Strategic report
We are a leading international
cross-border bank
Standard Chartered is a bank like no other. Our unique footprint,
diverse experience, capabilities and culture set us apart. They
enable us to capitalise on opportunities for our business, our
customers, and the communities we serve.
Guided by our Purpose – to drive commerce and prosperity through
our unique diversity – we connect more than 59 of the world’s most
dynamic markets, backing the people and businesses who are the
engines of global growth.
Together, we are developing new economies that can deliver
sustained prosperity in the decades ahead. As our brand promise
makes clear, we are here for good.
Financial KPIs1
Return on tangible equity
Common Equity Tier 1 ratio
8.0% 120bps
Underlying basis
6.8% 200bps
Statutory basis
Other financial measures1, 3
14.0% 19bps
At the top of 13-14% target range
Total shareholder return
41% 43ppt
Non-financial KPIs 2
Diversity and inclusion:
women in senior roles4
32.1% 1.4ppt
Sustainability Aspirations
met or on track
85.7% 2.8ppt
Operating income
Profit before tax
Earnings per share
$16,255m 15%
Underlying basis
$4,762m
Underlying basis
15%
101.1cents 15.3 cents
Underlying basis
$16,318m 16%
Statutory basis
$4,286m 30%
Statutory basis
85.9cents 24.6 cents
Statutory basis
Stakeholders
Throughout this report, we use these icons to represent the different stakeholder groups for whom we create value.
Clients
Regulators and
governments
Investors
Suppliers
Society
Employees
1 Reconciliations from underlying to statutory and definitions of alternative performance measures can be found on pages 126 to 130
2 For more information on our culture of inclusion see page 64, and for more on our Sustainability Aspirations see page 64
3 Year-on-Year growth on Operating Income and Profit before tax is on constant currency basis
4 Senior leadership is defined as Managing Directors and Band 4 roles (including Management Team)
In this report
Strategic report
26 Client segment reviews
134 Directors’ report
02 Who we are and what we do
04 Where we operate
06 Group Chairman’s statement
10 Group Chief Executive’s review
14 Market environment
18 Business model
22 Our strategy
24 Our Stands
29 Regional reviews
32
Group Chief Financial
Officer’s review
42 Risk overview
52 Stakeholders and Sustainability
124
Non-financial information
statement
126
Underlying versus statutory results
131
Alternative performance measures
132 Viability statement
184 Directors’ remuneration report
232 Risk review and Capital review
326 Financial statements
474 Supplementary information
Client segment reviews
Regional reviews
p29
p26
p22
Our strategy
About this report
p52
Stakeholders and Sustainability
Group Chief Executive’s review
p10
Sustainability reporting
Alternative performance measures
We adopt an integrated approach
to corporate reporting, embedding
non-financial information throughout
our annual report. While not complying
in full, in preparing this report, we have
given consideration to the principles
of the voluntary Global Reporting
Initiative, SASB Standards and the
World Economic Forum Stakeholder
Capitalism Metrics framework.
The Group uses a number of alternative
performance measures in the discussion of its
performance. These measures exclude certain
items which management believes are not
representative of the underlying performance
of the business and which distort period-on-
period comparison. They provide the reader
with insight into how management measures
the performance of the business.
Read more in our ESG report
sc.com/ESGreport
For more information on
Standard Chartered please
visit sc.com
Unless another currency is specified, the word ‘dollar’ or symbol ‘$’ in this document
means US dollar and the word ‘cent’ or symbol ‘c’ means one-hundredth of one
US dollar. All disclosures in the Strategic report, Directors’ report, Risk review and
Capital review and Supplementary information are unaudited unless otherwise
stated. Unless context requires within the document, ‘China’ refers to the People’s
Republic of China and, for the purposes of this document only, excludes Hong Kong
Special Administrative Region (Hong Kong), Macau Special Administrative Region
(Macau) and Taiwan. ‘Korea’ or ‘South Korea’ refers to the Republic of Korea. Asia
includes Australia, Bangladesh, Brunei, Cambodia, India, Indonesia, Laos, Malaysia,
Myanmar, Nepal, Philippines, Singapore, Sri Lanka, Thailand, Vietnam, Mainland
China, Hong Kong, Japan, Korea, Macau, Taiwan; Africa and Middle East (AME)
includes Angola, Bahrain, Botswana, Cameroon, Côte d’Ivoire, Egypt, The Gambia,
Ghana, Iraq, Jordan, Kenya, Lebanon, Mauritius, Nigeria, Oman, Pakistan, Qatar,
Saudi Arabia, Sierra Leone, South Africa, Tanzania, UAE, Uganda, Zambia,
Zimbabwe; and Europe and Americas (EA) include Argentina, Brazil, Colombia,
Falkland Islands, France, Germany, Ireland, Jersey, Poland, Sweden, Türkiye, the UK,
and the US. Within the tables in this report, blank spaces indicate that the number
is not disclosed, dashes indicate that the number is zero and nm stands for not
meaningful. Standard Chartered PLC is incorporated in England and Wales with
limited liability, and is headquartered in London. The Group’s head office provides
guidance on governance and regulatory standards. Standard Chartered PLC.
Stock codes are: LSE STAN.LN and HKSE 02888.
01
Standard Chartered – Annual Report 2022Strategic report
Who we are
Who we are
and what we do
Our Purpose is to drive commerce and prosperity
through our unique diversity. We serve three client
segments in three regions, supported by eight
global functions.
Our client segments
3.
4.
1.
Total operating income
$16,255m
Underlying basis
$16,318m
Statutory basis
2.
1. Corporate, Commercial
and Institutional Banking
4.
Supporting clients with their transaction
1.
banking, financial markets, corporate finance
and borrowing needs, Corporate, Commercial
and Institutional Banking provides solutions
to more than 20,000 clients in the world’s
3.
fastest-growing economies and most active
trade corridors.
2. Consumer, Private
and Business Banking
Serving more than 10 million individuals and
small businesses, Consumer, Private and
Business Banking focuses on the affluent
and emerging affluent in many of the world’s
fastest-growing cities.
2.
3. Ventures
Ventures promotes innovation, invests in
disruptive financial technology and explores
alternative business models. Its pipeline of
over 30 ventures includes two cloud-native
digital banks.
4. Central and other items
Operating income
$10,045m
Underlying basis
$10,086m
Statutory basis
$6,016m
Underlying basis
$6,016m
Statutory basis
$29m
Underlying basis
$29m
Statutory basis
$165m
Underlying basis
$187m
Statutory basis
Enabling and supporting our businesses
Global functions
Our client-facing businesses are supported by our global
functions, which work together to ensure the Group’s operations
run smoothly and consistently.
Conduct, Financial Crime
and Compliance
Partners internally and externally
to achieve the highest standards in
conduct and compliance to enable
a sustainable business and fight
financial crime.
Corporate Affairs, Brand
and Marketing
Manages the Group’s marketing and
communications and engagement
with stakeholders to protect and
promote the Group’s reputation,
brand and services.
02
Group Chief Financial Officer
Comprises seven support functions:
Finance, Treasury, Strategy, Investor
Relations, Corporate Development,
Supply Chain Management and
Property. The leaders of these
functions report directly to the
Group Chief Financial Officer.
Group Internal Audit
An independent function whose
primary role is to help the Board
and Management Team protect the
assets, reputation and sustainability
of the Group.
Human Resources
Maximises the value of investment
in people through recruitment,
development and employee
engagement.
Legal
Provides legal advice and support
to the Group to manage legal risks
and issues.
Risk
Responsible for the overall second-line-
of-defence responsibilities related to
risk management, which involves
oversight and challenge of risk
management actions of the first line.
Transformation, Technology
& Operations
Responsible for leading bank-wide
transformation and for reshaping
the Group’s systems and technology
platforms to ensure we provide robust,
responsive, and innovative technology
digital solutions. Also manages all
client operations, seeking to provide an
optimal client service and experience
across the board.
Standard Chartered – Annual Report 2022Strategic report
3.
4.
1.
Our regions
4.
1.
3.
Total operating income
$16,255m
Underlying basis
2.
$16,318m
Statutory basis
2.
1. Asia
We are present in 21 markets including some
of the world’s fastest-growing economies.
Hong Kong and Singapore are the highest
income contributors.
2. Africa and Middle East
We have a presence in 25 markets of which the
most sizeable by income are UAE, Pakistan,
Kenya, Nigeria, South Africa and Ghana.
3. Europe and the Americas
Centred in London, with a growing presence
across continental Europe, and New York,
we operate in both North America and several
markets in Latin America.
4. Central and other items
Operating income
$11,213m
Underlying basis
$11,256m
Statutory basis
$2,606m
Underlying basis
$2,608m
Statutory basis
$2,353m
Underlying basis
$2,352m
Statutory basis
$83m
Underlying basis
$102m
Statutory basis
Enabling and supporting our businesses
Valued behaviours
We’re developing a future-ready workforce built
on good conduct and our valued behaviours
Never settle
Better together
Do the right thing
• Continuously improve and innovate
• See more in others
• Live with integrity
• Simplify
• “How can I help?”
• Think client
• Learn from your successes and failures
• Build for the long term
• Be brave, be the change
03
Standard Chartered – Annual Report 2022Strategic report
Asia
We have a long-standing and deep
franchise across some of the world’s
fastest-growing economies. Our Asia
region generates two-thirds of our
income. The two markets contributing
the highest income are Hong Kong
and Singapore.
Australia
Bangladesh
Brunei
Cambodia
Hong Kong
India
Indonesia
Japan
Korea
Laos
Macau
Mainland China
Malaysia
Myanmar
Nepal
Philippines
Singapore
Sri Lanka
Thailand
Vietnam
Taiwan
Read more on page 29
Where we operate
We operate in the world’s most
dynamic markets which set the
pace for global growth. Our unique
footprint connects high-growth
and emerging markets in Asia,
Africa and the Middle East with
more established economies in
Europe and the Americas, allowing
us to channel capital where it’s
needed most.
For over 160 years we have used
the power of our network to
maximise opportunities for people
and businesses who trade, operate,
or invest in these regions.
Our diverse experience, capabilities
and culture sets us apart.
[[We are present
in 59 markets
and serve clients
in a further 64]]
04
Standard Chartered – Annual Report 2022Strategic reportBusiness model Africa and the Middle East
Europe and the Americas
We have a deep-rooted heritage in
Africa and the Middle East and have
been in the region for 160 years. The
United Arab Emirates, Pakistan, Kenya,
Nigeria, South Africa, and Ghana are
our largest markets by income.
Angola
Bahrain
Botswana
Cameroon
Côte d’Ivoire
Egypt
The Gambia
Ghana
Iraq
Jordan
Kenya
Lebanon
Mauritius
Nigeria
Oman
Pakistan
Qatar
Saudi Arabia
Sierra Leone
South Africa
Tanzania
UAE
Uganda
Zambia
Zimbabwe
We support clients in Europe and
the Americas through hubs in London
and New York and have a strong
presence in several European and
Latin American markets.
Argentina
Brazil
Colombia
Falkland Islands
France
Germany
Ireland
Jersey
Poland
Sweden
Türkiye
UK
US
Read more on page 30
Read more on page 31
05
Standard Chartered – Annual Report 2022Strategic report Strategic report Group Chairman’s statement
Group Chairman’s
statement
[[Delivering
growth
opportunities
in our
dynamic
markets]]
Dr José Viñals
Group Chairman
06
Standard Chartered – Annual Report 2022
In 2022, Standard Chartered continued to make good
progress executing its strategy and delivered a strong
financial performance. The external environment we
faced was mixed. The war in Ukraine created significant
uncertainty in Europe and other key markets. However, the
global economy remained resilient, with the recent relaxation
of COVID-19 restrictions in China providing more grounds for
optimism in 2023.
As these events unfold, it is clear that Standard Chartered’s
role – connecting high-growth and emerging markets in Asia,
Africa and the Middle East with each other, and with Europe
and the Americas – is more vital than ever. Our financial
performance, and the resiliency of our unique geographic
footprint, mean that we are well-positioned to capitalise on
opportunities for growth in the years ahead.
Our performance in 2022 is due in large part to the incredible
work of our over 83,000 people across the world, supported
by the Management Team, and led by Group Chief Executive
Bill Winters. Every day, Standard Chartered colleagues deliver
first-rate results for our clients, providing tailored products and
services to help them grasp the opportunities ahead.
Anchored in our Purpose, we continue to drive commerce and
prosperity in markets across the world through our unique
diversity. I am extremely proud of what we have achieved
together in 2022, and I look forward to the opportunities
that 2023 will bring.
Continued financial momentum
We continue to deliver an improving financial performance.
Bill Winters, and Andy Halford, our Group Chief Financial
Officer, will provide more detail on our financial results in
the following pages.
Last year, our income grew by 15 per cent to $16.3 billion, our
highest since 2014, and underlying profit before tax increased
by 15 per cent to $4.8 billion. It is clear that our strategy to
drive improved levels of return on tangible equity (RoTE) is
working. RoTE for the year increased to 8 per cent, 120 basis
points higher year-on-year. We have revised our target RoTE
for 2024 from 10 per cent to exceed 11 per cent, with further
growth thereafter.
The Group maintained a robust liquidity position and our
capital levels remain strong, with a Common Equity Tier 1
(CET1) ratio of 14 per cent at year end, at the top of our
target range of 13-14 per cent. Our asset quality and earnings
trajectories are strong, which gives us confidence that we can
deliver substantial shareholder returns of at least $5 billion by
the end of 2024, as set out last year.
The Board is very clear that any capital not required for
growth will be distributed to shareholders. We have increased
the total dividend by 50 per cent to 18 cents per share and
have announced a new share buy-back of $1 billion, starting
imminently. This will take total capital, including dividends,
announced since the start of 2022, to $2.8 billion, which is well
over halfway towards our target.
Ambition and progress on our strategic priorities
Our strategy, outlined in 2021, aligns us with the major
engines of global growth and we see strong progress across
our four strategic priorities: Network, Affluent, Mass Retail
and Sustainability.
Our Network business continues to facilitate investment,
trade and capital flows across our geographic footprint,
where we are one of the leading international wholesale
banks. Our Affluent business is setting the standard for
wealth management across Asia, Africa and the Middle East.
We are providing new digital solutions, strategic partnerships
and advanced analytics to our Mass Retail clients, lifting
participation and generating Affluent clients of the future.
And we continue to focus on our Sustainability agenda that
supports a just transition ensuring that we are making a
difference where it matters most. The additional strategic
actions we are targeting to accelerate our performance are
outlined in Bill’s report and I am pleased to say that we are
executing against these at pace.
Our strategy is underpinned by our Stands, the areas where
we have set long-term ambitions for impact in the markets
we call home: Accelerating Zero, Resetting Globalisation and
Lifting Participation.
Through Accelerating Zero, we are progressing on our
commitment to be net zero in our financed emissions by 2050,
supporting a just transition – one where climate objectives are
met without depriving emerging markets of their opportunity
to grow and prosper – which will underpin future social and
economic prosperity. Our 2050 Net Zero roadmap was
endorsed by our shareholders at our 2022 Annual General
Meeting, following extensive engagement with shareholders,
clients and NGOs. During 2022 we facilitated $23.4 billion of
sustainable finance, as we make progress towards our 2030
target of mobilising $300 billion in sustainable finance.
Through Resetting Globalisation we are leveraging our
network and role as one of the world’s largest trade banks,
to create a fairer and more inclusive model of global growth,
and building more resiliency in global supply chains through
international diversification and digital technologies. We are
also helping to address funding gaps for businesses across
Asia, Africa and the Middle East, particularly for small and
micro enterprises.
Through Lifting Participation, we continue to broaden access
to financial services and create specialised programmes to
support disadvantaged communities across our footprint.
We remain hugely proud of our Futuremakers programme,
which was set up in 2019 to improve economic inclusion in
our markets, with a focus on women and girls, and in 2022
worked with over 335,000 young people. In India and Kenya,
we have set up Solv, an e-commerce marketplace for small
and medium-sized enterprises, which served over 230,000
customers in 2022.
Elsewhere, we worked in partnership with FairPrice Group to
successfully launch the fully digital Trust Bank in Singapore,
gaining 450,000 customers in our first five months.
SC Ventures continues to invest in potentially transformational
business models and ecosystems, connecting more and
more clients with economic opportunity. This is just one
example of our collaborative approach to innovation and
financial inclusion.
Enhancing governance and culture
During the year, we continued to drive diversity in our Board,
recognising the benefits of a diverse mix of gender, social
and ethnic backgrounds, skills, knowledge, experience
and adequate reflection of our key markets to support
our strategy.
The Board was heartened by the results of the externally
facilitated effectiveness review of the Board and its
committees. It assessed the Board’s progress since the
last external review in 2019 and concluded that the Board
continues to operate effectively while also identifying some
areas for improvement. More detail on process, outcomes
and actions can be found on page 156.
07
Standard Chartered – Annual Report 2022Strategic report Group Chairman’s statement
continued
Financial KPIs
Underlying return on tangible equity (RoTE) %
+120bps
2022
2021
2020
8.0%
6.8%
3.0%
Aim Deliver sustainable improvement in the Group’s
profitability as a percentage of the value of shareholders’
tangible equity.
Analysis Underlying RoTE of 8.0 per cent in 2022 was a 120bps
improvement on 6.8 per cent in 2021.
The underlying profit attributable to ordinary shareholders expressed as a
percentage of average ordinary shareholders’ tangible equity
In 2022, we welcomed four new independent non-executive
directors to the Board. Shirish Apte was appointed in May
2022 and joins the Remuneration, Audit and Board Risk
Committees. Robin Lawther was appointed in July 2022 and
joins the Remuneration and Board Risk Committees. Jackie
Hunt was appointed in October 2022 and joins the Audit and
Culture and Sustainability Committees. Dr. Linda Yueh was
appointed in January 2023 and joins the Remuneration and
Culture and Sustainability Committees. I am delighted to
welcome them and I am sure that we will greatly benefit
from their broad experience and contributions.
Last year also saw the retirement of several long-standing
and valued directors from our Board. I would like to thank
Naguib Kheraj, former Deputy Chairman and Chair of the
Board Risk Committee who retired from the Board in April
for his unwavering dedication and most significant and
impactful contributions to the Board and Committee
discussions. My thanks also go to Byron Grote who retired
from the Board in November for his many contributions to the
Board and its Committees. In addition, I would like to thank
Christine Hodgson, former Senior Independent Director and
Chair of the Remuneration Committee, for her many insightful
contributions and great dedication as well as for agreeing to
remain on the Board until January 2023 to ensure a smooth
transition to a new Remuneration Committee Chair.
We also announced that Jasmine Whitbread, Chair of the
Culture and Sustainability Committee, and a long-standing
and much valued board member, would not be seeking
re-election at the 2023 AGM and will retire from the Board
at that time.
Total shareholder return (TSR) %
+43.4%
2022
2021
2020
41.4%
(2.0)%
(34.6)%
Looking ahead
We are well positioned to take advantage of considerable
growth opportunities in our footprint as we navigate an
uncertain external environment in 2023. Global growth,
while slower, should remain resilient. But, with central banks
focusing on controlling inflation against a backdrop of trade
and geopolitical tensions, significant uncertainties remain.
Aim Deliver a positive return on shareholders’ investment
through share price appreciation and dividends paid.
Analysis Our TSR in the full year 2022 was positive
41.4 per cent, compared with negative 2.0 per cent in 2021.
Combines simple share price appreciation with dividends paid to show
the total return to the shareholder and is expressed as a percentage total
return to shareholders
Common Equity Tier 1 ratio %
-19bps
2022
2021
2020
14.0%
14.1%
14.4%
Our markets are some of the world’s most dynamic places,
with a growth potential that significantly outstrips more
established economies. Asia is likely to be the fastest-growing
region in the world, and the significant re-opening of the
Chinese economy from COVID-19 restrictions is likely to
materially boost demand and growth. This, together with
India and ASEAN’s high rates of economic expansion and
continued dynamism in commodity-exporting countries in
our footprint, gives us plenty of reasons for optimism as we
continue to help customers build growth, prosperity and a
stronger future.
The Board will continue to ensure an appropriate balance of
opportunity and risk, acting in your interests as shareholders.
We are grateful to you for the trust you place in us and for
your ongoing support of the Group. I am confident that we
will continue to create long-term, sustainable value for all
stakeholders in 2023 and beyond.
Aim Maintain a strong capital base and Common Equity Tier 1
(CET1) ratio.
Analysis Our CET1 ratio was 14.0 per cent, at the top end of
our 13-14 per cent target range.
The components of the Group’s capital are summarised on page 288
Dr José Viñals
Group Chairman
16 February 2023
08
Standard Chartered – Annual Report 2022 S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
[[Helping female
entrepreneurs thrive]]
Throughout 2022, thousands of women were able to grow their
businesses by using our collateral-free subsidised loans for female
micro-entrepreneurs. Geeta Shrestha, who runs an iron metal
works in Nepal, expanded her small workshop to include a
hardware shop, allowing her to create more income for her family
and send her children to school.
Meanwhile, Sita Timalsina was able to turn her small grocery store
into a profitable cosmetics shop, which she runs while looking
after her family. The success of her store led to the opening of a
second location and allowed her husband has been able to leave
his job in the Middle East to run both stores with her.
Read more online at sc.com/investingcommunities
Standard Chartered – Annual Report 2022
09
Strategic report Group Chief Executive’s review
Group Chief
Executive’s review
[[Executing on
our strategy
and driving
shareholder
returns]]
Bill Winters
Group Chief Executive
10
Standard Chartered – Annual Report 2022
The Group delivered a strong performance in 2022, executing
well against our strategy and the five strategic actions we set
out this time last year, whilst continuing to invest for the future.
2022 income was over $16 billion, our highest since 2014 and up
15 per cent, with about half coming from underlying business
growth and the remainder from the normalisation in interest
rates. This is particularly impressive given the material
headwinds in our Wealth Management business. We have
been disciplined with expenses, generating savings which
allow for continued investment and significantly positive
income-to-cost jaws. Loan impairment rose, mainly due to the
challenges of the China commercial real estate sector and
sovereign risk. The broader portfolio remains resilient and we
continue to be vigilant in the face of volatile global markets.
All this has helped us increase underlying profit before tax
for the year to $4.8 billion, an improvement of 15 per cent
year-on-year.
Our strategy is working and delivering improved performance
and returns to shareholders. Return on Tangible Equity (RoTE)
at 8 per cent is now above the levels it was before the
pandemic. We intend to build on our momentum to approach
10 per cent RoTE in 2023, to over 11 per cent in 2024, and
continue to grow thereafter. Our equity generation and
discipline on RWA this year has meant our year end Common
Equity Tier 1 (CET1) ratio is at the top of our target range,
allowing us to increase our full year ordinary dividend to
18 cents per share, a 50 per cent increase. We have also
announced a further share buy-back of $1 billion, starting
imminently, which will bring our total shareholder returns
since the start of 2022 to $2.8 billion, well on our way to our
2024 target of at least $5 billion.
Good progress on our strategic actions
We are proud to connect the world’s most dynamic markets.
Our Purpose is to drive commerce and prosperity through our
unique diversity and this guides our strategy and everything
we do. The businesses we serve, and with which we connect
and partner, are the engines of trade and innovation, and
central to the transition to a fair, sustainable future.
In support of our Purpose, we continue to focus on three
‘Stands’, areas where we have long-term ambitions for
positive business and societal impact – Accelerating Zero,
Resetting Globalisation and Lifting Participation. These
stands are fully consistent with our strategy, stretching
our thinking, our action and our leadership to accelerate
our growth.
We set out our strategy in early 2021, built on the four
pillars of Network, Affluent, Mass Retail and Sustainability.
Two years on, these themes and areas of focus are even more
relevant; our strategy is working, and will continue to drive
future growth. In 2022 we also set out five strategic actions
that we would take to accelerate delivery of double-digit
RoTE, including:
• Driving improved returns in Corporate, Commercial &
Institutional Banking (CCIB)
• Transforming profitability through productivity in
Consumer Private & Business Banking (CPBB)
• Seizing the opportunity in China with the ambition to
double onshore and offshore profit before tax
• Creating operational leverage and delivering gross cost
savings of $1.3 billion
• Delivering over $5 billion of capital returns to our
shareholders
We have made good progress across all five areas.
In CCIB we are targeting around a 160 basis point
improvement in income return on risk weighted assets
(IRORWA) to 650 basis points with RWA capped at full year
2021 levels. We have already delivered on this IRORWA
improvement target in 2022 and RWA levels are $20 billion
below 2021 levels. The recently announced strategic review
of our Aviation Finance business will create further capacity
for CCIB to grow higher return business.
In CPBB the team has already achieved gross savings of
$233 million against their 2024 target of $500 million. These
savings have come from rationalising the branch network,
process re-engineering, headcount efficiencies and further
automation. Despite a challenging Wealth Management
performance in 2022 the CPBB cost-to-income ratio improved
5 percentage points to 69 per cent and should show further
improvement in 2023.
China has faced COVID-19 and economic headwinds.
Despite those difficulties, our onshore China business
increased its income by 10 per cent in 2022, and offshore-
related income is up 21 per cent. However, impairments on
China commercial real estate related risk have pushed our
offshore and onshore China operating profit down in 2022.
We are confident in the long-term opportunity in China
and committed to achieving our 2024 targets for China-
related growth.
The Group’s positive income-to-cost jaws of 6 per cent in
2022 were driven by strong income growth and discipline on
expenses. We have delivered about a third of the $1.3 billion
expense save target we set out earlier this year. Inflationary
pressures are now evident in many of our footprint markets
and these expense saves help us manage those pressures,
whilst creating capacity to invest. We will now target positive
income-to-cost jaws of around 3 per cent in 2023 and 2024.
Cash investments
Network income
Number of active Affluent Clients
$2.0bn
5%
$5.7bn
24%
2.1 million
7%
11
Standard Chartered – Annual Report 2022Strategic report Group Chief Executive’s review
continued
Further opportunities emerging
In 2022 we continued to transform and innovate within our
business to drive sustainable growth, including developing our
digital and sustainability capabilities. Our colleagues bring
unrivalled financial expertise to help identify opportunities
across growing markets, sectors and in sustainable finance.
We continue to prove ourselves as a trusted partner, working
with start-ups, multinationals, fintechs and governments to
create new ideas, technology and innovation.
In our Ventures segment, we were delighted to announce
the launch of our second wholly digital bank, Trust Bank,
in Singapore. Partnering with FairPrice Group, the largest
supermarket chain in Singapore, and building on our
successful experience of creating the Mox virtual bank in
Hong Kong, we were able to bring Trust Bank to the market
quickly and efficiently. The early success of Trust Bank,
onboarding over 450,000 customers so far, or 9 per cent
of the addressable market, has exceeded our most
ambitious expectations. In 2023, Trust Bank will build on
this momentum to roll out additional products to better
serve our customers. Together with Mox, we now have fully
developed virtual and traditional bank offerings in two of
our most significant markets.
The sustainability agenda continues to gather pace as the
world faces significant climate and environmental challenges,
with the imperative to invest, find solutions and support a just
transition to net zero having never been greater. In 2022 we
reshaped our organisation to better address the challenges
and opportunities, creating a Chief Sustainability Officer role
as we continue to invest in the capabilities and expertise that
our business and clients need.
At the 2022 Annual General Meeting, our 2050 Net Zero
pathway was endorsed by our shareholders, and we are
on track to deliver on our plans to reach net zero in our
operations by 2025 and in our financed emissions by 2050.
We have made good progress during the year and we have
accelerated progress in some areas where more market
data on emissions has become available.
We have a deep understanding of how climate change
affects our footprint markets, clients and communities and we
continue to play a leading role in addressing these challenges.
The estimates of the financing needed to deliver net zero
continues to grow and we mobilised $48 billion of sustainable
finance in the last 21 months as we support our clients on their
transition plans. Our ambition is to mobilise $300 billion in
sustainable finance by 2030 and we have developed a Green
and Sustainable Product Framework and Transition Finance
Framework to guide us.
Optimistic outlook for the markets in
our footprint
Looking forward into 2023, whilst there is recession risk in the
US and Europe, ongoing geopolitical issues and the war in
Ukraine, we also see reasons for increased optimism for the
areas of the world in which we operate.
The impact of the COVID-19 pandemic is now finally abating
in the last few markets in our footprint. China’s new approach
to dealing with COVID-19 will drive economic growth and this
in turn will help further improve GDP growth in the economies
of Asia.
This will also act as a catalyst for our Wealth Management
business which was subdued in 2022. Clients remained on
the side-lines as market volatility undermined confidence.
This together with the last remaining pandemic restrictions
led to a year-on-year fall in income. As we go into 2023,
we are optimistic that as these factors recede the Wealth
Management business can rebound from a difficult year.
Rising interest rates will inevitably feed through further into
loan impairment at some stage. However, reflecting the work
we have done over a number of years to reshape our loan
portfolios, there are only relatively small pockets of stress in
our books. Our loan loss rate remains well below the historic
range. Whilst China commercial real estate exposures remain
a challenge for the banking sector generally, it remains a
small part of our portfolio, against which we feel appropriately
provided. We remain watchful on sovereign risk where
continued USD strength will remain problematic for some of
our markets though we have the capital strength to navigate
these challenges.
Finally, reflecting our increased optimism, we are lifting our
earnings targets. We had said that we will deliver double digit
RoTE in 2024, if not earlier. As we start the new year we think
we will be approaching 10 per cent RoTE in 2023 and have
raised our 2024 RoTE target to be at least 11 per cent and to
continue to grow thereafter.
In conclusion
The Group has delivered a strong performance in 2022. The
revenue outlook into 2023 is positive, with our core business
momentum supported by the tailwind of rising interest rates.
We are optimistic for the markets in our footprint as they
finally emerge from the challenges brought by the pandemic
and as economic activity rebounds. Our strategy is clear, we
continue to make good progress on our five targeted strategic
actions and remain committed to delivering over $5 billion of
shareholder returns by 2024.
Finally, echoing José, I would like to highlight the remarkable
efforts of our more than 83,000 colleagues. Their deep
expertise combined with resilience in some challenging
circumstances in certain markets has delivered seamless
service to our customers and communities that we serve,
bringing to life our brand promise to be here for good.
Bill Winters
Group Chief Executive
16 February 2023
12
Standard Chartered – Annual Report 2022Strategic reportGroup Chief Executive’s review Management Team
1.
5.
9.
2.
6.
3.
7.
4.
8.
10.
11.
12.
13.
14.
1.
2.
3.
4.
5.
Bill Winters
Group Chief Executive
Andy Halford
Group Chief Financial Officer
Simon Cooper
CEO, Corporate, Commercial
& Institutional Banking and
Europe & Americas
Claire Dixon
Group Head, Corporate Affairs,
Brand and Marketing
Judy Hsu
CEO, Consumer, Private
and Business Banking
6.
7.
8.
9.
Benjamin Hung
CEO, Asia
12.
Sadia Ricke
Group Chief Risk Officer
Tanuj Kapilashrami
Group Head, Human Resources
13.
Paul Day*
Group Head, Internal Audit
Sunil Kaushal
CEO, Africa & Middle East
Roel Louwhoff
Chief Technology, Operations
and Transformation Officer
14.
Mary Huen
CEO, Hong Kong and Cluster
CEO for Hong Kong, Taiwan
and Macau
10.
Tracey McDermott, CBE
Group Head, Conduct,
Financial Crime and Compliance
*
Paul represents Group Internal
Audit as an invitee at Management
Team meetings
11.
Sandie Okoro
Group General Counsel
13
Standard Chartered – Annual Report 2022Strategic report Market environment
Macroeconomic factors affecting the global landscape
Global macro trends
Trends
in 2022
• Global GDP growth slowed sharply in 2022,
likely to 3.4 per cent, following the 6.0 per cent
expansion in 2021, as inflation soared and central
banks were forced to tighten policy aggressively.
• MENAP was the best-performing region,
recording growth of 6.2 per cent, supported
by elevated commodity prices; Asia recorded
growth of 4.2 per cent, down from 7.1 per cent in
2021, primarily driven by the slowdown in China,
with growth falling to 3.0 per cent in 2022 from
8.4 per cent in 2021.
• Among the majors, despite a technical recession
in the first half of the year, the United States
recorded annual growth of 2.1 per cent on the
back of resilient domestic demand, while the UK
likely grew by 4.0 per cent.
Outlook
for 2023
• Global growth is expected to weaken to
2.5 per cent in 2023, as central banks focus
on bringing inflation back under control.
• Asia will likely be the fastest-growing region and
will continue to drive global growth, expanding
by 5.3 per cent. Among the majors, the United
States is expected to witness a mild contraction
of 0.2 per cent in 2023, the UK a larger contraction
of 0.5 per cent, while the euro area is likely to see
an overall modest expansion of 0.4 per cent.
Medium-
and long-
term view
Stagflation risks
• Tight labour markets and the broadening of
inflationary pressures to the services sector
are likely to keep stagflation a key concern for
central banks over the coming quarters.
• The need to meet ESG targets could also prove
inflationary in the medium term as the cost of
using fossil fuels during the transition period rises
due to a combination of taxes, carbon pricing
and external tariffs.
• As companies aim to reduce concentration
risks and move towards onshore/nearshore
production, the risk is a lowering of efficiency
gains that might push up consumer prices.
• However, easing of supply-chain bottlenecks is
likely to help dampen some of these pressures.
• Fiscal policy might also turn from a tailwind to
a headwind for growth. High public debt and
government deficits also mean that most
economies are looking to tighten fiscal policy
over the medium term.
14
• The euro-area economy likely grew by 3.5 per
cent in 2022 following 5.3 per cent growth in
2021; while the recovery was strong in H1 due to
COVID-19 reopening effects, H2 was held back
by rising energy costs related to the Russia-
Ukraine conflict.
•
In most majors, labour markets showed signs of
further tightening, despite slowing growth.
• Central banks began to unwind support, at first
gradually and then more rapidly as the year
progressed and inflationary pressures built.
Fiscal support continued in the euro area as
governments sought to shield households and
businesses from elevated energy costs, but
provided less of a tailwind in the United States
as COVID-19 support measures were unwound.
• 2023 will be a tale of two halves, with global
growth likely to pick up in H2 2023 as the
United States and euro area recover from
mild recessions, and a reopening of the China
economy from COVID-19 restrictions helps boost
demand and growth.
• Tight global liquidity conditions are likely to make
it difficult for some emerging markets to access
international financing, forcing them to seek
multilateral support.
• Downside risks to this outlook include sustained
inflationary pressures, COVID-19 mutations
following China’s quick reopening, and another
flare-up of geopolitical tensions, including the
Russia-Ukraine war.
Broader global trends
• The world economy could see a permanent loss
of economic output or ‘scarring’ due to the
recession that followed the pandemic. This would
make it harder for emerging markets to catch up
with developed markets.
• Long-term growth in the developed world is
constrained by ageing populations and high
levels of debt, exacerbated by the policy
response to COVID-19.
• Rising nationalism, anti-globalisation and
protectionism are threats to long-term growth
prospects in emerging markets.
• However, there are potential offsets. Higher
capex to meet sustainability targets, and moves
towards digitalisation could boost productivity
growth, proving an antidote to economic scarring
concerns. Within emerging markets, countries
in Asia are best placed to take advantage of
digitalisation.
• Relatively younger populations, as well as the
adoption of digital technology, will allow
emerging markets to become increasingly
important to global growth.
Standard Chartered – Annual Report 2022Strategic reportMarket environment Regional outlook
Asia
• China’s GDP growth slowed to 3.0 per cent in 2022 from 8.4 per cent
in 2021, falling short of the 5.5 per cent target. Weak consumption
and property investment were the main drag on the economy,
due to the stringent zero-COVID-19 policy and ongoing housing
market correction. We forecast 2023 growth at 5.8 per cent, as the
government appears more determined after the conclusion of
the Party Congress in October to address the two headwinds.
China scrapped the COVID-19 zero policy sooner than expected.
Recent measures aimed at supporting property financing will likely
stabilise home sales and investment in H2 2023. In addition, the
regulatory storm targeting internet platforms will likely give way
to more normalised regulation. Consumption is likely to become
a key growth driver, and property investment less of a drag.
• Monetary policy is likely to remain accommodative near term,
diverging from major economies, to curb the downside risk that
may linger in early 2023. However, China’s growth will likely rebound
significantly in Q2 following the expected reopening, driving
inflation higher and prompting the central bank to shift to a more
neutral policy stance to stabilise the total debt-to-GDP ratio.
The broad budget deficit is likely to be scaled back in 2023 on
sustainability concerns.
• We expect Hong Kong’s economy to grow 3.2 per cent in 2023
following a 3.5 per cent contraction in 2022. While there are some
domestic bright spots, including a much-improved labour market
and relaxation of travel curbs, external drags will likely be
substantial, with traditional export markets such as the United
States and euro area experiencing recession at the start of 2023.
We expect South Korea’s economy to grow just 1.7 per cent on
concerns about weaker external demand and slowing domestic
consumption amid rising interest rates and tighter fiscal policy.
•
In India, recovery momentum remains robust, driven by firmer
reopening in the services sector. Nevertheless, we expect FY24 (year
beginning April 2023) GDP growth to moderate to 5.5 per cent,
from 7.0 per cent in the current financial year, given moderating
global growth, erosion of real purchasing power and high domestic
interest rates. Easing inflation back to the comfort threshold of
2-6 per cent in FY24 should also lead to a prolonged pause from
the MPC after the terminal repo rate hits 6.5 per cent by February
2023. The external sector will remain in focus amid the likelihood of
still-elevated crude oil prices and relatively better economic activity
in India. Ample foreign exchange (FX) reserves, however, are likely
to remain a strong buffer for the economy. The central bank is likely
to focus on rebuilding FX reserves, although this might remain
challenging amid a still-wide current account deficit. The central
government budget presentation in February 2023 will be closely
watched for any growth-supportive measures ahead of national
elections in mid-2024. We believe the government will stay focused
on narrowing the fiscal deficit, which is already significantly wider
relative to the pre-pandemic phase.
Actual and projected growth by market in 2022 and 2023 %
China
2023
2022
Hong Kong
2023
Korea
India
2022
2023
2022
2023
2022
Indonesia
2023
2022
Singapore
2023
2022
5.8%
3.0%
3.2%
(3.5)%
1.7%
2.7%
5.5%
7.0%
5.1%
5.4%
2.0%
3.6%
• Singapore and Indonesia are likely to see softer growth in 2023
compared to 2022, and ASEAN growth is set to ease to its
long-term average of 5.0 per cent in 2023. As well as high base
effects, external demand for ASEAN exports may soften due to
global synchronised monetary policy tightening and the electronic
cycle peak. Domestic demand may ease as COVID-19 induced
pent-up demand normalises, while local monetary policy
tightening may rein in overall consumer and investment impetus.
However, stable labour markets will help support spending. The
recovery in the tourism sector, which is a large growth contributor
for the region, will also help drive growth. In addition, investments
may be boosted by FDI seeking diversification and alternative
production capacity.
• We expect inflation to be milder in 2023 due to high base effects.
External prices may be more manageable, while tighter monetary
policy should help. While monetary policy tightening may pause by
early 2023, any easing might not be forthcoming amid potentially
sticky inflation, unless growth deteriorates significantly.
See our regional performance on page 29
15
Standard Chartered – Annual Report 2022Strategic report Market environment
continued
Regional outlook continued
Africa and the
Middle East
Europe and
the Americas
Actual and projected growth by market in 2022 and 2023 %
Actual and projected growth by market in 2022 and 2023 %
Nigeria
2023
UAE
2022
2023
2022
UK
USA
3.5%
3.1%
4.5%
6.9%
2023
2022
2023
2022
(0.5)%
4.0%
(0.2)%
2.1%
• We see a high risk of contraction in the United States in H1 2023;
in the euro area, we expect annual growth to decline sharply in
2023 as high inflation and central bank tightening weigh on
economic activity.
• The peak for consumer price inflation is likely behind us for both the
United States and euro area, but will take time to return to target.
Central banks will remain alert to any signs of inflation expectations
becoming unanchored or wage pressures building over the
medium term.
• The Fed is likely to end its rate tightening cycle in H1 2023, and we
expect rate-cuts to begin in H2 2023. The ECB is likely to hike its
main refinancing rate until Q2 2023, but not start cutting rates
until 2024 as inflation proves sticky on the downside.
• Fiscal support is likely to remain focused on supporting households
and businesses struggling with elevated energy costs in Europe, but
otherwise we can expect the tailwind from fiscal support to ease in
both the euro area and United States.
•
In Latin America, we expect a significant growth slowdown in
2023 following a strong 2022. The delayed impact of aggressive
monetary tightening and other idiosyncratic issues are likely to
weigh on domestic demand; external headwinds and looming
recession risks in the United States are likely to drag down the
region’s growth.
See our regional performance on page 31
• After a robust post-COVID-19 recovery in early 2022 on rising global
demand and economic reopening, including the re-establishment
of international travel, Sub-Saharan African economies are now set
to see a growth moderation. Notwithstanding global trends, rising
food and fuel prices are still pressuring domestic inflation, with
transmission often exacerbated by FX weakness. The impact of
2022’s monetary policy tightening will be felt with a lag, with a
number of central banks still expected to raise interest rates further.
•
In Nigeria, presidential and general elections in February/March
2023 will be a key focus, with the likelihood of FX and fuel subsidy
reforms potentially establishing conditions for more robust
medium-term investment and growth. While load-shedding will
dampen near-term growth prospects in South Africa, a faster
embrace of renewables and increased corporatisation of South
Africa’s rail and port infrastructure, could unlock a greater private
sector contribution to growth. In Kenya, efforts to boost lending to
small and medium enterprises (SMEs), and the increased adoption
of digital channels for financial intermediation, should help lift
loan growth.
• Across the Sub-Saharan Africa space, monetary tightening will
drive healthier net interest margins. However, international capital
market access is likely to remain constrained for a number of
sovereigns, raising doubts over the easy refinancing of external
debt obligations. The timely conclusion of debt restructuring
in Zambia and Ghana could help boost investor sentiment.
A pause in Fed tightening, may help to reduce investor demand
for higher-risk premia.
• A supportive energy price environment will likely provide continued
benefit to Gulf Cooperation Council (GCC) growth. The focus
is once again on the region as a provider of capital, as Gulf
economies proceed with longer-term economic diversification
plans, seek to reduce the traditional procyclicality of spending, and
invest strategically in green technology. In the United Arab Emirates
and Saudi Arabia, we expect the continuation of robust growth,
driven by strong investment across both the hydrocarbon and
non-hydrocarbon sectors. For smaller GCC economies such as
Oman, higher oil prices will drive a reduction in accumulated
debt levels. For the non-GCC MENAP region, conditions remain
challenging. Pakistan’s ability to reassure on its external debt
commitments, amid dwindling FX reserves, will remain a key focus.
In Egypt, recent currency depreciation and a more accommodative
risk backdrop globally could see the return of the carry trade. But
economic conditions remain difficult amid higher inflation, and the
authorities’ commitment to FX flexibility will be closely monitored.
See our regional performance on page 30
16
Standard Chartered – Annual Report 2022Strategic reportMarket environment S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
[[Helping entrepreneurs
bounce back after
COVID-19]]
In early 2022, we collaborated with Habitat for Humanity
Indonesia to support small, medium and micro businesses
impacted by COVID-19.
As part of the joint effort, 20 shops were constructed in Madang
Babakan village, West Java to help female entrepreneurs
re-establish their businesses following the pandemic. This project
was part of our IDR16 billion donation to Indonesia to support
female micro-entrepreneurs and young adults affected by
the pandemic.
Read more online at www.sc.com/investingcommunities
Standard Chartered – Annual Report 2022
17
17
Standard Chartered – Annual Report 2022Strategic report
Business model
We help international companies
connect and maximise opportunities
across our global network and we
support individuals and local
businesses in growing their wealth.
Our business
Corporate, Commercial
and Institutional Banking
(CCIB)
We support companies across the
world, from small and medium-sized
enterprises to large corporates and
institutions, both digitally and in person.
Consumer, Private and
Business Banking
(CPBB)
We support small businesses and
individuals, from Mass Retail clients to
affluent and high-net-worth individuals,
both digitally and in person.
Ventures
We promote innovation, invest in disruptive financial technology and explore alternative
business models. Our pipeline of over thirty ventures includes two cloud-native digital banks.
Our products and services
Financial Markets
Transaction Banking
Wealth Management
Retail Products
• Macro, commodities
and credit trading
• Financing and
• Debt capital
markets and
leveraged finances
securities services
• Project and
• Sales and structuring
transportation
finance
• Cash management
• Investments
• Deposits
• Trade finance
• Insurance
• Mortgages
• Working capital
• Wealth advice
• Credit cards
• Portfolio
management
• Personal loans
How we generate returns
We earn net interest on the margin for loans and deposit products, fees on
the provision of advisory and other services, and trading income from providing
risk management in financial markets.
Income
Net interest income
Fee income
Trading income
Profits
Income gained from
providing our products
and services minus
expenses and
impairments
Return on
tangible equity
Profit generated
relative to tangible
equity invested
18
Standard Chartered – Annual Report 2022Strategic reportBusiness model What makes us different
Our purpose is to drive commerce and prosperity through
our unique diversity – this is underpinned by our brand
promise, here for good. Our Stands – aimed at tackling
some of the world’s biggest issues – Accelerating Zero,
Lifting Participation and Resetting Globalisation (see
page 24 for more), challenge us to use our unique position
articulated below.
Client focus
Our clients are our business.
We build long-term relationships
through trusted advice, expertise
and best-in-class capabilities.
Distinct proposition
Our understanding of our markets
and our extensive international
network allow us to offer a
tailored proposition to our clients,
combining global expertise and
local knowledge.
Robust risk
management
We are here for the long term.
Effective risk management
allows us to grow a sustainable
business.
Sustainable and
responsible business
We are committed to sustainable
social and economic development
across our business, operations
and communities.
How we are shaping our future
We remain committed
to executing against
our strategy to
accelerate returns1
We are committing resources to grow our
franchise in large and high-returns markets,
and accelerate progress in markets being
optimised. We continue to review our
business models to drive performance.
In 2022, we refocused our resources in the
Africa and Middle East (AME) region into
existing and new markets with the greatest
scale and growth potential, provided further
clarity on how we are planning to achieve
net zero in financed emissions by 2050, and
successfully launched Trust, a digital bank
in Singapore.
In addition, in April 2022, we expanded
our reporting structure with the creation
of Ventures. The increased reporting
transparency for Ventures reflects the
growing significance of the Group’s
investment in technology and innovation.
We are on-track and now expect to deliver
a return on tangible equity (RoTE) of over
11 per cent by 2024, from:
• focusing on driving improved returns in
CCIB to reach 6.5% Income RoRWA by
2024 (2022: 6.5%)
• transforming profitability in CPBB to
improve cost-to-income ratio to ~60%
by 2024 (2022: 69%)
• seizing opportunities in China to double
China onshore and offshore profit
before tax (2022: $0.5bn, -35% decline
year-on-year)
• improving efficiency through creating
operational leverage to improve group
cost-to-income ratio to ~60% by 2024
(2022: 65%) and to deliver gross expense
savings of $1.3bn by 2024 (2022: $0.4bn)
• delivering sustainable shareholder
distributions in excess of $5bn from
2022 – 2024 (2022: $2.8bn).
Over the medium term, we will continue
to relentlessly transform and innovate
to become a leading cross-border bank
that supports a sustainable future.
1 Reconciliations from underlying to statutory and
definitions of alternative performance measures
(APMs) can be found on pages 126 to 131.
19
Standard Chartered – Annual Report 2022Strategic report
Business model
continued
The sources of value we rely on
We aim to use our resources in a sustainable way,
to achieve the goals of our strategy
How we are enhancing our resources
Human capital
Diversity differentiates us. Delivering
our Purpose rests on how we continue
to invest in our people, the employee
experience we further enhance and
the culture we strengthen.
Strong brand
We are a leading international
banking group with more than
160 years of history. In many of our
markets we are a household name.
Consumer1 client
satisfaction metric
48.1%
2021: 43.1%
International network
We have an unparalleled
international network, connecting
companies, institutions and
individuals to, and in, some of the
world’s fastest-growing and most
dynamic regions.
Local expertise
We have a deep knowledge of our
markets and an understanding
of the drivers of the economy,
offering us insights that help our
clients achieve their ambitions.
Financial strength
With $820 billion in assets on our
balance sheet, we are a strong,
trusted partner for our clients.
CET1 capital
$34bn
Technology
We possess strong digital
foundations and leading
technological capabilities to enable
a data-driven digital bank which
delivers world class client service
1 Excludes CCIB, and Business Banking clients.
1 Excludes CCIB, private bank and business banking clients
Includes Private Banking. Restated for 2021.
20
• We continue to create a work environment that
supports resilience, innovation and inclusion, with an
ongoing focus on mental, physical, social and financial
wellbeing. This includes further rolling out hybrid
working across our markets.
• More than 32,000 colleagues have undertaken learning
in 2022 to build the future skills that we need – including
analytics, data, digital, cyber security, sustainable
finance and leadership.
•
In 2022, we continued to embed our refreshed brand
identity across client and employee touchpoints. We
also introduced a sonic identity to bring to life the sound
of Standard Chartered in interactive digital interfaces.
• We have been successful in leveraging our brand and
insights to support business growth. The Group
successfully improved its reputation in 2022, exceeding
the average score for the banking sector, and ranking
top three in the majority of our key markets over 2022.
• We continue to invest in transforming our core business
into a leading digital-first and data-driven platform,
positioning us to deliver superior client experiences,
access new high-growth segments, grow wallet
with existing clients and create new business
model opportunities.
• Our network remains one of our key competitive
advantages and we continue to leverage our
network to drive growth in Transaction Banking
and Financial Markets solutions for our clients.
•
In Business Banking, we continue to support the growth
of SMEs across our footprint by meeting their trade
and working capital, supply chain financing, cash
management and investment needs. We granted
over $3 billion in new loans to SMEs in 2022.
• We launched new digital partnerships in China, India
and Vietnam to offer a superior banking experience to
small businesses, offering innovative digital solutions to
meet their evolving needs in the trade and e-commerce
ecosystems.
• Stronger capital and a much more resilient balance
sheet with growth in high-quality deposits.
• CET1 ratio at 14 per cent, at the top of our target range
of 13 – 14 per cent.
• We are leveraging partnerships to create market-
leading digital platforms including Digital Banks and
Banking as a Service, utilising next-generation
technologies to service our clients.
• We continue to invest in our engineering capabilities,
providing best-in-class tools, growing our engineering
talent, and creating an automated and scalable
technology stack capable of continuously delivering
value to our clients.
• We are accelerating the simplification and
harmonisation of our technology estate to reinforce
strong digital foundations, integrate platforms using
the cloud where appropriate, to provide consistent,
secure, and resilient technology.
Standard Chartered – Annual Report 2022Strategic reportBusiness model
The value we create
We aim to create long-term value for a broad range of stakeholders in a sustainable way
Read more on stakeholder
engagement on pages 55 to 63
Clients
We want to deliver simple, everyday banking
solutions to provide our clients with a great digital
client experience. We enable individuals to grow
and protect their wealth; we help businesses trade,
transact, invest and expand. We also help a variety of
financial institutions, including banks, public sector and
development organisations, with their banking needs.
Suppliers
We engage diverse suppliers, locally and globally,
to provide efficient and sustainable goods and
services for our business.
Total active
individual clients1
Total CCIB and Business
Banking clients
Total spent in 2022
Active suppliers
10.5m
2021: 9.9m
235,000
2021: 234,000
$4.3bn
2021: $4.1bn
11,700
2021: 12,100
Employees
We believe great employee experience drives great
client experience. We want all our people to pursue their
ambitions, deliver with purpose and have a rewarding
career enabled by great people leaders.
Senior appointments
which are internal
Employees committed
to our success
67%
2021: 69%
96%
2021: 96%
Regulators and governments
We engage with public authorities to play our part in
supporting the effective functioning of the financial
system and the broader economy.
Taxes paid in 2022
$821m
2021: $1.2bn
Society
We strive to operate as a sustainable and responsible
company, working with local partners to promote social
and economic development.
Investors
We aim to deliver robust returns and long-term
sustainable value for our investors.
Community investment
Dividends declared in 2022
Share buy-backs in 2022
$51.2m
2021: $48.7m
$523m
2021: $370m
$1.3bn
2021: $504m
1 2021 restated due to a change in the definition of active partnership clients.
21
Standard Chartered – Annual Report 2022Strategic report Our strategy
To become a leader
in global finance
Over the past year, we have executed against our strategy.
While there are adjacent areas we will continue focusing on,
such as managing down low-returning risk-weighted assets
(RWA) in Corporate, Commercial and Institutional Banking
(CCIB), and accelerating cost-savings across Consumer,
Private and Business Banking (CPBB), we still believe our
strategy is the right one. We have made good progress in
the year and are on track to deliver our objectives.
We remain committed to achieve our ambitions by 2025:
• To be the number one Network digital banking platform
We will continue to increase focus on:
• To be among the top three Affluent brands
• Four strategic priorities: Network business, Affluent client
business, Mass Retail business, and Sustainability
• To double our Mass presence
• To become a market leader in Sustainability
• Three critical enablers: People and Culture, Ways of
Working, and Innovation
Going forward, our strategic priorities and enablers will
continue to be supported by our three Stands: Accelerating
Zero, Lifting Participation and Resetting Globalisation.
More details on our Stands can be found on page 24.
Critical enablers
People
and Culture
We are continuing to invest in our
people to build future-ready skills,
provide them with a differentiated
experience and strengthen our
inclusive and innovative culture.
This includes:
• Embedding our refreshed
approach to performance, reward
and recognition, that puts greater
focus on ambition, collaboration,
and innovation
• Increasing re-skilling and upskilling
opportunities towards future roles
that are aligned with the business
strategy and individuals’
aspirations
• Expanding hybrid working across
our footprint, with 78 per cent of
colleagues across 43 markets on
flexi working arrangements
• Focusing on wellbeing to enhance
individual resilience, productivity,
and performance
• Strengthening leadership
capability through a modernised
development offering
Culture of inclusion score
Ways of Working
Innovation
We continue to be client-centric, to
improve our operating rhythm
in organisational agility and to
empower our people to continuously
improve the way we work.
We are working on identifying
ways to track derived value and
enhance our speed of decision-
making and delivery, as a key
source of competitive advantage.
We have a three-pronged
innovation approach to transform
the Bank, to achieve our goal
of 50 per cent income from new
businesses.
• Transform our core via digitisation
• Leverage partnerships to drive
scale and extended reach
• Build new business models to
create value
We have established Ventures
as a separate operating segment.
During 2022, we launched six new
ventures and serviced more than
1.8 million customers through our
venture portfolio .
Average time taken from
approval to technology go-live1
Percentage of revenue
from new businesses3
83.07% 2021: 80.65%
6.2 weeks 2021: 7.6 weeks 22%
2021: 13%
Women in senior roles
Consumer client satisfaction metric2
32.1%
2021: 30.7% 48.1%
2021: 43.1%
1 2022 figure includes measurement from Functions operations and cannot be directly compared to 2021 figure
2 Excludes CCIB, and Business Banking clients. Includes Private Banking. Restated for 2021.
3
Income from digital initiatives, innovation and transformation of the core, the majority of which will come from new and upgraded platforms and partnerships.
Also includes Sustainable Finance income and 100% of Ventures income. 2021 figure has been restated.
22
Standard Chartered – Annual Report 2022Strategic reportStrategy Strategic priorities
Network business
Affluent client business
Through our unique network, we facilitate investment, trade and
capital flows, with an increasing focus on Sustainable Finance.
We are one of the leading international network banks
in our emerging markets footprint through:
• Taking leading positions in high-returning, high-growth
sectors
• Delivering a market-leading digital platform by continuing
to invest in core digital capabilities
• Speeding up growth in large markets while expanding in
growing markets and corridors e.g., intra-Asia and East–West
CCIB network income
$5.7bn
2021: $4.6bn
Percentage of CCIB
transactions digitally
initiated1
61%
2021: 55%
We offer outstanding personalised advice and exceptional
experiences for our Private, Priority and Premium Banking clients
to help them grow and prosper internationally and at home.
Our deep-rooted network, trusted brand and long-standing
commitment with clients in our markets are key sources of
competitive advantage.
As a leading international wealth manager, we focus on:
• Unlocking the value of our strong affluent client portfolio
across Asia, Africa and the Middle East, with suitable client
propositions, coverage models and advisory capabilities
• Maximising the reach of our deep-rooted international
network, with Hong Kong, Singapore, UAE and Jersey as our
wealth advisory hubs
• Delivering personalised and digital-first wealth solutions to our
clients anchored in investment thought leadership, an open
architecture approach and supported by scalable platforms
Affluent client income
Affluent active clients
$3.8bn
2021: $3.6bn
2.1m
2021: 2.1m
Mass Retail business
Sustainability
We deliver banking solutions to help our clients prosper by
integrating our digital services into our clients’ everyday lives.
New digital solutions, strategic partnerships and advanced
analytics are instrumental to our business, enabling us to
significantly increase our relevance and reach, serve our clients
in a meaningful way and lift participation in the communities we
serve. We are:
• Making significant progress in rebuilding foundations for a
profitable Mass Retail business
• Continuing to transform to a digital-first model, deepening
our capabilities in digital sales and marketing as well as data
and analytics
• Becoming the partner of choice to leading global and regional
companies and scaling thoughtfully with our partners
In Sustainability, in line with our stands, we continue to focus
on sustainable and transition finance, achieving net zero carbon
emissions for our operations, supply chains and financing.
We provide access to finance, networks and training to
young people, and support companies in improving their
environmental, social and governance standards, ratings,
and net zero trajectories.
We aim to promote social and economic development, and
deliver sustainable outcomes in support of the UN Sustainable
Development Goals. We are:
• Leveraging climate risk management to support clients in
managing climate risk and identifying transition opportunities,
e.g., mobilising green and sustainable finance
•
Integrating Sustainable Finance as a core component of our
customer value proposition and delivering product solutions
• Continuing to promote economic inclusion in our footprint
through Futuremakers by Standard Chartered
• Targeting net zero carbon emissions in our operations by 2025,
and in our supply chain and financed emissions by 2050, with
interim 2030 targets for our highest-emitting sectors
Mass market
active clients2
8.4m
2021: 7.6m
Percentage of digital
sales for Retail Products3
Sustainability Aspirations
achieved or on track
48%
2021: 41%
85.7%
2021: 82.9%
1
Includes measurement across all countries and products. 2021 restated.
2 2021 restated due to a change in the definition of active partnership clients.
3 Calculation methodology has been amended to exclude Mass Retail digital partnerships and the markets that were announced for exit in 2022. 2021 figure has
been restated.
23
Standard Chartered – Annual Report 2022Strategic report Strategic report Our Stands
Our Stands
Accelerating
Zero
The impact of climate change, stark
inequality and the unfair aspects of
globalisation impact us all. We’re
taking a stand by setting long-term
ambitions on these issues where
they matter most. This works in
unison with our strategy, stretching
our thinking, our action and our
leadership to accelerate our growth.
We’re helping emerging markets in our footprint reduce
carbon emissions without slowing critical local development.
This is just one of the ways we’re playing our part in putting
the world on a sustainable path to net zero by 2050.
The need for a just transition to an inclusive, net zero
economy brings with it a huge opportunity for innovation and
growth for our clients and our Bank. Our plan to achieve net
zero has three aims: reduce emissions, catalyse sustainable
finance and partnerships, and accelerate new solutions.
We aim to reduce the emissions associated with our
financing activities to net zero by 2050, with 2030
interim targets in our most carbon-intensive sectors.
Case study
Supporting
the rollout of
electric vehicles
in Sweden
In 2022, we were part of a
consortium of banks which
created a EUR350 million
green trade facility for
Polestar, an electric
performance car maker.
See pages 326 and 327
Lifting
Participation
Resetting
Globalisation
Inequality, along with gaps in economic inclusion, mean
that many young people, women and small businesses
struggle to gain access to the financial system to save
for their futures and grow their businesses. We want to
democratise access to finance and make it easily accessible
at low cost.
We strive to expand the reach and scale of financial
services – expanding accessible banking and connecting
clients to opportunities that promote access to finance
and economic inclusion.
Our goal is to help companies improve working and
environmental standards and give everyone the chance
to participate in the world economy, so growth becomes
fairer and more balanced. We stand for a new model of
globalisation based on transparency, inclusion and dialogue.
Globalisation has lifted millions out of poverty, but too many
people have been left behind. We advocate a new, more
inclusive model of globalisation based on transparency
and fairness. We aim to increase transparency across
supply chains to enable consumer choice and drive
responsible trade. In addition, we want to make global
trade more equitable by improving access to finance for
smaller suppliers that often lack adequate financing.
Case study
Helping
female
entrepreneurs
thrive
Throughout 2022, thousands
of women were able to grow
their businesses by using our
collateral-free subsidised
loans product for female
micro-entrepreneurs.
See page 9
Case study
Real-time trade
transaction
status with
Trade Track-It
In October, we launched
Trade Track-It, a digital
transaction tracking portal
which gives our clients
end-to-end visibility of
their trade-transaction
status globally.
See pages 232 and 233
24
24
Standard Chartered – Annual Report 2022
Standard Chartered – Annual Report 2022 S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
Standard Chartered – Annual Report 2022
25
Corporate,
Commercial and
Institutional Banking
KPIs
Profit before taxation
$4,100m
$4,050m
31%
underlying basis
35%
statutory basis
Return on tangible equity (RoTE)3
13.7%
410bps
underlying basis
13.6%
430bps
statutory basis
Risk-weighted assets (RWA)
$144bn $20bn
Improving CCIB Income RoRWA
2022
20214
20204
6.5%
4.9%
4.9%
Aim: Achieve RoRWA of 6.5% by 2024.
Analysis: CCIB income RoRWA improved to 6.5% in 2022, up 160bps
YoY and in line with our 2024 target, driven by higher income and
disciplined risk management.
Contribution of Financial Institutions segment
2022
2021
2020
45%
41%
42%
Aim: Drive growth in high-returning Financial Institutions segment.
Analysis: Share of Financial Institutions income improved to 45 per
cent of total CCIB client income in 2022 as we allocate more capital
to this segment to drive income and returns.
[[Partnering with SAP
Taulia for sustainable
supply chains ]]
In October, we signed a framework agreement to
collaborate with SAP Taulia, a market leader in working
capital solutions. As part of the agreement, we will work
with Taulia to provide clients access to supply chain finance
through our unique emerging-markets network. This will
help our clients to make their supply chains more resilient
and sustainable by enabling their suppliers to gain access
to working capital more efficiently and cost effectively.
This is the first agreement that Taulia has signed with
a banking institution, following its acquisition by SAP.
26
Segment overview
Corporate, Commercial and Institutional Banking (CCIB)
supports local and large corporations, governments, banks
and investors with their transaction banking, financial
markets and borrowing needs. We provide solutions to more
than 20,000 clients in some of the world’s fastest-growing
economies and most active trade corridors. Our clients
operate or invest across 50 markets across the globe.
Our strong and deep local presence enables us to help
co-create bespoke financing solutions and connect our
clients multilaterally to investors, suppliers, buyers and sellers.
Our products and services enable our clients to move capital,
manage risk and invest to create wealth. Our clients represent
a large and important part of the economies we serve. CCIB
is at the heart of the Group’s Purpose to drive commerce and
prosperity through our unique diversity.
We are also committed to sustainable finance in our markets
and to channelling capital where the impact will be greatest.
We are delivering on our ambition to support sustainable
economic growth, increasing support and funding for financial
offerings that have a positive impact on our communities and
environment.
Strategic priorities
• Deliver sustainable growth for clients by leveraging our network
to facilitate trade, capital and investment flows across our
footprint markets.
• Generate high-quality returns by improving funding quality and
income mix, growing capital-lite1 income and driving balance sheet
velocity while maintaining disciplined risk management.
• Be the leading digital banking platform, providing integrated
solutions to cater to our clients’ needs and enhance client
experience, and partnering with third parties to expand capabilities
and access new clients.
• Accelerate our sustainable finance offering to our clients
through product innovation and enabling the transition to
a low-carbon future.
Progress
• Our underlying income is driven by our diversified product suite
and expanded client solutions is supported by the rising interest
rate environment. Our network income currently contributes to
57 per cent of total CCIB income with growth across strategic
network corridors.
•
Improved balance sheet quality with investment-grade net
exposures represent 70 per cent of total corporate net exposures
(2021: 64 per cent) and high-quality operating account balances at
67 per cent of Transaction Banking and Securities Services customer
balances (2021: 63 per cent).
• Migrated more than 73,000 client entities to our S2B2 NextGen
platform and increased S2B cash payment transaction volumes
by 10.3 per cent.
• We are half of the way towards developing our $1 billion income
from sustainable finance franchise.
Performance highlights
• Underlying profit before tax of $4,100 million, up 31 per cent,
primarily driven by higher income, partially offset by higher
expenses and credit impairment charges.
• Underlying operating income of $10,045 million, up 19 per cent,
with Cash Management in Transaction Banking benefiting
from rising interest rates and strong Macro Trading activity in
Financial Markets.
• Risk-weighted assets down $20 billion since 31 December 2021,
mainly as a result of optimisation initiatives and favourable
currency movement, partly offset by business growth and
regulatory impact.
• Underlying RoTE increased from 9.6 per cent to 13.7 per cent.
1 Capital-lite income refers to products with low RWA consumption or of a
non-funded nature. This mainly includes Cash Management and FX products
2 Our next-generation Client digital transaction initiation platform.
3 Reconciliations from underlying to statutory and definitions of alternative.
performance measures (APM) can be found on pages 80-85
4 FY 2020 and FY 2021 Income is adjusted for aviation depreciation for Income
RoRWA calculation
Standard Chartered – Annual Report 2022Strategic reportClient segment reviews Consumer, Private
and Business Banking
KPIs
Profit before taxation
$1,596m
$1,533m
30%
underlying basis
55%
statutory basis
Return on tangible equity (RoTE)1
15.8%
420bps
underlying basis
15.2%
580bps
statutory basis
Risk-weighted assets (RWA)
$51bn $1bn
Digital Sales for Retail Products
2022
2021
2020
48%
41%
38%
Aim: Accelerate the Group’s digital offerings to enable clients to be
on-boarded digitally, thereby reducing manual processes and
improving efficiency.
Analysis: Online applications for Retail Products have continued to
grow with the proportion increasing from 38 per cent in 2020 to
48 per cent at the end of 2022.
Affluent Wealth Active Clients (YoY %)
2022
2021
2020
5%
6%
3%
Aim: Grow and deepen client relationships, improve investment
penetration and attract new clients.
Analysis: Affluent Wealth Active Clients stands at 857,000 clients in
2022, delivering growth of 5 per cent.
[[Our first ever ESG
Structured Note]]
In February, we issued our first ever ESG Structured
Note for affluent clients in Hong Kong and Singapore.
The note received strong interest from clients,
generating $100 million of new sales in less than two
weeks, with the final amount raised standing at
$370m. Use of proceeds from the note includes both
green and social categories, enabling priority and
private banking clients to have exposure to our
impactful emerging-markets asset base.
Segment overview
Consumer, Private and Business Banking serves more than
10 million individuals and small businesses, with a focus on
the affluent and emerging affluent in many of the world’s
fastest-growing markets. We provide digital banking
services with a human touch to our clients, with solutions
spanning across deposits, payments, financing and
Wealth Management. Private Banking offers a full range of
investment, credit and wealth planning products to grow,
and protect, the wealth of high-net-worth individuals.
We also support our small business clients with their
business banking needs.
We are closely integrated with the Group’s other client
segments; for example, we offer employee banking services
to Corporate, Commercial and Institutional Banking clients,
and Consumer, Private and Business Banking also provides
a source of high-quality liquidity for the Group.
Increasing levels of wealth across Asia, Africa and the Middle
East support our opportunity to grow the business sustainably.
We aim to continuously uplift the client experience and
improve productivity by driving end-to-end digitalisation
and process simplification.
Strategic priorities
• Be a leading international Affluent franchise with distinctive
client value propositions to unlock the value of our Affluent
client continuum.
• Maximise the reach of our deep-rooted international network, with
Hong Kong, Singapore, UAE and Jersey as our wealth advisory hubs
• Deliver advisory-led wealth propositions with digital-first and
personalised experiences, leveraging an open architecture
platform with best-in-class product offering.
• Profitable Personal Banking franchise enabled by partnerships,
data and digital infrastructure.
• A mobile-first digital channel strategy offering exceptional
end-to-end client experience.
• Continuous improvement in ways of working for process
simplification and operational excellence.
Progress
• Strong affluent client growth momentum across Priority Banking
and Private Banking.
• Strong traction on Standard Chartered-INSEAD Wealth Academy
with more than 350 senior frontline staff across Hong Kong and
Singapore on the development journey.
• Launched myWealth suite of digital advisory tools to deliver
personalised portfolio construction and investment ideas for
clients; recognised as a leader in digital wealth capabilities with
more than 15 industry awards received in 2022.
• Enhanced digital experience in key markets focusing on frictionless
mobile experience, leading to an average rating of 4.4 on App Store
and Play Store in Hong Kong, Singapore, India, China and Pakistan.
• Continued Personal ‘scale through automation’ transformation
accelerated by acquiring customers from partnerships, engaging
and cross-selling digitally, and servicing them through low-cost
channels.
• Seven Mass Retail partnerships instances live in China, Indonesia
and Vietnam, reaching more than 1.2 million clients.
Performance highlights
• Underlying profit before tax of $1,596 million was up 30 per cent
driven by higher income and lower expenses and credit
impairments.
• Underlying operating income of $6,016 million was up 5 per cent
(up 10 percent constant currency). Asia was up 5 per cent and Africa
and the Middle East, and Europe was up 4 per cent. Expenses were
well managed and down 2 per cent.
• Strong income momentum growth mainly from Deposits up
138 per cent with improved margins and balance sheet growth.
These were offset by slow down in Wealth Management products
due to risk off sentiment and Mortgages margin compression
impacted by a rising interest rate environment.
• Underlying RoTE increased from 11.6 per cent to 15.8 per cent.
1 Reconciliations from underlying to statutory and definitions of alternative
performance measures (APM can be found on pages 80-85)
27
Standard Chartered – Annual Report 2022Strategic report Ventures
KPIs
Underlying Loss
before taxation
$363m
39%
New Minority
Investments
$153m
42%
Risk-weighted assets (RWA)
New Ventures launched
$1.4bn
$0.6bn
7
6
Gross Transaction Value
Customers
$16bn
$6bn
2m
Gross Transaction Value
2022
2021
Customers
2022
2021
$16bn
$10bn
2m
1m
[[Solv goes from
strength to strength ]]
Lifting the participation of micro and small businesses
in the economy, Solv, our B2B e-commerce platform,
raised $40 million in Series-A funding in June 2022.
Building on its strong performance in India and
continuing expansion plans, Solv launched in
Kenya in October 2022 and now has a network of
approximately 300,000 micro and small businesses.
Solv has plans to grow further, aiming to be present in
more than 300 cities in India, scale in Africa and enter
Southeast Asia in 2023. Solv announced its platform
launch in December 2020 targeting micro, small and
medium enterprises in India.
28
Segment overview
As part of the ongoing execution of its refreshed strategy, the
Group has expanded and reorganised its reporting structure
with the creation of a third client segment, Ventures, effective
on 1 January 2022. Ventures is a consolidation of SC Ventures
and its related entities as well as the Group’s two majority-
owned digital banks, Mox in Hong Kong and Trust Bank
in Singapore.
• SC Ventures is the platform and catalyst for the Group to
promote innovation, invest in disruptive financial technology
and explore alternative business models.
• Mox, a cloud-native, mobile-only digital bank, was launched
in Hong Kong as a joint venture with HKT, PCCW and Ctrip
in September 2020.
• Trust Bank was launched in Singapore in partnership
with FairPrice Group, the nation’s leading grocery retailer,
in September 2022.
Strategic priorities
• SC Ventures’ focus is on building and scaling new business models
– across the four themes of Online Economy & Lifestyle, SMEs &
World Trade, Digital Assets and Sustainability & Inclusion. We do
this by connecting ecosystems, partners and clients to create value
and new sources of revenue, providing optionality for the Bank.
SC Ventures is also advancing the Fintech agenda – identifying,
partnering and taking minority interests through the fund in
companies that provide technology capabilities, which can be
integrated into the Bank and Ventures. Focus is on innovative,
fast-growing, technology-focused companies which accelerate
transformation in the financial industry.
• Mox continues to grow the customer base and drive main bank
relationships across mass and mass affluent segments in Hong
Kong. Mox’s vision is to build the global benchmark for digital
banking. It aims to be the leading virtual bank in Hong Kong for
Cards and Digital Lending and continues to further expand
services, including the soon-to-launch Digital Wealth
Management services.
• Trust Bank is targeting continued strong growth, in particular
through its deep and extensive partner ecosystem, and to establish
itself as a scale player in the mass and upper mass consumer
segment in Singapore.
Progress
• SC Ventures marks its fifth year anniversary in 2023. Some of the
key achievements include building a diverse portfolio of over
30 ventures and 20+ investments. Our ventures processed $16 billion
of transactions in 2022 with a customer base of 1 million. By working
with strategic partners like SBI Holdings, we will accelerate the
growth of Solv, the B2B digital marketplace for micro, small and
medium enterprises and connect with a wider ecosystem across
multiple markets. Our Financial Conduct Authority (FCA)
authorised, institutional grade crypto businesses, Zodia Custody
and Zodia Markets, commenced onboarding clients during
the year.
•
In 2022, Mox had a strong focus on expanding its card and digital
lending services and recorded a strong performance and an
engaged customer base. Mox has more than 400,000 customers,
up two times year-on-year, and Mox customers had on average
3.1x products. Mox was named as the most recommended virtual
bank in Hong Kong and continued to be the number one rated
virtual bank app in Hong Kong on the Apple App Store.
• Within five months of launch, Trust Bank scaled rapidly to over
450,000 customers, equating to around 9 per cent of the
addressable market in Singapore, and making it one of the world’s
fastest growing digital banks. Customer engagement was strong,
with almost 7 million transactions made, and more than 400,000
digital coupons redeemed through the app during this period.
Performance highlights
• Underlying loss before tax of $363 million was up $102 million, driven
mainly by higher expenses as we continue to invest in new and
existing ventures.
• Risk-weighted assets of $1.4 billion have increased $0.6 billion
mainly due to continued investment in new and existing ventures
and minority interests.
Standard Chartered – Annual Report 2022Strategic reportClient segment reviews Asia
Loans and advances
to customers (% of group)
Profit before taxation
Risk-weighted assets (RWA)
$151bn
$19bn
$3,688m
8%
underlying basis
$3,325m
17%
statutory basis
Income split by key markets
Hong Kong
Singapore
India
Others
76%
33%
17%
11%
39%
Region overview
The Asia region has a long-standing and deep franchise
across the markets and some of the world’s fastest-growing
economies. The region generates over two-thirds of the
Group’s income from its extensive network of 21 markets.
Of these, Hong Kong and Singapore contributed the highest
income, underpinned by a diversified franchise and deeply
rooted presence.
The region is highly interconnected, with three distinct and
potent sub-regions: Greater China, ASEAN and South Asia.
Our global footprint and strong regional presence, distinctive
proposition, and continued investment position us strongly
to capture opportunities as they arise from the continuing
opening up of China’s economy, the growing connectivity of
ASEAN, and the strong economic growth of India.
The region is benefiting from rising trade flows, continued
strong investment, and a rising middle class, which is driving
consumption growth and improving digital connectivity.
Strategic priorities
• Leverage our network strength to serve the inbound and outbound
cross-border trade and investment needs of our clients, particularly
across high-growth corridors e.g., China–ASEAN, China–South Asia,
Korea-ASEAN
• Capture opportunities arising from China’s opening, and accelerate
growth in ASEAN and India/South Asia.
• Turbocharge our Affluent and Wealth Management businesses
through differentiated propositions and service.
[[Planting trees in Sri
Lanka and Malaysia]]
Our employees planted more than 1,000 trees in
Sri Lanka and Malaysia in 2022. Between March and
October in Sri Lanka, employees planted 650 trees in
total, both as part of an employee challenge and the
Bank’s global employee volunteering campaign.
Meanwhile, between August and December, as
part of our Taman Tugu Donation and Tree Planting
Programme, employees in Malaysia planted
500 trees. Taman Tugu is a 66-acre regenerated
forest park located in Kuala Lumpur city centre.
• Continue to invest and advance in technology, digital capabilities
and partnerships to enhance the client experience and build
scale efficiently.
• Support clients’ sustainable finance and transition needs and
continue to strengthen our thought leadership status.
Progress
• We have continued to advance our China strategy both onshore
and offshore, with steady progress in capturing affluent growth,
adding new clients through digital partnerships and growing
international trade and investment corridors. In 2022 the China
business delivered its highest ever onshore income while also
growing network income strongly, with the China-ASEAN and
China-South Asia corridors being respectively up 62 per cent and
21 percent year-on-year. Progress was made in the digital retail
space with new partnerships involving JD.com and WeBank.
• Our two strong international financial hubs in Hong Kong and
Singapore, which enable us to serve the three sub-engines of
economic growth in Asia, continued to be the highest income
contributors in the region. Income growth was driven by the
Affluent segment and Transaction Banking, helped in part by
rising interest rates, and also by Financial Markets.
• Execution of our strategy in the Greater Bay Area (“GBA”) continues
to be on track with the establishment of a solid cross border wealth
management platform and strong growth in new economy sectors
and in network business.
• The CPBB digital agenda continues to progress. Mox has the
second largest deposit base among virtual banks in Hong Kong
while Trust Bank, in partnership with Fairprice Group in Singapore,
has onboarded more than 450,000 customers after five months of
its launch.
Performance highlights
• Underlying profit before tax of $3,688 million was up 8 per cent,
primarily from higher income partly offset by higher credit
impairment from charges on China Commercial Real Estate
exposures and the sovereign ratings downgrade of Sri Lanka.
• Underlying operating income of $11,213 million was up 7 per cent
(up 12 per cent on a constant currency), mainly driven by a strong
Financial Markets performance and an expansion in the net
interest margin benefiting Cash Management and Retail
Deposits. This was partially offset by lower Lending and Wealth
Management income as market conditions reduced transaction
volumes, as well as the impact of COVID-19 restrictions impacting
in our key markets, Hong Kong and China.
• Loans and advances to customers were up 2 per cent (up 6 per cent
on a constant currency), Customer accounts were down 3 per cent
(flat on a constant currency) since 31 December 2021.
• Risk-weighted assets (RWA) were down $19 billion since
31 December 2021 as we continue to focus on RWA optimisation.
29
Standard Chartered – Annual Report 2022Strategic report Africa and the
Middle East
Profit before taxation
Risk-weighted assets (RWA)
Loans and advances
to customers (% of group)
$41bn
$8bn
$819m
4%
underlying basis
$790m
5%
statutory basis
Income split by key markets
UAE
Pakistan
Kenya
Others
7%
24%
12%
10%
54%
Region overview
We have a deep-rooted heritage in Africa and Middle East
(AME), of which the United Arab Emirates, Pakistan, Kenya,
Nigeria, South Africa, and Ghana are the largest by income.
A rich history, deep client relationships and a unique footprint
in the region, as well as across centres in Asia, Europe, and
the Americas, enable us to seamlessly support our clients.
AME is an important element of global trade and investment
corridors and we are well placed to facilitate these flows.
Gulf Cooperation Council (GCC) markets are expected to
outpace global growth on the back of oil price recovery,
higher government spend and bilateral trade negotiations.
The macro-economic risk remains elevated in Pakistan and
some markets in Africa due to a high level of sovereign debt
and FX liquidity challenges. Overall, AME’s medium and
long-term attractiveness remains compelling and intact,
and it is an important part of our global network proposition
for our clients.
Strategic priorities
• Provide best-in-class structuring and financing solutions and drive
creation through client initiatives.
•
•
Invest to accelerate growth in differentiated international network
and Affluent Client businesses.
Invest in market-leading digitisation initiatives in CPBB to
protect and grow market share in core markets, continue with
our transformation agenda to recalibrate our network and
streamline structures.
• Be an industry leader in the transition to net zero across the region.
• Refocusing and simplifying our presence in AME.
[[Celebrating our launch
in Egypt]]
In 2022, we received official approval from the Central
Bank of Egypt in for our first branch in the market.
The branch, designated to be officially launched in 2023,
will be part of a fully-fledged banking operation in Egypt
replacing our current representative office set-up.
30
Progress
• We have strengthened our footprint with the approval for a
banking licence in Egypt.
• We have once again led the AME bond and Sukuk markets in 2022,
taking the top spot in the AME league tables and ranking #1 in
MENA G3 issuance for the fifth year in a row. Our commitment to
ESG across Debt Capital Markets (DCM) helped us almost double
our issuance ESG volumes and brought the year’s most innovative
deals to market.
• On Sustainable Finance we have brought new ideas to the
market, and supported our clients with closing market firsts and
landmark transactions that are creating a strong reputation for
us among clients.
• We have successfully launched end-to-end digital onboarding in
Pakistan with embedded eKYC (Electronic Know Your Customer),
allowing clients to seamlessly open accounts from the SC Mobile
App. We have also expanded our agent banking proposition
to five countries, helping to drive financial inclusion by offering
multiple touchpoints for clients to transact.
• We have expanded digital wealth management solutions in Kenya
and UAE. Our micro-investment solution in Kenya has attracted
85 per cent new to wealth clients, while in UAE, clients have access
to online Trade FX and online Equities.
• Broad-based growth in income across products, with Financial
Markets at the highest level since 2015.
• Continuing cost discipline has allowed investments to continue
through the cycle. Cost to Income Ratio lower at 64 per cent
(vs. 66 per cent in ‘21) and Revenue / Headcount has grown
11 percent vs FY’21.
Performance highlights
• Underlying working profit of $937 million (up 25 per cent on
constant currency basis) was driven by higher income and
disciplined cost management. Underlying profit before tax of
$819 million (up 4 per cent on constant currency basis) despite
higher loan impairment that is primarily related to provisions
for sovereign downgrades in Ghana & Pakistan.
• Underlying operating income of $2,606 million was up 7 per cent
(up 14 per cent constant currency) driven by growth in Transaction
Banking, Financial Markets and Retail. Income was up 9 per cent
(up 15 per cent constant currency) in Middle East, North Africa, &
Pakistan and up 3 per cent (up 13 per cent constant currency)
in Africa.
