pool of commercial mortgages. Investors in these securities have the right to cash received from future mortgage payments (interest and/or principal).

Commercial Real Estate

Commercial real estate includes office buildings, industrial property, medical centres, hotels, malls, retail stores, shopping centres, farm land, multifamily housing buildings, warehouses, garages, and industrial properties. Commercial real estate loans are those backed by a package of commercial real estate assets.

Contractual maturities

Contractual maturity refers to the final payment date of a loan or other financial instrument, at which point all the remaining outstanding principal will be repaid and interest is due to be paid.

Cost-income ratio

Represents the proportion of total costs to total income.

Cover ratio

Represents the extent to which non-performing loans are covered by impairment allowances.

Commercial paper (CP)

An unsecured promissory note issued to finance short-term credit needs. It specifies the face amount paid to investors on the maturity date.

Core Tier 1 Capital

Core Tier 1 capital comprises called-up ordinary share capital and eligible reserves plus minority interests, less goodwill and other intangible assets and deductions relating to excess expected losses over eligible provisions and securitisation positions as specified by the FSA (Financial Services Authority).

Core Tier 1 Capital ratio

Core Tier 1 capital as a percentage of risk weighted assets.

Credit Default Swaps (CDSs)

A credit derivative is an arrangement whereby the credit risk of an asset (the reference asset) is transferred from the buyer to the seller of protection. A credit default swap is a contract where the protection seller receives premium or interest-related payments in return for contracting to make payments to the protection buyer upon a defined credit event. Credit events normally include bankruptcy, payment default on a reference asset or assets, or downgrades by a rating agency.

Credit risk spread

The credit spread is the yield spread between securities with the same coupon rate and maturity structure but with different associated credit risks, with the yield spread rising as the credit rating worsens. It is the premium over the benchmark or risk-free rate required by the market to take on a lower credit quality.

Customer deposits

Money deposited by all individuals and companies which are not credit institutions. Such funds are recorded as liabilities in the Group's balance sheet under Customer accounts.

Debt restructuring

This is when the terms and provisions of outstanding debt agreements are changed. This is often done in order to improve cash flow and the ability of the borrower to repay the debt. It can involve altering the repayment schedule as well as debt or interest charge reduction.

Debt securities

Debt securities are assets on the Group's balance sheet and represent certificates of indebtedness of credit institutions, public bodies or other undertakings excluding those issued by Central Banks.

Debt securities in issue

Debt securities in issue are transferrable certificates of indebtedness of the Group to the bearer of the certificate. These are liabilities of the Group and include certificates of deposits.

Delinquency

A debt or other financial obligation is considered to be in a state of delinquency when payments are overdue. Loans are considered to be delinquent when consecutive payments are missed.

Dividend per share

Represents the entitlement of each shareholder in the share of the profits of the company. Calculated in the lowest unit of currency in which the shares are quoted.

Exposures

Credit exposures represent the amount lent to a customer, together with an undrawn commitments

First/Second Lien

First lien: debt that places its holder first in line to collect compensation from the sale of the underlying collateral in the event of a default on the loan.

Second lien: debt that is issued against the same collateral as higher lien debt but that is subordinate to it. In the case of default, compensation for this debt will only be received after the first lien has been repaid and thus represents a riskier investment than the first lien.


Funded/unfunded exposures

Exposures where the notional amount of the transaction is funded. Represents exposures where there is a commitment to provide future funding is made but funds are not released.

Guaranteed mortgages

Mortgages for which there is a guarantor to provide the lender a certain level of financial security in the event of default of the borrower.

Home Loan

A loan to purchase a residential property which is then used as collateral to guarantee repayment of the loan. The borrower gives the lender a lien against the property, and the lender can foreclose on the property if the borrower does not repay the loan per the agreed terms. Also known as a residential mortgage.

Impaired loans

'Impaired loans' comprise loans where individual identified impairment allowance has been raised and also include loans which are collateralised or where indebtedness has already been written down to the expected realisable value. The impaired loan category may include loans, which, while impaired, are still performing.

