Interim Results - Part 1 of 2

Standard Chartered PLC 07 August 2007 7 August 2007 TO CITY EDITORS FOR IMMEDIATE RELEASE STANDARD CHARTERED PLC RESULTS FOR THE SIX MONTHS ENDED 30 JUNE 2007 HIGHLIGHTS STANDARD CHARTERED PLC RESULTS FOR THE SIX MONTHS ENDED 30 JUNE 2007 Reported Results â€¢ Operating income up 28 per cent to $5,263 million from $4,112 million in H1 2006 (H2 2006: $4,508 million) â€¢ Profit before taxation up 30 per cent to $1,980 million, compared with $1,527 million in H1 2006 (H2 2006: $1,651 million) â€¢ Profit attributable to ordinary shareholders* up 26 per cent to $1,370 million, compared to $1,088 million in H1 2006 (H2 2006: $1,165 million) â€¢ Total assets up 25 per cent to $297 billion from $238 billion at H1 2006 (H2 2006: $266 billion) Performance Metrics** â€¢ Normalised earnings per share up 19.7 per cent at 100.7 cents from 84.1 cents in H1 2006 (H2 2006: 87.3 cents) â€¢ Normalised return on ordinary shareholders' equity of 16.7 per cent (H1 2006: 17.9 per cent, H2 2006: 16.2 per cent) â€¢ Interim dividend per share increased 11 per cent to 23.12 cents â€¢ Normalised cost income ratio of 54.7 per cent (H1 2006: 53.6 per cent, H2 2006: 56.6 per cent) â€¢ Total capital ratio at 15.6 per cent (H1 2006: 14.2 per cent, H2 2006: 14.3 per cent) Significant achievements â€¢ Record Profit before taxation of $1,980 million, an increase of 30 per cent on H1 2006 â€¢ Two powerful engines of growth: Consumer Banking and Wholesale Banking each contributed over $570 million incremental income in the first half â€¢ Undertaken substantial investments for future growth while delivering excellent earnings per share growth of 19.7 per cent â€¢ Incorporated our business in China â€¢ Launched The Standard Chartered Private Bank in six new markets â€¢ Integrated our new acquisitions in Taiwan and Pakistan ahead of schedule, providing substantial new engines of growth Commenting on these results, the Chairman of Standard Chartered PLC, Mervyn Davies, said: 'Over the last few years we have consistently produced record results while building a strong foundation for growth. Today we are seeing the rewards of a balanced and diverse business, leading the way in the dynamic markets of Asia, Africa and the Middle East. We have had an excellent first half performance and are keeping up the pace.' * Profit attributable to ordinary shareholders is after the deduction of dividends payable to the holders of the non-cumulative redeemable preference shares (see note 3 on page 40). ** Results on a normalised basis reflect the results of Standard Chartered PLC and its subsidiaries (the 'Group') excluding items presented in note 4 on page 40. Standard Chartered PLC - Stock Code: 2888 STANDARD CHARTERED PLC - TABLE OF CONTENTS Page Summary of Results 3 Chairman's Statement 4 Group Chief Executive's Review 5 - 9 Financial Review Group Summary 10 - 11 Consumer Banking 11 - 13 Wholesale Banking 14 - 16 Risk Review 17 - 33 Capital 34 Financial Statements Condensed Consolidated Interim Income Statement 35 Condensed Consolidated Interim Balance Sheet 36 Condensed Consolidated Interim Statement of Recognised Income and Expense 37 Condensed Consolidated Interim Cash Flow Statement 38 Notes 39 - 42 Additional Information 43 Unless another currency is specified, the word 'dollar' or symbol '$' 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'; 'Middle East and Other South Asia' ('MESA') includes: United Arab Emirates ('UAE'), Bahrain, Qatar, Jordan, Pakistan and Bangladesh; and 'Other Asia Pacific' includes: China, Indonesia, Thailand, Taiwan and the Philippines. STANDARD CHARTERED PLC - SUMMARY OF RESULTS FOR THE SIX MONTHS ENDED 30 JUNE 2007 6 months 6 months 6 months ended ended ended 30.06.07 30.06.06 31.12.06 $million $million $million ---------------------------- ----- -------- -------- -------- RESULTS Operating income 5,263 4,112 4,508 Impairment losses on loans and advances (361) (349) (280) Profit before taxation 1,980 1,527 1,651 Profit attributable to equity interests 1,399 1,103 1,175 Profit attributable to ordinary 1,370 1,088 1,165 shareholders* ---------------------------- ----- -------- -------- -------- BALANCE SHEET Total assets 296,826 238,148 266,049 Total equity 19,583 13,850 17,397 Capital base 24,826 19,164 21,877 ---------------------------- ----- -------- -------- -------- INFORMATION PER ORDINARY SHARE Cents Cents Cents Earnings per share - normalised basis** 100.7 84.1 87.3 - basic 98.5 82.8 86.9 Dividend per share 23.12 20.83 50.21 Net asset value per share 1,250.7 983.5 1,208.9 ---------------------------- ----- -------- -------- -------- RATIOS % % % Return on ordinary shareholders' equity - 16.7 17.9 16.2 normalised basis** Cost income ratio - normalised basis** 54.7 53.6 56.6 Capital ratios: Tier 1 capital 9.7 8.4 8.3 Total capital 15.6 14.2 14.3 ---------------------------- ----- -------- -------- -------- * Profit attributable to ordinary shareholders is after the deduction of dividends payable to the holders of the non-cumulative redeemable preference shares (see note 3 on page 40). ** Results on a normalised basis reflect the results of Standard Chartered PLC and its subsidiaries (the 'Group') excluding items presented in note 4 on page 40. STANDARD CHARTERED PLC - CHAIRMAN'S STATEMENT I am pleased to report that Standard Chartered has had an excellent first six months in 2007 driven by strong organic growth in both Consumer Banking and Wholesale Banking. â€¢ Profit before taxation is up 30 per cent to $1.98 billion â€¢ Income has increased 28 per cent to $5.26 billion â€¢ Normalised earnings per share ('EPS') growth is 19.7 per cent The Board has declared an interim dividend of 23.12 cents per share, up 11 per cent. Over the last few years we have consistently produced record results while building a strong foundation for growth. Today we are seeing the rewards of our balanced and diverse business, leading the way in the dynamic markets of Asia, Africa and the Middle East. CAPTURING THE OPPORTUNITIES These results come from the quality of our people and our disciplined approach to managing our resources over the last few years. In turn they allow us to invest in opportunities that will produce continued strong growth in the years to come. I see this potential first hand on my travels and no visitor can be left in any doubt about the huge wealth that is being generated in China, India and the Middle East. In other words, in our markets. This is an historic time for the Group and our management must be bold enough to invest in the growth opportunities. In China, as it opens its market. In India, as its companies explore overseas. In the Middle East, as its economies diversify and in Africa, as it benefits from a rich resource base. And we must also invest in the Group's core infrastructure as we expand at pace. Balancing the investment for the future with today's shareholder returns is a challenge we, as a public company, must face. I believe these results show that we are getting this balance right. GOVERNANCE AND RISK As I travel around and talk to experienced bankers and investment managers, it is quite clear they share our concerns over the level of asset prices, the amount of debt in leveraged deals, loose covenants and the degree to which some people believe this market will last forever. We know that risks can emerge quickly: the sub-prime lending issue in the US is a classic example of this. We are not exposed to that and, indeed, we are seeing no significant credit deterioration in our markets. However we need to be vigilant and we remain extremely disciplined on our loan and credit standards. Standard Chartered has high standards of risk management and governance. As we announced a few months ago our Board is being bolstered by the appointments from 1 August of John Peace as Deputy Chairman and Senior Independent Director and Sunil Mittal as a Non-Executive Director. I am also delighted to announce that Gareth Bullock has been appointed Group Executive Director with effect from 6 August. Gareth is a highly experienced banker who has been with the Group for 11 years and is a great addition to the Board. All of these individuals have outstanding business experience and add further depth and diversity to our Board. I am looking forward to working with them. SUMMARY We have had an excellent first half performance and are keeping up the pace. Mervyn Davies, CBE Chairman 7 August 2007 STANDARD CHARTERED PLC - GROUP CHIEF EXECUTIVE'S REVIEW Over the last five years the Group has changed significantly. Then we had just over 500 branches, now we have 1,450. Then we had 28,000 staff, now we have 64,000. Our income growth figure was six per cent to $2.2 billion and our EPS was down 10 per cent to 36.1c. Today's figures are rather different with our income up 28 per cent to over $5 billion and EPS up 19.7 per cent to 100.7c. My predecessor as Group Chief Executive, Mervyn Davies, gave the Group leadership, direction and a new performance edge. I am proud to have taken on the baton to lead the Group on the next phase of the journey. My first eight months as Chief Executive have been very busy. I wanted to visit as many of our markets as possible to spend time with our customers, staff and regulators. So far this year I have made twelve country visits in Asia, including four trips to China. I have also been twice to both the Middle East and the US. It is clear that we are extraordinarily well positioned in some of the most exciting markets in the world. We have wonderful relationships with our customers, who both support and challenge us every day. And we have superbly talented and committed staff. Their professionalism, energy, teamwork and values are inspiring. At Standard Chartered, the step change in pace is really exciting. We are investing more and growing faster than ever before. We are launching new products, expanding distribution, building new businesses at a new pace. This acceleration, or change in the 'metabolic rate' of the Group, means we can make the most of the many opportunities across our markets. Of course there are challenges. But many of them are great challenges to have. How to prioritise investment across our many growth opportunities? How to build the infrastructure fast enough to support rapidly growing businesses? How to attract and develop the talent to make it all happen? We have to be alert to the changes in global financial markets and the broader global economy, anticipating and adapting our approach. But the turbulence in the credit markets is not all bad news. A bit more rationality and more differentiation in credit spreads is a good thing. We do not believe such events should deter us from investing for growth. In our markets, economic growth is strong, liquidity remains abundant, demand for financial services is growing extremely rapidly. The window of opportunity is now and we are determined to seize it. This does not mean we will ignore what's going on, or fail to watch out for new