• Risk-weighted assets (RWA) were 17 per cent lower than
December 2021, despite the impact of sovereign downgrades,
due to continuing RWA optimisation activities and de-risking
in markets with elevated macro-economic risk.
• Loans and advances to customers were down 14 per cent
(9 per cent down on constant currency basis) and customer
accounts were down 8 per cent (3 per cent down on constant
currency basis) since 31 December 2021.
Standard Chartered – Annual Report 2022Strategic reportRegional reviews Europe and
the Americas
Profit before taxation
Risk-weighted assets (RWA)
$50bn
$863m
34%
underlying basis
$840m
46%
statutory basis
Region overview
The Group supports clients in the region through hubs in
London, Frankfurt and New York, as well as a presence in
several other markets in Europe and Americas. Our expertise
in Asia, Africa and the Middle East allows us to offer our clients
in the region unique network and product capabilities.
The region generates significant income for the Group’s
Corporate, Commercial and Institutional Banking business.
Clients based in Europe and Americas make up around
one-third of the Group’s CCIB income, with three-quarters
of client income booked in the network generating above-
average returns.
In addition to being a key origination centre for CCIB, the
region offers local, on-the-ground expertise and solutions to
help internationally minded clients grow across Europe and
Americas. The region is home to the Group’s two biggest
payment clearing centres and the largest trading floor with
more than 90 per cent of the region’s income originating
from Financial Markets and Transaction Banking products.
Our European CPBB business focuses on serving clients with
links to our footprint markets.
[[Launching our first
Green Trade Export
Letter of Credit
programme]]
In August, we launched our first Green Trade Export Letter
of Credit programme in Singapore, New York and London,
working with food and nutrition company ADM (Archer-
Daniels-Midland).
The $500 million letter of credit programme will cover
ADM’s shipment of commodities, including soybeans,
oilseeds and cotton from Latin America, the US, and
Australia to European markets. Issued under the
‘Sustainable Goods’ pillar of the Bank’s Green and
Sustainable Product Framework, the transaction helps
advance ADM’s widening efforts to expand sustainable
farming practices and source sustainably produced goods.
Loans and advances
to customers (% of group)
Income split by key markets
US
UK
Others
17%
44%
43%
13%
Strategic priorities
• Leverage our network capabilities to connect new and existing
Corporate and Financial Institutions clients in the west to the
fastest-growing and highest-potential economies across
our footprint.
• Supercharge our Financial Institutions (FI) Franchise.
• Grow the business we capture from inbound trade flows from our
east to west corridors.
• Further develop our sustainable finance product offering and risk
management capabilities.
• Enhance capital efficiency, maintain strong risk oversight, and
further improve the quality of our funding base.
• Expand assets under management in CPBB and continue to
strengthen the franchise.
Progress
• Strong growth of 20 per cent in global cross-border network
business with Europe & Americas CCIB clients across key footprint
markets.
• FI segment growth of 25 per cent, now accounting for 56 per cent of
the CCIB business for European & Americas clients.
• Expanded Financial Markets Product offering in our German
subsidiary to enable more inbound trade flow.
• Material growth in income from sustainable finance products and
expansion of our sustainable product offering.
• Significant increase in high-quality liabilities diversifying the region’s
funding base.
• CPBB cost saving initiatives executed, with strong progress made
in refocusing the Private Banking segment towards Ultra High Net
Worth clients together with the successful migration of CPBB clients
from London to the Jersey booking centre.
Performance highlights
• Underlying profit before tax of $863 million improved 34 per cent,
driven by higher income and lower impairments. Positive income to
cost jaws of 12 per cent.
• Underlying operating income of $2,353 million was up 17 per cent
due to a strong performance from Financial Markets Macro
products, and improvement in cash deposit volumes and margins
across CCIB and CPBB.
• Expenses increased by 5 per cent or 9 per cent on a constant
currency basis largely due to the increased Investment spend
and performance-related pay.
31
Standard Chartered – Annual Report 2022Strategic report Strategic report Group Chief Financial Officer’s review
Group Chief Financial
Officer’s review
[[Back to
growth and
improving
returns]]
Andy Halford
Group Chief Financial Officer
32
Standard Chartered – Annual Report 2022
Summary of financial performance
The Group delivered a strong performance in 2022
generating a 120 basis point uplift in underlying return on
tangible equity to 8.0 per cent with underlying profit before
tax increasing 15 per cent on a constant currency basis.
Income at $16.3 billion, grew 15 per cent on a constant currency
basis excluding DVA, and is at its highest level since 2014,
with a record performance in Financial Markets and strong
expansion in the net interest margin. Loans and advances to
customers grew an underlying 3 per cent despite the rising
interest rate environment. Expenses increased 9 per cent
at constant currency, due to continued investment in the
business, salary inflation, and increased performance-related
pay on the back of business performance. Credit impairment
charges increased to $838 million including further charges
relating to the China commercial real estate sector and the
impact of sovereign-related downgrades. However, the
loan-loss rate of 21 basis points remains well below our historic
through-the-cycle loan loss range. The Group remains well
capitalised and highly liquid with a CET1 ratio of 14.0 per cent
at the top end of its target range enabling the Board to
announce a 50 per cent increase in the full-year dividend
and a further $1 billion share buy-back programme to
start imminently.
All commentary that follows is on an underlying basis and
comparisons are made to the equivalent period in 2021 on
a reported currency basis, unless otherwise stated.
• Operating income increased 10 per cent, or 15 per cent
on a constant currency basis, normalising for a $27 million
positive movement in DVA. About half of the growth in
income was from strong, sustained business momentum,
through a combination of balance sheet growth and
increased fee and trading income, with the remaining
increase reflecting the benefit of a higher interest rate
environment
• Net interest income increased 12 per cent or 18 per cent on a
constant currency basis. The net interest margin averaged
141 basis points and is 20 basis points higher year-on-year
aided by rising interest rates despite a 4-basis point
negative impact from short-term and structural hedges
• Other income increased 9 per cent, with a record
performance in Financial Markets partly offset by lower
Wealth Management income impacted by subdued
market conditions
• Operating expenses excluding the UK bank levy increased
4 per cent and were up 7 per cent on a constant currency
basis after adjusting for the increase in performance-
related pay driven by the strong business performance.
The underlying expense growth reflects the impact of a
high-inflation environment including the impact on salary
increases, additional investment into transformational
digital capabilities and headcount. The cost-to-income
ratio decreased 4 percentage points to 66 per cent
excluding DVA and UK bank levy and the Group
generated 6 per cent positive income-to-cost jaws at
constant currency excluding DVA
• Credit impairment was $838 million, an increase of
$575 million. The impairment charge includes $582 million
in relation to China commercial real estate sector and
$283 million in relation to sovereign downgrades partly
offset by releases in the management overlay relating to
COVID-19. Total credit impairment of $838 million represents
a loan-loss rate of 21 basis points, a year-on-year increase
of 14 basis points in the cost of risk, but still well below
the historic through-the-cycle loan loss range of 30 to
35 basis points.
• Other impairment increased by $24 million to $79 million.
The $300 million impairment charge recorded in 2021
relating to the Group’s investment in its associate China
Bohai Bank (Bohai) has been reclassified out of underlying
performance and into goodwill and other impairments.
The remaining other impairment primarily relates to the
aviation leasing portfolio
• Profit from associates and joint ventures decreased
5 per cent to $167 million reflecting a lower profit share
from Bohai
• Charges relating to restructuring, other items and
goodwill and other impairment reduced by $373 million
to $476 million, with $333 million lower restructuring costs,
principally a non-repeat of the prior-year retirement
programme in Korea. Goodwill and other impairment of
$322 million is $22 million higher year-on-year following a
$14 million write off of the goodwill relating to Bangladesh.
Furthermore, there has been a $308 million impairment
relating to Bohai, primarily a result of industry challenges
and uncertainties that may impact profitability.
• Taxation was $1,384 million on a statutory basis, with a
statutory effective tax rate of 32 per cent. Taxation on
underlying profits was at an effective rate of 30 per cent,
an increase of 3 percentage points compared to 2021
primarily driven by lower prior year credits and higher
taxes in UK, Pakistan and US.
• Underlying return on tangible equity increased 120 basis
points to 8.0 per cent due to the increase in profits and
lower tangible equity, reflecting shareholder distributions
and adverse movements in reserves due to movements in
interest rates and currency translation. The reclassification
of the 2021 Bohai impariment out from underlying
performance increased the 2021 underlying return on
tangible equity by 80 basis points to 6.8 per cent and
has made the treatment of Bohai impairment consistent
across both the 2021 and 2022 computation of underlying
return on tangible equity
• Underlying basic earnings per share (EPS) increased
18 per cent to 101.1 cents and statutory EPS of 85.9 cents
increased by 40 per cent
• A final ordinary dividend per share of 14 cents has been
proposed taking the full-year total to 18 cents, a 50 per cent
increase along with a new share buy-back programme of
$1 billion, taking total shareholder distributions announced
since the start of 2022 to $2.8 billion
33
Standard Chartered – Annual Report 2022Strategic report Summary of financial performance
Net interest income
Other income
Underlying operating income
Other operating expenses
UK bank levy
Underlying operating expenses
Underlying operating profit before impairment and taxation
Credit impairment
Other impairment4
Profit from associates and joint ventures
Underlying profit before taxation
Restructuring
Goodwill and Other impairment4
Other items
Statutory profit before taxation
Taxation
Profit for the year
Adjusted net interest margin (%)2
Underlying return on tangible equity (%)2
Underlying earnings per share (cents) 4
2022
$million
7,599
8,656
16,255
(10,641)
(102)
(10,743)
5,512
(838)
(79)
167
4,762
(174)
(322)
20
4,286
(1,384)
2,902
1.41
8.0
101.1
2021
$million
6,807
7,906
14,713
(10,275)
(100)
(10,375)
4,338
(263)
(55)
176
4,196
(507)
(300)
(42)
3,347
(1,034)
2,313
1.21
6.8
85.8
Change
%
Constant
currency
change¹
%
18
14
16
(9)
(15)
(9)
30
nm³
(46)
(5)
15
64
(8)
148
30
(44)
24
12
9
10
(4)
(2)
(4)
27
nm³
(44)
(5)
13
66
(7)
148
28
(34)
25
20
120
18
1 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods
2 Change is the basis points (bps) difference between the two periods rather than the percentage change
3 Not meaningful
4 Goodwill and Other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
Other impairment. The 2021 Underlying earnings per ordinary share (cents) has been correspondingly restated to reflect this reclassification
Statutory financial performance summary
Net interest income
Other income
Statutory operating income
Statutory operating expenses
Statutory operating profit before impairment and taxation
Credit impairment
Goodwill and Other impairment
Profit from associates and joint ventures
Statutory profit before taxation
Taxation
Profit for the year
Statutory return on tangible equity (%)2
Statutory earnings per share (cents)
2022
$million
7,593
8,725
16,318
(10,913)
5,405
(836)
(439)
156
4,286
(1,384)
2,902
6.8
85.9
2021
$million
6,798
7,903
14,701
(10,924)
3,777
(254)
(372)
196
3,347
(1,034)
2,313
4.8
61.3
Change
%
Constant
currency
change¹
%
18
15
16
(6)
46
nm³
(19)
(20)
30
(44)
24
12
10
11
–
43
nm³
(18)
(20)
28
(34)
25
200
40
1 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods
2 Change is the basis points (bps) difference between the two periods rather than the percentage change
3 Not meaningful
34
Standard Chartered – Annual Report 2022Strategic reportGroup Chief Financial Officer’s review Operating income by product
Transaction Banking
Trade & Working capital
Cash Management
Financial Markets
Macro Trading
Credit Markets
Credit Trading
Financing Solutions & Issuance
Structured Finance
Financing & Securities Services
DVA
Lending & Portfolio Management
Wealth Management
Retail Products
CCPL & other unsecured lending
Deposits
Mortgage & Auto
Other Retail Products
Treasury
Other
Total underlying operating income
2022
$million
2021
(Restated)²
$million
Change
%
Constant
currency
change¹
%
3,925
1,371
2,554
5,728
2,962
1,696
506
1,190
408
620
42
562
1,802
4,068
1,216
2,044
635
173
348
(178)
16,255
2,886
1,447
1,439
4,899
2,216
1,790
437
1,353
491
387
15
759
2,225
3,358
1,272
860
1,036
190
698
(112)
14,713
36
(5)
77
17
34
(5)
16
(12)
(17)
60
180
(26)
(19)
21
(4)
138
(39)
(9)
(50)
(59)
10
42
(1)
85
21
40
(3)
18
(9)
(17)
67
200
(22)
(17)
29
1
157
(35)
(4)
(47)
(16)
16
1 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods
2 Following a reorganisation of certain clients, there has been a reclassification of balances across products
The operating income by product commentary that follows
is on an underlying basis and comparisons are made to the
equivalent period in 2021 on a constant currency basis, unless
otherwise stated.
Transaction Banking income increased 42 per cent. Cash
Management income increased 85 per cent reflecting strong
pricing discipline to take advantage of a rising interest rate
environment. Trade & Working Capital decreased 1 per cent,
with balance sheet growth offset by margin compression.
The margin compression reflects a shift towards investment
credit grade clients and a shift in product mix towards lower
margin but more RWA-efficient products.
Financial Markets income increased 21 per cent and was a
record performance. Macro trading increased 40 per cent
with FX income delivering strong double-digit growth as
macro events led to increased client demand and elevated
volatility, widening bid-offer spreads. Commodities also
delivered strong double-digit growth, including a record first
quarter, when it benefited from volatility in energy prices,
while Rates also provided strong double-digit increase in
income on the back of policy rates increases. Credit Markets
income decreased 3 per cent driven by subdued market
conditions in spite of a strong performance in Credit Trading.
Structured Finance declined 17 per cent with lower fee income
within Aviation Finance. Financing & Securities Services
income increased 67 per cent, including $184 million of gains
on mark-to-market liabilities and benefiting from improved
margins in Securities Services.
Lending and Portfolio Management income decreased
22 per cent due to increased cost of funds and the impact
of risk-weighted asset optimisation actions.
Wealth Management income declined 17 per cent as
customer sentiment became more risk-averse in volatile
market conditions leading to lower transaction volumes.
There was a negative impact from COVID-19 restrictions,
in particular in North Asia, resulting in a number of branch
closures and lower footfall which negatively impacted
face-to-face sales. Managed Investments income was down
39 per cent, there was a 6 per cent decline in Treasury Products
income while Bancassurance income declined 6 per cent.
Wealth Management secured lending income fell by a third
on the back of client deleveraging. Net new sales remained
positive albeit at a lower level than 2021 but assets under
management volumes reduced on the back of negative
market movements.
Retail Products income increased 29 per cent. Deposit
income increased 157 per cent due to active passthrough
rate management in a rising interest rate environment, partly
offset by migration from CASA to time deposits. Mortgages
& Auto income decreased 35 per cent reflecting margin
compression with the majority of mortgages in Hong Kong
reaching the Best Lending Rate cap. Credit Cards & Personal
Loans income increased 1 per cent reflecting a growth in
credit card balances, particularly in our digital banks Mox
and Trust Bank.
Treasury income declined 47 per cent, reflecting the losses
from structural and short-term hedges in a rising interest rate
environment which offset increased yields on the remainder
of the Treasury portfolio.
35
Standard Chartered – Annual Report 2022Strategic report Profit before tax by client segment and geographic region
Corporate, Commercial & Institutional Banking
Consumer Private & Business Banking
Ventures
Central & other items (segment)
Underlying profit before taxation
Asia
Africa & Middle East
Europe & Americas
Central & other items (region)
Underlying profit before taxation
2022
$million
4,100
1,596
(363)
(571)
4,762
3,688
819
863
(608)
4,762
2021
(Restated)1, 2
$million
Change
%
Constant
currency
change²
%
3,124
1,226
(261)
107
4,196
3,416
856
644
(720)
4,196
31
30
(39)
nm³
13
8
(4)
34
16
13
35
35
(42)
nm³
15
12
4
33
(1)
15
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods
Central & other items (segment) recorded a loss of
$571 million as income declined 71 per cent reflecting the
losses from structural and short-term hedges booked
within Treasury. Expenses increased 26 per cent while
credit impairments were $112 million higher as a result
of the ratings downgrades of select sovereigns.
Asia profits increased 8 per cent on the back of a 7 per cent
increase in income. This was partly offset by 1 per cent
expense growth and an 82 per cent increase in impairments
reflecting increased charges relating to the China commercial
real estate sector.
Africa & Middle East profits decreased 4 per cent but grew
4 per cent on a constant currency basis. Income increased
14 per cent while expenses grew 9 per cent, both on a constant
currency basis. Impairments went from a net release in the
prior year to a $118 million charge, partly due to the sovereign
ratings downgrades of Pakistan and Ghana.
Europe & Americas profit increased by a third with a
17 per cent increase in income on the back of a strong
Financial Markets and Cash Management performance.
Expenses increased 5 per cent while the net release in credit
impairment halved to $77 million.
Central & other items (region) loss decreased by $112 million
to $608 million due to a 30 per cent increase in expenses.
Income increased 145 per cent, while impairments reduced
by 16 per cent
3 Not meaningful
As part of the ongoing execution of its refreshed strategy,
the Group has expanded and reorganised its reporting
structure with the creation of a third client segment, Ventures,
effective from 1 January 2022. Ventures is a consolidation of
SC Ventures and its related entities as well as the Group’s two
majority-owned digital banks Mox in Hong Kong and Trust
Bank in Singapore, reported alongside the current client
segments; Corporate, Commercial & Institutional Banking
(CCIB) serving larger companies and institutions and
Consumer, Private & Business Banking (CPBB) serving
individual and business banking clients. There was no
change to the regional reporting structure.
Corporate, Commercial & Institutional Banking profit
increased 31 per cent as robust Financial Markets and Cash
Management performance drove 19 per cent income growth
excluding positive movements in DVA. This was partly offset
by a 4 per cent increase in expenses and a $469 million
increase in impairments reflecting further charges in relation
to the China commercial real estate sector and lower releases
on the remaining portfolio.
Consumer, Private & Business Banking profit increased
30 per cent and was 35 per cent higher on a constant currency
basis. Income grew 10 per cent on a constant currency basis
with increased Deposit income partly offset by subdued
Wealth Management and the impact of the Best Lending
Rate cap on Hong Kong mortgage income. On a constant
currency basis, expenses grew 3 per cent and impairments
decreased $10 million.
Ventures loss increased to $363 million. Income totalled
$29 million for the year, with an increasing customer base
at Mox and Trust Bank. Expenses increased by a third
reflecting further investment into the segment and increased
operational costs to support the significant increase in
customer onboarding and transactional volumes within the
new digital banks. Other impairment of $24 million was taken
in relation to the value of one of the Group’s investments
within the Ventures portfolio.
36
Standard Chartered – Annual Report 2022Strategic reportGroup Chief Financial Officer’s review Adjusted net interest income and margin
Adjusted net interest income2
Average interest-earning assets
Average interest-bearing liabilities
Gross yield (%)3
Rate paid (%)3
Net yield (%)3
Net interest margin (%)3,4
2022
$million
7,976
565,370
525,351
2.70
1.38
1.32
1.41
2021
$million
6,796
559,408
515,769
1.83
0.67
1.16
1.21
Change¹
%
17
1
2
87
71
16
20
1 Variance is better/(worse) other than assets and liabilities which is increase/(decrease)
2 Adjusted net interest income is statutory net interest income excluding funding costs for the trading book and including financial guarantee fees on interest-
earning assets
3 Change is the basis points (bps) difference between the two periods rather than the percentage change
4 Adjusted net interest income divided by average interest-earning assets, annualised
Adjusted net interest income increased 17 per cent driven by a 17 per cent increase in the net interest margin, which averaged
141 basis points in the year, a 20 basis points year-on-year uplift benefiting from a rapid increase in policy interest rates across
many of our markets :
• Average interest-earning assets grew 1 per cent, or 7 per cent excluding the impact of currency translation and risk-weighted
asset optimisation actions, reflecting an increase in investment securities held by Treasury Markets. Gross yields increased
87 basis points compared with the average in the prior year
• Average interest-bearing liabilities increased 2 per cent, or 5 per cent excluding the impact of currency translation, reflecting
an increase in customer accounts while the rate paid on liabilities increased 71 basis points compared with the average in the
prior year
Credit risk summary
Income Statement
Total credit impairment charge
Of which stage 1 and 2
Of which stage 3
1 Variance is increase/(decrease) comparing current reporting period to prior reporting period
Balance sheet
Gross loans and advances to customers2
Of which stage 1
Of which stage 2
Of which stage 3
Expected credit loss provisions
Of which stage 1
Of which stage 2
Of which stage 3
Net loans and advances to customers
Of which stage 1
Of which stage 2
Of which stage 3
Cover ratio of stage 3 before/after collateral (%)3
Credit grade 12 accounts ($million)
Early alerts ($million)
Investment grade corporate exposures (%)3
2022
$million
2021
$million
Change1
%
838
406
432
263
78
185
219
421
134
2022
$million
316,107
295,219
13,043
7,845
(5,460)
(559)
(444)
(4,457)
310,647
294,660
12,599
3,388
57/76
1,574
4,967
76
2021
$million
304,122
279,178
16,849
8,095
(5,654)
(473)
(524)
(4,657)
298,468
278,705
16,325
3,438
58/75
1,730
5,534
69
Change1
%
4
6
(23)
(3)
(3)
18
(15)
(4)
4
6
(23)
(1)
(1)/1
(9)
(10)
7
1 Variance is increase/(decrease) comparing current reporting period to prior reporting period
2 Includes reverse repurchase agreements and other similar secured lending held at amortised cost of $24,498 million at 31 December 2022 and $7,331 million at
31 December 2021
3 Change is the percentage points difference between the two points rather than the percentage change
37
Standard Chartered – Annual Report 2022Strategic report Asset quality remains stable, despite a year-on-year increase
in the impairment charge, with an improvement in a number
of underlying credit metrics. However, the Group continues to
remain alert to an unpredictable and challenging external
environment including pressures in the China commercial real
estate sector, commodity price volatility and the impact of
the Russia/Ukraine war. This war in part contributed to both
commodity price volatility and the accelerated trajectory of
inflation and interest rate rises across our footprint, which in
turn have contributed to both an increased risk of global
recession and the appreciation of the US dollar versus the
majority of developed and emerging market currencies.
These factors have contributed to increased sovereign
credit stress in a handful of our markets which we continue
to monitor closely and undertake mitigating actions
where appropriate.
Credit impairment totalled $838 million, an increase of
$575 million, representing a loan loss rate of 21 basis points,
still some way below the historic loan loss rate range.
Impairment charges relating to the China commercial real
estate sector totalled $582 million in the year, including a
$78 million increase in the management overlay relating to
the China commercial real estate sector, which now totals
$173 million. Sri Lanka and Ghana had their sovereign ratings
downgraded into stage 3 , while Pakistan sovereign ratings
were downgraded into credit grade 12. These sovereign
ratings downgrades incurred a $283 million impairment
charge in the year. The CPBB normalised run-rate charge
increased by 9 per cent while recoveries in CCIB declined
by a third. The above were partly offset by a $228 million
decrease in the COVID-19 related management overlay,
which now totals $21 million.
Gross stage 3 loans and advances to customers of $7.8 billion
were 3 per cent lower, primarily as repayments, client
upgrades and write-offs more than offset new inflows,
including those relating to the sovereign ratings downgrade
of Ghana and Sri Lanka and the China commercial real
estate sector. Credit-impaired loans represented 2.5 per cent
of gross loans and advances, a decrease of 18 basis points.
The stage 3 cover ratio of 57 per cent was lower by
1 percentage point, while the cover ratio post collateral
at 76 per cent increased by 1 percentage point.
Credit grade 12 balances have decreased by 9 per cent to
$1.6 billion as the sovereign ratings downgrade of Pakistan
was more than offset by downgrades into stage 3 primarily as
a result of Sri Lanka and Ghana sovereign ratings downgrade.
Early Alert accounts of $5.0 billion have reduced by 10 per
cent, reflecting the net impact of regularisations of accounts
back into non-high-risk categories, net impact of downgrades
into credit grade 12 and exposure reductions partly offset by
new inflows. The Group is continuing to carefully monitor its
exposures in vulnerable sectors and select markets, given the
unusual stresses caused by the currently challenging macro-
economic environment.
The proportion of investment grade corporate exposures has
increased by 7 percentage points to 76 per cent, reflecting the
increase in reverse repurchase agreements held to collect.
The above balance sheet disclosure relates to loans and
advances to customers. The movement in high risk assets
(gross stage 3 loans and advances, credit grade 12 balances
and early alert accounts) does not fully reflect the impact of
the sovereign ratings downgrade of Ghana, Pakistan and Sri
Lanka as it does not capture the impact of these downgrades
on the Group’s investment and securities portfolio.
Restructuring, goodwill impairment and other items
Operating income
Operating expenses
Credit impairment
Other impairment
Profit from associates and joint ventures
Loss before taxation
2022
Goodwill
and Other
impairment
$million
–
–
–
(322)
–
(322)
Restructuring
$million
43
(170)
2
(38)
(11)
(174)
Other items
$million
Restructuring
$million
20
–
–
–
–
20
(32)
(487)
9
(17)
20
(507)
2021
Goodwill
and Other
impairment1
$million
–
–
–
(300)
–
(300)
Other items
$million
20
(62)
–
–
–
(42)
1 Goodwill and Other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
Other impairment
The Group’s statutory performance is adjusted for profits or
losses of a capital nature, amounts consequent to investment
transactions driven by strategic intent, other infrequent and/
or exceptional transactions that are significant or material in
the context of the Group’s normal business earnings for the
period and items which management and investors would
ordinarily identify separately when assessing underlying
performance period-by period. A reconciliation of
restructuring, goodwill impairment and other items excluded
from underlying results is set out on pages 126 to 130.
Restructuring charges of $174 million for 2022 reflects the
impact of actions to transform the organisation to improve
productivity, primarily redundancy related charges.
Goodwill and other impairment of $322 million includes
$308 million in relation to a further reduction in the carrying
value of the Group‘s investment in its associate China
Bohai Bank (Bohai). To ensure consistency, the Group
has retrospectively reclassified the $300 million impairment
charge taken in 2021 on its investment in Bohai, from other
impairment included in underlying operating profit, to
goodwill and other impairment which is excluded from
underlying operating performance. The remaining $14 million
goodwill impairment relates to Bangladesh primarily due to
lower economic growth forecasts and higher discount rates.
Other items include a $20 million fair-value gain relating to the
sale of a property in Thailand.
The Group has announced that it is exploring strategic
alternatives for its Aviation Finance business as well as the
exit of seven markets in the AME region and will focus solely
on the CCIB segment in two more. It is expected that the
results from the markets and businesses being exited will
be reported in restructuring from 1 January 2023 with prior
periods retrospectvely restated.
38
Standard Chartered – Annual Report 2022Strategic reportGroup Chief Financial Officer’s review Balance sheet and liquidity
Assets
Loans and advances to banks
Loans and advances to customers
Other assets
Total assets
Liabilities
Deposits by banks
Customer accounts
Other liabilities
Total liabilities
Equity
Total equity and liabilities
Advances-to-deposits ratio (%)1
Liquidity coverage ratio (%)
2022
$million
2021
$million
Increase/
(Decrease)
$million
Increase/
(Decrease)
%
39,519
310,647
469,756
819,922
28,789
461,677
279,440
769,906
50,016
819,922
57.4%
147%
44,383
298,468
484,967
827,818
30,041
474,570
270,571
775,182
52,636
827,818
59.1%
143%
(4,864)
12,179
(15,211)
(7,896)
(1,252)
(12,893)
8,869
(5,276)
(2,620)
(7,896)
(11)
4
(3)
(1)
(4)
(3)
3
(1)
(5)
(1)
1 The Group now excludes $20,798 million held with central banks (31.12.21: $15,168 million) that has been confirmed as repayable at the point of stress
The Group’s balance sheet remains strong, liquid and
well diversified.
• Loans and advances to customers increased 4 per cent
since 31 December 2021 to $311 billion. This includes a
$24 billion increase in Treasury and securities backed loans
held to collect partly offset by a $13 billion reduction from
risk-weighted asset optimisation actions undertaken by
CCIB and a $8 billion reduction from currency translation.
Excluding the above, there was 3 per cent underlying loan
growth, with growth in Trade partly offset by deleveraging
in Wealth Management.
• Customer accounts of $462 billion decreased 3 per cent
since 31 December 2021 as a result of currency translation.
Excluding the impact of currency translation, customer
accounts were broadly flat in the year.
Risk-weighted assets
• Other assets decreased 3 per cent since 31 December
2021 with a reduction in reverse repurchase agreements
designated at fair value through profit or loss partly offset
by an increase in investment securities held within Treasury
Markets and increased derivative balances
• Other liabilities were 3 per cent higher since 31 December
2021 reflecting an increase in derivative balances
The advances-to-deposits ratio decreased to 57.4 per cent
from 59.1 per cent at 31 December 2021 reflecting a reduction
in loans and advances to customers excluding reverse
repurchase agreement as a result of risk-weighted asset
optimisation actions. The point-in-time liquidity coverage
ratio of 147 per cent increased 4 per cent and remains well
above the minimum regulatory requirement.
By risk type
Credit risk
Operational risk
Market risk
Total RWAs
1 Variance is increase/(decrease) comparing current reporting period to prior reporting periods
2022
$million
2021
$million
Change1
$million
Change1
%
196,855
27,177
20,679
244,711
219,588
27,116
24,529
271,233
(22,733)
61
(3,850)
(26,522)
(10)
–
(16)
(10)
Total risk-weighted assets (RWA) decreased 10 per cent or
$26.5 billion from 31 December 2021 to $244.7 billion.
• Credit risk RWA decreased $22.7 billion to $196.9 billion.
There was a $13.9 billion reduction in the CCIB low-returning
portfolio targeted for optimisation, a $11.1 billion decrease
from other RWA efficiency actions and a $9.9 billion
reduction from currency translation. This was partly
offset by a $6.9 billion increase from regulatory changes,
$3.5 billion inflation from credit migration and a $1.9 billion
increase from a combination of asset growth and mix
• Market risk RWA decreased by $3.9 billion to $20.7 billion
primarily reflecting reduced standardised specific interest
rate risk positions and changes in value at risk methodology
• Operational risk RWA was broadly flat at $27.2 billion
39
Standard Chartered – Annual Report 2022Strategic report Capital base and ratios
CET1 capital
Additional Tier 1 capital (AT1)
Tier 1 capital
Tier 2 capital
Total capital
CET1 capital ratio end point (%)2
Total capital ratio transitional (%)2
Leverage ratio (%)2
2022
$million
34,157
6,484
40,641
12,510
53,151
14.0
21.7
4.8
2021
$million
38,362
6,791
45,153
12,491
57,644
14.1
21.3
4.9
Change1
$million
(4,205)
(307)
(4,512)
19
(4,493)
(0.1)
0.4
(0.1)
Change1
%
(11)
(5)
(10)
–
(8)
1 Variance is increase/(decrease) comparing current reporting period to prior reporting periods
2 Change is percentage points difference between two points rather than percentage change
The Group’s CET1 ratio of 14.0 per cent was 19 basis points
lower than at 31 December 2021, but approximately 50 basis
points above the CET1 ratio at 1 January 2022 when regulatory
changes, which reduced the Group’s CET1 ratio, came into
force. The underlying 50 basis points increase reflects the
impact of RWA optimisation actions and profit accretion
during the year despite funding $1,258 million of share
buy-backs and an increased ordinary dividend. The CET1 ratio
is 3.6 percentage points above the Group’s current regulatory
minimum of 10.4 per cent and at the top end of the Group’s
13-14 per cent medium-term target range.
The regulatory changes which came into force on 1 January
2022 included the cessation of software relief, the impact
from the IRB model repair programme and the introduction
of standardised rules for counterparty credit risk on derivatives
and other instruments (SA-CCR). In aggregate, these
regulatory changes resulted in a decrease in the CET1 ratio
of approximately 70 basis points by reducing CET1 capital by
$1.1 billion and increasing RWAs by $5.7 billion. In the fourth
quarter, further regulatory changes including the IRB model
repair programme increased RWAs by $1.3 billion, reducing
the CET1 ratio by approximately 10 basis points
The CET1 ratio was reduced by approximately 70 basis points
from a reduction in reserves mainly relating to a reversal of
prior year unrealised gains on debt securities as a result of
higher market yields and movements in currency translation
reducing both the translation reserve and RWAs.
Profit accretion increased the CET1 ratio by approximately
110 basis points whilst lower RWAs as a result of efficiency
and optimisation actions within CCIB and Treasury, provided
an approximate 120 basis point uplift to the CET1 ratio.
Ordinary shareholder distributions reduced the CET1 ratio by
approximately 65 basis points. The Group spent $1,258 million
purchasing 184 million ordinary shares of $0.50 each during
the year, representing a volume-weighted average price
per share of £5.48. These shares were subsequently cancelled,
reducing the total issued share capital by 6 per cent and
the CET1 ratio by approxiamtely 45 basis points. The Board
has recommended a final dividend of 14 cents per share
resulting in a total 2021 ordinary dividend of 18 cents a share
or $523 million, reducing the CET1 ratio by approximately
20 basis points . Payments due to AT1 and preference
shareholders cost approximately 15 basis points.
The Board has announced a share buy-back for up to a
maximum consideration of $1 billion to further reduce
the number of ordinary shares in issue by cancelling the
repurchased shares. The terms of the buy-back will be
announced and the programme will start shortly and is
expected to reduce the Group’s CET1 ratio in the first
quarter of 2023 by approximately 40 basis points.
The Group’s leverage ratio of 4.8 per cent is approximately
10 basis points lower than the 4.9 per cent ratio as at
31 December 2021. This reflects lower Tier 1 capital partly
offset by a decrease in leverage exposures largely driven by
efficiency and optimisation initiatives. The Group’s leverage
ratio remains significantly above its current minimum
requirement of 3.7 per cent.
Outlook
Our performance has been strong, and the pace of economic
recovery in many of our footprint markets is encouraging.
Whilst recessionary and inflationary pressures will continue
to impact many parts of the world, particularly in the first half
of 2023, we expect most of the markets in which we operate
to continue their recent momentum with GDP growth in the
Asian economies at above 5 per cent over the next two years
being pivotal to progressive global recovery.
The recent opening-up of China and the generally receding
impacts of COVID-19 should help in that regard albeit we will
continue to monitor closely the sovereign risks in markets that
are most exposed to tightening liquidity.
Overall, the markets in which we operate, the further benefits
of rising interest rates and the evidential improvement in
many of our operating metrics cause us to be optimistic
about the period ahead. For 2023 and 2024 our expectations
are now:
• Income to grow in the 8-10 per cent range excluding DVA
and at constant currency
• Full year average net interest margin of around 175 basis
points in 2023 and above 180 basis points in 2024
• Asset and RWA growth in the low single digit percentage
range
• Around 3 percentage point positive income-to-cost jaws
in 2023 and in 2024, excluding DVA and UK bank levy and
at constant currency
• Credit impairment to continue to normalise towards
the historic through the cycle loan-loss rate range of
30-35 basis points
• To operate dynamically within the full 13-14 per cent
CET1 target range
• RoTE to be approaching 10 per cent in 2023
• RoTE to exceed 11 per cent in 2024, with further growth
thereafter
40
Andy Halford
Group Chief Financial Officer
16 February 2023
Standard Chartered – Annual Report 2022Strategic reportGroup Chief Financial Officer’s review S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
[[ Founding signatory of
the Sustainable STEEL
Principles]]
In September, we became one of the founding signatories to the
Sustainable STEEL Principles, the first climate-aligned finance
agreement for the steel industry.
The use of metallurgical coal in the manufacturing of steel,
means it contributes around 7 per cent of CO2 emissions globally.
With demand for steel continuing to increase, it’s critical that we
support the sector’s decarbonisation. As part of the agreement,
signatories measure and disclose their steel-related loan
emissions, with a view to achieving net-zero emissions in the
steel industry.
Read more online at sc.com/steel
Standard Chartered – Annual Report 2022
41
41
Standard Chartered – Annual Report 2022Strategic report
Risk overview
ªResilience
despite adverse
macroeconomic
environment
and volatile
global marketsº
42
The macroeconomic environment was challenging
throughout the year for a number of markets in which the
Group operates. February 2022 saw Russia’s invasion of
Ukraine, impacting financial markets, commodity prices and
supply chains. We had very limited direct exposure to either
country and we proactively managed risks that we faced
through indirect exposure, and second order impacts, such as
increased energy and food prices or disrupted gas supplies for
our clients and customers, the impact from sanctions on asset
values and investments some of our clients have in Russia.
We also managed the increase in traded risks following
increased volatility in other markets, especially credit and
commodities. Regular stress tests were performed during 2022
to assess the impact of the war across the Group’s portfolio.
In China, growth forecasts were revised downwards as it
followed its ‘zero-COVID’ stance, exacerbating global supply
chain bottlenecks. Pressures in China’s commercial real estate
industry remain with the timing of recovery still uncertain
amidst recent government measures to support the sector.
In the United States, the Federal Reserve announced
consecutive interest rate hikes to counter inflationary
pressures and hinted at more tapered rate rises in 2023.
This poses challenges to some emerging markets, as their
currencies weaken relative to the strength of the US dollar,
by rising commodity prices, stagflation and tighter liquidity.
The impact from the war, tightening of global financing
conditions and idiosyncratic domestic political and policy
issues, have placed pressure on sovereign credit ratings during
2022. Within the Group’s footprint, Sri Lanka and Ghana
embarked on sovereign debt restructuring operations, while
Pakistan has been adversely impacted by flooding and
continues to face external financing risks in light of large
external payments coming due, while FX reserves have
declined. The Country Risk Early Warning System (CREWS) is
the principal process for tracking a deterioration in risk
indicators and has worked effectively during the year. CREWS
is a triage system which categorises countries based on a
combined assessment of the likelihood of a downgrade and
the financial impact of a potential downgrade. Markets in the
highest risk category are subject to enhanced monitoring of
qualitative and quantitative risk triggers’ and we have
exposure management strategies in place for the highest
risk markets.
We continue to scan the horizon for topical and emerging
risks and collaborate with internal and external partners to
mitigate risks as they are identified. Further details on how
we manage topical and emerging risks can be found on
pages 48 to 51.
Standard Chartered – Annual Report 2022Strategic reportRisk overview Asset quality has been maintained, though we remain
vigilant in the face of volatile global markets. We continue
to demonstrate resilience as evidenced by strong capital
and liquidity metrics. Non-financial risks areas such as Fraud,
Data Management, Information and Cyber Security, Third
Party, Technology, People and Change Management remain
heightened. We continue to enhance our operational
resilience and defences against these risks through vigorous
enhancement programmes. We remain vigilant of sovereign
risks and challenges in the property sector in China and
we continue to closely monitor and manage these across
the Group.
For our Corporate, Commercial and Institutional Banking
(CCIB) business, we have identified vulnerable sovereigns with
triggers and have an action plan for exposure management
based on such triggers. We have closely monitored our clients
that may face difficulties on account of increasing interest
rate, foreign exchange movements, commodity volatility or
increase in price of essential goods. Stress tests and portfolio
reviews are also done to identify vulnerable exposures. These
exposures are then tracked through our well-established
Early Alert monitoring process. Actions which may be required
if geo-political risks occur are also tracked so that the Group
could act quickly if these events do occur.
For our Consumer, Private and Business Banking (CPBB)
business, the key focus in 2022 was on the potential wider
effects of the deteriorating economic conditions across our
markets. While CPBB conducts its business mainly in local
currency, the continued strength of the US dollar has an
impact in our markets across Asia, Africa and the Middle East
and we have been monitoring the potential secondary
impacts of a decline in sovereign credit quality in some of our
markets. For our consumer credit portfolios, we have been
monitoring the impact on customer affordability through
interest rate sensitivity analysis and tracking consumer price
indices across our key markets. In our Business Banking
portfolios, we have been focused on the risks to our clients
associated with vulnerability to commodity supply chain
issues, spikes in input costs and the effect of an overall decline
in global demand. For Wealth Lending, which is secured by
a largely liquid collateral pool, we have been proactively
managing the portfolio through the continued market
volatility and monitoring for horizon risks to the collateral,
such as reduced corporate earnings in the event of recession.
Where appropriate, we have tightened underwriting policies
and collateral acceptance criteria.
An update on our key risk priorities
2022 continued to present a challenging risk landscape,
however, we faced this from an intrinsically strong position.
Our risk management approach is at the heart of our
business and is core to us achieving sustainable growth and
performance. We have made progress on our key priorities,
these being:
Strengthening the Group’s risk culture and conduct: We
remain committed to promoting a healthy risk culture and
driving the highest standards of conduct. Both risk culture
and conduct are integral components of our Enterprise Risk
Management Framework (ERMF). Our ERMF sets out the
guiding principles for our colleagues, enabling us to have
integrated and holistic risk conversations across the Group
and the three lines of defence. It underpins an enterprise
level ability to identify and assess, openly discuss, and take
prompt action to address existing and emerging risks.
Senior management across the Group promote a healthy
risk culture by rewarding risk-based thinking (including in
remuneration decisions), challenging the status quo, and
creating a transparent and safe environment for employees
to communicate risk concerns. We strive to uphold the highest
standards of conduct through delivery of conduct outcomes,
acknowledging that while incidents cannot be entirely
avoided, the Group has no appetite for wilful or negligent
misconduct. More broadly, we are continuing to focus on
strengthening first-line Conduct Risk ownership, drawing
enhanced Conduct Risk insights through the development
of conduct analytics as part of the new Conduct Risk
management standard. Furthermore, we have uplifted the
Group Conduct Risk Management approach which has been
achieved through a combination of providing better tools
to enable consistent Conduct Risk oversight, increased
engagement with the first and second line and targeted
campaigns to improve Conduct Risk awareness across the
Group. As Conduct Risk may arise from anywhere in the Group
at any time, conduct outcomes should always be considered
when material strategic decisions are made that may impact
clients, investors, shareholders, counterparties, employees,
markets, competition and the environment. The Group is also
working towards complying with the UK Consumer Duty
requirements for in-scope clients; these requirements set
higher and clearer standards of consumer protection.
43
Standard Chartered – Annual Report 2022Strategic report Continuous enhancement of our information and cyber
security (ICS) capabilities and governance: We have
refreshed the Group ICS Risk Strategy by updating our ICS
Target Operating Model to increase focus on accountability,
risk ownership, change management and executive
empowerment. Our Board is regularly engaged on our
approach to managing ICS Risks and we have appointed
an ICS Risk Special Advisor to the Board. We also perform
table-top cyber crisis testing exercises to ensure a consistent
view on how to respond to cyber incidents.
To assess the security of our ICS systems and processes, our
ICS capabilities include a formal process for internal controls
testing, vulnerability assessments and penetration testing
(an authorised simulated attack on a computer system,
performed to evaluate the security of the system). We
continue to deploy the Threat Scenario-led Risk Assessment
which enables a more dynamic threat-led identification and
management of ICS Risk by our businesses. Our ICS policies
and standards are also aligned to a number of best practice
global guidance, and we remain watchful on proposed
new guidance.
Our ICS training programme includes annual mandatory
learning and phishing readiness exercises, along with ongoing
thematic campaigns which highlight the most prevalent
threats and risks that colleagues face. We also deliver regular
Group Board training on ICS risks. In addition to general ICS
awareness, colleagues in roles identified as critical have
additional training linked to their responsibilities.
Managing Climate Risk: Managing the risks from climate
change is a core element of our strategy and Stands. We have
made good progress this year in embedding Climate Risk
considerations across the impacted Principal Risk Types. By
using the results from our scenario analysis, we are building
a good understanding of the markets and industries where
the effects of climate change will have the greatest impact.
Climate Risk assessments are now considered as part of
Reputational and Sustainability transaction reviews for
impacted clients in high-carbon sectors, and integrated into
the credit application process for approximately 70 per cent
of our corporate client exposure and the physical risk
identification of our CPBB mortgage portfolios in our largest
markets. As part of our ongoing academic partnership with
Imperial College London, we supported new climate research
on the range of opportunities that exist for private investors in
nature related investments and cross-sectoral implications of
electrification of transport in India. Key focus areas for 2023
include establishing and clarifying the linkages between
net-zero portfolio management across high transition risk
sectors and the impact thereof on Credit Risk parameters,
building and embedding our in-house Climate Risk models,
training and education, and working with our data providers
and clients. All of these support the Group’s commitments
made as part of Accelerating Zero.
More details can be found at
sc.com/sustainability and sc.com/tcfd
Further details on our overall approach to net zero
can be found at sc.com/netzero
Managing our environmental, social and governance (ESG)
risk: We continue to advance risk management across the
organisation in both our CCIB and CPBB client segments with
end-to-end reviews of inherent risks and controls in line with
our internal Environmental and Social Risk Catalogue. In
keeping with our sustainable and transition finance goals,
our risk management approach seeks to ensure that our
Green, Sustainable and Transition Finance labels reflect the
standards set out in our Green and Sustainable Product
Framework, Transition Finance Framework and Task Force
on Climate-related Financial Disclosures (TCFD).
Managing Financial Crime Risk: The Group is managing its
financial crime risk within acceptable levels as assessed under
the Group’s risk assessment measures, including the Financial
Crime Risk Type Framework, Risk and Control Self-Assessments
and assurance reviews. However, some issues in 2022 have
required remedial actions in order to avoid an unacceptable
increase in Financial Crime Risk in certain areas. Russia-related
sanctions have continued to escalate and are increasingly
complex in nature to operationalise. While the Group has
limited direct exposure to Russia-related sanctions, we
continue to monitor and respond to changing sanction
requirements. The Group continues to build and maintain
partnerships with industry, government and the third sector
to build consensus on effective efforts to combat financial
crime and the damages it causes.
More information about the Group’s commitment to fighting
financial crime can be found at sc.com/fightingfinancialcrime
Technology and Innovation: Our technology capabilities are
delivering our strategy of being a digital driven second-line of
defence function, supporting first-line driven risk management
processes. We have expanded our Climate Risk reporting
capabilities and integrated ESG factors to help streamline risk
assessment across the client lifecycle. We have automated
the model development lifecycle with a digitised model
inventory and approval workflow, and have deployed a single
platform to support standardised model creation, review and
validation. We have continued to expand our Enterprise
Governance, Risk and Compliance with automated workflows
in Operational Risk, Business Continuity, Assurance, and BCBS
239 assessments and peer reviews. Policy documentation
management has been transitioned to a new platform and
a significantly improved user experience. The Group Risk
assessment process has been transitioned to a Big Data
technology stack that utilises data more effectively and
improves assessment turnaround time. We continue to build
more intelligence into our self-service and case management
tooling. The ASK Compliance platform serves as a single
portal, where the first line of defence and our employees get
answers to simple compliance queries using self-service
tools, with an enhanced user experience launched in 2022.
We will prioritise integrating relevant risk use cases into the
existing self-service tools in 2023. Advisor Connect which is
a configurable case management framework launched in
Q3 2022 provides an auditable, consolidated view of cases
and serves as a knowledge repository for the advisory teams.
Advisor Connect is planned to be rolled out to prioritised
group and country CFCC teams in 2023.
44
Standard Chartered – Annual Report 2022Strategic reportRisk overview We continuously enhanced the country regulatory obligation
management to improve the user experience. We continue
to explore the application of emerging technologies such as
Artificial Intelligence, Machine Learning and Application build
through configuration and remain focused on streamlining
the identification of new regulations through horizon
scanning, tracking amendments to existing regulations, and
automating the mapping and impact analysis to policies and
processes. Surveillance platforms are continuously enhanced
with supervised model-based monitoring and voice and
multilingual monitoring capabilities.
Digitalisation and technological developments remain key
items on the Group’s agenda as we pursue the execution of
the Group’s strategy. We continue to ensure that our control
frameworks and risk appetite evolve accordingly to keep pace
with new business developments and asset classes.
Embedding and strengthening Digital Asset Risk
management capabilities: The Group recognises the
increasing prevalence of digital asset activity and associated
risks. At present, the Group has very limited, and immaterial,
direct exposure to digital asset related activity. Any potential
increase in activity or exposures will be subject to detailed
review and enhanced due diligence in accordance with
the Group’s Digital Asset Risk Management Approach.
Notwithstanding the limited exposure, as a regulated global
Bank with digital asset capabilities, we continue to strengthen
our Digital Asset Risk management capabilities under the
ERMF, with consideration given to learnings from existing
initiatives as well as external market developments.
Our risk profile and performance in 2022
The proportion of the Group’s gross loans and advances to
customers in stage 1 has remained stable at $295.2 billion or
93 per cent (31 December 2021: $279.2 billion or 92 per cent)
reflecting our continued focus on high-quality origination.
Overall stage 2 gross loans and advances to customers
decreased by $3.8 billion to $13.0 billion driven by CCIB due
to exposure reductions and rating upgrades in Transport,
telecom and utilities sectors, $1 billion decrease in the Energy
sector, offset by increase in stage 2 in China commercial real
estate. Stage 3 loans decreased by $0.2 billion to $7.9 billion
(31 December 2021: $8.1 billion) primarily as repayments,
client upgrades and write-offs more than offset new inflows,
including those relating to the sovereign ratings downgrade
of Ghana and Sri Lanka and the China commercial real estate
sector. The stage 3 cover ratio of 57 per cent was lower by
1 percentage point, while the cover ratio post collateral at
76 per cent increased by 1 percentage point.
In 2022, we have seen a 10 per cent decrease in Early Alerts
exposure (31 December 2022: $5.0 billion, 31 December 2021:
$5.5 billion), reflecting the net impact of regularisations of
accounts back into non-high-risk categories, net impact of
downgrades into credit grade 12 and exposure reductions
partly offset by new inflows. Credit grade 12 balances
decreased to $1.6 billion (31 December 2021: $1.7 billion) as the
sovereign ratings downgrade of Pakistan was more than
offset by downgrades into stage 3 primarily as a result of Sri
Lanka and Ghana sovereign ratings downgrade. The Group
remains vigilant in view of persistent challenging conditions
in some markets and sectors.
The overall CPBB portfolio remains 86 per cent fully secured
(31 December 2021: 86 per cent), with average residential
mortgage loan-to-value (LTV) at 44.7 per cent (31 December
2021: 41.1 per cent). The portfolio has remained resilient with
overall 30+ days past due across our programme lending
segments at 0.58 per cent, which is consistent with pre-
pandemic credit performance.
The percentage of investment-grade corporate exposure
has also increased to 76 per cent compared with 69 per cent
from 31 December 2021, reflecting the increase in reverse
repurchase agreements held to collect and some increase
in exposures to investment grade clients. Exposure to our
top 20 corporate clients as a percentage of Tier 1 capital
has increased to 65 per cent (31 December 2021: 61 per cent),
driven by increased exposure to investment grade clients.
Key indicators
Group total business1
Stage 1 loans ($ billion)
Stage 2 loans ($ billion)
Stage 3 loans, credit-impaired ($ billion)
Stage 3 cover ratio
Stage 3 cover ratio (including collateral)
Corporate, Commercial & Institutional Banking
Investment grade corporate net exposures as a percentage of total corporate net exposures
Loans and advances maturing in one year or less as a percentage of total loans and advances
to customers
Early alert portfolio net exposures ($ billion)
Credit grade 12 balances ($ billion)
Aggregate top 20 corporate net exposures as a percentage of Tier 1 capital2
Collateralisation of sub-investment grade net exposures maturing in more than one year
Consumer, Private & Business Banking
2022
316.1
295.2
13.0
7.9
57%
76%
76%
65%
5.0
1.6
65%
53%
2021
304.1
279.2
16.8
8.1
58%
75%
69%
66%
5.5
1.7
61%
49%
Loan-to-value ratio of Consumer, Private & Business Banking mortgages
44.7%
41.1%
1 These numbers represent total gross loans and advances to customers
2 Excludes reverse repurchase agreements
45
Standard Chartered – Annual Report 2022Strategic report The Group’s ongoing credit impairment was a net charge of $838 million (31 December 2021: $263 million), including a $83 million
charge split across CCIB and Central and other items segments relating to sovereign ratings downgrade of Pakistan into credit
grade 12. The impairment charge includes $582 million in relation to China commercial real estate sector and $283 million in
relation to sovereign downgrades, partly offset by releases in the management overlay relating to COVID-19.
CCIB stage 1 and 2 impairments of $148 million are driven by China commercial real estate downgrades, including a $78 million
increase for China commercial real estate overlay and sovereign downgrades in Africa and the Middle East which is offset by
a $102 million full release of COVID-19 overlay. Stage 3 impairment of $279 million is largely from China commercial real estate
downgrades, clients’ rating changes due to the Sri Lanka and Ghana sovereign rating downgrade, offset by releases and
repayments of a few notable clients.
CPBB charge decreased by $20 million to $262 million (31 December 2021: $282 million). Stage 1 and 2 charge increased by
$121 million to $150 million (31 December 2021: $29 million). Stage 3 charge decreased by $141 million to $112 million (31 December
2021: $253 million) as markets returned to normalised flows following the expiry of the majority of COVID-19 relief schemes in
2021. In 2022, there were increased charges for Korea and Taiwan due to worsening macroeconomic forecasts, as well as China
due to portfolio maturity and book growth. This was offset by a net release of $110 million (31 December 2021: $15 million) in
management overlays and a $25 million release from significant increase in credit risk methodology changes and model
updates largely in the Asia region.
Ventures impairment charge increased by $13 million to $16 million (31 December 2021: $3 million) due to book growth in
Mox Bank and Trust Bank Singapore.
Central and other items stage 1 and 2 impairments of $95 million were driven by the sovereign downgrades in Asia. Stage 3
impairment charge of $38 million was driven by the sovereign rating downgrade of Ghana and Sri Lanka.
Credit impairment
Ongoing business portfolio
Corporate, Commercial &
Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & other items
Credit impairment charge/(release)
Restructuring business portfolio
Others
Credit impairment charge/(release)
Total credit impairment charge/
(release)
Stage 1 & 2
$million
2022
Stage 3
$million
Total
$million
Stage 1 & 2
$million
2021
Stage 3
$million
Total¹
$million
148
150
13
95
406
(2)
(2)
279
112
3
38
432
–
–
427
262
16
133
838
(2)
(2)
404
432
836
23
29
3
23
78
(2)
(2)
76
(67)
253
–
(1)
185
(7)
(7)
178
(44)
282
3
22
263
(9)
(9)
254
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
The average level of total trading and non-trading Value at Risk (VaR) in 2022 was $52.5 million, 4.2 per cent lower than 2021
($54.8 million). The actual level of total trading and non-trading VaR as at the end of the 2022 was $55.8 million, 28.6 per cent
higher than 2021 ($43.4 million), due to an increase in market volatility in H2 2022, driven by a number of Central Banks
increasing interest rates to curb inflation.
Our Group liquidity coverage ratio (LCR) is 147 per cent (31 December 2021: 143 per cent) with a surplus to both Risk Appetite and
regulatory requirements. The Group’s advances-to-deposits ratio has decreased from 59.1 per cent to 57.4 per cent, driven by a
reduction of 2 per cent in our customer deposits and 5 per cent in customer loans and advances.
Our Common Equity Tier 1 (CET1) ratio is 14.0 per cent (31 December 2021: 14.1 per cent). Further details can be found in the
Capital Review section (page 320).
Further details of the risk performance for 2022 are set out in the Risk profile section
46
Standard Chartered – Annual Report 2022Strategic reportRisk overview An update on our risk management approach
Our ERMF outlines how we manage risk across the Group, as well as at branch and subsidiary level1. It gives us the structure to
manage existing risks effectively in line with our Risk Appetite, as well as allowing for holistic risk identification.
Principal and Integrated Risk Types
Principal risks are risks inherent in our strategy and business model. These are formally defined in our ERMF which provides
a structure for monitoring and controlling these risks through the Board-approved Risk Appetite. We will not compromise
adherence to our Risk Appetite in order to pursue revenue growth or higher returns. The table below provides an overview of
the Group’s principal and integrated risks and risk appetite statement. In addition to principal risks, the Group has defined a
Risk Appetite Statement for Climate Risk.
Principal Risk Types
Credit Risk
Traded Risk
Treasury Risk
Operational and Technology Risk
Information and Cyber Security
(ICS) Risk
Compliance Risk
Financial Crime Risk
Model Risk
Reputational and
Sustainability Risk
Risk Appetite Statement
The Group manages its credit exposures following the principle of diversification across
products, geographies, client segments and industry sectors.
The Group should control its financial markets activities to ensure that Traded Risk losses do not
cause material damage to the Group’s franchise.
The Group should maintain sufficient capital, liquidity and funding to support its operations,
and an interest rate profile ensuring that the reductions in earnings or value from movements
in interest rates impacting banking book items do not cause material damage to the Group’s
franchise. In addition, the Group should ensure its Pension plans are adequately funded.
The Group aims to control Operational and Technology Risks to ensure that operational losses
(financial or reputational), including any related to conduct of business matters, do not cause
material damage to the Group’s franchise.
The Group has zero appetite for very high ICS residual risks and low appetite for high ICS residual
risks which result in loss of services, data or funds. The Group will implement an effective ICS
control environment and proactively identify and respond to emerging ICS threats in order to
limit ICS incidents impacting the Group’s franchise.
The Group has no appetite for breaches in laws and regulations related to regulatory non-
compliance; recognising that while incidents are unwanted, they cannot be entirely avoided.
The Group has no appetite for breaches in laws and regulations related to financial crime,
recognising that while incidents are unwanted, they cannot be entirely avoided.
The Group has no appetite for material adverse implications arising from misuse of models or
errors in the development or implementation of models, while accepting model uncertainty.
The Group aims to protect the franchise from material damage to its reputation by ensuring
that any business activity is satisfactorily assessed and managed by the appropriate level of
management and governance oversight. This includes a potential failure to uphold responsible
business conduct or lapses in our commitment to do no significant environmental and
social harm.
Integrated Risk Types
Risk Appetite Statement
Climate Risk
Digital Asset Risk
Third-Party Risk
The Group aims to measure and manage financial and non-financial risks from climate change,
and reduce emissions related to our own activities and those related to the financing of clients,
in alignment with the Paris Agreement.
This Integrated Risk Type is currently supported by Risk Appetite metrics embedded within
relevant Principal Risk Types.
This Integrated Risk Type is currently supported by Risk Appetite metrics embedded within
relevant Principal Risk Types.
1 The Group’s Risk Management Framework and System of Internal Control applies only to wholly controlled subsidiaries of the Group, and not to Associates, Joint
Ventures or Structured Entities of the Group.
47
Standard Chartered – Annual Report 2022Strategic report Topical and
Emerging Risks
Topical Risks refer to themes that may have emerged but are
still evolving rapidly and unpredictably, while Emerging Risks
refer to unpredictable and uncontrollable outcomes from
certain events which may have the potential to adversely
impact our business.
High inflation and US dollar strength
Inflation is now a global concern and a top policy issue in
many countries which are experiencing the highest inflation
levels in decades. Prices have surged due to a combination of
customer demand and supply shortages.
As part of our continuous risk identification process, we have
updated the Group’s Topical and Emerging Risks (TERs) from
those disclosed in the 2021 Annual Report. We summarise
these below, outlining the risk trend changes since the end of
2021, and the mitigating actions we are taking based on our
current knowledge and assumptions. This reflects the latest
internal assessment as performed by senior management.
The TER list is not exhaustive and there may be additional
risks which could have an adverse effect on the Group. Our
mitigation approach for these risks may not eliminate them
but shows the Group’s awareness and attempt to reduce or
manage the risk. As certain risks develop and materialise over
time, management will take appropriate steps to mitigate the
risk based on its impact on the Group.
The key changes to the TERs since the 2021 Annual Report are
as follows.
• We have added two new TERs: “High inflation and US dollar
strength” and “Global economic downturn risk”. This reflects
that continued inflation and consequent rate hikes will
impact global growth, with a chance of global recession
in 2023.
• “Energy security” has been broadened to “Energy security
and shifting political alliances” to reflect those practicalities
around energy security, that may reshape some political
relationships, with a shift in power towards exporters.
• “Supply chain dislocations” has been renamed as
“Extended supply chain issues and key material shortages”
due to continuing supply shortages and restrictions of
some exports, the impact of Russia-Ukraine war and
China-US rivalry, and the push for sustainable alternative
supply chains.
• “Social unrest” and “Adapting to endemic COVID-19
and a K-shaped recovery” are no longer presented as
independent TERs; rather they are now considered as
drivers for other overarching themes.
Macroeconomic and Geopolitical Considerations
There is interconnectedness between risks due to the
importance of US dollar financing conditions for global
markets, and the global or concentrated nature of key supply
chains for energy, food, semi-conductors and rare metals. The
Group is exposed directly through investments, or indirectly
through its clients to these risks. While the main risk impacts
are financial, other ramifications may exist, for example,
reputational, compliance or operational considerations.
The Federal Reserve’s sustained fight against US inflation
has led to US dollar appreciation against many other global
currencies. This increases global import costs and debt
servicing costs on US dollar denominated debt. There have
been widespread price corrections for some asset classes.
Some markets, especially emerging markets, have limited
options to defend their currencies without causing other
detrimental effects.
The operating environment is likely to be testing for the
Non Bank Financial Institutions (NBFIs) sector; segments
within it could find it challenging to manage liquidity, credit,
refinancing and market risk. The Archegos collapse of 2021
and the liability-driven investments volatility are the most
notable recent examples. There are heightened expectations
from major regulators with regard to the management of
NBFI risks.
Price inflation for essential goods, such as food and fuel has
prompted a cost-of-living crisis across both developed and
emerging markets in which the Group operates. This has
sparked social unrest in some countries, with a heightened
risk in emerging markets which experience disproportionate
effects. However, the impact is felt across a wider bracket,
including the vast global middle class, which raises the threat
of instability, even in traditionally less volatile countries.
Global economic downturn risk
Continued tightening of monetary policy to combat
inflation in developed markets has contributed to the
possibility of a global recession in 2023. Higher rates could
increase debt distress levels across both developed and
emerging economies.
Global growth slowed to 3.4 per cent in 2022, with the outlook
for 2023 growth remaining muted at 2.9 per cent. Although
China’s reopening could lead to a faster than expected
recovery, supply chain bottlenecks remain and severe
COVID-19 outbreaks could lead to a reversal. Geopolitical
escalation could also limit the speed of recovery, and supply
chain restrictions may lead to deglobalisation and less
efficient international trade.
The Group is exposed to downturns in China, such as observed
turbulence in the property development sector.
48
Standard Chartered – Annual Report 2022Strategic reportRisk overview Expanding array of global tensions
The Russia-Ukraine war has catalysed a fundamental shift in
power dynamics with a demarcation of underlying political
alliances. Pressure is mounting on Russia, which may lead to
increasingly desperate military and political actions.
This could lead to a shift in supply chains for the future, with
increased contingency costs and production potentially
moving closer to consumers. This is further compounded by
increased scrutiny around the environmental and social
impacts of supply chains.
Relations between China and other developed markets,
particularly in the West, remain fragile, with sanctions being
imposed by both sides. Increasing technological restrictions
and potential escalations in relation to Taiwan’s sovereignty
are among a number of flashpoints. Economic geopolitical
actions could also escalate distrust, decoupling, and increase
inefficient production, potentially generating further
inflationary pressures.
Election wins for extremist parties in a number of countries are
adding to increased vulnerability and volatility – especially as
economics is becoming subservient to politics. Volatility in
traditionally stable economies could cause further disruption.
Rivalry between the United States and China may have
structural, operational and strategic impacts on business
models for companies that straddle both.
Emerging markets sovereign risk
Emerging markets have been squeezed by escalating oil and
food prices, high interest rates and the legacy of COVID-19 on
key industries such as tourism.
Distress has already been observed across several of the
Group’s footprint markets, including defaults in Sri Lanka and
Ghana, political instability in Pakistan, high inflation in Türkiye,
and issues across Africa, particularly economies that are
sensitive to fuel prices.
For some countries with fragile governance frameworks, there
is a heightened risk of failure to manage social demands,
which might culminate in increased political vulnerability.
Furthermore, food and energy security challenges have the
potential to drive other social impacts.
Tightening of financial conditions in developed markets has
also led to local currency depreciations against the US dollar,
increasing debt servicing costs, and potentially restricting
debt re-financing. Foreign Exchange reserves have already
been heightened depleted in some markets, and local
monetary policy may undermine already weak growth.
Extended supply chain issues and key material shortages
Demand and supply imbalances in global supply chains have
become persistent as they are increasingly structural in nature.
The main dislocations are linked to conflict and political
restrictions on trade or investment. Repercussions range from
companies that are a party in the particular supply chain, to
end consumers and sovereigns.
Concentrated impacts to specific key industries such as
semi-conductors can have contagion effects. Political
wrangling over technological supremacy further increases
the risk of market disruption and a retreat from globalisation.
Potential targeted restrictions on semiconductors could lead
to complete restructuring of global supply chains, impacting
most sectors.
Energy security and shifting political alliances
The Russia-Ukraine war has exacerbated an already strained
energy supply model in developed markets, spurring a rapid
pivot away from traditional supply lines. This came amid
already increased tensions between nations as negotiating
power shifted towards energy exporters.
Rising energy prices and potential supply shortfalls may cause
a rise in social unrest, especially in countries where there is
high dependence on energy imports.
In the wake of the conflict, a trade-off between pragmatism
and environmentalism has materialised, with significant
divergence as some countries have embraced the renewables
opportunity while others have reversed, with rollbacks of
green policies observed in some markets. Policymakers must
balance supply and price pressures with climate goals, with a
heightened risk of short term crises diverting attention and
resources away from longer term required climate action.
Rising material costs will also impact renewable energy
development, potentially slowing the transition. The Group’s
plans for sustainable finance business growth could be
achieved at a slower than expected pace.
How these risks are mitigated/next steps
• We conduct thematic stress tests and portfolio reviews at a
Group, country, and business level to assess the impact of
extreme but plausible events and manage the portfolio
accordingly.
• Vulnerable sectors are regularly reviewed and exposures to
these sectors are managed as part of Credit Risk reviews.
• Sovereign ratings, exposures, outlooks and country risk
limits are regularly monitored, and mitigating actions taken
as required.
• Exposures that may result in material credit impairment
and increased risk-weighted assets are closely monitored
and managed.
• We utilise Credit Risk mitigation techniques including credit
insurance and collateral.
• We track the participation of our footprint countries in
G20’s Common Framework Agreement and Debt Service
Suspension Initiative for Debt Treatments and the
associated exposure.
• We remain vigilant in monitoring geopolitical relationships.
Increased scrutiny is applied when onboarding clients in
sensitive industries and in ensuring compliance with
sanctions.
49
Standard Chartered – Annual Report 2022Strategic report Environmental and Social Considerations
Technological Considerations
ESG stakeholder expectations
Environmental targets are becoming embedded in global
business models, with increased pressure to set ambitious
sustainability goals or apply more restrictions on financing to
sensitive sectors.
There is also an increase in stakeholder expectations
around fair and balanced disclosures, including marketing
campaigns. Scrutiny around greenwashing has accelerated
with various regulatory developments, such as the Financial
Conduct Authority’s consultation on anti-greenwashing rules.
There is fragmentation in the pace and scale of adoption
and regulation around the world, which adds complexity
in managing a global business. Fragmentation in ESG
taxonomies may also lead to unintended consequences,
including misallocation of capital, political and litigation risks.
Human rights concerns are increasing in focus with scope
expanding beyond direct abuses to cover other areas such
as data management, technological advancement, and
supply chains.
There are risks if the Group is required to adapt to new
fragmented regulations quickly, as well as meeting publicly
stated sustainability goals and helping clients transition.
How these risks are mitigated/next steps
• Increased scrutiny is applied to environmental and social
standards when providing services to clients.
• We monitor regulatory developments in relation to
sustainable finance and ESG risk management and provide
feedback on consultations bilaterally and through industry
groups on emerging topics.
• We focus on minimising our environmental impact and
embedding our values through our Position Statements for
sensitive sectors and a list of prohibited activities that the
Group will not finance.
• We are integrating the management of greenwashing
risks into our Reputational and Sustainability Risk Type
Framework, policies and standards. Green, Sustainable
and Transition Finance labels for products, clients and
transactions reflect the standards set out in our Green
and Sustainable Product Framework, Transition Finance
Framework and TCFD reporting. We regularly review these
frameworks and annually obtain external verification on the
Sustainable Finance asset pool.
• The Group is committed to respecting universal human
rights and we assess our clients and suppliers against
various international principles, as well as through our
social safeguards and supplier charter. More details can
be found in our Modern Slavery Statement and Human
Rights Position Statement.
• Detailed portfolio reviews and stress tests are conducted to
test resilience to climate-related risks, in line with applicable
regulatory requirements.
• Work is under way to embed Climate Risk considerations
across all relevant Principal Risk Types. This includes stress
testing/scenario analysis, integration of client Climate Risk
assessments within the Credit process, building an internal
modelling capability and linkages with our net zero targets
to understand the financial risks and opportunities from
climate change.
Data and Digital
Regulatory requirements and client expectations relating to
data management and quality, including data protection and
privacy, data sovereignty, the use of Artificial Intelligence (AI)
and the ethical use of data are increasing. Regulation is also
becoming more fragmented and complex, requiring more
resources to ensure ongoing compliance.
Geopolitical tensions have added impetus to data
sovereignty legislation, sometimes extraterritorial in nature.
There can also be conflicting guidance within the same
jurisdiction. There is heightened focus on economic sanctions
and financial crime controls, reinforcing the need for robust
control frameworks.
Data protection risks are increasingly driven by highly
organised and sophisticated threat actors, with
developments such as ransomware available as a service.
Data is becoming more concentrated in the hands of
governments and big private companies, with relatively
few providers of new technologies such as cloud services.
Some third parties are reluctant to disclose AI model details,
citing intellectual property, which increases model risk.
A balance between resilience and agility is required, as new
technologies are onboarded while existing systems are
maintained. Clear ownership, frameworks and oversight
of new technologies is also required.
How these risks are mitigated/next steps
• We monitor regulatory developments in relation to all
aspects of data management, taking into account country
specific requirements. We take a holistic view across data
risks to facilitate an efficient and comprehensive risk
control environment.
• We have established a Data Management and Privacy
Operations team to assist with compliance with data
management regulations. This includes a dedicated
AI governance forum which includes review of third
party solutions.
• We have an inflight programme of work to drive
compliance to BCBS 239 requirements on effective risk
data aggregation and risk reporting.
• We continue to deliver new controls and capabilities to
increase our ability to identify, detect, protect and respond
to ICS threats.
New business structures, channels and competition
Failure to harness new technologies and new business models
would place banks at a competitive disadvantage. However,
these innovations require specialist skills, present new vectors
for threats to materialise and require robust risk assessment
accordingly. Differing access to new developments will also
cause divergence and inequality to grow across countries and
social groups.
Digital assets are gaining adoption and linked business
models continue to increase in prominence. These present
material opportunities for businesses and consumers, as well
as potential risks as the space evolves, as evidenced by the
collapse of Futures Exchange (FTX) and other recent events,
further exacerbating digital asset market volatility.
Increasing use of partnerships and alliances increases
exposure to third-party risk. There is also risk of inadequate
risk assessments of new and unfamiliar activities.
50
Standard Chartered – Annual Report 2022Strategic reportRisk overview How these risks are mitigated/next steps
• We monitor emerging trends, opportunities and risk
developments in technology that may have implications
for the banking sector.
• Enhanced digital capabilities have been rolled out in CPBB,
particularly around onboarding, sales, and marketing.
• A Digital Asset Risk Management Approach and policy has
been implemented. This is regularly updated in response to
evolving digital assets market activity.
• Strategic partnerships and alliances are being set up with
Fintechs to enhance our competitiveness.
People Considerations
Talent pool of the future
The expectations of the workforce, especially skilled
workers, are significantly shifting. The COVID-19 pandemic
accelerated changes on how people work, connect and
collaborate, with expectations on flexible working now a
given. The focus is increasingly on ‘what’ work people do and
‘how’ they get to deliver it, which are becoming differentiators
in the war for future skills. There is greater desire to seek
meaning and personal fulfilment at work that is aligned to
individual purpose.
These trends are even more distinct among Millennials and
Gen Zs who make up an increasing proportion of the global
talent pool, and as digital natives also possess the attributes
and skills we seek to pursue our strategy.
With attrition increasing year on year, to sustainably
attract, grow and retain talent, we must continue to invest
in and further strengthen our Employee Value Proposition
(EVP), through both firm-wide interventions as well as
targeted action.
How these risks are mitigated/next steps
• Our culture and EVP work is designed to address the
emerging expectations of the diverse talent we seek.
The quarterly Brand and Culture Dashboard monitors our
D&I Index and colleagues’ perceptions of our EVP and
whether we are living our Valued Behaviours. Local
Management teams discuss the dashboard to identify
actions, supported by a central library of interventions
from across the Group.
• Our Future Workplace Now programme, which formalises
hybrid working where suitable, has been rolled out across
43 markets, and 78 per cent of colleagues in these markets
are now on flexi-working arrangements. We continue to
monitor for potential people risks, and mitigating actions
include hybrid learning festivals, watercooler moments
toolkits, a social connections platform and people
leader guidance.
• We are undertaking a multi-year journey of developing
future-skills by creating a culture of continuous learning,
to balance between ‘building’ and ‘inducting’ skills. We are
deploying technology that democratises access to learning
content and developmental experiences.
• To address our talent pool’s increased expectations of us
being purpose-led, we have published our Stands which
guide our strategy.
51
Standard Chartered – Annual Report 2022Strategic report Strategic report
Stakeholders and Sustainability
Stakeholders and
Sustainability
54
Stakeholders
64
Sustainability
66
Accelerating Zero: Our approach
to climate change
76
Reducing our emissions
90 Mitigating Environmental and Social Risk
113 Governance of our Sustainability Agenda
[[Going net zero
in 275 branches]]
In 2022, we created 275 net zero
branches in India, China and Hong
Kong, and certified 120 sites in Asia
and two in Africa as being free of
single-use plastic. We are continuing to
invest in transitioning our branches to
net zero with all new properties built
and designed for True Zero Waste and
zero emissions impact. Our aim is to
have all property transitioned to net
zero by 2025, including branches.
Read more online at sc.com/netzero
52
Standard Chartered – Annual Report 2022
S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
Standard Chartered – Annual Report 2022
53
Stakeholders
As an international bank
operating in 59 markets,
stakeholder engagement
is crucial in ensuring we
understand local, regional
and global perspectives
and trends which inform
how we do business.
Our stakeholders
Clients
Regulators and governments
Investors
Suppliers
Society
Employees
54
This section forms our Section 172 disclosure,
describing how the directors considered the
matters set out in section 172(1)(a) to (f) of the
Companies Act 2006. It also forms the directors’
statement required under section 414CZA of
the Act.
See the following pages for:
• How we engage stakeholders to understand their interests
See pages 55 to 63
• How we engage employees and respond to their interests
See pages 60 to 63
• How we respond to stakeholder interests through
sustainable and responsible business
See pages 64 to 113
Detailed information about how the Board engages directly
with stakeholders and shareholders can be found in the
Director’s report on pages 134 to 231.
Examples of a selection of the Board’s principal decisions are
included throughout this section.
This section also forms our key non-financial disclosures in
relation to sections 414CA and 414CB of the Companies Act
2006. Our non-financial information statement can be found
at the end of this section on page 124.
[[Helping Ismail
build skills with
Futuremakers]]
In March 2022, Ismail, a graduate with cerebral
palsy, became a Futuremaker in our first economic-
empowerment project for young people with disabilities
in Pakistan.
The training helps learners like Ismail build the skills and
confidence they need to make smart career choices and
enter employment.
Ismail completed the training and entrepreneurship
modules and applied his learning to ace an interview and
land his first paid job at a government agency.
Standard Chartered – Annual Report 2022Strategic reportStakeholders Listening and responding to stakeholder
priorities and concerns is critical to achieving
our Purpose and delivering on our brand
promise, here for good. We strive to maintain
open and constructive relationships with
a wide range of stakeholders including
regulators, lawmakers, clients, investors,
civil society and community groups.
In 2022, we made improvements to some of our feedback
processes, so that client needs could be addressed by
relationship managers as they emerged. Our engagement
took many forms, including one-to-one sessions using online
channels and calls, virtual roundtables, written responses and
targeted surveys. These conversations, and the issues that
underpin them, help inform our business strategy and support
us to operate as a responsible and sustainable business.
Stakeholder feedback, where appropriate, is communicated
internally to senior management through the relevant forums
and governing committees such as the Sustainability Forum,
and to the Board’s Culture and Sustainability Committee
(CSC) which oversees the Group’s approach to its main
relationships with stakeholders.
We communicate progress regularly to external stakeholders
through channels such as sc.com, established social media
platforms and this report. More detailed information on
material sustainability topics can be found in our
Sustainability section on pages 64 to 124.
Clients
How we create value
We want to deliver easy, everyday banking solutions to our
clients in a simple and cost-effective way with a great
customer experience. We enable individuals to grow and
protect their wealth; we help businesses trade, transact,
invest and expand; and we help a variety of financial
institutions, including banks, public sector and development
organisations, with their banking needs.
How we serve and engage
In 2022, Corporate, Commercial and Institutional Banking
(CCIB) strengthened its annual feedback process by
capturing how clients feel about what we offer, including
advice, customer service and digital channels.
CCIB also focused on building a consistent digital experience
and accelerated delivery through Cash, Trade, Financial
Markets and Data Solutions.
This was further enabled with self-serve digital tools and
capabilities such as chatbot, our mobile banking app,
application programming interface (API) connectivity and
data analytics, which reduced operating costs and improved
client experience. Our agile working practices have also
accelerated our speed of decision-making and change
delivery to meet client needs faster.
Refining our processes through continuous improvement has
enabled us to achieve benefits in revenue and costs savings
by creating capacity and reducing client waiting times.
As an integrated team, we drove digital transformation and
leveraged networks in service to our clients on our proprietary
platforms across 47 markets. We have processes and
guidelines in place, specific to each of our client businesses,
to understand and respond to issues and promptly
resolve complaints.
Meanwhile, we continued to engage with our clients to
help them expand across borders, using our international
network to help them access existing and new trade corridors.
Our presence in high-growth markets – and ongoing roll out
of digital platforms – helps connect our clients to the global
engines of trade and innovation.
As part of our aim to reach net zero carbon emissions by 2050,
our newly-formed transition finance team have been working
closely with our clients in hard-to-abate sectors on their own
transition planning. This is in addition to our plan to mobilise
$300 billion of Sustainable Finance between 2021 and 2030.
Across both CCIB and Consumer, Private and Business
Banking (CPBB), we have processes and controls to mitigate
greenwashing risks, and to support transparency we publish
the details of what constitutes our sustainable investments
universe externally.
Accelerating adoption of our API offerings
We are committed to helping our corporate clients
achieve the benefits of real-time treasury operations, so
we developed an application programming interface
(API) banking platform for foreign exchange transactions,
payment initiation, payment status and account
balances. Our Premium Banking APIs were awarded the
title of ‘Top Performer’ in the FinLync 2022 Power Rankings
Report, in recognition of our revamped API Marketplace
and sandbox for testing APIs.
In CPBB, we work closely with third-party ESG data providers
to support the development of product ideas, and extensive
due diligence is conducted by our in-house team on our high
conviction suite of sustainable funds.
55
Strategic reportStandard Chartered – Annual Report 2022 Stakeholders
continued
Clients continued
In CPBB, training is provided to frontline staff across our
branches, contact centres and digital channels to identify and
support vulnerable clients, and we have also implemented an
educational training programme for those clients who require
assistance in navigating online and mobile channels.
Throughout 2022, we also maintained our sharp focus
on improving the client experience across the Bank.
We engaged with clients to show them the opportunities
trade corridors could bring and how using our network could
help them flourish.
Our push for a best-in-class client experience is underpinned
by innovative products and digital straight-through services.
This includes building capability to protect our clients
against evolving risks in the ecosystem like fraud and
cyber security and comes with education and increased
client communication.
Our focus on partnerships in CPBB is showing results with
new partnerships launched in Vietnam, Indonesia and more
recently Singapore in addition to the partnerships we have
in China. These partnerships have incrementally acquired
1.2 million clients, many of whom have the potential to avail
themselves of the full suite of CPBB products.
2022 saw a significant increase in our digital wealth
capabilities with the delivery of Online Equity platforms in
Malaysia and the United Arab Emirates and the myWealth
Direct service in Hong Kong which offers personalised insights
and investment ideas directly to clients.
In 2023, we will continue to listen and respond to stakeholder
priorities and concerns, addressing feedback as it emerges,
strengthen our digital transformation and innovation
capabilities, and support our clients as they transition to
net zero.
Their interests
• Differentiated product and service offering
• Digitally enabled and positive experience
• Sustainable finance
• Access to international markets
In order to act in the best interests of our clients, we use our
insights gathered from our data alongside robust policies,
procedures and the Group’s risk appetite to design and offer
products and services that meet client needs, regulatory
requirements and Group performance targets, while
contributing to a sustainable and resilient environment.
Wealth and Personal Banking products have increased
sustainable product options for distribution to our clients.
We now offer sustainable deposits in seven markets, green
mortgages in six markets, sustainable investments in
16 markets and carbon-neutral cards in 17 markets.
All new products are subjected to a comprehensive approvals
process. For investment products sold to individuals, this
includes risk scores which aid our assessment of client
suitability. We consider each client’s financial needs and
personal circumstances to assist us in offering suitable
product recommendations.
We achieve this using a globally consistent methodology
that takes into consideration local regulatory requirements
to review product risks against the client’s risk appetite,
considering financial objectives, financial ability, and
knowledge. Clients are also provided with clear and simple
documentation that outlines key product features and risks
prior to executing a transaction.
Fees and charges are disclosed to clients in line with
regulatory requirements and industry best practice, and
where available, benchmarked against competitors. For
Personal and Business Banking products, agreed interest
rates, fees and other charges as billed to clients are
monitored and assessed locally, with global oversight.
Triggers for outlier fees and charges are defined and subject
to annual review. Complaints are reviewed on an ongoing
basis and are one of the factors that are taken into account
prior to amendments to annual interest, fees and charges.