Impairment allowances

Impairment allowances are a provision held on the balance sheet as a result of the raising of a charge against profit for the incurred loss.  An impairment allowance may either be identified or unidentified and individual or collective.

Individually/Collectively Assessed

Impairment is measured individually for assets that are individually significant, and collectively where a portfolio comprises homogenous assets and where appropriate statistical techniques are available. Typically assets within the Wholesale Banking business of the Group are assessed individually whereas assets within the Consumer Banking business are assessed on a portfolio basis.

Internal Ratings Based (IRB) approach

The IRB approach is used to calculate risk weighted assets in accordance with the Basel Capital Accord where capital requirements are based on a firm's own estimates of certain parameters.

Leveraged Finance

Loans or other financing agreements provided to companies whose overall level of debt is high in relation to their cash flow (net debt : EBITDA) typically arising from private equity sponsor led acquisitions of the businesses concerned.

Liquidity and Credit enhancements

Credit enhancement facilities are used to enhance the creditworthiness of financial obligations and cover losses due to asset default. Two general types of credit enhancement are third-party loan guarantees and self-enhancement through over-collateralisation. Liquidity enhancement makes funds available if required, for other reasons than asset default, e.g. to ensure timely repayment of maturing commercial paper.

Loans and advances

This represents lending made under bilateral agreements with customers entered into in the normal course of business and is based on the legal form of the instrument.  An example of a loan product is a Home loan

Loan-to-value ratio

The loan-to-value ratio is a mathematical calculation which expresses the amount of a first mortgage lien as a percentage of the total appraised value of real property. The loan-to-value ratio is used in determining the appropriate level of risk for the loan and therefore the correct price of the loan to the borrower.

Loans past due

Loans on which payments have been due for up to a maximum of 90 days including those on which partial payments are being made.

Mezzanine capital

Financing that combines debt and equity characteristics. For example, a loan that also confers some profit participation to the lender.

Mortgage Backed Securities (MBS)

Securities that represent interests in a group of mortgages. Investors in these securities have the right to cash received from future mortgage payments (interest and/or principal).

Mortgage related assets

Assets which are referenced to underlying mortgages.

Medium Term Notes (MTN)

Corporate notes continuously offered by a company to investors through a dealer. Investors can choose from differing maturities, ranging from nine months to 30 years.

Net asset value per share

Ratio of net assets (total assets less total liabilities) to number of shares outstanding.

Net interest income

The difference between interest received on assets and interest paid on liabilities. Group net interest income includes the impact of structural hedges which function to reduce the impact of the volatility of short term interest rate movements on equity and customer balances that do not re-price with market rates.

Net interest margin

The margin is expressed as net interest income divided by average interest earning assets.

Net interest yield

Interest income divided by average interest earning assets less interest expense divided by average interest bearing liabilities.

Net principal exposure

Net principal exposure is the gross principal amount of assets that are not protected by CDSs. It includes assets that benefit from monoline protection, except where this protection is purchased with a CDS.

Normalised earnings

Profit attributable to ordinary shareholders adjusted for profits or losses of a capital nature; amounts consequent to investment transactions driven by strategic intent; and other infrequent and/or exceptional transactions that are significant or material in the context of the Group's normal business earnings for the period

Prime

Prime mortgages have a higher credit quality and would be expected to satisfy the criteria for inclusion into Government programs

 

Private equity investments

Equity securities in operating companies generally not quoted on a public exchange. Investment in private equity often involves the investment of capital in private companies. Capital for private equity investment is raised by retail or institutional investors and used to fund investment strategies such as leveraged buyouts, venture capital, growth capital, distressed investments and mezzanine capital.

Profit attributable to ordinary shareholders'

Profit for the year after minority interests and dividends declared in respect of preference shares classified as equity.

Renegotiated loans

Loans and advances are generally renegotiated either as part of an ongoing customer relationship or in response to an adverse change in the circumstances of the borrower. In the latter case renegotiation can result in an extension of the due date of payment or repayment plans under which the Group offers a concessionary rate of interest to genuinely distressed borrowers. This will result in the asset continuing to be overdue and will be individually impaired where the renegotiated payments of interest and principal will not recover the original carrying amount of the asset. In other cases, renegotiation will lead to a new agreement, which is treated as a new loan.