problems. But we are convinced that investing for growth in the world's most exciting markets will create huge value for our shareholders. PERFORMANCE HIGHLIGHTS In the first half of 2007 we have made rapid progress against our strategic agenda. We incorporated our business in China and launched Renminbi Consumer Banking; and we integrated our two new acquisitions - in Pakistan and Taiwan - creating new engines of growth; we launched The Standard Chartered Private Bank in six new markets; and we launched our new Islamic Banking brand, Saadiq. In short, we have done what we said we would do and we have made good progress on every part of the agenda for 2007 that I presented in February. Let me give a bit more detail on three of these agenda items: accelerating organic growth, delivering on acquisitions and building leadership. ORGANIC GROWTH Nothing demonstrates the change in pace of the Group as powerfully as the pace of underlying income growth. Stripping out the impact of acquisitions, underlying income grew by 13 per cent in 2004, 14 per cent in 2005, and 18 per cent in 2006. The pace has increased to 21 per cent in the first half of 2007 compared to 15 per cent in the first half of 2006. We accelerated investment in order to boost organic growth, and that is happening. The acceleration is not from just one business, or one geography; we have built multiple engines of growth and we are driving them harder. CONSUMER BANKING - SME Five years ago our presence in Small and Medium Enterprise ('SME') banking was very limited - we only offered two SME specific products in three countries. Since then we have rapidly built the business into a new engine of growth for Consumer Banking, expanding our geographic coverage and offering a complete suite of SME specific products and services. We are constantly innovating and introducing new products and we have built specialist risk capabilities and infrastructure. Our business is now well positioned to benefit from the growing SME segment and we offer SME banking at over 1,000 of our branches to over half a million customers in 24 markets. In the first half of this year, income grew by 45 per cent. WHOLESALE BANKING - CLIENT RELATIONSHIPS In Wholesale Banking it is the increasing depth of our client relationships that drives our income growth. We have enhanced our client relationship model and invested in broadening our product capabilities. We are deepening our client relationships, cross-selling more, focusing more on strategic and value-added solutions. All of our client segments and products are performing extremely well. It is always tempting, when talking about Wholesale Banking, to talk about the big, well-known clients and the biggest deals and we have some great stories to tell here. But we are also having great success in the Local Corporates segment. By this we mean local and regional companies, typically with turnover between $25 million and $500 million. In the first half of 2007, we grew income in this segment by 42 per cent, with an increase of more than 20 per cent in the number of clients. Our performance was particularly strong in India, up 85 per cent, China, up 92 per cent and Korea, up 36 per cent. We have developed a relationship management model, product set and risk management approach specifically for this segment. It is not lending driven: lending income accounts for only 15 per cent of total income for the segment. A good example of how we are innovating to build non-lending income streams is Straight2Bank, our integrated electronic delivery channel system. Launched in May, Straight2Bank has already won numerous industry awards and attracted thousands of clients. Another benefit from our success with Local Corporates is that these clients are also potential customers for our new Private Bank. We are already seeing a good flow of referrals. It is a great example of how well our businesses can work together. THE PRIVATE BANK The launch of The Private Bank was a key milestone in the first half of 2007. We are now operating in 10 locations across seven markets: Singapore, Hong Kong, Shanghai, Beijing, Seoul, Mumbai, New Delhi, Dubai, London and Jersey. It is very early days yet - most of our offices have been open only a matter of weeks - but we already have 150 relationship managers and we are attracting new customers and up-tiering existing relationships. To start from scratch and launch a sophisticated Private Bank in this many markets simultaneously is an achievement we are proud of. Whilst we do not underestimate the strength of competition in this space, we have some powerful advantages. Our history and scale in these markets provides a strong foundation. We can offer a distinctive combination of onshore and offshore wealth management services. And we can provide an extremely broad range of products through a truly open architecture approach. In the second half of 2007 and into 2008 we will continue to expand our geographic coverage, relationship manager team and product capabilities. But the real focus will be on attracting customers and their assets. The Private Bank has the potential to be yet another powerful engine of organic growth. ISLAMIC BANKING Another source of organic growth is Islamic Banking which we launched in April under the sub-brand 'Saadiq', which means 'truthful'. We are already very active in Islamic Banking across many of our markets. But with the launch of Saadiq we are making clear the depth of our commitment to Islamic Banking and our determination to be a real leader in this space. Our dedicated Islamic Banking teams have stepped up the pace in building the business and in product innovation. In the first half of 2007, for example: we launched Islamic credit cards in the UAE, Pakistan and Bangladesh; we opened dedicated Islamic Banking centres in a number of markets; and by the end of June 2007 we were lead arranger for four out of the five local currency sukuk bond issues in Pakistan. This business is growing extremely rapidly - in both Wholesale and Consumer Banking - and has huge potential for further growth. For example, we do not yet offer such products in India and Africa. CHINA In April, we were one of the first foreign banks to incorporate our business in China and later that month we launched Renminbi services for Chinese citizens. Responding to the demand for a broader array of savings and investment solutions, we have launched 38 new Wealth Management products. We are on track with our branch expansion, with 30 locations in 15 cities, and still plan to have about 40 locations by year end, subject to the regulatory approvals. Income and profits are growing rapidly. In the first half of 2007 our China business more than doubled income. To support such growth we are investing in people and infrastructure. We began the year with about 2,100 staff in China, and expect to end the year with more than 3,500. Two weeks ago I attended the opening of our operations hub in Tianjin. We want to ensure that right from the start we build a scaleable, efficient systems and operations infrastructure to support our business as it grows. We are also making the most of our international network. Helping China's leading corporates as they seek to expand internationally - for example, in Africa - and working with companies from other parts of Asia - such as Korea and Taiwan - as they build their businesses in China. Standard Chartered is now distinctively placed across Greater China, being strongly positioned in Hong Kong and Taiwan as well as China itself. We are superbly positioned to take advantage of the trade and investment dynamics across the region such as the accelerating convergence of Hong Kong with the rest of the Pearl River Delta and the massive investment flows between Taiwan and the mainland. TAIWAN We are still at the early stages of realising the opportunity from Hsinchu International Bank in Taiwan. We are making great progress on the integration; we are roughly three months ahead of schedule. On 30 June, with the amalgamation of Hsinchu and our branch, Standard Chartered became the first international bank to gain an island-wide presence, with a network of 86 branches and 377 ATMs. I was there for the occasion; and the scale of the opportunity and the excitement of our staff, was inspiring. There is still much to do. We have already renovated four flagship branches and will renovate over 50 more by the end of the year, injecting some $50 million in branch renovation and new ATMs to bring a world class consumer banking experience to Taiwan. We will also add some 250 frontline sales staff to drive new customer acquisition and income growth. There is a huge opportunity in Taiwan to win market share and grow; and there is a massive opportunity to support Taiwan's trade and investment flows across the rest of our network. KOREA Korea's performance in the first half of 2007 is disappointing. However, if you look beyond the noise of central cost allocations and fair value adjustment write-backs, the businesses are making good progress. In Wholesale Banking we have built out the product range and are now getting good traction in developing the client franchise. In Consumer Banking, the regulatory and competitive pressures on the mortgage market - by far the largest part of SC First Bank's business - continue to represent a significant challenge, but the Wealth Management and SME businesses continue to grow rapidly. This is a very good business. A large platform in a big, growing market. We still have work to do to realise the full potential of SC First Bank and I am confident it will be a powerful engine of sustainable profit growth for the Group. BUILDING LEADERSHIP To sustain our accelerated organic growth and to ensure we can continue to deliver on our acquisitions, we need to continue to build more and more leadership capacity across the Group. This means making more and better leaders faster and turning managers into true leaders. To achieve this objective we are doing a lot of different things: increasing international graduate recruitment this year by 27 per cent; more than doubling MBA recruitment; revamping our leadership development programmes; hiring exceptional talent from outside; and ensuring we have a diverse pipeline of leaders that reflect the markets we operate in and the customers we serve. Standard Chartered is a great place to work. It is incredibly diverse and full of opportunity. It is friendly and supportive but with a real performance edge. It is confident not arrogant and committed to a shared set of values. Our culture represents a real competitive advantage. It attracts staff, it attracts customers and it enables us to work together across business and geographic boundaries. One of my big challenges as CEO is to make sure that as we grow and develop we do not lose what makes us special. CONTINUED INVESTMENT FOR GROWTH In the second half of 2007 we will continue to deliver against the priorities laid out at the beginning of