We also assess our product portfolio for new risks to ensure
they remain appropriate for client needs and aligned to
emerging regulation. These quantitative and qualitative
assessments, including Periodic Product Reviews, are intended
to provide a complete view of whether to continue, enhance,
grow or retire products.
56
Standard Chartered – Annual Report 2022Strategic reportStakeholders Regulators and governments
Investors continued
How we create value
We engage with public authorities to play our part in
supporting the effective functioning of the financial system
and the broader economy.
How we serve and engage
We actively engage with governments, regulators and
policymakers at a global, regional and national level to share
insights and support the development of best practice, and
adoption of consistent approaches, across our markets.
In 2022, we engaged with regulators, government officials
and trade associations on a broad range of topics that
included international trade, sustainability, data, cyber
security, digital adoption, and innovation. We also engaged
with officials on the financial services regulatory environment,
in particular on prudential, financial markets, conduct and
financial crime frameworks.
In support of this, we have a Group Public and Regulatory
Affairs team responsible for engagement as well as
identifying and analysing relevant policies, legislation and
regulation. This work is overseen by various governance
forums within the Bank, which comprise senior executives
representing business and control functions to support
alignment between advocacy and business strategies.
For more details on our engagement with regulators and
governments, as well as our industry and membership associations
please see sc.com/politicalengagement
Their interests
• Strong capital base and liquidity position
• Robust standards for conduct and financial crime
• Healthy economies and competitive markets
• Positive sustainable development
• Digital innovation in financial services
• Operational resilience
• Customer protection
Investors
How we create value
We aim to deliver robust returns and long-term sustainable
value for our investors.
How we serve and engage
We rely on capital from debt and equity investors to
execute our business model. Whether they have short or
long-term investment horizons, we provide our investors
with information about progress against our strategic and
financial frameworks.
Through our footprint and the execution of our sustainability
agenda, we provide our investors with exposure to
opportunities in emerging markets. We believe that our
integrated approach to ESG issues, as well as a strong risk
and compliance culture, are key differentiators.
The Group has delivered a strong performance in 2022, with
return on tangible equity (RoTE) back above pre-pandemic
levels. We are executing well against the five strategic actions
we set out earlier in the year while navigating through a
challenging external environment. Our aim is to accelerate
the delivery of our ambition of double-digit RoTE.
Regular and transparent engagement with our investors,
and the wider market, helps us understand investors’ needs
and tailor our public information accordingly. In addition to
direct engagement from our Investor Relations team, we
communicate through quarterly, half and full-year results,
conferences, roadshows, investor days and media releases.
There was continued adoption of virtual mediums during
the year, coupled with a growing number of face-to-face
interactions from the very low levels seen in the last two years.
We hosted two capital market days, focusing on our Financial
Markets business and Consumer, Private and Business
Banking Affluent Clients in June and November respectively.
Principal Board decision – market entries
and exits
We are accelerating our strategy to deliver efficiencies,
reduce complexity and drive scale. During 2022, the Board
approved a set of actions to focus resources within the
Africa and Middle East (AME) region to those areas
where they can have the greatest scale and growth
potential, for the benefit of our shareholders, employees
and customers.
Subject to regulatory approval, we intend to exit onshore
operations in seven markets in AME, and in a further two
markets to focus solely on our CCIB business. The Group
has invested heavily in recent years in the AME region,
including fundamentally transforming its digital
capabilities in its African markets. It has also been
expanding its footprint to cover some of the largest and
fastest-growing economies, having recently opened its
first branch in the Kingdom of Saudi Arabia and obtained
preliminary approval for a banking licence in the Arab
Republic of Egypt. The seven markets where there will be
a full exit of operations are Angola, Cameroon, Gambia,
Jordan, Lebanon, Sierra Leone and Zimbabwe. In
Tanzania and Cote d’Ivoire, the Consumer, Private and
Business Banking businesses will be exited and the focus
will turn solely to CCIB.
As part of the Board’s decision-making, it recognised that
there were a number of potential challenges, risks, costs
and significantly impacted stakeholders to consider,
which management was also aware of. Carefully
designed and executed engagement with regulators,
governments and employees, as well as with other key
stakeholders, continues to be crucial. The Board has
received regular updates since the decision was made.
57
Strategic reportStandard Chartered – Annual Report 2022 Stakeholders
continued
Investors continued
Suppliers
Key investor feedback, recommendations and requests are
considered by the Board, whose members keep abreast of
current topics of interest. Standard Chartered PLC’s Annual
General Meeting (AGM) in May was open to shareholders to
attend either in person or electronically where they were
provided a platform to view a live video feed of the meeting.
All participants were provided with the opportunity to submit
their votes and ask the Board questions.
Similarly, the Group Chairman, alongside some members of
the Board, hosted a ‘hybrid’ stewardship event for institutional
investors in November which provided a platform for
shareholders to receive an update on a number of topics,
including sustainability, net zero and governance matters.
The event included an open question-and-answer session
across a range of key issues.
An external investor sentiment survey was also conducted
on an anonymous basis during the year, seeking insight into
how the Group was perceived, to identify areas of focus for
investors and understand how the Group could improve its
investor communications. This was particularly important
given the changes in the external environment and the
evolution of the Group’s strategy. The Board discussed
key areas which it should focus on to address concerns
highlighted by investors and emerging from the report.
We continue to respond to growing interest from a wide
range of stakeholders on ESG matters, including investors.
We sought shareholder endorsement for our net zero
pathway at the AGM, intended as a means by which we will
measure progress, engage and gather views. We also work
with sustainability analysts and participate in sustainability
indices that benchmark our performance, including the
Carbon Disclosure Product (CDP) Climate Change survey
and Workforce Disclosure Initiative.
In 2023, we will continue to engage with investors on
progress against our strategic priorities and actions, as
well as our financial framework as we progress towards
our returns target.
Their interests
• Safe, strong and sustainable financial performance
• Facilitation of sustainable finance to meet the UN
Sustainable Development Goals
• Progress on ESG matters, including advancing our
net zero agenda
How we create value
Through the engagement of suppliers, both locally and
globally, we seek to support our business with the provision
of efficient and sustainable goods and services.
How we serve and engage
Supplier selection, due diligence and contract management
process is guided by our Third-Party Risk Management
Policy and Standards. In 2022, we further strengthened our
supplier governance given potential increased risk and
regulatory scrutiny.
Our Supplier Charter sets out our aspirations in relation to
ethics, human rights, diversity and inclusion (D&I), and
environmental performance. All newly onboarded suppliers
are expected to agree to adhere with the principles set out in
our Supplier Charter. We seek to reinforce this through the
terms of our standard contract templates, where possible, and
we further encourage alignment to this by sending an annual
letter to all our active suppliers. This also includes guidance
regarding our technology platforms, sustainability aspirations,
payment processes and other relevant principles such as Anti
Bribery and Corruption.
We select and work with suppliers whom we believe support
us to provide efficient and value-adding goods and services
to our businesses both globally and locally. For example,
during 2022, we partnered closely with our credit/debit card
manufacturing supplier Thales, who went the extra mile to
accommodate our demand amidst a scarcity of chips. This
resulted in the Bank being able to successfully fulfil the spike in
demand, due to the very successful launch of our Singapore
digital-only bank – Trust Bank – securing our market
positioning and fulfilling customer expectations.
In 2022, we continued to make progress on our supply-chain
sustainability agenda. In pursuit of our ambition of achieving
net zero in our operations by 2025, we continued to offset
emissions from our business flights. In partnership with an
independent climate consultancy, we continued refining the
Scope 3 upstream emissions measurement methodology
which was used to estimate our supplier emissions.
Our Stands have served to further embed our supplier D&I
approach. In 2022, we started to report and monitor supplier
D&I indicators across our footprint, and 93 per cent1 of our
core markets now have supplier D&I programmes to help
accelerate progress and impact in our local communities.
So far, more than 1,500 employees have been trained
internally to build capability to deliver our supplier D&I aims.
In addition, we continue to partner with multiple local and
global non-governmental organisations (NGOs) to identify
and onboard more sustainable and diverse-owned suppliers
across our core markets.
58
1 26 out of 28 in-scope markets
Standard Chartered – Annual Report 2022Strategic reportStakeholders In Kenya we work with An-Nisa Taxi Limited, who provide
self-employed female-driven taxi services to the Bank. This
provides women employees and clients in Kenya with the
option to work and travel in a safe environment. An-Nisa’s
overall vision is to increase employment opportunities for
women in what is currently a male-dominated sector.
Working with An-Nisa means Standard Chartered can
directly contribute to positively impacting the life of the
women who own and drive the taxis.
In 2023, supply chain sustainability will continue to be a
primary focus. We intend to progress integration of
environmental and social risks into our Third-Party Risk
Management Framework. Also, we plan to roll out new
initiatives to help create social impact and further reduce
carbon emissions within our own operations and supply chain.
Our Supplier Charter can be viewed at sc.com/suppliercharter
Read more about our supplier diversity standard:
sc.com/supplierdiversity
Their interests
• Sustainability and diversity
• Open, transparent and consistent tendering process
• Willingness to adopt supplier-driven innovations
• Accurate and on-time payments
Society
How we create value
We strive to operate as a sustainable and responsible
company, working with local partners to promote social
and economic development.
How we serve and engage
We engage with a wide range of civil society and
international and local NGOs, from those focused on
environmental and public policy issues to partners delivering
our community programmes. To shape our strategy, we aim
for constructive dialogue that helps us to understand
alternative perspectives and that our approach to doing
business is understood. This includes working with NGOs that
approach us about a specific client, transaction or policy.
In 2022, climate change, our net zero pathway, human
rights and biodiversity continued to underpin many of our
conversations. We primarily received NGO feedback via
our public inbox and responded to queries in line with our
Reporting & Engagement Standard. For complex issues such
as climate change, we held bilateral virtual meetings with
NGOs to exchange perspectives in greater depth. In advance
of our AGM, we commissioned GlobeScan, a leading market
research provider, to conduct 20 stakeholder interviews with
leaders across NGOs, academia, business and specialty
research institutes from seven countries to analyse how our
net zero pathway aligns to external expectations.
In 2023, we anticipate mapping our NGO relationships to
identify topics and geographies where we can strengthen
our engagement.
We hosted a third edition of the Futuremakers Forum, bringing
together over 1,700 clients, employers, NGOs, employees and
project participants from 61 markets to build partnerships and
create economic opportunities focused on young people.
Through the two-day virtual event, we deepened our
understanding of financial products and services young
people want and need to unleash their full potential.
To increase employee engagement, we launched Mentors
Den for almost 400 colleagues across 12 markets to provide
career advice and support to over 650 Futuremakers
participants. In 2022, Futuremakers reached 335,386 young
people with education, employability and entrepreneurship
opportunities.
Their interests
• Climate change and decarbonisation
• Biodiversity and animal welfare
• Human rights
• Financial inclusion
• Social impact
59
Strategic reportStandard Chartered – Annual Report 2022 Stakeholders
continued
Employees
How we create value
We recognise that our workforce is key to driving our
performance and productivity and that the diversity of our
people, cultures and network sets us apart. To lead the way in
addressing the evolving needs of our clients and the advances
in technology, we are developing a workforce that is future-
ready and are co-creating with our employees an inclusive,
innovative and client-centric culture that drives ambition,
action and accountability.
How we serve and engage
By engaging employees and fostering a positive experience
for them, we can better serve our clients and deliver on our
Purpose and Stands. A culture of inclusion and ambition
enables us to unlock innovation, make better decisions,
deliver our business strategy, live our valued behaviours and
embody our brand promise: here for good. We proactively
assess and manage people-related risks, for example,
organisation, capability and culture, as part of our Group
risk management framework.
Our People Strategy, which was approved by the Board
in mid-2019, stays relevant and future-focused, with the
pandemic having accelerated many of the future of work
trends which informed our approach.
Their interests
Translating our here for good brand promise and Purpose
+of ‘Driving commerce and prosperity through our unique
diversity’ into our colleagues’ day-to-day experience is critical
to us remaining an employer of choice across our footprint.
The research we have on our Employee Value Proposition
(EVP) tells us that our employees, or potential employees,
want to: have interesting and impactful jobs; innovate within
a unique set of markets and clients; cultivate a brand that
sustainably drives commerce and offers enriching careers and
development; and be supported by great people leaders.
They want these elements to be anchored in competitive
rewards and a positive work–life balance. The employment
proposition is a key input to our People Strategy which
supports the delivery of our business strategy.
Listening to employees
Frequent feedback from employee surveys helps us identify
and close gaps between colleagues’ expectations and
their experience. In addition to our annual survey, we use
continuous-listening mechanisms that capture colleague
sentiment more frequently, through a rolling culture survey
and through surveys at key moments for our employees,
such as when they join us, when they leave, and when they
return to work after parental leave.
In 2022, our annual My Voice survey was conducted in
May and June: 87 per cent of our employees (65,988) and
44 per cent of eligible agency workers (1,797) participated
in the survey.
60
Key measures of employee satisfaction have stayed stable
in 2022, with an increase in our employee Net Promoter
Score (NPS) (which measures whether employees would
recommend working for us) and a slight drop in our employee
engagement index. We are encouraged to see that 96 per
cent of employees feel committed to doing what is required to
help the Group succeed, 88 per cent feel proud about working
for the Group, and 83 per cent say that the Group meets or
exceeds their expectations. The scores indicate that we have
continued to improve as a place to work.
In addition to leveraging inputs from employee surveys, the
Board and Management Team also engage with and listen
to the views of colleagues through interactive sessions.
More information on the Board’s engagement with the
workforce can be found on page 162 in the Directors’ Report.
Externally, our Glassdoor rating (out of five) has increased
from 3.7 in 2019 to 3.9 in 2022, and 79 per cent would
recommend working with us to friends. We also continue to
be recognised as an employer of choice, in 2022, we ranked as
one of the World’s Best Employers in Forbes for the second
time; ranked as a Diversity Leader for the third consecutive
year in the Financial Times report on Diversity and Inclusion
in Europe; ranked for the second time within the Top 100
organisations in the Refinitiv Diversity and Inclusion Index;
and were also recognised in the Bloomberg Gender-Equality
Index for the seventh consecutive year.
All of this is indicative of our progress in further strengthening
our employee value proposition to attract, retain and grow
the skills and talent that are critical to delivering our strategy
and outcomes for clients.
Group KPI: Employee engagement
Employee net promoter score (eNPS)
+4.1%
2022
2021
2020
2019
17.55
12.94
17.51
11.51
eNPS measures the number of promoters (who would recommend the Group
as a great place to work) compared with detractors on a scale from -100 to +100.
This is reflected in the percentage change calculation.
Aim Increase engagement across the Group by creating
a better working environment for our employees that should
translate into an improved client experience.
Analysis eNPS has increased year-on-year from 2021 and
significantly increased since 2016 (2.44 in 2016) when we
started our culture transformation.
Standard Chartered – Annual Report 2022Strategic reportStakeholders Employees continued
The health, safety, and resilience of our colleagues (including
in worsening pandemic conditions in some markets or other
crisis situations) continues to be a key priority. We are mindful
that the levels of stress felt by employees increased in the 2022
My Voice survey from previous years. At the same time, the
survey data also indicated that they felt more supported on
their wellbeing needs, especially around their mental and
physical health. Globally, we offer colleagues access to a
mental health app, a physical wellbeing online platform, an
employee assistance programme, wellbeing toolkits, learning
programmes on resilience as well as an expanding network of
trained Mental Health First Aiders. We also continue to aim to
mitigate the causes of work-related stress, encourage focus
on supportive behaviours within existing processes and
decision-making, and seek to insert wellbeing skills-building
across learning interventions.
Adapting to a hybrid world of work
2022 saw renewed optimism as pandemic-related restrictions
eased in many of our markets, creating opportunities for
employees to increasingly engage with clients, colleagues
and communities in person. We continue to implement the
flexi-working model that we initiated in 2021, combining
flexibility in working patterns and locations. The model has
now been rolled out in 43 of our markets, with 78 per cent
of employees in these markets on agreed flexi-working
arrangements. This has been a significant step towards
building on the positive lessons learnt from the pandemic
around productivity and employee experience. Our model is
enabling us to be more inclusive of the diverse needs of our
workforce and support their wellbeing and at the same time
consciously balance individual choice and flexibility with
business priorities and client needs. Hybrid workers have
expressed greater satisfaction with overall employee
experience and work-life balance in the 2022 My Voice survey
in comparison to employees working fully remotely or fully in
the office.
As employees have started to experience their agreed hybrid
working arrangements with the easing of pandemic-related
restrictions, they have also been required to explore and
adopt ways of working in a ‘new normal’ that balances the
benefits of remote working with face-to-face interactions.
Building leaders that Aspire, Inspire
and Execute
Exceptional performance requires exceptional leadership.
With inputs from our colleagues, we have captured in our
Leadership Agreement what we believe it takes to lead at
Standard Chartered. We are asking each colleague to
Aspire, Inspire and Execute to take us from where we are
today to where we have committed to be, and to deliver
on our Purpose. In 2022, over 7,900 colleagues have
voluntarily signed up to this agreement. We are
embedding this standard of leadership into how we
induct, develop, measure and recognise our leaders.
Toolkits and guidance have been provided to individuals and
leaders to help navigate hybrid working, including support
on how to organise team and individual work in ways that
maximise productivity and wellbeing; on leading in key
moments such as onboarding new team members, returning
from parental leave and during performance conversations;
and on recreating ‘water cooler’ moments in hybrid work
environments. We continue to re-imagine our physical
workspaces with the relevant infrastructure and technology
to provide hubs for teamwork, collaboration and learning.
Read more about our approach to hybrid working at
sc.com/hybridworking
Strengthening our culture of high-performance
As the Group transforms to achieve our strategic ambitions,
we have refreshed the way we manage, recognise and
reward performance (launched as myPerformance in 2022).
We aim to build a strong culture of ambition, action and
accountability by focusing on continuous feedback, coaching,
and balanced two-way performance and development
conversations. As we place even greater emphasis on
recognising outperformance that is driven by collaboration
and innovation, and encourage more flexibility and aspiration
during goal-setting, we have removed individual performance
ratings for all employees.
Behavioural changes are already visible and we will further
embed the cultural shift through a multi-year journey. In 2022,
over 291,000 pieces of feedback were exchanged among
colleagues (which is 1.5 times the amount of feedback that
was exchanged in the previous year). More than half of our
people leaders received feedback from their direct reports,
through our ‘always on’ feedback tool available to all
colleagues as well as through the 360-degree feedback tool
that has been launched for mid-to-senior people leaders.
We believe that the increase in upward feedback indicates
a greater sense of psychological safety in the organisation.
The feedback is also providing useful input for further building
leadership capabilities across the Group.
Strengthening leadership capability, specifically in our people
leaders who are most directly responsible for the development
of their teams, is a key enabler of our performance and culture.
People leaders stepped up throughout the pandemic and
we saw manager NPS continue to increase to 33.07 in 2022
(+ 3.35 points year-on-year). As the expectations that
employees have of their people leaders continue to grow and
evolve, we are also re-imagining how we embed leadership
deep into the organisation. Our Leadership Agreement forms
the foundation for a modernised leadership development
offering that all people leaders will complete over the next
three years. We are also encouraging leadership capability
building across all employees through the Leadership
Academy on our online learning platform diSCover, during
our annual Global Learning Week, and through a 60-day
Leadership Health journey of regular micro-learning activities.
Read our Leadership Agreement at sc.com/leadershipagreement
61
Strategic reportStandard Chartered – Annual Report 2022 Stakeholders
continued
Employees continued
Developing skills of future strategic value
The rapid changes in the world of work demand that our
employees strengthen a combination of human and technical
skills to keep pace. We are building a culture of continuous
learning that empowers employees to grow and follow their
aspirations. We are helping them to build the skills needed for
high performance today, to reskill and upskill for tomorrow
and to be global citizens who understand the changing
nature of the world in which we operate. Since 2020, the
average hours invested by employees in personal
development has increased by 23.8 per cent to 26.8 hours
in 2022.
Creating an inclusive workplace
We believe that inclusion is how we will enable our diverse
talent to truly deliver impact. Our progress in this space is
reflected in our annual My Voice survey, where 83.1 per cent
of employees reported positive sentiments around our culture
of inclusion, which is higher than last year. This has been
enabled by increasing awareness around diversity and
inclusion principles, unconscious bias and micro behaviours as
well as emphasising the importance of creating an inclusive
environment – aspects that are covered in the ‘When we’re all
included’ learning programme which had been completed by
over 28,000 colleagues by the end of 2022.
We have continued to balance learning in classrooms with
learning through our online learning platform diSCover, which
is also accessible via a mobile app. Over 77,000 colleagues
actively used the platform in 2022 and 32,000 colleagues
have used one or more of our Future Skills Academies which
include the Data & Analytics, Digital, Cyber, Client Advisory,
Sustainable Finance and Leadership Academies. Employees
also have the opportunity to learn and practise new skills
on the job through projects (often cross-functional and
cross-location) and mentoring made available through our
AI-enabled Talent MarketPlace platform. Since the launch
of the platform, employees have signed up for over 1,200
projects, unlocking close to $4 million in terms of productivity.
We have further scaled the design and deployment of
targeted upskilling and reskilling programmes directed
towards critical ‘future’ roles where our strategic workforce
planning analysis has predicted the increasing need for talent,
including universal bankers, data translators, cloud security
engineers and cyber security analysts. This approach has
united our recruitment, talent management and learning
efforts to target, upskill and deploy employees into new roles.
We are strengthening and scaling our work on sustainability,
innovation, performance, digital and leadership skills-building,
both across and within roles.
Building a disability confident organisation
Removing barriers and increasing accessibility have
been key focus areas. We build on the results from our
internal Disability Confident Assessment, conducted in
more than 40 markets to date, to take directed action.
We continue to enhance the accessibility of our
technology, including providing sign language
functionality in e-learning programmes.
Our continued partnership with the Purple Tuesday
initiative across more than 35 markets is increasing
the visibility of role models and careers for those with
disabilities. It is also building capabilities to break down
myths and stereotypes when engaging with clients and
colleagues with disabilities. We’re encouraged that, in
2022, a greater number of colleagues disclosed about
having a disability and the annual My Voice survey
highlighted improvements in their experience.
62
Colleagues are also encouraged to join employee resource
groups aligned to shared characteristics or life experiences
(including gender, ethnicity and nationality, generations,
sexual orientation, and disability). ERGs across our markets
provide additional learning, development and networking
opportunities, especially for underrepresented populations,
and are a valuable source for better understanding the lived
experience of our workforce. This has already resulted in
improvement through actions - such as the expansion of
more accessible and assistive technology to support better
access to necessary tools for work, the launch of our SC Pride
Charter to cultivate a respectful and safe work environment,
and the release of an inclusive language guide to promote
psychological safety and review business terms to be
more inclusive.
Read our inclusive language guide at sc.com/inclusivelanguageguide
Our gender diversity continues to grow with more women
leaders moving up to senior roles. Women currently represent
43 per cent of the Board, 16 of our CEOs are women, and
representation of women in senior leadership roles increased
to 32.1 per cent at the end of 2022. We are committed to
continuous improvement in this area and aspire to have
35 per cent representation of women at a senior level by 2025.
This aspiration is further supported by programmes such as
our IGNITE Coaching programme, which develops our women
talent in preparation for future roles.
We remain focused on building a workforce that is truly
representative of our client base and footprint. As of 2022,
21 per cent of our Board identifies as being from a minority
ethnic background, and we have committed to the aspiration
of reaching a minimum of 30 per cent. Further, 22.9 per cent
of our Global Management Team and their direct reports
identify as Black, Asian or minority ethnic. In the United
Kingdom, Black representation in senior leadership is
2.5 per cent and Black, Asian and minority ethnic in senior
leadership is 18.1 per cent. In the United States, Black/African
American representation in senior leadership is 3.1 per cent
and Hispanic/Latinx in senior leadership is 9.4 per cent. We
continue to develop strategic partnerships and extend our
Futuremakers RISE programme to increase the diversity of our
talent pipelines. As we work towards achieving our 2025 UK
and US ethnicity senior leadership aspirations, we are also
focusing on nurturing local talent in markets across Asia,
Africa and the Middle East. We provide employees, where
legally permissible, the ability to self-identify ethnicity data
through our online systems, and are increasing awareness on
Standard Chartered – Annual Report 2022Strategic reportStakeholders Employees continued
Female representation
Board
Female
43%
(2021: 31%)
Female
6
Male
8
Senior leadership
(Managing directors and band 4)
Female
32.1%
(2021: 30.7%)
Female
1,420
Male
2,989
Undisclosed
13
2022
2021
2022
2021
Management Team and their direct reports
Female
32.8%
(2021: 28.4%)
Female
43
Male
88
All employees
Female
45.3%
(2021: 45.5%)
Female
37,688
Male
44,734
Undisclosed
844
2022
2021
2022
2021
the value and purpose of collecting this information. As we
encourage and expect increased participation and self-
declaration of ethnicity, we aim for it to provide additional
insights towards building an even more representative
workforce.
We recognise six key D&I dates* across the year and use
these as focal points to facilitate open dialogue on inclusion
internally and externally. Through these global campaigns we
engage and strengthen relationships with clients and external
stakeholders, collectively raising awareness, promoting best
practices and committing to take practical steps to advance
the D&I agenda in the community.
*
International Day Against Homophobia, Transphobia and Biphobia,
International Day of Persons with Disabilities, International Men’s Day,
International Women’s Day, and World Day for Cultural Diversity for
Dialogue and Development, World Mental Health Day
Equal pay – Gender and Ethnicity Pay Gaps
To better understand the strengths and gaps of the
organisation, and develop action plans to tap into the
potential of a truly diverse and inclusive workforce, we have
been analysing and publishing our gender pay gap statistics
for our five hub locations (UK, US, Hong Kong, Singapore,
and UAE). The gender pay gap is calculated based on the
approach by the UK government and compares the average
pay of men and women without accounting for some of the
key factors which influence pay, including different roles, skills,
seniority and market pay rates.
Compared with last year, our mean bonus pay gaps have
decreased in every market while our mean hourly pay gaps
have remained mostly flat, with reductions seen in Singapore,
Hong Kong, and UAE. While our gender pay gaps have
steadily improved since our first disclosure for 2017, they
remain at a level that signifies proportionally more male than
female colleagues in senior roles and/or roles with higher
market rates of pay.
To complement the legislative approach in the UK, we also
calculate an adjusted pay gap, which compares women and
men at the same hierarchy level and in the same business
area. Mirroring previous years, the narrow margins for the
adjusted pay gap analysis indicate that our female and male
colleagues in the same business areas and at the same levels
of seniority are paid similarly. Equal pay is a key commitment
in our Fair Pay Charter and we carry out checks during hiring,
promotion and year-end review in all markets to challenge
potential bias and ensure there is equal pay for equal work.
In addition to the gender pay gap analysis, this year we
have also prepared for the first time an ethnicity pay
disclosure for the UK and the US. These two markets are
our regional hubs where we have set ethnicity targets for
senior management representation.
Further details of our ethnicity pay and gender pay analysis can be
found in our Fair Pay Report at sc.com/fairpayreport
2022 Gender pay gap
Mean hourly pay gap1
Mean bonus pay gap2
UK
Hong Kong
Singapore
29%
49%
20%
39%
30%
41%
UAE
30%
57%
US
25%
44%
1 The hourly pay gap is calculated by taking the difference between the mean female and male hourly pay, expressed as a percentage of the male amount
2 The Bonus pay gap is calculated by taking the difference between the mean female and male bonus payments received in the 12 months prior to 5 April,
expressed as a percentage of the male amount
63
Strategic reportStandard Chartered – Annual Report 2022 Driving a Sustainable Future
Including our response to the recommendations and recommended disclosures
of the Task Force on Climate-related Financial Disclosures (TCFD)
Our approach to ESG Reporting
We adopt an integrated approach to corporate reporting,
embedding non-financial information throughout this
annual report.
In line with our ‘comply or explain’ obligation under the
UK’s Financial Conduct Authority’s Listing Rules, we can
confirm that we have made disclosures consistent with the
TCFD recommendations and recommended disclosures
in this annual report, except for one area: we do not fully
disclose Scope 3 greenhouse gas emissions as we are in the
process of conducting the detailed analysis of our portfolio
starting with the sectors which are most carbon intensive.
Consequently, in relation to financed emissions, in this
2022 Annual Report, we disclose our Scope 3 greenhouse
gas emissions (GHG) for eight sectors. For FY23, we
plan to disclose our Scope 3 financed emissions for four
additional sectors. Beyond that, we aim to incrementally
improve the portfolio coverage as market data on
emissions becomes more widely available. Further
information is available on pages 76 to 83. In line with
the current UK Listing Rules requirements, our TCFD
disclosures also take into account the implementation
guidance included in the TCFD 2021 Annex.
Our disclosures are also guided by core standards,
frameworks and principles to the extent relevant to
our business, as envisaged under the voluntary Global
Reporting Initiative (GRI), SASB Standards, and the World
Economic Forum (WEF) Stakeholder Capitalism Metrics
framework, Equator Principles (EP) and UN Principles for
Responsible Banking.
See pages 68 to 72 for a summary of our TCFD disclosures.
This integration is intended to promote transparency,
build trust and provide our investors with a better
understanding of the implications of climate-related
risks and opportunities for our businesses, strategy,
financial planning, governance and risk management.
The following pages set out our approach and
progress relating to sustainability and its content is
subject to the statements included in (i) the ‘Forward-
Looking Statements’ section; and (ii) the ‘Basis of
Preparation and Caution Regarding Data Limitations’
section provided under ‘Important Notices’ at page
498. Additional information can be accessed through
our suite of supporting sustainability reports and
disclosures at sc.com/sustainability hub or via the
links below:
Report/Disclosure
ESG Data Pack
ESG Reporting Index
(to be published by end Q1 2023)
Modern Slavery Statement
Sustainable Finance
Impact Report
CDP Climate Change
Workforce Disclosure Initiative
(WDI)
Description
Location
• Granular breakdown of quantitative
ESG information.
• Alignment index tables to our priority
reporting frameworks, including GRI,
SASB Standards, WEF, EP and UN PRB.
• This report sets out the steps we have
taken to assess and manage the risk of
modern slavery and human trafficking
in our operations and supply chain.
• We present the impact of our Sustainable
Finance assets on a portfolio basis,
covering the whole range of our $13.5bn
worth of assets.
• We participate in the CDP Climate
questionnaire, scoring an A- in 2022.
• We continued our participation in the
WDI in 2022, winning the award for most
transparent disclosures, and the Contingent
Workforce Data Award. We achieved an
overall disclosures score of 99% in the most
recent assessment.
sc.com/esgdatapack
sc.com/esgreport
sc.com/modernslavery
sc.com/SFimpactreport
sc.com/ESGratings
64
Standard Chartered – Annual Report 2022Strategic reportSustainability
Creating our inaugural
Chief Sustainability Office
S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
Achieving economic, social and environmental
sustainability is one of the greatest challenges
of our generation and a priority for the Group.
In 1987, the United Nations Brundtland
Commission defined sustainability as “meeting
the needs of the present without compromising
the ability of future generations to meet their
own needs”. Here at Standard Chartered we are
considering what sustainability means to us, and
how it can be translated into implementable
investments and actions across the Group.
Our Purpose is to drive commerce and prosperity through our
unique diversity. Through our valued behaviours to never settle,
be better together, and do the right thing, we intend to truly
live our brand promise to be here for good.
However, there are a number of global challenges ahead.
We are faced with worsening climate impacts, stark inequality,
and unfair aspects of globalisation. Nowhere is this felt
more keenly than in our core markets of Asia, Africa and
the Middle East.
We are taking a stand to combat these challenges and setting
long-term ambitions to help address the most pressing issues
we face today when seeking to deliver sustainable social and
economic development across our business, operations and
communities. In 2021, we formally recognised Sustainability as
a core component of our strategy, elevating it to a pillar of our
Group Strategy (see page 23). In July 2022, we took this a step
further and appointed Marisa Drew as our Chief Sustainability
Officer (CSO), to help drive our sustainability agenda and
bring together our existing Sustainable Finance, Net Zero
Programme Management and Sustainability Strategy Teams.
The dedicated CSO office harmonises our existing efforts in
sustainability and is responsible for creating and executing the
Group-wide sustainability strategy, including delivery against
our net zero pathway. With a presence in parts of the world
where sustainable finance can have the greatest impact,
and a wealth of experience across the Sustainable Finance
(SF) and Environmental and Social Risk Management (ESRM)
teams, our CSO office is well placed to support our clients in
their transition to net zero, mobilise capital at scale and help
develop solutions.
We want to help make the world a better, cleaner and safer
place. We also want to contribute towards facilitating a
just transition – one where climate objectives are met without
depriving emerging markets of their opportunity to grow
and prosper.
For more information on our sustainability governance see
pages 113 to 116.
Measuring what matters most –
understanding our materiality
Since 2016, our approach to striving towards a sustainable
and responsible business has been underpinned by our suite
of Sustainability Aspirations. These set out how we aim to
promote social and economic development and deliver
sustainable outcomes in the areas in which we believe we can
make the most material contribution to the delivery of the
UN Sustainable Development Goals (UN SDGs). We measure
progress against the targets set out in our Sustainability
Aspirations and incorporate selected Aspirations into the
Group Scorecard to ensure consistent measurement, drive
widespread awareness and subsequently support delivery.
As a signatory of the UN Principles of Responsible Banking
(PRB), we utilise the guidance and tools provided as an input
to validating the areas of our greatest impact.
'Materiality' is considered to be the threshold for significance
of reporting ESG issues for users of financial statements:
investors and other stakeholders. We take into consideration
the guidance as provided by the IFRS Foundation Standards,
understanding that material issues are those which could
reasonably be expected to influence decisions of those
users. We also note that materiality for ESG considers both
quantitative aspects as well as qualitative information,
including a regard for sustainable social and economic
development. This will evolve over time and we plan to
continue to assess our approach and reporting based on
relevance to our users.
Group KPI:
Delivering Sustainability Aspirations %1
2022
2021
2020
+2.8%
85.7%
82.9%
78.4%
1 Each Aspiration contains one or more performance measures. The KPI is the
proportion of all measures that have been achieved or are on track to be
delivered at the end of the reporting period.
Further details on each Aspiration can be found
between pages 485 and 487.
65
Standard Chartered – Annual Report 2022Strategic report
Accelerating zero:
Our approach to climate change
We believe that climate change is one of the greatest challenges
facing the world today and that its impact will hit hardest in the markets
where we operate, namely Asia, the Middle East and Africa.
Many of these markets are currently reliant on carbon-
intensive industries for their continued economic growth.
Facilitating a just transition – one where climate objectives
are met without depriving developing countries of their
opportunity to grow and prosper – will require care, capital
and specialised support.
We are well placed to help by directing capital to
emerging markets that have both the greatest
opportunity to adopt low-carbon technology and some of
the toughest transition financing and climate challenges.
In recognition of the important role we can play in the
transition, and in line with our Stand to Accelerate Zero,
in October 2021, we announced our plan to reach net
zero across our operations, supply chain and financed
emissions by 2050, as well as our plan to set ambitious
interim targets to substantially reduce our financed
emissions by 2030. As a UK headquartered bank, our
pathway takes into consideration the UK’s commitment
under the Paris Agreement to reduce GHG emissions by at
least 100 per cent of 1990 levels by 2050, and to reduce
economy-wide GHG emissions by at least 68 per cent
by 2030. However, we are applying these targets and
ambitions across our global footprint, despite a number of
our footprint markets not having a commitment in place
to reach net zero within this timeline at the time of our net
zero pathway publication in October 2021.
In May 2022, our Board sought an ordinary resolution on
our net zero pathway at our Annual General Meeting
(AGM).
See sc.com/netzerowhitepaper
for more information.
Principal Board decision – Shareholder
advisory vote on net zero pathway
In October 2021, we announced our plan to reach
net zero in our financed emissions by 2050 and
proposed this as a shareholder advisory resolution
at the Standard Chartered PLC’s (the Company)
2022 AGM. Market Forces and Friends Provident
Foundation filed a resolution outlining a different
climate approach. Notwithstanding the fact that
all parties are highly committed to contributing to
the transition to net zero, the Board unanimously
recommended that shareholders vote for our advisory
resolution and against the requisitioned resolution,
66
considering this to be in the best interests of the
Company and its shareholders as a whole. The
Board reviewed the pathway before its publication
and supported the Group’s strategic approach.
In advance of the AGM and as part of the Board’s
process, the Group undertook extensive engagement
with investors, proxy voting agencies, NGOs and other
stakeholders to gather feedback on our net zero
pathway. A summary of feedback was provided to
the Board once these engagements had concluded
and was carefully reviewed. Engagement included:
• Engagement facilitated by Investor Forum, a
not-for-profit investor-funded engagement platform,
with investors to understand their perspectives on our
net zero pathway.
• Bilateral engagement by the Group, led by the
Group Chairman and relevant Board members, with
investors and proxy voting agencies to exchange
perspectives on our net zero pathway.
• A roundtable hosted by Investor Forum, and with
participation of the Group Chairman to gather
further feedback on the Group’s net zero pathway.
• Bilateral engagement, which included the Group
Chairman, with Market Forces and Friends Provident
Foundation to exchange perspectives on the
transition to net zero. Although we sought to
reconcile our perspectives in one joint resolution,
we were ultimately unable to do so.
• Commissioning a market research firm to interview
leaders from NGOs, academia, business and
specialty research institutes from seven countries to
analyse how our net zero pathway aligns against
external expectations.
In line with the Board’s recommendation, the advisory
resolution was endorsed with 83 per cent of shareholder
support at the 2022 AGM, and the requisitioned
resolution did not pass. The Board is aware that
the transition to net zero is an ongoing process that
requires continued review and challenge to assess
its appropriateness. The Board oversees the Group’s
sustainability strategy with input from the Culture and
Sustainability Committee. It is regularly apprised of the
progress we are making against the ambitions in the
net zero pathway and continues to be actively involved.
Standard Chartered – Annual Report 2022Strategic reportSustainability Our net zero plan
Our net zero plan aims to faciliate solutions
to reduce our emissions, catalyse sustainable
finance and partnerships, and mitigate the
financial and non-financial risks we may face
associated with climate change.
In 2022, we mobilised $23.4 billion through our sustainable
financing activities, bringing our cumulative sustainable
finance total to $48 billion since 2021. We continue to focus
on reducing the most harmful activities, by seeking to
reduce absolute financed thermal coal mining emissions
by 85 per cent by 2030, from the 2020 baseline, alongside
our long standing commitment to not provide any direct
financing to coal-power projects.
We have further investigated options and provided
financed emissions baselines and targets for eight sectors:
Oil and gas, Power, Coal mining, Steel, Other Metals and
mining, Aviation, Automotive manufacturers, and Shipping,
covering approximately 61 per cent of the emissions within
our CCIB portfolio. This work will continue through 2023 with
four further sector deep dives in the Aluminium, Cement,
Commercial Real Estate (accelerated from 2024 to 2023)
and Residential Mortgages sectors.
As introduced on page 68, this year we have integrated our
TCFD disclosures in this Annual Report. The majority of this
information can be found in the following section, with
supplementary information found, for example, within the
Risk overview (pages 42 to 51), Corporate Governance
(pages 146 to 183) and the Group Chief Financial Officer's
review (pages 32 to 40).
Reduce
our emissions
See page 74
Catalyse
sustainable
finance and
partnerships
Mitigate the
financial
and non-financial
risks
See page 84
See page 88
67
Standard Chartered – Annual Report 2022Strategic report TCFD summary and alignment index
The following table sets out the TCFD recommendations and recommended disclosures and summarises where additional
information can be found. Where we have not included climate-related financial disclosures consistent with all of the TCFD
recommendations and recommended disclosures, further information is provided on pages 64 and 77.
Recommendation
Response
Governance
a) Describe the Board’s oversight of climate-related risks and opportunities
Process and frequency of
communication to Board
• The Board and its supporting committees, including the Board Risk Committee and
Culture and Sustainability Committee, are responsible for the oversight of climate-
related risks and opportunities. They receive regular Climate Risk updates to guide
them when reviewing and making strategic decisions.
Incorporation of climate-
related issues into Board
and Board Committee
planning and decisions
Climate Risk was considered as part of our formal annual corporate strategy and financial
planning process.
•
In 2022 we developed management scenarios with an aim to strengthen business
strategy and financial planning to support the Group’s net zero ambition.
• The Board reviewed and approved our approach to reach net zero financed emissions
by 2050.
• Regional and client-segment Chief Risk Officers review revenue reliance from clients in
high-carbon sectors and/or locations in regions most exposed to Physical Risk.
Board oversight of
climate-related goals
and targets
• The Board oversees the Group’s overall net zero plan, and in 2022 reviewed progress on
delivery against the Group’s net zero plan and approved the Group Climate Risk
Appetite Statement and related Board-level metrics.
b) Describe management’s role in assessing and managing climate-related risks and opportunities
Roles and responsibilities
for climate-related risks
and opportunities
• Specific roles and responsibilities for the oversight of climate change have been
delegated to management. These are defined within the ‘Governance committees and
steering groups with responsibility for climate-related issues’ section. Climate-related
agenda frequency and inputs are also set out for these bodies.
• The Chief Sustainability Office as led by the CSO is responsible for creating and
executing the Group-wide sustainability strategy, including delivery against our net
zero pathway.
• Responsibility for identifying and managing financial risks from climate change sits
with the Group Chief Risk Officer (Group CRO) as the appropriate Senior Management
Function (SMF) under the Senior Managers Regime (SMR).
• The Group CRO is supported by the Global Head, Enterprise Risk Management who has
day-to-day oversight and central responsibility for the Group’s second line of defence
against Climate Risk.
• The organisation structure associated with climate change has also been set out in the
‘Governance of our Sustainability Agenda’ chapter of our annual report.
• Several committees within the Group support the Board and Management Team on
the management and monitoring of climate change and its associated impacts.
• The organisation structure associated with climate change has also been set out in the
‘Governance of our Sustainability Agenda’ chapter of our annual report.
A description of the
associated organisational
structures and their
monitoring of climate-
related issues
Processes used to inform
management
• Management is informed by several committees and forums, with climate-related
information communicated via channels including our Group CRO and Climate Risk
Information Reports.
Disclosure location
Governance of our
Sustainability Agenda
– page 113
Governance of our
Sustainability Agenda
– page 113
Qualitative review of
climate risks and
opportunities in annual
business strategy and
financial planning –
page 95
Investing in Climate
Research – page 87
Governance
committees and
steering groups with
committees – page 114
Sustainable Finance
Governance
Committee – page 116
Governance of our
Sustainability Agenda
– page 113
Governance
committees and
steering groups with
committees – page 114
Governance of our
Sustainability Agenda
– page 113
Assessing and
managing climate risk
– page 117
Governance
committees and
steering groups –
page 114
68
Standard Chartered – Annual Report 2022Strategic reportSustainability Recommendation
Response
Strategy
Disclosure location
a) Describe the climate-related risks and opportunities the organisation has identified over the short, medium and long term
Relevant short-, medium-,
and long-term
time horizons
•
In our strategic business planning, we consider ‘short-term’ to be less than two years,
‘medium-term’ to be two to five years and ‘long-term’ to be beyond this. For climate
scenario analysis we can run 30-year scenarios for both Physical and Transition Risk.
Some elements of our Physical Risk scenario analysis can also extend to 2100.
Processes used to
determine material risks
and opportunities
• We utilise a range of tools and methodologies, to assess Transition and Physical
Climate Risk, which we apply to our clients, portfolios and our own operations.
These includes: scenario analysis, location-based hazard and risk scores,
temperature alignment scores and Munich Re's NATHAN tool (acute physical
risk impact assessments).
Our net zero timeline –
page 73
Scenario analysis –
page 90
Scenario analysis –
page 90
Overview of our
Climate Risk toolkit and
application – page 99
•
•
In addition, we engage with our corporate clients to understand their transition and
physical risks, as well as their plans to prepare for climate change.
In 2022, we continued to enhance our understanding of climate-related risks, and
significantly strengthened our stress testing and scenario analysis abilities for a range
of management scenarios that are more plausible.
Climate-related risk and
opportunities identified
• We have assessed the impact of Climate Risk to the banking book using scenario
analysis over a 30-year time horizon, which has enabled us to identify and mitigate
climate risks which may manifest.
•
In addition, sustainability and climate change have moved from being predominantly
risk-based initiatives to becoming a value driver. This gives us an opportunity to deploy
our market and industry knowledge to advise our clients on their individual
sustainability journeys.
• Sustainable finance is an opportunity to both defend our existing business from
Transition Risk, and to fund our clients' transition from a high-carbon present to a low
carbon future. Through supporting clients on their net zero journeys, and providing
further finance to clients as they adapt to be less carbon intensive and emitting over
time, we help mitigate their, and our, Transition Risk. Our aim to achieve Sustainable
Finance income of $1 billion by 2025 and to mobilise $300 billion of Sustainable Finance
by 2030 are measures of this success.
• We do not fully disclose impacts on financial planning and performance (including
proportions of income, costs and balance sheet related to climate-related
opportunities), detailed Climate Risk exposures for all sectors and geographies or
physical risk metrics. Data limitations, and our plans to mitigate these, are discussed
in greater detail in the report.
Note 1 significant
judgement and
estimates – page 348
Sustainable Finance
mobilised – page 84
Significant concentrations
of credit exposure to
carbon-related assets
• We have disclosed our exposures to high-carbon sectors which includes the expected
credit losses on these balances as well as the maturity profiles associated with them.
Our exposure to high-carbon sectors makes up 14.4% of our CCIB loan balances.
Exposure to high
carbon sectors –
page 78
• We aim to become net zero in our financed emissions by 2050, with interim 2030
targets for our highest emitting sectors.
Reducing our emissions
– page 74
•
In 2022, we made progress towards this goal, and set out to measure, manage and
reduce emissions starting with our most carbon-intensive sectors, in line with our net
zero roadmap.
b) Describe the impact of climate-related risks and opportunities on the organisation’s businesses, strategy and financial planning
Impact of climate-related
risks and opportunities on
business areas
Reducing emissions
in our operations –
page 74
Our suppliers –
reducing Scope 3
upstream emissions –
page 75
Catalysing finance
and partnerships for
transition – page 84
The specific areas impacted by climate issues include:
Operations
• We have measured and reduced our greenhouse gas (GHG) emissions since 2008 and
since 2018 we have been actively targeting a reduction in our Scope 1 and 2 emissions
towards a well-below two degrees Celsius scenario.
• We intend to optimise our office and branch network, continually maximising efficiency
while leveraging clean and renewable power where appropriate, in line with our
commitment to the global corporate renewable initiative, RE100, and to help us meet
our own challenging targets.
Suppliers
• Through our Supplier Charter, we encourage our suppliers to support and promote
standards in environmental protection and to manage and mitigate environmental
risks.
•
In 2022, we launched a global project to define strategies to address emissions related
to Scope 3 Category 1, 2, 4 and 6. Our internal targets cover reducing our emissions
related to Upstream transportation and distribution and Business travel by 28 per cent
against 2019 levels over the next seven years. Simultaneously, for Purchased goods and
services and Capital goods categories, we plan to engage our suppliers (covering circa
67 per cent of spend) to set science-based targets in the next five years.
Products and services
• We have set targets to achieve $1 billion of Sustainable Finance income by 2025, to
mobilise $300 billion of Sustainable Finance by 2030, and to launch and grow green
mortgages in key markets across our footprint.
•
In 2022, we made progress against these targets, reporting $0.5 billion Sustainable
Finance income, mobilising $23.4 billion through our Sustainable Finance activities,
and launching green mortgages in three new markets.
Investment in research and development
• Our four-year partnership with Imperial College London covers long-term research on
Climate Risk, advisory on shorter-term, internally focused projects to enhance Climate
Risk capabilities and training of our colleagues, Management Team and Board.
69
Standard Chartered – Annual Report 2022Strategic report TCFD summary and alignment index continued
Recommendation
Response
Incorporating climate-
related inputs into the
financial planning process
•
In 2022, Climate Risk was considered as part of our formal annual corporate strategy
and financial planning process. In addition, we developed management scenarios with
an aim to strengthen business strategy and financial planning to support the Group’s
net zero journey.
•
In addition to this, from a capital perspective, Climate Risk considerations have been
part of our Internal Capital Adequacy Assessment Process (ICAAP) submissions.
Disclosure location
Qualitative review of
climate risks and
opportunities in
financial planning –
page 95
Processes for
managing Climate Risk
– page 113
Note 1 significant
judgement and
estimates – page 348
c) Describe the resilience of the organisation’s strategy, taking into consideration different climate-related scenarios,
including a 2°C or lower scenario
Approach to scenario
analysis
• Over recent years, we have progressively strengthened our scenario analysis
capabilities and developed our infrastructure and capabilities to incorporate Climate
Risk into data, modelling, and analysis.
• Our work to date, using current assumptions and proxies, indicates that our business is
resilient to all Network of Central Banks and Supervisors for Greening the Financial
System (NGFS) and International Energy Agency (IEA) scenarios that were explored.
Creating our inaugural
Chief Sustainability
Office – page 65
Scenario analysis –
page 90
•
•
•
In 2021, we recognised Sustainability as a core component of our strategy, elevating it to
a pillar of our Group Strategy. In July 2022, we formalised this further and appointed our
inaugural Chief Sustainability Officer (CSO), to help drive our sustainability agenda and
bring together our existing Sustainable Finance, Sustainability Strategy, and Net Zero
Programme Management, teams.
In 2022 we engaged a third-party vendor to begin development of bespoke internal
modelling capabilities to provide greater transparency.
Scenario analysis –
page 90
In 2022, we assessed the impact on our CCIB corporate client portfolio based on three
IEA scenarios and three Phase 2 scenarios from the NGFS.
• We also assessed the impact of sea-level rises under various Intergovernmental Panel
on Climate Change (IPCC) Representative Concentration Pathways (RCP) scenarios to
explore the Physical Risk impact on the CPBB residential mortgage portfolio over short-
and long-term time horizons for internal risk management purposes.
• We are working to reduce our exposure to high carbon emitting activities and are
supporting clients in these industries to transition to lower carbon technologies.
• Our sustainable finance priorities, including new emerging products such as sustainable
deposits, carbon trading and ESG Advisory, and dedicated transition frameworks, are a
robust response to transition risks in the short term, strengthening our resilience
towards a 2°C or lower transition scenario.
Scenarios used
Impact of climate-related
risks and opportunities on
business strategy
Risk Management
Qualitative review of
climate risks and
opportunities in annual
business strategy and
financial planning –
page 95
Catalysing finance and
partnerships for
transition – page 84
Overview of our
Climate Risk toolkit and
application – page 98
Climate Risk Taxonomy
table – page 96
a) Describe the organisation’s processes for identifying and assessing climate-related risks
Processes for identifying
and assessing risk
• To support the management and monitoring of Physical and Transition risks, we
continue to conduct case level reviews for enhanced due diligence on high ‘Climate
Credit’ and ‘Climate and Reputational and Sustainability Risk’ for our corporate clients.
• The toolkits are used to identify and assess:
– Physical Risk: current-day and longer-term time horizons (2050, 2100) representative
concentration pathway (RCP) scenarios 2.6, 4.5 and 8.5, for acute weather events
(e.g. storms, floods or earthquakes) and chronic sea-level rise.
– Transition Risk: translates Orderly, Disorderly and ‘Hot-House’ world transition
scenario variables from NGFS and Net Zero Emissions by 2050, and Sustainable
Development and Announced Pledges scenario variables from IEA to financial
impact at a client level. Further information on client level assessments can be
found on page 102 and the limitations of our methodology on page 94.
– Temperature alignment: provides a temperature score to indicate client- and
portfolio-level global warming potential up to 2030.
– We define Climate Risk as the potential for financial loss and non-financial
detriments arising from climate change and society’s response to it. Within this,
we assess and define sub-risk types in the form of a climate risk taxonomy which
includes:
– Physical Risk: Risk arising from increasing severity and frequency of climate and
weather-related events.
– Transition Risk: Risks arising from the adjustment towards a carbon-neutral economy,
which will require significant structural changes to the economy.
70
Standard Chartered – Annual Report 2022Strategic reportSustainability Recommendation
Response
Existing and emerging
regulatory requirements
related to climate change
• We have established a process for tracking various Climate Risk-related regulatory
developments and obligations set by both financial and non-financial service
regulators at Group and regional/country level, with roles and responsibilities set out
in the Climate Risk Policy.
Disclosure location
Processes for
managing Climate Risk
– page 113
• Regulatory requirements or enhancements needed are recorded through workplans
across various teams. The workplans are coordinated and monitored through various
working groups by having the relevant accountable executives participate in the
relevant forums.
• We have identified seven Principle Risk Types (PRT) that are most materially
impacted by potential climate risks and describe transmission channels for
Climate Risk manifesting as financial and non-financial risk.
Characterising climate-
related risks in the context
of traditional banking
industry risk categories
b) Describe the organisation’s processes for managing climate-related risks
Processes for managing
and mitigating risks
• We manage Climate Risk according to the characteristics of these PRTs and are
embedding climate-risk considerations into the relevant frameworks and processes
as well as setting risk appetites for each.
• Our Climate Risk Appetite Statement (RAS) is approved annually by the Board and
is supported by Board and Management Team level risk appetite metrics across
Credit – CCIB and CPBB, Reputational and Sustainability Risk (RSR), Traded Risk and
Country Risk.
• We regularly review the scope and coverage of our risk appetite metrics for enhanced
risk identification and management. Additional metrics to address our public targets
across key sectors and a stress loss metric built on scenario outcomes have been
identified and are being monitored for inclusion in risk appetite reporting in 2023.
• We have toolkits to quantitatively measure climate-related Physical and Transition
Risks to determine if they should be prioritised for risk management purposes.
Existing risk
classification and
climate-risk
transmission channels
– page 97
Overview of our
Climate Risk toolkit and
application – page 99
Mitigating
environmental and
social risk – page 88
Sustainable Finance
mobilised – page 84
c) Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organisation’s overall risk
management
Integration into Enterprise
Risk Management
Framework
Metrics and Targets
• Climate Risk is recognised in the Group Enterprise Risk Management Framework
(ERMF) as an integrated risk type, i.e. it manifests through existing risk types and is
managed in line with the impacted risk type frameworks. We manage Climate Risk
according to the characteristics of these PRTs and are embedding climate-risk
considerations into the relevant frameworks and processes for each. In 2022, we have
continued to build Climate Risk into existing risk-management processes, focusing on
identifying, assessing, and monitoring across risk types.
Integrating climate-
related risks into overall
risk management –
page 100
a) Disclose the metrics used by the organisation to assess climate-related risk and opportunities in line with its strategy and risk
management processes
Key metrics used to
measure and manage
climate-related risks and
opportunities as well as
metrics used to assess the
impact of (transition and
physical) climate-related
risks on their lending
and other financial
intermediary business
activities
We disclose the following metrics in order to measure and manage climate-related risks
and opportunities:
Reducing our emissions
– page 74
Overview of our
Climate Risk toolkit and
application – page 99
Exposure to high-
carbon sectors –
page 78
Sustainable Finance
mobilised – page 84
Green and Social
Assets – page 86
GHG emissions:
• Absolute Scope 1, Scope 2, and Scope 3; financed emissions intensity
Climate-related transition risks:
• Temperature Alignment score
• Client-level Climate Risk assessment scores by region
• Projected potential average minor notch credit grade downgrade by 2050
• Exposure to high-emitting sectors
•
Increase in Counterparty Credit Risk (CCR) stress exposures from physical climate event
Climate-related physical risks:
• Location-based hazard and risk scores
• Outstanding exposure at very high gross Physical Risk %
• Outstanding exposure subject to very high gross Flood Risk
• Market Risk stress loss from physical climate event
Climate-related opportunities:
• Green and social assets
• Sustainable finance income
Capital deployment:
• $300 billion mobilisation progress
71
Standard Chartered – Annual Report 2022Strategic report TCFD summary and alignment index continued
Recommendation
Response
Climate-related incentive
structures
• Selected sustainability targets, including those with a climate change dimension, are
incorporated into our annual Group Scorecard which informs variable remuneration for
all colleagues under our Target Total Variable Compensation plan, including executive
directors and Group Management Team. Sustainability has also been included in the
2022–2024 Long-Term Incentive Plan performance measures.
b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas emissions and the related risks
Our own operations
• Despite only a 5 per cent reduction in our measured real estate, we reduced our
Scope 1 and 2 emissions by more than 42 per cent to 49,434 tonnes during 2022.
This has been possible through a consumption reduction of 3 per cent to 177.3 GWh
through energy-efficient investment, plus a 12 per cent increase in renewable energy
across the portfolio.
Disclosure location
Annual percentage
change in
remuneration of
directors and
employees – page 210
Incentive Structure –
page 119
Reducing our emissions
– page 74
In our supply chain
•
In partnership with an independent climate consultancy, we continued improving the
accuracy of our methodology and estimated our supplier emissions.
Reducing our emissions
– page 74
• The process for Scope 3 upstream vendor emissions measurement is being embedded
into our wider annual reporting process and is expected to be executed in the first
quarter of each year based on the previous year’s vendor spend.
Measuring our financed
emissions
• Analysing our exposure to high-carbon sectors (i.e. sectors that are responsible for the
majority of the GHG emissions in the atmosphere) is the starting point of our financed
emission calculations.
• We built on our progress in 2021 where we baselined our emissions for five of our
high-emitting sectors namely Oil and gas, Power, Coal mining, Steel and other Metals
and mining to include three additional transport sectors in 2022 being Automotive
manufacturers, Aviation and Shipping.
Supporting our
Corporate, Commercial
and Institutional
Banking (CCIB) clients
with the transition –
page 77
c) Describe the targets used by the organisation to manage climate-related risks and opportunities and performance against targets
Details of targets set and
whether they are absolute
or intensity based
• The targets we have set for climate-related risks are primarily our net zero, across
Scopes 1, 2 and specifically 3 financed emissions, starting in 2030, with thermal
coal targets in the shorter term from 2024. Our progress is set out in the Financed
emission section.
Measurement and
progress of our
financed emissions –
page 79
• On climate-related opportunities, we have a $1 billion of Sustainable Finance income
and $300 billion mobilisation of Sustainable Finance targets to 2025 and 2030
respectively.
• During the year, we revised the measurement of our Oil and gas sector emissions from
an income-based carbon intensity to absolute financed emissions to better reflect the
sector emission profile, effectively creating a carbon budget for the sector which is
intended to decrease over time.
•
In 2022, we continued to expand the coverage of our financed emissions calculations
and this report announces three further sectoral targets covering transportation.
By 2030, we aim to reduce emissions in the transportation sector:
– 34% in aviation (production intensity)
– Reduce our alignment delta in shipping from +2.6% to 0%
– 49% in automotive manufacturers (production intensity).
• The methodologies used to calculate baseline emissions are set out in the Our Clients
– reducing our financed emissions section.
•
In 2021, we set our Sustainability Aspirations to include an interim target to aim to
reach net zero in our operations by 2030 and in our financed emissions by 2050.
In 2022, we updated our target for reaching net zero in our operations by 2030 and
brought it forward to 2025.
Measurement and
progress of our
financed emissions –
page 79
Sustainability
Aspirations – page 493
A description of the
methodologies used
to calculate targets
and measures
Other key performance
indicators used
72
Standard Chartered – Annual Report 2022Strategic reportSustainability Our net zero timeline
To help us remain on track, we have set short- to medium-term quantifiable targets to manage our
progress and disclose our data on an annual basis. Details of our targets in this area, as well as progress
towards these, are set out throughout this section of the report.
In our strategic business planning, we consider ‘short-term’ to be less than two years, ‘medium-term’ to be
two to five years and ‘long-term’ to be beyond this. For climate scenario analysis we can run 30-year
scenarios for both Physical and Transition Risk. Some elements of our Physical Risk scenario analysis can
also extend to 2100 (see page 92).
S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
2021
Launched our pathway to net zero
by 2050, including interim targets and a
supporting methodology
Announced plans to mobilise $300 billion in
Sustainable Finance
Published a Transition Finance Framework
•
•
•
2023
Develop 2030 emissions baseline and targets for
Cement, Mortgages, Commercial Real Estate
(CRE) and Aluminium, planned to be
communicated in our 2023 TCFD report in
Q1 2024
Announce timeframe for enhanced Oil & Gas
absolute emissions target by our 2023 AGM
Expand our coverage to facilitated emissions,
aiming to adopt the PCAF standards (expected
to be published in H1 2023)
•
•
•
2030
Aim to only provide financial services to clients
who are less than 5% dependant on revenue
from thermal coal
Aim to meet financed-emissions targets in our
most carbon-intensive sectors
•
•
2022
• Developed 2030 emissions baseline and targets
for Aviation, Shipping and Automotive
Manufacturers
• Joined Partnership for Carbon Accounting
Financials (PCAF)
• Developed capabilities for and commenced
quarterly external reporting against key
sustainability measures
2024
• Develop 2030 emissions baseline and targets for
Agriculture, planned to be communicated in our
2024 TCFD report in Q1 2025
2025
• Aim to double our share of sustainable investing
assets under management and integrate ESG
considerations into our advisory activities in our
wealth management business
• Aim to be net zero in our own operations
(brought forward from 2030)
2032
• Targeted end date for legacy direct coal
financing globally
2050
Aim to become net zero in our financed emissions
Standard Chartered – Annual Report 2022
73
Reducing our emissions
Since 2018 we have been working on aligning
our operational and financed emissions to the
Paris Agreement's goal of well below two
degrees Celsius of global warming by the end
of the century.
We focus on three areas within our strategy
to reduce direct and financed greenhouse
gas (GHG) emissions: our operations, those
associated with our supply chain (indirect
impacts in value chain) and our financed
emissions associated with our clients.
Emissions1
Scope 1&2: SCB’s own emissions
0.08% (0.05 MtCO2e)2
Scope 3: Indirect impacts in
value chain Cat 1 to 14
3.65% (2.22 MtCO2e)2
Scope 3: CCIB Corporates
Financed Emissions
96.26% (58.50 MtCO2e)
60.8
MtCO2e
r a t
i o n s and Supply Chain
e
p
O
Cooling
Business travel
Electricity
Heating
Employee travel
Waste management
Purchased goods
and services
Our operations –
reducing our environmental footprint
We are mindful of the direct environmental impact of our
branches and offices and are determined to reduce their
impact.
We have measured and reduced our GHG emissions since
2008, and since 2018 we have been actively targeting a
reduction in our Scope 1 and 2 emissions in line with a well-
below two degrees celsius scenario. In 2021, we enhanced
this ambition, setting out targets to achieve net zero in our
operations by 2025.
Our approach is simple. We intend to optimise our office
and branch network, retiring unused and ineffective space
to retain a working environment in line with modern
requirements for home- and hybrid-working solutions.
In partnership with our long-term strategic real estate
suppliers such as CBRE and JLL, we are working to maximise
efficiency while leveraging clean and renewable power
where appropriate, in line with our commitment to the global
corporate renewable energy initiative, RE100, and to help us
meet our own challenging targets.
Despite only a 5 per cent reduction in our measured real
estate, we reduced our Scope 1 and 2 emissions by more
than 42 per cent to 49,434 tonnes during 2022. This has been
possible through a consumption reduction of 3 per cent
to 177.3 GWh through energy-efficient investment, plus a
12 per cent increase in renewable energy (being through
direct power purchase agreements, green utilities and
renewable energy certificates) and across the portfolio.
While new ways of working have led to a direct reduction in
our property requirements and associated emissions, we
recognise that these emissions have simply been shifted.
Throughout 2022, we have begun measuring additional
categories of Scope 3 emissions including waste, employee
commuting and downstream leased assets. See page 75.
Read the principles and methodology for measuring our
environment data at sc.com/environmentcriteria
Automotive
Manufacturers
Oil & Gas
Aviation
Agriculture
For further details on our environmental performance see page 489
and our ESG data pack at sc.com/esgdatapack
Other
Coal
Mining
Cement
Shipping
Residential
Mortgages
Power
Aluminium
Steel
Commercial
Real Estate
Other Metals
and Mining
Financed Em i s s i o n s
For more information on
our own operations refer
to page 75
For more details on our
own financed emissions
refer to page 76
1 Standard Chartered measures greenhouse gas emissions using the
Greenhouse Gas Protocol
2 Source: The Group’s aviation portfolio which it leases to airlines has been
added in our Supply Chain Scope 3 (Cat. 13 as per the GHG protocol)
74
Read the independent environmental assurance at
sc.com/environmentalassurance
We are also committed to reducing waste. In 2022, we
reduced our overall waste by 37 per cent, and our waste
per employee by 39 per cent to 19.2kg, achieving our target
to reduce waste to 40kg per employee per year three years
ahead of schedule. This was primarily due to new ways of
working reducing employee presence in our buildings.
[[Improving our
office efficiency]]
We have created a rolling asset replacement strategy
for lighting in our offices. We now aim to only install LED
and circadian lighting, and any new fit-out or project,
small churn-related changes or upgrades always include
improved lighting.
Standard Chartered – Annual Report 2022Strategic reportSustainability Water availability is a growing challenge in many of our
markets. Although we did not face any issues sourcing
potable water in 2022, we continue to take a responsible
approach to managing water across the Group.
Simultaneously, for Purchased goods and services and Capital
goods categories, we plan to engage our suppliers (covering
circa 67 per cent of spend) to set science-based targets in the
next five years.
We continue to work towards our target to recycle 90 per cent
of our waste by 2025. We have commenced the True Zero
Waste programme across our top 20 buildings by size and
expect to see the first results next year.
During 2023, we will continue to accelerate our True Zero
Waste certification programme across more offices.
This certifies 90 per cent of waste diverted from landfill
or incineration and will require further investment and
education in waste management and avoidance.
Additionally, we will certify more single-use-plastic free
buildings and promote more sustainable practices.
Our suppliers –
reducing Scope 3 upstream
With approximately 11,700 suppliers, we recognise our
contribution to climate impacts through the goods and
services we procure and understand that severe weather
events could result in material disruptions to our supply chain
that may potentially impact our ability to serve our clients.
From 1 April 2022 all new and renewing material third-party
corporate services arrangements in-scope for Business
Continuity Management controls are subject to climate risk
assessment as part of third-party continuity plans.
Through our Supplier Charter, we encourage our suppliers to
support and promote standards in environmental protection
and to manage and mitigate environmental risks.
In 2022, we continued to make progress against our supply
chain sustainability agenda. We saw an approximately
58 per cent decrease in our flight emissions in the period
from October 2021 to September 2022, against our target to
achieve and maintain flight emissions at 28 per cent lower
than our October 2018 to September 2019 baseline, and
continued to offset these.
In partnership with an independent climate consultancy, we
continued improving the accuracy of our methodology and
estimated our supplier emissions. Due to a limited number
of suppliers able to report emission figures to the Group, our
methodology relies primarily on emission factors combined
with an increasing volume of data reported by suppliers via
the CDP climate change survey and emission figures reported
by suppliers to the Group. We expect that both supplier
emission calculations and our methodology will continue
to evolve over time. Using these insights, we identified
and engaged our key highest-emitting suppliers to better
understand and align on sustainability actions, metrics
and goals.
The process for Scope 3 upstream supplier emissions
measurement has been developed and embedded into our
wider annual reporting process, with emissions provided for
Purchased goods and services, Capital Goods, Upstream
transport and Other Business Travel. These emissions are
based on the previous year's actual spend, hence a one year
time lag: 2022 emissions relate to 2021 expenditure.
Furthermore, we launched a global project to define
strategies to address emissions related to Scope 3
Categories 1 (Purchased goods and services), 2 (Capital
goods), 4 (Upstream transportation and distribution) and
6 (Business travel). Our targets cover reducing our emissions
related to Upstream transportation and distribution and
Business travel by 28 per cent against 2019 levels by 2023.
In 2022, to build internal understanding of our supply chain
sustainability aspirations and drive united engagement for
our net zero goals, we delivered training and awareness
sessions which were attended by approximately 450
participants from across the organisation.
Scope of emissions
2022 (tCO2e)
2021 (tCO2e)
2020 (tCO2e)
Scope 1 direct
emissions
(combustion of fuel)
Scope 2 energy
indirect emissions
(purchase of
electricity)
Total Scope 1 and 21
Scope 3 other indirect
emissions
Purchased goods
and services (other)2
Purchased goods
and services (global
data centres)3
Capital goods2
Upstream
transportation and
distribution2
Waste generated
in operations4
Business travel
(air travel)
Business travel
(miscellaneous
other than flights)2
Employee
commuting3
Downstream leased
assets (corporate
real estate)4
Downstream leased
assets (leased
aircraft)4
Investments2, 5
Total Scope 3
emissions
2,071
2,902
3,988
47,363
49,434
82,761
85,662
113,870
117,858
380,732
330,244
–
706
34,496
43,132
47,217
20,300
20,949
498
–
29,562
–
–
–
39,107
3,654
33,930
2,654
4,994
61,917
8,594
1,671,867
–
–
–
58,500,000
45,200,000
60,720,871
45,650,190
–
–
–
–
–
63,492
181,350
Total emissions
60,770,305
45,735,852
1 We use an independent third-party assurance provider to verify our
greenhouse gas (GHG) emissions. In 2022, our measured Scope 1 and Scope 2
emissions, as well as waste and water consumption, were assured by Global
Documentation Ltd, ensuring the accuracy and credibility of our reporting.
2 The reporting period for carbon emissions is 1 October to 30 September.
This only differs for category 1: Purchased Goods, category 2: Capital
Goods, category 4: Upstream Transportation and Distribution, Category 6:
Miscellaneous travel and category 15: Investments where the period 1 Jan
to 31 December on a one year lag is used.
3 The decrease in emissions from data centres was due to the offset of REC's
(Renewable Energy Certificate) against the total energy consumption. REC's
are a type of Energy Attribute Certificate that represents the environmental
attributes of the generation of a one-megawatt hour (MWh) of energy
produced by renewable sources ie the proportion of power sourced from
a national grid that is produced using renewable energy sources.
4 Emissions for Category 5: Waste generated in operations, Category 7:
Employee Commuting and Category 13: Downstream Leased Assets was
measured and reported for the first time in 2022.
5 These are financed emissions of our CCIB lending portfolio.
For further details on our Scope 3 vendor emissions see
our ESG data pack at sc.com/esgdatapack
Read our Supplier Charter at sc.com/suppliercharter
75
Standard Chartered – Annual Report 2022Strategic report
Our clients –
reducing our financed emissions
We aim to support our clients in their own transitions to net
zero and see our role in supporting this alignment to the Paris
Agreement's goal as a critical part of our climate response
plans. We aim to become net zero in our financed emissions
by 2050, with interim 2030 targets for our highest-emitting
sectors.
In 2022, we made progress towards this goal, and set out
to measure, manage and reduce operational and financed
emissions via the implementation of our net zero pathway. In
2021, we announced that we expect all clients (beginning with
those in high-carbon sectors) to have a strategy to transition
to a low-carbon business model. Since then, we have focused
on assessing clients in sectors where we have set 2030 net
zero targets (Oil and gas, Metals and mining and Power). We
have also developed an initial methodology for assessing the
credibility of client transition plans. We expect this area to
evolve, and will look to adapt our methodology accordingly.
Our methodology draws on information gathered from our
client Climate Risk Assessments (see page 88) and considers
the guidance on Credible Transition Plans by the Glasgow
Financial Alliance for Net Zero (GFANZ) and the UK’s
Transition Plan Taskforce. In 2022, we tracked the existence
of a transition plan for our corporate clients, and by the end
of 2023 intend to have a view of credibility of those transition
plans for our largest exposures. We acknowledge that
targeting net zero will not be a linear pathway, especially for
a bank which operates primarily in the emerging markets
and recognises its role in helping to support a just transition.
As such, in the shorter term, our financed emissions may
increase as we focus on funding our clients' transition journeys
toward reaching net zero emissions.
Calculating financed emissions
PCAF define financed emissions as the GHG emissions
from loans and investments provided by financial
institutions to their clients i.e. the proportion of our
clients' emissions we finance. To calculate our baseline
projections, we measure three types of financed
emissions using three methodologies:
• Revenue-based carbon intensity: a measurement of
the quantity of GHG emitted by our clients per USD of
their revenue.
• Absolute financed emissions: a measurement of our
attributed share of clients’ GHG emissions.
• Production-based intensity: a measurement of the
quantity of GHG emitted by our clients per USD of their
production capacity.
Our methodology is based on global standards, including
those set by the Science Based Target initiative (SBTi), the
Net Zero Banking Alliance (NZBA) and PCAF.
Revenue
based
intensity
=
(
(
Client exposure
Client EVIC
Client exposure
Client EVIC
Absolute
financed
emissions
=
(
Client exposure
Client EVIC
x
x
x
x
Client
emissions
)
Client
revenues
)
Client
emissions
)
Client
emissions
)
(
Client exposure
Client EVIC
Production-
based
intensity
=
Client per unit of production
[[Standard Chartered
joins PCAF]]
During 2022 the Group joined the Partnership for Carbon
Accounting Financials (PCAF). Joining PCAF will help us
to take a consistent approach to assessing and reporting
emissions for its financed and facilitated transactions.
PCAF is a global partnership of financial institutions
to develop and implement a harmonised approach
for assessing and disclosing the greenhouse gas
(GHG) emissions of their loans and investments and
is becoming the market standard approach.
PCAF has developed GHG accounting methodologies
that can be applied by financial institutions who
have exposure to listed equity and corporate bonds,
business loans and unlisted equity, project finance,
mortgages, commercial real estate and motor
vehicle loans. PCAF currently represents financial
institutions with total financial assets in lending
and investments in excess of $40 trillion dollars.
EVIC stands for economic value including cash and is
the sum of the client's debt plus equity. If the client is
listed, that equity is the client's market capitalisation.
The numerical value of the clients EVIC will impact
the measurement of all three financed emission
methodologies. If, for example, the market capitalisation
of a listed client increases (through the client's share price
increasing), the financed emissions will decrease on an
absolute financed emission, revenue based intensity and
production based intensity basis.
Further, for revenue based intensity, when client
revenues increase (for example, commodity based
clients experiencing higher commodity prices) the
revenue based emissions intensity will decrease.
It is noted that there is a one-year lag on data used for
financed emissions. This is a result of the time taken for
our clients to report their financial and carbon emission
information. Therefore, the Group's baseline as released
in 2021 utilised the 2020 year-end balance sheet date for
client exposures, financial and carbon information, and
the 2022 updated financed emissions utilises the 2021
year-end balances. We still refer to these as the 2022
and 2021 updates.
76
Standard Chartered – Annual Report 2022Strategic reportSustainability Exposure
Supporting our Corporate, Commercial
and Institutional Banking (CCIB) clients with the transition
In our net zero whitepaper, released in 2021, we provided
details of our financed emissions for the 2021 year, using the
2020 balance sheet. Our first baseline emissions measured
45.2 MtCO2e (covering 77 per cent of the CCIB exposure
portfolio for which the Group could source financial
information), and set out our approach to achieve emissions
reduction by 2030 in our most carbon-intensive sectors of:
• 63 per cent in Power (Scopes 1 and 2 intensity)
• 33 per cent in Steel (Scopes 1 and 2 intensity)
• 33 per cent in Other metals and mining (ex. Coal Mining)
(Scopes 1 and 2 intensity)
• 30 per cent in Oil and Gas (Scopes 1, 2 and 3 intensity)
• 85 per cent in Coal Mining (Scopes 1, 2 and 3 absolute)
The following section sets out our progress made against
these targets during 2022, and builds on this foundation with
the announcement of three further sectoral baselines and
targets being Automobile Manufacturers, Aviation, and
Shipping. With the addition of these further three sectors, we
have set targets for eight sectors in total. The emissions of the
CCIB lending book across all counterparties in all sectors is
estimated to be 58.5MtCO2e. These total emissions are where
the Group is able to obtain client financial information, being
the clients' EVIC. In 2022, the Group was able to source client
data for 87 per cent of the CCIB lending portfolio to calculate
the 58.5MtCO2e. Of these emissions, 61 per cent is due to the
emissions of the counterparties in the eight high-carbon
sectors for which the Group has set targets. These eight
sectors represent 14.4 per cent of the CCIB lending book as
of 30 September 2022.
In 2023, we plan to add a further four sectors into our
analysis, and beyond that to incrementally improve the
portfolio coverage as market data on emissions becomes
more widely available. Analysing our exposure to high-carbon
sectors (i.e. sectors that are responsible for the majority of the
GHG emissions in the atmosphere) is the starting point of our
financed emission calculations. In order to identify which of
our lending is to high-carbon sectors, we use the Task Force
on Climate-related Financial Disclosures (TCFD) sector
categorisation, namely: energy; transportation; materials
and buildings; and agriculture, food and forest products.
The most material sub-sectors to the Group for which
baselined targets have been set are presented below.
Percentage of financed emissions covered %
Included in analysis
Emissions coverage
2021
2022
2023
2024 and later
Completed
Not completed
Remaining
Sectors
Agriculture
Commercial
Real Estate
Residential
Mortgages (CPBB)
39%
Aluminium
Cement
Coal
Mining
Steel
61%
%
of financed
emissions
covered
Other Metals
and Mining
Oil & Gas
Power
Automotive
Manufacturers
Shipping
Aviation
77
Standard Chartered – Annual Report 2022Strategic report High-carbon sectors as a % of total CCIB lending
14.4%
Automotive
Manufacturers
Oil & Gas
Aviation
Power
Coal Mining
Shipping
Other
Metals and
Mining
Steel
We have extended our financed emissions analysis and
disclosure on our exposure to high-carbon sectors.
Sectors are identified and grouped as per the International
Standard Industrial Classification (ISIC) system and exposure
numbers have been updated to include all in-scope ISIC codes
used for target setting among the seven high-carbon sectors.2
The maximum exposures shown in the table include Loans
and Advances to Customers at Amortised cost, Fair Value
through profit or loss, and committed facilities available as
per IFRS 9 – Financial Instruments in $million. Green and other
sustainable finance loans which support the transition to the
net zero economy are also included. The full exposure does
not provide an indication of how many clients have net zero
pathways in alignment with our own, and hence can be
banked through the transition of their businesses from a
higher-carbon present to a lower-carbon future. As reporting
efforts harmonise around green, sustainable and transition
taxonomies, we will evolve our reporting accordingly.
Loans and advances and undrawn balances to high-carbon sectors ²
Sector
Automotive manufacturers
Aviation
Coal mining
Steel
Other Metals and mining
Oil and gas
Power
Shipping
Total balance
Loans and advances
(drawn funding)
$m
Undrawn commitments
and financial guarantees
$m
20221
3,439
2,497
69
1,681
2,847
6,641
4,918
5,456
27,548
20213
3,168
2,846
133
1,838
2,021
7,077
4,916
5,596
27,595
20221
3,036
1,276
8
1,007
3,237
13,926
3,843
1,510
27,843
20213
3,675
1,114
10
837
3,729
14,750
5,594
1,491
31,200
Maturity and expected credit losses of exposure to high-carbon sectors²
Sector
Automotive manufacturers
Aviation
Coal mining
Steel
Other Metals and mining
Oil and gas
Power
Shipping
Total balance
20221
$m
Loans and
advances
(drawn funding)
Maturity buckets
20221
$m
Less than
1 year
More than 1
to 5 years
More than
5 years
Expected
credit loss
3,439
2,497
69
1,681
2,847
6,641
4,918
5,456
27,548
2,855
120
5
1,456
2,330
2,506
1,495
801
11,567
534
916
31
216
312
2,203
1,434
2,988
8,635
50
1,461
32
8
205
1,931
1,988
1,668
7,344
–
65
12
38
45
276
117
51
603
1 This is as at 30 September 2022
2 The ISIC codes used by the Group above are as follows:
Automotive manufacturers (Manufacture of motor vehicles and Motor Finance); Aviation (Passenger air transport), Coal (Coal Mining), Steel (Iron and Steel basis
Industries and casting of iron and steel), Other Metals and Mining (Iron Ore Mining, Gold and Precious Metals, Copper & Zinc, Stone quarrying clay and sand pits,
Mining & Quarrying NEC; Support activities for other mining and quarrying, Casting of non-ferrous metals, Aluminium, Non-ferrous metal basis industries, Metal
products services, Manufacture of fabricated metals); Oil & Gas (Extraction of Oil, Oil rig operators, Support activities for petroleum and natural gas extraction,
Extraction of natural gas, Petroleum refineries, Manufacture and repair of mining, Oilfield & gasfield and related machinery and equipment); Power (Electricity
generation and distribution, Water Supply & distribution, Collection of non-hazardous waste); Shipping (Sea and coastal freight water transport, Support services
to water transport/NEC, Sea and coastal passenger water transport, Gas Manufacture & distribution)
2021 balances are as at 31 December
3
78
Standard Chartered – Annual Report 2022Strategic reportSustainability
Measurement
Measurement and progress of our financed emissions: sectoral deep dives
Sector
Standard Chartered Group
Oil and gas
Power
Coal mining
Metals and mining
Steel
Transport
Auto Manufacturers²
Aviation³
Shipping⁴
Other6
Absolute Financed
Emissions MtCO2e
20218
45.2
13.7
7.7
3.3
0.4
2.7
2.7
20221
58.57
10.2
6.3
2.3
0.4
2.7
13.9
4.3
2.2
7.4
22.7
14.7
Intensity Financed
Emissions kgCO2e
20221
Change YTD
22 vs YTD 21
2030
target
20218
Target based on
2.8
2.1
0.9
1.9
–
3.0
3.7
1.0
2.2
–
160g CO2e/Vkm
1,152g CO2e/ Rtk
+2.6% delta
-8.3% -30%
Revenue Emissions Intensity
-43.6%
-30.3%
-7.4%
-12.0%
415%
NA
NA
-63%
-85%
-33%
-33%
Revenue Emissions Intensity
Absolute Emissions
Revenue Emissions Intensity
Revenue Emissions Intensity
-49% Production Emissions intensity⁵
-34% Production Emissions intensity⁵
0% Production Emissions intensity⁵
1 2022 financed emissions are calculated based on 31 December 2021 data
2 Vkm means vehicle per km
3 Rtk means per revenue tonnes km
4 An alignment delta is an asset by asset plot against a set curve, either below
(being negative which means less CO2 per asset than the curve) or above
(being positive which means more CO2 per asset than the curve). In this
instance the assets are ships and how they plot against the International
Maritime Organisation curve
5 Sector specific intensity being CO2 per distance traveled
6
'Other' includes manufacturing, wholesale and retailers, commercial real
estate, aluminium and cement sectors
7 The exposure to clients is from the Group’s systems, however, the ability to
find counterparty EVIC’s and carbon disclosed is evolving and currently relies
on third party inputs and individual searches for financial information.