Repo/Reverse repo

A repurchase agreement or repo, is a short term funding agreements which allow a borrower to sell a financial asset, such as ABS or Government bonds as collateral for cash.  As part of the agreement the borrower agrees to repurchase the security at some later date, usually less than 30 days, repaying the proceeds of the loan.  For the party on the other end of the transaction (buying the security and agreeing to sell in the future) it is a reverse repurchase agreement or reverse repo.

Retail Loans

Money loaned to individuals rather than institutions. The loans may be for car or home purchases, medical care, home repair, holidays, and other consumer uses.

Return on equity

Represents the ratio of the current year's profit available for distribution to the weighted average shareholders equity over the period under review.

Risk weighted assets

A measure of a bank's assets adjusted for their associated risks. Risk weightings are established in accordance with the Basel Capital Accord as implemented by the FSA.

Residential Mortgaes Backed Securities (RMBS)

Securities that represent interests in a group of residential mortgages. Investors in these securities have the right to cash received from future mortgage payments (interest and/or principal).

Securitisation

Securitisation is a process by which debt instruments are aggregated into a pool, which is used to back new securities. A company sells assets to an SPE (special purpose entity) who then issues securities backed by the assets based on their value. This allows the credit quality of the assets to be separated from the credit rating of the original company and transfers risk to external investors.

Special Purpose Entities (SPEs)

SPEs are entities that are created to accomplish a narrow and well defined objective. There are often specific restrictions or limits around their ongoing activities.

Transactions with SPEs take a number of forms, including:

- The provision of financing to fund asset purchases, or commitments to provide finance for future purchases.

- Derivative transactions to provide investors in the SPE with a specified exposure.

- The provision of liquidity or backstop facilities which may be drawn upon if the SPE experiences future funding difficulties.

- Direct investment in the notes issued by SPEs.

Structured finance /notes

A Structured note is an investment tool which pays a return linked to the value or level of a specified asset or index and sometimes offers capital protection if the value declines. Structured notes can be linked to equities, interest rates, funds, commodities and foreign currency.

Student loan related assets

Assets which are referenced to underlying student loans.

Subordinated liabilities

Liabilities which, in the event of insolvency or liquidation of the issuer, are subordinated to the claims of depositors and other creditors of the issuer.

Sub-Prime

Sub-prime is defined as loans to borrowers typically having weakened credit histories that include payment delinquencies and potentially more severe problems such as court judgements and bankruptcies. They may also display reduced repayment capacity as measured by credit scores, high debt-to-income ratios, or other criteria indicating heightened risk of default.

Tier 1 capital

Tier 1 capital comprises Core Tier 1 capital plus innovative Tier 1 securities and preference shares and tax on excess expected losses less material holdings in credit or financial institutions

Tier 1 capital ratio

Tier 1 capital as a percentage of risk weighted assets

Tier 2 capital

Tier 2 capital comprises qualifying subordinated liabilities,  allowable portfolio impairment provision and unrealised gains in the eligible revaluation reserves arising from the fair valuation of equity instruments held as available-for-sale.

VaR

Value at Risk is an estimate of the potential loss which might arise from market movements under normal market conditions, if the current positions were to be held unchanged for one business day, measured to a confidence level of 97.5 per cent.

Write Downs

The depreciation or lowering of the value of an asset in the books to reflect a decline in their value, or expected cash flows



Standard Chartered PLC - Additional information

Financial Calendar

 

Ex-dividend date

10 March 2010

Record date

12 March 2010

Expected posting to shareholders of 2009 Report and Accounts

26 March 2010

Annual General Meeting

7 May 2010

Payment date - final dividend on ordinary shares

13 May 2010

 

Copies of this statement are available from:

Investor Relations, Standard Chartered PLC, 1 Basinghall Avenue, London, EC2V 5DD or from our website on http://investors.standardchartered.com

For further information please contact:

Gavin Laws, Group Head of Corporate Affairs

+44 20 7885 7168

Stephen Atkinson, Head of Investor Relations

+44 20 7885 7245

Ashia Razzaq, Head of Investor Relations, Asia Pacific

+852 2820 3958

Tim Baxter, Head of Corporate Communications

+44 20 7885 5573

The following information will be available on our website

Full year results video with Peter Sands, Group Chief Executive and Richard Meddings, Group Finance Director

Full year results presentation in pdf format

A live webcast of the annual results analyst presentation

The archived podcast, webcast and Q/A session of analyst presentation in London

Images of Standard Chartered are available for the media at http://www.standardchartered.com/global/mc/plib/directors_p01.html

Information regarding the Group's commitment to Sustainability is available at http://www.standardchartered.com/sustainability

The 2009 Annual Report will be made available on the website of the Stock Exchange of Hong Kong and on our website http://investors.standardchartered.com as soon as is practicable.

Forward looking statements

It is possible that this document could or may contain forward-looking statements that are based on current expectations or beliefs, as well as assumptions about future events. These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts. Forward looking statements often use words such as anticipate, target, expect, estimate, intend, plan, goal, believe, will, may, should, would, could or other words of similar meaning. Undue reliance should not be placed on any such statements because, by their very nature, they are subject to known and unknown risks and uncertainties and can be affected by other factors that could cause actual results, and the Group's plans and objectives, to differ materially from those expressed or implied in the forward-looking statements.

There are several factors which could cause actual results to differ materially from those expressed or implied in forward looking statements. Among the factors that could cause actual results to differ materially from those described in the forward looking statements are changes in the global, political, economic, business, competitive, market and regulatory forces, future exchange and interest rates, changes in tax rates and future business combinations or dispositions.

The Group undertakes no obligation to revise or update any forward looking statement contained within this document, regardless of whether those statements are affected as a result of new information, future events or otherwise.

Disclaimer

The securities referred to in this announcement have not been and will not be registered under the U.S. Securities Act of 1933 (the "U.S. Securities Act") and may not be offered, sold or transferred within the United States except pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the U.S. Securities Act.  No public offering of the Placing Shares will be made in the United States.

 


Standard Chartered PLC - Index

 


Page


Page

Assets at fair value

59

Loan maturity analysis

30

Asset backed securities

36

Loans and advances and impairment

65

Balance sheet

48

Market risk

38

Business combinations

69

Minority interests

75

Capital base and ratios

44

Net interest margins and spread

77

Cash flow statement

50

Normalised earnings

58

Consumer Banking:


Operational risk

42

·  Financial review

14

Other comprehensive income

47

·  Loan impairment coverage ratio

31

Other impairment

56

Contingent liabilities and commitments

78

Other operating income

56

Country cross-border risk

37

Regulatory risk

42

Customer accounts

71

Remuneration

77

Derivatives

64

Reputational risk

42

Depreciation and amortisation

56

Reserves and retained earnings

75

Dividends

57

Retirement benefit obligations

72

Earnings per share

58

Risk management framework

24

Fair value of assets and liabilities

61

Risk weighted assets

45

Financial calendar

89

Segmental information by business

52

Financial instruments classification

59

Segmental information by geography

53

Financial review of Group

12

Segmental information of deposits

55

·  Operating income and profit

12

Share capital

74

·  Group consolidated balance sheet

20

Shares held by share scheme trust

75

Hedging

40

Subordinated liabilities

73

Highlights

1

Statement of changes in equity

49

Impairment losses on loans and advances:

32,66

Summarised income statement by halves

85

·  Total individual impairment

66

Summary results

3

·  Consumer Banking

31

Taxation

57

·  Wholesale Banking

33

Tax risk

42

Income statement

46

Trading income

56

Industry concentration in loans and advances

28

Wholesale Banking:


Investment securities

67

·  Financial review

17

Liabilities at fair value

60

·  Loan impairment coverage ratio

33

Liquidity risk

40,79



 

 


This information is provided by RNS
The company news service from the London Stock Exchange
 
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