the year. To sustain our rapid growth, we will continue to invest in new products, new markets and expanded distribution. Amongst other things we will: extend our Global Markets product range by launching equity derivatives; expand our Principal Finance business; expand our network to about 40 locations in China and add at least 70 branches and over 300 ATMs across other markets; and incorporate our business in Vietnam to enable us to expand and grow there rapidly. We see Vietnam as a market of enormous potential for both businesses. As we have demonstrated before, we can and will flex the pace of investment to ensure we strike the right balance between delivering performance today and investment for future growth. We will also continue to ensure we deliver on our acquisitions, realizing the potential of Taiwan and Korea, sustaining the growth momentum in Pakistan and Permata. We will continue to look for new acquisition opportunities, new platforms for growth, new capabilities. But, as always, we will remain very disciplined. We have to be convinced that any potential acquisition is both strategically and financially compelling. OUTLOOK Let me give you a sense of the outlook for the Group for 2007. We enter the second six months of 2007 in good shape with great momentum. The businesses are performing strongly and we are clear about our strategy and priorities. Income Whilst we remain mindful of the changes in the external environment in the past few weeks, we have a high degree of confidence in our ability to continue to deliver high levels of income growth. â€¢ Consumer Banking has a good level of income momentum as the business continues to broaden its income streams. â€¢ In Wholesale Banking, we have strong income momentum across virtually all client segments and product groups, albeit that as in previous years, we expect some impact of seasonality in the second half. Expenses â€¢ We will continue to accelerate our investment as we seek to capture the opportunities seen in our franchise and to support our growth. For the full year, and for the Group as a whole, we expect the growth in expenses to be broadly in line with the growth in income. Risk Management â€¢ In Wholesale Banking, we are not as yet seeing any deterioration in our portfolio, but do anticipate a further reduction in recoveries as the stock of impaired assets falls. â€¢ In Consumer Banking, we expect the impairment charge for the full year to reflect the improved environment in Taiwan although this will be balanced by the inclusion of our most recent acquisitions and the effects of the change in the mix and maturity of the portfolio. In summary, we are doing what we said we would do. SUMMARY We have had an excellent first half in 2007 and we have great momentum as we begin the second half. Our investments are delivering and there are many exciting opportunities across our markets. The world is an uncertain place. There is a lot of volatility in the markets. That makes it all the more important for us to be very clear on our strategy and priorities, to always be looking ahead to what might happen and to know exactly what levers we can pull if we have to respond to changing circumstances. This combination of strategic clarity and management flexibility is critical to being able to continue to grow at pace, whilst navigating the risks. The Group is in great shape and we are excited and confident about the future. Peter Sands Group Chief Executive 7 August 2007 STANDARD CHARTERED PLC - FINANCIAL REVIEW GROUP SUMMARY The Group has delivered a very strong performance for the six months ended 30 June 2007. Profit before taxation of $1,980 million was up 30 per cent over the equivalent period in 2006, with operating income up 28 per cent. The normalised cost income ratio was 54.7 per cent compared to 53.6 per cent in 2006 reflecting continued investment in the franchise. Normalised earnings per share increased by 19.7 per cent to 100.7 cents. Refer to note 4 on page 40 for details of basic and diluted earnings per share. The underlying results of the Group exclude the results of the following: Standard Chartered Bank (Pakistan) Limited, comprising the Standard Chartered Bank branches in Pakistan and Union Bank Limited ('Union'), Hsinchu International Bank ('HIB') and the incremental stake in PT Bank Permata Tbk ('Permata'). Operating income and profit 6 months ended 6 months ended 6 months ended 30.06.07 30.06.06 31.12.06 ------------ ------------ ------------ $million $million $million ----------------- ------- ------- ------- ------- ------- ------- Net interest income 2,952 2,510 2,818 ------- ------- ------- ------- ------- ------- Fees and commissions 1,228 894 987 income, net Net trading income 649 531 389 Other operating income 434 177 314 ------- ------- ------- ------- ------- ------- 2,311 1,602 1,690 ----------------- ------- ------- ------- ------- ------- ------- Operating income 5,263 4,112 4,508 Operating expenses (2,918) (2,225) (2,571) ----------------- ------- ------- ------- ------- ------- ------- Operating profit before 2,345 1,887 1,937 impairment losses and taxation Impairment losses on (361) (349) (280) loans and advances and other credit risk provisions Other impairment (3) (8) (7) (Loss)/profit from (1) (3) 1 associates ----------------- ------- ------- ------- ------- ------- ------- Profit before taxation 1,980 1,527 1,651 ----------------- ------- ------- ------- ------- ------- ------- Operating income growth was well balanced across client segments, products and geographies. Operating income grew $1,151 million, or 28 per cent, to $5,263 million. Underlying operating income grew 21 per cent. Net interest income grew $442 million, or 18 per cent, to $2,952 million. On an underlying basis, net interest income grew nine per cent. Net interest margin was 2.5 per cent, in line with the first half of last year. Non interest income grew $709 million, or 44 per cent, to $2,311 million. On an underlying basis, non interest income grew 38 per cent. Fees and commissions increased by $334 million, or 37 per cent, to $1,228 million. This increase can be attributed to higher transaction volumes in investment services and insurance products, in cash management, securities services and trade, as well as from significantly higher fees earned from increased activities in loan syndications, debt capital markets and from corporate advisory transactions. Net trading income increased by $118 million, or 22 per cent, to $649 million. Client income from interest rates and foreign exchange derivatives sales grew as a result of improved product cross-selling efforts, offset, in part, by lower own account trading income. Other operating income increased $257 million, or 145 per cent, to $434 million, arising from income on structured finance transactions, and gains realised from the sale of private equity investments and other investment securities. Other operating income also included $55 million of recoveries in respect of assets in Korea that had been fair valued at acquisition, compared to $42 million in the first half of 2006 and $64 million in the second half of 2006. Operating expenses increased $693 million, or 31 per cent, to $2,918 million. Underlying expenses grew 23 per cent. Expenses rose as additional investments were made to improve and extend distribution channels, launch The Private Bank in six new markets, add product capabilities such as commodity derivatives, improve transaction banking infrastructure and enhance regulatory compliance and control systems. Expenses also increased because of higher incentive compensation and personnel costs. Operating profit before impairment increased $458 million, or 24 per cent, to $2,345 million. The credit environment remained generally favourable during the period. Impairment losses on loans and advances increased $12 million to $361 million. The underlying impairment losses decreased by $94 million, or 27 per cent, to $253 million. This reflected the improved consumer credit environment in Taiwan where the loan impairment in the branch fell by $179 million. Overall delinquency indicators for the Consumer Banking loan portfolio were in line with expectations. The fall in the loan impairment in Taiwan was partly offset by the recent acquisitions and there was a small increase in Thailand and the UAE as a result of the change in the mix and maturity of the portfolio. In Wholesale Banking, new impairments remained low and recoveries and releases continued to be achieved, albeit at lower levels than last year. The Group made a number of acquisitions in the second half of 2006. It has owned Union since 5 September 2006 and HIB since 19 October 2006. On 30 December 2006, the assets and business of Union and the Standard Chartered Bank branches as in Pakistan were amalgamated into Standard Chartered Bank (Pakistan) Limited. On 30 June 2007, the assets and business of the Standard Chartered Bank branch in Taiwan were amalgamated into HIB, and the combined entity was renamed Standard Chartered Bank (Taiwan) Limited. On 5 September 2006, the Group acquired an additional stake of 12.96 per cent in Permata. To facilitate effective review of the Group's results, the table below shows the underlying results of the Group. 6 months H1 2007 v H1 6 months H1 2007 v H2 6 months ended 2006 ended 2006 ended 30.06.07 --------- 30.06.06 --------- 31.12.06 --------- --------- --------- Underlying Increase/ Underlying Increase/ Underlying $million (decrease) $million (decrease) $million % % ---------------- --------- --------- --------- --------- --------- Net interest income 2,684 9 2,452 1 2,658 --------- --------- --------- --------- --------- Fees and commissions 1,134 29 880 22 926 income, net Net trading income 630 20 523 68 376 Other operating income 419 137 177 37 306 --------- --------- --------- --------- --------- 2,183 38 1,580 36 1,608 ---------------- --------- --------- --------- --------- --------- Operating income 4,867 21 4,032 14 4,266 Operating expenses (2,692) 23 (2,188) 10 (2,439) ---------------- --------- --------- --------- --------- --------- Operating profit 2,175 18 1,844 19 1,827 before impairment losses and taxation Impairment losses on (253) (27) (347) 3 (245) loans and advances and other credit risk provisions Other impairment (3) (63) (8) (57) (7) (Loss)/profit from (1) (67) (3) (200) 1 associates ---------------- --------- --------- --------- --------- --------- Profit before taxation 1,918 29 1,486 22 1,576 ---------------- --------- --------- --------- --------- --------- CONSUMER BANKING The following tables provide an analysis of operating profit by geographic segment for Consumer Banking: 6 months ended 30.06.07 ------------------------------------------------------------------ Asia Pacific ------------------------------------------------------------------ Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Operating income 545 206 129 607 564 Operating expenses (232) (88) (54) (444) (360) Loan impairment (30) (8) (23) (46) (172) --------------- --------- ---------- --------- --------- --------- Operating profit 283 110 52 117 32 --------------- --------- ---------- --------- --------- --------- 6 months ended 30.06.07 ------------------------------------------------------------------ India Middle Africa Americas Underlying Consumer $million East & $million UK & Group $million Banking Other Head Total S Asia Office $million $million $million ------------- -------- -------- -------- -------- --------- --------- Operating income 184 352 140 45 2,439 2,772 Operating expenses (115) (189) (103) (27) (1,426) (1,612) Loan impairment (29) (56) (8) - (270) (372) ------------- -------- -------- -------- -------- --------- --------- Operating profit 40 107 29 18 743 788 ------------- -------- -------- -------- -------- --------- --------- 6 months ended 30.06.06 ------------------------------------------------------------------ Asia Pacific ------------------------------------------------------------------ Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Operating income 505 170 112 530 317 Operating expenses (203) (66) (49) (378) (186) Loan impairment (22) (16) (16) (33) (275) --------------- --------- --------- --------- --------- --------- Operating profit 280 88 47 119 (144) --------------- --------- --------- --------- --------- --------- 6 months ended 30.06.06 ------------------------------------------------------------------ India Middle Africa Americas Underlying Consumer $million East & $million UK & Group $million Banking Other Head Total S Asia Office $million $million $million ------------- -------- -------- -------- -------- --------- --------- Operating income 158 238 128 37 2,146 2,195 Operating expenses (90) (116) (94) (28) (1,186) (1,210) Loan impairment (20) (16) (9) 2 (402) (405) ------------- -------- -------- -------- -------- --------- --------- Operating profit 48 106 25 11 558 580 ------------- -------- -------- -------- -------- --------- --------- 6 months ended 31.12.06 ------------------------------------------------------------------ Asia Pacific ------------------------------------------------------------------ Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Operating income 514 197 109 616 412 Operating expenses (225) (76) (52) (421) (259) Loan impairment (31) (20) (20) (55) (115) --------------- --------- --------- --------- --------- --------- Operating profit 258 101 37 140 38 --------------- --------- --------- --------- --------- --------- 6 months ended 31.12.06 ------------------------------------------------------------------ India Middle Africa Americas Underlying Consumer $million East & $million UK & Group $million Banking Other Head Total S Asia Office $million $million $million ------------- -------- -------- -------- -------- --------- --------- Operating income 165 307 129 40 2,308 2,489 Operating expenses (111) (164) (100) (23) (1,321) (1,431) Loan impairment (26) (45) (3) (1) (284) (316) ------------- -------- -------- -------- -------- --------- --------- Operating profit 28 98 26 16 703 742 ------------- -------- -------- -------- -------- --------- --------- An analysis of Consumer Banking income by product is set out below: 6 months ended 6 months ended 6 months ended 30.06.07 30.06.06 31.12.06 -------------- -------------- -------------- Operating income by Total Total Total product $million $million $million ---------------- -------------- -------------- -------------- Cards, Personal Loans 967 824 975 and Unsecured Lending Wealth Management and 1,222 926 1,012 Deposits Mortgages and Auto 473 388 392 Finance Other 110 57 110 ---------------- -------------- -------------- -------------- Total operating income 2,772 2,195 2,489 ---------------- -------------- -------------- -------------- Operating income increased $577 million, or 26 per cent, to $2,772 million. Income growth is well diversified with eight markets now contributing $100 million or more in income. Underlying income grew $293 million, or 14 per cent, with strong performances in Singapore, Malaysia and MESA. In Hong Kong, the income growth has gained momentum with an eight per cent growth compared with four per cent in the first half of last year. Wealth Management and the SME segment achieved excellent income growth with particularly strong performances in MESA, India, Hong Kong, Singapore and Malaysia. Mortgages and Auto Finance income grew despite strong competition in a number of key markets and rising interest rates. Operating expenses grew $402 million or 33 per cent to $1,612 million. Underlying expenses were up $240 million, or 20 per cent, as further investments were made to expand sales and distribution platforms geographically, to develop new business segments, to develop and launch new products and to strengthen the systems and control infrastructure. The Private Bank was launched in Singapore, Hong Kong, Shanghai, Beijing, Mumbai, New Delhi, Dubai, London and Jersey during the period. The Group's business in China was incorporated and additional licences to conduct various Renminbi businesses were awarded. Loan impairment fell $33 million, or eight per cent, to $372 million. Underlying loan impairment losses improved significantly by $132 million to $270 million. The consumer credit environment in Taiwan has improved and impairment trends are now near normal levels. The loan impairment charge in the Taiwan branch decreased by $179 million in the first half. Underlying impairment losses outside Taiwan increased by $47 million, reflecting changes in the mix and maturity of the portfolio as well as a slight deterioration in loan impairment in Thailand and the UAE. In Pakistan, loan impairment was $26 million higher due to the acquisition of Union, while, in Taiwan, the acquisition of HIB added $70 million to the loan impairment charge. Operating profit improved $208 million, or 36 per cent, to $788 million. Underlying operating profits grew $185 million or 33 per cent, to $743 million. In Hong Kong, income growth was $40 million, or eight per cent, whilst expenses rose by $29 million, or 14 per cent. Buoyant sales of investment and insurance products, coupled with strong growth in current and savings accounts balances, drove income growth. Income from Wealth Management grew 11 per cent, predominantly in fee income. In the SME segment, the increased sales and marketing activities drove customer acquisition and improved product penetration. The number of new customers grew significantly and volumes in trade and commercial financing grew income in the SME segment by 37 per cent. Mortgage income was marginally lower against a backdrop of intense competition and rising interest rates although market share in mortgages was maintained. Additional investments were made in private banking, adding new branches, marketing campaigns and increasing the sales force during the period. The loan impairment charge increased $8 million as recoveries were lower in this period. Operating profit was up one per cent to $283 million. In Singapore, income was up 21 per cent to $206 million. Mortgage margin benefited from active re-pricing and the lower interest rate environment in the first half of this year. Deposit balances grew significantly, particularly in current and savings accounts. Higher investment services fees and treasury products contributed to income growth. Expenses grew $22 million, or 33 per cent, to $88 million. Investments were made to expand the sales force, particularly in the SME segment and in private banking. Two new priority banking centres were opened and a customer service centre upgraded. Loan impairment fell 50 per cent to $8 million, as provisions were reduced in line with improved credit experience. Operating profit increased 25 per cent to $110 million. In Malaysia, income increased 15 per cent to $129 million. Higher average deposit balances drove income growth with strong volume growth achieved in current and savings accounts, time deposits and structured deposits. Operating expenses increased $5 million or 10 per cent to $54 million. Loan impairment increased by $7 million reflecting a higher portfolio impairment charge. Operating profit increased 11 per cent to $52 million. In Korea, income grew $77 million, or 15 per cent, to $607 million. Wealth Management and the SME segment achieved over 10 per cent and 40 per cent income growth respectively. Investment and insurance fees were higher. During the period, unprofitable bulk deposit accounts were reduced resulting in lower liability balances. Mortgage income was marginally lower as a result of lending constraints, intense competition and rising interest rates affecting both volumes and margins. Mortgage margins have halved in the last couple of years. The successful exiting of certain accounts in the SME segment and the realisation of collateral resulted in a further $42 million (30 June 2006: $11 million) of recoveries in respect of assets that had been fair valued at acquisition. Expenses grew $66 million, or 17 per cent, to $444 million. Investments have been increased with four additional new branches opened, two branches relocated, 24 branches upgraded, and over 400 ATMs upgraded. During the period, a charge for a voluntary retirement programme was also incurred as part of the productivity improvement plan and there was an increased allocation of corporate overheads. Loan impairment was $13 million higher. Operating profit fell $2 million, or two per cent, to $117 million. In Other Asia Pacific, income grew $247 million, or 78 per cent, to $564 million. Expenses grew $174 million, or 94 per cent, to $360 million. Underlying income grew $39 million, or 12 per cent with particularly strong income growth in China and Indonesia. Underlying expenses grew $52 million, or 28 per cent. In China, income more than doubled, with the SME seg+ment growing the number of customers, driving asset growth in commercial loans and average deposit balances. Income in the SME segment grew in total by over 80 per cent. Mortgage income grew over 50 per cent, benefiting from wider spreads as well as higher volumes, with growth in mortgage assets of over 30 per cent. Investments were accelerated, in customising retail banking products and services for the local market, in extending branch and ATM distribution infra-structure, in hiring additional sales, and in marketing and support staff. In Taiwan, higher expenses were incurred to integrate HIB and for the amalgamation of the branches. Loan impairment for the period was $103 million lower. Underlying loan impairment fell by $176 million due primarily to the improving credit environment in Taiwan, and lower impairment in the Philippines and Indonesia. Loan impairment in Thailand, however, increased as a result of political uncertainty and increasing consumer debt. Operating profit improved to $32 million. India's income increased $26 million, or 16 per cent, to $184 million, driven by growth in Wealth Management products and