EVIC information is usually found via external aggregators, internal risk
systems and individual financial information searches. For emissions, this is
done through external aggregators and where not available; regression
analysis and proxy information is used
8 2021 financed emissions are calculated based on 31 December 2020 data
Standard Chartered Group total
Our total financed emissions in 2022 are 58.5 MtCO2e, up
from 45.2 MtCO2e in 2021. This represents an increase of
29 per cent. This increase is not unexpected and reflects a
combination of: sector deep dives, which capture full sector
value chain emissions; methodological improvements based
on evolving industry best practice; and expanded coverage of
our emissions footprint based on increasing data availability.
These factors contributing to the 2022 reported group
emissions figure are therefore not a reflection of an inherent
increase in our clients' underlying emissions footprints.
Over time, we will seek to capture and report on emissions
reductions versus those attributed to methodology changes
and expanded coverage of sector emissions.
• Expansion in scope – prior to conducting our sector deep
dives as articulated in our net zero pathway, we took a
top-down corporate level approach in calculating the
baseline. In particular, for the transport sector, our corporate
level approach accounted for only Scope 1 and 2 emissions
(e.g. solely the emissions from their direct manufacturing
and administrative activities). Through the transport sector
deep dives we were able to do a full mapping of the sector
value chain from a bottom up perspective, which included
the underlying asset level emissions. Therefore, emissions
have been counted for each underlying vehicle produced,
aircraft flown and ship sailed, in addition to the
manufacturing and administrative activities. This
significantly increased our baseline emissions in 2022
from 2.7 to 13.9 MtCO2e.
• Increased data coverage – we continue to improve our
data coverage. In 2022, our client coverage of financial
(EVIC) information increased YoY from 77 per cent to
87 per cent. This increased data availability also increased
our baseline emissions.
• Financial volatility – offsetting the prior two factors,
increases in commodity prices increased profitability and
resulted in higher share prices in these sectors, both of which
increased EVICs, therefore decreasing absolute financed
emissions for the Group.
Further, for revenue emissions intensity (as applicable to
the Oil and gas, Power, Steel and Other metals and mining
sectors), this increased profitability decreased revenue-based
carbon intensity (as the ratio of emissions to revenue earned
decreased). In 2023, we will be moving to production-based
intensity metrics for these sectors which will reduce the impact
of market volatility on our emissions profile.
We acknowledge that our ambition to achieve net zero in our
financed emissions by 2050 will not be a linear decreasing
pathway given the above factors.
Individual high-carbon sectors
We measured progress against our emission targets in three
forms: absolute financed emission (Coal mining and a
baseline for Oil and gas), revenue-based carbon intensity
(Oil and gas, Power and Metals and mining), and production-
based intensity (Auto manufacturers, Aviation and Shipping).
• Oil and gas has shown movement in revenue-based
intensity as well as the absolute financed emission baseline.
There was a decrease in absolute emissions, due to
increasing EVICs and a portion of the 2021 population
(Gas-related ships) moving to the Shipping transport sector.
• Coal mining exposure decreased to less than $100 million;
this is a run-down book with no new coal mining loans
made in the year.
• Steel financed emissions remain widely flat across 2021–
2022, decarbonisation of steel will be a long-term journey
with limited short-term impact.
• Power on an economic intensity basis saw a significant
decrease, primarily attributed to macroeconomic factors
of increased commodity prices passed onto customers
with resulting higher revenues. The Power portfolio does
however have approximately 25 per cent of its exposure to
renewable energy counterparties, which is also bringing this
intensity metric down.
We continue to refine our approach to measuring production
targets. In 2023, noting the shortcoming of economic intensity,
these sectors will be measured using production-based
intensity metrics (CO2 per KWh or tonne of steel produced).
79
Standard Chartered – Annual Report 2022Strategic report
Oil and gas
The decarbonisation of this sector is central to global
efforts to reach net zero, and is particularly relevant
within the markets in which we operate as around half of
the sector’s global emissions originate in Asia, Africa and
the Middle East. Oil and gas represents the single biggest
contributor to our total absolute financed emissions,
representing 17 per cent of the total.
Power Generation
The Power sector sits at the forefront of the energy
transition, with many industries relying on electrification to
achieve net zero by 2050. However, this will not be possible
without a sufficient supply of low-carbon electricity. The
private sector is well-established as the leading source of
finance for power generation in most economies around
the world.
Oil and gas value chain in scope
Power Generation value chain in scope
Oil & Gas
Companies
Service
companies
Other
Oil & Gas
companies
Generators
Coal
Gas
Renewables
Power
distributors
Other
utility
providers
Scope 1, 2
Scope 1, 2
Our portfolio
Scope 1, 2
Scope 1, 2
Balance
$bn
4.0
2022 carbon
intensity
2.07 KgCO2e
Target
Target type
–63%
(2020–2030)
Revenue emission
intensity
Progress
We have set ourselves the target to reduce emissions in
the Power Generation sector by 63 per cent (Scopes 1 and
2 intensity) by 2030. In 2022, we achieved a 44 per cent
reduction, primarily driven by increases in commodity prices
which are passed onto customers by power producers,
thereby increasing the revenue earned by the producer.
Increases in the producer’s revenue and EVICs
decreases our proportion of financed emissions, both
on an absolute and economic intensity basis. Absolute
reductions in emissions are therefore primarily because of
macroeconomic factors. As a caveat, the Group continues
to grow our financing provided to renewable power
producers, which now represents approximately 25 per
cent of the power portfolio and contributes towards this
intensity decrease.
Calculation methodology
Scope 1 is the most material component of the Power
sector’s emissions. By contrast, Scope 2 is insignificant and
relates to energy used to operate power plants which
cannot be isolated from the overall industry electricity
consumption. Scope 3 is not included as there is no
agreed approach to its quantification in this sector.
Changes in baseline method
We intend to update our measurement basis of the
power sector from a revenue-based intensity measure to
a production-based measure in 2023. We believe this will
provide a more accurate measure of our counterparty CO2
emissions, which will be per unit of power produced (KWh).
Scope 1, 2 and 3
Scope 1, 2
Scope 1, 2
Our portfolio
Balance
$bn
6.3
2022 financed
emissions
10.2 MtCO2e
Target
Target type
–30%
(2020–2030)
Revenue emission
intensity
Progress
In our net zero whitepaper, we targeted an emissions
reduction in the Oil and gas sector of 30 per cent (Scopes 1,
2 and 3 intensity) by 2030.
During 2022, we revised the measurement of our Oil
and gas sector emissions from a revenue-based carbon
intensity to absolute financed emissions. This better reflects
the sector emission profile and provides alignment with
the emerging consensus of peer banks as to the best way
in which to measure and set targets for the sector. This
effectively creates a carbon budget which is intended
to decrease over time, which further helps meet the
expectations of our key stakeholders. Our new absolute
baseline is 10.2MtCO2e and we will disclose targets for this
baseline by the Group's 2023 Annual General Meeting.
In 2022, using the existing intensity target, we achieved
an 8 per cent reduction year-on-year. This reduction was
primarily due to macroeconomic factors, including an
increase in clients’ underlying corporate value (EVIC)
due to increases in commodity prices linked to the war
in Ukraine and rising energy prices. This has resulted in a
proportionate reduction in our share of financed emission
contributions.
Calculation methodology/Science-based scenario selected
For the Oil and gas sector, our calculations are based on
the International Energy Agency (IEA) Net Zero Emission
by 2050 (NZE) and the Current Policies Scenario (CPS).
In the NZE scenario, the share of fossil fuels in global energy
falls from around 80 per cent in 2020 to 20 per cent in 2050,
and the residual usage of fossil fuels by 2050 is primarily
related to goods where carbon is embedded (e.g. plastics),
or production facilities fitted with CCUS (Carbon capture,
utilisation and storage). Any remaining usage of fossil
fuels is limited to sectors where low-emissions technology
options are scarce. Scope 2 emissions are projected using the
power generation emissions pathway. Scope 3 downstream
emissions make up around 90 per cent of total emissions in
the Oil and gas sector and have been calculated assuming
that all fuel is burnt and there is no impact from CCUS.
Changes in baseline method
For 2022, we have updated the Oil and gas sector emission
measurement from revenue-based carbon intensity to absolute
financed emission to better reflect sector emission profile.
80
Standard Chartered – Annual Report 2022Strategic reportSustainability
Metals and mining
The Metals and Mining sector provides raw
materials that support much of the global economy. The
sector contributes around 12 per cent of global CO2 emissions
(Scope 1 and 2), of which Asia, Africa and the Middle East
contribute more than 75 per cent.
Our net zero whitepaper detailed our targets to achieve an
emissions reduction of 33 per cent for Steel (Scopes 1 and 2
intensity); 33 per cent for Other Metals and Mining (ex. Coal
mining) (Scopes 1 and 2 intensity); and 85 per cent for Coal
mining (Scopes 1, 2 and 3 absolute).
Metals and mining value chain in scope
Thermal coal
We will only provide financial services
to clients who:
By 2024
are less than 80% dependent on thermal coal
(based on % revenue)
By 2025
are less than 60% dependent on thermal coal
(based on % revenue)
Coal
mining
Scope
1, 2 and 3
Our portfolio
Steel
production
Other metals
By 2027
Scope 1, 2
Scope 1, 2
Balance
$bn
2022
financed
emissions
1.4
0.7
1.9
0.9
Sector
Steel
Other
Metals and
Mining
Target
Target type
-33%
-33%
Revenue
emissions intensity
Revenue
emissions intensity
2.3
<0.1
-85%
Absolute financed
emission
Coal
Mining
Progress
In 2022, we achieved a 30 per cent reduction in the
absolute emissions associated with our Coal mining
portfolio, from 3.3 to 2.3 MtCO2e. This has been achieved
by allowing the periodic run-down of our loan book in
this sector.
For Steel and Other Metals and Mining, we achieved a
11 per cent reduction in the revenue intensity target. This
decrease was primarily due to increases in commodity
prices reducing our proportion of the client’s emissions.
Price increases resulted in an increase in client revenue
which therefore reduced our share of emissions.
Calculation methodology
Mining projections
We have used a Baringa scenario to calculate Scope 1 emissions
from coal mining. The Power sector has been followed for Scope
2 emissions and Scope 3 emissions have been based on coal
production adapted from the IEA’s Net Zero Emissions scenario.
Steel producer projections
Emissions for the steel sector are often quoted or published
in a way that partially includes Scope 2 and/or Scope 3. In our
methodology, we differentiate Scope 1 from Scopes 2 and 3 to
support clearer, more precise calculations. Scope 3 emissions
are not currently calculated due to limited data availability;
however, we continue to engage our clients and standard
setters to develop a suitable approach to calculating Scope 3
emissions for steel.
Changes in baseline method
We intend to update our measurement basis of the Metals
and mining sector from revenue-based intensity measures to a
production-based measure in 2023. We believe this will provide
a more accurate measure of our counterparty CO2 emissions
which will be provided by unit of metal produced (e.g. tonne
of steel).
are less than 40% dependent on thermal coal
(based on % revenue)
By 2030
are less than 5% dependent on thermal coal
(based on % revenue)
Progress
In October 2021, we enhanced our Power Generation
and Extractive Industries Position Statements to test our
clients’ dependency on thermal coal at client entity level
and at group level (tested at group level previously). Since
then, we identified 37 client entities that derive 100% of
their revenue from thermal coal. Of these, 14 entities have
been fully exited in 2022 with the remainder in progress,
subject to contractual commitments.
All our criteria on thermal coal is tested on an annual
basis via our Environmental and Social Risk Assessments.
Where a client triggers a threshold but approaches
us to provide Transition Finance we will consider our
involvement on a case-by-case basis, including instances
where a client is reducing greenhouse gas emissions
through the early retirement of coal power assets.
Expanding our financed emissions coverage
In line with our aim to measure, manage and reduce our
financed emissions, in 2022, we continued to expand the
coverage of our calculations and are pleased to announce
three further sectoral targets covering transportation.
By 2030, we aim to reduce emissions in the transportation
sector:
• 34 per cent in Aviation (production intensity)²
• Reduce our alignment delta in Shipping from +2.6 per cent
to 0 per cent1
• 49 per cent in Automotive manufacturers (production
intensity)²
1 Alignment with the International Maritime Organisation (IMO) emissions
trajectory curve
2 Sector specific intensity being CO2 per Km distance traveled
81
Standard Chartered – Annual Report 2022Strategic report
Aviation
The aviation sector includes all activities related to
domestic and international air travel. It is responsible for
over 2 per cent of global energy-related CO2 emissions,
as per the IEA Tracking report 2022.
Our 2022 portfolio emissions baseline is 1152 gCO2e/Rtk
(revenue tonne kilometre). Reaching net zero in this sector
will be challenging; however, we believe we can make
progress towards net zero by leveraging new fleet
technology, sustainable aviation fuels (SAF) and engaging
ambitious counterparties.
We have set ourselves the target to achieve a 34 per cent
reduction in production intensity², from our baseline.
Shipping
The shipping sector consists of moving goods or
passengers by water and is responsible for 2.9 per cent of
global emissions.1
Our shipping portfolio has a baseline ‘alignment delta’ of
+2.6 per cent in 2022. Achieving the current International
Maritime Organisation (IMO) target of zero delta is
feasible and future regulations are likely to drive the
industry to net zero. Key levers for the sector include:
• Support transition through investment in retrofit,
alternative fuels and greener vessels (e.g. young and
dual fuel vessels).
• Deepen relationships with ambitious counterparties
and engage others.
Emission intensity (gCO2e/RTK)
Alignment delta
(calculated against current IMO trajectory)
1,450
1,400
1,350
1,300
1,250
1,200
1,150
1,100
1,050
1,000
950
900
850
800
750
700
650
600
1,433
1,222
1,152
Emissions
reduction
required to
meet target
-34%
Baseline
Momentum case (aggressive)
Momentum case (conservative)
Net Zero reference scenario (MPP Prudence)
-760
19
20
21
22
23
24
25
26
27
28
29
2030
35%
30%
25%
20%
15%
10%
5%
2.6%
0
2021
-5%
-10%
-15%
-20%
-25%
22
23
24
25
26
27
28
29
2030
0%
Fully aligning to IMO trajectory means
achieving 0% delta alignment
SCB 2021 Baseline
Momentum based on IMO compliance
Calculation methodology
The emissions are calculated based on Mission Possible
Partnership (MPP) Prudence (1.5C scenario) by counting
aviation fuel burn by each aircraft to which asset-backed
finance has been provided. The calculation uses a well-to-wake
formula which includes all emissions from the point of oil
extraction to being burnt by the aircraft engines. Therefore,
Scopes 1, 2 (for the corporate) and 3 (emissions for each
aircraft) are included for each counterparty funded.
For each aircraft, we receive total km travelled, estimate total
fuel burnt on a well-to-wake basis (based on total distance
travel and aircraft engine type) and add onto this a load
(weight) factor of specific aircraft to calculate Revenue Tonnes
per Kilometre.
Calculation methodology
Shipping emissions are calculated by counting fuel oil burn for
each ship to which asset-backed finance has been provided.
Each owner or lessee is required to report to a regulator the
distance its ships have travelled during the year, as well as fuel
consumed per vessel. Some vessels consume more energy
based on their type of cargo.
IMO conversion factors are used to convert fuel burnt to CO2
emissions, with these emissions divided by distance travelled
and Dead Weight Tonnage (the loaded weight of a ship) to
provide the gCO2e/Vkm (vehicle kilometre).
The IMO also has a 2050 trajectory. This is not yet 1.5 degree
compliant, however the Poseidon Principles, which are shipping
specific, requires that banks measure and report their
‘alignment delta’ and provide a trajectory for each type of
vessel in a different weight category to that trajectory.
1
IMO, 2020. Fourth IMO GHG Study. https://www.imo.org/en/OurWork/Environment/Pages/Fourth-IMO-Greenhouse-Gas-Study-2020.aspx
2 Sector specific intensity being CO2 per Km distance travelled
82
Standard Chartered – Annual Report 2022Strategic reportSustainability
Automotive manufacturers
Automotive manufacturers includes industries
associated with the production, wholesaling, retailing and
maintenance of motor vehicles. The sector is responsible
for 17 per cent of global emissions.
Our portfolio emissions baseline was 160 gCO2e/Vkm in
2022. A focus on financing the growth of the electric vehicle
industry is key to success in this sector.
We have set ourselves the target to achieve a 49 per cent
reduction in production intensity,1 from our baseline.
Calculation methodology
There is currently no automotive sector-specific target. Therefore,
the target is based upon the IEA net zero 1.5C scenario.
The total emissions calculated are the Scope 1 and 2 emissions
of the original equipment manufacturers (OEM), being the
manufacturing carbon cost)+ Scope 3, being the lifetime tailpipe
emissions x vehicles produced + OEM emissions from supply chain.
This is divided by the total kilometres travelled of vehicles
produced to calculate gCO2e/Vkm.
Emission intensity (gCO2e/vkm)
210
200
190
180
170
160
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0
171
165
160
Emissions
reduction
required to
meet target
49%
82
Baseline (Historic and current, as at 2021)
Net zero reference scenario (IEA NZE – rebaselined1)
19
20
21
22
23
24
25
26
27
28
29
2030
1. Augmented to be new light duty vehicles only, CO2 to CO2e, scope 3 TTW to scope 1-3
excl. WTT
What comes next
As a member of the NZBA, we are committed to measure and set targets against all our
high-carbon sectors within three years.
Enhancements: Targets to be set in the future
Q1
2023
Q2
2023
Q3
2023
Q4
2023
Q1
2024
Q2
2024
Data
collection
Data
collection
Data
collection
Activity
Aluminium
Cement
Mortgage (CPBB)
Commercial
Real Estate
Agriculture
Remaining Sectors
Remaining
Sectors
Agriculture
Commercial
Real Estate
Residential
Mortgages (CPBB)
39%
Aluminium
Cement
Coal
Mining
Steel
Other Metals
and Mining
Oil & Gas
Power
61%
Automotive
Manufacturers
Shipping
Aviation
Enhancements to existing targets
We have made, or will be making, the following changes to the way we set targets. This is to better reflect our progress
against reductions without these being impacted by changes in commodity prices influencing revenue intensities.
Oil & Gas
2023
Metals & Mining
2023
Power
2023
2023
Revenue
intensity
$
Absolute
emissions
Revenue
intensity
Production
intensity
Revenue
intensity
Production
intensity
$
$
CPBB mortgage emissions
Within our CPBB segment, we set a target to measure and report mortgage emissions with a view to setting targets by
December 2023. During 2022 we completed baseline emissions measurement for Singapore, Hong Kong and Korea, covering
more than 80 per cent of the consumer mortgage portfolio.
1 Sector specific intensity being CO2 per Km distance travelled
83
Standard Chartered – Annual Report 2022Strategic report
Catalysing finance
and partnerships for transition
In recent years, sustainability has moved
from a predominantly risk-based initiative
to become a value driver for many banks as
they seek opportunities to mitigage climate
change and its effects, and tackle social
issues through the provision of finance.
Our Opportunity 2030 report (www.sc.com/opportunity2030,
published in 2020) identified a $10 trillion investment
opportunity in contributing to the SDGs, including clean
energy. It is this opportunity which we are targetting through
our low-carbon products and services.
With our strong emerging markets footprint, we recognise the
role we have to play in facilitating a just transition, directing
capital and specialised support to the regions that need it
most to support sustainable economic growth. More than
90 per cent of our sustainable financing is directed at
communities within the Asia, Africa and the Middle East
region (see sc.com/SFImpactReport for more detail).
We have focused on strengthening our capabilities in
transition finance throughout 2022, including deploying a
dedicated Transition Acceleration Team within the CSO
organisation to support clients in high-carbon sectors. This
team includes specialists with industry knowledge to advise
our clients in their individual sustainable finance journeys.
We have set ourselves targets to
achieve Sustainable Finance income
of $1 billion by 2025, and mobilise
$300 billion of Sustainable Finance
between 2021 and 2030.
We have set ourselves a target to mobilise $300 billion of
Sustainable Finance by 2030. This includes the facilitation
of green and social bond raising, provision of funding
commitments to green and social causes as outlined below,
advisory services to support our clients on their own journeys
to net zero and facilitation of Sustainability Linked Loans.
In 2022, we mobilised $23.4 billion through our sustainable
financing activities, bringing our cumulative sustainable
finance total towards this target to $48 billion since 2021.
This target update covers the time period from 1 January
2021 to 30 September 2022. Note the decline in our capital
markets activity is consistent with the overall market for
green, social and sustainable issuances in 2022. Further
our Project Export Finance (PEF) portfolio was impacted
by supply chain issues and market sentiment.
1
Mobilisation of Sustainable Finance is defined as any investment or financial
service provided to clients which supports: (i) the preservation, and/or
improvement of biodiversity, nature or the environment; (ii) the long-term
avoidance/decrease of CO2 emissions, including the alignment of client’s
business and operations with a 1.5 degree trajectory (known as transition
finance); and (iii) a social purpose.
2 Lending transactions are measured as per the loan commitment/
underwritten amount provided to the counterparty. This lending meets the
requirements of the Group’s Green and Sustainable Product Framework.
84
Sustainable Finance mobilised¹
2021
$24.6bn
2022
$23.4bn
2021–2030
$300bn
Product
Balance-sheet related
transactions provided²
Green/Transition Project Export
Finance (PEF) lending
Social/Sustainable PEF lending
Financing Solution (FS) and
Leveraged and Acquisition
Finance (LAF) lending
Sustainable linked loans (SLL)³
Transition finance
Green mortgages⁴
Business banking Small and
Medium Enterprise (SME)
lending⁵
Micro finance
Capital Market/Advisory⁶
Green/Transition bonds
Social/Sustainable bonds
Mergers & Acquisition (M&A)/
Advisory⁷
Total sustainable finance
mobilised8
Of the above
CCIB
CPBB
2022
$mn
2021
$mn
Cumulative
progress
$m
985
872
1,647
1,290
2,632
2,162
2,427
8,544
2,599
5,201
144
3,500
535
778
499
618
2,899
3,593
3,961
4,688
5,026
13,745
144
3,500
1,034
1,396
6,860
8,281
2,279
905
3,184
23,385
24,578
47,964
18,572
4,813
23,385
23,461
1,117
24,578
3 SLLs are measured as the committed/underwritten amount as provided to
the counterparty. SLLs provide funding to counterparties with KPIs linked to
either green or social targets, and if those targets are met the interest rate
charged is reduced by a certain percent and increases if the targets are not
met. SLLs are not specific use of proceed instruments and the funding raised
may not be used for green and/or social purposes but rather for general
business purposes.
4 Green mortgages are lending from Consumer, Private and Business Banking
(CPBB) that meets a specific energy rating. During the year, these mortgages
were reviewed and identified by CPBB as meeting the requirements of the
Group’s Green and Sustainable Product framework.
5 Business banking; SME and Microfinance lending which is the provision of
finance to the Development Assistance Committee (DAC) lower- and
middle-lower-income countries as per the Organisation for Economic
Co-operation and Development (OECD). The inclusion of business banking
is linked to the Access to Finance sub-theme within the Group's Green and
Sustainable Product Framework incorporating Employment generation, and
programmes designed to prevent and/or alleviate unemployment, including
through the potential effect of SME financing and microfinance. With the
inclusion of business banking, the Entrepreneur (Lending to SMEs and
Microfinance) aspirations would be double counted and these aspirations
have therefore been retired.
6 Capital market bonds are measured by the proportional bookrunner share
of facilitated activities as determined by third-party league table rankings
based on the level of services provided.
7 M&A/Advisory represents sole financial adviser, measured by the total deal
size divided by the number of advisers on the deal.
8 Mobilised $23.4bn of Sustainable Finance is for YTD Sept 2022 and $48bn
delivered between 2021-2022 includes full year 2021 and YTD Sept 2022.
Standard Chartered – Annual Report 2022Strategic reportSustainability
In pursuit of this, throughout 2022 we continued to expand
and develop our suite of sustainable products in line with our
Sustainable Finance product frameworks. These frameworks,
developed in collaboration with Sustainalytics, a leading
provider of ESG and corporate governance research, are
reviewed annually.
In 2022, we reported $0.5 billion Sustainable Finance related
income against this target, and increased our Sustainable
Finance asset base by 45 per cent to $13.5 billion between July
2021 and September 2022. This increase was largely due to the
identification and tagging of $3.8 billion in Green Mortgages,
primarily within the Hong Kong market.
Following the launch of our new Transition Finance Framework
in 2021, we updated our Green and Sustainable Product
Framework and expanded the list of eligible activities.
In CCIB, new product launches included Sustainable Fiduciary
Deposits, sustainability-linked sale and leaseback for aviation
finance, and ESG structured products with rates underlying.
Within CPBB, we connected retail clients with access to
sustainable finance offerings, launching new products
including structured notes, sustainable deposits and Green
Mortgages. Throughout 2022, we increased the number of
markets where we offer Green Mortgages to six, through
successful product launches in Vietnam, South Korea and
Malaysia.
In total, we now have 31 sustainable finance products
spanning both our CCIB and CPBB client segments. By
reviewing the income potential from this growing suite of
Sustainable Finance products and services, alongside our
client base and the estimated scale of the opportunity, we
believe that we are on track towards our target of achieving
$1 billion of Sustainable Finance income1 by 2025.
The majority of our Sustainable Finance asset base
($10.2 billion of the $13.5 billion) has been extended to a
variety of green projects which help lower carbon emissions,
such as renewable energy projects, commercial real estate
and funding for the development of rail projects.
Our social lending makes up the remaining $3.3 billion of
our total Sustainable Finance asset pool and encompasses
categories such as healthcare, education and access
to finance.
Our Sustainable Finance Frameworks
Our Green and Sustainable Product Framework
governs our Sustainable Deposits products and suite
of Sustainable Trade Products, and sets out what
qualifies as ‘green’, ‘social’ or ‘sustainable’.
The Sustainability Bond Framework governs our debt
products, providing transparency and guidance on the
use of proceeds and the impact of the green, social and
sustainable bonds issued by the Group.
We have outlined our approach to defining Transition
Finance in our Transition Finance Framework4. This
Framework is informed by the IEA NZE 2050 scenario.
Sustainable Finance income
Product1 ($m)
Transaction Banking
Trade & Working capital
Cash Management
Financial Markets
Macro Trading
Credit Markets
Financing & Securities Services
Lending & Portfolio Management
20223,4
2021
80
60
20
326
54
268
4
102
508
32
25
7
241
21
217
3
88
361
YOY2
150%
140%
186%
35%
157%
24%
33%
16%
41%
1 SF income is defined as a portion of the Groups income, generated by products and services as approved by the Sustainable Finance Governance Committee.
This includes, interest and margin earned on assets as disclosured in the Green and Sustainable assets, and fees from advisory and hedging activities for clients'
ESG products.
2
YoY = year-on-year variance which is better/(worse) comparing 2022 to 2021.
3 CPBB income will be added to this product suite in subsequent reporting periods.
4 Our Transition Finance Framework can be found at: https://av.sc.com/corp-en/content/docs/Standard-Chartered-Bank-Transition-Finance-Framework.pdf.
85
Standard Chartered – Annual Report 2022Strategic report Green Assets1
Theme ($m)
Clean Transport
Energy Efficiency
Manufacture of components for renewable energy technology
Energy-efficiency technology
Transport
Green Building
Green Building
Mortgage Portfolio HK
Mortgage Portfolio SG
Pollution Prevention and Control
Renewable Energy
Grid expansion
Hybrid Wind & Solar
Hydropower
Manufacture of components for renewable energy technology
Solar
Waste to Energy
Wind
Sustainable Water and Wastewater Management
Social Assets1
Theme ($m)
Access to Water
COVID-19
Critical Care Equipment
Healthcare Facilities
Hygiene Products
Pharma and Medical Goods
Protective Equipment
Healthcare infrastructure
Hospital
Hospital Equipment
Road Infrastructure
Access to Finance
Business Banking
Micro Finance
Fund finance
SME loans
Total Sustainable Finance Assets
Sustainable liabilities1
Total bond issuances
Total sustainable deposits (CCIB)
Total sustainable CASA (CCIB)
Total sustainable CASA and deposits (CPBB)
Sept'22
$m
541
507
393
84
30
7,014
3,216
3,785
13
102
2,122
59
154
25
274
785
111
714
10
June'22
$m
532
164
42
122
–
6,326
2,826
3,491
8
110
2,425
63
237
27
450
976
94
577
29
June'21
$m
527
–
–
–
–
3,436
3,436
–
1,526
104
174
20
481
269
51
414
13
10,295
9,585
5,502
Sept'22
$m
42
June'22
$m
36
39
21
3
6
4
4
105
101
4
57
2,930
2,587
341
–
2
3,173
13,468
37
4
15
9
4
4
152
147
5
46
3,013
2,640
373
–
–
3,284
12,869
Sept'22
$m
2,083
3,154
335
217
5,789
June'21
$m
32
197
197
140
140
105
3,122
2,618
465
165
–
3,760
9,262
June'22
$m
1,983
3,056
182
118
5,339
SDG
SDG
June'21
$m
1,095
1,943
–
10
3,048
1 Amounts included in the table are as at September 2022, June 2022 and June 2021 from left to right and have been taken from the Sustainable Finance Impact
Report (sc.com/SFImpactreport). September 2022 has been prepared under the same basis as the Impact Report and reviewed by Sustainalytics.
See sc.com/SFimpactreport for more highlights from our Sustainable Finance portfolio in 2022
86
Standard Chartered – Annual Report 2022Strategic reportSustainability
The Group participates in various industry initiatives, forums
and roundtables, including the Climate Financial Risk Forum
(CFRF) and Global Association of Risk Professionals (GARP)
roundtable, to ensure we benchmark our risk management
capabilities and stay abreast of changes.
Similarly, we are engaged at local and regional levels to share
insights, comment on regulatory consultations, and better
understand the regulatory landscape and practices across
our footprint.
Investing in Climate Research
Our four-year partnership with Imperial College London
covers long-term research on Climate Risk, advisory on
shorter-term, internally focused projects to enhance Climate
Risk capabilities and training of our colleagues, Management
Team and Board.
In 2022, we sponsored a research project on ‘Investing in
Nature to Tackle Biodiversity Loss and Enhance Food Security’,
which explored the risks and opportunities facing the global
agricultural sector from climate change.
• Part 1 expanded on the known risks of climate change on
the agriculture sector by examining the failings of major
climate models, as well as the immediacy of the significant
impacts of climate change on the agriculture sector.
• Part 2 explored the potential for nature-based solutions to
tackle the interlinkages between agriculture, land-use, and
climate change.
• Part 3 focused on the financial opportunities surrounding
natural assets and sustainable agriculture.
In addition, we worked with Imperial College London on three
advisory projects during 2022, to develop a methodology
to assess the impact of Climate Risk on sovereign ratings;
develop Physical Risk report cards for sovereigns; and enhance
the energy consumption calculation methodology and
emission factor database for mortgage portfolios in our
key markets.
A shared ambition – working in partnership
We have identified several opportunities for the Group to
play an active role in shaping global standards ranging from
net zero to carbon markets. Along these lines, we are actively
involved in the leadership of several standard-setting or
standard-influencing efforts.
For instance, we are active participants of the Glasgow
Financial Alliance for Net Zero (GFANZ) Principles Group,
an ambitious programme to generate the commitment,
investment and alignment needed to drive forward the
transition to net zero. Together with the CEO of Macquarie
Group, our CEO is the Co-Chair of the GFANZ Working Group
on Capital Mobilisation to Emerging Markets and Developing
Economies, and throughout 2022, our Group Head, Conduct
and Financial Crime and Compliance has chaired the Net Zero
Banking Alliance (NZBA) – the industry-led banking element
of GFANZ.
Our Group Chairman has co-chaired the United Nations’
Global Investors for Sustainable Development (GISD) Alliance,
which has set ambitious objectives to scale up long-term
finance and investment in sustainable development; and
our Global Head, Sustainable Finance has continued to hold
the position of Chair of the Equator Principles Association. In
2023, we intend to support the Equator Principles Steering
Committee as our term as Chair comes to an end. We are also
joining the Roundtable on Sustainable Palm Oil as a member
of the Board of Governors.
In addition, we are members of the United Nations
Environment Programme Finance Initiative and the Climate
Bonds Initiative, as well as one of the initial members of the
Task Force on Climate-related Financial Disclosures (TCFD)
and signatories of the Poseidon Principles, a global framework
for assessing and disclosing the climate alignment of
financial institutions’ shipping portfolios.Our Global Head of
Sustainability Strategy and Net Zero represents the Group on
SBTi's Financial Net-Zero Expert Advisory Group (EAG).
Our Head of Carbon Markets Development is a Board
member of the Integrity Council for the Voluntary Carbon
Markets (IC-VCM), which is focused on developing a high-
quality international carbon market. The IC-VCM carried out
a consultation on its Core Carbon Principles over the summer,
receiving over 350 responses and 5,000 individual comments.
Our Group CEO sits on the Distinguished Advisory Group of
the IC-VCM and will aim to be involved in the development
and trading of carbon markets around the world.
Meanwhile, we increased our representation at COP27 and
the G20 and were actively involved in the launch of several
groundbreaking initiatives on the margins of each; these
include the launch of the Africa Carbon Markets Initiative
(ACMI) and Egypt's Nexus for Water, Food & Energy (NWFE)
at COP27, the $20 billion commitment to advance Indonesia's
Just Energy Transition Partnership (JETP) at the G20, and the
$15.5 billion commitment to the Vietnam JETP.
87
Standard Chartered – Annual Report 2022Strategic report Mitigating Environmental
and Social Risk
Group Climate Risk Appetite Statement
“ The Group aims to measure
and manage financial
and non-financial risks
from climate change,
and reduce the emissions
related to our own activities
and those related to the
financing of clients in order
to support alignment with
the Paris Agreement”
We recognise how important it is to get this right, so in
support of our Sustainability Aspirations, we updated our
E&S Risk Management Framework based on our 2021
Position Statement refresh, and we expanded our capacity,
establishing a team within our Global Business Service centre
in Warsaw to conduct enhanced E&S due diligence on clients.
In addition, all relationship managers and credit officers are
offered training in assessing E&S risk, as well as having access
to detailed online resources. 4,944 colleagues received E&S
related training in 2022.
In 2022, we prioritised our approach to biodiversity by
undertaking a pilot biodiversity risk assessment. This included
a loan book analysis to identify impacts and dependencies
from biodiversity-related risks at a sector, country and
financial services level. We are continuing to develop
our approach to biodiversity, expanding on the review
conducted this year to gain a clearer view of the biodiversity
risk associated with the Group’s activities.
In 2023, we plan to update our Position Statements covering
all sensitive sectors, with the requirements to become
effective the following year.
Read more about our Position Statements at
sc.com/positionstatements
Read more about our prohibited activities at
sc.com/prohibitedactivities
Read more about our reporting against the Equator Principles at
sc.com/equatorprinciples
While transitioning to a net zero economy
creates clear opportunity, it also comes with risk.
But before we can manage the risk, first we must
be able to identify, assess its size and monitor it.
In the front line, our Environmental and Social Risk
Management team within the Chief Sustainability Office
aims to drive growth while managing the environmental
and social (E&S) risks associated with financing related to
our CCIB clients. Our approach is embedded directly into our
credit approval process and supports us to work with our
stakeholders to identify, manage, mitigate and monitor the
potential impacts that stem from our financing decisions.
Our Position Statements, approved by the Group
Responsibility and Reputational Risk Committee (GRRRC),
outline the standards we apply to assess whether to provide
financial services to our clients, and help us to identify and
assess E&S risks related to our CCIB clients.
We use these statements – which draw on International
Finance Corporation (IFC) Performance Standards, the
Equator Principles (EP) and global best practice – to assess
whether to provide financial services to clients operating
in sensitive (including high-carbon) business sectors.
In addition, we have specific guidance for clients operating
in sectors with a high potential environmental or social
impact. Our list of prohibited activities can be found at
sc.com/prohibitedactivities.
In 2022, we reviewed 1,170 clients and 550 transactions that
presented potential E&S risks. If we find a material E&S issue,
we take steps to proactively engage the client to mitigate
identified risks and impacts, and support and guide our clients
to improve their E&S performance over time.
In relation to climate, we encourage all clients in the Power
generation, Metals and mining, and Oil and gas sectors to
have a strategy to transition their business, in line with the
goals of the Paris Agreement. We review a client’s approach
to transition using the output from our client Climate Risk
assessments. In particular, we utilise a client’s Transition Risk
mitigation score, which considers both quantitative inputs
(e.g. emissions measurement data and reduction targets),
and qualitative overlays through direct client conversations
to assess management focus and commitment.
We aim to support and guide our clients to a low-carbon
pathway and offer them sustainable financing as the main
levers to help us achieve our net zero targets. We will also be
assessing our exposure to emissions-intensive clients and/or
assets and will seek to replace these over time by adding new
low-carbon-intensity clients and/or assets to our portfolio.
This does not mean walking away from our existing clients,
but instead working with them to finance investment in
low-carbon methods and technologies, particularly across
Asia, Africa and the Middle East where investment could have
the biggest impact. However, for clients who do not align with
our Position Statements, we may look to withdraw financial
services and exit the relationship if we cannot work with them
to align over time.
88
Standard Chartered – Annual Report 2022Strategic reportSustainability Climate Risk appetite metrics
Risk Type
Metrics Reported
Credit Risk – CPBB
Credit Risk – CCIB
Traded Risk
Reputational &
Sustainability Risk
Country Risk
Concentration of consumer mortgage
exposure with high gross physical (flood) risk
across the Group’s seven key markets
Climate Risks Reported
Physical risks: flood risk
Net nominal exposure concentration to clients with
High Transition and Physical Risk, and Low Readiness
Physical Risk and Transition Risk
Climate risk is incorporated within Traded Risk Stress
Risk Appetite
Physical Risk
Net nominal exposure concentration to clients
with High Temperature Alignment and Low
Transition Readiness to monitor misalignment
to Paris Agreement
Temperature alignment – the degree of
projected warming up to 2030 under an
orderly scenario
Concentration of Gross Country Risk (GCR) exposure
for countries exposed to extreme transition and
physical risks
Physical and Transition Risk based on
internal country Climate Risk index
Supporting our frontline teams, we have a dedicated second-
line Climate Risk team. Our Climate Risk Appetite Statement
(RAS) is approved annually by the Board, and is supported
by Board and Management Team level risk appetite
metrics across Credit – CCIB and CPBB, Reputational and
Sustainability Risk (RSR), Traded Risk and Country Risk.
The metrics are approved by the Group Risk Committee
(GRC) (for Management Team level risk appetite metrics)
and the Board (for Board level risk appetite metrics) annually.
Monitoring of adherence to risk appetite metrics commenced
in January 2022 and any breaches are reported to the GRC
and Board Risk Committee (BRC).
We are expanding the scope and coverage of our risk
appetite metrics for enhanced risk identification and
management. Additional metrics to address our public
targets across key sectors and a stress loss metric built on
scenario outcomes have been identified and are being
monitored for inclusion in risk appetite reporting in 2023.
The focus for 2023 will be to increase the coverage of
existing metrics and introduce new risk appetite metrics.
The uncertainties surrounding how and when Physical and
Transition Risk will impact mean that no tool or methodology
is perfectly able to estimate risks from climate change now
or in the future. However, we need to move quickly so we
are developing methodologies, engaging with clients
and integrating Climate Risk into our mainstream risk
management activities and assessments. We will seek
to adapt our approach as the impact from Climate Risk
becomes clearer and the tools and methodologies to gather
reliable data mature.
We have toolkits to quantitatively measure climate-related
Physical and Transition Risk and in 2022, we continued to
enhance our understanding of climate-related risks, and
significantly strengthened our stress testing and scenario
analysis capabilities for a range of management scenarios
that are more plausible. We continue to engage with our
corporate clients to understand their Transition and Physical
Risks, as well as their plans to prepare for climate change.
The data we captured helped us develop our own client-level
climate-risk assessments for both existing and new clients,
improve our internal climate modelling capabilities and
strengthen the risk measurement and monitoring of the
portfolios. Despite significantly advancing in these areas,
quality and availability of data is a pervasive issue. While we
are focusing on improving the data quality, improvements are
likely to take several years. In view of the paucity of data and
little to no transition or physical risk related historic data for
model testing, several assumptions and limitations must be
made while building these models. The limitations and
challenges continue to exist which are discussed throughout
our disclosures.
For more details on how we apply scenario analyses and consider
time horizons, please see pages 90 to 95.
For more detail on how we recognise Climate Risk within our ERMF,
the risks identified, as well as the processes and toolkits used to do
this, see pages 96 to 112.
89
Standard Chartered – Annual Report 2022Strategic report Assessing the resilience of our
strategy using scenario analysis
Scenarios used at Standard Chartered
Transition Risk scenarios
In 2022, we adapted the following scenarios to our
CCIB clients:
IEA Scenarios:
• Net Zero Emissions by 2050 scenario, which sets out a
narrow but achievable pathway for the global energy
sector to achieve net zero CO2 emissions by 2050.
• Sustainable Development scenario, which specifies a
pathway to ensure universal access to affordable, reliable,
sustainable energy by 2030 (SDG 7.1); substantial reduction
in air pollution (SDG 3.9) and effective action to combat
climate change (SDG 13).
• Announced Pledges scenario, which assumes that all
climate commitments made by governments around the
world, including Nationally Determined Contributions
(NDCs) and longer-term net zero targets, will be met in
full and on time.
NGFS Phase 2 framework:
This maps scenarios in three different worlds with two
scenarios produced under each category:
• 'Hot House' world scenarios, also noted as ‘No Additional
Policies’, include only currently implemented or pledged
policies, which at a global level are insufficient to halt
significant global warming resulting in severe Physical Risk.
• Orderly scenarios assume climate policies are introduced
early and become increasingly stringent, with both physical
and transition risks relatively subdued.
• Disorderly scenarios explore higher Transition Risk due to
policies being delayed or being divergent across countries
and sectors.
Each of the three IEA and NGFS scenarios are characterised
by different levels of Transition Risk, driven by various features
in each scenario.
To assess climate-related risks and opportunities in
the short-, medium-, and long-term we use scenario
analysis to consider how risks and opportunities
may evolve under different situations.
Over recent years, we have progressively strengthened
our scenario analysis capabilities and developed our
infrastructure and capabilities to incorporate Climate Risk
into data, modelling, and analysis. Despite significantly
advancing scenario analysis capabilities over the past
three years, the modelling of Climate Risk impact over a
30-year period has been expectedly challenging across
multiple dimensions, including scenario data and pathways,
availability of client-specific data, and modelling limitations.
Notwithstanding these challenges, our work to date,
using certain assumptions and proxies, indicates that
our business is resilient to all Network of Central Banks
and Supervisors for Greening the Financial System
(NGFS) and International Energy Agency (IEA) scenarios
that were explored. For more details on the limitations
pertaining to the scenario analysis, please see page 94.
With the aim to enhance our internal scenario analysis
capabilities in line with our Risk Appetite Statement, in
2022 we assessed the impact of Transition Risk on our CCIB
corporate client portfolio based on three IEA scenarios and
three Phase 2 scenarios from the NGFS, and participated
in the Monetary Authority of Singapore Industry-Wide
Stress Test. We also assessed the impact of sea-level
rises under various Intergovernmental Panel on Climate
Change (IPCC) Representative Concentration Pathways
(RCP) scenarios to explore the Physical Risk impact on
the Consumer, Private and Business Banking (CPBB)
residential mortgage portfolio over short- and long-term
time horizons for internal risk management purposes.
The results of these analyses are being used to further
inform strategy and business planning, set Risk Appetite,
identify portfolios with elevated risk concentration, and
establish linkages to enhanced credit risk assessments.
While we have continued to use external models to
support scenario expansion and modelling of Transition
and Physical Risks, in 2022 we built on this foundation and
developed internal model-building capabilities supported
by an external vendor. The outputs of these models will be
used to support IFRS9 impact analysis, stress testing runs
and various risk management processes. Our aim is that
these internal models will provide greater transparency
when compared to vendor models and enable us to run
various scenarios and calibrate the models as required.
We aim to continuously improve these models throughout
2023 to cater for shorter, more plausible scenarios that
can inform our business strategy and financial planning.
The following section describes the scenarios we use,
their inputs, assumptions, limitations and key insights.
90
Standard Chartered – Annual Report 2022Strategic reportSustainability Scenarios used in Standard Chartered Scenario Analysis
h
g
H
i
s
k
s
i
R
n
o
i
t
i
s
n
a
r
T
NGFS Disorderly
Transition
IEA Net Zero
Emissions
IEA
Sustainable
Develop-
ment
NGFS
Network of Central Banks and
Supervisors for Greening the Financial
System (NGFS)
IEA
International Energy Agency (IEA)
NGFS Orderly
Transition
w
o
L
Low
IEA
Announced
Pledges
NGFS Hot
House
World
Physical Risks
High
The size of the bubble is indicative of the gross expected losses
assessed for 53% of our corporate portfolio.
Features of the IEA and NGFS scenarios used in Standard Chartered scenario analysis
IEA
NGFS
Net Zero Emissions
by 2050
Sustainable
Development
Announced
Pledges
Orderly
Transition
Disorderly
Transition
No Additional
Policies
Transitional Risks1 High
High
Moderate
Limited
High
Limited
Scenario objective
To show what
is needed to
achieve net zero
energy-related
and industrial
CO2 emissions
by 2050
Explores
pathway to
achieve
universal
energy access
and meet goals
to combat
climate change
Show where
current NDCs
get world
towards 1.5⁰C
target –
highlights
ambition gap
against Paris
Agreement
Early and
orderly
transition
towards a
low-carbon
future
Delayed and
disorderly
transition with
global action
commencing
only in 2031
Physical risk is
high as no new
climate policies
are introduced
beyond those
implemented
by end-2021.
Severe flood
event assumed
in first half of
2022
Temperature rise2
1.5°C
1.7°C
2.1°C
109
95
71
1.6°C
725
1.8°C
670
3.0°C
4
-62%
-29%
-9%
-13%
-9%
76%
Carbon price3 in
2050
Oil price increase
(2050 vs 2021, %)
Gas price increase
(2050 vs 2021, %)
-49%
-48%
-48%
-76%
-87%
-76%
1 http://www.unepfi.org/wordpress/wp-content/uploads/2018/04/EXTENDING-OUR-HORIZONS.pdf
2 http://www.unepfi.org/wordpress/wp-content/uploads/2018/07/NAVIGATING-A-NEW-CLIMATE.pdf
3 https://av.sc.com/corp-en/content/docs/emissions-whitepaper.pdf
91
Standard Chartered – Annual Report 2022Strategic report
Physical Risk Scenarios
Our Physical Risk tool, provided by Munich Re’s Location Risk Intelligence platform, uses standardised scenarios and set time
horizons to assess future risk from acute and chronic physical risks. The forward-looking risk indices are derived based on the
RCP scenarios published by the IPCC. Given the academic challenges with forward-looking Physical Risk scenarios, it is not
possible at this point to customise these as we have done for Transition Risk scenarios.
Forward-looking physical risks, scenarios and time horizons used in our Physical Risk assessments
NATHAN climate hazard indices
Description of current and projected climate hazard scores
RCP Scenario
Time horizon
Tropical Cyclone (TC)
Tropical Cyclone zones
River Flood zones
Sea-Level Rise zones
River Flood
Sea-Level Rise
Heat Stress
Precipitation Stress
Fire Weather Stress
Drought Stress
Heat Stress Index based on range of high-temperature indicators
2.6, 4.5, 8.5
Precipitation Stress Index based on heavy precipitation indicators
2.6, 4.5, 8.5
Climatological index for wildfire hazard
Drought Stress Index based on Standardised Precipitation-
Evapotranspiration Index (SPEI)
2.6, 4.5, 8.5
2.6, 4.5, 8.5
2050, 2100
2050, 2100
2050, 2100
2050, 2100
4.5, 8.5
4.5, 8.5
2050, 2100
2050, 2100
2.6, 4.5, 8.5
2100
Key scenario parameters that inform Group scenarios
Global carbon price
In the NGFS orderly transition scenario, the global carbon price rises progressively to above ~$700 by 2050 as the transition
progresses. By contrast, in the NGFS Disorderly Transition scenario, the global carbon price is very low throughout the 2030s,
and then rises steeply in line with the extreme decarbonisation effort required in the late 2030s onwards. In the IEA scenarios,
the global carbon price is significantly lower compared to
NGFS scenarios and rises
to ~$100 by 2050 only in the Net Zero Emissions scenario.
Carbon prices can vary significantly across regions. In the
Middle East and North Africa, and Oceania and Asia Pacific,
the trend of carbon prices in an orderly scenario is gradual
over the 30-year horizon, peaking at around $650. North
America and Europe on the other hand experience a more
rapid pick up in carbon prices between 2020 and 2025 to
approximately $250, after which they gradually increase to
reach a price of just under $900 by 2050.
Global carbon price used in the NGFS and IEA scenarios
and applied at Standard Chartered
Regional carbon price used in the NGFS orderly transition
scenario and applied at Standard Chartered
2
O
C
t
/
5
1
0
2
D
S
U
800
700
600
500
400
300
200
100
0
2022
2026
2030
2034
2038
2042
2046
2050
2
O
C
t
/
5
1
0
2
D
S
U
1000
900
800
700
600
500
400
300
200
100
0
2022
2026
2030
2034
2038
2042
2046
2050
NGFS – Orderly Transition
NGFS – Orderly Transition
NGFS – Hot House World
Europe
Middle East & North Africa
IEA – Net Zero Emissions
IEA – Sustainable Development
IEA – Announced Pledges
North America
Oceania Asia Pacific
92
Standard Chartered – Annual Report 2022Strategic reportSustainability
Oil and gas
Oil demand varies depending on the scenario pathway
taken. In the NGFS 'Hot House’ world scenario, the oil
demand remains like the present day across the time
horizon, whereas in both NGFS Orderly and NGFS
Disorderly Transition scenarios, oil demand begins to fall
after 2030 and drops by about half by 2050. By contrast,
in the IEA Announced Pledges scenario, the oil demand
shows a marginal decline to the present day, whereas
in both IEA Net Zero Emissions and IEA Sustainable
Development, oil demand begins to fall after 2030 and
drops by about half by 2050.
The oil price is expected to be impacted. Under both
NGFS Orderly and NGFS Disorderly Transition, the oil
price continues to increase steadily by 2050. In the NGFS
Disorderly scenario, there is an initial increase before
it peaks by 2030 and after which it follows the Orderly
Transition scenario. In the ‘Hot House’ world scenario, the
oil price is expected to increase continuously to above
$100 by 2050. By contrast, in the IEA Announced Pledges
scenario, the oil price remains similar to the present day
across the time horizon, whereas in both IEA Sustainable
Development and IEA Net Zero scenarios, the oil price
continues to fall and drops by about half by 2050.
Global oil demand
Global oil price
r
a
e
y
/
)
t
n
e
a
v
u
q
e
l
i
l
i
o
f
o
l
e
r
r
a
b
n
o
i
l
l
i
M
(
e
o
b
m
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2022
l
)
t
n
e
a
v
u
q
e
i
l
i
o
l
e
r
r
a
b
(
e
o
b
/
5
1
0
2
$
2026
2030
2034
2038
2042
2046
2050
120
100
80
60
40
20
0
2022
2026
2030
2034
2038
2042
2046
2050
NGFS – Orderly Transition
NGFS – Orderly Transition
NGFS – Hot House World
NGFS – Orderly Transition
NGFS – Orderly Transition
NGFS – Hot House World
IEA – Net Zero Emissions
IEA – Sustainable Development
IEA – Announced Pledges
IEA – Net Zero Emissions
IEA – Sustainable Development
IEA – Announced Pledges
Global gas demand
Global gas price
r
a
e
y
/
)
t
n
e
a
v
u
q
e
l
i
l
i
o
f
o
l
e
r
r
a
b
n
o
i
l
l
i
M
(
e
o
b
m
30,000
25,000
20,000
15,000
10,000
5,000
0
2022
2026
2030
2034
2038
2042
2046
2050
)
s
t
i
n
u
l
a
m
r
e
h
t
h
s
i
t
i
r
B
n
o
i
l
l
i
M
(
u
t
b
M
M
/
5
1
0
2
$
10
8
6
4
2
0
2022
2026
2030
2034
2038
2042
2046
2050
NGFS – Orderly Transition
NGFS – Orderly Transition
NGFS – Hot House World
NGFS – Orderly Transition
NGFS – Orderly Transition
NGFS – Hot House World
IEA – Net Zero Emissions
IEA – Sustainable Development
IEA – Announced Pledges
IEA – Net Zero Emissions
IEA – Sustainable Development
IEA – Announced Pledges
93
Standard Chartered – Annual Report 2022Strategic report
Regional Power Generation
Power sector decarbonisation is not uniform across all
regions in our scenarios, reflective of current market
conditions and regional need for energy. It also considers
that population growth and economies expand at
different rates.
Both the NGFS Orderly and NGFS Disorderly Transition
scenarios are characterised by a highly decarbonised power
sector in 2050 with a significant expansion in renewables.
Similarly, IEA Net Zero and IEA Sustainable Development
scenarios show significant expansion in renewables.
In the NGFS ‘Hot House’ world scenario, renewables are
projected to increase to meet the growing demand, while
the total hydrocarbon power production remains relatively
stable. Similarly, in the IEA Announced Pledges scenario,
renewables increase to meet reduction in hydrocarbon
power production.
Regional power production by energy mix used in the NGFS and IEA scenarios, applied by Standard Chartered Group
18,000
16,000
r
a
e
y
/
e
o
b
m
14,000
Regional power generation
Power sector decarbonisation is not uniform across all regions
in our scenarios, reflective of current market conditions and
regional need for energy. It also considers that population
growth and economies expand at different rates.
12,000
10,000
Both the NGFS orderly and NGFS disorderly transition
scenarios are characterised by a highly decarbonised power
sector in 2050 with a significant expansion in renewables.
8,000
6,000
4,000
2,000
0
To be updated
Similarly, IEA net zero and IEA sustainable development
scenarios show significant expansion in renewables.
In the NGFS ‘hot house’ world scenario, renewables are
projected to increase to meet the growing demand, while the
total hydrocarbon power production remains relatively stable.
Similarly, in the IEA announced pledges scenario renewables
increases to meet reduction in hydrocarbon power
Other
production.
Wind
Solar
Oil
Nuclear
Hydro
Natural Gas
Coal
Bio Energy
CHN EUR IND NAM CHN EUR IND NAM CHN EUR IND NAM CHN EUR IND NAM CHN EUR IND NAM CHN EUR IND NAM CHN EUR IND NAM
2020
2050
NGFS - Hot House World
2050
NGFS –
Orderly
Transition
2050
NGFS –
Disorderly
Transition
2050
IEA –
Net Zero
Emissions
2050
2050
IEA –
Sustainable
Development
IEA –
Announced
Pledges
Limitations
Despite the efforts in gathering data, significant gaps still
exist, and we have not been able to run a Transition Risk
scenario for CPBB. We have a plan to close these data gaps,
but it is likely to take several years, including periodically
working with third parties, use of proxies and engaging
clients to gather more information.
The impact of the scenarios has so far been based on a
simplified approach, primarily focusing on the credit risk of
the Group’s portfolios, static balance sheets and conducted
at a counterparty level for CCIB clients and postcode level for
Consumer Mortgages. Significant increase in credit risk (SICR)
thresholds are not incorporated while estimating credit risk
losses for climate scenario analysis.
Many of the assumptions and methodologies that underpin
scenario analysis rely significantly on nascent methodologies
as well as a dependence on first generation external models
and data challenges. Most of these limitations are shared
across the industry. Levels of disclosure, climate preparedness
and policies to limit emissions are often observed to be less
mature in some emerging market regions.
As more solution providers come to the market and banks
start extensively using them to build internal understanding
and capabilities, the transparency and sophistication of
modelling methodologies and assumptions will likely increase.
94
Standard Chartered – Annual Report 2022Strategic reportSustainability Transition and Physical Risk scenario
analysis results
Modelled results demonstrate the clear benefits of early
action to mitigate climate change.1 The modelled results
across the IEA and NGFS scenarios have been carried out for
approximately 53 per cent of our corporate portfolio, primarily
reflective of the gross transition risks, while client-level
transition plans have not been factored into the analysis.
Relatively lower loss estimates in the NGFS ‘Hot House’ world
and the IEA Announced Pledges scenarios reflect the nascent
modelling capabilities on assessing Physical Risk impact to
client asset locations, and second-order impacts such as on
the supply chain. The impact from each of the scenarios on
aggregate gross expected credit loss in the NGFS and IEA
scenarios is shown in the bubble charts on page 91.
In comparison to other stress tests conducted across our
portfolios, these estimates are relatively muted.
The result of the IEA Net Zero scenario is more critical, with
severe loss projection over a 30-year horizon compared to the
other two IEA scenarios. The increase in carbon price, drastic
decrease in oil and gas demand and oil price, along with the
emergence of a highly decarbonised power sector by 2050
impacts Oil and gas, Commodity traders and the
Transportation sectors.
The IEA Announced Pledges scenario shows the least severe
loss projection over a 30-year horizon. The scenario depicts a
negligible increase in carbon price and almost no change in oil
demand and price by 2050. The combination of these factors
results in a moderate loss projection.
The IEA Sustainable Development scenario depicts a
moderate increase in carbon price. Oil demand almost
halves and oil price reduces by ~30 per cent over current levels.
The combination of these factors results in higher losses for
the Oil and gas, Commodity Traders and Automobile sectors.
The results for the NGFS Orderly Transition scenario are
driven by an increase in carbon price and drop in oil and gas
demand. The steady increase in carbon price from 2021 to
2050 leads to an overall increase in defaults, driven by the
decrease in revenue and profitability levels due to an increase
in carbon price related costs.
By contrast, the NGFS Disorderly Transition scenario sees
fast-growing carbon prices after 2030, which impacts
company Probability of Defaults (PDs) and leads to an
increase in loss projections. The Commodity Traders, Oil
and gas and Automobiles sectors are the most impacted
in this scenario.
The concentration of the Group’s portfolio exposure for the
top eight residential mortgage portfolios exposed to extreme
sea-level rise risk was computed using the Munich Re model’s
outputs. It has been observed to remain stable at 2 per cent
for RCP 4.5 and 8.5 scenarios and at 1 per cent under the
RCP 2.6 scenario.
Developing our capabilities
We have identified several areas for future development:
• Improved data availability and ability to gather data
across our corporate and retail clients (e.g. client-level
emission intensity, physical locations of assets, power
consumption patterns). Through our client-level climate risk
questionnaires (covering approximately 65 per cent of our
total corporate exposure in 2022) we gather information
on client-level transition plans, including potential client
outreach for clients with high Transition Risk and low
transition mitigation levels.
• Continued improvement in scenario design and modelling
capabilities, with an established roadmap to develop this
capability in-house and build internal models.
• In line with plans to develop internal modelling capabilities,
engage an external vendor and/or partner with our
academic adviser (Imperial College London) to design a
range of scenarios (e.g. short-term, bespoke scenarios
targeted to our portfolios and markets, and consideration
of second-order impacts).
• Despite these limitations, our intention is to focus on
how Climate Risk management can inform portfolio
management and support opportunity identification
with clients on their transition and adaptation pathways.
Qualitative review of climate risks and
opportunities in annual business strategy
and financial planning
In 2022, Climate Risk was considered as part of our formal
annual corporate strategy and financial planning process.
In addition, we developed management scenarios with an
aim of strengthening our business strategy and financial
planning to support the Group’s net zero journey.
We use both qualitative and quantitative aspects focusing on
revenue reliance from clients in high-carbon sectors and/or
locations in regions most exposed to Physical Risk, considering
adequacy of mitigation plans. Where applicable, results are
then independently reviewed by regional and client-segment
Chief Risk Officers (CROs) and the Climate Risk team. Climate
Risk impact is also included in the Risk review of our corporate
plan, which is considered by the Board as part of their
approval of the overall Corporate Plan. The 2023 Corporate
Plan includes an increase in loan impairment due to the
impact from Climate Risk.
In most cases, the physical and transition risks identified were
assessed to be well controlled in the short term. We are not
actively targeting growth in most of the high-carbon sectors
and are instead prioritising sustainable finance products to
clients in high-carbon sectors to decarbonise their business
models. Growth ambition is shifting to lower-carbon sectors
such as clean technology. Our sustainable finance priorities,
including new emerging products such as sustainable
deposits, carbon trading and ESG Advisory, and dedicated
transition frameworks, seek to respond to transition risks in the
short term, strengthening our resilience towards a 2°C or lower
transition scenario. However, longer-term transition risks were
highlighted, particularly for the Africa and Middle East (AME)
region, given its dependency on fossil fuels; and longer-term
physical risks were deemed to be most relevant for the
Asia region.
1 The modelled results across the IEA and NGFS scenarios have been carried out for approximately 53% of our corporate portfolio reflective of primarily the gross
transition risks while client-level transition plans have not been factored into the analysis. Relatively lower loss estimates in the NGFS ‘Hot House’ world scenario
and the IEA Announced Pledges scenario reflect the nascent modelling capabilities on assessing Physical Risk impact to client asset locations and second-order
impacts such as that on the supply chain. The impact from each of the scenarios on aggregate gross expected credit loss in the NGFS and IEA scenarios is shown
in the bubble charts on page 91. In comparison to other stress tests conducted across our portfolios, these estimates are relatively muted.
95
Standard Chartered – Annual Report 2022Strategic report Mitigating the financial and non-financial
risks from climate change
We are exposed to Climate Risk through our
clients, our own operations and from the sectors
and markets we support.
Preparations to manage Climate Risk as a Prudential Financial
risk began in 2019. At that time, our Group Chief Risk Officer
took responsibility for Climate Risk and the requirements set
out in the Prudential Regulation Authority's Supervisory
Statement 3/19. Climate Risk was also incorporated into our
Group-wide risk taxonomy through the ERMF (where it is
defined as ‘the potential for financial loss and non-financial
detriments arising from climate change and society’s
response to it’).
Since then, we have designed an approach that begins to
integrate Climate Risk with other Principal Risk Types (PRTs)
within our central ERMF, based around two principles:
• Treat Climate Risk like a traditional risk type. Climate Risk
may lead to financial losses and non-financial detriments,
much like Credit Risk, and should be managed as such
to limit the Group’s exposure to detriments. This means
embedding Climate Risk considerations into our existing risk
identification and management processes, governance,
reporting, scenario analysis (including stress testing),
strategy and financial planning.
• Recognise and build for where Climate Risk is different.
Unlike traditional risk types, Climate Risk is likely to crystallise
over much longer time horizons and is inherently difficult
to quantify. Its unique features and a need for granular
forward-looking measurements require the use and
development of new tools and methodologies to quantify
and analyse the implications.
Climate Risk taxonomy
Climate Risk
Sub-risk types
Physical Risk
Acute
Chronic
Transition Risk
The potential for financial loss and non-financial detriments arising
from climate change and society’s response to it.
Risks arising from increasing severity and frequency of climate- and weather-related events.
These events can damage property and other infrastructure, disrupt business supply chains,
and impact food production. This can reduce asset values, potentially resulting in lower
profitability for companies. Indirect effects on the macroeconomic environment, such as
lower output and productivity, exacerbate these direct impacts.
Specific event-driven weather events, including increased severity of extreme weather
events, such as cyclones, hurricanes, floods or wildfires.
Longer-term shifts in climate patterns, such as changing precipitation patterns, sea-level
rise, and longer-term drought.
Risk arising from the adjustment towards a carbon-neutral economy, which will require
significant structural changes to the economy. These changes will prompt a reassessment
of a wide range of asset values, a change in energy prices, and a fall in income and
creditworthiness of some borrowers. In turn, this entails credit losses for lenders and
market losses for investors.
Climate Risk is considered an Integrated Risk Type because it manifests though impacted Principal Risk Types (PRTs) or
overarching risk types. Principal risks are those risks that are inherent in our strategy and business model and are also formally
defined in the ERMF. We have identified seven PRTs that are most materially impacted by potential climate risks and describes
transmission channels for Climate Risk manifesting as financial and non-financial risk.
96
Standard Chartered – Annual Report 2022Strategic reportSustainability Existing risk classification and Climate Risk transmission channels in the context of the Group’s existing risk types.
Climate Risk manifests through existing risk types
Credit
CCIB
Credit
CPBB
Operational
and Technology
Country
Disruption to client business
models or operations
from both Transition
and Physical Risk events
may increase operating
expenditure as well as
cause disruption to revenue.
A client’s profitability can
be impacted due to a
reduced demand in high-
carbon products or services,
impacted asset/collateral
valuations and increasing
capital expenditure driven
by regulatory carbon
penalties and investment in
new technology aimed at
encouraging transition to a
low-carbon economy. The
impact to profitability can
thereby affect their capacity
to generate the income
required to repay debt, or
the capital and collateral
required to back the loan.
Reputational
and Sustainability
Potential for stakeholders to
view the Group negatively
due to actual or perceived
actions or inactions related to
our stated climate, ESG and
net zero ambition. Increasing
expectations on banks from
governments, regulators,
NGOs, investors and
individuals brings heightened
reputational risks.
Climate-related risks
manifest when acute or
chronic physical risks,
such as flooding or storms
disrupt our own properties
(including branches,
offices, data centres), client
service resilience, third-
party corporate service
arrangements and material
supply chain arrangements.
Physical risks, such as rising
sea levels and increasingly
severe flood events, could
damage property and
impact collateral valuations,
or through direct damage
or loss of insurance, could
also adversely affect
repayment ability and
leading to potential
increases in credit losses.
Furthermore, increased
default risk and losses may
arise through changes to
the economic environment
as the economy transitions
towards lower emissions.
Climate-related risks may
adversely impact sovereigns'
economic strength and
impact their ability to raise
taxes and increase their
cost of borrowing, directly
impacting their overall
creditworthiness. Physical
risks from increasing
frequency and severity of
extreme climate change-
related weather events may
lead to the degradation
of existing infrastructure,
large-scale disruptions,
displacement of assets
and mass migration, while
transition risk arises from
a sovereigns' efforts to
transition towards a low-
carbon economy which
leads to policy, market
and technology shocks.
Compliance
Traded
Treasury
Risk of failing to comply with
current and emerging Climate
Risk regulations globally.
For example, the Prudential
Regulation Authority’s
Supervisory Statement SS3/19
and the Monetary Authority
of Singapore’s Environmental
Risk Management guidelines.
Acute Physical Risk events
or an extremely disruptive
transition can cause sudden
changes in the fair value of
assets driven by commodity
price changes. Additional
impact may result due to
trigger sales, sudden and
negative price adjustments
where Climate Risk is not yet
incorporated into prices.
Disruption from weather
events and adverse impacts
due to the transition to a
low-carbon economy, on
client business models and
financial stability of clients
that provide us liquidity, can
impact capital adequacy
and/or liquidity levels needed
to ensure financial stability
during periods of stress.
Principal Risk Types:
Financial
Non-financial
Physical Risk
Transition Risk
97
Standard Chartered – Annual Report 2022Strategic report Across each risk type, we provide some early-stage prototype
metrics that provide quantitative estimates of gross transition
and gross physical risks using the toolkits explained above
and are used to inform risk management for each of the PRTs
integrated with climate-related risks. Depending on the PRT,
metrics are used for risk-management activities and processes
spanning across stress testing, transaction assessments,
client reviews, portfolio assessments, risk-appetite metrics
and management information. For all the metrics presented,
there are challenges with availability of reliable data, and
methodologies that are simplistic and first-generation,
placing some reliance on proxy information. As
methodologies and learnings emerge, we intend to
progressively refine and update our approach, and to
extend the coverage of client or product groups captured.
Our climate toolkit – processes for identifying
and assessing Climate Risk
While the outputs and findings inform our risk management
decisions, it is important to be aware of the limitations when
assessing Climate Risk. Approaches to quantifying Climate
Risk are nascent and data availability and coverage present
challenges. This is particularly true in emerging markets where
Climate Risk-related disclosure and preparedness can be less
advanced. This places some reliance on proxy information
and we will refine our evaluations and methodologies
progressively as the availability and quality of data improves.
To enable us to gather more data and manage and monitor
Physical and Transition risks actively, we continue to conduct
case level reviews for enhanced due diligence on high ‘Climate
Credit’ and ‘Climate and RSR’ for our corporate clients.
The toolkits are used to identify and assess:
• Physical Risk: current-day and longer-term time horizons
(2050, 2100) under representative concentration pathway
(RCP) scenarios 2.6, 4.5 and 8.5, for acute weather events
(e.g. storms, floods or earthquakes) and chronic sea-
level rise.
• Transition Risk: translates orderly, disorderly and ‘hot-house’
world transition scenario variables from NGFS and Net
Zero Emissions by 2050, Sustainable development and
announced pledges scenario variables from IEA to financial
impact at a client level. See page 94 for more detail on how
we use these scenarios and their limitations.
• Temperature alignment: provides a temperature score to
indicate client- and portfolio-level global warming potential
up to 2030.
98
Standard Chartered – Annual Report 2022Strategic reportSustainability Overview of our Climate Risk toolkit and application
Advisor or
Data Provider
Asset Class or
Operations
Munich RE
• Corporate
• Retail mortgages
• The Group’s offices,
branches and data
centres
BlackRock
• Corporate
Temperature
Alignment
Metrics
Scope
Time Horizon
Scenario
Application
Location-based
hazard and risk
scores
• Tropical Cyclone
• River
• Flood
Current day,
2050, 2100
RCP 2.6, 4.5, 8.5 Assessing Physical
Risk for:
• Sea-Level Rise
• Heat Stress Index
• Precipitation Stress Index
• Fire Weather Stress
(climatological index)
• Drought Stress Index
• Generate a company’s
TA score to measure its
impact on the climate
through a dedicated
methodology
2030
2 degrees only
1. Client assets and operating
locations as well as property
collateral.
2. Retail mortgages – portfolio
concentrations by hazard type.
3. The Group’s location strategy for
operations – branches, offices and
data centres, other sites.
4. The toolkit also helps inform the
Group’s risk appetite across all
risk types.
Reputational and Sustainability Risk
assessment for CCIB clients in high
carbon-emitting sectors
BlackRock
• Corporate
• Sovereigns
• Financial impact
• Using Standard
Up to 2050
• Equity
valuations
• Sovereign bond
valuations
Chartered data and
configurations, run
BlackRock’s Aladdin
Climate Transition Risk
models to translate
transition scenario
variables to impact on
company financials and
probabilities of default1
Scenarios for
categories
orderly,
disorderly and
hot-house
world, e.g.
NGFS Phase 2,
IEA
Transition Risk assessment over
various scenarios for corporate and
sovereign clients are used for:
1. Client-level review as part of credit
decision-making.
2. Portfolio concentration measures
including risk appetite.
Baringa
• Corporates
• Financial impact
• IEA scenario expansion
Up to 2050
• Sovereigns
• Temperature
• Detailed stakeholder
Alignment (TA)
walk-through session to
review and interpret the
results.
Scenarios for
categories
orderly,
disorderly and
hot-house
world, e.g.
NGFS Phase 2,
IEA
S&P Global
• Provides additional
climate data
Current Day
and Historic
N/A
Emissions
information across
clients (including
history)
Corporate client
asset-location
data
Absolute emissions (tonnes
of CO2e) and emissions
intensities by revenue
(tonnes of CO2e/$ million)
for Scope 1 and 2 and
where available for
Scope 3 emissions.
(Client-level emissions were
only available for about
37 per cent of corporate
clients, so sector average
proxies were used for the
remaining entities.)
Geolocation for clients
Imperial
College
London
• Academic advisory
1. Long-term research on Climate Risk.
N/A
N/A
and research
partnership
2. Advisory on shorter-term, internally focused
projects to enhance Climate Risk capabilities.
3. Training and education of our colleagues,
Management Team and Board.
Deloitte
• Corporates
• Sovereigns
Forecasting the
financial impact
• Transition Risk
Up to 2050
• Physical Risk
• Climate scenario
expansion
NGFS scenarios
for orderly
transition,
disorderly
transition, and
hot-house
world
3. Scenario analysis and stress testing.
Transition Risk assessments over
various scenarios for corporate and
sovereign clients are used for:
1. Client-level reviews as part of credit
decision-making.
2. Portfolio concentration measures
including Risk Appetite.
3. Scenario analysis and stress testing.
Inputs into the Group’s client-level risk
assessment for corporate clients and
net zero modelling.
1. The Group has partnered with
Imperial College London to produce
a three-part series on ‘Future of Food’
research, exploring the risks and
opportunities facing the global
agricultural sector from climate
change.
We are developing our own internal
Climate Risk models to reduce
reliance on vendor models and
increase transparency and control in
the assessment of the impact of
Climate Risk.
Once the models have gone through
our model risk management
governance and approval process,
the outputs will be used to support
management in their assessment of
the impact of climate risk on IFRS 9
expected credit losses, stress testing
runs, and related risk management
processes.
1 The inclusion of the Aladdin Climate analytics, provided by BlackRock, contained in this report should not be construed as a characterisation regarding the
materiality or financial impact of that information. The Aladdin Climate analytics include non-financial metrics that are subject to measurement uncertainties
resulting from limitations inherent in the nature and the methods used for determining such data.
The Aladdin Climate analytics are not fixed and are likely to change and evolve over time. The Aladdin Climate analytics rely on comparatively new analysis
and there is limited peer review or comparable data available. BlackRock does not guarantee and shall not be responsible for the content, accuracy, timeliness,
non-infringement, or completeness of Aladdin Climate analytics contained herein or have any liability resulting from the use of the Aladdin Climate analytics in
this report or any actions taken in reliance on any information herein. Some results are disclosed in this report to illustrate our steps in beginning to quantify the
impact of Climate Risk. We fully intend to develop and mature our application of Climate Risk assessment over the coming years.
Physical Risk
Transition Risk
99
Standard Chartered – Annual Report 2022Strategic report
Processes for managing Climate Risk
Integrating climate-related risks into
overall risk management
Climate Risk is recognised in the Group ERMF as an
integrated risk type, i.e. it manifests through existing risk
types and is managed in line with the impacted risk type
frameworks. We manage Climate Risk according to the
characteristics of these PRTs and are embedding climate-risk
considerations into the relevant frameworks and processes
for each. In 2022, we have continued to build Climate Risk
into existing risk-management processes, to enhance our
ability to identify, assess and monitor across risk types.
We continuously look for ways to refine and update our
approach as methodologies and learnings emerge, including
the expansion of client or product coverage where possible.
The areas where we have made progress to embed Climate
Risk considerations within business and across PRTs are listed
below.
Process to embed Climate Risk considerations
Principal
Risk Type
Credit Risk
– CCIB
Framework/
Policies/
Standards
Risk
Appetite
Reporting Further Details
Y1
Y
Y
(Effective
July 2022)
• The Climate Risk Standard, effective from 1 July 2022, mandates all new and
existing corporate clients (CG 1-12) with an advised limit greater or equal to
$20m to be assessed for Climate Risk considerations.
• A new technology solution called the ESG Navigator has been deployed to
assess Climate Risk considerations for all in scope clients since July 2022.
• Throughout 2022 we have covered ~80 per cent of high Transition Risk sectors
(i.e. Oil and gas, Mining and Power) and ~65 per cent of the Group’s total
corporate exposure.
• By 2023, we aim to achieve 80 per cent coverage of the Group’s total
corporate exposure and extend Climate Risk-related considerations to
deepen credit underwriting and broaden linkages, account management
and client engagement.
• In our progress for 2022, we have expanded Physical Risk assessments to
additional markets within Consumer Mortgage (Bangladesh, Vietnam,
Jersey) and new products (Business Banking Client Mortgage) and Medium
Enterprises (ME). These are over and above the Top 8 markets for the Group
covered in 2021.
• The metrics are refreshed on a quarterly basis and reported to key
governance committees.
• Our methodology for Physical and Transition Risk Sovereign Rankings now
includes external benchmarks as key inputs and factors in Transition Risk
mitigation measures being put in place by sovereigns.
• We have partnered with Imperial College to develop Physical Risk Report
Cards for key sovereigns in Asia, which provide a detailed breakdown of the
scores, along with key takeaways and historic climate disaster statistics.
We intend to expand this to other countries.
be monitored as part of management information. The Climate Risk Decision
Framework (CRDF) which helps assess climate-related reputational risk
for clients in high transition sectors is now embedded within the Group
Reputational Risk Standards. The framework details a set of referral triggers
to the Group Climate Risk team to consider for enhanced due diligence and
rating change methodology.
• We aim to become net zero in our financed emissions by 2050 and have set
interim targets for specific high-carbon sectors. This will be extended to other
sectors through 2023.
• All new property sites onboarded within the Group are assessed for Physical
Risk vulnerabilities. Material Third-Party Corporate Service arrangements in
scope for Business Continuity Management controls are subject to Climate
Risk assessment as part of third-party continuity plans.
Y
• Adherence to net zero RA thresholds for our Phase 1 high-carbon sectors will
Y
Y
Credit Risk
– CPBB
Y
Country Risk2 Y
Y
Reputational
and
Sustainability
Risk
Y
Y
Y
Y
In-progress3 Y
Operational
and
Technology
Risk
Traded Risk
Y
Y
Y
• The Traded Risk stress testing framework has been updated to cover market
(Effective
May 2022)
impacts from Climate Risk including an assessment of Transition Risk and two
Physical Risk scenarios as part of the global Traded Risk scenarios inventory.
These flow into existing Traded Risk Board-level RA metrics.
Compliance
Risk
Y
Treasury Risk
N3
N4
N4
N4
N4
• We have an established process to maintain oversight of climate risk-related
regulations across footprint markets centrally.
• We consider Capital requirements as part of the Group Internal Capital
Adequacy Assessment Process (ICAAP). On the liquidity side, we have
leveraged our client-level Climate Risk assessments to assess climate risk-
related vulnerabilities and readiness of our top corporate liquidity providers.
1 Relevant Framework/Policies/Standards, RA metrics and Risk Reporting are available/implemented.
2 Integral component of the ERMF.
3 Plans are in place to integrate Climate Risk into the Framework/policies/standards, RA and Risk Reporting.
4 Plans to integrate Climate Risk into the Framework/policies/standards, RA and Risk Reporting will be developed.
100
Standard Chartered – Annual Report 2022Strategic reportSustainability A deeper dive into each risk type is provided in the
following section.
Credit Risk
For many banks, Credit Risk presents the largest proportion
of risk they face on their books. The industry has developed
sophisticated management frameworks, which provide a
baseline level of effective mitigation from risks. However, these
industry-wide, existing processes have not yet evolved to
account for the unprecedented level and type of risk that
climate change brings, and additional climate risk-specific
analysis is required as the tools and methodologies mature.
Consumer, Private and Business Banking (CPBB) Credit Risk
For CPBB, we have made progress in embedding Climate
Risk into mainstream portfolio management in 2022. Our
approach is currently more advanced for the Consumer
Mortgage business, which is CPBB’s largest portfolio and for
which there are identifiable and measurable risks applicable
to the residential property collateral. Across CPBB, our risk
identification and measurement focuses on acute and
forward-looking physical risks (storm, flood, wildfire, and
sea-level rise) across key markets.
In 2021, this covered approximately 65 per cent of the total
CPBB consumer business book. In 2022, this was expanded to
three additional markets for Consumer Mortgages and select
markets for other CPBB products (Business Banking Client
Mortgages and Medium Enterprises, representing 3 per cent
and 1.6 per cent of the consumer business book respectively).
We use the output of the Physical Risk assessments of our
Consumer Mortgage property locations to inform discussions
during our credit portfolio quarterly reviews, and to
periodically monitor concentration exposure to the perils
identified above.
Within the Consumer Mortgage business, we have developed
internal guidance on physical Climate Risk management for
all our markets. The recommendations covered through
this include the establishment of a zoning policy with
differentiated criteria according to the level of exposure
concentration to physical risk, the setting of risk mitigations
where appropriate, as well as accounting for government-led
adaptation measures on Physical Risk if it has not been
considered before. A key design step has been to set up the
framework for a holistic approach, catering for market forces
when establishing the zoning policy, including the setting of
appropriate trigger monitoring and escalation measures.
We currently offer differentiated loan-to-value for select ESG
focused structured products, which align with the Bank’s
Green and Sustainable Product Framework.
The focus for 2023 will be to further develop our approach for
assessing the physical and transition impact of unsecured
consumer lending products such as credit cards and personal
loans and initiate work on measuring Transition Risk
vulnerabilities of our Consumer Mortgage portfolios. We aim
to utilise proxied financed emissions for our key markets to
begin model transition risk for consumer mortgages. We
recognise that the data limitation will continue to persist
given the lack of property-level data on energy consumption
and limited energy label coverage in the key markets we
operate in. To improve the accuracy of our financed emissions
measurement capabilities, we partnered with Imperial
College to refine our energy consumption derivation
methodology, including the enhancement of our emissions
factor database for major markets.
We undertake quarterly scenario analysis for the eight key
Consumer Mortgage portfolios, focusing on sea-level rise
across 3 RCPs (2.6, 4.5, 8.5) in the year 2100.
Assessment of gross Physical Risk profile for Consumer Mortgages showing outstanding exposure subject to very high gross
Physical Risk*
Physical risk event
Korea
Hong Kong Taiwan
Flood (Acute)
Sea-level rise
(Chronic – RPC 8.5)
* Data as of Sep 22
14%
1%
45%
4%
12%
0%
Outstanding exposure at very high gross Physical Risk %
India
23%
1%
Malaysia
Singapore UAE
Indonesia Others
Globally
6%
0%
3%
0%
30%
36%
21%
2%
52%
1%
26%
2%
101
Standard Chartered – Annual Report 2022Strategic report Analysis of Consumer Mortgage portfolio showing outstanding exposure subject to very high gross Flood Risk
Exposure Concentration to Extreme Flood Risk
≤25%
26–50%
51–75%
76–100%
Physical risk event
Q4-21
Q3-22
Trend
Q4-21
Q3-22
Trend
Q4-21
Q3-22
Trend
Q4-21
Q3-22
Trend
Flood (Acute)
14.2% 13.8%
45.0% 45.0%
11.6% 11.8%
22.0% 23.0%
Korea
Hong Kong
Taiwan
India
Physical risk event
Q4-21
Q3-22
Trend
Q4-21
Q3-22
Trend
Q4-21
Q3-22
Trend
Q4-21
Q3-22
Trend
Flood (Acute)
6.0% 5.7%
2.8%
3.1%
30.1% 30.4%
19.7% 20.5%
Malaysia
Singapore
UAE
Indonesia
Note: Increase is called out for markets showing a rise of >5% year-on-year in flood risk exposure concentration.
Caution about the metrics
The metrics are based on outputs from Munich Re’s natural
catastrophe model and the results do not factor in existing
adaptation measures, governmental policies to protect
and build for changing weather, and structural adaptation
(e.g. age and quality of construction, or flood defences and
dams protecting the property). Over time, sovereigns and
policymakers are expected to drive market trends such
as investment in adaptation financing, technological
advancements, innovative risk transfer and mitigation
approaches to combat the potential impacts of climate
change. Presently, we do not see any significant stress over the
short-term horizon on account of Physical Risk in our Consumer
Mortgage and Business Banking Mortgage portfolios.
Corporate, Commercial and Institutional
Banking (CCIB) Credit Risk
Our client-level Climate Risk Questionnaire (CRQ) helps us
assess the potential financial risks from climate change using
both quantitative and qualitative information across five key
pillars. The assessment presents a consolidated view of how
the individual company has performed with regards to overall
Climate Risk, how it sits within the sector as well as a regional
view against benchmarks.
Physical Risk for our corporate client locations is assessed
using Munich Re’s NATHAN tool, which helps us evaluate
the impact from current and acute risks of operating asset
locations as sourced from S&P's Trucost asset location data.
A view of Transition Risk across a variety of global transition
pathways is derived using a climate change scenario
modelling tool as well as a temperature alignment tool.
We have also identified relevant climate policy inputs
at a sector and regional level and assessed the specific
impact timeframe that an entity may face, to provide an
understanding of Transition Risk applicable to each client.
Their outputs are fed into our client-level Climate Risk
Questionnaires (CRQ) to help to create a multi-dimensional
consolidated assessment of Climate Risk.
By the end of 2022, we had embedded assessments in our
existing credit process for clients covering approximately
85 per cent of high Transition Risk sectors (i.e. Oil and gas,
Mining and Power) and 65 per cent of the Group’s total
corporate exposure (c. 2,100 clients assessed).
Where climate change is expected to manifest into a financial
risk in the near-term, we may find it appropriate to apply
warning signals, such as risk triggers through an enhanced
due diligence conducted by the Group Climate Risk and
Credit Risk teams. In 2023, we intend to look at implementing
guidance to allow adjustments to credit grading scorecards
and additional monitoring mechanisms, for example through
our Early Alert process. One of our key focus areas is to develop
a pilot framework to help inform these credit decisions and we
aim to embed this framework by December 2023.
102
Standard Chartered – Annual Report 2022Strategic reportSustainability Our Climate Risk client-level assessment for Credit Risk and data sources
Standard Chartered’s corporate client Climate Risk assessment framework
Governance and
Disclosures
Gross Physical
Risk
Physical Risk
Adaptation
Gross Transition
Risk
Transition
Risk Mitigation
Modelled output to
assess the current day
and forward-looking
risks to client’s operating
locations across a
number of climate
related hazards.
Acknowledgment and
assessment of Physical
Risk to client’s business,
its supply chain and on
assets from a forward-
looking perspective,
quantification of
Physical Risk impact,
adaptation measures
to date, adaptation
measures in plan,
including insurance
coverage.
Identify any
acknowledgment
of climate change
related risks in public
reports, defined
targets, management
incentives alignment
with Climate Risk, TCFD
aligned disclosures.
It helps to review
the level of Climate
Risk management a
company has in place,
as well as assess how
the market can perceive
their sophistication of
climate disclosures.
Identify Transition Risk of
a company based on
the client’s reliance on
fossil fuels as part of
product/service mix,
potential financial
impact under various
climate scenarios as well
as potential macro and
micro-climate risks via
the tracking of climate
transition policies across
all footprint regions and
sectors. Additionally, we
look at how the entity
performs across these
areas, with respect to
the average of the
sector in which they
operate, to identify
divergences from sector
transition expectations.
Acknowledgement of
Transition Risk and a
display of credibility of
a client’s business and
supply chain focused on
assessing their emissions
reporting, emissions
reductions targets and
progress, plans to reduce
reliance on fossil fuels,
capital expenditure
or investment in low
carbon technologies,
adaptability for change
in consumer demand as
well as strategy plans
towards implementing
internal carbon pricing
or other offset related
mechanisms.
TCFD disclosures, CDP,
ESG, Sustainability
reports, annual reports
S&P (asset level data),
Climate Change
Scenario Model and
Munich Re’s NATHAN &
Climate tool
Data sources
TCFD disclosures, CDP,
ESG, Sustainability
reports, annual reports
S&P for client-level
emissions data,
temperature alignment
model and climate
change scenario model
TCFD disclosures, CDP,
ESG, Sustainability
reports, annual reports
In 2023, we aim to refresh existing assessments as well as
expand our coverage to c.4,000 clients covering 80 per cent
of the overall corporate net nominal exposure. Additionally,
as part of our ongoing agenda to accurately measure the
total impact from Climate Risk, we have started to develop
an approach for assessing the Climate Risk of our clients’
collateral across property, shipping and aviation and will
begin incorporating this into our Climate Risk assessments
when finalised. For the shipping and aviation sectors, we
assess the vulnerability to transition risk of the underlying
collateral asset itself (aircraft or carriers), whereas for property
collateral, Physical risk related vulnerabilities are prioritised.
The client assessments not only help form a view of the
overall Climate Risk vulnerabilities and readiness for clients
but provide a tool for data gathering and analysis of the
underlying themes that drive Climate Risk and its mitigations.
The following section gives insights gained from all completed
Client Risk assessments performed over 2022 (2,100 entities
covering approximately 65 per cent of corporate net
nominal exposure), compared with the previous year
(covering 1,940 entities), to highlight the direction of travel
across our portfolio. The charts indicate the percentage of
clients within our assessed portfolio performing Climate Risk
management activities.
* Data as of Nov 22
103
Standard Chartered – Annual Report 2022Strategic report Governance and disclosures
This pillar of our client assessment seeks to understand how
climate-related responsibilities are managed within an
organisation with a stronger score indicating a greater degree
of client readiness. Two-thirds of clients now acknowledge
Climate Risk as a financial risk to their direct operations and/
or supply chain, while only 58 per cent have a quantifiable
climate policy or commitment in place. These have both
increased since our 2021 assessment, reflecting an increase in
our coverage, as well as a positive movement from companies
to disclose their climate-related risks, moving to over half of
assessed clients.
Results from our client-level Climate Risk assessment
on governance and disclosure*
2022 (2,109 clients)
2021 (1,940 clients)
Acknowledges
climate risks in annual/
ESG reporting
Has quantifiable
climate policy
or commitment
Has board
member with
climate oversight
Have management
incentives linked
to climate
Has TCFD-aligned
disclosures
Discloses to
CDP
* Data as of Nov 22
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
67%
64%
58%
55%
55%
49%
29%
32%
37%
29%
29%
33%
Transition Risk readiness
This pillar of the CRA covers the intent, progress and
capability of the client to mitigate the risks in transitioning to
a net zero economy. There has been a drop in the percentage
of clients reporting Scope 1, 2 & 3 emissions. Despite this,
the number of clients that have set Scope 1, 2 & 3 emissions
reduction targets has grown, showing a positive trend
towards setting quantifiable commitments to action against
climate change. This is encouraging as it shows quantifiable
steps taken by corporates to act on their transition plans.
104
Results from our client-level Climate Risk assessment
on transition readiness*
2022
2021
Percentage of clients in scope
Reports Scope 1 & 2
emissions
Reports Scope 3
emissions
Has transition plan
to meet current or
future regulations
Has made plans for
investment in low-
carbon technologies
Has Scope 1 & 2
reduction targets
Has Scope 3
reduction targets
Client performs
financial transition
scenario analysis
61%
49%
71%
52%
61%
43%
43%
54%
49%
49%
2022
2021
2022
2021
2022
2021
2022
13%
2021
2022
2021
2022
2021
2022
2021
15%
35%
17%
13%
21%
23%
* Data as of Nov 22
Future strategy
considers carbon price
2022
20%
14%
2021
Physical Risk readiness
Through this pillar, we are seeking to assess if clients
have quantified the financial impact of physical risks
and understand if they are taking proportionate
adaptation actions.
We have seen a positive movement in the number of clients
acknowledging the impact that physical risks could have on
their direct operations, up to 54 per cent, while those adopting
adaptation measures against these risks has only climbed by
1 per cent. This is not surprising, as we have seen little progress
in industries towards physical adaptation measures given the
long-term and large-scale nature of mitigants.
Results from our client-level Climate Risk assessment
on Physical Risk readiness*
2022
2021
Percentage of clients in scope
Acknowledges
Physical Risk
Assessed
Physical Risk
2022
2021
2022
2021
Have taken
adaptation measures
to date or made
future plans to
2022
2021
Estimates a
financial impact
2022
2021
24%
24%
22%
54%
50%
39%
34%
40%
39%
39%
Standard Chartered – Annual Report 2022Strategic reportSustainability How do different regions fare in their risk and preparedness?
Client-level Climate Risk assessment scores by region
18 Worst
Best 71
2022 Assessment*
Asia
Africa & Middle East
Europe & Americas
Total
2021 Assessment
Asia
Africa & Middle East
Europe & Americas
Total
* Data as of Nov 22
Number of
clients
Overall score
Governance &
disclosures
Gross Physical
Risk
Physical Risk
adaptation
Gross Transition
Risk
Transition Risk
Mitigation
1,335
386
388
2,109
41%
37%
57%
43%
40%
31%
63%
43%
66%
67%
81%
69%
27%
21%
47%
29%
42%
38%
46%
42%
36%
27%
58%
38%
Number of
clients
Overall score
Governance &
disclosures
Gross Physical
Risk
Physical Risk
adaptation
Gross Transition
Risk
Transition Risk
Mitigation
1,238
340
360
1,938
40%
38%
51%
42%
36%
34%
53%
39%
67%
69%
78%
70%
27%
25%
39%
29%
36%
33%
37%
35%
36%
32%
50%
38%
The average overall score in our client-level Climate Risk
assessment has remained at around 43 per cent in 2022.
This is despite our increased coverage of clients with high
Climate Risk scores.
Overall levels and consistency in the availability of climate
information from public disclosures is still low, and in many
cases absent, which highlights the importance of carrying
out direct engagement with our clients.
Scores were on average better in developed economies and
regions (EU, US, UK) and on average lower in the emerging
markets (AAME), and this observation was seen consistently
across the assessment pillars. This is driven by the increased
level of climate policy and regulation in the developed
economies and regions; however, clients in these markets are
also subject to higher expectations and scrutiny as a result.
Physical Risk adaptation scored the lowest across all five
questionnaire sections, indicating a low readiness of
corporates to potential climate-related events, while gross
Physical Risk scores decreased to 69 per cent in 2022 from
70 per cent in 2021. This is driven by an increased assessment
coverage in our Asia region, where there is a higher frequency
of physical risk hazards (e.g. storms and flooding).
Benefits from the client engagement
We learned a lot from undertaking the client assessments,
and so did our clients. The benefits included:
• Improvement of our data coverage, especially where this
was not publicly available, and strengthening the quality
of our risk assessments and modelling capabilities. The
client-level risk assessments are now being integrated into
the CCIB Credit Risk underwriting process.
• Clients were interested in seeing their Climate Risk profiles,
as well as the tools and methodologies we use to quantify
their Transition Risk. They were also interested in how to
improve their climate-related reporting and disclosures.
• Internal capability-building of our client bankers and risk
teams, with all affected frontline staff required to complete
internal climate-risk training.
105
Standard Chartered – Annual Report 2022Strategic report
Vulnerable sectors to Climate Risk
Climate change impacts almost all the sectors within the
economy. However, we note that there are certain sectors that
are more vulnerable to climate risks under different Transition
Risk and Physical Risk scenarios.
Our approach to Transition Risk assessment is data-led,
covering a broad range of sectors and at a company level
where data is available and use of proxies in absence of
granular information. We use a climate-change scenario
model, which helps us to assess potential credit-grade
movements for our corporate clients over a 30-year time
horizon for a range of scenarios ranging from NGFS scenarios
as well as the IEA scenarios. This is based on a sample of
2,388 corporate client entities covering 53 per cent of
corporate good book on net nominal basis. We have used
the MSCI Market Classification to assign countries or regions
as developed or emerging markets.
Caution about the metrics
Scenario-based potential credit downgrades are one
approach for estimating future Transition Risk. The probability
of default metrics that inform potential credit downgrades
capture the potential impact to clients’ financials under
different transition scenarios.
The potential credit downgrades estimated do not factor in
the transition mitigation plans that our clients and the Group
will undertake over the next 30 years and represent the gross
risks we are exposed to.
The results indicate a ‘what if’ analysis, and not a ‘what is likely
to happen’ view. As climate action increases globally, clients,
sovereigns and banks are likely to take additional mitigation
measures to manage transition risks.
A 30-year period inherently brings challenges around
forecasting likely outcomes, due to the uncertainties
associated with the speed and direction of transition,
including breakthrough technological developments,
sovereign policies and management responses.
Projected potential average minor notch credit grade downgrade by 2050 based on our climate scenario analysis of the
in-scope sample corporate portfolio*
Developed Markets
Emerging Markets
IEA Net
Zero
Emissions
IEA
Sustainable
Develop-
ment
IEA
Announced
Pledges
NGFS
Orderly
NGFS
Disorderly
NGFS
“Hot
House“
IEA Net
Zero
Emissions
IEA
Sustainable
Develop-
ment
IEA
Announced
Pledges
NGFS
Orderly
NGFS
Disorderly
NGFS
“Hot House“
Automobiles
and components
Construction
Consumer
durables and
apparel
CRE
Metals and
mining
Oil and gas
Telecom
0
0
0
0
1
9
0
Transportation 2
Utilities
Total portfolio
1
1
* Data as of Nov 22
0
0
0
0
1
7
0
1
0
1
0
0
0
0
0
3
0
1
0
0
1
1
1
0
2
8
0
2
1
2
2
2
1
1
3
8
0
3
1
2
1
1
1
1
1
1
0
1
0
1
0
0
0
0
1
7
0
1
0
1
0
0
0
0
0
5
0
1
0
0
0
0
0
0
0
3
0
0
0
0
1
1
1
0
2
5
0
3
0
1
2
2
2
1
2
5
1
3
1
2
1
1
1
1
1
1
1
1
0
1
Insights
Climate risks are likely to impact our portfolios disproportionately, depending on the region and sector. Fossil fuel
dependent sectors that are most sensitive to emissions reduction policies are likely to see larger credit downgrades
over a 30-year period. Oil and gas, Metals and mining, Transportation, Automotive and Commercial Real Estate are
the sectors most impacted in the NGFS scenarios, while the oil and gas sector is likely to be most impacted under
the IEA scenarios. Compared with our 2021 disclosures, the impact is relatively muted given the scenario selection
and underlying scenario pathways being more benign as provided in the NGFS and IEA scenario datasets.
106
Standard Chartered – Annual Report 2022Strategic reportSustainability Sectors exposed to Transition Risk
The vulnerable industries list identified below is based on the
expected increase in potential additional costs driven by
adopting new technology, changing energy mix towards
renewables and associated technology adoption costs as well
as an application of a carbon price over a long-term horizon
which will eventually impact the companies’ ability to remain
profitable in the long run.
Sectors most impacted by Transition Risk include:
Oil and gas, including coal and the manufacture of refined
petroleum products. Industry efforts to decarbonise are
currently supported by switching to gas, biofuels, hydrogen
and renewables, as well as leveraging technologies such as
Carbon Capture and other emissions abatement projects.
The oil and gas sector plays a central role in global efforts
to decarbonise, with several of our clients having already
committed to decarbonisation targets, most with carbon
intensity targets for Scope 1 and Scope 2 emissions. Another
linked sector that is likely to be impacted is the Commodity
Traders linked to upstream and downstream supply chains
for Oil and gas.
Power: Our focus remains on selectively financing grid
expansion and renewable energy, recognising that these are
key enabling technologies that support the transition towards
greener sources of power. Switching to abated gas will be
key in the short-term to support the transition away from
thermal coal.
Metals and mining: This sector provides raw materials that
support much of the global economy including those required
for building and scaling clean energy technologies at the rate
required in the NZ scenario. The sector contributes around
12 per cent of global emissions (Scope 1 and 2), of which Asia,
Africa and the Middle East contribute more than 75 per cent.
Structural changes in demand, combined with financial and
regulatory pressures, are driving increased awareness of the
need for companies in this sector to decarbonise operations.
Some of our clients have already committed to net zero
targets and we are working with them to reduce their
emissions through financing transition technologies.
Transportation: This covers a range of sub-sectors that
primarily rely on the burning of fossil fuels such as gasoline
and diesel to deliver its direct and indirect services. Burning
fuels directly results in the release of CO2 and other emissions
into the atmosphere and contribute significantly to Scope 3
emissions on many other industries.
These sub-sectors consist of:
• Aviation, such as airlines and air transport entities
themselves, aircraft manufacturers as well as air transport
services, such as airports and ground staff.
• Shipping, such as freighting services as well as entities that
maintain and operate ports and terminals.
• Automobiles, including the production and manufacture of
automobiles and their components, as well as any related
service companies.
Sectors exposed to Physical Risk
Below vulnerable industries are shortlisted based on expected
physical damage to the industry over a longer time horizon.
Real Estate activities: One of the sectors that is most likely to
be impacted is Real Estate activities. Given the nature of the
asset-backed lending, an increased frequency and severity
of acute weather events and increase in chronic risks will
significantly increase damage costs that the Real Estate
portfolio will be exposed to if adaptation measures taken
are not significant.
Manufacture of food and agricultural products: Agriculture is
highly vulnerable to climate change and therefore from the
impact higher carbon emissions can have on local climate
and the environment. Dry summers or heavy rainfall seasons
could dramatically impact crops, leading to significant
fluctuations in profitability and risks for companies throughout
the supply chain.
The impact in developed markets is found to be higher than
that in emerging markets. This is driven by higher regional
carbon prices in developed markets which lead to a higher
number of defaults over the next 30 years.
Reputational and Sustainability Risk
Climate Risk is considered within the Reputational and
Sustainability Risk Framework, for our corporate clients,
through an assessment of a client's ability to meet their own
climate related commitments, as well as satisfy the Group's
public ambitions and position statements as well as its
responsibilities for ESG risk management.
We have continued to perform additional client-level due
diligence leveraging our Climate Risk questionnaires where
possible to identify additional Reputational Risk from climate-
related factors.
This additional due diligence is conducted by the Group
Climate Risk team for (i) clients in our high Transition Risk
and Phase 1 net zero sectors (Oil and gas, Power, Metals and
mining), (ii) clients with a coal nexus1 as well as (iii) those that
have been assessed at client level as high Climate Risk. Given
the lack of attribution for Physical Risk events, the assessment
concentrates on Transition Risk. The assessment focuses on
three pillars covering both client and transaction level aspects:
Client level
• Temperature alignment scoring and a comparison to the
client’s peers.
• Client-level transition readiness and robustness of plans
from Climate Risk Questionnaires or through desktop
assessments
Transaction level
• Emissions impact of transactions considering both internal
and regional contexts.
* Data as of Nov 22
1 As defined by the Group’s public Position Statement to only provide financial services to clients who, by 2030, are less than 5% dependent on thermal coal
(based on % revenue).
107
Standard Chartered – Annual Report 2022Strategic report • Of the case reviews completed, an increase in Reputational
Risk rating was suggested for ~13 per cent of transactions.
These consisted of companies in both the oil and gas and
manufacturing sectors, primarily looking to procure coal or
other high-carbon emitting products for manufacturing,
production or wholesale purposes. In addition, some entities
with high temperature alignment scores and no clear
transition plan were raised as having additional risk and
rating increases recommended.
The above-mentioned due diligence is in addition to wider
existing environmental and social (E&S) risk management
processes as well as our oversight against our Position
Statements and Prohibited Activities list. During 2022, we
have enhanced this E&S process through the Environmental
& Social Risk Assessment (ESRA) to identify clients and
transactions which may be more susceptible to reputational
risk by assessing clients’ level of commitment and strategy
to manage climate change as well as their level of
alignment to international standards of greenhouse gas
emissions reporting.
This is intended to ensure a greater level of oversight of clients’
readiness to manage climate change and the limitations
on business activities that could result in a significant shift
in stakeholder views (from both environmental and social
impact) and/or negative perception by investors and
the market.
Where negative perception exists or there is exposure to
clients that do not comply with E&S criteria, reviews are
conducted at a client level to identify root causes and propose
mitigation plans, which are agreed with the relationship
manager. These may involve client engagement, commitment
from clients to take corrective action in the context of their
business, or may result in potential run down if corrections
cannot be achieved.
Additionally, where specific criteria in Position Statements are
not fully met or there are individual clients that do not comply
with the enhanced E&S criteria, these may be deemed to
have high/very high reputational risks and are escalated to
the Group Responsibility and Reputational Risk Committee
(GRRRC) for client and transactional determinations.
We have also set a Risk Appetite for our exposure
concentration to clients with a high-temperature alignment
combined with low-transition readiness.
We use temperature alignment as a metric to inform our
client-level Climate Risk assessment, which is part of the
Reputational and Sustainability Risk reviews for clients and
transactions as mentioned above. Temperature alignment is
one way to consider a company’s impact on climate change
and an approach to estimate the emissions profile of our
clients. It is calculated based on emission intensities and
volume of hydrocarbons produced. It maps the company’s
forward-looking carbon intensity and hydrocarbon
production outlook (where applicable) against a
temperature alignment score.
We assessed the weighted average temperature alignment
(WATA) of 2,388 corporate client entities (covering 53 per cent
of corporate good book on net nominal basis) by high-carbon
sector, projected to 2030. As part of our 2023 modelling
roadmap, we are also looking to develop an in-house
methodology to model temperature alignment and overall
reduce reliance on third-party modelling capabilities.
Caution about the metrics
• Temperature alignment is an emerging concept, and
industry-wide standards on methodology are still evolving.
We expect our approach to evolve in line with best practice.
• Client-level emissions were only available for about 37 per
cent of corporate clients, so sector average proxies were
used for the remaining entities. In 2023, we aim to refresh
existing assessments as well as expand our coverage to
c.4,000 clients. The client assessments not only help form
a view of the overall Climate Risk vulnerabilities and
readiness for clients but provide a tool for data gathering
and analysis of the underlying themes that drive Climate
Risk and its mitigations. Additionally, expanded coverage
from the existing vendor engagement will help to bridge
the data gaps.
Insights
• Our overall average is 3.25⁰C, indicating that our
portfolio is largely in line with the current global
emissions and temperature trajectory.
• Compared to other sectors within our portfolio,
Utilities and CRE have a higher temperature
alignment compared to other sectors, given the
dependence on high-carbon emitting production,
but our portfolio temperature alignment for these
sectors is below the sector average.
• Compared to the previous year, average sector
temperature alignment scores have increased
across most of the sectors. This increase is driven by
improvements in both emission data coverage for
our clients (i.e. reduced use of proxies) and changes
in the third-party temperature alignment scoring
methodology. A maximum increase of 26 per cent
for CRE is observed where WATA score has increased
from 3.1 in 2021 to 3.8 in 2022. Telecommunication
(26 per cent increase) and Consumer durables and
apparel (24 per cent increase) are other notable
sectors with an increase in WATA.
Weighted average temperature alignment (WATA) – 2030
by client sectors
)
C
⁰
(
A
T
A
W
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
3.84
3.84
3.27
2.81
3.56
3.49
3.05
3.12
3.25
2.98
s
e
i
t
i
l
i
t
U
G
&
O
E
R
C
n
o
i
t
a
t
r
o
p
s
n
a
r
T
r
e
m
u
s
n
o
C
l
s
e
b
a
r
u
D
l
e
r
a
p
p
A
&
n
o
i
t
c
u
r
t
s
n
o
C
s
e
l
i
b
o
m
o
t
u
A
s
t
n
e
n
o
p
m
o
C
&
s
m
o
c
e
e
T
l
&
s
l
a
t
e
M
i
g
n
n
M
i
1
s
r
e
h
t
O
1 The weighted average of approximately 20 other sectors to which the Group
has the lowest net nominal exposure
108
Standard Chartered – Annual Report 2022Strategic reportSustainability
Country Risk
The Group has developed a set of Physical and Transition risk
rankings, to identify from a set of 165 sovereigns globally that
are deemed most vulnerable and least ready to adapt and
mitigate climate-related Physical and Transition risks.
• The Physical Risk rankings are based on a set of publicly
available scores such as ND-Gain Country Index and
GermanWatch Climate Risk Index, as well as S&P Global
Ratings and Moody’s Investors Service.
• The Transition Risk rankings are based on an internally
developed methodology which comprises a combination
of both climate and macroeconomic data.
The two pillars underlying this assessment include the
Sovereigns’ Gross Transition Risks (such as reliance on
carbon-intense sectors, import and export of fossil fuels, gap
to fill to meet 2030 Nationally Determined Contributions
targets) and Transition Risk Mitigations established (such as
low-carbon energy production in place, imports of low-carbon
technology, governments’ ability and credibility to support the
transition). The two pillars are further combined to obtain a
measure of Net Transition Risk for each market.
Based on their aggregated Physical and Transition risk
scores, sovereigns are split into decile-based rankings. These
rankings are a qualitative input to the Group Country Risk
reviews for sovereign credit grades and limits, inputs to various
climate-related stress tests and computation of Country
Risk Benchmarks and Risk Appetite. They are also used as
proxies for missing client asset location information in Climate
Risk Assessments.
Insight
• For Physical Risk, the bulk of exposure is located in
sovereigns which score in the top half (buckets 1 to 5),
with over 2 per cent in the two lowest categories
(buckets 9 and 10).
• Similarly, for Transition Risk, the bulk of exposure is
located in sovereigns which score in the top half,
with less than 1 per cent in the two lowest categories
(buckets 9 and 10).
• This indicates that the Group is overall well positioned
in managing its climate-related physical and
transition risks. The combined exposures in the two
worst categories are also well below the Group's
current Risk Appetite escalation levels.
Caution about the metrics
• The rankings are informed by external indices.
– Physical Risk rankings are based on four scores (ND-Gain
Country Index/GermanWatch Climate Risk Index/S&P
Global Ratings/Moody’s Investors Service)
– Transition Risk rankings are based on Gross Transition Risk
and Transition Risk Mitigation factors, with data sourced
from World Bank/OECD/S&P/International Monetary
Fund/Fitch Ratings
• The computation inputs are based on latest available data
which may be dated. Proxies have been used where data
for the sovereign is not available.
• The ranking uses equally spaced decile scores and provides
the results in an ordinal manner. While the simplicity helps
in adoption and provides the relative position of the
sovereigns, other systems may provide more information.
Physical and Transition Risk rankings methodological deep dives
Assessing markets’
vulnerabilities to climate
change and readiness to adapt
Gauging markets’ historical
losses as a result of extreme
weather events
Transition Risk
ND-Gain
Country Index
German
Watch Climate
Risk Index
Physical Risk
S&P Global
Rating
Moody’s
Investor
Services
Measuring markets’ exposure
to extreme weather events
Measuring markets’ exposure
to extreme weather events
n
o
i
t
i
s
n
a
r
t
o
t
d
e
c
a
f
k
s
i
R
n
o
i
t
i
s
n
a
r
t
o
t
y
t
i
l
i
b
A
n
o
i
t
i
s
n
a
r
T
s
s
o
r
G
s
r
o
t
c
a
f
k
s
i
R
k
s
i
R
n
o
i
t
i
s
n
a
r
T
s
r
o
t
c
a
f
n
o
i
t
a
g
i
t
i
M
Reiliance on fossil
fuel imports and
exports
Carbon footprint of
imports and efforts
Emission footprint
per capita
Energy efficiency
levels
Governments’
effectiveness in
achieving targets
Governments’ fiscal
flexibility to support
the transition
Low-carbon energy
production capacity
Imports of
low-carbon
technology products
109
Standard Chartered – Annual Report 2022Strategic report
Gross Country Risk (GCR) exposure distribution as at 31 December 2022 across the Physical Risk categories
Category
1 (Best)
2
3
4
5
6
7
8
Exposures %
11.21
27.08
20.61
4.71
18.17
8.30
1.83
5.83
9
1.14
10 (Worst)
1.12
Gross Country Risk (GCR) exposure distribution as at 31 December 2022 across the Transition Risk categories
Category
1 (Best)
2
3
4
5
6
7
8
9
10 (Worst)
Exposures %
3.07
13.72
25.11
26.27
16.20
6.85
7.49
0.74
0.37
0.18
Physical and Transition risk rankings distributions
Bucket distribution
1
5
10
Physical Risk
Transition Risk
Operational and Technology Risk
Standard Chartered’s own operations
We perform granular Physical Risk assessment across all our
own operating sites (offices, branches and data centres).
From a risk management and mitigation perspective, all new
properties (branches, offices) onboarded within the Group are
assessed for Physical Risk vulnerabilities. A key development
this year has been that all material Third-Party Corporate
Service arrangements in scope for Business Continuity
Management controls are subject to Climate Risk assessment
as part of third-party continuity plans.
We analysed approximately 1,000 of our operating locations
across branches, offices, data centres and other sites to assess
the gross Physical Risk profile.
Caution about the metrics
The metrics are based on outputs from Munich Re’s natural
catastrophe model and do not assume adaptation measures
such as building quality, hazard protection infrastructure
(such as flood defences) or government adaptation policies.
Insight
• Outputs from the Munich Re Location Risk
Intelligence platform show that 22 per cent of the
Group’s locations globally are in locations of extreme
flood risk, 15 per cent with extreme storm risk and
none at risk from wildfire.
• Longer-term risk (up to 2100) from sea-level rise under
RCP 8.5 are minimal, being below 5 per cent.
• Not surprisingly, given our footprint, a higher
proportion (26 per cent for flood, 20 per cent for
storm) of the Group’s locations in Asia are subject
to extreme physical risks. A total of 16 per cent of
locations in Europe & Americas are subject to
flood risks, which is entirely driven by the locations
in America.
• In the locations where weather events such as storms
or cyclones are frequent, the buildings are built with
this in mind.
• Mitigation options include property insurance and
operating a diversified location strategy, splitting
delivery and therefore reducing concentration risk.
Assessment of gross Physical Risk at our own operating locations*
Physical risk event
Flood (Acute)
Wildfire (Acute)
Storm (Acute)
Time horizon
Scenario
2022
N/A
Sea-level rise (Chronic)
2100
RCP 8.5
Number of operating locations
* Data as of Nov 22
Operating locations at extreme Physical Risk (%)
Korea
26%
0%
20%
1%
734
UAE
10%
0%
1%
4%
223
Indonesia
Globally
16%
0%
5%
0%
37
22%
0%
15%
2%
994
110
Standard Chartered – Annual Report 2022Strategic reportSustainability Traded Risk
We manage the Climate Risk of Traded Risk exposures as part
of the Traded Risk stress-testing framework. Climate risks are
incorporated within Traded Risk Stress Risk Appetite.
account and client portfolio concentrations. Additionally, an
existing global stress scenario, ‘Global Inflation’, was updated
to incorporate the impact of transition effects from climate
change policies, notably inelastic carbon energy supplies.
Climate-related stress scenarios are designed to include
Transition Risk effects from climate change policies and
shocks to markets due to supply and demand disruption
from physical climate events.
Positions booked in the trading and fair value banking
books are in scope, with a time horizon for stress shocks of
between three days and one year depending on underlying
market liquidity.
From a risk management and mitigation process, two physical
climate stress scenarios – ‘Hurricane Season’ and ‘Winter Cold
Wave’ – were introduced after considering the impact of
extreme weather events on commodities prices and own
Traded Risk:
Market Risk
stress loss from
physical climate
event
Traded Risk:
increase in
Counterparty
Credit Risk stress
exposures from
physical climate
event
Description
Potential stress loss to trading and fair value
banking book exposures from extreme
weather events, including increased impact
and intensity of hurricanes and severe winter
Potential increase in counterparty credit
stressed exposures from extreme weather,
including increased impact and intensity of
hurricanes and severe winter
Compliance Risk
We have established a process for tracking various Climate
Risk-related regulatory developments and obligations set by
financial service regulators at Group and regional/country
level, with roles and responsibilities set out in the Climate
Risk Policy.
Many regulators across our footprint have proposed or set
supervisory expectations on climate/environmental risk
management. Those expectations are broadly aligned in
principle, but local implementations could vary. We have
actively worked with industry bodies and regulators to
promote consistency in policy making around the globe.
Regulatory requirements or enhancements needed
are recorded through workplans across various teams.
The workplans are coordinated and monitored through
various working groups by having the relevant accountable
executives participate in the relevant forums.
The processes of implementing regulations or addressing
regulatory feedback is also monitored and challenged by
the relevant governance committees.
Over 2022, we have developed horizon-scanning capabilities
for climate-related regulations as well as a global register. We
on-boarded external counsel to assist with horizon-scanning
of ESG-related regulations for both Group and 13 of our key
markets in standard regulatory scanning and identification.
Aggregating inputs from both external counsel and internal
markets, a global obligations register has been established
to provide a complete view of the current obligations and
upcoming regulatory requirements. We have documented an
operating model clarifying roles and responsibilities across
the Group and our markets to establish clear ownership of
sustainability regulations.
Basel Committee
UK – BoE/PRA
US – OCC, FDIC, Fed
Principles of
effective climate risk
management in Jun
22 and FAQ Dec 22
Supervisory
Statement on
Enhancing climate
risk management
(SS3/19)
OCC, FDIC and Fed
consultations in
Feb, May and Dec
22 on climate risk
management
BoE 21 stress testing
including climate
impact
Fed announced
pilot climate stress
testing in 23
EU – ECB
AME region
India – RBI
Supervisory guide
on climate and
environmental risk
management in
Nov 20, effective
immediately
ECB-led climate
stress testing
ECB report on state
of readiness of EU
banks
Central Bank of
Kenya guidelines on
climate risk in Oct 21
Dubai FSA to isssue
draft guidelines on
climate risk in Sep 21
Central Bank of
Oman adopted
the Basel principles
in climate risk
management in
Dec 21
Survey on climate
risk and sustainable
finance in March
22 followed by a
discussion paper
in Sept 22. RBI-led
climate scenario
analysis expected
Australia – APRA
Singapore – MAS
Malaysia – BNM
Philippines – BSP
Hong Kong – HKMA
Japan – JFSA
China – CBIRC
Climate change
financial risk
management
guidelines in Nov 21
Climate scenario
analysis conducted
in 22
Guidelines on
environmental
risk management
published in Dec 20,
effective Q2 22
Climate impact
included in 2022
industry-wide stress
testing excercise
Guidelines on
environmental
risk management
published in Dec 20,
effective Q2 22
Climate impact
included in 2022
industry-wide stress
testing excercise
Draft environmental
risk management
guidelines in Sep 21
Draft circular on
climate risk stress
testing Aug 22
Supervisory Manual
on climate risk
management
published in Dec 21,
effective Dec 22
Pilot climate stress
testing conducted
in 2021
Guidelines on
climate risk
management in
Jul 22
Green Finance
guidelines issued in
Jun 22
Nepal – BoN
Guidelines on
climate risk
management in
Feb 22
111
Standard Chartered – Annual Report 2022Strategic report Treasury Risk
From a capital perspective, Climate Risk considerations have
been part of our Internal Capital Adequacy Assessment
Process (ICAAP) submissions since 2019. Our approach for
assessing the Climate Risk impact on capital adequacy has
improved from qualitative judgements to quantitative
simulations with the availability of tools and greater
understanding of our portfolio.
For the 2022 ICAAP submission, we moved towards a more
quantitative approach comparing the worst (annualised)
five-year loss period from all three NGFS scenarios to the
projected peak losses from the 2022 Group ICAAP. The Late
Action scenario was identified to drive the maximum
difference in losses; however, this was lower than credit losses
experienced under the ICAAP macroeconomic stress scenario,
concluding that additional capital add-on was not required
for Climate Risk. The severity and potential impact on our
clients’ loan impairment level under climate scenarios was
lower than the ICAAP scenario and we determined that an
additional capital buffer was not required.
The approach for incorporating climate related credit risks
into the Group’s ICAAP is set to continue using scenario driven
analysis to best judge the financial impact of Climate Risk.
It is envisaged however that as understanding of Climate
Risk management and potential forward-looking scenarios
develops, this may lead to evolution in our approach and
assessment including using a wide range of scenario
outcomes to determine any potential capital related impact
in the future.
From a Liquidity Risk perspective, we conducted a proof-of-
concept analysis to assess climate risk-related vulnerabilities
and readiness of approximately 77 per cent of the corporate
liquidity portfolio, leveraging the client outreach and data
gathering exercise being undertaken on the asset side.
The analysis showed that exposure concentration in the
‘high transition risk and low readiness’ bucket is broadly
comparable to what we see for our top corporate client
exposures on the asset side. Liquidity providers with high
transition risk are from the Oil and gas, Pharma, Transport
storage – others and Utilities sectors. We will continue to
enhance our analysis capabilities and exposure coverage
through 2023, including embedding climate related liquidity
considerations within our Internal Liquidity Adequacy
Assessment Process.
112
Standard Chartered – Annual Report 2022Strategic reportSustainability Governance of our
Sustainability Agenda
Climate change and its associated risks,
opportunities and organisational implications
are overseen by the Group’s Board, Management
Team and multiple supporting sub-committees.
The structure of the Group’s Board and Management Team can be
found on pages 138 to 145.
Standard Chartered PLC Board
The Board is responsible for the long-term success of the
Group and its supporting committees consider climate-
related risks and opportunities when reviewing and guiding
strategic decisions.
Since 2019, the Board has approved a Climate Risk Appetite
Statement (RAS) annually to reflect both our aim to measure
and manage the financial and non-financial risks arising from
climate change, and to reduce emissions related to the
Group’s own activities and those associated with the financing
of clients seeking to align with the Paris Agreement. In
November 2021, we introduced a suite of Risk Appetite (RA)
metrics and thresholds to monitor and manage the exposure
concentration in our portfolio across key risk types.
Throughout 2022, Board activities have included reviewing
and guiding strategic decisions on our approach to reach
net zero financed emissions by 2050.
For more information on our governance structure please see page
184 in the Directors' remunerations report.
Structural overview of Standard Chartered PLC’s climate-related governance
Standard Chartered PLC Board
Board Risk Committee
(BRC)
Culture and Sustainability Committee
(CSC)
Audit Committee
Group Risk Committee
(GRC)
Group Management Team
(MT)
Climate Risk Management
Committee (CRMC)
Group Responsibility and Reputational
Risk Committee (GRRRC)
Sustainability
Forum
Sustainable Finance Governance and Other Committees
Management Team
Each member of the Group Management Team is responsible
for strategically driving climate considerations within their
geography, business segment or function in line with our net
zero pathway.
In response to the Prudential Regulation Authority’s (PRA’s)
Supervisory Statement 3/19, ‘enhancing banks’ and insurers’
approaches to managing the financial risks from climate
change’, and responsibility for identifying and managing
financial risks from climate change sits with the Group Chief
Risk Officer (CRO) as the appropriate Senior Management
Function (SMF) under the Senior Managers Regime (SMR).
The Group CRO is supported by the Global Head, Enterprise
Risk Management (ERM) who has day-to-day oversight and
central responsibility for the Group’s second line of defence
against Climate Risk.
The Global Head, ERM has also appointed a dedicated
Managing Director, Global Head of Climate Risk and Net Zero
Oversight. Risk Framework Owners for the impacted Principal
Risk Types (PRTs) and integral component of the Enterprise
Risk Management Framework (ERMF) are responsible for
embedding Climate Risk requirements within their respective
risk types.
Governance committees and steering groups
Several committees within the Group support the Board and
Management Team on the management and monitoring of
climate change and its associated impacts.
113
Standard Chartered – Annual Report 2022Strategic report Governance committees and steering groups with responsibility for climate-related issues
Governance body
Chair
Board
Standard
Chartered
PLC Group
Chairman
Board Risk
Committee
(BRC)
Independent
non-Executive
Director
Culture and
Sustainability
Committee (CSC)
Independent
non-Executive
Director
Key purposes and responsibilities
related to climate
• Oversee the Group’s overall net zero
approach.
• Responsible for the net zero pathway
shareholder advisory vote proposal.
• Provide oversight of the Group’s key
risks on behalf of the Board and is
the primary Risk Committee at the
Board level that oversees Climate
Risk.
• Consider the Group’s Risk Appetite
and make recommendations to the
Board on the Risk Appetite
Statement (RAS).
• Assess risk types (including Climate
Risk) and the effectiveness of risk
management frameworks and
policies.
• Provide oversight and challenge
of the design and execution of
climate-related stress testing.
Climate-related topic 2022
• Discussed and reviewed the
Group’s net zero pathway,
approved its approach and
reviewed the progress on
delivery.
• Completed training focusing
on how Climate Risk is being
embedded across the three lines
of defence.
• Reviewed, discussed and
challenged the Group’s
Management scenario analysis.
• Reviewed and recommended
Group Climate RAS to the Board.
• Reviewed Climate Risk
Information Report (RIR)
quarterly.
• Monitored adherence to RA
metrics including any relevant
breaches.
Climate-related
agenda frequency
and inputs
Twice during
2022.
Climate Risk
updates delivered
via Group CRO
Reports
Three times a
year.
Climate Risk
updates to BRC in
Group reports
seven times a
year, delivered via
Group Chief Risk
Officer’s Reports
Quarterly Climate
Risk information
provided as part
of the Risk
Information
Report, covering
key metrics
based on the
concentration of
transition and
physical risks in
our portfolio.
Four times in
2022.
• Oversee the Group’s overall
sustainability strategy.
• Monitor the development and
implementation of the sustainability
framework to align with the Group’s
net zero approach.
• Responsible for oversight of the
Group’s quantitative reporting
metrics.
• Discussed ESG benchmarking
and indices progress, including
via CDP climate change survey.
• Reviewed Group Sustainability
Strategy (including climate).
• Discussed Board engagement
protocols on sustainability.
• Reviewed proposal to integrate
TCFD-aligned disclosures and
metrics into Annual Report and
agreed this approach.
• Ensure the effective management
• Received update on Climate
of Group risk in support of the
Group’s Strategy.
Biennial Exploratory Scenario
Round 2.
• Oversee implementation of the
Enterprise Risk Management
Framework.
• Review Risk Appetite and approve
Management Team level Risk
Appetite metrics and thresholds
for Principal Risk Types (PRT)
and integrated risks, including
Climate Risk.
• Received update on Climate
Risk embedding and the Climate
Risk profile as part of the Risk
Information Report.
• Approved the Management
Team level Climate RA metrics
and monitored adherence
to these.
Audit Committee Independent
non-Executive
Director
Group Risk
Committee
(GRC)
Group Chief
Risk Officer
(CRO)
Once in 2022
(Q4). This will be
quarterly from
2023.
Three times
during 2022.
Climate Risk
updates in Group
CRO and CRIR
reports 11 times
per year.
114
Standard Chartered – Annual Report 2022Strategic reportSustainability Climate-related
agenda frequency
and inputs
Three times in
2022. (CRMC
commenced in
July 2022) and will
be held six times
a year in 2023.
Note: Prior to its
formalisation as a
Committee, there
were also three
Climate Risk
Management
Forum (CRMF)
meetings held
in 2022.
Climate Risk
Information
Report (RIR)
tabled quarterly,
covering key
metrics based on
the concentration
of transition and
physical risks in
our portfolio.
Monthly
Governance body
Chair
Group CRO
Climate Risk
Management
Committee
(CRMC)
Group
Responsibility
and Reputational
Risk Committee
(GRRRC)
Group Head,
Conduct,
Financial
Crime and
Compliance
Sustainability
Forum
The Forum meets
eight times per
annum.
Group Head,
Corporate
Affairs Brand
& Marketing
(Jan-Aug);
Chief
Sustainability
Officer
(Sep-Dec)
Key purposes and responsibilities
related to climate
Climate-related topic 2022
• Oversee development and
Drove delivery of:
implementation of the Climate
Risk framework.
• Oversee all aspects of risk
management practices for climate-
related financial and non-financial
risks, including leadership and
oversight in developing and
effectively implementing the
Group’s Climate Risk management
framework.
• Provide structured governance
around engagement with relevant
PRTs impacted by or linked to
Climate Risk.
• Climate stress testing and
management scenario analysis.
• Progress associated with
integrating Climate Risk across
all impacted risk types.
• Climate risk-related disclosures,
including those discussed in this
report.
• Climate Risk research with
Imperial College London.
• Regulatory feedback and
supervision.
• Climate-related management
information and RA metrics.
• Approach to delivering training
and upskilling staff on Climate
Risk across the Group.
• Oversee and approve climate-
related Position Statements
including sector-specific transition
criteria and associated risk tolerance
thresholds
Reviewed:
• Exposure to clients that do not
comply with enhanced E&S
criteria.
• Transactions where Position
Statements are not fully met.
• Transactions with high or very
high Reputational Risk with
climate change factors.
• Oversee development and
Reviewed:
implementation of the Group’s
sustainability strategy, including
climate.
• Guide a coordinated Group-wide
approach to key sustainability
themes, including climate change.
• New, existing, and updated
Sustainability Aspirations.
• Processes for integration of
Climate Risk into Reputational
and Sustainability Risk.
• Approved the approach to the
Group’s own ESG ratings.
• Discussed Group-wide
climate internal and external
engagement programmes.
115
Standard Chartered – Annual Report 2022Strategic report Governance body
Chair
Sustainable
Finance
Governance
Committee
Global Head
of Sustainable
Finance
Climate-related
agenda frequency
and inputs
Monthly
Key purposes and responsibilities
related to climate
• Provide leadership, governance and
oversight in delivering the Group’s
sustainable finance offerings.
• Review and endorse sustainable
finance products.
• Guide the Group in identifying and
embracing opportunities and
reviewing the reputational risks
relating to sustainable finance
including any greenwashing risks
on sustainable finance products.
Climate-related topic 2022
Reviewed and approved:
• Sustainable finance products
including sustainable deposits,
green mortgages, sustainable
trade finance products,
sustainable finance wealth
management products.
• Green and sustainable finance
transactions including
transactions with climate-
related KPIs.
• The Group’s approach to
launching sustainable and
climate products.
• The Group’s Green and
Sustainable Product Framework,
encompassing a range of
climate finance activities.
• The Group’s update to the
2022 Sustainable Finance
Impact Report.
Monthly
• Provide strategic direction for the
• Discussed Sustainable
Sustainable
Finance Steering
Committee
Global Head
of Sustainable
Finance
Corporate, Commercial and
Institutional Banking (CCIB)
sustainability agenda.
• Coordinate and scale CCIB products,
segments and markets.
Net Zero
Operating
Steering
Committee1
Consumer, Private
and Business
Banking
Sustainability
Steering Group
(CPBB)
Net Zero
Transition
Programme
Director
Global Head,
Transfor-
mation and
Strategic
Initiatives
Weekly
• Drive the operationalisation of the
Group’s net zero pathway.
Bi-monthly
• Provide strategic direction for the
Consumer, Private and Business
Banking (CPBB) sustainability
agenda.
Finance trends.
• Monitored and tracked progress
of sustainable finance targets.
• Coordinate and scale
CCIB products, segments
and markets.
• Coordinated the embedding
of net zero pathway across
the bank.
• Discussed Sustainable
Finance trends.
• Tracked progress of Sustainable
Finance targets and discussed
further opportunities.
• Updates and progress on
CPBB net zero plans.
1 The Net Zero and overall Sustainability governance structure will be renewed and refreshed in 2023.
Additionally, we are expanding governance and risk management at the regional, country and segment levels to better identify
the risk and actively manage their portfolios.
116
Standard Chartered – Annual Report 2022Strategic reportSustainability Assessing and managing climate within our business
Climate risks and opportunities are a growing priority across the Group. Mulitple different teams across our businesses and
functions are either dedicated to, or spend a proportion of their time working on climate-related activities.
Employees dedicated to supporting Climate Risk and opportunities
Line of defence
Team
First line
Sustainability Strategy
and Net Zero Project
Management Office
Sustainable Finance
ESRM
Climate Risk Analysis
(including Advisory and
Analyst teams)
Second line
Climate Risk
Purpose and responsibilities
related to climate
Formed in July 2022 under the new CSO, this team manages the overall Group
sustainability strategy including external disclosures and engagement with NGOs
and Policy Coalitions, with team members actively participating in and convening
the Group’s participation in industry platforms and initiatives.
The team acts as Secretariat to the Sustainability Forum helping shape the
direction of the Group’s action on sustainability and leads the Group’s net zero
strategy and implementation. As of 2023, this team will serve as the host of the
Group Net Zero Programme Management Office (PMO).
Comprises Sustainable Finance Origination and Strategic Initiatives teams who
actively collaborate to identify, capture and manage opportunities regarding
Climate Finance.
The Transition finance team also sits within this structure and supports our clients
with their decarbonisation financing needs.
Responsible for setting and operationalising the Group’s sector-specific Position
Statements and working with clients in all our carbon-intensive sectors to avoid,
mitigate and manage any potential negative impacts of our financing.
Formed in 2022. Conducts data collection and analysis for the client-level Climate
Risk assessments for all in-scope clients.
Forms part of the Group Enterprise Risk Management (ERM) function. Conducts
periodic horizon scanning, looking at both top-down risk identification of
emerging industry themes and regulatory expectations, and bottom-up risk
identification through impacted processes.
Reputational and
Sustainability Risk (RSR)
Responsible for overseeing and challenging the first line of defence in respect of
risk management activities of reputational and climate-related risks.
Other Principal Risk Types
Other Business
Partners
Legal, Conduct Financial
Crime and Compliance and
Supply Chain Management
As Climate Risk is integrated into impacted PRT frameworks, responsibility for
second line ownership of Climate Risk specific to each Principle Risk Type is
delegated to the relevant Risk Framework Owner.
Provide support to the Group as necessary, including to Sustainable Finance,
Sustainability, Climate Risk and RSR.
* Headcount is based on budgeted numbers and could change subject to ongoing recruitment. Sustainability Strategy and Net Zero Project Management Office
and Climate Risk Analysis teams didn't exist in years prior to their 2022 formation.
117
Standard Chartered – Annual Report 2022Strategic report Incentive structure
Variable remuneration is applicable to employees through
the Group Scorecard and the Long-Term Incentive Plan (LTIP).
This is overseen by the Board-level Remuneration Committee.
Selected sustainability targets, including those with a climate
change dimension, are incorporated into our annual Group
Scorecard which informs variable remuneration for all
colleagues under our Target Total Variable Compensation
plan, including executive directors and the Group
Management Team.
Sustainability has also been included in the 2023–25 LTIP
performance measures, with an increased focus on the
broader impact of client activity, rather than on our internal
operations. The sustainability measures in the 2023–25
plan include:
• Sustainable Finance income in excess of $1 billion by 2025
• Delivery of the net zero roadmap
• Contribution to the advancement of sustainability
ecosystem
The Group scorecard includes the following for 2023:
• Progress against the Group’s aim to achieve net zero
by 2050
• Improve community engagement through employee
volunteering participation
In addition to the Group Scorecard and LTIP performance
measures, dedicated climate and sustainability-related
objectives apply across functional and regional scorecards
including the Risk function, and individual objectives add a
further link between sustainability and reward. Specifically, in
relation to the delivery of core aspects of our climate change
approach, several individuals and teams have objectives
which impact variable remuneration.
Education and training
Understanding Sustainability
We are encouraging all employees across our footprint to
grow their understanding of sustainability and climate, how
we embed it into our business, operations and communities,
and how they can actively play their part in this journey. In
April 2022, we launched our ‘Understanding Sustainability’
online learning, and more than 12,800 (15 per cent) of
colleagues voluntarily completed this programme during
the year.
To recognise their engagement, we planted a tree for each
employee completing the training in our ‘Standard Chartered
Forest’, which spans seven of our footprint markets and is
tended by local NGOs.
Climate-related financial and non-financial risk training
For Climate Risk specifically, the Board were given training
that provided an overview of how Climate Risk is being
embedded across the three lines of defence, as well as what
this means for our clients and colleagues.
In addition, we launched Risk-wide mandatory e-learnings,
and provided 35 hours of bespoke classroom-based training
for almost 4,000 colleagues across CCIB, CPBB, Risk and Audit.
Recordings of these sessions are available to all staff to access
as convenient.
In Q1 2023, we intend to embed Climate Risk-related credit
training material into both our first and second line Credit
Risk curricula. In addition, in partnership with our academic
partner, Imperial College London, we also aim to launch
a detailed online training programme available to all
impacted staff.
Sustainable Finance and ESRM training
In 2022, we focused on educating colleagues across all levels
of the Group on our net zero pathway and Sustainable
Finance initiatives. We launched foundational sustainability
and Sustainable Finance curricula across the Group; provided
dedicated training on our Sustainable Finance product suite
and Position Statements; hosted panel discussions on key
themes including greenwashing risk and ESG ratings; and
held topical sessions on net zero and Transition Finance
concepts, such as carbon capture, utilisation and storage,
and decarbonisation market trends.
In 2023, our Sustainable Finance education programmes will
accelerate. This will include the roll-out of a tiered practitioner-
level learning curriculum, and further modularisation of our
Sustainable Finance training to help us improve knowledge
and awareness across our network.
118
Standard Chartered – Annual Report 2022Strategic reportSustainability Individuals or teams with objectives which impact variable remuneration
Individual or team
Objectives/performance linkage
Chief Risk Officer (CRO)
Risk
Climate Risk team
The Group CRO is responsible and accountable for Climate Risk under the Financial Conduct
Authority’s Senior Managers and Certification Regime. This includes responsibility for overseeing
the delivery of the Climate Risk workplan covering Climate Risk governance, Climate Risk
assessment, Climate Risk scenario analysis and stress testing, and Climate Risk disclosure.
These responsibilities form part of the Group CRO’s objectives, and therefore directly affect their
remuneration.
The Group scorecard includes a 10 per cent weighted metric for the sustainability pillar to
achieve net zero by 2050, and another 15 per cent for Risk & Controls.
Delivery of the Group’s approach to Climate Risk management, development of tools and
methodologies for risk identification, quantification, management, monitoring and reporting;
building capacity and skills for Climate Risk management across three lines of defence and
organisation wide.
Sustainable Finance team
Income targets for sustainable finance strategic revenue related to sustainable finance products
and delivery of relevant Sustainability Aspirations targets.
Clean Technology team, and other
climate finance origination teams
Property team
Revenue targets for origination of climate finance.
Delivery of emissions reduction targets, operational net zero strategy by 2025 and Scope 1 and 2
carbon offsetting.
Supply Chain Management
Delivery of business travel emission reduction targets and Scope 3 business travel carbon
offsetting.
Corporate Real Estate Partners,
JLL and CBRE
Setting operational KPIs and implemented incentives structures for our partners, JLL and CBRE,
who manage day-to-day property management activities. In addition, we further incentivise
our partners to accelerate activities, with the aim of achieving our targets ahead of schedule.
Metrics and targets
The data we have used provides the best available approach to making progress, notwithstanding the challenges that
exist given the incompleteness and novelty of the data sets and methodologies required. We expect the availability and
reliability of required data to improve over time, and we intend to integrate applicable improved data into our reporting
as it becomes available.
119
Standard Chartered – Annual Report 2022Strategic report Social Sustainability
While it’s clear that our main impact on society
and the environment is through the businesses
we finance, we aim to be a force for good for
our clients, people and communities. To us, that
not only means ensuring that we are minimising
our own environmental impact, but also striving
to be a responsible company: utilising our skills,
experience and network to fight financial crime,
embedding our values across the markets where
we operate, and investing in our people and
communities.
Conduct and ethics
Good conduct is critical to delivering positive outcomes for
our clients, markets and stakeholders. It’s fundamental to
achieving our brand promise, here for good.
Our Conduct Risk management approach has been
strengthened since 2021 through several initiatives, including
launching a new annual Conduct Risk management
effectiveness review, which increased our ability to identify
and mitigate against Conduct Risk, and re-energising our
engagement strategy.
Our Speaking Up programme is essential to upholding our
here for good brand promise and valued behaviours. The
early disclosure of concerns reduces the risk of financial and
reputational loss caused by misconduct. We encourage
colleagues, contractors, clients, suppliers and members of the
public to use our Speaking Up programme which offers secure
and confidential channels to report known or suspected
misconduct without fear of retaliation. Examples of concerns
include breaches of regulatory requirements, breaches of
Group policy or standards, or behaviour that has adverse
effects on colleagues and/or our reputation.
The Speaking Up programme continues to be utilised across
all countries, businesses and functions, and our 2022 MyVoice
survey found that 88 per cent of employees (87 per cent in
2021) felt comfortable raising concerns through the channels.
Despite this, 2022 saw a 9.6 per cent (113 cases) decrease
noted in the volume of total disclosures via Speaking Up
channels compared with the previous period. This is a trend
noted across the industry, primarily due to the COVID-19
pandemic which continues to influence internal reporting
trends.15
15 Navex 2022 Regional Whistleblowing Benchmark Report
120
Throughout 2022, we hosted a series of awareness campaigns
to ensure that our colleagues understand the importance of
upholding our conduct standards and know how, and when,
to Speak Up. To celebrate Whistleblowers’ Day on 23 June, we
held a month-long global campaign themed around ‘Doing
the Right Thing One Speak Up at a Time’, and in October
colleagues in Africa and the Middle East region ran a regional
Conduct Week. In December, we celebrated Conduct Month
and UN Anti-Corruption Day, under the theme ‘The Stands,
Conduct and Me’, highlighting the link between the day-to-
day conduct of individual colleagues and the Bank’s Stands.
All campaigns included interactive messages from our senior
leaders and live panel discussions designed to both set the
tone from the top and nurture it from within.
The Group Code of Conduct (the Code) remains the primary
tool through which we set our conduct expectations: it
supports all our policies, setting minimum standards and
reinforcing our valued and expected behaviours. It also
outlines a framework to help colleagues make good decisions.
To reinforce our shared commitment to the highest possible
standards of conduct, each year we ask our colleagues to
reconsider what the Code means to them through a refresher
e-learning, and to reaffirm their commitment. In 2022,
99.5 per cent of our colleagues completed the mandatory
training and affirmation. Colleagues who are overdue without
a valid reason (i.e. for which they are given an exemption)
are subject to a 40 per cent reduction in their annual variable
compensation for the year they failed to attest.
In 2023, we plan to refresh the Code to improve alignment
with our Stands, strengthen the link between ethics, culture
and conduct, and intertwine the Code with the Group
strategy. We also intend to take steps to make the Code
more accessible and relatable to all colleagues.
Download our Group Code of Conduct at sc.com/codeofconduct
and visit sc.com/speakingup to find more about how our Speaking Up
programme works
% colleagues affirmed commitment to Code of Conduct
99.5
Standard Chartered – Annual Report 2022Strategic reportSustainability Fighting financial crime
Access to the financial system helps transform lives around
the world, helping to reduce poverty and spur economic
development. But the financial system is also used by those
involved in some of today’s most damaging crimes – from
human trafficking to terrorism, corruption and the drug trade.
Our ambition is to help tackle these crimes by making the
financial system a hostile environment for criminals and
terrorists. We have no appetite for breaches in laws and
regulations related to financial crime.
Our Conduct, Financial Crime & Compliance (CFCC) team sets
our financial crime risk management framework. We seek
to safeguard our clients and communities against money
laundering (AML), terrorist financing, sanctions, fraud and
other risks, applying core controls such as client due-diligence,
screening and monitoring, and strengthening our people's
understanding as to how to identify, manage and mitigate
such risks. In addition, anti-bribery and corruption (ABC)
controls aim to prevent colleagues, or third parties working
on our behalf, from engaging in bribery.
A particular focus of our financial crime investigatory
teams is the use of data analytics to identify those clients
and cases which generate the greatest financial crime risk.
This has strengthened the second line of defence in support
of colleagues in business lines and country teams across
the Group.
To mitigate the risk of financial crime, particularly laundering
the proceeds of corruption, in the lead-up to, during and
after major political elections in footprint markets, the Group
conducts enhanced monitoring designed to identify and
investigate transactions of potential concern. In 2022,
enhanced monitoring was conducted during major elections
and times of political transition or conflict, for example in
Kenya, Angola, Nepal, Philippines and Sri Lanka.
Since the beginning of the war in Ukraine on 24 February 2022,
the authorities of the European Union, United Kingdom,
United States, and several other nations have imposed
multiple rounds of sanctions against Russia by targeting a
wide range of Russian entities (state-owned and private) and
a large number of Russian elites, oligarchs, political leaders
and officials. While the pace of change and the complexity of
these sanctions against Russia are unprecedented and had
the potential to create areas of uncertainty as to the scope
of some of the regulatory prohibitions, we have sought to
comply with these requirements fully and promptly. This work
has been a significant area of focus for Financial Crime
Compliance teams during 2022.
We have invested significantly to ensure our employees are
properly equipped to combat financial crime. In 2022,
99.7 per cent of colleagues and governance body members
completed financial crime e-learnings which cover ABC,
AML, sanctions and fraud topics (Asia: 99.7 per cent, AME:
99.7 per cent, EA: 99.8 per cent, Governance body members:
100 per cent). For those in high-risk roles and functions,
additional targeted ABC training, masterclasses and forums
were held to deepen understanding. We also shared our
Supplier Charter, which sets out our aspirations and provides
guidance related to ABC, with more than 11,700 suppliers and
third parties across 48 markets.
This was supported by our Group-wide communication
campaign, ‘The whole story’, which aimed to raise employee
awareness of the real-life impact of financial crime and
highlight the work we are doing individually and collectively
to build a robust Risk Culture and lead in the fight against
financial crime. In 2022, the theme for The Whole Story was
‘Connecting the Dots’ and focused on our efforts to fight
crime by ‘Connecting, Collaborating and Communicating’,
and building partnerships with government bodies, regulators
and other global banks to strengthen our collective defences.
These public-private partnerships include initiatives with the
International Center for Missing & Exploited Children which
focuses on the use of cryptoassets in the trade of child
exploitation and abuse material; the National Cyber Forensics
and Training Alliance which assists law enforcement in
identifying significant organised groups engaged in business
email compromise schemes; and US Customs and Border
Protection which focuses on economic security, trade security,
forced labour and other risk areas, such as Trade Based
Money Laundering. These partnerships are producing
material new insights about various criminal typologies and
advances in how we collectively combat financial crime in an
increasing number of jurisdictions, including Singapore, South
Africa, the UK and Hong Kong.
Throughout 2022, we also engaged with peers in contributing
to the ongoing dialogue to advance effectiveness in
combating financial crime through our active participation
in several of the leading industry groups, including the
Wolfsberg Group of global banks (Including our Global
Head of FCC serving as co-chair and hosting the September
meeting of the organisation), Madison Group and UK Finance.
We also participated in discussions and forums with many
external thought leaders including the World Economic
Forum’s Partnering Against Corruption Initiative (PACI).
For more, visit sc.com/fightingfinancialcrime
Read our Fair Pay Report at
https://av.sc.com/corp-en/content/docs/fair-pay-report.pdf
121
Standard Chartered – Annual Report 2022Strategic report Respecting human rights
We strive to be a responsible company and safeguard human
rights across our business. We recognise that the global
nature of our business may expose us to the risk of modern
slavery and human trafficking (MSHT) in our operations,
supply chain and customer and client relationships, and we
are committed to identifying and mitigating these risks.
Our approach to managing and mitigating environmental
and social risk is reflected in our Sustainability Framework,
which includes a Position Statement on Human Rights. The
framework outlines the cross-sector and thematic Position
Statements that we use to assess whether to provide
financial services to our clients. These documents, informed
by international best practice and the International Finance
Corporation’s (IFC) Environmental and Social Performance
Standards, outline the cross-sector standards that form
part of the credit approval processes for CCIB clients
and transactions.
Our Modern Slavery Statement details our actions to tackle
MSHT across our CCIB client base, supply chain and workforce.
In 2022, we enhanced our human rights due diligence by
requiring CCIB clients to provide evidence of their policies and
processes to manage potential human rights risks in their
operations or supply chains. We also developed more detailed
guidance for clients on grievance mechanisms in line with IFC
guidelines and UN Guiding Principles for Business and Human
Rights. We continued to work with third parties, such as the
Thun Group and Sustainable Shipping Initiative, to promote
coordinated action against MSHT.
We completed a risk review of our supply chain and
supplemented our MSHT assessment questionnaire with
geopolitical analysis. We also plan to review enhancements to
MSHT controls in our procurement system alongside broader
ESG requirements under review.
For our workforce, we introduced a refreshed set of Industrial
Relations principles that take into consideration the
fundamental ILO conventions. We also expanded pay gap
reporting to include ethnicity data. Our ethnicity pay gap
reporting covered the United Kingdom and United States,
having achieved the minimum required levels of ethnicity
declared by employees in these regions to make pay gap
analysis possible.
Read our Modern Slavery Slavery Statement at
sc.com/modernslavery
Read out Human Rights Position Statement at
sc.com/positionstatements
Impact in our communities
Young people across the world – women and girls in particular
– continue to face barriers to economic inclusion. Many fall
short of their potential and become stuck in low-income
poverty. The future of work also presents challenges – an
estimated 50 per cent of employees worldwide will need
reskilling by 202516, as adoption of technology increases.
Accessing the relevant training will be vital for young people.
We seek to amplify our social impact and continue to support
communities through Futuremakers, our global initiative to
tackle youth economic inclusion. Futuremakers supports
disadvantaged young people, especially girls and people
with visual impairments, to learn new skills and improve their
chances of getting a job or starting their own business.
In 2022, we contributed $14.7 million to Futuremakers, including
donations from the Group and fundraising of $3.8 million from
our employees and partners, to enable the next generation to
learn, earn and grow.
With our international and local partners, including the
Standard Chartered Foundation, in 2022 we reached more
than 335,000 young people through Futuremakers, including
providing financial education to 102,248 unbanked or young
people. In India, we continue to support eye health and water,
sanitation and hygiene education (WASHE) in alignment with
development priorities in the market.
Our Futuremakers Impact Report reviews the progress we
have made through Futuremakers since its launch in 2019.
Highlights include reaching more than one million young
people (74 per cent women) across 43 markets and raising
$78.7 million. Key results show that since 2019, 28,423 young
people have entered employment; 5,202 jobs have been
created by young entrepreneurs; and 40,615 adolescent
girls are more likely to continue in secondary education.
Collective effort is needed to accelerate progress in tackling
inequality and promoting economic growth. In 2022, we
published insights from our partnership with Unilever
supporting over 25,000 small-scale retailers affected by
COVID-19 to build more resilient businesses through
digitisation. We joined the UK Foreign and Commonwealth
Development Office led Girls’ Education Skills Partnership
alongside 10 other companies, and agreed a partnership with
Primark to design solutions to support the financial health of
garment sector workers.
122
Standard Chartered – Annual Report 2022Strategic reportSustainability To inform access to finance solutions for young people,
1,270 young people from 21 markets participated in research
conducted with Business Fights Poverty and Cambridge
University. The Futuremakers Insights Paper 2022 provided
information and data for the third edition of the Futuremakers
Forum. More than 1,700 stakeholders from 61 markets
participated in this two-day virtual event to hear first-hand
from Futuremakers participants, and to explore how to
advance inclusive finance.
Over 39 per cent of our colleagues gave back to the
community through volunteering in 2022, contributing almost
50,000 days of their time to support worthwhile causes.
Our IGNITE programme aims to unlock the potential of female
talent across the Group. In 2022, we partnered with IGNITE to
extend this coaching support to Futuremakers participants
to help them change, challenge and stretch themselves in
pursuit of their goals. In addition, we hosted 12 Mentor’s Den
sessions across our markets, supporting over 300 young
people with strategic advice on personal brand, future skills
and banking services. We mobilised our colleagues to support
families affected by the floods in Pakistan and increased our
provision of three volunteering days annually to five per
colleague in the Europe region to help support displaced
people from Ukraine.
In 2023, we will set up a women entrepreneurs’ network
involving alumni of Futuremakers and expand our women’s
entrepreneurial support further across our footprint markets.
Furthermore, in alignment with our commitment to the
UN Principles for Responsible Banking, we will finalise our
impact analysis to better understand our broader impact.
This work will support us to shape our onwards Futuremakers
strategy and further increase employee volunteering support
for communities.
Read more about Futuremakers by Standard Chartered at
sc.com/futuremakers
Read our Futuremakers impact report at
sc.com/futuremakersimpact
16 World Economic Forum, The Future of Jobs Report 2020, Page 6
The content contained in the above Sustainability section (including, for the avoidance of doubt, the TCFD disclosures)
of this Annual Report is subject to the statements included in (i) the ‘Forward-Looking Statements’ section; and (ii) the
‘Basis of Preparation and Caution Regarding Data Limitations’ section provided under ‘Important Notices’ at page 498.
123
Standard Chartered – Annual Report 2022Strategic report Non-financial information statement
This table sets out where shareholders and stakeholders can find information about key non-financial matters in this report, in
compliance with the non-financial reporting requirements contained in sections 414CA and 414CB of the Companies Act 2006.
Further disclosures are available on sc.com and in our 2022 ESG Reporting Index, published at sc.com/esg-reporting-index
in Q1 2023.
Reporting requirement
Environmental matters
Employees
Human rights
Social matters
Anti-corruption and bribery
Description of business model
Non-financial KPIs
Where to read more in this report about our policies and impact
(including risks, policy embedding, due diligence and outcomes)
Risk overview
• Risk overview
Stakeholders and Sustainability
• Our approach to climate change
• Our net zero plan
• TCFD summary and alignment index
• Reducing our environmental footprint in our operations and supply chain
• Reducing our financed emissions
• Catalysing finance and partnerships for transition
• Mitigating environmental and social risk
• Assessing the resilience of our strategy using scenario analysis
• Mitigating the financial and non-financial risks from climate change
• Governance of our sustainability agenda
Directors' report
• Environmental impact of our operations
Engaging stakeholders
• Employees
Stakeholders and Sustainability
• Conduct and ethics
Directors' report
• Employee policies and engagement
• Health and safety
Engaging stakeholders
• Suppliers
Stakeholders and Sustainability
• Respecting human rights
Engaging stakeholders
• Society
Stakeholders and Sustainability
• Impact in our communities
Risk overview
Stakeholders and Sustainability
• Conduct and ethics
• Fighting financial crime
Directors' report
• Political donations
Business model
Employees
• Employee engagement (eNPS)
• Gender and ethnicity pay disclosure
• Gender diversity in senior roles
• Training on financial crime (including ABC, AML, sanctions and fraud)
• Recommitment to the Code of Conduct
• Supplementary people information
Environment and Society
• Sustainability Aspirations achieved or on track
• Supplementary information: Environmental and social risk management
• Supplementary information: Environment
• Supplementary information: Charitable giving
Principal risks and uncertainties Risk review and Capital review
Page
42
66
67
68
74
76
84
88
90
96
113
227
60
120
223
224
58
122
59
122
42
120
121
219
18
60
63
63
121
120
484
23
488
489
492
234
* Visit sc.com/environmentcriteria for our carbon emissions criteria and sc.com/environmentalassurance for Global Documentation’s Assurance Statement of our
Scope 1 and 2 emissions, and waste and water data
124
Standard Chartered – Annual Report 2022Strategic reportSustainability
S
t
r
a
t
e
g
i
c
r
e
p
o
r
t
[[Our Sustainable
Accounts go global]]
In 2022, we launched our innovative Sustainable Account for
corporate clients in Mainland China, Singapore, Dubai, Hong
Kong, Taiwan, Malaysia and the US, after pilot launches in the
UK and UAE in 2021. Our Sustainable Account offers clients
the flexibility of retaining access to their cash while supporting
activities aligned with the United Nations Sustainable
Development Goals. Cash placed into the Sustainable
Account is referenced against projects aligned with the Bank’s
Green and Sustainable Product Framework, developed with
the support of Sustainalytics, an independent provider of
environmental, social and governance research and ratings.
Read more online at www.sc.com/sustainableaccounts
Standard Chartered – Annual Report 2022
125
Underlying versus statutory results
reconciliations
Reconciliations between underlying and statutory results are set out in the tables below:
Operating income by client segment
Underlying operating income
Restructuring
Other items
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
10,045
6,016
41
–
–
–
Statutory operating income
10,086
6,016
Underlying operating income
Restructuring
Other items
Corporate,
Commercial &
Institutional
Banking
$million
8,407
9
–
Consumer,
Private &
Business
Banking
$million
5,735
–
–
Statutory operating income
8,416
5,735
2022
Ventures
$million
Central &
other items
(segment)
$million
29
–
–
29
165
2
20
187
2021 (Restated)¹
Ventures
$million
1
–
20
21
Central &
other items
(segment)
$million
570
(41)
–
529
Total
$million
16,255
43
20
16,318
Total
$million
14,713
(32)
20
14,701
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment. In 2022
Prior periods have been restated.
Operating income by region
Underlying operating income
Restructuring
Other items
Asia
$million
11,213
23
20
Africa &
Middle East
$million
2,606
2
–
2022
Europe &
Americas
$million
2,353
(1)
–
Statutory operating income
11,256
2,608
2,352
Underlying operating income
Restructuring
Other items
Asia
$million
10,448
30
–
Africa &
Middle East
$million
2,446
3
–
Statutory operating income
10,478
2,449
2021
Europe &
Americas
$million
2,003
(30)
–
1,973
Central &
other items
$million
83
19
–
102
Central &
other items
$million
(184)
(35)
20
(199)
Total
$million
16,255
43
20
16,318
Total
$million
14,713
(32)
20
14,701
126
Standard Chartered – Annual Report 2022Strategic reportUnderlying versus statutory results Profit before taxation (PBT)
2022
Underlying
$million
Regulatory fine
$million
Restructuring
$million
Operating income
Operating expenses
Operating profit/(loss) before
impairment losses and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Profit/(loss) before taxation
16,255
(10,743)
5,512
(838)
(79)
167
4,762
–
–
–
–
–
–
–
43
(170)
(127)
2
(38)
(11)
(174)
2021
Underlying
$million
Regulatory fine
$million
Restructuring
$million
Operating income
Operating expenses
Operating profit/(loss) before
impairment losses and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Profit/(loss) before taxation
14,713
(10,375)
4,338
(263)
(55)
176
4,196
–
(62)
(62)
–
–
–
(62)
(32)
(487)
(519)
9
(17)
20
(507)
Net gain on
businesses
disposed of/
held for sale
$million
Goodwill
and other
impairment1
$million
20
–
20
–
–
–
20
–
–
–
–
(322)
–
(322)
Net gain on
businesses
disposed of/
held for sale
$million
Goodwill
and other
impairment1
$million
20
–
20
–
–
–
20
–
–
–
–
(300)
–
(300)
Statutory
$million
16,318
(10,913)
5,405
(836)
(439)
156
4,286
Statutory
$million
14,701
(10,924)
3,777
(254)
(372)
196
3,347
1 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
other impairment
Profit before taxation (PBT) by client segment
Operating income
External
Inter-segment
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment1
Other items
Corporate,
Commercial &
Institutional
Banking
$million
10,045
8,899
1,146
(5,480)
4,565
(425)
(40)
–
4,100
(50)
–
–
Consumer,
Private &
Business
Banking
$million
6,016
4,989
1,027
(4,148)
1,868
(262)
(10)
–
1,596
(63)
–
–
2022
Ventures
$million
29
29
–
(336)
(307)
(16)
(24)
(16)
(363)
(1)
–
–
Statutory profit/(loss) before taxation
4,050
1,533
(364)
Central &
other items
(segment)
$million
165
2,338
(2,173)
(779)
(614)
(135)
(5)
183
(571)
(60)
(322)
20
(933)
Total
$million
16,255
16,255
–
(10,743)
5,512
(838)
(79)
167
4,762
(174)
(322)
20
4,286
1 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
other impairment
127
Standard Chartered – Annual Report 2022Strategic report Profit before taxation (PBT) by client segment continued
Operating income
External
Inter-segment
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment2
Other items
Statutory profit/(loss) before taxation
Corporate,
Commercial &
Institutional
Banking
$million
8,407
7,952
455
Consumer,
Private &
Business
Banking
$million
5,735
5,375
360
(5,278)
(4,227)
3,129
44
(49)
–
3,124
(114)
–
–
3,010
1,508
(282)
–
–
1,226
(235)
–
–
991
2021 (Restated)1
Ventures
$million
Central &
other items
(segment)
$million
1
1
–
(253)
(252)
(3)
–
(6)
(261)
(3)
–
20
(244)
570
1,385
(815)
(617)
(47)
(22)
(6)
182
107
(155)
(300)
(62)
(410)
Total
$million
14,713
14,713
–
(10,375)
4,338
(263)
(55)
176
4,196
(507)
(300)
(42)
3,347
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022.
Prior periods have been restated.
2 Goodwill and other impairment include impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021 comparative
has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and other impairment.
Profit before taxation (PBT) by region
Operating income
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment1
Other items
Statutory profit/(loss) before taxation
Operating income
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment1
Other items
Statutory profit/(loss) before taxation
Africa &
Middle East
$million
2,606
(1,669)
2022
Europe &
Americas
$million
2,353
(1,564)
937
(120)
2
–
819
(29)
–
–
790
789
77
(3)
–
863
(23)
–
–
840
Africa &
Middle East
$million
2,446
(1,623)
2021
Europe &
Americas
$million
2,003
(1,485)
823
34
(1)
–
856
(25)
–
–
831
518
144
(18)
–
644
(69)
–
–
575
Asia
$million
11,213
(6,867)
4,346
(790)
(47)
179
3,688
(75)
(308)
20
3,325
Asia
$million
10,448
(6,773)
3,675
(434)
–
175
3,416
(286)
(300)
–
2,830
Central &
other items
$million
83
(643)
(560)
(5)
(31)
(12)
(608)
(47)
(14)
–
(669)
Central &
other items
$million
(184)
(494)
(678)
(7)
(36)
1
(720)
(127)
–
(42)
(889)
Total
$million
16,255
(10,743)
5,512
(838)
(79)
167
4,762
(174)
(322)
20
4,286
Total
$million
14,713
(10,375)
4,338
(263)
(55)
176
4,196
(507)
(300)
(42)
3,347
1 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
other impairment
128
Standard Chartered – Annual Report 2022Strategic reportUnderlying versus statutory results Return on tangible equity (RoTE)
Average parent company Shareholders’ Equity
Less Preference share premium
Less Average intangible assets
Average Ordinary Shareholders’ Tangible Equity
Profit for the period attributable to equity holders
Non-controlling interests
Dividend payable on preference shares and AT1 classified as equity
Profit for the period attributable to ordinary shareholders
Items normalised:
Provision for regulatory matters
Restructuring
Goodwill and other impairment¹
Net gains on sale of businesses
Ventures FVOCI unrealised (gains)/losses net of tax
Tax on normalised items
Underlying profit for the period attributable to ordinary shareholders
Underlying return on Tangible Equity
Statutory return on Tangible Equity
2022
$million
44,237
(1,494)
(5,557)
37,186
2,902
46
(401)
2,547
–
174
322
(20)
(36)
(24)
2,963
8.0%
6.8%
2021
$million
46,383
(1,494)
(5,218)
39,671
2,313
2
(410)
1,905
62
507
300
(20)
38
(87)
2,705
6.8%
4.8%
1 Other impairment includes $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021 comparative
has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit.
Underlying RoTE
Regulatory fine
Restructuring
Of which: Income
Of which: Expenses
Of which: Credit impairment
Of which: Other impairment
Of which: Profit from associates and joint ventures
Net gain on businesses disposed/held for sale
Goodwill and other impairment
Ventures FVOCI Unrealised gains net of taxes
Tax on normalised items
Statutory RoTE
Corporate,
Commercial&
Institutional
Banking
%
13.7
–
0.2
(0.3)
–
(0.1)
–
–
–
–
0.1
13.6
Consumer,
Private &
Business
Banking
%
15.8
–
–
2022
Ventures
%
nm²
–
–
(0.8)
(1.2)
–
–
–
–
–
–
0.2
15.2
–
–
–
–
–
35.6
0.3
nm²
Central &
other Items
(Segment)
%
(14.0)
–
–
(0.4)
–
(0.3)
(0.1)
0.3
(4.5)
–
(0.1)
(19.2)
Total
%
8.0
–
0.1
(0.5)
–
(0.1)
–
0.1
(0.9)
0.1
0.1
6.8
129
Standard Chartered – Annual Report 2022Strategic report Underlying RoTE
Regulatory fine
Restructuring
Of which: Income
Of which: Expenses
Of which: Credit impairment
Of which: Other impairment
Of which: Profit from associates and joint ventures
Net loss on businesses disposed/held for sale
Goodwill and other impairment
Ventures FVOCI Unrealised gains/(losses) net of taxes
Tax on normalised items
Statutory RoTE
2021 (Restated)1, 3
Corporate,
Commercial&
Institutional
Banking
%
Consumer,
Private &
Business
Banking
%
9.6
–
–
(0.6)
–
0.1
–
–
–
–
0.2
9.3
11.6
–
–
(3.0)
–
–
–
–
–
–
0.8
9.4
Ventures
%
nm²
–
–
(45.2)
–
–
–
nm²
–
nm²
(59.7)
nm²
Central &
other Items
(Segment)
%
(5.4)
(0.8)
(0.6)
(1.2)
–
(0.6)
0.3
–
(4.1)
–
–
(12.3)
Total
%
6.8
(0.2)
(0.1)
(1.2)
–
–
0.1
0.1
(0.8)
(0.1)
0.2
4.8
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022.
Prior periods have been restated.
2 Not meaningful
3 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
other impairment
RoTE for a segment is calculated as current year’s profits to weighted average tangible equity of that segment. Full details of
RoTE calculation is provided in APM definitions.