the SME segment. Investment in new products, premises, private banking and hiring of additional sales staff increased expenses by $25 million or 28 per cent. Loan impairment increased $9 million, in part due to volume growth. Operating profit fell $8 million, to $40 million. Operating income in the MESA region increased by $114 million, or 48 per cent to $352 million. Underlying income grew $38 million or 20 per cent, driven by strong sales performance in the SME segment, with significant growth in trade finance, business instalment loans and cash management balances. Investment services and deposit accounts continued to drive income growth in Wealth Management. Expenses grew by $73 million, or 63 per cent to $189 million. Underlying expenses grew $32 million, or 34 per cent. Investments were targeted at improving infrastructure, expanding distribution channels and increasing the sales force. Higher expenses were also incurred for the integration of the Union acquisition and the amalgamation of the businesses in Pakistan. Loan impairment increased $40 million to $56 million, reflecting higher charge offs in Pakistan following the acquisition, and in the UAE in relation to the credit cards and unsecured lending portfolios. Operating profit increased slightly to $107 million. In Africa, operating profit grew $4 million, or 16 per cent to $29 million, predominantly due to lower loan impairment. Income growth of nine per cent was negatively impacted by foreign exchange movements in Zambia and Botswana. Double digit income growth was achieved in Kenya, Ghana and Nigeria. Wealth Management income grew driven by increased product launches and more effective sales penetration, whilst expenses grew 10 per cent with further investments made in increasing staff strength. The Americas, UK and Group Head Office saw an increase in operating profit of $7 million to $18 million. Income grew $8 million, or 22 per cent, to $45 million, driven primarily by higher deposits balances at better margin. Product Performance Credit Cards, Personal Loans and Unsecured Lending grew operating income by $143 million, or 17 per cent, to $967 million. Underlying income grew eight per cent. Asset growth was controlled with stricter credit underwriting and approval policies to ensure the balance between good growth and credit quality was maintained. Wealth Management grew operating income by $296 million, or 32 per cent, to $1,222 million. Underlying income grew 18 per cent. An improved product range generated higher fee income and the product portfolio mix during the period improved profitability. Current and savings accounts now represent almost half of the deposit base. Consequently, net interest margins improved slightly in the period. Mortgages and Auto income grew by $85 million, or 22 per cent, to $473 million. Underlying income grew nine per cent. Mortgage outstanding balances were marginally lower as lending constraints in Korea hindered growth. Competitive pricing pressure resulting in high attrition levels posed challenges to growth in other key markets. WHOLESALE BANKING The following tables provide an analysis of operating profit by geographic segment for Wholesale Banking: 6 months ended 30.06.07 ------------------------------------------------------------------ Asia Pacific ------------------------------------------------------------------ Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Operating income 383 194 80 190 464 Operating expenses (166) (99) (35) (116) (199) Loan impairment 14 - - - (7) Other impairment - - - - - --------------- --------- ---------- --------- --------- --------- Operating profit 231 95 45 74 258 --------------- --------- ---------- --------- --------- --------- 6 months ended 30.06.07 ------------------------------------------------------------------ India Middle Africa Americas Underlying Wholesale $million East & $million UK & Group $million Banking Other Head Total S Asia Office $million $million $million ------------- -------- -------- -------- -------- --------- --------- Operating income 379 323 201 273 2,424 2,487 Operating expenses (96) (139) (115) (333) (1,258) (1,298) Loan impairment (3) (2) (3) 12 17 11 Other impairment - - (1) (2) (3) (3) ------------- -------- -------- -------- -------- --------- --------- Operating profit 280 182 82 (50) 1,180 1,197 ------------- -------- -------- -------- -------- --------- --------- 6 months ended 30.06.06 ------------------------------------------------------------------ Asia Pacific ------------------------------------------------------------------ Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Operating Income 289 120 76 204 265 Operating expenses (141) (71) (30) (82) (150) Loan impairment 30 (3) 4 (7) (2) Other impairment - - - - - --------------- --------- ---------- --------- --------- --------- Operating profit 178 46 50 115 113 --------------- --------- ---------- --------- --------- --------- 6 months ended 30.06.06 ------------------------------------------------------------------ India Middle Africa Americas Underlying Wholesale $million East & $million UK & Group $million Banking Other Head Total S Asia Office $million $million $million ------------- -------- -------- -------- -------- --------- --------- Operating Income 222 244 187 310 1,886 1,917 Operating expenses (70) (109) (107) (255) (1,002) (1,015) Loan impairment 13 2 (8) 27 55 56 Other impairment - - (6) (2) (8) (8) ------------- -------- -------- -------- -------- --------- --------- Operating profit 165 137 66 80 931 950 ------------- -------- -------- -------- -------- --------- --------- 6 months ended 31.12.06 ------------------------------------------------------------------ Asia Pacific ------------------------------------------------------------------ Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Operating income 307 135 74 176 390 Operating expenses (151) (81) (33) (91) (186) Loan impairment 16 - 3 (1) 8 Other impairment - - - - (3) --------------- --------- ---------- --------- --------- --------- Operating profit 172 54 44 84 209 --------------- --------- ---------- --------- --------- --------- 6 months ended 31.12.06 ------------------------------------------------------------------ India Middle Africa Americas Underlying Wholesale $million East & $million UK & Group $million Banking Other Head Total S Asia Office $million $million $million ------------- -------- -------- -------- -------- --------- --------- Operating income 272 281 196 175 1,945 2,006 Operating expenses (104) (125) (112) (253) (1,114) (1,136) Loan impairment (6) 6 (6) 16 39 36 Other impairment - - (3) (1) (7) (7) ------------- -------- -------- -------- -------- --------- --------- Operating profit 162 162 75 (63) 863 899 ------------- -------- -------- -------- -------- --------- --------- An analysis of Wholesale Banking operating income by product is set out below: 6 months ended 6 months ended 6 months ended 30.06.07 30.06.06 31.12.06 -------------- -------------- -------------- Operating income by Total Total Total product $million $million $million --------------- -------------- -------------- -------------- Trade and Lending 532 511 495 Global Markets* 1,346 925 970 Cash Management and 609 481 541 Custody --------------- -------------- -------------- -------------- Total operating 2,487 1,917 2,006 income --------------- -------------- -------------- -------------- * Global markets comprises the following businesses: derivatives and foreign exchange, debt capital markets, corporate finance and Asset and Liability Management ('ALM'). Wholesale Banking had a very strong first half with significantly higher business volumes and income momentum. The investments made in a number of businesses and products have driven growth across key geographies. The external environment remained favourable, with new trade flows emerging, a good operating environment and benign credit conditions. Income grew $570 million, or 30 per cent, to $2,487 million. Underlying income grew 29 per cent. Client revenues grew 30 per cent. Client income represents around four fifths of total income and remains the key driver of growth. The focus in nurturing key client relationships, attracting new clients, improving product cross-sell and investing in higher-value and strategic products have resulted in a very broad based income momentum across all client segments. Operating expenses grew $283 million, or 28 per cent, to $1,298 million. Underlying expenses grew 26 per cent. Investment was targeted at expanding product capability, upgrading systems infrastructure in transaction banking, expanding client coverage, improving sales incentives, and reinforcing compliance and control. Operating profit before impairment grew 32 per cent to $1,189 million. Loan impairment net of recoveries were $45 million lower at $11 million, reflecting a declining stock of distressed assets. Operating profit grew $247 million, or 26 per cent, to $1,197 million. Underlying profit grew $249 or 27 per cent, to $1,180 million. In Hong Kong, income grew $94 million, or 33 per cent, to $383 million. Client revenues grew strongly in the Local Corporates and Financial Institutions segments. Global Markets revenue contributed significantly to income growth, with higher foreign exchange and derivatives sales and corporate finance fees, while improved ALM performance drove own account income growth. Income from Cash Management benefited from higher volumes in securities services and the higher average cash balances, marginally offset by a decline in margins. Trade and Lending income was marginally higher. Expenses grew $25 million or 18 per cent, to $166 million with this increase primarily directed towards building the sales force, improving sales incentives and enhancing product capabilities. Loan impairment recoveries were 53 per cent lower at $14 million. Operating profit grew 30 per cent to $231 million. Income in Singapore grew $74 million, or 62 per cent to $194 million. Operating profit grew $49 million, or 107 per cent, to $95 million. Commodity Corporates and Financial Institution segments led the growth in client revenues. Global Markets revenues were driven by derivatives and foreign exchange products together with strong contributions from debt capital markets and corporate finance. Expenses grew $28 million, or 39 per cent, to $99 million reflecting increased recruitment, higher salary and performance related incentives and continued investments in product capabilities. In Malaysia, income increased $4 million, or five per cent, to $80 million with good growth in Cash Management, corporate finance and foreign exchange sales. Expenses increased $5 million, to $35 million reflecting higher performance related incentives. Income in Korea fell $14 million, or seven per cent, to $190 million. Expenses grew $34 million, or 41 per cent, to $116 million. During the period, there were $13 million (30 June 2006: $31 million) of recoveries on assets that had been fair