Net charge-off ratio
2022
2021
Stage 1
Stage 2
Stage 3
Total exposure
Credit
impairment
(charge)/
release for the
year/period
$million
5
(325)
(423)
(743)
Net average
exposure
$million
317,962
13,486
3,022
334,470
Net
charge-off
ratio
%
0.00%
2.41%
14.00%
0.22%
Earnings per ordinary share (EPS)
Net average
exposure
$million
319,860
17,896
3,740
341,496
Net
charge-off
ratio
%
0.00%
0.36%
5.19%
0.08%
Credit
impairment
(charge)/
release for the
year/period
$million
1
(65)
(194)
(258)
2022
Provision for
regulatory
matters
$ million
Underlying
$ million
Restructuring
$ million
Net loss
on sale of
businesses
$ million
Goodwill
& other
impairment1
$ million
Tax on
normalised
items
$ million
Statutory
$ million
Profit/(loss) for the year attributable to
ordinary shareholders
Basic – Weighted average number of shares (millions)
Basic earnings per ordinary share (cents)
2,999
2,966
101.1
–
(174)
20
(322)
24
2,547
2,966
85.9
2021 (Restated)¹
Provision for
regulatory
matters
$ million
Underlying
$ million
Restructuring
$ million
Net loss
on sale of
businesses
$ million
Goodwill
& other
impairment1
$ million
Tax on
normalised
items
$ million
Statutory
$ million
Profit/(loss) for the year attributable to
ordinary shareholders
Basic – Weighted average number of shares (millions)
Basic earnings per ordinary share (cents)
2,667
3,108
85.8
(62)
(507)
20
(300)
87
1,905
3,108
61.3
1 Other Impairment includes $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021 comparative
has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit which has resulted in the restatement
of Underlying basic earnings per ordinary share (cents) and Underlying diluted earnings per ordinary share (cents)
130
Standard Chartered – Annual Report 2022Strategic reportUnderlying versus statutory results Alternative performance measures
An alternative performance measure is a financial measure of historical or future financial performance, financial position, or
cash flows, other than a financial measure defined or specified in the applicable financial reporting framework. The following
are key alternative performance measures used by the Group to assess financial performance and financial position.
Measure
Constant currency basis
Underlying/Normalised
Advances-to-deposits/
customer advances-to-deposits
(ADR) ratio
Cost-to-income ratio
Cover ratio
Cover ratio after collateral/
cover ratio including collateral
Gross yield
Jaws
Loan loss rate
Net charge-off ratio
Net tangible asset value
per share
Net yield
NIM or Net interest margin
RAR per FTE or Risk adjusted
revenue per full-time equivalent
Rate paid
RoTE or Return on ordinary
shareholders’ tangible equity
Underlying RoTE
TSR or Total shareholder return
Definition
A performance measure on a constant currency basis is presented such that comparative periods
are adjusted for the current year’s functional currency rate. The following balances are presented on
a constant currency basis when described as such:
• Operating income
• Operating expenses
• Profit before tax
• RWAs or Risk-weighted assets
A performance measure is described as underlying/normalised if the statutory result has been
adjusted for restructuring and other items representing profits or losses of a capital nature; amounts
consequent to investment transactions driven by strategic intent, excluding amounts consequent to
Ventures transactions, as these are considered part of the Group’s ordinary course of business; 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, and items which management and investors
would ordinarily identify separately when assessing performance period-by-period. A reconciliation
between underlying/normalised and statutory performance is contained in Note 2 to the financial
statements. The following balances and measures are presented on an underlying basis when
described as such:
• Operating income
• Operating expense
• Profit before tax
• Earnings per share (basic and diluted)
• Cost-to-income ratio
• Jaws
• RoTE or Return on tangible equity
The ratio of total loans and advances to customers relative to total customer accounts, excluding
approved balances held with central banks, confirmed as repayable at the point of stress. A low
advances-to-deposits ratio demonstrates that customer accounts exceed customer loans resulting
from emphasis placed on generating a high level of stable funding from customers.
The proportion of total operating expenses to total operating income.
The ratio of impairment provisions for each stage to the gross loan exposure for each stage.
The ratio of impairment provisions for stage 3 loans and realisable value of collateral held against
these non-performing loan exposures to the gross loan exposure of stage 3 loans.
Statutory interest income divided by average interest earning assets.
The difference between the rates of change in revenue and operating expenses. Positive jaws
occurs when the percentage change in revenue is higher than, or less negative than, the
corresponding rate for operating expenses.
Total credit impairment for loans and advances to customers over average loans and advances
to customers.
The ratio of net credit impairment charge or release to average outstanding net exposures.
Ratio of net tangible assets (total tangible assets less total liabilities) to the number of ordinary
shares outstanding at the end of a reporting period.
Gross yield less rate paid.
Net interest income adjusted for interest expense incurred on amortised cost liabilities used to fund
the Financial Markets business, divided by average interest-earning assets excluding financial assets
measured at fair value through profit or loss.
Risk adjusted revenue (RAR) is defined as underlying operating income less underlying impairment
over the past 12 months. RAR is then divided by the 12 month rolling average full-time equivalent
(FTE) to determine RAR per FTE.
Statutory interest expense adjusted for interest expense incurred on amortised cost liabilities used
to fund financial instruments held at fair value through profit or loss, divided by average interest
bearing liabilities.
The ratio of the current year’s profit available for distribution to ordinary shareholders to the
weighted average tangible equity, being ordinary shareholders’ equity less the average goodwill
and intangible assets for the reporting period. Where a target RoTE is stated, this is based on profit
and equity expectations for future periods.
The ratio of the current year’s profit available for distribution to ordinary shareholders plus fair value
movements through other comprehensive income relating to the Ventures segment to the weighted
average ordinary shareholders’ equity for the reporting period.
The total return of the Group’s equity (share price growth and dividends) to investors.
131
Standard Chartered – Annual Report 2022Strategic report Viability statement
Viability statement
The directors are required to issue a viability statement regarding
the Group, explaining their assessment of the prospects of the
Group over an appropriate period of time and state whether
they have reasonable expectation that the Group will be able
to continue in operation and meet its liabilities as they fall due.
The directors are to also disclose the period of time for which they
have made the assessment and the reason they consider that
period to be appropriate.
In considering the viability of the Group, the directors have
assessed the key factors including, but not limited to; inflationary
pressures, sovereign downgrades and recession, the war in
Ukraine and other geopolitical events likely to affect the
Group’s business model and strategic plan, future performance,
capital adequacy, solvency and liquidity taking into account the
emerging risks as well as the principal risks.
The viability assessment has been made over a period of three
years, which the directors consider appropriate as it is within
both the Group’s strategic planning horizon and, the basis upon
which its regulatory capital stress tests are undertaken and is
representative of the continuous level of regulatory change
affecting the financial services industry. The directors will continue
to monitor and consider the appropriateness of this period.
The directors have reviewed the corporate plan, the output of the
Group’s formalised process of budgeting and strategic planning.
For the 2023 Corporate Plan, the forward-looking cash flows and
balances includes the anticipated impact of global interest rates
on revenues and inflationary pressure on costs . The corporate
plan is evaluated and approved each year by the Board with
confirmation from the Group Chief Risk Officer that the Plan is
aligned with the Enterprise Risk Management Framework and
Group Risk Appetite Statement and considers the Group’s future
projections of profitability, cash flows, capital requirements and
resources, liquidity ratios and other key financial and regulatory
ratios over the period. The corporate plan details the Group’s key
performance measures, of forecast profit, CET 1 capital ratio
forecast, return on tangible equity forecasts, cost to income
ratio forecasts and cash investment projections. The Board has
reviewed the ongoing performance management process of the
Group by comparing the statutory results to the budgets and
corporate plan.
The Group performs enterprise-wide stress tests using a range of
bespoke hypothetical scenarios that explore the resilience of the
Group to shocks to its balance sheet and business model.
To assess the Group’s balance sheet vulnerabilities and capital
and liquidity adequacy, severe but plausible macro-financial
scenarios explore shocks that trigger one or more of:
• Global slowdowns including recessions in China, Asian and
Western economies that can be acute or more protracted,
resulting in severe declines in propertyprices
• Sharp falls in world trade volumes and disruption to global
supply chains, including the severe worsening of trade tensions
and rise of protectionism.
•
Inflationary pressures in the global economy including volatility
in commodity prices
• Significant rises in interest rates and depreciation in emerging
market currencies, resulting in heightened sovereign risk
• Financial market volatility, including significant moves in
asset prices driven by a combination of macroeconomic
and geopolitical events
132
This year, the primary focus has been on the effects of rising
interest rates and inflation, combined with severe market volatility
and a global economic downturn. The Group has explored the
impact of rising rates and inflation on customers’ ability to service
debt and considered how net interest income sensitivity evolves
under various scenarios.
For the 2022 ICAAP submission for climate risk, the Group moved
towards a more quantitative approach comparing the worst
(annualised) five-year loss period from all three NGFS scenarios to
the projected peak losses from the 2022 Group ICAAP. The Late
Action scenario was identified to drive the maximum difference
in losses in a five year period; however, this was lower than losses
experienced under the ICAAP macroeconomic stress scenario,
concluding that an additional capital add-on was not required
for climate risk.
In 2022, the Group further assessed the impact from Climate
risk on our CCIB corporate client portfolio based on three
International Energy Agency (IEA) scenarios and three Phase 2
NGFS scenarios and participated in the Monetary Authority of
Singapore Industry-Wide Stress Test. The impact of sea level rises
under various Intergovernmental Panel on Climate Change (IPCC)
Representative Concentration Pathways (RCP) scenarios was
used to explore the Physical Risk impact on the Consumer, Private
and Business Banking (CPBB) residential mortgage portfolio.
Under this range of scenarios, the results of these stress tests
demonstrate that the Group has sufficient capital and liquidity
to continue as a going concern and meet regulatory minimum
capital and liquidity requirements.
To assess the Group’s business model vulnerabilities, extreme
and unlikely scenarios are explored that, by design, result in the
Group’s business model no longer being viable these scenarios
have included for the Group extreme geopolitical tensions
disrupting capital flows within the Group’s footprint and cyber
security attacks. Insights from these reverse stress tests can inform
strategy, risk management and capital and liquidity planning.
Further information on stress testing is provided in the
Risk management approach section (page 295).
The directors further considered the Group’s Internal Liquidity
Adequacy Assessment Process (ILAAP), which considers the
Group’s liquidity position, its framework and whether sufficient
liquidity resources are being maintained to meet liabilities as they
fall due. Funding and liquidity was considered in the context of
the risk appetite metrics, including the ADR and LCR ratios.
Further information on stress testing is provided in the Risk
management approach section (page 297).
The Board Risk Committee (“BRC”) exercises oversight on
behalf of the Board of the key risks of the Group and makes
recommendations to the Board on the Group’s Risk Appetite
Statement. These risks include, amongst others; credit, traded,
treasury, operational and technology, reputational and
sustainability, compliance, information and cyber security
financial crime and model risks. The BRC further exercises
oversight over the integrated risks of climate, digital asset
and third party which cut across all principal risks.
Standard Chartered – Annual Report 2022Strategic report The BRC receives regular reports that inform it of the Group’s key
risks, as well as updates on the macroeconomic environment,
geo-political outlook, market developments, and regulatory
updates on relevant matters. In 2022, the BRC had deeper
discussion on: Blue Sky Thinking/ Horizon Scanning, CCIB Risk
deep dives, specifically the risk to the Group’s assets, operations
and individuals due to the potential for unauthorised access, use,
disclosure, disruption, modification or destruction of information.
GSAM second line to first line transition, Commodity Traders
Framework, Credit Portfolio Management annual review, cloud
governance and material cloud deployments, Reputational and
Sustainability risk including the Groups approach to identification
and management thereof. CPBB Risk Review, Safety and Security
risk, Credit Risk review including how COVID-19 related restrictions
are lifting in many of the groups markets. Chief Risk officer report
around balance sheet capital and liquidity management.
SC Ventures risk and governance, Taiwan tensions and actions
proposed by management, emerging financial crime threats
and the appointment of the new GCRO.
Based on the information received, the directors’ considered
the principal uncertainties as well as the principal risks in their
assessment of the Group’ viability, how these impact the risk
profile, performance and viability of the Group and any specific
mitigating or remedial actions necessary.
For further details of information relevant to the directors,
assessment can be found in the following sections of the annual
report and accounts:
• The Group’s Business model (pages 18 to 20) and Strategy
(pages 22 to 23)
• The Group’s current position and prospects including factors
likely to affect future results and development, together with
a description of financial and funding positions are described
in the client segment reviews and regional reviews (pages 26
to 31)
• An update on the key risk themes of the Group is discussed in
the Risk overview, fo und in the Strategic Report (pages 42 to 51)
• The BRC section of the Director’s report (pages 170 to 175)
• The Group’s Topical and Emerging Risks, sets out the key
external factors that could impact the Group in the coming
year (pages 48 to 51).
• The Group’s Enterprise Risk Management Framework details
how the Group identifies, manages and governs risk (pages 295
to 300)
• The Group’s Risk profile provides an analysis of our risk
exposures across all major risk types (page 301 to 319)
• The capital position of the Group, regulatory development and
the approach to management and allocation of capital are set
out in the Capital review (pages 320 to 325)
Having considered all the factors outlined above, the directors
confirm that they have a reasonable expectation that the
Group will be able to continue in operation and meet its
liabilities as they fall due over the period of the assessment
up to 31 December 2025.
Our Strategic report from pages 01 to 133 has been
reviewed and approved by the Board.
Bill Winters
Group Chief Executive
16 February 2023
133
Standard Chartered – Annual Report 2022Strategic report Directors’ report
Directors’ report
136 Group Chairman’s governance overview
138 Board of Directors
143 Management Team
146 Corporate governance
184 Directors’ remuneration report
218 Other disclosures
231
Statement of Directors’ responsibilities
[[Four more
years with
Liverpool FC]]
This year we announced a four-year
extension of our partnership with
Liverpool Football Club and Liverpool
Football Club Women.
We first became main sponsors in July
2010 and the extension runs until the
end of 2026/27 UK football season.
The extension includes increased
investment in LFC Women.
As part of our partnership with the
Reds, Liverpool plays an active role in
our Goal programme – which aims to
empower young girls through sport
by providing financial education and
life skills.
Read more online at sc.com/lfc
134
Standard Chartered – Annual Report 2022
D
i
r
e
c
t
o
r
s
’
r
e
p
o
r
t
Standard Chartered – Annual Report 2022
135
Group Chairman’s governance overview
Group Chairman’s
governance overview
Dr José Viñals
Group Chairman
“ Good governance requires an
awareness of the landscape,
appropriate oversight, and
a strong tone from the top,
driven by an effective Board.”
In my opening letter, I referred to the uncertain backdrop to 2022,
caused by ongoing economic, political and social dislocation, the
continuing impact of COVID-19 and geopolitical tensions in many
parts of the World. Despite the uncertainty, we have made strong
progress across our portfolio. This progress is supported by the
resilience of the business, which is in turn underpinned by our
governance.
Good governance requires an awareness of the landscape,
appropriate oversight, and a strong tone from the top, driven
by an effective Board. A key focus of the Board this year was
managing its own succession, with the loss of a number of very
experienced non-executives and the appointment of some
excellent replacements, as I mentioned in my statement on
pages 7 and 8. I am very conscious that with the retirements
of Naguib Kheraj, Byron Grote, Christine Hodgson and Jasmine
Whitbread, we lose a wealth of experience and knowledge of the
Group. Accordingly, we have accelerated the inductions of our new
non-executives who have spent a lot of time with the outgoing
non-executives. I was also pleased to welcome Adrian de Souza as
Group Company Secretary in May 2022, who takes over from Scott
Corrigan’s interim tenure and I would like to take the opportunity
to thank Scott for his wise counsel. Further detail regarding the
changes made to our Board appears in the Governance and
Nomination Committee report starting on page 179.
Another key area of focus was geopolitical risk. The Board received
presentations from economists, strategists and geopolitical
commentators over a number of Board sessions and dinners.
We considered carefully the impact on our business of China-US
tensions and the Russia-Ukraine war, as well as those presented
by Climate Risks. The conclusions of these sessions helped us
challenge and shape our Corporate Plan. In April, we continued
136
the strengthening of our risk oversight through the reallocation
of the work of the Board Financial Crime Risk Committee to a
combination of the Board, Board Risk Committee and Audit
Committee. The reallocation enables a more integrated review of
risks that are closely associated, such as fraud, information and
cyber security and financial crime. Financial and non-financial risks
continue to receive substantial attention and focus at the Board
Risk Committee and Board. In addition, the Audit Committee
carefully scrutinised financial reporting matters and internal
controls, cognisant of the challenging external environment.
The Corporate Plan is an important part of the Board’s agenda each
year and never more than this year, with so many economic and
political headwinds. The Board considered a number of strategic
opportunities for growth in the context of our risk appetite, receiving
presentations from our front-line businesses and risk teams before
approving the plan.
The easing of travel restrictions has meant that I have been able
to visit a number of markets and we have additionally held Board
meetings in Singapore and Dubai, where we hosted a subsidiary
governance conference attended by the chairs of many of our
banking subsidiaries. It was a great event and I welcomed the
opportunity to engage with so many of my colleagues, both old
and new. The Board is planning to visit several countries across
our footprint this year as we continue to strengthen the linkages
between the main and subsidiary boards. We also were pleased that
shareholders could attend our 2022 Annual General Meeting (AGM)
in person for the first time since 2019 given the easing of restrictions
on public gatherings.
Recognising the impact on society and other stakeholders, the Board
sought, and received, shareholder endorsement of our net zero
pathway at the 2022 AGM. Market Forces and Friends Provident
Foundation filed a resolution outlining a different approach, which
did not pass. We appreciate the involvement of both organisations
and share their commitment to the transition to net zero, but the
Board preferred the Group’s strategic approach to achieve this and
recommended that shareholders support our advisory resolution
and oppose the requisitioned resolution. The Board, whether directly
or through our Culture and Sustainability Committee, is regularly
apprised of the progress we are making against the commitments
in the net zero pathway and continues to be actively involved, and
I am pleased that we are meeting the milestones set out in our plan.
Further information on this can be found on pages 64 to 124.
I was disappointed with the levels of support for our directors’
remuneration policy and directors’ remuneration report at last year’s
AGM, which was the subject of much Board and Remuneration
Committee discussion. I am grateful to Christine for leading the
engagement with many of our shareholders to better understand
their views. This resulted in the updates announced in September
which are detailed, along with the extensive engagement undertaken
by the Committee, in the Directors’ Remuneration Report starting on
page 184.
The Board was heartened by the results of the externally facilitated
effectiveness review of the Board and its committees. It assessed the
Board’s progress since the last external review in 2019 and concluded
that the Board continues to operate effectively while also identifying
some areas for improvement. More detail on process, outcomes and
actions can be found on page 156.
Finally, the Board remains confident for the Group’s future and is
committed to our strategy, our purpose, and is laser focused on
developing sustained and sustainable returns within our risk appetite.
Dr José Viñals
Group Chairman
Standard Chartered – Annual Report 2022Directors’ report Board at a glance
Strategy
The Board approved actions to
focus resources within its Africa and
Middle East (AME) region to those
areas where it can have the greatest
scale and growth potential, in order
to better support its clients.
See page 147
Exits in 7 markets
Focus solely on our
CCIB business in
2 markets
7 2
Diversity
43% female
representation on
the Board as at
10 February 2023
Female
6
Male
8
43%
100%
Meetings
100% director
attendance at
scheduled Board
meetings
during 2022
See page 152
See pages 179 to 183
Succession
The Board planned for the transition
of our long standing non-executive
directors, ensuring that the Board
and its committees remained well
balanced with a strong pipeline
of candidates with the appropriate
skillsets, experience and capabilities.
See pages 179 to 183
4 new director
appointments
Shirish Apte
Robin Lawther, CBE
Jackie Hunt
Dr Linda Yueh, CBE
New Senior
Independent
Director
Maria Ramos
2 new committee
Chairs
Maria Ramos
Shirish Apte
Effectiveness
The Board paid significant attention
to enhancing its effectiveness and
that of its committees. An externally
facilitated Board effectiveness review
was commissioned during 2022.
See page 156
Review undertaken
over 4 months.
Engagement
Given the alleviation of travel
restrictions in many of our markets
we were able to reintroduce director
visits across our footprint.
16
Directors, either collectively or
individually, visited 16 markets
in total during the year
See pages 158 to 162
4
Figures on this page cover the period 1 January 2022 to 10 February 2023
137
Standard Chartered – Annual Report 2022Directors’ report
Board of Directors
Committee key
Committee Chair shown in green
A
Ri
S
N
R
Audit Committee
Board Risk Committee
Culture and Sustainability Committee
Governance and Nomination Committee
Remuneration Committee
Dr José Viñals (68)
Group Chairman
Appointed October 2016 and Group
Chairman in December 2016. José was
appointed to the Court of Standard
Chartered Bank in April 2019.
Bill Winters (61)
Group Chief Executive
Appointed June 2015. Bill was also
appointed to the Court of Standard
Chartered Bank in June 2015.
Experience José has substantial experience
in the international regulatory arena and
has exceptional understanding of the
economic, financial and political dynamics
of our markets and of global trade. He has
a broad network of decision-makers in the
jurisdictions in our footprint.
Career Until 2016, José was the Financial
Counsellor and the Director of the Monetary
and Capital Markets Department at the
International Monetary Fund (IMF) and was
responsible for the oversight and direction
of the IMF’s monetary and financial sector
work. He was the IMF’s chief spokesman on
financial matters, including global financial
stability. During his tenure, José was a
member of the Plenary and Steering
Committee of the Financial Stability
Board, playing a key role in the reform of
international financial regulation. Prior to the
IMF, José began his career as an economist
and as a member of the faculty at Stanford
University, before going to the Central Bank
of Spain, where he was the Deputy Governor.
Experience Bill is a career banker with
significant frontline global banking
experience and a proven track record of
leadership and financial success. He has
extensive experience of working in emerging
markets and a proven record in spotting and
nurturing talent.
Career Bill began his career with JP Morgan,
where he went on to become one of its top
five most senior executives and later co-chief
executive officer at the investment bank
from 2004 until he stepped down in 2009.
Bill was invited to be a committee member
of the Independent Commission on Banking
to recommend ways to improve competition
and financial stability in banking.
Subsequently, he served as an adviser to
the Parliamentary Commission on Banking
Standards and was asked by the Court of the
Bank of England to complete an independent
José has held many other board and advisory
positions, including chair of Spain’s Deposit
Guarantee Fund, chair of the International
Relations Committee at the European
Central Bank, member of the Economic
and Financial Committee of the European
Union, and chair of the Working Group
on Institutional Investors at the Bank for
International Settlements.
External appointments José is Co-Chair
of the United Nations’ Alliance of Global
Investors for Sustainable Development
(GISD). He is a board member of the Institute
of International Finance (IIF), a member of
the board of directors of the Bretton Woods
Committee, member of the Advisory Council
of CityUK, member of the World Economic
Forum’s Community of Chairpersons and
board member of the Social Progress
Initiative. He is a past President of the
International Monetary Conference.
Committees N
review of the bank’s liquidity operations.
In 2011, Bill founded Renshaw Bay, an
alternative asset management firm, where
he was chairman and CEO. He stepped down
on appointment to the Standard Chartered
PLC Board. Bill was previously a non-executive
director of Pension Insurance Corporation plc
and RIT Capital Partners plc. He received a
CBE in 2013. Bill is a director of Standard
Chartered Holdings Limited.
External appointments Bill is an
independent non-executive director of
Novartis International AG. He is also an
Advisory Group Member of the Integrity
Council for Voluntary Carbon Markets and
a member of the Steering Committee of
the UK Voluntary Carbon Markets Forum.
Bill Winters leads the
Management Team
138
Standard Chartered – Annual Report 2022Directors’ reportBoard of Directors Andy Halford (63)
Group Chief Financial Officer
Appointed July 2014. Andy was also
appointed to the Court of Standard
Chartered Bank in July 2014.
Maria Ramos (64)
Senior Independent Director
Appointed January 2021. Maria was also
appointed to the Court of Standard
Chartered Bank in January 2021 and
appointed Senior Independent Director
in September 2022.
Shirish Apte (70)
Independent Non-Executive Director
Appointed May 2022. Shirish was
appointed to the Court of Standard
Chartered Bank in January 2023.
Experience Andy has a strong finance
background and deep experience of
managing complex international businesses
across dynamic and changing markets.
Career Andy was finance director at East
Midlands Electricity plc prior to joining
Vodafone in 1999 as financial director for
Vodafone Limited, the UK operating
company. Andy was later appointed financial
director for Vodafone’s Northern Europe,
Middle East and Africa region, and later the
chief financial officer of Verizon Wireless in
the US. He was a member of the board of
representatives of the Verizon Wireless
Partnership. Andy was appointed Chief
Financial Officer of Vodafone Group plc
in 2005, a position he held for nine years.
In 2013, he joined Marks and Spencer Group
plc as an independent non-executive
director, becoming its Senior Independent
Director in 2018 until stepping down on
31 December 2022.
As Group Chief Financial Officer at Standard
Chartered, Andy is responsible for Finance,
Treasury, Strategy, Corporate Development,
Investor Relations, Property and Supply
Chain Management functions. Andy is also
director of Standard Chartered Holdings
Limited and a trustee of the Standard
Chartered Foundation.
External appointments None.
Andy Halford also sits on the
Management Team
Experience Maria has extensive CEO,
banking, commercial, financial, policy and
international experience.
Career Based in South Africa, Maria served
as chief executive officer of ABSA Group
Limited (previously Barclays Africa Group),
a diversified financial services group serving
12 African markets, from 2009 to 2019.
Before joining ABSA, Maria was the group
chief executive of Transnet Ltd, the state-
owned freight transport and logistics service
provider, for five years. Prior to her CEO career,
Maria served for seven years as director-
general of South Africa’s National Treasury
(formerly the Department of Finance),
where she played a key role in transforming
the National Treasury into one of the most
effective and efficient state departments in
the post-apartheid administration. Maria
has served on a number of international
boards, including Sanlam Ltd, Remgro Ltd,
and SABMiller plc and more recently was a
non-executive director of The Saudi British
Bank and Public Investment Corporation
Limited before stepping down in
December 2020.
External appointments Maria is Chair of
AngloGold Ashanti Limited and a non-
executive director of Compagnie Financière
Richemont SA. She is also a member of the
Group of Thirty, sits on the International
Advisory Board of the Blavatnik School of
Government at Oxford University and on
the Wits Foundation Board of Governors.
Committees Ri A R N
Experience Shirish has extensive corporate,
investment banking, risk management,
commercial and retail banking experience.
He has a deep understanding of financial
services, notably across the Asia Pacific,
Middle East, Africa and Central and Eastern
European regions.
Career Shirish spent over 30 years with
Citigroup, where he focused on corporate
and investment banking, and managed
commercial and retail banking businesses
at country and regional level. He has strong
risk experience at country and regional level
and was a Senior Credit Officer and a Senior
Securities Officer at Citigroup. Shirish was
Co-CEO for Citi’s Europe, Middle East and
Africa business from 2008 to 2009, and
Regional CEO Asia Pacific from 2009 to 2011.
He was Chairman of Asia Pacific Banking
from 2012 until his retirement in 2014.
He was on the Executive and Operating
Committees of Citigroup from 2008
to 2014. From June 2014, he was an
independent non-executive director at
the Commonwealth Bank of Australia
until stepping down in October 2022.
External appointments Shirish is an
independent non-executive director at
Singapore Life Pte Ltd, and an independent
non-executive director of Keppel Corporation
Limited, where he is a member of its Audit
and Board Risk Committees.
Committees R A Ri N
139
Standard Chartered – Annual Report 2022Directors’ report Phil Rivett (67)
Independent Non-Executive Director
Appointed May 2020. Phil was also
appointed to the Court of Standard
Chartered Bank in May 2020.
Jasmine Whitbread (59)
Independent Non-Executive Director
Appointed April 2015. Jasmine was
appointed to the Court of Standard
Chartered Bank in April 2019.
David Conner (74)
Independent Non-Executive Director
Appointed January 2016.
Gay Huey Evans, CBE (68)
Independent Non-Executive Director
Appointed April 2015. Gay was appointed
to the Court of Standard Chartered Bank
in April 2019.
140
Experience Phil has significant
professional accountancy and audit
experience, specifically focused in the
financial services sector. He has a strong
technical understanding and broad
financial and business experience.
Career Phil joined PricewaterhouseCoopers
(PwC) as a graduate trainee accountant
in 1976, becoming a Partner in 1986. He
spent more than 30 years as a Partner at
PwC and was lead relationship Partner
for several large FTSE 100 companies,
including a number of international banks
and financial services institutions. He also
has substantial international experience,
having worked with banks across the
Middle East and Asia, in particular China.
Experience Jasmine has significant business
leadership experience as well as first-hand
experience of operating across our markets.
Career Jasmine began her career in
international marketing in the technology
sector and joined Thomson Financial in
1994, becoming managing director of
the Electronic Settlements Group. After
completing the Stanford Executive Program,
Jasmine set up one of Oxfam’s first regional
offices, managing nine country operations in
West Africa, later becoming international
director responsible for Oxfam’s programmes
worldwide. Jasmine joined Save the Children
in 2005, where she was responsible for
revitalising one of the UK’s most established
charities. In 2010, she was appointed as
Save the Children’s first international chief
Experience David has significant global and
corporate, investment and retail banking
experience, strong risk management
credentials and an in-depth knowledge
of Asian markets.
Career David spent his career in the financial
services industry, living and working across
Asia for 37 years, for both Citibank and
OCBC Bank. He joined Citibank in 1976 as a
management trainee and went on to hold a
number of Asia-based senior management
roles, including chief executive officer of
Citibank India and managing director and
marketing manager at Citibank Japan,
before leaving Citibank in 2002. David joined
OCBC Bank in Singapore as chief executive
officer and director in 2002. He implemented
He became Leader of PwC’s Financial
Services Assurance practice in 2007 and
was appointed Chairman of its Global
Financial Services Group in 2011. Phil has
sat on a number of global financial services
industry groups, producing guidelines
for best practice in governance, financial
reporting and risk management.
External appointments Phil is an
independent non-executive director
and Chair of the Audit Committee
at Nationwide Building Society.
Committees A Ri N
executive officer, a position she held until she
stepped down in 2015. Jasmine stepped
down as a non-executive director from the
Board of BT Group plc in December 2019 and
as chief executive of London First in March
2021, a business campaigning group with a
mission to make London the best city in the
world to do business.
External appointments Jasmine became
Chair of Travis Perkins plc in March 2021
and is a non-executive director of WPP plc
and Compagnie Financière Richemont SA.
Committees S N R
As announced in November 2022, Jasmine will step
down from the Board at the 2023 Annual General
Meeting (AGM).
a strategy of growth and led the bank
through a period of significant turbulence.
David stepped down as chief executive
officer in 2012 but remained as a non-
executive director on the board of OCBC
Bank, before leaving the group in 2014.
He was previously a non-executive director
of GasLog Ltd.
External appointments David is Chair of the
Barnard Cancer Institute and an emeritus
trustee of Washington University in St Louis.
Committees A Ri R
David is also a member of the Combined
US Operations Risk Committee of Standard
Chartered Bank.
Experience Gay has extensive banking
and financial services experience with
significant commercial and UK regulatory
and governance experience.
Career Gay spent over 30 years working
within the financial services industry, the
international capital markets and with the
UK financial regulator. Gay spent seven years
with the Financial Services Authority from
1998 to 2005, where she was director of
markets division, capital markets sector
leader, with responsibility for establishing a
market-facing division for the supervision of
market infrastructure, oversight of market
conduct and developing markets policy. From
2005 to 2008, Gay held a number of roles at
Citibank, including head of governance, Citi
Alternative Investments, EMEA, before joining
Barclays Capital where she was vice chair
of investment banking and investment
management. She was previously a
non-executive director at Aviva plc, the
London Stock Exchange Group plc and Itau
BBA International Plc. In 2016, she received
an OBE for services to financial services
and diversity and a CBE for services to the
economy and philanthropy in the Queen’s
Birthday Honours list 2021.
External appointments Gay is Chair of the
London Metal Exchange, a non-executive
director of ConocoPhillips and S&P Global,
and a non-executive member of the HM
Treasury board. Gay also sits on the panel
of senior advisers at Chatham House and
the board of the Benjamin Franklin House.
Committees Ri
Standard Chartered – Annual Report 2022Directors’ reportBoard of Directors Jackie Hunt (54)
Independent Non-Executive Director
Appointed October 2022. Jackie was also
appointed to the Court of Standard
Chartered Bank in October 2022.
Robin Lawther, CBE (61)
Independent Non-Executive Director
Appointed July 2022. Robin was
appointed to the Court of Standard
Chartered Bank in December 2022.
David Tang (68)
Independent Non-Executive Director
Appointed June 2019. David was also
appointed to the Court of Standard
Chartered Bank in June 2019.
Experience Jackie is a Chartered
Accountant and has spent most of her
career within financial services. She
brings significant UK and international
financial services experience, including
asset management, insurance, regulatory
and accounting knowledge.
Career Jackie has held a number of senior
management positions in companies
including Aviva, Hibernian Group, Norwich
Union Insurance, PwC and RSA Insurance.
From 2016, Jackie was a member of the
Allianz SE management Board with executive
responsibility for the asset management
and US life insurance divisions, a position
she held until 2021. Prior to that, Jackie
was an executive director of Prudential
plc and CEO of Prudential UK, Europe
and Africa. She was Group Chief Financial
Experience Robin brings extensive
international banking experience in
global markets and financial institutions.
In addition to a broad understanding of
commercial banking, she has specialist
knowledge in investment banking, mergers
and acquisitions and capital raising.
Career Robin spent over 25 years at JP
Morgan Chase in a number of senior
executive positions. She has valuable
executive and non-executive experience
across global markets and has considerable
understanding of regulatory and governance
issues. From 2019 to 2021, she served as a
non-executive director on the board of
M&G plc. In January 2014, Robin joined
Shareholder Executive, which later
became UK Government Investments
(UKGI), as a non-executive board
Experience David has a deep understanding
and experience of emerging technologies
in the context of some of our key markets,
most notably mainland China.
Career David has more than 30 years of
international and Chinese operational
experience in the technology and venture
capital industries, covering venture
investments, sales, marketing, business
development, research and development
and manufacturing. From 1989 to 2004,
David held a number of senior positions in
Apple, Digital Equipment Corp and 3Com
based in China and across the Asia Pacific
region. From 2004 to 2010, David held
various positions in Nokia, including
corporate vice president, chairman of
Nokia Telecommunications Ltd and vice
chairman of Nokia (China) Investment Co.
Officer of Standard Life plc from 2010 to
2013, where she helped transform the life
insurer into a diverse savings, pensions and
asset management business. Jackie was
previously the Senior Independent Director
of National Express Group PLC, a non-
executive director of TheCityUK and the
Deputy Chair of the FCA Practitioner Panel.
External appointments Jackie is an
independent non-executive director of
Man Group PLC and Rothesay Life PLC.
Ahead of commencing her role as an
independent non-executive director of
Willis Towers Watson plc from 1 April
2023, Jackie will step down from her
role as an independent non-executive
director of OneWeb Holdings Limited.
Committees A S
member until completing her term
in May 2022. She received a CBE for
services to finance and diversity in the
Queen's Birthday Honours 2020.
External appointments Robin is an
independent non-executive director of
Nordea Bank Abp, the largest Nordic Bank,
and a member of its Remuneration & People
Committee. She is also an independent
board member of Ashurst LLP and a
member of the advisory board at Aon PLC.
Committees Ri S R
Ltd. He went on to become corporate senior
vice president and regional president of
Advanced Micro Devices (AMD), Greater
China, before joining NGP Capital (Nokia
Growth Partners) in Beijing as managing
director and partner in 2013, a position he
held until retiring in June 2021.
External appointments David joined Kaiyun
Motors, an electric vehicle start-up based in
China, in June 2021 as Chief Value Officer.
David is also a non-executive director of
JOYY Inc., the Chinese live streaming social
media platform listed on the Nasdaq
Stock Market, and Kingsoft Corporation,
a leading Chinese software and internet
services company listed on the Hong Kong
Stock Exchange.
Committees Ri S
141
Standard Chartered – Annual Report 2022Directors’ report Carlson Tong (68)
Independent Non-Executive Director
Appointed February 2019.
Experience Carlson has a deep
understanding and knowledge of operating
in mainland China and Hong Kong and has
significant experience of the financial
services sector in those markets.
Career Carlson joined KPMG UK in 1979,
becoming an Audit Partner of the Hong
Kong firm in 1989. He was elected Chairman
of KPMG China and Hong Kong in 2007,
before becoming Asia Pacific chairman and
a member of the global board and global
executive team in 2009. He spent over
30 years at KPMG and was actively involved
in the work of the securities and futures
markets, serving as a member of the Main
Board and Growth Enterprise Market Listing
Committee of the Stock Exchange of Hong
Kong from 2002 to 2008 (Chair from 2006
to 2008). After retiring from KPMG in 2011,
he was appointed a non-executive director
of the Securities and Futures Commission,
becoming its Chair in 2012 until he stepped
down in October 2018. He oversaw a number
of major policy initiatives during his term as
the chair, including the introduction of the
Hong Kong and Shanghai/Shenzhen Stock
connect schemes and the mutual recognition
of funds between the mainland and Hong
Kong. From 2017 until July 2020, Carlson was
a non-executive director of the Hong Kong
International Airport Authority. He was a
member of the Hong Kong Human Resource
Planning Commission from April 2020 until
December 2022 and Chair of the Hong
Kong University Grants Committee from
January 2016 until he stepped down in
December 2022.
External appointments Carlson is an
independent non-executive director of MTR
Corporation Limited, Chairman of its Audit &
Risk Committee and a member of its Finance
and Investment Committee. He sits on
various Hong Kong SAR government bodies
and is also an observer on behalf of the
Hong Kong Government for Cathay Pacific
Airways Limited.
Committees A Ri
Dr Linda Yueh, CBE (51)
Independent Non-Executive Director
Appointed January 2023. Linda was
also appointed to the Court of Standard
Chartered Bank in January 2023.
Experience Linda is a renowned economist
and financial broadcaster with a diverse
range of skills and experience across financial
services, technology, not-for-profit and
business to business service sectors.
Independent Director of Fidelity China
Special Situations Plc from 2019 before
stepping down in December 2022. Linda was
awarded a CBE for Services to Economics in
the New Year Honours List of 2023.
External appointments Linda is a Fellow
at St Edmund Hall, Oxford University and
Adjunct Professor of Economics at London
Business School. She currently serves as an
independent non-executive director of
Rentokil Initial Plc and Segro Plc. She is Chair
of the Baillie Gifford The Schiehallion Fund
Ltd, an investment company listed on the
Specialist Fund Segment of the London Stock
Exchange Main Market. Linda is Executive
Chair of the Royal Commonwealth Society,
Trustee of the Coutts Foundation, Adviser
to the UK Board of Trade and an Associate
Fellow at Chatham House.
Committees S R
Securities Group PLC, where he was a
member of the Group’s Executive Committee
and Head of Legal at SABMiller Europe.
Career Linda has held various academic
roles and acted in various advisory roles after
starting her career as a corporate lawyer at
Paul, Weiss, Rifkind, Wharton & Garrison.
Linda was Economics Editor at Bloomberg
News from 2010 to 2012 and Chief Business
Correspondent for the BBC between 2013
and 2015. She was a Visiting Professor at LSE
IDEAS at the London School of Economics
and Political Science from 2019 to 2022 and
served on the Independent Review Panel on
Ring-Fencing and Proprietary Trading for
HM Treasury. Between 2011 and 2013, Linda
held non-executive directorships with
Scottish Mortgage Investment Trust Plc,
London & Partners Ltd and JPMorgan
Asia Growth & Income Plc. She was Senior
Career Adrian qualified as a lawyer in 1997.
Prior to joining Standard Chartered, he was
General Counsel for Vivo Energy PLC, a
FTSE-250 pan-African fuel retailer, where he
was responsible for the: Company Secretarial,
Governance, Ethics, Compliance and Forensic
Investigations functions and was a member
of the group’s Executive Committee.
After working in private practice at
international law firms Hogan Lovells and
Clifford Chance, Adrian served as General
Counsel and Company Secretary at IQSA
Group (a Goldman Sachs private equity
business); Company Secretary at Barclays
Bank UK PLC, General Counsel and Company
Secretary of the FTSE 100 company, Land
Adrian de Souza (52)
Group Company Secretary
Appointed Adrian was appointed Group
Company Secretary in May 2022.
Naguib Kheraj, Dr Byron Grote and Christine Hodgson, CBE stepped down from the Group as independent non-executive directors on
30 April 2022, 30 November 2022 and 31 January 2023 respectively.
Scott Corrigan stepped down as Interim Group Company Secretary on 5 May 2022.
Contributions of how each director standing for re-election is, and continues to be, important to Standard Chartered PLC’s long-term
sustainable success will be included in the Notice of AGM 2023.
142
Standard Chartered – Annual Report 2022Directors’ reportBoard of Directors Management Team
Bill Winters (61)
Group Chief Executive
Andy Halford (63)
Group Chief Financial Officer
Simon Cooper (55)
CEO, Corporate, Commercial
& Institutional Banking and
Europe & Americas
Claire Dixon (50)
Group Head of Corporate Affairs,
Brand and Marketing
Judy Hsu (59)
CEO, Consumer, Private
and Business Banking
Simon joined the Group as CEO, Corporate
& Institutional Banking in April 2016. He
assumed additional responsibility for
Commercial Banking in March 2018 and the
Europe & Americas region in January 2021.
Career Simon was previously group
managing director and chief executive of
Global Commercial Banking at HSBC. He has
extensive experience across our markets
and client segments. Simon joined HSBC
in 1989 and held a number of senior roles
there, including deputy chairman and chief
executive officer, Middle East and North
Africa; chief executive officer, Korea; and
Claire joined Standard Chartered as Group
Head of Corporate Affairs, Brand &
Marketing in March 2021.
Career Claire is a seasoned communications
expert who has led teams at global brands in
a variety of sectors, in Europe and the US. She
spent nearly eight years living and working in
Silicon Valley, including for eBay/PayPal and
latterly as Chief Communications Officer at
Intel. Throughout her career she has been
a champion for creating positive global
impact, including leading Global Corporate
Responsibility at GlaxoSmithKline. Claire is
Chair of the Standard Chartered Foundation.
Judy was appointed Regional CEO,
Consumer, Private & Business Banking on
1 January 2021 and has been a member of
the Group Management Team since 2018.
Career Prior to her most recent appointment,
Judy was Regional CEO, ASEAN & South Asia,
a position she held from June 2018. Judy was
the country CEO for Standard Chartered
Singapore from 2015 to 2018. She joined
Standard Chartered in December 2009 as
the Global Head of Wealth Management
and led the strategic advancement of the
Bank’s wealth management business.
head of Corporate and Investment Banking,
Singapore. He has extensive experience in
the areas of investment banking, corporate
banking and transaction banking.
External appointments Simon is Chairman
of the advisory board of the Lee Kong Chian
School of Business.
External appointments None.
Prior to this, Judy spent 18 years at Citibank,
where she held various leadership roles in its
Consumer Banking business in Asia.
External appointments Judy is serving as a
board member of the Urban Redevelopment
Authority Singapore. She was appointed to
the board of CapitaLand Investment Limited
as an Independent Director in June 2021.
143
Standard Chartered – Annual Report 2022Directors’ report Ben was appointed CEO, Asia on 1 January
2021. He is the Chairman of Standard
Chartered Bank (China) Limited and
Standard Chartered Bank (Singapore)
Limited.
Career Ben joined Standard Chartered in
1992 and has held a number of senior
management positions spanning corporate
and retail banking. Prior to his current role,
Ben was Regional CEO for Greater China &
North Asia and CEO for the Bank’s Retail
Banking and Wealth Management
businesses globally. He is currently based in
Hong Kong and has international banking
experience in the United Kingdom and in
Canada. Ben was previously chairman of the
Tanuj joined the Management Team as
Group Head, Human Resources (HR) in
November 2018.
Career Prior to joining the Group, Tanuj built
her career at HSBC. She has worked across
multiple HR disciplines in many of our
footprint markets (Hong Kong, Singapore,
Dubai, India and London). Tanuj joined the
Bank in March 2017 as Group Head, Talent,
Learning and Culture and took on additional
responsibility as Global Head HR, Corporate,
Commercial and Institutional Banking in
May 2018.
Hong Kong Association of Banks, a member
of the Financial Services Development
Council and a board member of the Hong
Kong Airport Authority and the Hong Kong
Hospital Authority. He was also a Council
Member of the Hong Kong University.
External appointments Ben is an
independent non-executive director of the
Hong Kong Exchanges and Clearing Limited.
He also sits on the Exchange Fund Advisory
Committee and is a member of the General
Committee of the Hong Kong General
Chamber of Commerce. He is a strategic
adviser at the International Consultative
Conference on the Future Economic
Development of Guangdong Province, China.
External appointments Tanuj is a non-
executive director of Sainsbury’s PLC
and a member of their Nomination and
Remuneration committees. She is a member
of the Asia House board of trustees, of
which Standard Chartered is a founding
stakeholder. Asia House is a London-based
centre of expertise on trade, investment
and public policy whose mission it is to
drive political, economic and commercial
engagement between Asia and Europe.
Tanuj is also a board member of the UK
Financial Services Skills Commission.
Sunil was appointed CEO, Africa & Middle
East on 1 October 2015.
Career Prior to his current role, Sunil was
regional CEO South Asia, responsible for
Standard Chartered’s operations in South
Asia (which included India, Bangladesh, Sri
Lanka, and Nepal). He has over 33 years of
banking experience in diverse markets and
has been with Standard Chartered for over
23 years, holding senior roles across the
Wholesale and Consumer Bank. Sunil has
rich experience across the Group’s footprint,
having served as the Head of Corporate
Banking in UAE, Head of Originations and
Client Coverage in Singapore, Global Head
Small and Medium Enterprises (SME) and
New Ventures in Singapore and Chief
Executive Officer of Standard Chartered
Bank (Taiwan) Ltd.
Before joining Standard Chartered in 1998,
Sunil held various banking positions at a
number of leading international financial
institutions.
External appointments Sunil is a Global
Advisory Board member of MoneyTap,
a leading Indian Fintech company.
Roel joined the Group as Chief Digital,
Technology & Innovation Officer in November
2021 and is responsible for leading the digital
transformation of the Group into an agile,
digital and future-focused organisation. He
spearheads the Group’s technology strategy;
the development of its technology systems
and infrastructure, which support its
customers and employees globally; and leads
its innovation. Roel’s expanded role as Chief
Technology, Operations and Transformation
Officer commenced in April 2022.
Career Prior to joining Standard Chartered,
Roel was Chief Operations and
Transformation Officer at ING Bank, where
he oversaw operations, technology and the
broader transformation agenda. During his
seven years in this role, Roel led the successful
digital transformation of ING, seen by
many as a trailblazer in digitising financial
services. Before ING, Roel spent ten years
at British Telecom (BT), latterly as CEO of
BT-Operate based in the UK. At BT, he
redefined the technology and operational
approach and led the BT communication
side of the 2012 Olympics before applying
that learning in delivering turn-key digital
and infrastructure solutions for major
exhibition and sporting events.
External appointments None.
Benjamin Hung (58)
CEO, Asia
Tanuj Kapilashrami (45)
Group Head, Human Resources
Sunil Kaushal (57)
CEO, Africa & Middle East
Roel Louwhoff (57)
Chief Technology, Operations and
Transformation Officer
144
Standard Chartered – Annual Report 2022Directors’ reportManagement Team Tracey McDermott, CBE (53)
Group Head, Conduct,
Financial Crime and Compliance
Sandie Okoro (58)
Group General Counsel
Sadia Ricke (52)
*Group Chief Risk Officer,
director of Standard Chartered Bank
Mary Huen (55)
CEO, Hong Kong and Cluster CEO
for Hong Kong, Taiwan and Macau
Tracey has been the Group Head Conduct,
Financial Crime and Compliance since
January 2019.
Career Tracey originally joined Standard
Chartered as Group Head of Corporate,
Public and Regulatory Affairs in March 2017,
subsequently adding Brand and Marketing
to her portfolio in December 2017 and
Compliance in March 2018. Prior to joining the
bank, Tracey served as Acting Chief Executive
of the Financial Conduct Authority (FCA)
from September 2015 to June 2016. She joined
the then Financial Services Authority (FSA)
in 2001 where she held a number of senior
roles, including: Director of Supervision and
Authorisations, and Director of Enforcement
and Financial Crime. Tracey also served as a
Board Member of the FSA from April 2013, as
Sandie Okoro joined the Bank as Group
General Counsel in April 2022. In the role,
she leads the Bank’s Legal, Group Corporate
Secretariat and Shared Investigative Services
functions.
Career Sandie is a pre-eminent lawyer, having
served as General Counsel and Senior Vice
President, and Vice President for Compliance,
at the World Bank Group. Prior to joining the
World Bank, Sandie was General Counsel for
HSBC Global Asset Management and Global
General Counsel at Barings. Sandie is an
Honorary Bencher of Middle Temple in the
United Kingdom (2018) and was named
one of the Upstanding 100 Leading Ethnic
Minority Executives (2016), Top 20 Global
General Counsel (2019) by the Financial Times,
Sadia Ricke joined the Bank in February 2023.
*Subject to regulatory approval, she will be
appointed Group Chief Risk Officer and a
director of Standard Chartered Bank.
Career Sadia has a broad range of financial
and risk experience and a thorough
understanding of our footprint markets.
She joined the Bank from Société Générale,
where she started in 1994 in the Financial
Institutions Credit department. She gained
more than 13 years of structured finance
experience in the Natural Resources and
Energy Finance division where she was
Co-Deputy Head, a position she held until
2010. She then became Head of Credit Risk
for SG CIB in Paris, before moving to Hong
Mary was appointed Chief Executive Officer
(CEO) for Hong Kong in March 2017, and took
on an expanded role as Cluster CEO for Hong
Kong, Taiwan and Macau in January 2021.
Career Mary has over 30 years of experience
in business management and banking
services. Prior to her current role, Mary was
Regional Head of Retail Banking, Greater
China & North Asia, and the Head of Retail
Banking, Hong Kong. She is a board member
of Standard Chartered Bank (Hong Kong)
Limited. She is also chairperson of the Board
of Standard Chartered Bank (Taiwan)
Limited and Mox Bank Limited.
a member of the Financial Policy Committee
of the Bank of England, and as non-executive
director of the Prudential Regulation
Authority from September 2015 to June 2016.
Prior to joining the FCA, Tracey worked as a
lawyer in private practice, having spent time
in law firms in the UK, USA and Brussels. In
2016, Tracey received a CBE for her services
to financial service consumers and markets.
She is a trustee of the Standard Chartered
Foundation.
External appointments Tracey chairs the
Net Zero Banking Alliance, is a member of
the International Regulatory Strategy Group
Council and chairs the Conduct and Ethics
Committee of the Fixed Income, Currencies
and Commodities Markets Standards Board.
and was recognised as Britain’s 10th most
influential person of African and African
Caribbean heritage by Powerlist (2023).
Sandie received a lifetime achievement
award from the UK Black Solicitors Network
(2016), was named one of the Power 100
Women by City A.M. and 100 Women to
Watch by Female FTSE Board.
External appointments Sandie was
appointed inaugural Chair of the UK-based
charity Women of the World Foundation in
June 2021, she received an honorary lifetime
Emeritus membership of the Law Societies’
Compact and Forum for Sustainable
Development Goal 16 in June 2022, and
she is a Governor of the Royal Shakespeare
Company.
Kong to take on the role of Head of Global
Finance for Asia Pacific in January 2015.
She was appointed Group Country Head and
Head of Coverage and Investment Banking
for the UK in 2017. In 2019, Sadia became
Deputy Chief Risk Officer and then Group
Chief Risk Officer in January 2021.
External appointments None.
External appointments Mary is the vice
chairperson of the Hong Kong Association of
Banks, a member of the Banking Advisory
Committee of the Hong Kong Monetary
Authority, the Financial Infrastructure and
Market Development Sub-Committee under
the Exchange Fund Advisory Committee.
She is also a representative of Hong Kong,
China to the Asia-Pacific Economic
Cooperation (APEC) Business Advisory
Council, the chairperson of the Hong Kong
Trade Development Council Financial
Services Advisory Committee and the Asian
Financial Forum Steering Committee, a board
member of the Hong Kong Tourism Board
and Hospital Authority.
Mark Smith, previously Group Chief Risk Officer and a director of Standard Chartered Bank, retired from the Group on 31 December 2022.
Paul Day, Group Head, Internal Audit attends Management Team meetings as an invitee.
145
Standard Chartered – Annual Report 2022Directors’ report Corporate
governance
Key areas of Board discussion during 2022
This section offers an insight into key Board items and
activities covered during the year, as well as the structure
of the Board, its committees, and its meetings.
At the beginning of the year, and following approval of
the Corporate Plan, the Board reviewed and updated its
key priorities, as well as discussed potential Blue Sky topics,
to help prepare its forward plan. This required careful
consideration and regular review throughout the year to
ensure standing items, strategic objectives, governance
principles and risk and compliance requirements were
appropriately addressed. Some of the areas detailed on
the following pages formed part of the standing agenda
for each meeting, while others were reviewed periodically
during 2022.
Stakeholder consideration and engagement is central
to the Board’s priorities. We recognise the importance
of promoting positive stakeholder relationships and the
Board spends significant time interacting with them to
better understand their views, as well as the opportunities,
challenges and the Group’s impact across our diverse
markets. In addition, the Board regularly discusses the
impact on stakeholders, their perspectives and their
feedback, whether in Board and committee meetings, or as
part of other interactions across the Group. Some examples
of this can be found in the section 172 of the Companies Act
2006 (s.172) disclosure on pages 54 to 124, within spotlight
items on the following pages and on pages 158 to 162.
Directors are alert to their statutory duties and obligations,
including those outlined under s.172, and this forms an
integral part of director induction and annual training.
The Board will continue to focus on considering
stakeholders as part of the Board’s decision-making.
Code compliance
The UK Corporate Governance Code 2018 (UK Code) and the Hong
Kong Corporate Governance Code contained in Appendix 14 of the
Hong Kong Listing Rules (HK Code) are the standards against which
we measured ourselves in 2022.
The directors are pleased to confirm that Standard Chartered PLC
(the Company) continued to comply with the provisions set out in
the UK Code and the HK Code for the year.
Throughout this corporate governance report we have provided an
insight into how governance operates within the Group and how we
have applied the principles set out in the UK Code and HK Code.
The Group confirms that it has adopted a code of conduct
regarding directors’ securities transactions on terms no less exacting
than required by Appendix 10 of the Hong Kong Listing Rules.
Having made specific enquiry of all directors, the Group confirms
that all directors have complied with the required standards of the
adopted code of conduct.
References to examples of UK Code application in the
Annual Report can be found on page 218
Copies of the UK Code and the HK Code can be found at
frc.org.uk and hkex.com.hk respectively
To the extent applicable, information required by
paragraphs 13(2) (c), (d), (f), (h) and (i) of Schedule 7 of
the Large and Medium-sized Companies and Groups
(Accounts and Reports) Regulations 2008 is available in
Other disclosures on pages 218 to 230
Our stakeholders, their interests: driving commerce and prosperity through our unique diversity
The Board spends significant time considering, and engaging with, its key stakeholders to better understand their
views and perspectives. A summary of stakeholder interests can be found in the Strategic report across the pages
identified below.
Clients
Regulators and
governments
Investors
Suppliers
Society
Employees
Read more
on page 56
Read more
on page 57
Read more
on page 58
Read more
on page 59
Read more
on page 59
Read more
on page 60
146
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Key areas of Board discussion during 2022 continued
Strategy
• Reviewed and approved the 2023-2027 Corporate Plan
as a basis for preparation of the 2023 budget, receiving
confirmation from the Group Chief Risk Officer that the plan
is aligned to the Enterprise Risk Management Framework
and the Group Risk Appetite Statement
• Discussed progress made against the Group’s strategic
priorities and critical enablers
• Reviewed and scrutinised the strategic and operational
performance of the business across client segments, product
groups and regions, which included details of their priorities,
progress, opportunities and response to current events.
This included deep dives into the following areas:
– Financial Markets
– Private Banking
– Africa and Middle East
• Received and discussed regular corporate development
updates
• Reviewed and approved changes to focus the Group’s
presence in the Africa and Middle East region. Further
information on this can be found on page 57
• Discussed and reviewed the Group’s sustainability strategy
• Discussed and reviewed the Group’s Transformation,
Technology & Operations strategy
• Received an update on the Group’s investment in its associate
China Bohai Bank
• Approved the corporate restructuring of the Ventures
business segment
• Approved the Liverpool Football Club sponsorship renewal
Risk management
• Discussed and reviewed progress against the Group’s
Transformation and Remediation Portfolio and Information
and Cyber Security Risk (ICS) profile
• Received and discussed briefings from management on ICS
matters regularly throughout the year, including contributions
from the independent adviser to the Board on cyber security
and cyber threat management
• Discussed and endorsed the Group’s ICS strategy
• Reviewed and discussed risk reports from the Group Chief
Risk Officer
• Approved Sadia Ricke’s appointment as Group Chief Risk
Officer, subject to regulatory approval
• Discussed, reviewed and/or approved various activities
relating to Resolvability
• Engaged with the Prudential Regulation Authority (PRA) on
the findings of their 2022 Periodic Summary Meeting Letter
• Assessed progress in continuing to strengthen the Group’s
risk culture
• Approved the risk appetite validation of the 2023 Corporate
Plan, which included a consideration of principal risks,
including Climate Risk
Spotlight
Liverpool Football Club
sponsorship renewal
The Group announced a four-year extension to their
main sponsor agreement with Liverpool Football Club
(LFC) and LFC Women in July 2022. The Board discussed
and reviewed the proposed plans to renew the long-
standing relationship and fully supported continuing the
partnership through to the end of the 2026/27 season,
including increased investment in LFC Women. LFC is a
globally renowned football club, with many followers
across our markets in Asia, Africa and the Middle East.
The Board recognised this as a unique and valuable
opportunity to help deliver our narrative and Stands.
Continuing to invest in brand and business marketing
where appropriate is an important part of the Group’s
Corporate Plan.
Stakeholders
Clients
Investors
Suppliers
Society
Spotlight
Resolvability
Resolvability was a fundamental part of the Board’s
agenda for the year. They reviewed, challenged and
approved enhancements to the updated Group’s
Resolvability Assessment Report provided to the Bank
of England in February 2022 and approved the Group’s
Resolvability disclosure published in June 2022. In July
2022, the Board attended a teach-in session of the Master
Resolution Playbook. It also participated in a Resolution
simulation exercise with senior leaders and experts in
December 2022 to role play a hypothetical scenario that
could arise if Standard Chartered were to enter resolution.
Further information can be found on page 173
• Approved the renewal of the Group’s insurance policies for
Stakeholders
2022/2023
• Approved material changes to the Enterprise Risk
Management Framework
• Undertook Blue Sky thinking/horizon scanning discussions,
which considered the potential risks and opportunities that
the Group might be or could become exposed to
Clients
Regulators and
governments
Suppliers
Society
Investors
Employees
147
Standard Chartered – Annual Report 2022Directors’ report Key areas of Board discussion during 2022 continued
Financials and performance
Spotlight
• Monitored the Group’s financial performance
• Approved the 2021 full year and 2022 half year results
• Monitored and assessed the strength of the Group’s
capital and liquidity positions
• Considered the Group’s approach to capital management
and returns
• Approved a 2021 final dividend and 2022 interim dividend
• Approved two share buy-back programmes
• Received half yearly updates on, and discussed, the
Group’s major investment programmes in 2022
• Received half yearly updates on, and discussed, investor
relations matters
• Approved the Group’s 2021 Country-by-Country
Reporting disclosures
Dividend payments
and share buy-backs
The Board approved two dividend payments in 2022, as
well as two ordinary share buy-back programmes. As part
of its decision-making process, the Board took account
of the importance of approving distributions and other
capital management activities within an appropriately
prudent framework. The Board sought assurance from
management that the proposed plans would not impact
the Group’s ability to provide sufficient support to the
Group’s key clients and other stakeholders.
People, culture and values
• Approved the Group’s 2021 Modern Slavery Statement
• Discussed progress made against the Group’s people
strategy and culture aspirations
• Discussed aspects of the Group’s global employee
engagement survey, My Voice
• Received updates on the progression and evolution of
the Management Team’s and senior management’s
succession plans following a number of recent
appointments
• Discussed the Group’s diversity and inclusion initiatives
• Approved updates to the Board Diversity Policy
• Approved changes to the Group’s operational
resilience strategy
• Reviewed an annual report update on the operation and
effectiveness of the Group’s Speaking Up programme
Regulators and
governments
Investors
Stakeholders
Clients
Spotlight
Culture
The Board considered the Group’s culture aspirations,
recognising that good progress had been made in
a number of areas, including employee experience,
psychological safety and leadership. They discussed
with management the ambitions for the future, taking
into account feedback from across the Group. The
aspiration is to encourage greater innovation that is
aligned to our strategy, enable the simplification of
decision-making and drive client centricity through
a culture of high performance and execution.
Stakeholders
Clients
Employees
Society
External environment
Spotlight
• Received updates on the macroeconomic headwinds
and tailwinds in the global economy, including an
assessment of the impact on the key drivers of the
Group’s financial performance
• Received internal and external briefings and input across
a range of subjects, including:
– global market trends
– the global macro impact of the Russia-Ukraine war
– geopolitical developments between the US and China
Global market trends
The Board invited a number of internal experts and guest
speakers to attend Board dinners providing important
and specialist insight and context to the Board discussion,
on a variety of matters. A number covered global market
trends, set against the backdrop of demographic,
economic and technological developments.
– societal and business implications of global
Stakeholders
demographic trends
– strategic insights into global markets, geopolitics
Clients
and policy
– regulatory developments and updates
Regulators and
governments
Suppliers
Society
Investors
Employees
148
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Key areas of Board discussion during 2022 continued
Governance
• Noted and/or approved changes to the membership of
the Board’s committees and chairs of the Remuneration
Committee and Board Risk Committee
• Approved the appointment of the new Senior
Independent Director
• Received reports at each scheduled meeting from the Board
committee chairs on key areas of focus for the committees
and quarterly updates from Standard Chartered Bank (Hong
Kong) Limited and its Audit and Board Risk committees
• Undertook training on director duties and the governance
landscape
• Approved the reallocation of the work of the Board Financial
Crime Risk Committee
• Discussed and reviewed the independence, performance and
annual re-election of the non-executive directors
• Approved the continued independence of Christine Hodgson,
an independent non-executive director (INED), up until she
stepped down from the Board on 31 January 2023
• Approved the re-appointment of the independent advisers
to the Board, on cyber security and cyber threats, and
financial crime
• Authorised potential conflicts of interest relating to directors’
external appointments
• Discussed the observations and themes arising from the 2022
external Board and committees’ effectiveness review ahead
of approving the 2023 Action Plan in early 2023
• Reviewed, and approved updates where appropriate, to the
Terms of Reference for each Board committee
• Further developed meaningful linkages between the Board
and its subsidiaries at chair, board and committee level
• Approved changes to the Group Sources of Authority
Framework to support the reorganisation of certain
client segments
Shareholder and
stakeholder engagement
• Engaged with investors, held meetings with brokers, discussed
the views of institutional shareholders
• Discussed and reviewed the approach to engaging
investors and other relevant stakeholders ahead of the
2022 Annual General Meeting (AGM) in relation to the
Group’s net zero pathway
• Held the 2022 AGM
• Held a hybrid stewardship event attended by investors
representing a sizeable proportion of our equity as well as
several shareholder representative bodies
• Engaged with employees, clients, shareholders and regulators
• As part of the Group’s asset reunification programme,
approved the donation of reclaimed assets to Futuremakers
by Standard Chartered, a global initiative to tackle inequality
and promote greater economic inclusion
• Met with shareholders to discuss remuneration proposals
and outcomes, also following response to our directors’
remuneration policy and directors’ remuneration report at the
2022 AGM, to better understand their views
• Discussed support provided to clients, colleagues and
communities during continued impact of COVID-19 in
some markets
• Reviewed and discussed an investor sentiment survey
• Received bi-annual updates from Investor Relations, including
share price and valuation analysis, market engagement and
ownership analysis and sell-side sentiment
Spotlight
Board Financial
Crime Risk Committee
Given the progress made by the Board Financial
Crime Risk Committee (BFCRC) in respect to financial
crime risk management, the 2020 Board effectiveness
review highlighted the potential for the work of the
BFCRC to be reallocated to a combination of the
Board Risk Committee, the Audit Committee and the
Board. Feedback from the 2021 Board effectiveness
review indicated broad support for this approach.
In light of this, the Board agreed to reallocate the
work with effect from 1 April 2022. The reallocation of
BFCRC oversight enables a more holistic and efficient
examination and discussion of risks that are closely
linked, such as fraud, information and cyber security
and financial crime. The BFCRC held one meeting in
2022 where it reviewed the agenda and confirmed
the reallocation of each item into the new structure.
Stakeholders
Regulators and
governments
Investors
Society
Employees
Spotlight
Investor sentiment
survey
An external investor sentiment survey, on an
anonymous basis, was conducted during the year with
the intention of seeking insight into how the Group was
perceived, to identify areas of focus for investors and
understand how the Group could improve its investor
communications. This was particularly important
given the changes in the external environment and the
evolution of the Group’s strategy. The Board discussed
key areas to focus on to address concerns investors had
highlighted and which had emerged from the report.
Stakeholders
Investors
For a detailed overview of our
strategy see pages 22 and 23
Examples of how the Board considered stakeholder perspectives in some
principal decisions during the year are provided on pages 57 and 66
149
Standard Chartered – Annual Report 2022Directors’ report Board and committee structure: decisions, responsibilities and delegation of authority
Standard Chartered PLC
Audit Committee
Board Risk Committee
Culture and Sustainability
Committee
Governance and
Nomination Committee
Remuneration Committee
Group Chief Executive
Group Chief
Executive
The Board must act with integrity and is
collectively responsible for establishing the
Company’s purpose, values and strategy. It
is also responsible for promoting its culture
and overseeing its conduct and affairs for
promoting the long-term success of the
Group, as well as ensuring leadership within
a framework of effective controls.
The Board sets the strategic direction of
the Group, approves the strategy and takes
the appropriate action to ensure that the
Group is suitably resourced to achieve its
strategic aspirations.
The Board considers the impact of its
decisions and its responsibilities to all of the
Group’s stakeholders, including employees,
shareholders, regulators and governments,
clients, suppliers, the environment and the
communities in which we operate.
The Board discharges its responsibilities
directly or, in order to assist it in carrying
out its function of ensuring effective
independent oversight and stewardship,
delegates specified responsibilities to
its committees. Detail of how the Board
fulfilled its responsibilities in 2022, as well
as key topics discussed and considered by
the Board committees, can be found in this
Directors’ report.
Biographies for Board members are set out
on pages 138 to 142.
Oversight and review of matters relating to financial reporting,
the Group’s internal controls, including internal financial controls,
and the work undertaken by Conduct, Financial Crime &
Compliance, Group Internal Audit and the Group’s Statutory
Auditor, Ernst & Young LLP (EY).
Oversight and review of the Group’s Risk Appetite Statement,
the appropriateness and effectiveness of the Group’s risk
management systems and the principal risks, including Climate
Risk, to the Group’s business. Furthermore, consideration of the
implications of material regulatory change proposals and due
diligence on material acquisitions and disposals.
Oversight and review of the Group’s culture and
sustainability priorities.
Oversight and review of Board and executive succession,
overall Board effectiveness and corporate governance issues.
Oversight and review of remuneration, share plans and
other incentives.
Read more
on page 163
Read more
on page 170
Read more
on page 176
Read more
on page 179
Read more
on page 184
The Group Chief Executive is responsible
for the management of all aspects of the
Group’s businesses, developing the strategy
in conjunction with the Group Chairman and
the Board, and leading its implementation.
The Board delegates authority for the
operational management of the Group’s
business to the Group Chief Executive for
further delegation by him in respect of
matters that are necessary for the effective
day-to-day running and management of
the business. The Board holds the Group
Chief Executive accountable in discharging
his delegated responsibilities.
Management Team
Management Team
The Management Team comprises the
Group Chief Executive and the Group Chief
Financial Officer, regional CEOs, client
segment CEOs, and our global function
heads. It has responsibility for executing
the strategy. Details of the Group’s
Management Team can be found on
pages 143 to 145.
Terms of Reference for the Board and each committee are in place to provide clarity over where responsibility for decision-
making lies. These are reviewed annually against industry best practice and corporate governance provisions and guidance,
including the PRA Supervisory Statement on Board Responsibilities (as amended).
With the exception of the Governance and Nomination Committee (where the Group Chairman is its Chair) all of the Board
committees are composed of INEDs who bring a diversity of skills, experience and knowledge to the discussion, and play an
important role in supporting the Board.
Written Terms of Reference for the Board and its committees can be viewed at sc.com/termsofreference
150
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Our Board meetings
The Board is committed to maintaining a comprehensive
schedule of meetings and a forward agenda to ensure its time
is used most effectively and efficiently, and is supported by the
Group Company Secretary to facilitate this. Flexibility in the
programme is important and permits key items to be added
to any agenda so that the Board can focus on evolving and
important matters at the most appropriate time.
Sir Iain Lobban and Paul Khoo, who are engaged by the
Board to act as independent advisers to the Board and its
committees on cyber security and cyber threat management,
and financial crime respectively, attended a combination of
Board and committee meetings to provide an independent
and current view on the Group’s progress in this area. The
Board continue to find Sir Ian’s and Paul’s inputs valuable and
renewed their appointments for a further 12 months.
Performance against delivery of the agreed key financial
priorities is reviewed at every scheduled meeting, with
particular reference to the detailed Group management
accounts. The Group Chief Executive and Group Chief
Financial Officer comment on current trading, business
performance, the market, colleagues, relevant stakeholders,
and regulatory and external developments at each scheduled
meeting, and present comparative data and client insight.
In addition, the Group Chief Risk Officer periodically attends
meetings to update the Board on key risks.
The Group Chairman holds INED-only meetings ahead
of each scheduled Board meeting, which provides
the opportunity for discussion on key agenda items and
other matters without the executive directors and
management present.
Our Board committees
The Board places significant reliance on its committees by
delegating a broad range of responsibilities and issues to
them. It therefore remains crucial that effective linkages are
in place between the committees and the Board as a whole,
not least as it is impracticable for all INEDs to be members of
all of the committees. Mechanisms are in place to facilitate
these linkages, including ensuring that there are no gaps
or unnecessary duplications between the remit of each
committee and overlapping membership between Board
committees where necessary. Alongside interconnected
committee membership, the Board receives a written
summary of each of the committee’s meetings and verbal
updates at the Board, where appropriate.
Further details on each committee, including their oversight
and focus during 2022, can be found in the Board committee
reports starting on page 163.
Development of Board activities in 2022
Given the easing of travel restrictions during 2022, the Board
and its committees were pleased to hold a greater number
of in-person meetings than seen in the previous couple of
years. However, as a global Board that reflects our diverse
footprint, some directors continued to face challenges with
travel, and as such it was important to continue to utilise
interactive technology where required.
As in previous years, the most appropriate format for each
Board and committee meeting was assessed by the Group
Chairman or respective committee chair, with support
from the Group Company Secretary, to ensure inclusivity
and agility and to protect authentic engagement. This
resulted in some meetings being held in person, virtually or
a combination of the two. Irrespective of location and time
zone, each director was able to interact effectively with
other attendees.
The timeline on this page shows the Board’s collective
engagement throughout the year.
Board activities during 2022
Singapore
Dubai, UAE
January
February
March
April
May
June
July
August
September
October
November December
Key:
Scheduled meeting
Ad hoc meeting
Informal session
AGM
151
Standard Chartered – Annual Report 2022Directors’ report
Board composition, roles and attendance in 2022
The Group Chairman is committed to ensuring optimal Board effectiveness. A key mechanism to
drive this is the appropriate composition and balance of individuals.
The Board is composed of a majority of independent non-executive directors who provide an independent perspective,
constructive challenge, and monitor the performance and delivery of the strategy within the Risk Appetite and controls set
by the Board.
Detail regarding Board diversity can be found within the Governance and Nomination Committee report on pages 179 to 183
Group Chairman
Executive directors
Group Chairman
José Viñals
Responsibilities
Responsible for leading the Board, ensuring
its effectiveness in all aspects of its role
and developing the Group’s culture with
the Group Chief Executive. Promotes high
standards of integrity and governance
across the Group and ensures effective
communication and understanding
between the Board, management,
shareholders and wider stakeholders.
Group Chief Executive
Bill Winters
Responsibilities
Responsible for the management of
all aspects of the Group’s businesses,
developing the strategy in conjunction
with the Group Chairman and the Board
and leading its implementation.
Group Chief Financial Officer
Andy Halford
Responsibilities
Responsible for Finance, Corporate Treasury,
Strategy, Group Corporate Development,
Group Investor Relations, Property and
Supply Chain Management functions.
AGM
Scheduled
Ad hoc
Attendance
Y
8/8
2/2
AGM
Scheduled
Ad hoc
Independent non‑executive directors
Attendance
Y
8/8
2/2
AGM
Scheduled
Ad hoc
Attendance
AGM1 Scheduled Ad hoc
Attendance
Y
8/8
2/2
Senior Independent Director
Maria Ramos
Responsibilities
Provides a sounding board for the Group
Chairman and discusses concerns that are
unable to be resolved through the normal
channels or where such contact would be
inappropriate with shareholders and other
stakeholders. Chairs the Governance and
Nomination Committee when considering
succession of the Group Chairman. Is
available to shareholders if they have
concerns that cannot be resolved or for
which the normal channels would be
inappropriate. Can be contacted via the
Group Company Secretary at 1 Basinghall
Avenue, London EC2V 5DD. Maria Ramos
took over from Christine Hodgson as Senior
Independent Director on 1 September 2022.
AGM
Scheduled
Ad hoc
Attendance
Y
8/8
2/2
Board committee roles and attendance can
be found in the committee sections starting
from page 163. Prior to the retirement of the
Board Financial Crime Risk Committee on
1 April 2022, it held one meeting during 2022
with all members in attendance
The biographies of each director are set out
on pages 138 to 142
The roles of the Group Chairman and
Group Chief Executive are distinct from one
another and are clearly defined in detailed
role descriptions which can be viewed at
sc.com/roledescriptions
152
David Conner
Christine Hodgson, CBE1
Gay Huey Evans, CBE
Phil Rivett
David Tang
Carlson Tong
Jasmine Whitbread
Y
Y
Y
Y
Y
Y
Y
8/8
2/2
8/8
2/2
8/8
2/2
8/8
2/2
8/8
2/2
8/8
2/2
8/8
2/2
Naguib Kheraj
N/A
2/2
1/1
Byron Grote
Shirish Apte
Y
Y
7/7
2/2
6/6
1/1
Robin Lawther, CBE
N/A
4/4
N/A
Jackie Hunt
N/A
2/2
N/A
1 Christine Hodgson stepped down from the Board on 31 January 2023.
Linda Yueh joined the Board on 1 January 2023.
Further information can be found on page 142
INEDs that
have stepped
down in 2022
Naguib Kheraj and
Byron Grote stepped
down from the
Board on 30 April
and 30 November
2022 respectively.
INEDs that
joined in 2022
Shirish Apte, Robin
Lawther and Jackie
Hunt joined the
Board on 4 May,
1 July and 1 October
2022 respectively.
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance
Director induction
Three new directors were appointed to the Board during the
year. Shirish Apte, Robin Lawther and Jackie Hunt possess a
range of skills and a breadth of knowledge relevant to the
Board debate. Details regarding their experience can be
found in their biographies on pages 139 to 141.
All new Board members are given a comprehensive,
formalised induction programme. Prior to taking up their
respective Board and committee positions, the three new
directors were provided with a number of induction sessions
to ensure a smooth transition into their roles and positive
contributions from the outset. In addition, Shirish Apte and
Maria Ramos received in-depth handovers from Christine
Hodgson and Naguib Kheraj before succeeding them as Chair
of the Remuneration Committee and Board Risk Committee
respectively. This included a period of shadowing Christine
Hodgson and Naguib Kheraj through discussions and
meetings in the lead-up to becoming committee chairs.
Phil Rivett was appointed interim Board Risk Committee
Chair following the retirement of Naguib Kheraj and pending
Maria Ramos’ appointment as Chair receiving regulatory
approval. He was actively involved in the handover process
for Maria Ramos.
While a proportion of the induction is relevant to all new
Board members, the content of the programme is tailored
to meet each director’s individual level of experience and
expertise. Shirish Apte, Robin Lawther and Jackie Hunt
participated or will participate in deep-dive sessions on
a number of key topics. Examples include: the role and
responsibilities of a director; our strategic priorities; the critical
enablers and the Stands; the markets in which we operate;
client groups and product segments and principal risks.
In addition, learning and development sessions have taken
place or have been arranged to ensure they are well versed
with the significant issues unique to each of their committee
memberships.
Each induction typically consists of a combination of
meetings with existing Board members and senior staff.
New Board members are also given the opportunity to attend
key management meetings and engage with stakeholders,
including investors and clients. Visits to key markets across our
footprint were limited due to the variation of travel restrictions
but opened up as the year progressed. As such, there was a
combination of in person and virtual engagements.
Linda Yueh joined the Board on 1 January 2023; her experience
can be found in her biography on page 142. She has made
good progress in respect to her induction plan so far this year,
visiting two of our markets.
The Group Corporate Secretariat function supports the
INEDs as they undertake their induction programmes,
which are typically completed within the first six to nine
months of an INED appointment and progress is reviewed
by the Governance and Nomination Committee after six
months. The programmes are regularly reviewed and take
into account directors’ feedback to ensure continuous
development and improvement.
Ongoing development plans
Continuous training and development beyond a director’s
induction plan is essential to maintaining a highly engaged,
effective and well-informed Board. Ongoing development
plans also help ensure directors lead with integrity and
promote the Group’s culture, purpose and values.
Mandatory learning and training are important elements
of directors’ fitness and propriety assessments as required
under the Senior Managers Regime. During the year, all
directors received a combination of mandatory learning
and training, internal and external briefings, presentations
from guest speakers, and papers on a wide range of
topics to ensure the directors are well informed and that
the Board remains highly effective. The Board committee
members also received specific training relevant to the
work of their respective committees. The format of ongoing
training varied, including formal refresher sessions and
informal meetings. The training covered a variety of topics
throughout the year and were held either in person, virtually
or a combination of the two. The table on the next page
gives further detail on who received these briefings.
The Group Chairman reviews with each director their
training and development needs both in real time and
as part of the annual performance cycle. Where it is
recognised that the Board or individual directors need
further training or development in key areas, additional
sessions are arranged with subject matter experts.
All of the directors have access to the advice of the Group
Company Secretary, who provides support to the Board
and is responsible for advising the Board on governance
matters. Directors also have access to independent,
professional advice at the Group’s expense where they judge
it necessary to discharge their responsibilities as directors.
153
Standard Chartered – Annual Report 2022Directors’ report 2022 director training overview
Directors’
duties and
regulatory
updates
Induction1
Data
management2
Supply
chain ICS
threats
Cloud
technology
Global
demographic
trends Resolvability
Cyber
attacks
Climate
risk2
ICS deep
dive: Threat
Scenario-
Led Risk
Assessment5
José Viñals
Bill Winters
Andy Halford
Shirish Apte3
David Conner
Byron Grote4
Christine Hodgson, CBE
Gay Huey Evans, CBE
Jackie Hunt3
Naguib Kheraj4
Robin Lawther, CBE3
Maria Ramos
Phil Rivett
David Tang
Carlson Tong
Jasmine Whitbread
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
1 Applicable to directors who received induction training during 2022
Director attended the session
Director did not attend the session but received any accompanying material
and had opportunities to raise questions and observations with the Group
Chairman and Group Company Secretary
Group Chairman’s performance
Maria Ramos, as Senior Independent Director, assisted by
Christine Hodgson, who was Senior Independent Director for
part of the year, and Ffion Hague, who facilitated the Board
evaluation this year, reviewed José Viñals’ performance
as Group Chairman. Consolidated feedback was shared
with him.
Time commitment
Our INEDs commit sufficient time in discharging their
responsibilities as directors of Standard Chartered. In general,
we estimate that each INED spent approximately 40 to
70 days on Board-related duties, and considerably more for
those who chair or are members of multiple committees.
2 Training sessions were circulated as online video tutorials
3 Shirish Apte, Robin Lawther and Jackie Hunt joined the Board on 4 May 2022,
1 July 2022 and 1 October 2022 respectively. A number of training sessions
took place before their appointments
4 Naguib Kheraj and Byron Grote stepped down from the Board on 30 April
2022 and 30 November 2022 respectively. Certain training sessions took place
after these dates
5 Director attendance was not mandatory
Directors’ performance
The Group Chairman led the evaluation of individual
director performance during 2022. These one-to-one
sessions considered:
• their performance against core competencies and their
individual effectiveness
• their time commitment to the Group, including (where
relevant) the potential impact of any outside interests
• their ongoing development and training needs
• the Board’s composition, taking into account when
each INED envisaged stepping down from the Board
• the current and future committee membership
and structure
• their engagement across the Group.
These performance reviews are used as the basis for
recommending the re-election of directors by shareholders
at the 2023 AGM and to assist the Group Chairman with
his assessment of the INEDs’ competencies. In addition, the
Group Chairman has responsibility for assessing annually the
fitness and propriety of the Company’s INEDs and the Group
Chief Executive Officer under the Senior Managers Regime.
These assessments were carried out in respect of each INED
and the Group Chief Executive and no issues in relation to
fitness and propriety were identified.
154
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Spotlight
Interview with
Robin Lawther
An insight into one of our new INEDs
Robin Lawther, CBE
Independent
Non-Executive Director
Q. What drew you to Standard Chartered
and how do your initial impressions align to
your expectations?
A. As an entrepreneur at heart, I was delighted with the
opportunity to join a global bank that serves businesses
that promote trade and innovation and puts clients at
the heart of everything they do. Standard Chartered’s
drive to be diverse and inclusive as well as giving back
to communities in which they work was also a big
draw, particularly as these are important concepts
I’ve championed throughout my career. Since joining
Standard Chartered in July my initial impressions have
been great. I’ve enjoyed getting to know my colleagues,
as well as other stakeholders, and the Board’s visit to
Dubai in November is a good example of this. We were
hosted by an excellent team who ran a comprehensive
agenda and were very welcoming.
Q. How effective have you found your
induction programme in preparing you
as an INED and for the Standard Chartered
Board and committee discussions?
A. My induction programme has been very useful so
far and has covered a broad range of different topics
relevant to my role. I’ve also engaged with members of
our leadership team across the Group who’ve provided
valuable insight into their roles, the business and the
functions. As part of the programme, I recently visited
Malaysia and Singapore, along with two of my fellow
new directors. This was a fascinating experience where
I spoke to many different people from across the
business, including our colleagues in the Global Business
Service centre, Malaysia as well as our partners in
Singapore who work on our digital banking solutions.
I was really encouraged to see how focused everyone
is on driving the client experience and supporting
the younger demographic. I’m looking forward to the
remainder of the induction process.
D
i
r
e
c
t
o
r
s
’
r
e
p
o
r
t
Q. What are the key skills and experience
you bring to the Board?
A. I’ve thoroughly enjoyed my executive and non-
executive roles over the years at organisations such
as JP Morgan, UK Government Investments, Nordea
Bank Abp, M&G plc, Ashurst LLP and Aon PLC. I’m truly
thankful for the opportunities and great experiences
these roles have provided, which have helped deepen
my comprehensive knowledge across global markets
and the financial, regulatory and governance landscape
more broadly. I enjoy acting as a sounding board and
helping to problem-solve on many issues, as well as
having the chance to get to know the teams with whom
I have worked. I believe very strongly in being respectful
to everyone and embracing inclusivity. Whilst I seek to
improve diversity in all aspects, I have chosen to focus on
gender. This has been important to me throughout my
career, and I feel it’s crucial for women to empower and
support each other. In addition, I think that mentoring
and reverse mentoring are critical and I am happy to say
that I have just been assigned a colleague in Hong Kong
as my first reverse mentor and I am learning loads.
Q. How important is a company’s culture to
you and what are your views on the culture
at Standard Chartered?
A. This is incredibly important. In my experience
a company that focuses on embedding the right
behaviours, and taking actions to make this culture a
reality, will have a better chance at achieving success
in the long-term. I’m impressed by how many people at
Standard Chartered are invested in delivering on the
Group’s ambitions through collaboration and innovation,
while continuing to strengthen an inclusive, high
performance, risk-aware culture.
Q. How do you build connections with
key stakeholders?
A. I believe respect, empathy and a steely determination
to do the right thing are key ingredients in building
connections and relationships. We have a wealth
of stakeholders to consider at Standard Chartered,
including clients, suppliers, colleagues, shareholders,
regulators and the communities in which we operate.
Listening and responding to their priorities and concerns
is so important and helps to deliver on our strategic
priorities. As I mentioned before, diversity and inclusion
are important to me. Earlier in my career I set up an
annual women’s networking event which has really
grown over the years. I now host this more regularly
and I’m delighted by the high turnout and enthusiasm
to support one another.
Q. What do you see as some of the key
priorities for Standard Chartered over the
next 5 years?
A. This is an important aspect of the Board’s agenda,
and we discuss this with management in depth. I believe
continuing to put clients at the heart of all that we do
to be vital, as well as developing our talent and youth,
aiming to increase shareholder returns, giving back to
the communities and environments in which we operate,
maintaining a risk aware strategy, and leveraging off our
diverse and unique network.
Standard Chartered – Annual Report 2022
155
Board effectiveness
Progress against the 2022 Action Plan
The 2022 Action Plan set out a number of actions to be achieved
following the internal Board evaluation conducted in 2021.
The 2022 Action Plan was regularly reviewed during the
year and good progress had been made against actions as
evidenced by this year’s external Board effectiveness review.
This year, the Board Effectiveness Review comprised an
externally facilitated evaluation in accordance with the UK
Corporate Governance Code. It was conducted by Ffion
Hague of Independent Board Evaluation (IBE). The Board’s
five committees were also observed as part of the review.
Neither Ffion Hague nor IBE has any other connection with the
Company or any individual directors. This was the third external
evaluation the Board has undertaken during José Viñals’ tenure
as Group Chairman.
Board effectiveness review format
A comprehensive brief was provided to the assessment team
at IBE by the Group Chairman and the assessment team
observed the Board and its committees between July and
October. The review took the form of detailed interviews with
every board member, members from the Management Team
and other key non-board contributors, some 26 people in total.
All participants were interviewed thoroughly in accordance
with a tailored agenda. The evaluation team also observed
Board and committee meetings, reviewed papers from these
meetings, as well as more static documentation provided.
A report was compiled by the evaluation team based on the
information and views supplied by those interviewed and
observations from the Board and committee meetings. Draft
conclusions were discussed with the Group Chairman and
subsequently the whole board in December 2022, with Ffion
Hague present. Following the Board discussion, IBE provided
feedback to each committee chair on the performance of
their committee and also discussed the report on the Group
Chairman’s performance with the current and previous Senior
Independent Director.
In addition, the Group Chairman received a report with
feedback on individual directors which was used to support
the individual Fit and Proper and annual assessments
conducted with directors. Key observations were discussed by
the Governance and Nomination Committee ahead of the
Board and its committees finalising their 2023 action plans.
Key observations and action plans for the Board’s five
committees can be found in the Board committee reports
starting on page 163.
External evaluation process
Key observations from the 2022 external
effectiveness review
• The Board has shown considerable progress since
the last external evaluation and believes in continuous
improvement.
• The Board is regarded as well constructed overall, with
plenty of listed experience and good diversity ratios,
although slightly larger than most market peers.
• The Board considered the importance of creating
more space on the Board agendas and creating a
mechanism to take papers by exception.
• That the standard tenure of INEDs needed further
consideration in order to smooth succession.
2023 Action Plan
• Review agendas of the Board and its committees to
reduce overlaps and create efficiencies.
• Revise key performance indicators and regular
reports to focus attention on outcomes rather than
activity and completed steps.
• Enhance peer benchmarking information and data.
• Improve INED appointment process by increasing
pace of recruitment and decision making.
• Clarify the timetable and those responsible for
Board appointments within that framework.
• Enhance new director induction packs to assist
them in understanding how strategy, risk appetite
and the organisation fit together.
• Rebalance the Board agendas to create more time
for linked strategic discussions.
• Review the mechanism for Board workforce
engagement.
• Enhance the framework for ensuring reputational
risk is appropriately escalated to the Board and
its committees.
Evaluation brief
provided to IBE
Board and committees
observed
One‑to‑one interviews
conducted
Evaluation and report
prepared
Observations discussed
with the Group Chairman,
Governance and Nomination
Committee, Board and
committee chairs
Action plans for 2023 agreed
with Board and committees
156
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Director independence
The Governance and Nomination Committee reviews the
independence of each of the non-executive directors, taking
into account any circumstances likely to impair, or which could
impair, their independence. Recommendations are then made
to the Board for further consideration.
In determining the independence of a non-executive director,
the Board considers each individual against the criteria set
out in the UK Code, the Hong Kong Listing Rules and also
considers their contribution and conduct at Board meetings,
including how they demonstrate objective judgement and
independent thinking.
The Board considers all of the non-executive directors to be
independent of Standard Chartered, concluding that there
are no relationships or circumstances likely to impair any
INEDs’ judgement.
Christine Hodgson independence
At the request of the Company, Christine, who had signalled
her intention to retire from the Board at the end of her
nine-year term as an independent non-executive director
in September 2022, agreed to remain on the Board until
31 January 2023. This enabled Christine to facilitate the orderly
transition of her role as Chair of the Remuneration Committee
to her successor, Shirish Apte, as well as lead the shareholder
consultation required following a significant minority vote
against the Company’s remuneration policy and report
resolutions at the 2022 AGM.
The Board, taking into account the provisions set out in the
UK Code and the Hong Kong Listing Rules, considered
Christine independent up until she stepped down from the
Board despite her serving for a period of more than nine
years and concluded that there were no relationships or
circumstances likely to impair her judgement. This was based
on a number of factors, including:
Details of the directors’ external directorships can be found in
their biographies on pages 138 to 142. Before committing to
an additional appointment, directors confirm the existence of
any potential or actual conflicts, that the role will not breach
their limit as set out by the PRA, and provide the necessary
assurance that the appointment will not adversely impact
their ability to continue to fulfil their role as a director of the
Company. All directors continue to hold no more than the
maximum number of directorships permitted under the
PRA rules.
Our established internal processes ensure that directors
do not undertake any new external appointments without
first receiving formal approval of the Board. The Board has
delegated authority to make such approvals to the Group
Chairman, with the exception of his own appointments.
Of those INEDs who took on new external directorships
during the year, four were regarded as significant directorships
(appointed to the board of a listed company) and as
such were announced to the market in line with our listing
obligations. Further detail on the specific appointments are
provided below:
• Gay Huey Evans was appointed to the board of S&P
Global as a non-executive director and member of its audit
committee on 28 February 2022, following the closing of the
merger between S&P Global and IHS Markit. Gay resigned
as an independent director of IHS Markit on the same day
• Carlson Tong was appointed to the board of MTR
Corporation Limited as an independent non-executive
director, chairman of its audit and risk committee and
a member of its finance and investment committee on
25 May 2022
• Byron Grote was appointed to the board of
InterContinental Hotels Group PLC (IHG) as a non-
executive director and member of its audit and
remuneration committees on 1 July 2022
• Christine’s strong record in making objective decisions and
holding management to account and remaining willing and
able to do so
• Jackie Hunt will join the Board of Willis Towers Watson plc
(WTW) as an independent non-executive director on
1 April 2023.
All four directors discussed their respective appointments
with the Group Chairman in advance of accepting the
positions. Each director confirmed the existence of any
potential or actual conflicts; provided assurance that the
respective roles would not breach their limits as set out by
the PRA; and confirmed that their appointments would
not impact their abilities to devote sufficient time and
focus to both their Board and committee responsibilities.
The Board’s executive directors are permitted to hold
only one non-executive directorship. Of our executive
directors, Andy Halford, was until 31 December 2022,
the Senior Independent Director, Chair of the Audit
Committee and member of the Nomination Committee
at Marks and Spencer Group plc, listed on the FTSE 250
and Bill Winters is a non-executive director of Novartis
International AG, listed on SIX Swiss Exchange.
• her clear independence demonstrated in terms of her
participation at meetings with management and her
interactions with shareholders and proxy agencies
• her arm’s-length approach to dealing with executive
directors and continued challenge where appropriate
• none of Christine’s external directorship appointments
conflicted or potentially conflicted with those of the
Company
• the broader composition of the Board, including the fact
that no other director had a tenure in excess of nine years.
External directorships and other business
interests
Board members hold external directorships and other outside
business interests. We recognise the significant benefits
that broader boardroom exposure provides for our directors.
However, we closely monitor the nature and quantity of
external directorships our directors hold, in order to satisfy
ourselves that any additional appointments will not adversely
impact their time commitment to their role at Standard
Chartered, and to ensure that all of our Board members
remain compliant with the PRA directorship requirements, as
well as the shareholder advisory groups’ individual guidance
on ‘over-boarding’. These requirements impose a limit on
the number of directorships both executive and INEDs are
permitted to hold.
157
Standard Chartered – Annual Report 2022Directors’ report Stakeholder
engagement
Ensuring authentic engagement
across our markets
Investors
Clients
Suppliers
Regulators and
governments
Society
Employees
The Board recognises the importance of stakeholder
consideration and interaction. It forms a crucial part of Board
decisions and discussions, as well as the review of our purpose,
values and strategy.
As the impact of COVID-19 started to lessen across many
of our markets, overseas travel was gradually reintroduced
during the year. This was an opportunity for directors, either
collectively or individually, to engage in person with a wide
range of stakeholders, some for the first time since early 2020.
Some of our markets continued to face COVID-19-related
restrictions during 2022, particularly in the early stages.
Certain visits were either limited or replaced with virtual
engagements. Dialogue via interactive technology ensured
authentic engagement, but did at times prevent the meeting
engagement the Board would usually undertake if it were
in-person. Despite this, the Board is aware that a combination
of both virtual and in-person meetings is an effective way
of driving stakeholder engagement as it provides flexibility
and the opportunity to tailor interactions depending on
the participants.
Regardless of the format, Board activities led to a number of
invaluable opportunities to engage with stakeholders across
the Group’s diverse network, including those identified on the
following pages. Directors did not just engage collectively
with stakeholders, but also individually. Independent adviser
members to the Board, Board Risk Committee and Audit
Committee also engaged directly with them.
Informal and formal sessions with stakeholders across our
footprint help provide INEDs and independent adviser
members with a comprehensive understanding of the
Group’s market operations, implementation of strategy, and
the external and internal impact of the Group’s activities.
Further detail regarding the Board’s engagement with
our stakeholders can be found on the following pages.
Detail regarding how Board Committees and their
members engaged with stakeholders can be found in
the committee report sections starting from page 163.
Members of the Board, Management Team, directors from the Group’s banking subsidiaries and other colleagues during a
market visit to Dubai in November 2022
158
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Engagement with investors
Our approach
Aiming to deliver robust returns and long-term,
sustainable value for shareholders is of key importance
to the Board. We continuously reflect on how the Board
engages with our investors, openly seeking feedback and
reviewing previous activities. We believe this strengthens
engagements and helps support the Board’s focus on
developing open and trusted relationships with investors.
Although travel restrictions in some markets limited
in-person engagement at times, the Board was able to
physically meet with shareholders on a number of occasions.
Where directors could not meet with shareholders in
person, a virtual approach was taken. As with last year, this
provided the opportunity to participate in events where
extensive travel may have restricted investors in the past.
During the year, we maintained a comprehensive programme
of engagement, including investor advisory bodies and
credit rating agencies, and provided updates on progress
made to transform our business for improved returns.
The Group Chairman and other Board directors had
direct contact with investors and advisory voting bodies
during the year, and received regular updates from the
Investor Relations team, including reports on market and
investor sentiment. An external independent investor
perception study was commissioned, which was then
considered by the Board. The Group Chairman, as part
of his role, leads engagement with shareholders and
hosted the 2022 AGM alongside fellow Board members.
The Group Chairman and certain Board members also
held an investor stewardship event similar to last year.
Christine Hodgson, Chair of the Remuneration Committee
up until 31 December 2022, led the shareholder
consultation required following a significant minority
vote against the Company directors’ remuneration
policy and report resolutions at the 2022 AGM. Maria
Ramos took over from Christine Hodgson as Senior
Independent Director in September 2022. The Senior
Independent Director was available to shareholders
if they had concerns that could not be resolved or for
which the normal channels were inappropriate.
Bill Winters and Andy Halford are the primary spokespeople
for the Group. Throughout the year they engaged extensively
with existing shareholders and potential new investors during
individual or group meetings and conferences, either in person
or virtually. In addition, each member of the Management
Team responsible for a client segment or a geographic region,
as well as the Group Treasurer, engaged with investors
to promote greater awareness and understanding of
the strategy in their respective areas, as well as taking
the opportunity to receive investor feedback first hand.
Institutional shareholders
The Group maintains a diverse, high-quality and
predominantly institutional shareholder base. The Investor
Relations team has primary responsibility for managing
day-to-day communications with these shareholders
and provides support to the Group Chairman, Group
Chief Executive, Group Chief Financial Officer, other
Board members and senior management in conducting
a comprehensive engagement programme.
Presentation material and webcast transcripts
are made available on the Group’s website and can
be viewed at sc.com/investors
Investor stewardship event
The Group Chairman hosted a stewardship
event in November 2022 alongside the Senior
Independent Director and chairs of the Board
Risk, Audit, and Remuneration Committees. Given
the easing of travel restrictions in the UK, the
event was held as a hybrid meeting which offered
flexibility regarding how investors could engage.
The Group Chairman provided a strategic update
regarding Board and committee activities during
the year which was supplemented by opening
remarks from the Remuneration Committee Chair.
This was followed by a question and answer (Q&A)
session. Questions could be submitted in advance
of the event, asked live in person or via a web-
based platform for those who joined electronically.
Debt investors and credit rating agencies
Our Debt Investor Relations team has primary responsibility
for managing the Group’s relationships with debt investors
and the three major rating agencies, with local market chief
executives and chief financial officers leading on smaller
subsidiary ratings. In 2022, management met with debt
investors across Europe, North America and Asia, and
maintained a regular dialogue with the rating agencies.
It is important that the Group, as an active issuer of senior
unsecured and non-equity capital, maintains regular
contact with debt investors to ensure continued appetite
for the Group’s credit. The Group’s credit ratings are a key
part of the external perception of our financial strength
and creditworthiness.
Engagement with investors: what we did during 2022
February
2021 full year results
and roadshows
March
Conferences and
roadshows
April
2022 first quarter
results and
conferences
May
AGM and
conferences
June
Financial Markets
event and
conferences
July
2022 half year
results
August
Roadshows
September
Conferences and
roadshows
October
2022 third quarter
results
November
Stewardship event,
Consumer, Private &
Business Banking event
and conferences
December
Conferences
159
Standard Chartered – Annual Report 2022Directors’ report Engagement with investors continued
Further information can be
viewed at sc.com/investors
Retail shareholders
The Group Company Secretary oversees communication with our retail shareholders.
AGM
The meeting was held on 4 May 2022. We were pleased
that shareholders could attend in person for the first
time since 2019 given the easing of restrictions on public
gatherings. In addition, in light of the success of last year’s
digitally enabled meeting, we also offered shareholders
the opportunity to participate electronically via a live
web-portal. Within this portal, shareholders were able
to view a live video feed of the AGM, submit voting
instructions and questions in writing or ask them through
an audio line. Shareholders who attended the meeting in
person were able to submit voting instructions and ask
questions directly.
The AGM is a key date in the Board’s calendar and the
hybrid format ensured that shareholders could engage
with them regarding the Company’s recent performance
and strategic priorities. Questions received from
shareholders covered a diverse range of topics, including
climate and the Group’s net zero pathway; diversity; the
Group’s strategy; shareholder engagement; share price
and regulatory developments.
All Board-proposed resolutions were passed, with
shareholder support for each ranging from 68.81 per cent
to 100 per cent. We proposed our net zero pathway as
a shareholder advisory resolution at the AGM. Market
Forces and Friends Provident Foundation filed a resolution
outlining a different approach. The Board appreciate the
involvement of both of these organisations and share
their commitment to the transition to net zero, however
the Board supported the Group’s strategic approach to
achieve this and recommended that shareholders support
our advisory resolution and oppose the requisitioned
resolution. In line with the Board’s recommendation
the advisory resolution was endorsed with 83 per cent
of shareholder support at the 2022 AGM, and the
requisitioned resolution did not pass. We remain very
grateful for the support of our shareholders.
Detail regarding the directors’ remuneration report and
directors remuneration policy resolutions can be found in
the Directors’ Remuneration Report starting on page 184.
Voting results from the 2022 AGM can be viewed at
sc.com/investors
A summary of responses to questions on key themes raised
by shareholders was made available on our website after the
meeting and can be found at sc.com/agm
Engagement with
clients and suppliers
Engagement with
regulators and governments
Clients are central to everything we do and promoting
productive, sustainable relationships with them is a
key priority. Prior to the COVID-19 pandemic, customer
engagement was built into Board and director visits across
our footprint and given the alleviation of travel restrictions
in certain markets, this method of interaction was
gradually reintroduced during the year. Board members,
either collectively or individually, met clients face-to-face
or virtually to keep abreast of developing client trends,
experiences and needs. This also formed and will continue
to form a part of the director induction programme. In
addition, updates on clients’ insights form part of deep
dives into product segment strategy at Board meetings.
Suppliers provide efficient and sustainable goods and
services for our business and certain members of the
Board also met with them during the year. Detail on how
the Group more generally engaged with clients and
suppliers can be found on pages 55, 56, 58 and 59 of
the Strategic report.
The Board, either collectively or individually, engages with
relevant authorities both in the UK and across our footprint on
a regular basis. During 2022, this took place via a number of
virtual and physical forums. Topics varied, including recovery
from the pandemic, geopolitical developments, resolution
planning, digitisation and innovation, climate-related matters
and cyber security. Certain regulators attended Board
meetings during the year, which provided the opportunity to
discuss key items and developments. Further detail on how
the Group engaged with regulators and governments more
generally can be found on page 57 of the Strategic report.
Engagement with society
The Board receives regular updates from management
concerning the communities and environment in which
we operate.
Either collectively or individually, directors were able to visit
some of the Group’s markets this year given the easing
of travel restrictions in certain markets. This provided a
productive opportunity to meet stakeholders in civil society.
In addition, external and internal speakers provided input to
the Board’s discussions, which covered key societal issues such
as climate change, the evolving geopolitical landscape, and
the continued impact of the pandemic in some of our markets.
Further detail on how the Group engaged with society more
generally can be found on page 59.
160
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Engagement and linkages with the Group’s subsidiaries
The Board and its committees recognise the importance of creating, maintaining and building upon appropriate linkages
with the Group’s subsidiaries. Similar to 2021, the Board’s ability to physically meet with people from across the Group’s
footprint remained limited. Despite this, the Group Chairman and INEDs engaged with the Group’s subsidiaries through a
number of forums. This included video-enabled chair and committee chair engagement sessions, as well as other forms
of interaction.
Global subsidiary governance conference
During the Board’s visit to Dubai in November, we held
our third global subsidiary governance conference.
This two-day event was attended by members of the
Board, Management Team and directors from the Group’s
banking subsidiaries. The conference presented the
opportunity for the Board to strengthen and reconnect its
linkages with the Group’s subsidiary chairs, hear their views
on the progress of the Group’s strategy and discuss what
improvements could be made in their markets, as well
as a range of other topics. It also enabled the Board and
Management Team to gain a better appreciation of some
of the challenges and opportunities the Group faces across
its subsidiary markets. Items discussed across the two
days included:
The Group Chairman also hosted two subsidiary chair
engagement sessions during 2022, both held virtually. Each
event opened with specific topics introduced by the Group
Chairman, followed by a Q&A session. José Viñals was
encouraged by the high level of interaction and sharing of
best practices by our subsidiary chairs. Items discussed across
the sessions included:
• Group performance, strategy and investor reaction
• 2022 Board priorities
• UK Corporate Governance update
• New ways of working for certain markets post COVID-19
• Areas of focus for the Group’s boards, including board
transformation and overseeing culture
• Sustainability.
Committee chair engagement
The Audit Committee held its annual videoconference during
the year, followed by a Q&A session. This was hosted by
the Audit Committee Chair and attended by the chairs of
subsidiary audit committees. The Group Financial Controller;
Group Head, Internal Audit; Regional Head, Audit, Europe
and the Americas and Africa and the Middle East; Group
Head, Conduct, Financial Crime and Compliance; members
of the Group’s statutory auditor, EY, including the lead audit
partner; the Group Company Secretary and the Committee
Secretary also participated in the call. Items discussed during
the call included:
• 2022 Audit Committee focus areas
• Group Finance update, which featured financial results,
IFRS 9 models, overlays and a status report on the Group’s
Aspire Programme
• Group strategy, financial performance and
governance structure
• The transformation taking place in the UAE from a
policy perspective
• Regional CEOs strategy session
• Building resilient business models and ecosystems for
the new economy
• Strategic oversight of sustainability
• Talent opportunity and changing workforce
expectations
• Overview of the Dubai International Financial Centre
(DIFC) Fintech hive.
Items discussed during the call included:
• 2022 Board Risk Committee focus areas
• Group Chief Risk Officer’s 2022 priorities
• Update on Model Risk
• Management scenarios undertaken during the year,
including stagflation.
The Remuneration Committee Chair also held a
videoconference attended by the subsidiary remuneration
committee chairs and the chairs of subsidiary boards that
have remuneration responsibilities. The Group Chairman;
members of the Remuneration Committee; Group Head,
Human Resources; Global Head, Performance, Reward
and Benefits; Head, Executive Compensation and Reward
Governance; the regional, functional and business heads of
Pensions, Rewards and Benefits; and the Group Company
Secretary also participated in the call. The calls foster
knowledge sharing and best practice between the
Company Remuneration Committee and the subsidiary
remuneration committees and raise awareness as
remuneration committees are increasingly expected to
have oversight over the approach to remuneration for the
wider workforce. The topics that were discussed included:
• 2022 Remuneration Committee focus areas
• Framework for subsidiary interaction
• 2022 total variable compensation and ensuring strong
differentiation
• 2023 compensation in light of inflation and cost of
living pressures.
Other activities which took place during 2022 to further
strengthen the linkages across the Group included:
• Conduct, financial crime and compliance update
• the Group Chairman attended a Standard Chartered Bank
• Group Internal Audit reporting to subsidiary audit committees
(Hong Kong) Limited (SCBHK) board meeting
• Group statutory audit update from EY.
The Board Risk Committee Chair hosted its annual
videoconference with chairs of the subsidiary board
risk committees, followed by a Q&A session. The Group
Chairman; Group Chief Risk Officer; Global Head of
Enterprise Risk Management and Deputy Chief Risk Officer
Standard Chartered Bank; the Group Company Secretary
and Committee Secretary also participated in the call.
• the Chair of the Group Audit Committee attended a
SCBHK audit committee meeting and the audit committee
chair of Standard Chartered Bank (Singapore) Limited
attended one Group Audit Committee Meeting
• the Chair of the Board Risk Committee attended a SCBHK
board risk committee meeting.
Further detail regarding how the Group engages with its
stakeholders can be found on pages 54 to 124
161
Standard Chartered – Annual Report 2022Directors’ report Engagement with employees
The Board places great importance on workforce
engagement and values its interactions at all levels of the
Group. Two-way dialogue through a variety of forums
helps build the Board’s understanding of key issues and
developments around its markets, as well as providing an
insight into the hands-on experiences of colleagues.
The role of the Board is distinct from management, and
the directors are aware of the importance of overseeing,
supporting and, where necessary, challenging management
in implementing its people strategy. In light of this, the Board
tasked the Culture and Sustainability Committee to oversee
a review of the existing framework with management,
considering certain adjustments aimed to enhance the
Board workforce engagement.
The Board continued to adopt an alternative approach
to the workforce engagement methods set out in the UK
Corporate Governance Code. The primary reason for taking
a different approach was that, as a global organisation with
more than 83,000 employees across 59 diverse markets, it is
vital that any Board engagement should gather unfiltered
feedback which is representative of the whole workforce in
order to be truly effective.
Given the easing of travel restrictions the Board was able
to meet colleagues across parts of our footprint, both
collectively and individually. The diagram below illustrates
which markets were visited. During the year, directors
appreciated being able to meet face-to-face with a
number of employees, whether through formal meetings
or informal discussions. The opportunity to resume meeting
the workforce in person is something directors found highly
beneficial and will continue to form part of the approach
for 2023.
Through our comprehensive employee listening
programme, the Board has an opportunity to understand
diverse employee perspectives. This is comprised of
an annual engagement survey, a continuous listening
programme, lifecycle surveys and diagnostic research on
specific areas of focus, such as flexible working, wellbeing
and performance management. The Board can also access
data on employee issues through our Speak Up channel.
Further detail regarding employee engagement this year can
be found within the Culture and Sustainability Committee
report starting on page 176
Director travel: an opportunity to engage with the workforce and other stakeholders
Directors, either together
or individually, visited a range of
markets.
Europe and the Americas
1. France
2. Germany
3. UK
4. US
Africa and Middle East
5. Kenya
6. Qatar
7. Saudi Arabia
8. UAE
Asia
9. Bangladesh
10. Hong Kong
11. India
12. Indonesia
13. Korea
14. Malaysia
15. Singapore
16. Vietnam
162
4
3
2
1
7
6
8
9
11
5
13
10
16
14
15
12
Dubai, UAE
On 10 November, the Board hosted an
informal lunch with the UAE talent. They
invited a number of top talents who came
from various business segments, support
functions and backgrounds, representing
the diversity of the UAE franchise. José
Viñals and Maria Ramos also hosted a
townhall for all employees, alongside
members of the Management Team.
Singapore
The Board travelled to Singapore in
March 2022. Although pandemic-related
restrictions on social gatherings remained
in place, which limited the amount of
engagement permitted, the Board took
advantage of meeting with a wide
range of stakeholders where possible,
including informal discussions with
senior leaders and other colleagues.
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Audit Committee
“As you would expect,
the challenging external
environment and lingering
impacts of COVID-19
have been significant
focus areas for the
Committee this year.”
Committee composition
Scheduled meetings
Phil Rivett (Chair)
David Conner
Byron Grote1
Christine Hodgson, CBE
Shirish Apte2
Jackie Hunt3
Maria Ramos
Carlson Tong
8/8
8/8
7/7
8/8
5/5
2/2
8/8
8/8
1 Byron stepped down from the Committee on 30 November 2022
2 Shirish joined the Committee on 4 May 2022
3 Jackie joined the Committee on 1 October 2022
Who else attended 2022 Committee meetings?
The Group Chairman; Group Chief Executive; Group Chief
Financial Officer; Group Chief Risk Officer; Group General
Counsel; Group Head, Internal Audit; Group Head of Conduct,
Financial Crime & Compliance; Group Head, Central Finance;
representatives from Group Finance; Group Statutory Auditor;
and Group Company Secretary. Sir Iain Lobban and Paul Khoo,
independent advisers to the Board, attend discussions on
Financial Crime Compliance (FCC)-related matters. As part of
his induction plan in 2022, Shirish Apte attended one Committee
meeting as an observer prior to joining.
As part of, and in addition to most scheduled Committee
meetings, the Committee held private members-only meetings.
The Committee also met with the Group’s Statutory Auditor, Ernst
& Young LLP (EY) and the Group Head, Internal Audit, without
management being present. The Committee members have
detailed and relevant experience and bring an independent
mindset to their role.
The Board is satisfied that Phil Rivett has recent and relevant
financial experience. Phil is a chartered accountant with over
forty years’ experience of professional accountancy and audit
focused on banks and insurance companies. He led the audits
of a number of leading banks during his career as senior audit
partner of PricewaterhouseCoopers (PwC). He is also Chair of the
Audit Committee for Nationwide Building Society.
Biographical details of the committee members can be
viewed on pages 138 to 142
What are the main responsibilities of the Committee?
The Committee is responsible for oversight and advice to
the Board on matters relating to financial reporting. The
Committee’s role is to review, on behalf of the Board, the Group’s
internal controls, including internal financial controls. The
Committee has exercised oversight of the work undertaken by
Conduct, Financial Crime & Compliance (CFCC), Group Internal
Audit (GIA) and EY. The Committee Chair reports to the Board on
the Committee’s key areas of focus following each meeting.
The Committee has written Terms of Reference that can be
viewed at sc.com/termsofreference
I am pleased to present the Audit Committee report for the year
ended 31 December 2022. The report sets out the areas of significant
focus for the Committee and its activities over the course of the year.
I have enjoyed working with Committee members, management,
EY, regulators and colleagues, in what has been a strong year of
performance for the Group.
There have been some changes to the Committee’s composition in
2022. We welcomed Shirish Apte and Jackie Hunt as Committee
members in May and October respectively. Dr Byron Grote stepped
down as a Committee member in November, and I would like to
convey the Committee’s gratitude to Byron for his significant
contributions over the years. Paul Day, Group Head, Internal Audit,
joined the Committee as a permanent invitee, replacing the previous
incumbent.
As you would expect, the challenging external environment and
lingering impacts of COVID-19 have been significant focus areas for
the Committee this year. The Committee has carefully scrutinised
and challenged credit impairment provisions, including the continued
appropriateness or release of COVID-19-related overlays, key
accounting issues and significant accounting estimates and
judgements made by management, to ensure that they are sufficient,
appropriate and clearly communicated in the Group’s public
disclosures. The Group’s investment in China Bohai Bank (Bohai) has
continued to be an area warranting ongoing attention, including the
assumptions and judgements made around the Group’s significant
influence over Bohai; and further impairment of the investment to
reflect the challenges and uncertainty in the outlook for the banking
industry and property markets in China. China Commercial Real
Estate (CRE) has been reviewed, discussed and challenged
throughout the year, in light of the Chinese economy and the
continued impacts of COVID-19. Sovereign downgrades have also
been reviewed and discussed, including Sri Lanka, Pakistan and
Ghana. Given the complex external landscape, this level of scrutiny
will continue in 2023.
The Committee has continued to place oversight on the Group’s
Conduct Programme and the Group’s Speak Up Programme.
We observed regulatory developments in the use of private
communication channels and the actions under way by management
to protect the Group against the associated risks. The Committee
invested time and attention in scrutinising Standard Chartered
Bank’s implementation plans for Financial Conduct Authority (FCA)
Consumer Duty, which comes into effect on 31 July 2023. In 2022,
I was appointed as the FCA Consumer Duty Board Champion.
As part of this role, I meet regularly with the Accountable Executive
and receive monthly updates on the progress of the implementation
plans, whereby I then update the Group Chairman and Group Chief
Executive, as required.
Given the retirement of the Board Financial Crime Risk Committee
on 1 April 2022, the Group Money Laundering Reporting Officer’s
annual report was transferred to the Audit Committee for review and
discussion, which took place in December 2022. We had the benefit of
Sir Iain Lobban and Paul Khoo, our Board independent advisers, join
this discussion to provide independent and specialist perspective. In
conjunction with the Board Risk Committee, we continue to ensure
that FC Risk is sufficiently covered in Board committee discussions.
The Committee continues to receive regular updates from
management and EY on the steps being taken by the Group to
improve Information Technology (IT) access controls and remediate
weaknesses identified in prior year statutory audits. The Committee
has kept a close watch on the work under way to improve controls
and protect the Group’s security systems.
The Committee has exercised its authority delegated by the Board for
ensuring the integrity of the Group’s published financial information
by discussing and challenging the judgements and disclosures made
by management, and the assumptions and estimates on which they
are based. The Committee has exercised judgement in deciding
which of the issues it considered to be significant in the financial
statements, including Climate, and this report sets out the material
matters that it has considered in these deliberations.
As a result of the Committee’s work in 2022, assurance has been
provided to the Board on the quality and appropriateness of the
Group’s financial reporting, and on internal audit, compliance and
regulatory matters, to continue to safeguard the interests of the
Group’s broader stakeholders. The following pages provide insight
and context into the Committee’s work and activities during the year.
Phil Rivett
Chair of the Audit Committee
163
Standard Chartered – Annual Report 2022Directors’ report Activities during the year
Financial
reporting
• Satisfied itself that the Group’s accounting policies and practices are appropriate.
• Reviewed the clarity and completeness of the disclosures made within the published financial
statements, in particular, that they are fair, balanced and understandable.
• Monitored the integrity of the Group’s published financial statements and formal announcements
relating to the Group’s financial performance, reviewing the significant financial judgements, estimates
and accounting issues.
• Considered any changes in disclosures arising from best practice in applying the UK Finance Code for
Financial Reporting Disclosure, recommendations from the Taskforce on Disclosures on Expected Credit
Losses (ECL), high-quality practices with regard to implementation of ECL suggested by the Prudential
Regulation Authority (PRA) and Financial Reporting Council (FRC) publications on aspects of UK
reporting and disclosure requirements from the Financial Stability Board’s Task Force on Climate-Related
Financial Disclosures (TCFD).
Significant accounting judgements considered during 2022 are shown below.
The Committee can confirm that the key judgements and significant issues reported are consistent with the
disclosures of key estimation uncertainties and critical judgements as set out in Note 1 starting on page 348.
Key area
Action taken
Reviewed and challenged, on a quarterly basis, reports detailing the
composition and credit quality of the loan book, concentrations of risk and
provisioning levels.
Reviewed, considered and challenged judgemental Post Model Adjustments
(PMAs) and management overlays in both the wholesale and retail portfolios
on a quarterly basis that were required to estimate ECL. Careful consideration,
review and challenge were placed on the China CRE overlay. In the case of
PMAs, some models’ performance breached monitoring standards or validation
standards necessitating adjustments. In the case of management overlays
mainly to deal with the impact of COVID-19, the COVID-19 overlay for Corporate,
Commercial and Institutional Banking (CCIB) has been fully released and for
Consumer, Private and Business Banking (CPBB) has been significantly reduced,
as the outlook has improved during 2022.
As well as the expectation of elevated losses in industries and locations, paid
particular attention to the China CRE sector and certain sovereigns, including
Sri Lanka, Pakistan and Ghana, which have deteriorated during 2022. In respect
of high-risk credit grade exposures, the Committee was also briefed on
business plans, including remedial actions and management assessment
of the recoveries and collateral available. The Committee challenged the
completeness of these overlays and reviewed and considered when such
management overlays would be released.
Reviewed the appropriateness of management’s economic forecasts
and the adjustments to provisions to incorporate the effect of multiple
economic scenarios.
The Committee was briefed on the redevelopment of the Group’s Monte Carlo
model in Q4 2022 to incorporate a wider range of scenario outcomes than the
previous model with the effect of increasing non-linearity in the model output.
The Committee reviewed and challenged the judgement to release the
previously held PMA for the CCIB portfolios and retain the PMA for CPBB as
a result of the output of these model changes.
The Committee reviewed the Group’s high-level quantitative assessment of the
impact of Climate Risk on the Group’s ECL and considered the materiality of the
impact and the judgement to disclose a potential range of impact rather than
adjust the ECL given the limited impact.
The Committee was briefed on the performance of the International Financial
Reporting Standard (IFRS) 9 models and the remediation plans in place to
address material non-performance issues, where these had been identified.
The Committee considered the appropriateness of the staging of higher-
risk loans.
Reviewed management’s annual assessment of goodwill impairment, covering
key assumptions (including forecasts, discount rate and significant changes
from the previous year), headroom availability and sensitivities to possible
changes in key assumptions and related disclosures.
Impairment of
loans and
advances
Goodwill
impairment
164
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Activities during the year continued
Carrying value
of investments
in associates
Recoverability of
parent company’s
investment in
subsidiaries
IT – user access
management
Valuation of
financial
instruments held
at fair value
Other areas of focus:
Impairment of
aircraft
Classification of
assets as held
for sale
Restructuring
costs
Taxation
Provisions for
legal and
regulatory
matters
Reviewed and challenged management’s carrying value assessments on the
Group’s investment in Bohai, considering carefully key assumptions and their
potential sensitivity to changes. Given Bohai is a public company, with limited
forecasted profit information, the Group is required to prepare its own forecasts,
making prudent estimates of future profitability. The Committee considered
the basis of the preparation of the Value-in-Use (VIU) assessment, and the
challenges and uncertainty in the outlook for the banking industry and property
markets in China that may impact credit losses in the VIU assessment and
reviewed the related disclosures for Bohai.
The Committee also reviewed and challenged management’s assessment that
the Group maintained significant influence and satisfied itself that it remained
appropriate to continue to equity account for the investment.
Discussed and received confirmation from management that it had adequately
assessed the recoverability of investments in subsidiaries, together with any
intercompany indebtedness.
Received an update from management and EY on new and pre-existing IT
observations identified by EY and GIA, relating to user access management,
including privileged access, user access reviews and other user access controls.
The Committee sought and received assurance this matter is receiving senior
management attention, and also discussed EY’s audit response.
Received reports and updates at each reporting period detailing the key
processes undertaken to produce and validate valuations of financial
instruments, including any changes in methodology from prior years and
significant valuation judgements. The Committee received regular updates on
the level of unsold positions in the syndications portfolio and the valuation of
these positions and plans for sell down. The Committee also reviewed credit
valuation adjustments, debit valuation adjustments, funding valuation
adjustments and own credit adjustments and considered the explanation
and rationale for any significant movements.
Reviewed and challenged, on a quarterly basis, management’s assessments of
impairment losses on aircraft operating lease assets, including the assumptions
used to determine asset VIU and market valuations.
The Committee reviewed detailed sensitivity analysis on the factors that would
impact the VIU assessments including residual values, remarketing periods after
lease terminations, reductions in market rental rates and discount rates while
assessing the impairment calculations for the aircraft.
Reviewed management’s assessment of whether certain assets or disposal
groups should be reclassified as held for sale. This included reviewing the facts
and circumstances for the proposed sale of the business exits in the AME region,
the proposed sale of the aircraft leasing business, shipping assets and remaining
Principal Finance investments.
Reviewed and considered, on a quarterly basis, income statement charges and
credits classified as restructuring.
Reviewed and considered management’s judgements and assumptions with
respect to tax exposure risks, including uncertain tax positions, and ensured
adequate disclosure in the financial statements has been made. This included
understanding the Group’s effective tax rate, the quantum and basis of
recognition of deferred tax assets, and the UK bank levy charge for the year.
Considered advice presented on the current status of significant legal and
regulatory matters, and considered management’s judgements on the level of
provisions and the adequacy of disclosure, as set out in Note 26 on page 420.
165
Standard Chartered – Annual Report 2022Directors’ report Activities during the year continued
Going concern
assessment and
viability statement
• Reviewed management’s process, assessment and conclusions with respect to the Group’s going concern
assessment and viability statement, including the forward-looking Corporate Plan cashflows, the results
of stress tests that explore the resilience of the Group to shocks to its balance sheet and business model,
principal and emerging risks, liquidity and capital positions and key assumptions. The Committee also
ensured that the going concern assessment and viability statement is consistent with the Group’s
Strategic report and other risk disclosures.
Further details can be found on pages 219, 231 and 350
Fair, balanced and
understandable
Examples of
deeper discussions
into specific topics
166
• The Committee considered, satisfied itself and recommended to the Board, that the processes
and procedures in place ensure that the Annual Report, taken as a whole, is fair, balanced and
understandable, and provides the information necessary for shareholders to assess the Group’s
position and performance, business model and strategy, and the business risks it faces. The statement
is underpinned by the Committee’s, and the Board’s, belief that all important elements have been
disclosed; and that the descriptions of the Group’s business as set out in the Strategic report are
consistent with those used for financial reporting in the Group’s financial statements.
• EY regional partner overviews: Received country/regional overviews from EY’s local regional partners
from China, Hong Kong, Korea and Taiwan. These overviews provided insight into the challenges faced in
the Group’s markets from a statutory audit perspective; and provided the Committee with the local audit
partner’s views on internal controls, as well as perspectives on how the Group compares against local
peers. The overviews also provided insight into local regulatory developments, engagement with local
regulators and areas of focus for 2022. This year, a technical discussion on IFRS 9 ECL – Credit Update was
also held, with EY’s Specialist Partners providing perspective and peer comparison. These EY regional
partner overviews and technical topics will continue in 2023 and beyond.
• UK audit and corporate governance reforms implementation approach: Received and discussed
papers setting out the key components of the proposed UK audit and corporate governance reforms,
the work completed by the Group and the work to be undertaken to strengthen the control environment
within Finance in advance of the final rules being published. Discussion focused on the importance of
end-to-end controls gap analysis, including clear hand-offs and hand-ins and the changes that will
need to be managed as a result of a strengthened control environment. The proposed approach for
an Audit and Assurance Policy was also discussed, with the Committee providing feedback on this.
• Financial regulatory reporting: Received and discussed updates on the Group’s Financial Regulatory
Reporting Remediation Programme. Discussion focused on the challenges involved with resourcing,
given the specialist skills required and financial/liquidity reporting in the Group’s network.
• Aspire programme: Discussed an update on the Group’s Aspire programme (a programme launched
in 2018 to deliver a modern technology systems and data landscape for financial management and
reporting). Discussion focused on resources, timelines and the impacts of migration to the cloud.
• Internal financial controls: Received and discussed a paper setting out the approach taken to safeguard
the production of the Group’s financial books and records.
• IFRS 9 models: Received and discussed updates on the Group’s use of IFRS 9 ECL models.
• Finance resourcing: Reviewed and discussed a paper providing assurance that the Accounting and
Financial Reporting function is adequately and appropriately resourced; the qualifications, experience
and training of colleagues is appropriate; and the budget allocated is sufficient to maintain external
reporting obligations, including climate disclosures.
• Tax update: Received and discussed a paper setting out an update on international tax reform and a
review of tax exposures and deferred tax assets. EY’s Tax Partner was invited to join this discussion to
add perspective.
• Information technology access controls: Received and discussed reports on the work under way to
improve the Group’s IT access controls in light of weaknesses identified during prior years’ audits.
The Committee discussed how management is working to remediate the observations raised by EY and
sought assurance that this matter is receiving senior management attention. We had the benefit of EY’s
Technology Risk Partner join these discussions, to provide independent perspective and peer comparison.
This will continue to be an area of focus for 2023.
• Data management: Received and discussed papers on the Group’s Data Management Framework,
following on from discussions held in 2021. The H1 2022 discussion focused on the reporting on of
timelines, with feedback provided as to how this would be more useful for the Committee to track
progress. The H2 2022 discussion focused on what had gone well and less well throughout the year, and
challenges involved with cross-border data transfer in the Group’s footprint and managing competing
national requirements. Further feedback was provided on the reporting of timelines which will return to
the Committee in 2023.
• Conduct: Received and discussed an annual report on the Group Conduct Programme.
• Use of Private Communication Channels: Several discussions were held on the risks faced by the Group
from inappropriate use of private communication channels such as WhatsApp and WeChat, the actions
being taken, the reliance on colleagues’ personal judgement and the increased regulatory scrutiny on
this. Data sovereignty changes, for example, in China, were discussed. The Committee counselled on the
need to undertake a prioritised approach, to ensure that training and Group-wide communications are
clear and the importance of managing the expectations of clients.
• FCA Consumer Duty: Reviewed, discussed and scrutinised Standard Chartered Bank’s implementation
plans. Particular focus was placed on vulnerable customers and how this legislation might impact the
Group’s wider footprint. Phil Rivett was appointed as the FCA Consumer Duty Board Champion.
• Major disputes, significant regulatory and government investigations: Received and discussed two
updates on major disputes and significant regulatory government investigations facing the Group.
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Activities during the year continued
Group Statutory
Auditor, EY
Provided oversight of the work undertaken by EY as the Group’s Statutory Auditor. In particular, the
Committee:
• reviewed and discussed the risks identified by EY’s audit planning, seeking and receiving assurance that
these risks have been addressed properly in the audit strategy
• satisfied itself that EY has allocated sufficient and suitably experienced resources to address these risks
and reviewed the findings from the audit work undertaken
• sought and received assurance that no undue pressure has been asserted on the level of audit fees,
to ensure that there is no risk to audit work being conducted effectively and independently
• conducted an annual performance and effectiveness review of EY. Input was received from Committee
members, chairs of subsidiary audit committees, the Group Management Team, regional/country
chief financial officers, members of the Group Finance Leadership Team and the GIA senior leadership.
The results of this input were discussed by the Committee. Overall, it was felt that EY is considered to
be effective, objective and independent in its role as the Group’s Statutory Auditor. The Committee
agreed to propose to the Board that the re-appointment of EY as the Group’s Statutory Auditor for
a further year be recommended to shareholders at the 2023 Annual General Meeting (AGM). This
recommendation was made without any influence from a third party and free from any contractual
obligation to do so, including for the avoidance of doubt, any contractual term described in Article 16(6)
of the Audit Regulation
• reviewed and discussed EY’s audit planning report and any updates, audit results reports and interim
review reports
• received and discussed a paper setting out EY’s control themes and observations from the 31 December
2022 year-end audit, as well as an update on these matters later in the year
• reviewed and discussed EY’s 2022 approach to the private Written Auditor Report to the PRA for the year
ended 31 December 2022.
The Committee met privately with EY at the end of certain Committee meetings, without management
being present.
Phil Rivett met regularly with the EY partners leading the Group’s audit during the course of the year.
The Company complies with the Statutory Audit services for Large Companies Market Investigation
(Mandatory Use of Competitive Tender Process and Audit Committee responsibilities) Order 2014.
EY has been the Group’s Statutory Auditor for three years. In accordance with the Audit Practices Board’s
requirements, the lead audit engagement partner has held the role for three years. The lead engagement
partner, David Canning-Jones, has a background of auditing banks and understands the markets in which
the Group operates.
Following the 2017 audit tender, EY was appointed as the Group’s Statutory Auditor for the financial year
ended 31 December 2020. EY has been re-appointed as the Group’s Statutory Auditor for the financial year
ended 31 December 2022 at the 2022 AGM.
Non-audit services • Responsible for setting, reviewing and monitoring the appropriateness of the provision of non-audit
services, applying the Group’s policy on the award of non-audit services to EY, while taking into account
the relevant ethical guidance.
Internal
controls
•
In 2022, the Group spent $4.7 million on non-audit services provided by EY and $5.5 million on audit-
related services such as quarterly and half year reviews and regulatory reporting.
Further details on non-audit services provided by EY can be found in Note 38 on page 448 and the Group’s approach to
non-audit services on page 229
• Discussed reports from GIA that provide GIA’s view on the system of internal controls across all risk types,
business and country functions, including summary highlights of the most significant matters identified
by GIA and areas of thematic interest that have arisen as part of the audits and warrant the Committee’s
attention. On a periodic basis, GIA reports on any overdue remediation of findings. The Board Risk
Committee and the Culture and Sustainability Committee discussed separate reports from the Group
Head, Internal Audit on GIA’s appraisal of controls across key risks, subject to each Committee’s oversight.
Further details on internal controls can be found on pages 222 and 223
167
Standard Chartered – Annual Report 2022Directors’ report Activities during the year continued
Group Internal
Audit
Provides independent assurance on the effectiveness of controls that support first line’s risk management
of business activities, and the processes maintained by the second line. GIA adopts a risk-based audit
approach that focuses on the key risks that impact its clients, businesses and regulators. This supports
the long-term objectives of the Group and its stakeholders and increases GIA’s productivity by creating
an integrated and collaborative Audit Plan that is aligned to both the Group’s strategic objectives and
individual country requirements (including regulatory obligations), and that is effective and efficient in
delivering an opinion on the Group’s key risks and controls. Changes to the Audit Plan were approved by
the Audit Committee on a quarterly basis.
In 2022, for the most significant matters identified by GIA, management was invited to attend Committee
meetings to provide updates on the steps being taken to enhance the control environment and address
internal audit findings.
The Committee:
• assessed the role and effectiveness of the GIA function, and reviewed and monitored GIA’s progress
against the 2022 Audit Plan and the review and monitoring of post-audit themes, trends and significant
issues. Significant changes to the Audit Plan were also discussed by the Committee
• reviewed and approved GIA’s 2023 Audit Plan, resourcing and budget, and is satisfied that these
are appropriate
• reviewed and approved the refreshed GIA Charter
• received and discussed reports from the Global Head, Audit Quality Assurance (QA) on the QA function’s
view of the control environment in GIA
• scrutinised any long overdue GIA issues and requested management to develop risk reduction plans for
items with long closure periods to be monitored by GIA
• reviewed and approved GIA’s functional strategy, including GIA’s mission, vision and priorities.
The Committee is satisfied with the independence and objectivity of the GIA function.
Over the course of the year, Phil Rivett met regularly with the Group Head, Internal Audit and the GIA
Management Team. The Group Head of Internal Audit also met privately with the Committee.
Regular compliance reporting to the Committee sets out the work carried out by the CFCC function,
significant compliance and regulatory risks and issues facing the Group, and key actions being taken to
address and mitigate these matters.
In 2022, the Committee was updated on and discussed:
• regulators’ supervisory focus areas, regulatory updates and forward-looking themes, the status of the
Group’s core college regulatory relationships and enforcement matters
• topical compliance issues, for example, the Committee was updated on transaction reporting,
recognising progress made to date and issues faced by the Group
• the importance of continuing to strengthen the Group’s risk culture
• the function’s operating model, including an overview of the CFCC budget and organisational changes
to simplify the function.
The Committee reviewed a paper on compliance resourcing and confirmation was received from
management that the function is adequately resourced and that a close watch was being kept on this,
given the buoyant external hiring market in some of the Group’s territories.
The Committee also reviewed the 2023 Compliance strategy, budget and priorities.
Phil Rivett met regularly throughout the year with the Group Head, CFCC.
Speaking Up is the Group’s confidential and anonymous whistleblowing programme (the Programme).
The Programme has been designed to comply with the Group’s UK lead regulators, the PRA and the FCA
Whistleblowing Rules. Our whistleblowing channels are available to anyone – colleagues, contractors,
suppliers and members of the public – to raise concerns confidentially and anonymously.
The Committee reviewed and discussed an annual report on the operation and effectiveness of the
Programme which was subsequently tabled to the Board. The report provided the Committee with
assurance of the Group’s ongoing compliance with the Whistleblowing Rules. Focus was placed on the
level of colleague confidence in the Programme, key areas of enhancement and the focus areas for 2023.
In 2022, the Committee Chair received updates on Speak Up issues and incidents as necessary.
Further details on Speaking Up can be found on page 120
Conduct, Financial
Crime &
Compliance
Speaking Up
168
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Activities during the year continued
Interaction
with regulators
Linkages with
subsidiary audit
committees
Phil Rivett attended a trilateral meeting with EY and the PRA and also met with the PRA in his capacity as
Audit Committee Chair.
There are strong linkages and interactions in place between the Committee, regional hub audit committees
and banking subsidiary audit committees. In 2022, Phil Rivett attended a Standard Chartered Bank (Hong
Kong) Limited (SCB Hong Kong) audit committee meeting. The audit committee chair of SCB Singapore
attended one Standard Chartered PLC Audit Committee meeting. This practice will continue in 2023 to
reinforce these important linkages.
Phil Rivett hosted an annual video-conference with the chairs of subsidiary audit committees and INEDs in
March 2022.
Details of the call can be found on page 161
Committee effectiveness review
During 2022, an external Board and Board Committee effectiveness review was facilitated by Independent Board Evaluation.
Key observations from the 2022 external
effectiveness review
The feedback on the Committee’s functioning and
effectiveness was positive and it specifically highlighted:
• In terms of composition, it was felt that there is a good
level of financial and accounting knowledge among
Committee members
• The contributions from EY and Finance were well rated
• Non-Committee members feel well informed of the key
issues and areas of discussion.
2023 Action Plan
The 2023 Action Plan for the Committee reflects
suggestions from the evaluation and continues to
build on the solid progress made last year:
• Consider spending more time on internal controls
and on the interface with the Board Risk Committee
• Consider how some long-standing high-risk
control issues could be remediated more quickly
by management to reduce the level of risk.
169
Standard Chartered – Annual Report 2022Directors’ report Board Risk Committee
“The Committee has
carefully considered the
challenges posed by
inflation, commodity
prices, interest rates,
FX and the lingering
effects of COVID-19”
Committee composition
Scheduled meetings
Maria Ramos (Chair)
David Conner
Gay Huey Evans, CBE
Naguib Kheraj1
Phil Rivett
David Tang2
Carlson Tong
Shirish Apte3
Robin Lawther, CBE4
Ad hoc
2/2
2/2
2/2
1/1
2/2
1/2
2/2
1/1
N/A
6/6
6/6
6/6
2/2
6/6
6/6
6/6
3/3
3/3
1 Naguib stepped down from the Committee on 30 April 2022
2 David was unable to attend one ad hoc meeting due to a prior
business commitment
3 Shirish joined the Committee on 4 May 2022
4 Robin joined the Committee on 1 July 2022
Who else attended Committee meetings in 2022?
The Group Chairman; Group Chief Executive; Group Chief
Financial Officer; Group Chief Risk Officer (GCRO); Group
General Counsel; Group Treasurer; Group Head, Conduct,
Financial Crime & Compliance; Group Head, Internal Audit;
the Group’s Statutory Auditor and Group Company Secretary.
Sir Iain Lobban, independent adviser to the Board, regularly
attends discussions on Information and Cyber Security (ICS) Risk,
technology and Financial Crime (FC) Risk-related matters. Paul
Khoo, an independent adviser to the Board, attends discussions
on FC Risk-related matters. EY attended all Committee meetings
in 2022. As part of, and in addition to scheduled Committee
meetings, the Committee held private members-only meetings.
The Committee’s membership comprises INEDs who have a deep
and broad experience of banking and the risk factors affecting
the Group, including geopolitical, economic, IT, FC and general
business risks.
Biographical details of the Committee members can be
viewed on pages 138 to 142
What are the main responsibilities of the Committee?
The Committee is responsible for exercising oversight, on
behalf of the Board, of the key risks of the Group. It reviews
the Group’s Risk Appetite Statement and Enterprise Risk
Management Framework (ERMF) and makes recommendations
to the Board. Its responsibilities also include reviewing
the appropriateness and effectiveness of the Group’s risk
management systems, considering the implications of material
regulatory change proposals, reviewing reports on principal
risks, including Climate Risk, to the Group’s business, and
ensuring effective due diligence on material acquisitions and
disposals. The Committee Chair reports to the Board on the
Committee’s key areas of focus following each meeting.
The Committee has written Terms of Reference that can be
viewed at sc.com/termsofreference
170
I am pleased to present the Board Risk Committee’s report for the year
ended 31 December 2022. The Committee has been immersed in a
broad range of financial and non-financial risk management issues
pertinent to the Group, set against the backdrop of a volatile,
challenging and complex operating environment. Cognisant of this
evolving external landscape, the Committee has paid attention to key
macroeconomic issues, geopolitical and emerging risks, as well as key
evolving regulatory themes. The current and future implications for
the Group have been discussed and challenged, including the actions
being taken and planned by management to mitigate these risks.
The Committee has carefully considered the challenges posed by
inflation, commodity prices, interest rates, FX and the lingering
effects of COVID-19, including lockdowns in China and Hong Kong.
The impacts of this on sovereign risk and credit risk, in particular,
China CRE, have been reviewed and challenged regularly, to ensure
that all associated risks are being adequately managed. We have also
continued to seek assurances that sufficient resources are in place to
manage these complex risks.
There have been a number of changes to the composition of the
Committee in 2022. Naguib Kheraj stepped down as Chair on 30 April,
upon which Phil Rivett was appointed Interim Chair. Following receipt of
the necessary regulatory approvals, I became Chair on 1 August. Shirish
Apte and Robin Lawther joined the Committee on 4 May and 1 July
respectively. I would like to convey the Committee’s gratitude to Naguib
for his immense contribution and leadership as both a member and
Chair. Mark Smith, our GCRO, retired from the Group at the end of the
year, and I would like to express our thanks to Mark for his dedication
and valuable contributions to the Committee’s deliberations and to
the Group more broadly, over the last seven years. Mark’s replacement,
Sadia Ricke joined the Group on 1 February, (currently awaiting
regulatory approval), after successfully completing a rigorous selection
process. She brings a broad range of financial and risk experience,
as well as a good understanding of our footprint markets. I also want
to thank our regulators, for their constructive approach, advice and
sharing of best practice, which assists to make the Group more resilient.
Resolvability has been a key area of focus. At the beginning of the year,
we held a dedicated meeting to focus on the Group’s Resolution
self-assessment report, ahead of approval by the Board and submission
to the PRA and Bank of England (BoE). Furthermore, regular discussions
on Resolvability have taken place throughout the year. The Committee
and Board remained focused on Resolvability and enhancements
have been made to our Resolution capabilities, in terms of addressing
shortcomings and developing our areas of enhancement. We have also
paid close attention as to how the expectations of the UK regulators
are being met. Board and Committee engagements have taken place
via formal discussions and training sessions, including a simulation
exercise, which was useful to understand the various implications for
the Group and a number of its key subsidiaries. Resolvability will remain
a key agenda item throughout 2023.
ICS Risk management is presented to the Committee by management
four times a year. While significant progress has been made, we
acknowledge that there is still more work to be done to reach our
desired sustainable control environment and defensive position.
We have had the benefit of Sir Iain Lobban, our Board independent
adviser, attend all ICS discussions to provide independent and specialist
perspective. The Committee reviewed the Group’s ICS Strategy ahead
of approval by the Board; and we also reviewed the findings of the
CBEST Threat Intelligence-Led exercise. Given the evolution of ICS Risk,
this will remain an area of focus for 2023.
With the retirement of the Board Financial Crime Risk Committee
on 1 April 2022, we have placed focus on FC Risk to ensure that this
continues to receive sufficient oversight and scrutiny. The Committee
received reports from CCIB and CPBB on their strategy, top risks and
how these are being mitigated and managed with focused discussion
on FC risk.
We have placed increased attention on stress testing and tail risks,
for example running scenarios on stagflation, sovereign default and
commodity prices as well as our key regulatory stresses, such as during
the 2022 BoE Stress Test results. We have reviewed and discussed
geopolitical risks, including China and Russia. We are mindful of the
need to continue to probe into the dark corners, and as the economy
shows signs of recovery, to maintain the Group’s credit discipline. As a
result, we have had a renewed focus on implementing an appropriate
Risk Appetite framework. The following pages provide insight and
context into the Committee’s work and activities during the year.
Maria Ramos
Chair of the Board Risk Committee
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Activities during the year
Risk Appetite
Reviewed and challenged the formulation of the Group’s Risk Appetite Statement, in order to assure that it
is effective in setting appropriate boundaries in respect of each Principal Risk Type.
Considered and recommended the Group’s Risk Appetite to the Board for approval.
Annual review of Risk Appetite: After review and recommendation by the Committee, the Board approved
a revised set of Risk Appetite metrics which provided a sharper focus on the strategic measures of risk and
streamlined the number of metrics reported to the Board. Some metrics were moved for oversight to the
Group Risk Committee, ensuring a comprehensive coverage of risk is maintained.
Monitored actual exposures relative to Risk Appetite limits using regular Board Risk Information reports.
Tracked a broad range of risk metrics that are reported to the Committee periodically.
Attended a Risk Appetite teach-in session ahead of the annual review discussion, which was helpful in
providing dedicated time and space to discuss the sufficiency of the Group’s Risk Appetite, statements
and metrics in detail. This will be an annual pre-brief discussion going forward.
Further details of the Group’s Risk Appetite are set out on page 297
The ERMF sets out the principles and standards for risk management across the branches and subsidiaries
of the Group. The Committee:
• reviewed proposed material changes to the ERMF, arising from the 2022 annual review, and
recommended these changes to the Board for approval
• considered the approach and key outcomes of the 2022 annual effectiveness of the ERMF. Affirmation
was received from the Interim GCRO (in situ at the time of the review as the new GCRO awaited
regulatory approval) that the Group’s risk management and internal control framework is materially
effective and improvement areas were highlighted for management attention.
Enterprise Risk
Management
Framework (ERMF)
Principal Risk
Types
The Group’s Principal Risk Types are reported on at each scheduled Committee meeting, through a Board
Risk Information report, which accompanies the GCRO’s report. In addition, the Committee had deeper
discussions on the topics set out below.
Principal risks are risks inherent in the Group’s strategy and business model. Principal Risk Types are formally
defined in the ERMF, which provides a structure for monitoring and controlling these risks through the
Board-approved Risk Appetite.
Further details on Principal Risk Types are set out on pages 298 and 301 to 319
Operational and Technology Risk
The Group defines Operational and Technology Risk as the potential for loss resulting from inadequate or
failed internal processes, technology events, human error, or from the impact of external events (including
legal risks).
The Committee:
• discussed Technology Risk reduction and the initiatives under way to manage and reduce Technology
Risk and obsolescence
• discussed a status report on Operational and Technology Risk
• discussed an update on the embedding of Risk and Control Self-Assessment for effective management
of key risks
• discussed the Operational Risk issues in the transition to becoming a digitally focused bank.
Model Risk
Model Risk is the potential loss that may occur as a consequence of decisions or the risk of mis-estimation
that could be principally based on the output of models, due to errors in the development, implementation
or use of such models.
The Committee:
• reviewed and discussed the key risks and issues relating to Model Risk management
• provided review and challenge on the Group Model Risk Appetite
•
•
•
•
received updates on the Group Model Risk profile, including a breakdown of active models across model
families, associated model risk ratings and model validation outcomes
received updates on the progress of model risk strategic initiatives
reviewed and discussed progress on Group-related regulatory model submissions and any ongoing
regulatory dialogue relating to the progress in establishing a robust model risk management framework
attended a teach-in session on Model Risk, focusing on the framework and key regulatory capital related
model types.
171
Standard Chartered – Annual Report 2022Directors’ report Activities during the year continued
ICS Risk
Principal Risk
ICS Risk is the risk to the Group’s assets, operations and individuals due to the potential for
Types continued
unauthorised access, use, disclosure, disruption, modification or destruction of information assets
and/or information systems.
The Committee:
• discussed regular reports from management within the first, second and third lines of defence, on the
work underway to strengthen the Group’s defences and create stronger control frameworks, focusing on
what had gone well and what could have gone better throughout the year. Such reports enabled the
Committee to probe that the Group’s three lines of defence are aligned in advancing the Group’s ICS
strategy and key priorities. Relevant management was invited to these discussions to provide on-the-
ground perspective and detail on any challenges faced
• discussed regular reports on the Group’s Transformation and Remediation Portfolio and ICS Risk profile.
Reports are received and discussed by the Committee at least four times and a year
• discussed and monitored the progress of key risk reduction initiatives across key control domains
• reviewed and discussed ICS Board Risk Appetite metrics and controls testing, which have been pivotal
in enabling the Committee to track the progress being made and delve deeper into areas that require
continued focus
• reviewed and discussed an external report on the Group’s ICS programme and management’s response
• continued to probe the sufficiency of funding and resource to support the Group’s ICS programme
• reviewed and discussed the findings from the CBEST Threat Intelligence-Led Assessment.
Sir Iain Lobban joined Committee meetings for these discussions, together with the Chief Transformation,
Technology & Operations Officer; the Group Chief Information Security Officer, the Group Chief Information
Security Risk Officer and representation from Group Internal Audit (GIA). Committee members also
regularly attend meetings of the Group’s Cyber Security Advisory Forum.
Treasury Risk
Treasury Risk is the potential for insufficient capital, liquidity or funding to support our operations, the risk
of reductions in earnings or value from movements in interest rates impacting banking book items and the
potential for losses from a shortfall in the Group’s pensions plans.
The Committee receives the Group Treasurer’s report, at each scheduled meeting, which covers market
developments, capital, liquidity and funding, recovery and resolution planning, regulatory updates and
rating agency updates.
During the year, the Committee considered and discussed the Group’s capital and liquidity position and
the regulatory environment, including the approval of the Group’s Internal Capital Adequacy Assessment
Process (ICAAP) submission to the PRA, in order to satisfy itself that the Group’s approach to capital
planning is comprehensive, rigorous and consistent with both the current regulatory requirements and
the likely anticipated outlook.
The Committee considered and discussed the Group’s Internal Liquidity Adequacy Assessment Process
(ILAAP) for submission to the PRA, which considers the Group’s liquidity position, its framework and whether
sufficient liquidity resources are being maintained to meet liabilities as they fall due (see section on stress
testing for further details).
The Committee also reviewed, discussed and challenged the Group’s stress test results for the BoE’s Annual
Cyclical Scenario (ACS).
The Committee’s work on Resolvability is set out on page 173
Further details on Treasury Risk are set out on pages 306 and 307
Credit Risk
Credit Risk is the potential for loss due to failure of a counterparty to meet its agreed obligations to pay
the Group.
The Committee received and discussed updates on Credit Risk. These discussions were further enhanced
through deep dives into various country and business/client segments, details of which are set out in
examples of deeper discussions on specific topics.
Traded Risk
Traded Risk is the potential for loss resulting from activities undertaken by the Group in Financial Markets.
The Committee received and discussed a paper setting out the major Traded Risk developments and
changes which had occurred in the Financial Markets business over the last year. Focus was placed on
sufficiency of resources and funding to support the enhanced infrastructure; and assurance was received
that Financial Market’s growth aspirations are being managed safely. A discussion was also held on
Treasury Portfolios and changes which had occurred over the last year.
172
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance
Activities during the year continued
Principal Risk
Types continued
Financial Crime Risk
Financial Crime Risk is the potential for legal or regulatory penalties, material financial loss or reputational
damage resulting from the failure to comply with applicable laws and regulations relating to international
sanctions, anti-money laundering, anti-bribery and corruption and fraud.
Given the progress made on the Board Financial Crime Risk Committee’s (BFCRC) purpose with respect to
Financial Crime Risk management, the Board reallocated the work of the BFCRC to the Audit Committee,
Board Risk Committee and Board with effect from 1 April 2022. The reallocation of BFCRC oversight enables
a more holistic and efficient examination and discussion of risks that are closely linked.
The Committee discussed Financial Crime issues as part of its regular business deep dives. It also considered
a paper setting out emerging Financial Crime threats for the Group and what is being done to mitigate
and manage these threats. Specific risks related to sanctions, particularly in relation to Russia, were
also discussed.
Stress testing
The objective of stress testing is to support the Group in assessing that it:
• does not have a portfolio with excessive risk concentration that could produce unacceptably high losses
under severe but plausible scenarios
• has sufficient financial resources to withstand severe but plausible scenarios
• has the financial flexibility to respond to extreme but plausible scenarios
• understands the key business model risks and considers what kind of event might crystallise those risks –
even if extreme with a low likelihood of occurring – and identifies, as required, actions to mitigate the
likelihood or impact as required.
The Committee provided oversight, challenge and, where required, approval for:
• the scenario and stress test results for the 2022 Group ILAAP stress test
• the scenarios and results for the 2022 Group ICAAP stress test and reverse stress test
• the results for the BoE ACS stress test
• the results for the Group’s Recovery Plan stress test
• the Group’s Recovery Plan
• a number of internal management defined scenarios were reviewed.
Further details of stress testing are set out on pages 297 and 298
Internal controls
Discussed reports from the Group Head, Internal Audit which provided summaries of GIA’s appraisals of
controls across key risks, subject to the Committee’s oversight, together with the key risk issues identified by
GIA’s work and management actions put in place to address the findings.
Remuneration as a
risk management
tool
Regulatory
The Audit Committee and the Culture and Sustainability Committee discuss separate reports from the
Group Head, Internal Audit on GIA’s appraisal of controls across key risk types, subject to each respective
Committee’s oversight.
Considered advice provided by the Interim GCRO to the Remuneration Committee concerning the risk
factors to be taken into account by the Remuneration Committee in determining incentives for the Group
Chief Executive and other colleagues. Such advice assists the Remuneration Committee in its assessment
as to whether the Group’s remuneration policy, practices and procedures are consistent with and promote
sound and effective risk management, and do not encourage risk-taking that exceeds the level of tolerated
risk of the Group.
Further details concerning the Group’s approach to using remuneration as a risk
management tool is set out in the Directors’ remuneration report.
Resolvability
The Committee held a number of discussions on Resolvability over the course of the year, including
scheduling an ad hoc meeting earlier in the year to review and challenge the Group’s Resolution self-
assessment report, ahead of Board approval and submission to the PRA and BoE. Non-Committee
members attended this ad hoc meeting, as well as the Group’s external consultants.
Resolvability is discussed at most Committee meetings with representation from the three lines of defence,
so that the Committee receives a holistic overview of progress being made and items being worked on.
The Committee has also had the benefit of enhanced reporting and metrics to assist its oversight.
Furthermore, there have been more informal training sessions and briefings held at Board-level to
ensure that Committee members have the opportunity to discuss some of the more complex issues
that Resolvability presents for the Group.
The Committee Chair, Group Chairman and Audit Committee Chair also participated in a number of
additional meetings related to Resolvability with the internal team, external advisers and regulators.
Resolvability will remain a key priority for 2023.
Climate Biennial Exploratory Scenario (CBES) stress test
The Committee reviewed, discussed and challenged the Group’s CBES response, ahead of submission to
the BoE. In particular, focus and challenge was placed on the assumptions made by management and the
supporting numbers.
Later in the year, the Committee received a paper setting out the results of the Group’s first set of
management scenarios, focused on the impact of Climate Risk on the Group’s portfolio and the next steps.
Further detail on Climate Risk can be found on pages 316 and 317
173
Standard Chartered – Annual Report 2022Directors’ report Activities during the year continued
Regulatory
continued
Operational resilience – Important Business Services and Impact Tolerance Statements
In line with regulatory objectives, the Committee reviewed and recommended to the Board for approval:
• changes to the Group’s Important Business Services arising from the annual review
• changes to the Group’s Impact Tolerance Statements arising from the annual review
• the Group’s Operational Resilience self-assessment.
IBOR transition
Received updates from an industry and Group perspective on the IBOR transition. The Committee
continues to seek assurance that this transition programme remains on track, delivery risks are adequately
managed and that it is sufficiently resourced. This will continue to be reviewed and discussed throughout
2023.
BCBS 239 Principles
In May 2022, the Committee received and discussed an update on the outcome of the BCBS 239 self-
assessment as of end 2021 and the roadmap for compliance with BCBS 239.
At the end of the year, the Committee received an update on the trajectory of the BCBS 239 Programme,
including the progress made and challenges faced.
The Committee will receive an update on the level of compliance (as at 31 December 2022), once the
outcome of the self-assessment is available on 28 February 2023.
The Committee discussed key communications from the PRA and FCA, where risk and Resolvability were
the main themes.
• Blue Sky Thinking/Horizon Scanning: Held a horizon scanning session where risk perspectives were
sought from three Group senior colleagues. There were a number of outputs from this session, which
were incorporated into our rolling agenda.
• CCIB Risk deep dive: Received and discussed papers covering the CCIB Risk review, and ICS Risk and FC
Risk in CCIB. The top risk issues for CCIB were discussed, with specific focus placed on ICS and FC risks.
• Stressed Assets Risk (SAR): Reviewed and discussed the transfer of responsibility from the second line
of defence to the first line. The Committee monitored how this transition is working and its overall
effectiveness.
• Review of the Commodity Traders Framework: Reviewed and provided feedback on the workplan
responding to the PRA’s observations.
• Credit Portfolio Management (CPM) Annual Review: Reviewed and discussed the risks relating to
CPM activities and the progress made in optimising asset quality and liquidity and the effective use
of distribution.
• Cloud governance: The Committee has received regular updates on cloud material deployments and
enhanced reporting was discussed and agreed.
• Reputational and Sustainability Risk: Discussed a paper setting out the Group’s approach to
Environmental, Social and Governance risk and key enhancements made and planned.
• CPBB Risk review: Received and discussed papers covering the CPBB Risk review and managing risks
arising from partnership-driven business models. Focus was placed on partnership governance, the risks
arising from and associated with partnerships and controls in Business Banking. A separate paper on
ICS Risk and FC Risk was received and discussed, to ensure that these important risks are receiving
sufficient focus and attention.
• Change Management: Received a paper on change management. Discussion focused on
effective priorisation.
• Safety and Security Risk: Received an update on safety and security issues over the last 12 months.
• Credit Risk review: Reviewed progress reports from the Credit Risk review function, which set out key
themes from the 2022 reviews and the review plan for 2023. Discussion focused on the sufficiency of
resources and the importance of site-visits now that COVID-19-related restrictions are lifting in many
of the Group’s markets.
• Chief Risk Officer Treasury report: Discussed a paper from the Treasury Chief Risk Officer following the
establishment of the function within Enterprise Risk Management in January 2022. This included risk
observations and recommendations around the current balance sheet and management of capital
and liquidity.
• SC Ventures Risk and Governance: Discussed the paper setting out an overview of the business activities,
risk profile and governance model of the SC Ventures business unit.
• Taiwan: Discussed a paper on Taiwan tensions, impact analysis and stress testing and reviewed the
actions that had been proposed by management.
• Appointment of new GCRO: The Committee carefully reviewed, scrutinised and challenged the
appointment of the new GCRO, ahead of recommendation to the Board for approval.
Group regulator
communications
Examples of
deeper discussions
into specific topics
174
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Committee effectiveness review
During 2022, an external Board and Board Committee effectiveness review was facilitated by Independent Board Evaluation.
Key observations from the
2022 external effectiveness
review
The feedback on the Committee’s
functioning and effectiveness was
positive and it specifically highlighted:
• The Committee has a broad remit
with a potentially long list of issues
• The risks associated with the change
in GCRO and Committee Chair
were acknowledged; however, the
Committee feels that these have
been mitigated by the continuity of
Committee members and strong
Finance and Risk teams.
2023 Action Plan
The 2023 Action Plan for the Committee reflects suggestions from the
evaluation and continues to build on the solid progress made last year:
• Consider how best to reduce the volume of the Committee pack, with
more succinct papers and better use of appendices and non-essential
reading materials
• Keep under review how FC Risk features in the rolling agenda, given the
retirement of the Board Financial Crime Risk Committee in April 2022
• Strengthen the focus on Risk Appetite work to be more forward-looking
and continued focus on Resolvability
• Consider how individual Committee members might take responsibility
for leading on particularly complex issues, including regulatory matters,
so as to improve the Committee’s deliberations
• Schedule a Blue Sky Thinking session for the Board Risk Committee
and Audit Committee to consider which key risks could derail the
Group’s strategy.
Risk information provided to the Committee
The Committee is authorised to investigate or seek any
information relating to an activity within its Terms of
Reference, receives regular reports on risk management,
and tracks a wide range of risk metrics through a Board
Risk Information report. This report provides an overview
of the Group’s risk profile against the Group’s Risk Appetite
Statement. The GCRO’s report covers the macroeconomic
environment, geopolitical outlook, material events and
disclosures and ongoing risks. Coverage of Principal Risk
Types and regulatory matters are also included in this report.
Regular updates on COVID-19 impacts, country risk and
geopolitical tensions have been reported on and discussed
throughout the year.
The Committee has the authority to request and receive
relevant information consistent with the requirements of
BCBS 239 that will allow the Committee to fulfil its governance
mandate relating to risks to which the Group is exposed, and
alert senior management when risk reports do not meet its
requirements.
Risk management disclosures
The Committee has reviewed the risk disclosures in the Annual
Report and the Half Year Report, and has also reviewed the
disclosures regarding the work of the Committee.
Interaction with the Group Chief Risk Officer
The Committee Chair meets individually with the GCRO
regularly in between formal Committee meetings. These
meetings allow open discussion of any matters relating to
issues arising from the Committee’s formal discussions and
inform the forward-looking agenda.
Interaction with management
The Committee is mindful of the need to hold management
directly accountable when issues have arisen and have been
reported by the GCRO. Senior management has attended
Committee meetings for deeper discussions in such instances.
The Committee Chair also meets individually with senior
leaders of the Risk function.
Interaction with regulators
Maria Ramos attended meetings with the PRA and the BoE
over the course of the year.
Interaction between Board committees on
risk-related issues
In the few instances where it does not have primary oversight
for a given type of risk, the Committee interacts closely with
other Board Committees where the remit of these other
Committees clearly covers risk-related matters. For example,
the Audit Committee reviews the Group’s internal financial
controls and has oversight of regulatory compliance and the
Culture and Sustainability Committee has oversight of culture
and sustainability-related matters. The interaction assists the
Committee in ensuring that it is well informed on discussions
held, and the close collaboration of the Committee Chairs
helps to ensure that there are no gaps and any potential for
unnecessary duplication is avoided.
Risk function resourcing
The Committee has sought and received assurance that the
Risk function is adequately resourced to perform its function
effectively. The Committee reviewed and discussed a paper
setting out an overview of the changes to the Risk function in
2022, management’s assessment of the adequacy of people
resources within the function and the forward-looking view of
the Risk function.
Linkages with subsidiary board risk committees
Maria Ramos hosted an annual video-conference with the
chairs of subsidiary board risk committees and INEDs in
October 2022. Maria Ramos also attended a board risk
committee of Standard Chartered Bank (Hong Kong) Limited
as an observer.
Details of the video-conference can be found on page 161
175
Standard Chartered – Annual Report 2022Directors’ report Culture and
Sustainability
Committee
“The Committee has
overseen the redefining
of the Group’s culture
aspiration to better
reflect the desire for
high performance
and excellence.”
Committee composition
Scheduled meetings
Jasmine Whitbread (Chair)
Christine Hodgson, CBE
David Tang
David Conner1
Jackie Hunt2
Robin Lawther,
CBE2
4/4
4/4
4/4
3/3
1/1
1/1
1 David stepped down from the Committee on 1 October 2022.
2 Jackie and Robin joined the Committee on 1 October 2022.
Who else attended Committee meetings in 2022?
The Group Chairman; Group Chief Executive; Group Head,
Human Resources; Group Head, Corporate Affairs, Brand and
Marketing; Chief Sustainability Officer, Group General Counsel
and Group Company Secretary.
Biographical details of committee members can be found
on pages 138 to 142
What are the main responsibilities of the Committee?
The Committee was formed by the Board to oversee the Group’s
culture and sustainability priorities.
The Committee has written Terms of Reference that
can be viewed at sc.com/termsofreference
At the 2022 AGM, the Group pledged to follow a roadmap that
aims to see it achieve its net zero goal by 2050 and the Committee,
alongside the Board, is tracking progress against this roadmap.
The Group is well placed to assist clients in transitioning away from
carbon-intensive industries. This is particularly pertinent as a number
of countries in the Group’s footprint do not yet have a net zero pledge.
I am pleased to report that this programme is on track, with the
milestones outlined in the Group’s public net zero roadmap having
been met for 2022.
In my last report I described the latest chapter of the Group’s
transformation agenda, which includes a focus on becoming truly
purpose-led by taking three Stands: Accelerating Zero, Lifting
Participation and Resetting Globalisation. During this year, the
Committee monitored progress on how the Stands were coming to
life across the organisation, including deep dives with business leaders
who shared the initiatives currently in place and plans for the future.
This year, the Committee has overseen the redefining of the Group’s
culture aspiration to better reflect the desire for high performance
and excellence, the need for transparent management of risk and a
‘One Bank’ mindset. The new cultural definition is framed around
ambition, action and accountability.
Exemplary leadership within the Group is essential to the Committee’s
agenda, such as embedding the Group’s culture and ensuring we
deliver on our Purpose. It’s therefore important for the Committee to
oversee the work that the Group is doing to engage our leaders at all
levels to aspire, inspire and execute. The Committee heard from a
Leadership Council member who gave first-hand experience of how
investment in our leaders is being implemented in practice and, more
importantly, the impact this was having.
The Committee is responsible for the Board workforce engagement
programme and this year kicked off a review of the current
framework, to determine if an alternate model could enhance the
Board-colleague connection. This will be concluded and implemented
in 2023.
Focus on the Group’s diversity and inclusion initiatives continued, and
the Committee was pleased with progress across all three strands
of work: Best Place to Work (colleagues), Best Place to Bank (clients)
and Prosperous Communities (supply chain and communities).
The Committee asked the team to increase focus on ethnic
diversity to ensure our leadership is representative of our client
base and footprint.
We continued our practice of inviting external speakers to challenge
our thinking. This year, the Committee hosted a thought-provoking
session on how sustainability is viewed in China, delivered by a
pre-eminent industry leader. All Board directors were invited to
this session.