valued at acquisition. Expenses have been affected by the increased allocation of corporate centre overheads as well as a voluntary retirement charge. Other Asia Pacific delivered strong income growth of $199 million, or 75 per cent, to $464 million, with expenses rising 33 per cent, to $199 million. Underlying income grew $184 million, or 69 per cent, to $449 million. Strong income growth was achieved in China across all client segments and most product categories. In Indonesia, income grew over 70 per cent. Underlying expenses grew $32 million, or 21 per cent, primarily in China, reflecting the continued investments in more staff, higher performance related incentives, product development and systems infrastructure. Loan impairment was $5 million higher, mainly due to the absence of the loan impairment releases and recoveries seen in the first half of last year. Operating profit grew $145 million, or 128 per cent, to $258 million. In India, income grew $157 million, or 71 per cent to $379 million. Operating income was driven by strong foreign exchange income and transaction banking revenues which benefited from increased volumes and better margins in cash management, and higher trade volumes. Increased fee income was also generated from corporate finance and debt capital markets transactions, and private equity gains realised, partly offset by weaker own account trading income. Expenses increased by $26 million, or 37 per cent, with investment in new product specialists and sales staff, improving premises and systems infrastructure. Operating profit increased 70 per cent to $280 million. Operating income in the MESA region rose $79 million, or 32 per cent, to $323 million. Income grew over 30 per cent in the UAE, Bahrain, Qatar and Jordan. Client revenues increased across most products, notably in interest rate and foreign exchange derivatives sales, debt capital markets and transaction banking. In Bangladesh, income grew over 15 per cent while income in Pakistan grew 55 per cent, reflecting good underlying growth as well as the impact of the Union acquisition. Expenses grew $30 million, or 28 per cent, to $139 million due to higher recruitment levels, premises and infrastructure costs as well as integration costs in Pakistan. Loan impairment was marginally higher. Operating profit grew $45 million, or 33 per cent, to $182 million. In Africa, income grew $14 million, or seven per cent, to $201 million. Operating income improvements were driven by growth in transaction banking revenues, with average wholesale deposit balances increasing significantly, more than offsetting a small decline in margins. Higher fees were earned on corporate advisory and debt financing transactions. Expenses increased seven per cent to $115 million. Operating profit increased $16 million, or 24 per cent, to $82 million. Operating income in the Americas, UK and Group Head Office decreased by $37 million, or 12 per cent, to $273 million, primarily due to lower own account trading income. There were no private equity gains realised in the region for this period compared to the first half of last year. Expenses grew by $78 million, or 31 per cent, reflecting continued investment in products and sales staff. Product Performance Trade and Lending income increased four per cent to $532 million, with underlying income growing one per cent. Trade income grew as volumes increased, driven in part by supply-chain financing and receivables services, partially offsetting the impact of tightening margins. While higher loan origination activities grew lending assets, this asset growth was offset by active loan sales and structured credit transactions to optimise capital deployment. Lending revenues were down three per cent. Global Markets' income grew 46 per cent to $1,346 million. Underlying income grew 45 per cent. Derivatives and foreign exchange sales and trading grew income by 43 per cent. Client revenues grew 40 per cent on the back of improved product cross-selling efforts and higher client penetration. Own account trading was lower due to subdued market volatility and trading losses in certain markets. Debt capital markets income doubled, on the back of strong loan syndication volumes and higher bond issuance activities. Corporate finance income grew over 60 per cent with several landmark cross-border corporate advisory and project finance transactions completed in the first half. Private equity investments have delivered high return on investments, with a number of realisations during the first half of the year. ALM and fund management income improved 17 per cent over the equivalent period with better trading opportunities present in the local currency markets. Cash Management and Custody income was up 27 per cent at $609 million. Underlying income grew 25 per cent, as higher transaction volumes drove fee income growth, and higher cash balances in a positive margin environment, increased net interest income. Securities assets under administration grew significantly as higher transaction volumes drove increased income in securities services. STANDARD CHARTERED PLC - RISK REVIEW RISK Risk Management Review The Group has not experienced evidence of deterioration in the credit environment within its key economies. The structure and management of the Group's portfolio has been such that the previous low level of provisions has been maintained. Ongoing risk management disciplines are aimed at maintaining the Group's desired portfolio whilst targeting specific customers and markets. Wholesale Banking continues to operate in a stable credit environment, with high levels of recoveries and low provisions due to proactive management. The portfolio remains well diversified with no material concentrations in key business segments. A strong risk distribution capability has been developed which provides capacity for greater origination and continued growth. Consumer Banking is achieving the desired asset mix and the debt charge is in line with that planned for the portfolio. Asset growth has been controlled with stricter credit underwriting and approval policies to ensure the balance between good growth and credit quality is maintained. Work to fully integrate risk controls and processes into recent acquisitions is ongoing and progressing well. Under Basel II the Group has received approval to adopt the advanced approaches to credit risk management from 1 January 2008. This approach builds on the Bank's sophisticated risk management practices and is the result of a significant Group-wide regulatory exercise. Risk Governance Through its risk management structure the Group seeks to manage efficiently the core risks: credit, market, country and liquidity risk. These arise directly through the Group's commercial activities whilst compliance and regulatory risk, operational risk and reputational risks are normal consequences of any business undertaking. The basic principles of risk management followed by the Group include: â€¢ Balancing risk and reward: risk is taken in support of the requirements of the Group's stakeholders. Risk should be taken in support of the Group strategy and within its risk appetite. â€¢ Responsibility: given the Group is in the business of taking risk, it is everyone's responsibility to ensure that risk taking is both disciplined and focused. The Group takes account of its social, environmental and ethical responsibilities in taking risk to produce a return. â€¢ 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. â€¢ Anticipation: the Group looks to anticipate future risks and to maximise awareness of all risk. â€¢ Risk management: the Group aims to have a world class specialist risk function, with strength in depth, experience across risk types and economic scenarios. Ultimate responsibility for the effective management of risk rests with the Company's Board. Acting within an authority delegated by the Board, the Audit and Risk Committee ('ARC'), whose members are all Non-Executive Directors of the Company, reviews specific risk areas and monitors the activities of the Group Risk Committee ('GRC') and the Group Asset and Liability Committee ('GALCO'). GRC, through authority delegated by the Board, is responsible for credit risk, market risk, operational risk, compliance and regulatory risk, legal risk and reputational risk. GALCO, through authority delegated by the Board, is responsible for liquidity risk, for structural interest rate and foreign exchange exposures, and for capital ratios. All the Group Executive Directors ('GEDs') of Standard Chartered PLC, members of the Standard Chartered Bank Court and the Group Chief Risk Officer are members of the GRC. This Committee is chaired by the Group Chief Risk Officer. The GRC is responsible for agreeing Group standards for risk measurement and management, and also delegating authorities and responsibilities to risk committees and to the Group and Regional Credit Committees and Risk Officers. GALCO membership consists of all the GEDs of Standard Chartered PLC and members of the Standard Chartered Bank Court. The committee is chaired by the Group Finance Director. GALCO is responsible for the establishment of, and compliance with, policies relating to balance sheet management including management of the Group's liquidity, capital adequacy and structural foreign exchange risk. The committee process ensures that standards and policy are cascaded down through the organisation from the Board through the GRC and the GALCO to the functional, regional and country level committees. Key information is communicated through the country, regional and functional committees to Group so as to provide assurance that standards and policies are being followed. The Group Executive Director with responsibility for Risk ('GED Risk') and the Group Chief Risk Officer manage a risk function which is independent of the businesses, which: â€¢ recommends Group standards and policies for risk measurement and management; â€¢ monitors and reports Group risk exposures for country, credit, market and operational risk; â€¢ approves market risk limits and monitors exposure; â€¢ sets country risk limits and monitors exposure; â€¢ chairs the credit committee and delegates credit authorities; â€¢ validates risk models; and â€¢ recommends risk appetite and strategy. Individual GEDs and members of the Standard Chartered Bank Court are accountable for risk management in their businesses and support functions, and for countries where they have governance responsibilities. This includes: â€¢ implementing the policies and standards as agreed by the GRC across all business activity; â€¢ managing risk in line with appetite levels agreed by the GRC; and â€¢ developing and maintaining appropriate risk management infrastructure and systems to facilitate compliance with risk policy. The Group's Risk Management Framework ('RMF') identifies 18 risk types, which are managed by designated Risk Type Owners ('RTOs'), who are all approved persons under the FSA regulatory framework, and who have responsibility for setting minimum standards and governance and implementing governance and assurance processes. The RTOs report up through specialist risk committees to the GRC, or in the case of liquidity risk, to the GALCO. In support of the RMF the Group uses a set of risk principles, which are sanctioned by the GRC. These comprise a set of statements of intent that describe the risk culture that the Group wishes to sustain. All risk decisions and risk management activity should be in line with, and in the spirit of, the overall risk principles of the Group. The governance process is designed to ensure: â€¢ business activities are controlled on the basis of risk adjusted return; â€¢ risk is managed within agreed parameters with risk quantified wherever possible; â€¢ risk is assessed at the outset and throughout the time that the Group continues to be exposed to it; â€¢ applicable laws, regulations and governance standards in every country in which the Group does business are abided by; â€¢ high and consistent ethical standards are applied to the Group's relationships with its customers, employees and other stakeholders; and â€¢ activities are undertaken in accordance with fundamental control standards. These controls include the disciplines of planning, monitoring, segregation, authorisation and approval, recording, safeguarding, reconciliation and valuation. The GED Risk and the Group Chief Risk Officer, together with Group Internal Audit, provide assurance, independent from the businesses, that risk is being measured and managed in accordance with the Group's standards and policies. Stress Testing Objectives and purpose of stress testing Stress testing and scenario analysis are important components of the Group's risk assessment processes, and are used to assess the financial and management capability of the Group to continue operating effectively under extreme but plausible trading conditions. Such conditions may arise from economic, legal, political, environmental, and social factors which define the context within which the Group operates. It is intended that stress testing and scenario analysis will help to inform senior and middle management with respect to: â€¢ the nature and dynamics of the risk profile; â€¢ the identification of potential future risks; â€¢ the setting of the Group's risk appetite; â€¢ the robustness of risk management systems and controls; â€¢ the adequacy of contingency planning; and â€¢ the effectiveness of risk mitigants. Stress testing framework The framework has been designed to satisfy the following requirements: â€¢ identify key risks to the Group's strategy, financial position, and reputation; â€¢ ensure effective governance, processes and systems are in place to coordinate stress testing; â€¢ integrate current stress testing and scenario analysis procedures; â€¢ engage and inform senior management; â€¢ assess the impact on the Group's profitability and business plans; â€¢ enable the Group to set and monitor its risk appetite; and â€¢ satisfy regulatory requirements. Key to the framework is the formation of a Stress Testing Forum that is a formally constituted body deriving its powers from the GRC. The primary objective of this forum is to identify and assess the extreme but plausible risks to which the Group may be subjected, and to make recommendations to senior management for suitable scenarios. Group-wide scenario analysis represents a wide ranging assessment of potential impact. Therefore it is coordinated through a Group risk function, which is responsible for consolidating the analysis and highlighting existing mitigants, controls, plans, and procedures to manage the identified risk, as well as any additional management action required. Risk appetite Risk appetite is the amount of risk the Group wants to take pursuant to its strategic objectives. The RMF summarises the Group's risk appetite for each of the identified risk types, as well as the related management standards. Risk appetite setting is the Group's chosen method of balancing risk and return, recognising a range of possible outcomes, as business plans are implemented. The Group adopts quantitative risk appetite statements where applicable, and aggregates risk appetite across businesses where appropriate. For example, a formal quantitative statement from the Board communicates the Group's overall credit risk appetite and ensures this is in line with the strategy and the desired risk-reward trade off for the Group. Where risk appetite statements are qualitative, these are supported with measures that allow business units to judge whether existing and new business and processes fall within the risk appetite. The annual business planning and performance management process and associated activities ensure the expression of risk appetite remains appropriate, and the GRC supports this work. Credit Risk Credit Risk Management Credit risk is the risk that a counterparty will not settle its obligations in accordance with agreed terms. Credit exposures include both individual borrowers and groups of connected counterparties, and portfolios in the banking and trading books. The GRC has clear responsibility for credit risk. Standards are approved by the GRC, which oversees the delegation of credit authorities. Procedures for managing credit risk are determined at the business levels, with specific policies and procedures being adapted to different risk environment and business goals. Risk officers are located in the businesses to maximise the efficiency of decision making, but have a reporting line which is separate from the business lines into the Group Chief Risk Officer. The businesses working with the Risk Officer take responsibility for managing pricing for risk, portfolio diversification and overall asset quality within the requirements of Group standards, policies and business strategy. Where appropriate, derivatives are used to reduce credit risks in the portfolio. Due to the income statement volatility which can result, derivatives are only used in a controlled manner and within a pre-defined volatility expectation. Wholesale Banking Within the Wholesale Banking business, a numerical grading system is used for quantifying the risk associated with a counterparty. The grading is based on a probability of default measure, with customers analysed against a range of quantitative and qualitative measures. Expected Loss is used for the further assessment of individual exposures and portfolio analysis. There is a clear segregation of duties with loan applications being prepared separately from the approval chain. Significant exposures are reviewed and approved centrally through a Group or regional level credit committee. These committees are responsible to the GRC. Consumer Banking For Consumer Banking, standard credit application forms are generally used, which are processed in central units using largely automated approval processes. Where appropriate to the customer, the product or the market, a manual approval process is in place. As with Wholesale Banking, origination and approval roles are segregated. Loan Portfolio Loans and advances to customers have grown by $32.6 billion since 30 June 2006 to $152.8 billion. Excluding the effect of the HIB and Union acquisitions, growth in the Consumer Banking portfolio has been constrained over the period as growth in secured products has been muted by regulatory and competitive challenges in the mortgage market. Growth in the Wholesale Banking portfolio was $22.3 billion, or 43 per cent since 30 June 2006. Growth was seen across all industry sectors and geographies, with particularly strong increases in the portfolios in Singapore, Other Asia Pacific, India, and Americas, UK and Head Office. Financing, insurance and business services saw an increase of $7.0 billion, driven by large increases in Hong Kong and Americas, UK and Head Office. The use of derivatives has partially offset the risks arising from the growth in the balance sheet during the period. The Wholesale Banking portfolio remains well diversified across both geography and industry, with no significant concentration within the industry classifications of Manufacturing, Financing, insurance and business services, or Commerce. 30.06.07 -------------------------------------------------------------- Asia Pacific -------------------------------------------------------------- Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- ---------- --------- --------- --------- Loans to individuals Mortgages 11,303 3,570 2,524 23,743 6,030 Other 2,132 1,109 807 4,719 4,050 Small and medium 1,019 1,537 909 5,437 1,918 enterprises ----------------- --------- --------- --------- -------- --------- Consumer Banking 14,454 6,216 4,240 33,899 11,998 ----------------- --------- --------- --------- -------- --------- Agriculture, forestry 193 22 90 20 115 and fishing Construction 75 29 23 268 238 Commerce 1,647 1,519 395 352 1,921 Electricity, gas and 196 1 70 95 325 water Financing, insurance and 4,451 1,227 531 1,182 2,474 business services Governments - 4,131 4,012 11 18 Mining and quarrying 9 28 - 46 183 Manufacturing 1,881 579 188 3,757 5,476 Commercial real estate 1,163 681 6 1,015 739 Transport, storage 424 315 145 136 490 and communication Other 116 335 7 424 524 ----------------- --------- --------- --------- -------- --------- Wholesale Banking 10,155 8,867 5,467 7,306 12,503 ----------------- --------- --------- --------- -------- --------- Portfolio impairment (48) (28) (28) (93) (194) provision ----------------- --------- --------- --------- -------- --------- Total loans and advances 24,561 15,055 9,679 41,112 24,307 to customers ----------------- --------- --------- --------- -------- --------- Total loans and advances 7,046 1,736 1,178 1,597 4,743 to banks ----------------- --------- --------- --------- -------- --------- 30.06.07 ------------------------------------------------------------ India Middle Africa Americas Total $million East & $million UK & Group $million Other Head S Asia Office $million $million ------------- -------- -------- -------- -------- ---------- Loans to individuals Mortgages 1,584 537 217 113 49,621 Other 1,108 2,721 593 563 17,802 Small and medium 637 466 125 - 12,048 enterprises ---------------- --------- --------- --------- --------- ---------- Consumer Banking 3,329 3,724 935 676 79,471 ---------------- --------- --------- --------- --------- ---------- Agriculture, forestry 51 34 204 422 1,151 and fishing Construction 248 395 68 20 1,364 Commerce 792 2,150 640 1,581 10,997 Electricity, gas and 22 323 103 866 2,001 water Financing, insurance 461 1,490 189 5,393 17,398 and business services Governments - 20 10 249 8,451 Mining and quarrying 45 253 61 1,779 2,404 Manufacturing 1,754 1,757 381 3,752 19,525 Commercial real estate 461 2 14 - 4,081 Transport, storage 155 889 124 1,671 4,349 and communication Other 6 573 10 84 2,079 ---------------- --------- --------- --------- --------- ---------- Wholesale Banking 3,995 7,886 1,804 15,817 73,800 ---------------- --------- --------- --------- --------- ---------- Portfolio impairment (36) (65) (13) (7) (512) provision ---------------- --------- --------- --------- --------- ---------- Total loans and 7,288 11,545 2,726 16,486 152,759 advances to customers ---------------- --------- --------- --------- --------- ---------- Total loans and 484 993 288 5,143 23,208 advances to banks ---------------- --------- --------- --------- --------- ---------- Total loans and advances to customers include $806 million held at fair value through profit or loss. Total loans and advances to banks include $2,100 million held at fair value through profit or loss account. 30.06.06 -------------------------------------------------------------- Asia Pacific -------------------------------------------------------------- Hong Singapore Malaysia Korea Other Kong $million $million $million Asia $million Pacific $million --------------- --------- --------- --------- --------- --------- Loans to individuals Mortgages 11,281 3,903 2,562 23,240 1,096 Other 2,132 1,044 725 4,727 3,114 Small and medium 861 1,651 840 4,754 908 enterprises ------------------- --------- --------- --------- --------- --------- Consumer Banking 14,274 6,598 4,127 32,721 5,118 ------------------- --------- --------- --------- --------- --------- Agriculture, forestry and 22 24 43 9 96 fishing Construction 72 33 23 141 85 Commerce 1,291 1,132 328 278 826 Electricity, gas and water 347 16 61 50 257 Financing, insurance and 2,535 1,460 687 1,748 1,178 business services Governments - 2,625 3,199 15 155 Mining and quarrying - - 8 64 244 Manufacturing 1,773 360 402 2,865 3,053 Commercial real estate 1,249 589 7 737 549 Transport, storage and 567 243 106 170 231 communication Other 112 115 39 - 13 ------------------- --------- --------- --------- --------- --------- Wholesale Banking 7,968 6,597 4,903 6,077 6,687 ------------------- --------- --------- --------- --------- --------- Portfolio impairment (54) (26) (23) (74) (198) --------- --------- --------- --------- --------- Provision ------------------- Total loans and advances 22,188 13,169 9,007 38,724 11,607 to customers ------------------- --------- --------- --------- --------- --------- Total loans and advances 3,131 1,155 153 1,835 3,433 to banks ------------------- --------- --------- --------- --------- --------- 30.06.06 ------------------------------------------------------------ India Middle Africa Americas Total $million East & $million UK & Group $million Other Head S Asia Office $million $million ------------------- --------- --------- --------- --------- --------- Loans to individuals Mortgages 1,440 159 214 144 44,039 Other 924 2,160 442 148 15,416 Small and medium 389 90 116 - 9,609 enterprises ------------------- --------- --------- --------- --------- --------- Consumer Banking 2,753 2,409 772 292 69,064 ------------------- --------- --------- --------- --------- --------- Agriculture, forestry and 83 71 150 378 876 fishing Construction 248 290 48 18 958 Commerce 469 1,530 359 1,343 7,556 Electricity, gas and water 26 228 54 684 1,723 Financing, insurance and 466 1,048 119 1,589 10,830 business services Governments - 84 - 282 6,360 Mining and quarrying 28 207 104 863 1,518 Manufacturing 1,310 1,392 491 2,191 13,837 Commercial real estate 238 3 7 7 3,386 Transport, storage and 101 647 138 1,661 3,864 communication Other 3 266 24 55 627 ------------------- --------- --------- --------- --------- --------- Wholesale Banking 2,972 5,766 1,494 9,071 51,535 ------------------- --------- --------- --------- --------- --------- Portfolio impairment (30) (32) (10) (7) (454) --------- --------- --------- --------- --------- Provision ------------------- Total loans and advances 5,695 8,143 2,256 9,356 120,145 to customers ------------------- --------- --------- --------- --------- --------- Total loans and advances 285 1,501 563 5,586 17,642 to banks ------------------- --------- --------- --------- --------- --------- Total loans and advances to customers include $595 million held at fair value through profit or loss. Total loans and advances to banks include $892 million held at fair value through profit or loss account. 31.12.06* -------------------------------------------------------------- Asia Pacific -------------------------------------------------------------- Hong Singapore Malaysia Korea **Other Kong $million $million $million Asia $million Pacific $million ------------------- --------- --------- --------- --------- --------- Loans to individuals Mortgages 11,245 3,551 2,593 23,954 5,968 Other 2,235 1,028 771 4,612 4,523 Small and medium 919 1,548 883 4,907 2,023 enterprises ------------------- --------- --------- --------- --------- --------- Consumer Banking 14,399 6,127 4,247 33,473 12,514 ------------------- --------- --------- --------- --------- --------- Agriculture, forestry and 53 13 53 20 108 fishing Construction 57 29 26 262 181 Commerce 1,986 1,320 331 348 1,407 Electricity, gas and water 176 17 56 31 314 Financing, insurance and 1,817 1,664 724 1,176 1,901 business services Governments - 3,328 3,397 13 20 Mining and quarrying - 3 - 50 324 Manufacturing 2,282 701 228 3,208 4,745 Commercial real estate 819 708 5 849 720 Transport, storage and 277 338 149 189 495 communication Other 220 406 9 496 357 ------------------- --------- --------- --------- --------- --------- Wholesale Banking 7,687 8,527 4,978 6,642 10,572 ------------------- --------- --------- --------- --------- --------- Portfolio impairment (49) (28) (26) (86) (228) --------- --------- --------- --------- --------- Provision ------------------- Total loans and advances 22,037 14,626 9,199 40,029 22,858 to customers ------------------- --------- --------- --------- --------- --------- Total loans and advances 6,474 939 161 1,753 4,462 to banks ------------------- --------- --------- --------- --------- --------- 31.12.06* ------------------------------------------------------------ India Middle Africa Americas Total $million East & $million UK & Group $million Other Head S Asia Office $million $million ------------------- --------- --------- --------- --------- --------- Loans to individuals Mortgages 1,492 416 239 155 49,613 Other 928 2,650 483 537 17,767 Small and medium 567 323 133 - 11,303 enterprises ------------------- --------- --------- --------- --------- --------- Consumer Banking 2,987 3,389 855 692 78,683 ------------------- --------- --------- --------- --------- --------- Agriculture, forestry and 25 65 159 297 793 fishing Construction 198 332 78 2 1,165 Commerce 608 1,995 457 1,269 9,721 Electricity, gas and water 26 193 80 815 1,708 Financing, insurance and 479 1,245 182 3,264 12,452 business services Governments - 4 - 235 6,997 Mining and quarrying 32 352 110 1,624 2,495 Manufacturing 1,435 1,848 406 2,504 17,357 Commercial real estate 231 27 7 - 3,366 Transport, storage and 249 810 173 1,647 4,327 communication Other 5 314 39 115 1,961 ------------------- --------- --------- --------- --------- --------- Wholesale Banking 3,288 7,185 1,691 11,772 62,342 ------------------- --------- --------- --------- --------- --------- Portfolio impairment (33) (58) (10) (6) (524) --------- --------- --------- --------- --------- Provision ------------------- Total loans and advances 6,242 10,516 2,536 12,458 140,501 to customers ------------------- --------- --------- --------- --------- --------- Total loans and advances 477 1,058 387 5,353 21,064 to banks ------------------- --------- --------- --------- --------- --------- * Amounts have been restated as explained in note 6 on page 41. ** Restated to present on a consistent basis. Total loans and advances to customers include $1,194 million held at fair value through profit or loss. Total loans and advances to banks include $1,340 million held at fair value through profit or loss account. Maturity analysis Approximately 50 per cent of the Group's loans and advances are short term having a contractual maturity of one year or less. The Wholesale Banking portfolio is predominantly short term, with 77 per cent of loans and advances having a contractual maturity of one year or less. In Consumer Banking, 63 per cent of the portfolio is in the mortgage book, traditionally longer term in nature. Whilst the Other and SME loans in Consumer Banking have short contractual maturities, in the normal course of business they may be renewed and repaid over longer terms. 30.06.07 ----------------------------------- One year One to Over Total or less five five $million $million years years $million $million ---------------------------------- ------ ------ ------ ------ Consumer Banking Mortgages 3,212 8,396 38,013 49,621 Other 9,087 6,867 1,848 17,802 SME 6,944 3,059 2,045 12,048 ---------------------------------- ------ ------ ------ ------ Total 19,243 18,322 41,906 79,471 ---------------------------------- ------ ------ ------ ------ Wholesale Banking 57,080 11,319 5,401 73,800 Portfolio impairment provision (512) ---------------------------------- ------ ------ ------ ------ Loans and advances to customers 76,323 29,641 47,307 152,759 ---------------------------------- ------ ------ ------ ------ 30.06.06 ----------------------------------- One year One to Over Total or less five five $million $million years years $million $million ---------------------------------- ------ ------ ------ ------ Consumer Banking Mortgages 3,513 9,201 31,325 44,039 Other 8,527 5,882 1,007 15,416 SME 5,827 2,038 1,744 9,609 ---------------------------------- ------ ------ ------ ------ Total 17,867 17,121 34,076 69,064 ---------------------------------- ------ ------ ------ ------ Wholesale Banking 40,942 7,443 3,150 51,535 Portfolio impairment provision (454) ---------------------------------- ------ ------ ------ ------ Loans and advances to customers 58,809 24,564 37,226 120,145 ---------------------------------- ------ ------ ------ ------ 31.12.06* ----------------------------------- One year One to Over Total or less five five $million $million years years $million $million ---------------------------------- ------ ------ ------ ------ Consumer Banking Mortgages 4,378 8,729 36,506 49,613 Other 9,141 6,393 2,233 17,767 SME 6,299 2,812 2,192 11,303 ---------------------------------- ------ ------ ------ ------ Total 19,818 17,934 40,931 78,683 ---------------------------------- ------ ------ ------ ------ Wholesale Banking 48,569 9,211 4,562 62,342 Portfolio impairment provision (524) ---------------------------------- ------ ------ ------ ------ Loans and advances to customers 68,387 27,145 45,493 140,501 ---------------------------------- ------ ------ ------ ------ * Amounts have been restated as explained in note 6 on page 41. This information is provided by RNS The company news service from the London Stock Exchange MORE TO FOLLOW IR UUUWURUPMUUM

Companies

Standard Chartered (STAN)

Full Archive

UK 100

Latest directors dealings

All directors dealings today