This will be my last report from the Committee as I stand down from
the Board at the 2023 AGM. It has been a real pleasure to chair this
Committee (and its previous incarnation) over eight years, during
which time our agenda has developed very meaningfully along with
the Group’s strategy and the wider environment. I’d like to thank all
my colleagues past and present who should feel proud of what they
have achieved. Particular thanks to Christine Hodgson, who stood
down from the Board and the Committee on 31 January 2023, for
her unwavering dedication and significant contribution to the
Committee’s evolution over the past nine years.
Finally, I’d like to welcome the two new members of the Committee,
Robin Lawther and Jackie Hunt, who have already started to make a
positive impact in the Committee’s deliberations, and I wish them well
as they take the Committee forward.
The following report provides further insight into the Committee’s
work during the year.
Jasmine Whitbread
Chair of the Culture and Sustainability Committee
176
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance
Activities during the year
The Committee:
Sustainability and
environmental,
social and
governance
(ESG) matters
• Continued to oversee the Group’s progress on the net zero pledge made at the 2022 AGM, and while the
Group has a number of challenges due to its diverse footprint, the ambition is progressing
• Monitored the assessment of the Group’s performance by the various external agencies on its approach
to ESG matters, focusing on the agencies that the investors prioritised
• Received a progress update on the current five-year Global Community Engagement Strategy,
Stands
Culture and
Diversity and
Inclusion
`Futuremakers’ and the priorities due by the end of 2023; and a look forward to the Futuremakers
Phase 2 Strategy for 2024 to 2030, which will be presented to the Committee in March 2023
• Welcomed the Group’s inaugural Chief Sustainability Officer as a standing attendee, who presented
a refreshed Sustainability Strategy to the Board in Q4.
Following the launch of the three stands of focus: Accelerating Zero, Lifting Participation and Resetting
Globalisation in 2021, there were two deep dives at which business leaders presented to the Committee
on how the Stands were being ‘lived’ in practice:
• The first was from CPBB and focused on four key areas: mass market to lift participation; initiatives in small
and medium enterprises (SME); ESG Products/Sustainable Finance; and Talent development initiatives.
A number of initiatives were ongoing and a progress update from CPBB will be given to the Committee
in 2023
• The second was from the new Chief Sustainability Officer and focused on the work taking place on
the Accelerating Zero Stand, consolidation of the Group’s sustainability aspirations and the Group’s
performance against the Group Sustainability Scorecard Metrics.
More deep dives are planned for 2023.
The Committee:
• Oversaw the redefining of the Group’s cultural aspiration to ensure that it sufficiently reflects the need for
high performance and excellence in all we do
• Reviewed the Group’s approach to diversity and inclusion and discussed the various strands of diversity
and the progress that was being made for each
• Worked with Group Internal Audit to establish an approach to assessing behavioural risk during audit
activities and received the first report of the output of this enhanced audit approach at the meeting in
December 2022.
Board workforce
engagement and
workforce policies
and practices
The Committee has responsibility for overseeing the Board’s workforce engagement programme and
ensuring workforce policies and practices remain consistent with the Group’s valued behaviours.
The Committee is overseeing a review of the existing framework and considering certain adjustments
aimed to enhance Board workforce engagement.
During the year, the Committee has overseen the following activity:
• The annual employee engagement survey, My Voice, and probed the results to understand what was
driving the scores and challenged the team on areas for improvement. More information on listening to
our employees can be found on pages 60 to 63
• Monitored the impact of hybrid working on team members, particularly in relation to learning and career
development for more junior team members and how changes in working patterns could be affecting
mental health
• The continued implementation of a Leadership Agreement, which all leaders will need to pledge to in
2023. More information on the Leadership Agreement can be found on page 61
• Reviewed the initiatives for the development and assessment of leaders throughout the Group
• Reviewed the initiatives ongoing to improve psychological safety across the Group and the importance
of strong leadership from both the top and throughout the layers of management
• An informal lunch, hosted by the Board, with the UAE talent which provided an opportunity for the Board
to hear directly from staff on how the Group’s direction and strategy was lived and embedded in different
parts of the Group
• An interactive UAE townhall , hosted by the Group Chairman with members of the Board and
Management Team. Over 500 colleagues attended in person and were encouraged to ask questions
directly to the panel. In addition, it was live-streamed and facilitated by an online question and answer
platform to enable engagement across the business.
Further detail regarding Board workforce engagement can be found on page 162
177
Standard Chartered – Annual Report 2022Directors’ report Committee effectiveness review
During 2022, an external Board and Board Committee effectiveness review was facilitated by Independent Board Evaluation.
Progress against the 2022 Action Plan:
• Following a challenge by the Committee, Group Internal Audit has enhanced its audit approach to include a behavioural risk
assessment with the development of testing plans and the recruitment of a specialist in this field; and by the end of 2022 had started
reporting on the outcomes of this enhanced audit approach.
•
In June, the Committee hosted a session on developments in China that was delivered by a pre-eminent industry expert in this field.
All Board directors were invited to this session.
• The Committee has been tracking the Group’s progress against the net zero milestones.
Key observations from the 2022 external
effectiveness review
The feedback on the Committee’s functioning and
effectiveness was positive and it specifically highlighted:
• The Committee Chair was rated as highly effective, and
members noted that meetings ran to time and had an
inclusive and participative tone. The Chair took a keen
interest in the agenda and was felt to be extremely well
qualified for the role
• Members report that the topics discussed at the
Committee were both interesting and challenging.
They noted that the committee Chair had done a good
job of bringing rigour and data to potentially nebulous
subjects and that debates were well founded and
balanced as a result.
2023 Action Plan
The 2023 Action Plan for the Committee reflects
suggestions from the evaluation and continues to
build on the solid progress made last year:
• Review strengthening the links between the
Committee and the business
• Consider the remit of the Committee and the
overlap between the Board and other Board
Committees
• Review of the Board/employee engagement tool
• Continue to focus on the net zero strategy and
milestones.
178
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Governance
and Nomination
Committee
“The Committee has been
focused on planning for
the transition of our long-
standing non-executive
directors, ensuring that
the Board remains
well balanced.”
Committee composition
Scheduled meetings
José Viñals (Chair)
Naguib Kheraj1
Maria
Ramos2
Christine Hodgson, CBE3
Jasmine Whitbread4
Phil Rivett
Ad hoc
2/2
N/A
1/1
2/2
1/2
2/2
4/4
2/2
1/1
4/4
3/4
4/4
Shirish Apte observed a number of meetings in 2022 ahead of his
appointment to the Committee on 1 January 2023
1 Naguib stepped down from the Committee on 30 April 2022
2 Maria joined the Committee on 1 August 2022
3 Christine stepped down from the Committee on 31 December 2022
4 Jasmine was unable to attend one scheduled meeting and one ad hoc
held on 8 November 2022 and 21 July 2022 respectively as a result of
long-standing external board commitments
Who else attended Committee meetings in 2022?
The Group Chief Executive; Group Head, HR; and Group
Company Secretary.
Biographical details of the committee members
can be viewed on pages 138 to 142
What are the main responsibilities of the Committee?
The Committee has responsibility for keeping the size, structure
and composition of the Board and its committees under review.
As part of the Committee’s succession planning for the Board,
it takes into account the Group’s strategy and challenges,
and makes recommendations to the Board in respect of any
adjustments to the Board’s composition.
The Committee also: keeps under review the leadership needs of,
and succession plans for, the Group in relation to both executive
directors and other senior executives; has oversight of the
process by which the Board, its committees and individual
directors assess their effectiveness; keeps the diversity of the
Board under review and monitors progress towards achieving
its objectives in this area; considers any potential situational
conflicts of interest declared by Board members; considers the
impact of material changes to corporate governance regulation
and legislation affecting the Group; and has oversight of the
Group’s approach to subsidiary corporate governance.
The Committee reports to the Board on its key areas of focus
following each Committee meeting.
The Committee has written Terms of Reference that
can be viewed at sc.com/termsofreference
This year has seen a number of significant changes to the composition
of the Board, following the retirement of a number of our long-
standing and valued independent non-executive directors. I would
like to thank Naguib Kheraj, former Deputy Chairman and Chair of
the Board Risk Committee who retired from the Board in April for his
dedication and significant and impactful contributions to the Board
and Committee discussions. My thanks also go to Byron Grote who
retired from the Board in November for his many contributions to
the Board and its Committees. I would also like to thank Christine
Hodgson, former Senior Independent Director and Chair of the
Remuneration Committee for her insightful contributions as well as
for agreeing to remain on the Board until 31 January 2023 to ensure
a smooth transition to a new Remuneration Committee Chair,
Shirish Apte. Before recommending the short extension beyond her
nine-year term, the Committee conducted a robust assessment of her
independence. We also announced that Jasmine Whitbread would
not be seeking re-election at the 2023 AGM and would retire from the
Board at that time.
The Committee has been focused on planning for the transition of
our long-standing non-executive directors, ensuring that the Board
remains well balanced with a strong pipeline of candidates with
the appropriate skillsets, experience and capabilities, specifically
across banking and financial services; executive and non-executive
global listed experience; remuneration committee experience; and
broad market and gender diversity. Over the course of 2022, and
with the assistance of an external search firm we shortlisted and
recommended to the Board the appointment of four experienced
independent non-executive directors, Shirish Apte, Robin Lawther,
Jackie Hunt and Linda Yueh, each of whom bring elements of these
key attributes to the Board discussion. Details on each of the new
directors can be found on pages 139, 141 and 142.
As well as focusing on the search for new directors, we also spent a
great deal of time refreshing the committees’ succession, notably the
Chairs of the Board Risk and Remuneration Committees. This resulted
in the appointment of Maria Ramos and Shirish Apte taking on the
respective roles. Maria Ramos also took on the Senior Independent
Director role from Christine Hodgson upon her reaching her nine-
year tenure.
Earlier in the year, the Committee considered the significant progress
which had been made by the Board Financial Crime Risk Committee
in the area of financial crime risk since it was formed, and in line
with the recommendations of the 2020 Board effectiveness review,
recommended to the Board that its work was reallocated to a
combination of the Board Risk Committee, Audit Committee and the
Board, signalling a significant milestone in this area for the Group.
Detail of the Committee’s annual review of the Board Diversity Policy
and its assessment of progress against it can be found on pages 180
to 182. Following the significant realignment of the Policy a couple
of years ago, only one material change was recommended in 2022,
to increase the representation of women on the Board to at least
40 per cent, reflecting the Board’s continued commitment to further
balancing female representation on the Board and to align to the
Financial Conduct Authority’s (FCA) changes to the Listing Rules in
this area.
As part of the Committee’s governance oversight role, we continued
to receive updates from the three regional CEOs who each have
responsibility for the subsidiary governance processes across their
regions and provide a holistic view of the governance framework
and challenges faced across the Group’s footprint. This was further
reinforced with the return of the Global Subsidiary Conference in
Dubai in November, attended by members of the Board and
Management Team and the Chairs and selected INEDs from across
the Group’s diverse footprint. This conference provided an important
opportunity for creating and maintaining appropriate linkages with
the Group’s subsidiaries, as well as sharing best practice.
The Committee also paid significant attention to enhancing the
effectiveness of the Board and its committees. An externally
facilitated Board effectiveness review was commissioned in the
autumn which concluded that the Board continues to operate
effectively while also signalling several areas for improvement,
details of which can be found on page 156.
Dr José Viñals
Chair of the Governance and Nomination Committee
179
Standard Chartered – Annual Report 2022Directors’ report Board composition as at 31 December 2022
Gender diversity
43%
(2021: 31%)
Executive
Female
0
Male
2
0%
(2021: 0%)
Number of senior of positions
(CEO, CFO, SID
and Chair)
Female
1
Male
3
25%
(2021: 25%)
Board
Female
6
Male
8
Experience
International
experience
Representation
from key markets
Banking, risk, finance and
accounting experience
among INEDs and Chair
93%
36%
83%
INED tenure (including Chair)
0–1 year
1–3 years
3–6 year
6–9 years
3
2
3
3
9+ years
1
25%
17%
25%
25%
8%
Nationality
The nationality of our directors does
not in itself demonstrate the diversity
of the Board’s composition. Between
them, the directors have significant
experience of either living, working
or managing operations across the
markets in which we operate.
Ethnicity
Our aspiration is for our Board to reflect
the diversity of our footprint. Our
global ethnicity categories represent
the breadth of diversity across our
markets. Twenty-one per cent of the
Board were from an ethnic minority
background as at the end of the year.
3
1
2
1. White
11 directors
2. Chinese
2 directors
3. South Asian
1 director
Further details
on the work of
the Governance
and Nomination
Committee can
be found below
Activities during the year
Board and senior
talent succession
planning
• Engaged Russell Reynolds, a signatory to the voluntary code of conduct for executive search firms who
also supplies senior resourcing to the Group, to review the market for future INED candidates with
deep global banking and financial services experience, strong understanding of the remuneration
environment, significant commercial experience and with representation from our key markets.
• Discussed the composition of the Board and considered the orderly succession of current INEDs and the
skills, knowledge, experience, diversity (in the widest sense) and attributes required of future INEDs, both
immediately and in the medium to longer term. In considering the Board’s succession, the Committee
takes into account the length of tenure of the INEDs, and the importance of regularly refreshing the
Board membership.
• Systematically reviewed a number of INED long and short lists throughout the year to identify potential
candidates with a diverse range of skills, experience, knowledge and perspectives. This process resulted
in the Committee recommending to the Board the appointments of Shirish Apte, Robin Lawther, Jackie
Hunt and Linda Yueh.
• Maintained oversight of the progress made by Shirish Apte, against his tailored Board and committee
induction programmes.
• Provided oversight of the detailed executive and senior management (level below Management Team)
succession plans, alongside other critical roles, including the oversight of a process of external market
mapping of key management roles.
• Reviewed succession plans for the committee chair roles, identifying appropriate individuals with the
necessary skills and attributes to provide emergency cover as required, as well as on a longer term basis,
including acknowledging and addressing where gaps exist. Following this process, the Committee
recommended to the Board the appointment of:
– Maria Ramos as Senior Independent Director, Chair of the Board Risk Committee and a member of the
Governance and Nomination Committee
– Shirish Apte as a member and subsequently Chair of the Remuneration Committee and a member of
the Governance and Nomination Committee
– David Conner as a member of the Remuneration Committee
– Robin Lawther as a member of the Remuneration Committee and Culture and Sustainability
Committee
– Jackie Hunt as a member of the Culture and Sustainability Committee and Audit Committee.
180
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance
Activities during the year continued
Board and
committees’
effectiveness
review
• Considered and recommended the appointment of Ffion Hague of Independent Board Evaluation to
conduct the 2022 external evaluation of the Board and its committees. Provided oversight of the Board
and committees’ evaluation, and monitored progress against the 2022 Action Plan, which addressed the
key observations from the 2021 effectiveness review.
• Discussed the observations and recommendations which flowed from the 2022 externally facilitated
Board Diversity
Policy
Board and committees’ review and discussed the shape of the Board’s 2023 Action Plan.
Details of this year’s Board and committees’ external evaluation, including the process which we
followed, observations from the review and the resulting 2023 Action Plan can be found on page 156
• Reviewed progress made in 2022 against the agreed commitments set out in the Board Diversity Policy.
• Conducted a review of the Board Diversity Policy to ensure that it continued to drive diversity in its
broadest sense, while continuing to take account of best practice, specifically in the area of gender,
social and ethnic backgrounds, knowledge, personal attributes, skills and experience.
• Discussed the Board’s commitment to ensuring female representation on the Board and increased its
target from a minimum of 33 per cent to at least 40 per cent female in order to align with the changes to
the UK Listing Rules in this area.
• Reviewed the outcome of the FCA consultation on changes to the UK Listing Rules and Disclosure
Guidance and Transparency Rules (DTRs) in relation to diversity and inclusion on company boards
and considered the Company’s current and projected compliance against the new targets.
Further details of progress the Board has made against the key objectives set out in the
Board Diversity Policy are set out on page 182
Independent
advisers
• Recommended to the Board the extension, for a further 12 months, of Sir Iain Lobban’s appointment as
independent adviser to the Board and its committees on cyber security and cyber threats.
• Recommended to the Board the extension, for a further 12 months, of Paul Khoo’s appointment as
independent adviser to the Board and its Committees on Financial Crime.
Conflicts of
interest
• Conducted an annual review of the directors’ existing and previously authorised potential and actual
situational conflicts of interest and considered whether any circumstances would necessitate the
authorisation being revoked or amended. Also noted directors’ other directorships and business
interests taken during the year in the context of time commitment, overboarding and the PRA limits
on directorships as well as other regulatory requirements in this area.
Assessment of the
non-executive
directors’
independence
• Conducted a robust assessment of Christine Hodgson’s independence ahead of taking the decision
that she remain on the Board for a short period beyond her nine-year tenure, to enable her to lead the
shareholder consultation required in the wake of a significant minority vote against the remuneration
policy in 2022, and to facilitate an orderly transition to Shirish Apte as the incoming Remuneration
Committee Chair.
Subsidiary
governance
• Considered the independence of each of the non-executive directors, taking into account any
circumstances likely to impair, or which could impair, their independence. Noted the thorough process
undertaken to assess individual director performance and effectiveness, taking these reviews into
account along with tenure and succession plans in making its recommendation to appoint the INEDs
for a further year.
• Received updates from the three regional CEOs on the Group’s approach to subsidiary governance.
• Received assurance of effective oversight and compliance with the Group’s Subsidiary Governance Policy
and discussed material regulatory trends, initiatives, and considerations likely to impact the current or
future governance of the Group’s banking subsidiaries; the key actions arising from banking subsidiary
board effectiveness reviews; and linkages between banking subsidiaries and the Group.
• Approved the appointments of a new Chair and an independent non-executive director of Standard
Chartered (Hong Kong) Limited.
Terms of Reference • Considered the progress made by the Board Financial Crime Risk Committee, discussed the proposed
future oversight of Financial Crime and recommended that its remit was allocated into a combination
of the Audit Committee, Board Risk Committee and the Board’s Terms of Reference.
• Conducted a review of the Committee’s Terms of Reference during the year, taking into account the
responsibilities, obligations and best practice principles it has in the UK and Hong Kong.
Implementation of the Board Diversity Policy
The Committee conducted its annual review of the Board
Diversity Policy (the Policy) during 2022, to ensure that it
continues to promote and drive diversity in its broadest sense,
while continuing to take account of best practice initiatives.
We strive to maintain a diverse Board, recognising the
benefits of having a Board made up of individuals with
a diverse mix of gender, social and ethnic backgrounds,
knowledge, personal attributes, skills and experience.
We also aim to reflect the Group’s aspirations in relation to
its employees and its values and to position the Group as a
global leader in these areas. This diversity provides a range
of perspectives which we believe contribute to the effective
Board dynamics.
We made good progress in improving the balance of female
directors on the Board this year, with female representation
on the Board at 43 per cent, above the new target being
incorporated into the UK Listing Rules in 2023, of 40 per cent.
However, this will continue to move around in the short term
as the composition of the Board continues to change.
While acknowledging the importance of gender diversity
around the board table and ultimately gender parity on the
Board, we also recognise the importance of balancing gender
diversity within the broader context of diversity, which is
particularly relevant given the diverse markets in which the
Group operates.
181
Standard Chartered – Annual Report 2022Directors’ report Aligned to the Policy’s broad ambition, this year we report on
the progress made against the seven objectives, including the
updated commitments on female representation made at the
end of 2022, which the Board remains committed to in order
to further enhance progress in this area:
• increasing the representation of women on the Board
with an aim to have a minimum of 40 per cent
female representation
• adopting an ethnicity aspiration of a minimum of
30 per cent from an ethnic minority background
• ensuring that our Board diversity better reflects the
diverse markets in which we operate
• ensuring that the Board is comprised of a good balance
of skills, experience, knowledge, perspective and varied
backgrounds
• ensuring that we consider the Group’s aspirations in
relation to disability, sexual orientation, gender identity
and gender expression
• only engaging search firms that are signed up to the
Voluntary Code of Conduct for Executive Search firms
• reporting annually on the diversity of the executive
pipeline as well as the diversity of the Board, including
progress being made on reaching the Board’s gender
and ethnicity aspirations.
Details of the Board’s diverse composition are set out on pages 138
to 142 of this report, and that of the Management Team can be
found on pages 143 to 145
Details of the Group’s wider diversity and inclusion strategy,
including gender balance across the Group and targets for ethnic
representation, can be found on pages 60 to 63 of this report
A copy of the full Board Diversity Policy can be viewed at
sc.com/boarddiversitypolicy and further details on the
Group’s approach to Diversity and Inclusion can be viewed
at sc.com/diversity-and-inclusion
Progress made in 2022 against the key objectives set out in the Board Diversity Policy is set out below.
Board Diversity Policy objectives
Progress
Increasing the representation of
women on the Board with an aim to
have a minimum of 33 per cent female
representation
Increasing gender representation on the Board remains an important focus of the
Board’s succession planning process, ensuring that female candidates are fairly
represented on long and short lists. A number of changes to the composition of
the Board were announced during 2022: the appointment of Shirish Apte, Robin
Lawther, Jackie Hunt and Linda Yueh as well as the retirement of Naguib Kheraj,
Byron Grote, Jasmine Whitbread and Christine Hodgson. The Board continues to
strive to ensure that female representation continues to increase and the Committee
recommended raising the Board’s target for women’s representation to 40 per cent,
in line with the forthcoming changes to the Listing Rules. Compliance against new
targets under the Listing Rules can be seen on page 180.
Adopting an ethnicity aspiration of a
minimum of 30 per cent from an ethnic
minority background
Despite changes to the composition of the Board during the year, representation
from ethnic minority background remained steady at 21 per cent. We remain
committed to our ethnicity aspiration and to ensuring a broad representation.
Compliance against new targets under the Listing Rules can be seen on page 180.
Ensuring that our Board reflects the
diverse markets in which we operate
Ensuring that the Board is comprised
of a good balance of skills, experience,
knowledge, perspective and varied
backgrounds
Ensuring that we consider the Group’s
aspirations in relation to disability,
sexual orientation, gender identity
and gender expression
Engaging only search firms that are
signed up to the Voluntary Code of
Conduct for executive search firms
Reporting annually on the diversity of the
executive pipeline as well as the diversity
of the Board, including progress being
made on reaching the Board’s gender
and ethnicity aspirations.
182
What sets Standard Chartered apart is our diversity of people, cultures and
networks. The Board has representation from across the regions in which we
operate, including the UK, the EU, North America, Asia and Africa. Many of the
INEDs have additional experience of having worked and lived in many of the Group’s
markets. As part of the Committee’s succession planning in 2022, it has considered
a significant number of potential future INED candidates who are representative of
some of our key regions and markets.
Throughout the year, the Committee has focused on identifying the collective
experience, skills and attributes required both immediately and in the medium to
longer term. The Committee has systematically reviewed candidate long and short
lists to identify potentially suitable INED candidates. Areas of particular focus in
2022 included:
• Corporate institutional and commercial banking
• Technology risks
• Remuneration
• Previous CEO/CFO experience
• ASEAN experience
• Regulatory understanding.
We remain committed to all aspects of diversity as we undertake any Board
succession process.
We continue to engage only search firms signed up to the Voluntary Code of
Conduct. We worked with Russell Reynolds to assist us in identifying and building
a pipeline of high-quality potential INED candidates for a number of assignments.
Russell Reynolds is signed up to the Voluntary Code and is committed in supporting
our ambitions to widen all aspects of diversity on the Board.
The Committee takes an active role in reviewing the succession planning for the
executive, Management Team and senior management one level below the
Management Team. We continue to improve our reporting of Board and senior
talent succession planning as well as reporting on the importance of a diverse
Board as a means of capturing differing perspectives and enhancing discussion.
Progress in enhancing diversity along with the Board’s gender and ethnicity
aspirations will continue to be developed in line with the forthcoming changes
to diversity reporting in the UK Listing Rules.
Standard Chartered – Annual Report 2022Directors’ reportCorporate governance Committee effectiveness review
This year’s Committee Effectiveness Review was conducted
simultaneously with that of the Board and comprised an
externally facilitated evaluation conducted by Ffion Hague
of Independent Board Evaluation. Broadly, members and
other contributors felt that the Committee is well chaired,
methodical and diligent in its work. There has been significant
focus on delivering more Board appointments during the
year, although there was a sense that the process could be
speeded up over the coming year as well as ensuring an
orderly succession of key Board roles over the next few years.
A summary of the key observations and the subsequent
actions can be found below.
Key observations from the 2022 external
effectiveness review
The feedback on the Committee’s functioning and
effectiveness was positive and it specifically highlighted:
• Members continued to feel that the Committee was
well Chaired and the Board was kept well informed of
its activities
• There was a sense from existing and new INEDs that the
recruitment process could be streamlined and more pace
and efficiency injected into the process
• Members supported greater flexibility in the tenure
of INEDs on the Board, to create greater option in
succession planning
• Confidence in the quality of the new joiners is high, but it
is inevitable that some of the Board is in induction mode
at present
• The succession plans for the years ahead should be
discussed more widely.
Progress against the 2022 Action Plan:
The 2022 Action Plan set out a number of actions from the
internally facilitated Committee evaluation conducted in 2021.
The 2022 Action Plan was reviewed during the year and good
progress had been made against the actions.
2023 Action Plan
The 2023 Action Plan for the Committee reflects
suggestions from the Board evaluation and continues
to build on the solid progress made last year:
• Increase the pace of the INED appointment process
• Focus on increasing the level of technology
experience on the Board
• Improve diversity by increasing representation from
across our markets
• Continue to enhance the comprehensive induction
programmes for new Board and Committee
members, by including additional written
information and scheduling a follow-up induction
at the end of the first year
• Continue to oversee the development of the
executive talent pipeline with a view to increasing
the proportion on senior internal appointments.
183
Standard Chartered – Annual Report 2022Directors’ report Summary of 2022 remuneration decisions
• The current economic environment remains
challenging, with rising inflation across large parts of
our network. In order to support our staff, especially
junior colleagues, we are implementing salary increases
in April 2023, at a global average of 6.6 per cent.
• Salary increases for executive directors and senior
management, at 3.4 per cent, are 50 per cent lower
than the average increase for other UK employees.
• Group performance in 2022 was strong, across financial
and non-financial metrics, as measured through the
Group balanced scorecard. As such, the approved
aggregate discretionary remuneration for the year is
USD1,589 million, up 16 per cent on 2021.
• Annual incentive awards for executive directors,
Bill Winters (CEO) and Andy Halford (CFO), were
assessed at 70 per cent of the maximum for Bill
and at 69 per cent of the maximum for Andy.
• Reward for all Group employees, including executive
directors, continues to be aligned to the Group’s
strategic priorities, through the annual and long-term
incentive scorecards.
I am pleased to present our directors’ remuneration report for
the year ended 31 December 2022. I joined the Committee on
1 August 2022 and assumed responsibility as Committee Chair
on 1 January 2023, after receiving all necessary regulatory
approvals. I have the honour of taking over as Chair of the
Remuneration Committee from Christine Hodgson, who has
been the Committee Chair from May 2015 until December
2022. I would like to thank Christine for the significant
contribution she has made to the Committee as Chair
and for working with me through a very comprehensive
handover process.
The Group has performed well in 2022, despite continuing
challenges in the external environment, such as the ongoing
impact of the pandemic, the Russia-Ukraine conflict and rising
inflation. This report provides an overview of the Committee’s
work during 2022 with respect to remuneration for executive
directors and the wider workforce. The decisions we have
taken were based upon careful consideration of a broad
range of factors such as rising inflation in several of our
markets, economic difficulties faced by our colleagues, and
the need for appropriate and fair reward for our workforce.
The directors’ remuneration policy has been operated as
intended, to incentivise performance linked to the Group’s
strategy and to be aligned with shareholder interests.
Response to 2022 AGM remuneration votes
2022 directors’ remuneration policy
The Committee engaged with shareholders during 2021 and
early 2022 and feedback from this consultation was used
as an input into the development of the 2022 directors’
remuneration policy. At the AGM, the directors’ remuneration
policy received the support of 69 per cent of shareholders.
In view of the number of opposing votes, the Committee
continued to engage with shareholders to understand
their concerns.
Directors’
remuneration report
Proportionate
remuneration
outcomes in the
context of strong
Group performance
Committee composition
Scheduled meetings
Shirish Apte1 (Chair)
David Conner2
Byron Grote3
Christine Hodgson4, CBE
Robin Lawther,
CBE5
Maria Ramos
Jasmine Whitbread
2/2
1/1
5/5
5/5
1/1
5/5
5/5
1 Shirish joined the Committee on 1 August 2022 and was appointed
as Committee Chair on 1 January 2023.
2 David joined the Committee on 1 October 2022.
3 Byron stepped down from the Committee on 30 November 2022.
4 Christine stepped down as Committee Chair on 31 December 2022
and from the Committee on 31 January 2023.
5 Robin joined the Committee on 1 October 2022.
Who else attended Committee meetings in 2022?
The Group Chairman; Group Chief Executive (CEO); Group Chief
Financial Officer (CFO); Group Chief Risk Officer; Group Head, HR;
Global Head, Performance, Reward and Benefits; Group General
Counsel; Group Head, Conduct, Financial Crime and Compliance;
Group Company Secretary.
Biographical details of the Committee members can be
viewed on pages 139 to 141
What are the main responsibilities of the Committee?
The Committee is responsible for setting the governance
framework for remuneration for all employees, ensuring
alignment with our culture, the requirements of the UK Corporate
Governance Code and any other relevant regulations. Key
responsibilities of the Committee include:
• Oversight of our Fair Pay Charter including the development
and implementation of remuneration policies and practices
that are consistent with sound and effective risk management
to support the Group’s strategic priorities and enable
long-term sustainable success.
• Approval of Group discretionary remuneration, including
adjustment for risk, control and conduct matters.
• Determining and agreeing the remuneration framework and
policies for the Group Chairman, executive directors and other
senior executives, using the Fair Pay Charter principles, taking
into account wider workforce remuneration, and ensuring the
alignment of reward with culture and conduct.
The Committee has written terms of reference that can be
viewed at sc.com/termsofreference
184
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report During this engagement, it was clear that the key issue
impacting the vote outcome was the provision which
provides the Committee the flexibility to disapply time
proration on the vesting of long-term incentive plan (LTIP)
awards for retiring executive directors. While we recognise
that this provision is not standard practice in the UK, we have
confirmed to shareholders that its application, if used, will not
be automatic. Each case will be considered on its own merit
by the Committee taking into account the Group’s financial
and non-financial performance and any other relevant
circumstances. The directors’ remuneration report at that time
will contain full disclosure on the Committee’s decision and
rationale, and shareholders will then have the opportunity,
through the AGM vote, to express their view on whether the
specific disapplication was appropriately applied or not.
The shareholders we met with confirmed that they would
consider the circumstances and explanation very carefully
if the provision is ever used and vote accordingly.
2021 directors’ remuneration report
The resolution to approve the directors’ remuneration report
for 2021 received the support of 73 per cent of shareholders.
The main concern related to our response to the fine on
the Group in December 2021 by the Prudential Regulation
Authority (PRA) for liquidity reporting and governance failings.
A detailed review of the issues connected with the fine had
been undertaken at the end of 2019, when the matter was first
identified and a further review was carried out in 2021 when
the fine was imposed. Remuneration actions were taken at a
collective and individual level. We acknowledge that we
should have provided more information on the significant
steps taken by the Committee since 2019 to address this
matter. We will take this feedback into account in our
disclosures going forward.
Having reflected on the views expressed by shareholders
during the engagement process, we remain satisfied that
the remuneration adjustments made were appropriate.
The Committee continues to be updated on risk matters
at all its meetings.
Our performance in 2022
The Group delivered a strong set of results for the year.
Underlying profit before tax is up 15 per cent on 2021, reflecting
our resilient and improving financial performance. Return on
tangible equity (RoTE) is up 120 basis points to 8 per cent, and
on track to meet our increased ambition of 11 per cent by 2024.
The Group remains well capitalised with Common Equity
Tier 1 (CET1) ratio at 14 per cent, the top of our stated range
of 13-14 per cent.
The formulaic outcome for Group performance, based on the
balanced scorecard, was 71 per cent. Of this, 39 per cent (out
of a possible 50 per cent) related to financial performance,
including strong underlying income growth, income from new
business and the increase in RoTE. The remaining 32 per cent
related to achieving non-financial goals, including significant
improvement in client satisfaction, strong performance
against our engagement, diversity and inclusion targets and
progress on our Stands (more information on our Stands can
be found on page 24).
Group-wide remuneration
2022 discretionary annual incentives
Our strong performance in 2022, in the face of ongoing
external challenges, is reflected in increased remuneration
outcomes for the year.
The Group scorecard assessment of 71 per cent is a starting
point for determining discretionary remuneration. In arriving
at a distributable pool, the Committee considers additional
factors such as share price performance, the impact of rising
interest rates and overall affordability. The Committee also
considers carefully all risk, control and conduct matters,
including ongoing investigations and any matters raised by
regulators. As ever, the Committee’s assessment also takes
into account our Fair Pay principles.
Following its review of these factors, the Committee
determined that a reduction of 4 percentage points from the
initial scorecard outcome was appropriate. This resulted in a
final Group scorecard outcome of 67 per cent for the purposes
of discretionary remuneration and an aggregate incentive
pool of USD1,589 million, 16 per cent higher than 2021 on a
reported basis and 28 per cent higher on a same store basis.
Further details can be found on page 187.
2023 salaries
During 2022, we have seen high inflation in many of our
markets due to global economic challenges. In response
to this, we made targeted changes to salaries in 2022 to
support colleagues in markets faced with the most extreme
economic conditions.
As a result of ongoing cost of living pressures in many of our
markets, average global salary increases of 6.6 per cent are
being awarded in 2023. Increases have been weighted
towards our junior colleagues and colleagues in countries
where cost of living pressures are most significant. Executive
director and senior management salary increases will be
discounted by 50 per cent from the rate applicable in their
respective market.
Executive director remuneration in 2022
Annual incentives for executive directors
In 2021, the Committee approved a change to the executive
directors’ scorecard by including an individual performance
assessment measure of 10 per cent. Financial measures
continue to make up 50 per cent of the total scorecard, while
strategic and non-financial measures make up the balance of
40 per cent. These changes were covered in the 2021 report.
For the year 2022, the Committee approved scorecard
outcomes, including individual performance assessments,
of 70 per cent of the maximum for Bill, and 69 per cent of
the maximum for Andy. Applying these scores to the annual
incentive maximum, the Committee approved annual
incentives of GBP1,499,344 for Bill, a 26 per cent increase over
2021, and GBP944,803 for Andy, a 24 per cent increase over
2021. The Committee is satisfied that these are appropriate
given the strong performance of the Group in 2022 and the
significant personal contributions from Bill and Andy. Further
detail can be found on pages 194 to 196.
185
Standard Chartered – Annual Report 2022Directors’ report 2020-22 LTIP awards vesting in March 2023
The 2020–22 LTIP awards are due to vest in March 2023
with the expected vesting currently at 22 per cent, based
on performance against strategic measures. The final total
shareholder return (TSR) performance will be assessed
in March 2023. The projected values delivered by the
22 per cent outcome and included in the single total figures
of remuneration for Bill and Andy are GBP1,024,408 and
GBP634,488 respectively and are based on a share price
of GBP5.78 (three-month average to 31 December 2022)
compared with the share price on award of GBP5.20,
an increase of 11 per cent.
The Committee considered the question of windfall gains
from awards granted in 2020. The share price when the
awards were granted was 15 per cent lower than the grant
price in the prior year. The Committee decided not to make
any adjustment at grant for the lower share price at the start
of the pandemic. Instead the Committee opted to review
any potential windfall gains at the end of the performance
period. Having considered the position now, the Committee
is comfortable that the share price increase over the
performance period has been broadly consistent with
improvement in underlying financial performance.
Single total figure of remuneration for 2022
The 2022 annual incentive and expected 2020–22 LTIP vesting
results in a 2022 single figure for Bill of GBP5,483,442 and for
Andy of GBP3,412,390. This represents a year-on-year increase
of 16 and 13 per cent, respectively, reflecting the strong Group
performance in 2022.
2022 single total figure of remuneration (£000)
Salary (cash and shares)
Annual incentive
Pension
Benefits
Bill Winters
2022
2021
2020
Andy Halford
2022
2021
2020
LTIP
5,483
4,740
3,926
3,412
3,032
2,452
0
1,000
2,000
3,000
4,000
5,000
6,000
A significant portion of both Bill’s and Andy’s total
remuneration is delivered in shares which will be released over
the next eight years. The deferral, retention and recovery
provisions of their pay continue to reinforce alignment of their
incentives with shareholder interests and the Group’s long-
term performance. Both Bill and Andy continue to exceed their
shareholding requirements (see page 199 for further details).
Executive directors’ remuneration in 2023
In accordance with the approved remuneration policy, the
Committee considers annual salary increases for executive
directors taking account of any increase in scope or
responsibility, market competitiveness, and salary increases
across the Group.
In line with our approach for all senior management, the
Committee has awarded salary increases of 3.4 per cent to
Bill and Andy, 50 per cent lower than the average increase
awarded to the other UK employees. This increases their
salaries in 2023 from GBP2,434,000 to GBP2,517,000 and from
GBP1,556,000 to GBP1,609,000 respectively, effective from
1 April.
In September 2022, the UK Government announced measures
to remove the cap on banker incentives imposed in 2014.
On 19 December 2022, the PRA issued a consultative paper on
this subject. Should the cap be removed as is expected we will
consult extensively with shareholders before making changes
to our remuneration policy.
2023-25 LTIP awards to be granted in March 2023
Having considered 2022 performance, the Committee has
approved LTIP awards for the period 2023-25 of GBP3,212,880
and GBP2,053,920 to Bill and Andy respectively, representing
132 per cent of their salary. As in the past, these are
performance linked awards, and vesting will depend upon
achieving specified performance targets by the end of the
three year review period (2025). Following the review period,
the shares will vest pro-rata from years three to seven.
There is an additional retention period of 12 months after
vesting. Performance will be assessed based on RoTE with
a CET1 underpin, TSR relative to a defined peer group, and
the achievement of sustainability and other measures,
including our Stands, that are aligned with the Group’s
strategic priorities.
Discussions with shareholders were held in January 2023 on
the development of these performance measures and targets
and the input received was incorporated into the final
decisions by the Committee. Further details on the 2023–25
LTIP awards and the performance measures and targets can
be found on pages 199 and 200.
In the rest of this report we present the disclosures required
by regulations, as well as additional information to explain
how remuneration for our executives aligns with our
strategy, shareholder interests and wider workforce pay.
In making remuneration decisions for 2022 and beyond,
we have also been mindful of the experience of our wider
stakeholder group.
I would like to thank Christine for her very significant
contributions as Chair of the Committee. I would also like
to thank my fellow Committee members for the work they
have put into the Committee, and our shareholders for their
ongoing support and engagement.
Shirish Apte
Chair of the Remuneration Committee
(All disclosures in the directors’ remuneration report are unaudited unless
otherwise stated. Disclosures marked as audited should be considered audited
in the context of the financial statements as a whole)
186
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report Remuneration at a glance
Group-wide remuneration
Total discretionary remuneration, 2020–2022 ($m)
2022 Group scorecard outcome
1,589
1,367
Financials
39/50%
Sustainability
5/10%
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
990
2020
2021
2022
Clients
8/15%
Enablers
9/10%
Risk and controls
9/15%
2022 Group scorecard
outcome
67%
Progress against our Stands
+1ppt
Discretionary reduction
to formulaic outcome
-4ppt1
1 Considering all factors, the
Committee determined that a
reduction of 4 percentage points
(ppt) to the formulaic outcome
(71 per cent) was appropriate,
resulting in an outcome of
67 per cent for the purposes
of discretionary remuneration.
Executive directors’ remuneration
2022 annual incentive (£000)
Share ownership as % of salary (at 31 December 2022)
Bill Winters
(70% of maximum)
Andy Halford
(69% of maximum)
1,499
2,142
Requirement
Actual
945
1,369
2020–22 LTIP outcome (£000)
Bill Winters
(22% of maximum)
1,024
Andy Halford
(22% of maximum)
634
2022 single figure (£000)
3,213
2,054
Bill Winters
(66% of maximum)
Andy Halford
(65% of maximum)
5,483
8,314
3,412
5,256
2022 outcome
Maximum opportunity
637%
250%
Bill Winters
441%
200%
Financial KPIs
Profit before tax
$4,762m
15%
Common Equity Tier 1 ratio
14.0%
19bps
The top of our target range of 13-14%
Return on tangible equity
Total shareholder return
8.0%
120bps
Underlying basis
41.4%
43.4ppt
Andy Halford
Non-financial KPIs
Diversity and inclusion:
women in senior roles
32.1%
1.4ppt
Sustainability Aspirations
met or on track
85.7%
2.8ppt
187
Standard Chartered – Annual Report 2022Directors’ report Summary of the directors’ remuneration policy
The forward-looking remuneration policy for executive directors and independent non-executive directors (INEDs) was
approved at the AGM held on 4 May 2022 and applies for three years from that date. A summary of the executive director
policy, including the key remuneration elements, is set out below and is provided for information only. The full policy, including
recruitment and leaver provisions, can be found on pages 161 to 166 of the 2021 Annual Report and on our website.
Our approach to remuneration is consistent for all employees and is designed to create alignment with our Fair Pay Charter
principles, which apply globally. However, our pay structures may vary according to location (to comply with local requirements)
and, therefore, the table below explains the alignment between the executive directors and our UK workforce, being the most
relevant market.
The full policy is available on our website at sc.com
Fixed remuneration
Policy
Alignment with UK employees
Salary
Set to reflect the role,
and the skills and
experience of the
individual.
• Delivered part in cash and part in shares.
• To maintain alignment with shareholders
, the share element is subject to a holding
period of five years, with 20 per cent being
released annually.
• The process of setting and annually reviewing
salaries against market information is the same
for all employees.
• For all other UK employees, salary is paid
100 per cent in cash in line with market practice.
Pension
To facilitate long-term
retirement savings.
Benefits
A competitive benefits
package to support
executives to carry out
their duties effectively.
• For current directors, an annual pension
• Pension is set at 10 per cent of salary for both
allowance or contribution of 10 per cent of
salary is payable.
• For new executive directors, 10 per cent of the
cash element of salary only will be payable.
• A range of benefits is provided including holiday
and sick pay, a benefits cash allowance, private
medical insurance, life insurance, financial advice
and tax return preparation. A car and driver or
other car-related service is available to executive
directors, which is a role-based provision due to
security requirements.
• Executive directors receive a lower cash
benefits allowance than other UK employees
as a percentage of their salary.
the executive directors and other UK employees,
aligned with the provisions of the UK Corporate
Governance Code.
• Core benefits are aligned with all employees.
Some additional, role-specific benefits are
received by the current executive directors.
• Employees are eligible for tax return preparation
in the year of an international relocation.
Variable remuneration
Policy
Alignment with UK employees
Annual incentive
Remuneration based
on measurable
performance criteria
linked to the Group’s
strategy and assessed
over a period of
one year.
LTIP
LTIP awards are granted
to senior executives
who have the ability to
influence the long-term
performance of the
Group.
Awards are
performance
dependent based
on measurable,
long-term criteria.
• Annual incentive awards are delivered as a
combination of cash and shares subject to
holding requirements, and deferred shares.
• The maximum value of an annual incentive
award cannot exceed 88 per cent of salary and
can be any amount from zero to the maximum.
• Awards are determined by the Committee, based
on the assessment of the Group scorecard which
contains financial (at least 50 per cent of the
scorecard) and strategic measures, as well as
the personal performance of the individual.
• LTIP awards are granted annually, based on
performance in the relevant year.
• The maximum value of an LTIP award cannot
exceed 132 per cent of salary and can be any
amount from zero to the maximum.
• Following the grant of awards, performance is
measured over three years with no award vesting
before the third anniversary of the grant.
• LTIP awards are delivered in shares and subject
to holding requirements.
• The annual incentive plan is operated for all
employees, paid in cash to certain limits with
the balance deferred over at least three years
in shares and/or cash.
• The same Group scorecard is used in assessing
incentives for executive directors and other
UK employees.
• Members of the Management Team are also
eligible for LTIP awards, granted annually and
assessed on the same performance measures
and targets, with awards typically at a
lower level.
• LTIP awards may also be granted to other
employees in the Group which may be subject to
the same or different performance conditions.
188
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report Other remuneration
Policy
Alignment with UK employees
Sharesave
Provides an opportunity
for all employees to
invest voluntarily in
the Group.
• Participants are able to open a savings contract
to fund the exercise of an option over shares.
• The option price is set at a discount of up to
20 per cent of the share price at the date of the
invitation to participate.
• All employees are eligible to participate in the
Sharesave plan, which enables employees to
share in the success of the Group at a discounted
share price.
Shareholding
requirements
Provides alignment
with the interests of
shareholders during
employment.
• Savings per month of between £5 and the
maximum set by the Group, which is currently
£250.
• Executive directors are required to hold a
• Formal shareholding and post-employment
shareholding requirements are operated for the
executive directors only.
• However, other employees hold shares as part of
the deferral and retention requirements.
specified level of shares, to be built up over
a reasonable time frame from the date of
appointment.
• Under the policy, in 2022, the CEO and the
CFO are required to hold 250 per cent and
200 per cent of salary in shares, respectively.
• Post-employment shareholding requirement
in place for two years following cessation
of employment. The amount to be held is
as described above or, if lower, the actual
shareholding on departure.
Delivery of executive remuneration over time
The diagram shows how a portion of Bill’s salary, annual incentive and long-term incentive is paid in shares which are released
up to eight years following grant, with the final component of pay granted in 2023 being released in 2031. This creates strong
alignment of interests between executives and shareholders to create long-term value. On a maximum opportunity basis,
Bill’s total remuneration is delivered 67 per cent in shares (including those subject to performance conditions) and 33 per cent
in cash.
LTIP
Shares
Annual
incentive
Cash and
shares
Salary
Cash and
shares
Benefits
Pension
Vesting based on performance
measured over 3 years
LTIP shares vest pro rata
over years 3 to 7 with additional
retention period of 12 months
20%
20%
20%
50%
20%
20%
10%
10%
10%
10%
10%
Salary shares released pro rata over 5 years
2024
2025
2026
2027
2028
2029
2030
2031
50%
50%
100%
100%
2023
LTIP shares
Annual incentive cash
Annual incentive shares
Salary cash
Salary shares
Annual
incentive and
LTIP shares
are subject to
clawback for
up to 10 years
from grant
189
Standard Chartered – Annual Report 2022Directors’ report
Remuneration alignment
How does our directors’ remuneration policy
address other key features set out in the UK
Corporate Governance Code?
Proportionality
• In line with our commitment to pay for performance,
a significant proportion of executive director pay is
delivered through incentives based on performance
metrics aligned with our strategy.
• Executive directors’ interests are further aligned with
long-term shareholder interests through the deferred
release of salary, annual incentive and LTIP awards
over a period ranging from one to eight years. Incentive
awards are also subject to clawback provisions for up
to 10 years from grant.
• Additional shareholding requirements are in place
for executive directors requiring them to build and
maintain a significant shareholding in Company shares
while in employment and, for a period of two years
post-employment. Both executive directors currently
exceed their respective shareholding requirements.
Predictability
• The range of possible rewards to individual
executive directors is set out in the scenario charts on
page 203 where we also demonstrate the impact
of a 50 per cent share price appreciation over the
three-year performance period of the LTIP.
• Maximum awards levels for all incentives are capped
at 220 per cent of salary and cannot exceed regulatory
limits. Other than vesting levels which are driven by
performance outcomes, the only source of variation
in final payouts is that a significant part of incentive
awards is delivered in shares and is linked to the
share price.
Simplicity and clarity
• Simplicity is a key driver for the structure of our
executive pay, subject to regulatory requirements
arising from operating as a UK regulated bank.
• Additional information is included on the alignment of
executive and wider workforce pay on pages 188 and
189 in the summary of the directors’ remuneration policy
in support of our commitment to clarity.
Alignment with our culture
Our performance and reward framework supports us in
embedding a high-performance culture and aligns with our
principle that colleagues should share in the success of the
Group. For example:
• All remuneration decisions are grounded in our Fair Pay
Charter, with one consistent set of principles for the wider
workforce and executive directors (further details on our
Fair Charter are on page 193).
• Employee performance is assessed based on what is
achieved and how it is achieved in line with our valued
behaviours. Our remuneration structure and policies
ensure that behaviours consistent with these values are
appropriately recognised and rewarded.
• To support this approach, the wider workforce and our
executive directors participate in continuous performance
management and feedback.
• Our LTIP assessment measures include a conduct gateway
to further support this.
Alignment with our strategy
Remuneration decisions made across the Group, including for
our executive directors, align with our strategic priorities and
our Stands, including our commitment to sustainable social
and economic development through:
• Performance measures in our Group and LTIP scorecards
are designed to drive achievement of the financial and
strategic goals that will deliver long-term sustainable value
for our stakeholders.
• Sustainability and our Stands are key considerations for
setting and measuring financial and strategic targets.
Alignment with our approach to risk and control
The determination of remuneration policy and outcomes
align with the Group’s risk and control framework (see page 211
for further details). In particular:
• The Group and LTIP scorecards include risk and control
measures.
• In addition, the Committee considers further discretionary
risk adjustment in respect of the Group scorecard outcome
and has a track record of applying discretion appropriately.
• The rules of the LTIP also give the Committee necessary
discretion to further adjust vesting outcomes if the
Committee considers that the outcome is inconsistent
with underlying business performance.
• Long-term sustainable performance is supported through
the ability to make adjustments to variable remuneration
for risk, control and conduct behaviours, the deferral of
variable remuneration, and the ability to apply malus
and clawback where appropriate.
• The incentives for employees engaged in Audit, Risk
and Compliance functions are set independent of the
businesses they oversee.
190
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report The Remuneration Committee
The Committee is responsible for setting the principles,
parameters and governance framework for the Group’s
remuneration policy and overseeing its implementation.
This includes determining the framework and policies for the
remuneration of the Group Chairman, the executive directors
and other senior management. The Committee also oversees
the alignment of reward, culture, the strategic priorities and
our Stands.
The Committee has written terms of reference that can
be viewed at sc.com/termsofreference
Shareholder voting
The table below shows the votes cast1 at the AGM in May
2022 on remuneration related matters.
Advisory vote on the
2021 remuneration
report
Binding vote to
approve the
2022 directors’
remuneration policy
For
Against
Withheld
408,108,378
73.24%
149,094,072
26.76%
55,027,858
404,531,068
68.81%
183,344,607
31.19%
24,340,637
1 Number of votes is equal to number of shares held
The Remuneration Committee engaged extensively
with shareholders on the development of the directors’
remuneration policy in 2021 and early 2022. Subsequently,
following the voting outcome at the AGM, the Committee
re-engaged with shareholders as explained on pages 184
and 185 and in our update statement in September 2022.
Advice to the Committee
The Committee was assisted in its considerations by PwC,
who were formally re-appointed as the Committee’s
remuneration adviser in 2021. It is the Committee’s practice
to undertake a detailed review of potential advisers every
three or four years.
PwC is a signatory to the voluntary Code of Conduct in
relation to remuneration consulting in the UK. PwC also
provides professional services to the Group in the ordinary
course of business, including assurance, advisory, tax advice
and certain services relating to Human Resources. The
Committee considered PwC’s role as an adviser to the Group
and determined that there was no conflict or potential conflict
arising. The Committee is satisfied that the advice it receives is
objective and independent. The total fee paid to PwC (on an
agreed fee basis) was £104,208, which includes advice to the
Committee relating to executive directors’ remuneration and
regulatory matters.
The Group Chief Financial Officer and Group Chief Risk Officer
provided the Committee with regular updates on finance and
risk matters. The Committee recognises and manages any
conflicts of interest when receiving views from executive
directors or senior management on remuneration proposals
and no individual is involved in deciding their own
remuneration.
Committee effectiveness review
The feedback from the externally conducted 2022 Committee
effectiveness review was positive. The key points raised and
the action plan for 2023 are summarised below.
Key observations from the 2022 external
effectiveness review
The key points highlighted by the review include:
• The Committee is recognised for dealing with difficult
and sensitive issues, and the work the Committee Chair
does in consulting with investors and attending subsidiary
RemCo meetings is appreciated.
• The close coordination of remuneration and sustainability
issues, strengthened by cross-membership of the
Remuneration Committee and Culture and Sustainability
Committee provides helpful alignment.
• Positive commentary was given on the support received
from internal specialists (e.g. human resources, finance,
risk) and PwC (the external advisers).
• Non-Committee members feel well informed of the key
issues and areas of discussion.
2023 Action Plan
The 2023 Action Plan for the Committee reflects the
recommendations from the effectiveness review and
continues to build on the progress made last year:
• Consider how PwC can best provide further insight
on how the Group’s more sensitive remuneration
proposals will be received by investors.
• Consider how non-Committee members can
become more informed on the Committee’s debate,
while protecting confidentiality.
191
Standard Chartered – Annual Report 2022Directors’ report Committee activities in the year
Executive directors’ remuneration
Review of the directors’ remuneration policy and implementation
19 Jan
31 Jan
27 Jul
29 Sep
24 Nov
Fixed and variable remuneration
Senior management remuneration
Joiners and leavers
Fixed and variable remuneration
All employee remuneration
Group-wide discretionary remuneration
Outcomes from the annual performance and reward review
Incentive performance measures, targets and outcomes
Group-wide reward, and the Fair Pay Charter
Reward governance
Consideration of risk, control and conduct matters
Identification of material risk takers
Engagement with stakeholders and regulatory, investor and political matters
The Committee held an additional strategy meeting to discuss the progress of the Group’s Future of Work initiative, its
Employee Value Proposition and to identify ongoing areas of focus and further development. The Committee considered
the changes to traditional ways of working and discussed approaches to attracting and retaining future talent to drive a
high-performance culture.
Understanding the views of our workforce
The Committee recognises the importance of seeking feedback from colleagues on remuneration to inform decision-
making. This year, 87 per cent of colleagues responded to the Group’s engagement survey, which sought to understand
colleague sentiment in respect of performance management, the process of giving and receiving feedback and reward.
Key insights were presented to the Committee for discussion, and results were shared with the workforce along with a
summary of actions being taken.
The Board engages with and listens to the views of employees. In 2022, the Board hosted informal events with employees
which provided an opportunity for the Board to understand how the Bank’s strategy and culture are being lived and
embedded across the Group.
Further information on our workforce engagement framework is included in our Culture and Sustainability Committee
report on pages 176 to 178.
192
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report Group-wide remuneration
Our Fair Pay Charter
The Fair Pay Charter is the compass for our performance and reward strategy and outlines how we aim to ensure fairness
in our approach to reward. It sets out the principles that underpin our performance and reward strategy and associated
decisions – including providing a sufficient level of financial security, being competitive against the market, paying for
performance, ensuring consistency and transparency in outcomes, supporting flexibility and wellbeing of colleagues,
and rewarding colleagues in a way that is free from unjust bias.
Together with broader human resources initiatives supporting diversity and inclusion, organisational and individual
development and the recognition of high performance, we are building a culture of excellence where, through innovation
and continuous improvement, each and every one of our colleagues can fulfil their potential.
Full details of the Charter can be found in our Fair Pay Report here: sc.com/fairpayreport
Key highlights include:
Fair Pay Charter principles
Financial security during the cost of living crisis
During 2022, supporting colleagues’ financial security in the
face of widespread cost of living challenges has been a
priority. We have taken a number of actions to support this,
including intervening in markets faced by the most extreme
economic circumstances, such as Sri Lanka, Pakistan and
Zimbabwe, to address the challenges facing our more
junior employees in particular. We have also set aside
additional funding for 2023 salary increases, again
prioritising junior colleagues.
Redefining our approach to manage and
reward performance
In 2022, we launched a new approach to motivate
outperformance and deliver a culture of excellence by
redefining how we manage, recognise and reward
performance across the Group. With this approach we are
creating a more transparent, real-time feedback culture
underpinned by continuous feedback, coaching, and open
two-way performance and development conversations with
people leaders.
We also introduced our Leadership Agreement, designed to
set clear expectations of the leadership standards needed
to drive and accelerate our performance, focused around
behaviours that aspire, inspire and drive execution.
Diversity and pay
Since 2017, we have published gender pay gap analysis for
the UK, Hong Kong, Singapore, UAE and the US. In 2022, for
the first time, we have extended our diversity pay analysis to
include ethnicity pay gap reporting in the UK and US. These
analytics, which are included in our Fair Pay Report, combined
with local insights on the unique dynamics and talent
context of each market, enable us to better understand the
strengths and gaps in the organisation, and to develop
action plans to tap into the potential of a truly diverse and
inclusive workforce.
1 We commit to pay a living wage in all our markets
and seek to go beyond compliance with minimum
wage requirements.
2 We provide an appropriate mix of fixed and variable
pay and a core level of benefits to ensure a minimum
level of earnings and security to colleagues and to
reflect the Group’s commitment to wellbeing.
3 We support colleagues in working flexibly, in ways
that balance both business needs and their personal
circumstances, and provide colleagues with the
opportunity to select the combination and level of
benefits that is right for them.
4
Pay is well administered with colleagues paid
accurately, on time and in a way that is convenient
for them.
5 We provide a competitive total fixed and variable
pay opportunity that enables us to attract, motivate
and retain colleagues based on market rates for their
role, location, performance, skills and experience.
6
The structure of pay and benefits is consistent for
colleagues based on their location and role, with a
clear rationale for exceptions.
7 We are committed to rewarding colleagues in a way
that is free from discrimination on the basis of
diversity, as set out in our Group Code of Conduct.
8 We ensure pay decisions reflect the performance
of the individual, the business they work in and
the Group, and recognise the potential, conduct,
behaviours and values demonstrated by each
individual.
9 We set clear expectations for how colleagues are
rewarded and the principles guiding decisions,
including clear personal objectives and feedback.
10 We provide clear communication of pay and
performance decisions, and seek feedback and input
from colleagues on our pay structures and outcomes.
193
Standard Chartered – Annual Report 2022Directors’ report Directors’ remuneration in 2022
This section, which is subject to an advisory vote at the 2023 AGM, sets out how remuneration was delivered to the executive
directors in 2022 under the remuneration policy approved by shareholders in 2022. It also sets out the 2022 fees paid to the
Group Chairman and the INEDs.
Annual incentive awards for the executive directors (audited)
Annual incentive awards for executive directors are based on the assessment of the Group scorecard and personal
performance, embedded into the scorecard assessment for the executive directors in 2022, in line with the remuneration policy.
The personal element accounts for a maximum weighting of 10 per cent, with financial measures continuing to make up to
50 per cent and the strategic measures accounting for up to 40 per cent. The Committee has also considered progress
demonstrated against our Stands in the determination of the overall scorecard outcome. The Group scorecard is used for
all eligible employees, including the executive directors, to maintain alignment and a shared sense of purpose.
For Bill and Andy, the Committee considered Group performance, individual performance, and risk, control and conduct-related
matters (with input from Risk and other control functions). The Committee considered that each director had exhibited an
appropriate level of conduct and was deemed to have met the gateway requirement to be eligible for an incentive.
The annual incentive scorecard outcome for Bill and Andy is summarised below:
Executive director scorecard outcomes
Financial
Strategic
Personal performance
Our Stands
Total
Committee adjustment (see page 185 for further details)
Final scorecard for determining annual incentives
Maximum annual incentive opportunity (£000)
Annual incentive outcome (£000)
Weighting
Bill Winters
outcome
Andy Halford
outcome
50%
40%
10%
39%
25%
9%
1%
74%
(4%)
70%
2,142
1,499
39%
25%
8%
1%
73%
(4%)
69%
1,369
945
Set out below are the assessments of performance in 2022 for the Group (financial, strategic and our Stands) and for Bill
and Andy.
Assessment of the 2022 scorecard – financial measures1
Weighting Threshold (0%)
Target
Maximum (100%)
Achievement
Outcome
Income
Costs2
Operating profit
RoTE3 with a CET14
underpin of the higher
of 13% or the minimum
regulatory requirement
10%
10%
5%
$14.4bn
$10.7bn
$3.6bn
$15.0bn
$10.2bn
$4.0bn
$15.6bn
$9.9bn
$4.4bn
$16.3bn
$10.4bn
$4.8bn
20%
5.8%
6.4%
7.0%
8%
Growth of high-quality
liabilities mix5
5%
$3.8bn
$7.7bn
$11.5bn
$(17.8)bn
10%
4%
5%
20%
0%
1 Total income and operating profit are on an underlying basis. Certain items are presented as restructuring and other items that are excluded from the underlying
results of the Group. These are income, costs and impairment and resulting operating profit relating to identifiable business units, products or portfolios from the
relevant dates that they have been approved for restructuring, disposal, wind-down or redundancy. This includes realised and unrealised gains and losses from
management’s decisions to dispose of assets, as well as residual income, direct costs and impairment of related legacy assets of those identifiable business units,
products or portfolios. See Note 2 on page 350.
2 Cost achievement has been adjusted by USD0.2 billion, to exclude additional performance related pay in relation specifically to overachievement of profit target,
which was highlighted in our Q1 earnings release.
3 Underlying RoTE represents the ratio of the current year’s profit available for distribution to ordinary shareholders, to the weighted average ordinary shareholders’
equity less the average goodwill and intangibles for the reporting period. Underlying RoTE normally excludes regulatory fines but, for remuneration purposes, this
would be subject to review by the Committee.
4 The CET1 underpin was set at the higher of 13 per cent or the minimum regulatory level at 31 December 2022. In addition, the Committee has the discretion to take
into account at the end of the performance period any changes in regulatory capital and risk-weighted asset requirements that might have been announced and
implemented after the start of the performance period.
5 Initiative that targets growth of efficient and regulatory friendly deposits to improve quality of our funding mix (liabilities) to support the Group’s growth
aspirations. The definition of high quality liabilities within the 2022 scorecard excludes term deposits, therefore the achievement of USD(17.8)billion excludes
the migration to Term Deposits from CASA balances driven by the high interest rate environment.
194
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report Assessment of the 2022 scorecard – strategic measures1,2
Clients (network, affluent, mass)
Target
Assessment
Improve client satisfaction rating.
•
• Deliver growth in qualified clients across Affluent, Private
Banking, and Wealth Management activity across top
11 affluent countries and increase the number of active
personal clients.
• Deliver network income growth in Corporate, Commercial &
• Client satisfaction outperformed across all businesses.
• Affluent and Wealth Management adversely impacted by the
pandemic restrictions, the onset of the Russia-Ukraine conflict
and increases in interest rates to tackle inflation.
• Network income growth exceeded targets.
• Digital Ventures impacted by market volatility and delays in
Institutional Banking.
• Grow value of Digital Ventures.
Weighting
Sustainability
Target
external approvals.
12%
Assessment
Outcome
7%
• Progress against the Group’s aim to achieve net zero by 2050.
•
Improve community engagement through employee
volunteering participation.
• Net zero targets progressing well with delivery of green and
transition finance on track.
• Outperformance of community engagement from all markets
including regional campaigns.
Weighting
Enablers (innovation, new ways of working and people)
8%
Target
Assessment
Outcome
4%
• Grow proportion of digitally initiated transactions and digital
• Digital adoption below target impacted by external approvals
•
sales adoption.
Improve end-to-end speed to deliver change (from idea
formation to commercialisation).
• Develop human capital by improving employee engagement,
and go live delays.
• Speed to deliver targets achieved.
•
Improved employee inclusion and engagement outcomes and
an increase in number of females in senior roles by 1.4ppt.
diversity and inclusion.
Weighting
Risk and controls
Target
Improve risk and control governance effectiveness.
•
• Successfully deliver milestones within the cyber risk
management plan.
Weighting
8%
12%
Outcome
7%
Assessment
• Non-financial risk index improved in 2022, reflecting a
reduction in non-financial risk existing in the Bank.
• Progress made in reducing risk across key information
and cyber security domains.
Outcome
7%
1 A maximum/minimum performance threshold was set for each performance measure. For strategic measures, the Committee used its judgement to determine
scorecard outcomes within this range (with a higher than 50 per cent outcome for performance above target and a lower than 50 per cent outcome for below
target performance).
2 The Committee considered the performance against the ESG metrics within the people and purpose element of the annual incentive scorecard and 2020–22 LTIP
strategic measures, as well as the Group’s wider progress on ESG metrics, and determined that the outcomes were appropriate and that the incentive structures
do not raise ESG risks by motivating irresponsible behaviour.
Assessment of the 2022 scorecard – our Stands
Our Stands: Accelerating Zero; Lifting Participation; Resetting Globalisation
A holistic assessment of the embedding of our Stands showed good progress has been made across the Group.
See page 24 for further details and examples of the initiatives and programmes that have been implemented.
1%
Assessment of the 2022 scorecard – personal performance
The Committee considers areas of responsibility together with progress against key objectives for the year and personal
contribution to the Group scorecard outcome. This element focuses on measures that reflect real personal impact, such as
transformation of processes and improving the culture within the Bank. Key achievements against Bill’s and Andy’s personal
objectives are summarised in the table below.
Bill Winters
Bill has continued to deliver as an authentic and trusted leader. The strong financial and strategic performance delivered by the
Bank in 2022, our best performance over the past five years despite challenging circumstances, has been significantly influenced
by Bill’s personal drive and contribution throughout the year.
Goal
Execution and
prioritisation
• Champion new ways
of working across the
Group to maximise
productivity gains
Assessment
• Bill has taken action throughout the year to simplify and champion new, collaborative ways of working and to
drive ambition and execution.
• His personal focus results in success for the Group with proven examples including performance in China, UAE,
India and Korea.
• He also led the strategic effort to realign the bank’s Africa and Middle East footprint by exiting some markets
and entering or increasing our presence in high potential markets, such as Saudi Arabia and Egypt.
• He has overseen and influenced many enhancements in our internal capabilities which are contributing to
•
improved performance.
For example, Bill set up a Global Strategy Delivery Squad, comprised of senior and experienced leaders from
across the organisation, to accelerate progress against our strategic objectives and find solutions to embed
other enterprise-wide strategic enablers.
195
Standard Chartered – Annual Report 2022Directors’ report Culture and
transformation
• Simplify processes and
•
instil a high-performance
culture.
Increase diversity and
inclusion profile and
promote action, both
internally and externally.
Innovation
• Drive innovation in new
and core businesses.
Key stakeholder
interaction
• Spend more time with
clients and investors to
increase impact
• Fulfil external roles to
improve credentials on
global issues.
Sustainability
• Promote our
sustainability credentials.
Weighting
10%
Andy Halford
• Bill drives our culture, promoting the core values of the bank, including diversity and inclusion, sustainability and
•
•
•
•
our Stands.
He was instrumental in the development of our new performance management process, driving our ambition
for a truly high-performance environment.
Bill has been a key advocate of our drive towards a culture of excellence, leading by example and maintaining a
focus on risk and control issues, ensuring risk ownership across the business.
Our Group Management Team is more than 50% female with Mary Huen joining in 2022 and Sadia Ricke
joining as Chief Risk Officer in 2023.
Through our employee survey, we have seen our Manager Net Promotor Score (mNPS) at its highest ever; there
has also been an increase in the employee Net Promoter Score (eNPS) and scores related to the Bank exceeding
employees’ expectations.
• Bill has driven innovation in new and core businesses, both in our new ventures and in the success of our
•
digital assets.
30+ ventures in the portfolio across 10+ markets, 7 of which were commercialised in 2022. Examples include the
successful launch of Nexus (Indonesia), Solv (Kenya) and Trust Bank (Singapore).
Digital capabilities have been launched in CPBB to support wealth education.
•
• During 2022, both Zodia Custody and Zodia Markets commenced business as a key step in providing
institutional client support for digital assets.
• Bill has successfully increased his level of engagement with key clients, investors and other stakeholders
•
•
throughout the year. Investors are very supportive of him as evidenced by a recent investor perception survey.
Bill holds roles in various important external fora which enhances the Bank’s international image and
reputation, positioning us as a thought leader and relevant actor in sustainable finance, innovation and digital
assets, in particular.
He currently co-chairs the B20 India Taskforce on Financing for Global Economic Recovery and is UK Chair of the
India-UK Financial Partnership.
• Bill takes a leadership position in various banking and markets efforts to address the climate challenge.
• He has maintained a high-profile focus on sustainability generally and on carbon markets in particular.
Partnerships include Advanced Market Commitment for the African Carbon Markets Initiative (ACMI), acting
as a principal in the Glasgow Financial Alliance for Net Zero (GFANZ) and involvement in the Indonesian and
Vietnamese Just Energy Transition Partnerships (JETPs).
Bill created the Group’s Chief Sustainability Officer role and played a key role in hiring Marisa Drew for the
position, and in refreshing our sustainability strategy.
•
Outcome 9%
During 2022, Andy has continued to be a strong partner to Bill, the Management Team and the Board. The strong financial
results delivered by the Bank in 2022, despite challenging conditions, have been significantly influenced by Andy’s focus and
commitment to improve the bank.
Goal
Transformation and
execution
• Deliver major
programmes.
Assessment
• Andy led on the implementation of the strategic actions we set out publicly in February 2022.
• Significant progress made within our strategy function resulting in an enhanced focus on strategy across the
• He was instrumental in the assessment that resulted in the decision to streamline the bank’s African presence.
• Andy has personally driven the implementation of a multi-year programme to fundamentally upgrade the
Group.
quality of the financial systems being used across the Group.
Stakeholder management
•
Increase investor
confidence in the Group’s
refreshed strategy.
• Andy played a key role in sharpening the externally communicated goals and the progress of the Bank both
with the investor community and the external media, building trust and confidence externally.
• He has been an active board member contributing on multiple fronts both within and outside his core areas
of finance expertise, including process improvements and efficiencies and governance and financial control
improvements for new businesses in and around SC Ventures.
Risk and controls
• Delivery of regulatory
reporting remediation
programme.
• Deliver the Resolvability
Assessment Framework.
Financial performance
• Contribute to delivery
of Group financial
performance, including
through management
of cost base.
Weighting
10%
• Andy has given considerable attention to upgrading the quality of the Group’s regulatory reporting, with
notable improvements in the overall financial control environment.
He has coordinated a significant multidisciplinary team to ensure that the Group is compliant with its
Resolution responsibilities.
Andy created a new team to manage the verification and reporting of many of the new ESG metrics.
•
•
• Andy actively managed the Group’s cost base throughout the year, which enabled the rate of income growth
•
to exceed the rate of cost growth by the largest margin in recent years.
Through his chairing of the Group Asset and Liability Committee during an unparalleled period of economic
volatility, Andy ensured that the bank appropriately managed the resultant risks and realised many of the
opportunities.
Outcome 8%
196
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report
Performance outcome for 2020–22 LTIP awards (audited)
The single total figure of remuneration table on page 198 shows that LTIP awards will vest in March 2023 with an estimated
value of GBP1,024,408 and GBP634,488 for Bill and Andy, respectively. These LTIP awards were granted in 2020 with a face
value of 120 per cent of fixed pay, to incentivise the achievement of the Group’s refreshed strategic priorities over the three-year
period 2020 to 2022. The awards are share-based and were subject to the satisfaction of stretching RoTE, TSR and strategic
performance measures over three years. The targets for these measures were set at the beginning of 2020 and have not been
adjusted to reflect the challenges caused by the onset of the pandemic. A conduct gateway requirement must be met before
any awards vest.
The Committee concluded that Bill and Andy exhibited appropriate conduct during the performance period and therefore the
conduct gateway was met.
The threshold RoTE target has not been achieved and the relative TSR threshold target will be measured in March 2023 but is
estimated not to have been achieved. The Committee considered performance against the strategic proof points set out in the
table below and determined that vesting of 22 per cent was appropriate.
The share price used to estimate the value of vesting of the 2020–22 LTIP awards is higher than the share price on the award
date of GBP5.196 and the value attributable to share price growth for Bill and Andy can be seen in the single total figure of
remuneration on the next page.
The Committee considered carefully the vesting of the LTIP awards, taking account of the share price at grant, which was
15 per cent lower than the share price of the awards made in the previous year. The stretching targets set at the beginning of
2020 were not adjusted to reflect the impact of the pandemic, and the share price increase to the end of the performance
period has been broadly consistent with the improvement in underlying performance. Therefore, the Committee considers
the values to be delivered remain appropriate, and are not a windfall.
The awards will vest pro rata over 2023 to 2027 and the shares will be subject to a 12 month retention period post-vesting.
Malus and clawback provisions apply.
Measure
Weighting
Performance for
minimum vesting (25%)
Performance for
maximum vesting (100%) Assessment of achievement
Vesting
outcome
One-third
8.5%
11.0%
RoTE 8% and CET1 14%
RoTE1 in 2022 with a
CET1 underpin
Relative TSR
performance against
peer group
One-third
Median
Upper quartile
Strategic measures
One-third
Total 2020–22 LTIP awards vesting outcome
Strategic measure Proof point
Assessment
Performance currently estimated
below median. TSR performance will
be measured in March 2023
Improved performance against our
strategic priorities
0%
0%
22%
22%
Deliver our
network and
grow our
affluent
business
Transform
and disrupt
with digital
Purpose and
people
Risk and
controls
Improve client satisfaction rating
Deliver network growth in target
segments
Deliver affluent growth in target
markets
Successfully deliver key digital
partnerships, platforms and
technologies
Improve data analytics to
develop new products and
attract new clients
Improve diversity, employee
engagement and culture of
inclusion
Successfully embed sustainable
and responsible practices in
relation to climate, infrastructure,
environment and community
engagements
Successfully deliver milestones
within the risk management plan
Enhance compliance control
effectiveness
Maintain risk profile within
Group’s risk appetite
Client satisfaction metrics across Corporate, Commercial & Institutional Banking
and Consumer, Private & Business Banking have met or exceeded targets in each
year of the plan.
Exceeded targets in 2022, with good performance in areas of strategic focus,
following slower progress in 2021 and 2020.
Progress made in 2022 but metric impacted by the pandemic restrictions and the
onset of the Russia-Ukraine conflict during the performance period.
Digital ventures adversely impacted in 2022 by market volatility and delays in
external approvals. Strong performance in earlier years.
Strong performance across the three year period, with targets achieved in
advance of the performance period end.
Improved employee inclusion and engagement outcomes in 2022. Increase in the
number of females in senior roles by 3.6ppt over the three years.
Significant outperformance in sustainable finance revenues delivering USD500m
in challenging markets, making material progress towards USD300bn target.
Delivered on 2022 net zero public commitment milestones, fulfilled leading roles in
key industry initiatives/standards setting and received A- ‘leadership status’ from
CDP, recognising Standard Chartered among very few banks for its climate action.
A significant push in 2022 to improve risk and controls following two years of
slower progress. Non-financial risk reduction reflects a strong performance in
2022 against stretching targets and an improvement on previous years.
Information and cyber security remedial actions from earlier years were
extended in subsequent periods; however, an improvement in 2022 with risk
reduction across key control domains. Audit targets were achieved in all years.
1. RoTE was based on profit attributed to ordinary shareholders, adjusted, on a tax-effected basis, for profits or losses of a capital nature, restructuring charges,
amounts consequent to investment transactions driven by strategic intent and infrequent/exceptional transactions that are significant or material in the context
of the Group’s normal business earnings for the period. The CET1 underpin was set at the higher of 13 per cent or the minimum regulatory level as at 31 December
2022 (taking into account any transition rules or material changes in regulatory rules).
197
Standard Chartered – Annual Report 2022Directors’ report Single total figure of remuneration for 2022 (audited)
The following table sets out the single total figure of remuneration for 2022 for the CEO and the CFO. The single figure consists
of salary, pension, benefits and annual incentives receivable in respect of 2022 and the estimated values of 2020–22 LTIP
awards vesting. The LTIP value is based on the outcome of awards made in 2020 and does not include the forward-looking
awards to be made in March 2023, due to vest in early 2026. The single figure for Bill and Andy represents a year-on-year
increase of 16 and 13 per cent respectively, reflecting the improved performance achieved.
Bill Winters
Andy Halford
£000
Salary
Pension
Benefits
Total fixed remuneration
Annual incentive award
Vesting of LTIP award
Value of vesting awards based on performance
Value of vesting awards based on share price growth
Total variable remuneration
Single total figure of remuneration
Notes to the single total figure of remuneration table
2022
2,418
245
297
2,960
1,499
921
103
2,523
5,483
2021
2,370
237
165
2,772
1,189
779
1,968
4,740
2022
1,546
154
133
1,833
945
570
64
1,579
3,412
2021
1,515
152
107
1,774
760
498
1,258
3,032
Salary
• Bill’s salary is paid 50 per cent in cash and 50 per cent in shares and Andy’s salary is paid 67 per cent in cash and
33 per cent in shares.
• Bill and Andy’s salaries were increased 2.7 per cent effective 1 April 2022.
Pension
• Pension is set as a percentage of salary and can be delivered as a contribution to the UK pension fund or paid as
a cash allowance.
• Pension for Bill is delivered as a cash allowance and a GBP4,000 contribution to the UK pension fund, and for
Andy the pension is delivered as a cash allowance.
Benefits
• Bill has the use of a vehicle and driver. This is a role-based provision given the executive role and the associated
security and privacy requirements.
• Bill is entitled to a contribution to the preparation of his annual tax returns owing to the complexity of his tax
affairs, in part due to travel requirements for Group business.
• The benefits figures refer to UK tax years 2021/22 and 2020/21 respectively.
• The increase in benefits compared with 2021 reflects the resumption of business travel to pre-pandemic levels,
an increase in tax preparation assistance given the complexity in filings and an increase in benefit premiums.
Fixed
remuneration
• Fixed remuneration is the total of salary, pension and benefits.
Annual incentive • Executive directors’ annual incentive awards are delivered 50 per cent in cash and 50 per cent in shares, subject
to a minimum 12 month retention period.
• The detail of how directors’ annual incentive awards are determined is set out on pages 194 to 196.
Vesting of LTIP
awards
• Further details on the performance outcome for the 2020–22 LTIP are provided on page 197.
• The values of the LTIP 2019–21 vesting awards for 2021 have been restated based on the actual share price of
£5.09 when the awards vested in March 2022.
No payments were made to, or in respect of, past directors in the year in excess of the minimum threshold of GBP50,000, set for
this purpose.
198
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report
Executive directors’ shareholdings and share interests including share awards (audited)
Shares that count towards the executive director shareholding requirements are beneficially owned shares, including vested
share awards subject to a retention period, and unvested share awards for which performance conditions have been satisfied
(on a net-of-tax basis). As of 31 December 2022, both Bill and Andy significantly exceeded their shareholding requirement.
Shares purchased voluntarily from their own funds are equivalent to 79 and 58 per cent of salary for Bill and Andy, respectively.
The following table summarises the executive directors’ shareholdings and share interests:
Unvested share
awards not
subject to
performance
measures
(net of tax)4,5
Total shares
counting
towards
shareholding
requirement
Shareholding
requirement as
a percentage
of salary
Value of shares
counting
towards
shareholding
requirement as
a percentage
of salary1
Salary
Unvested share
awards subject
to performance
measures
175,196
111,527
2,490,873
1,101,463
250% £2,434,000
200% £1,556,000
637%
441%
2,315,512
1,465,157
Shares held
beneficially1,2,3
2,315,677
989,936
Bill Winters
Andy Halford
1 All figures are as of 31 December 2022. There were no changes to any executive directors’ interests in shares between 31 December 2022 and 15 February 2023.
No director has either: (i) an interest in company preference shares or loan stocks of any subsidiary or associated undertaking of the Group; or (ii) any corporate
interests in Company ordinary shares. The closing share price on 31 December 2022 was £6.224.
2 The beneficial interests of directors and connected persons in the shares of the Company are set out above. The executive directors do not have any
non-beneficial interests in the Company’s shares. None of the executive directors used shares as collateral for any loans.
3 The salary and shares held beneficially include shares awarded to deliver the executive directors’ salary shares.
4 As Bill and Andy are both UK taxpayers, zero per cent tax is assumed to apply to Sharesave (as Sharesave is a UK tax qualified share plan) and 47 per cent tax is
assumed to apply to other unvested share awards (marginal combined PAYE rate of income tax at 45 per cent and employee National Insurance contributions at
2 per cent) – rates may change.
5 The figures reported in the 2022 half year report were calculated assuming 48.25 per cent tax (marginal combined PAYE rate of income tax at 45 per cent and
employee social security contributions at 3.25 per cent). As the Health and Social Care Levy was cancelled on 6 November 2022 the tax rate assumed to apply to
unvested share awards of 47 per cent has been used.
LTIP awards for the executive directors to be granted in 2023
The size of the LTIP award has been determined based on Group and individual performance during the year. Awards for the
2022 performance year will be granted to Bill and Andy in March 2023 with a value of 132 per cent of salary (GBP3.2 million
and GBP2.1 million, respectively), the maximum amount under the 2022 directors’ remuneration policy. The amount that the
executive directors will receive at the end of the three-year performance period will be based on the level of performance
achieved against the performance measures and the future share price.
The performance measures and targets are aligned with our strategic priorities, and continue to incorporate measures that
reflect our three Stands. The sustainability measures have been selected based on their level of impact for the Group and
wider society and ability to drive financial returns in the medium term. Details of the sustainability and other strategic
measures and targets are shown in the table below and are disclosed prospectively, except where the internal targets are
considered commercially sensitive. Details of achievement against targets will be disclosed retrospectively at the end of the
performance period.
The RoTE target range for the awards is increased to 10 to 12.5 per cent, from 7 to 11 per cent for the 2022–24 awards. A narrower
range of 2.5 ppts is considered appropriate due to the increase in target range which reflects the progress in RoTE achieved in
2022 and our increased ambition of 11 per cent by 2024.
The peer group of companies selected for the calculation of the relative TSR performance are companies with generally
comparable business activities, size or geographic spread to Standard Chartered or companies with which we compete for
investor funds and talent. The peer group is intended to be representative of our geographic presence and business operations.
The TSR peer group for the 2023–25 LTIP awards will be the same as for the 2022–24 LTIP and is detailed below. TSR is measured
in sterling for each company and the TSR data is averaged over a month at the start and end of the three-year measurement
period which starts from the date of grant.
Remuneration regulations for UK banks prohibit the award of dividend equivalent shares on vesting. The number of shares
awarded in respect of the LTIP will take into account the lack of dividend equivalents (calculated by reference to market
consensus dividend yield) such that the overall market value of the award is maintained.
These awards will vest in five annual tranches beginning after the third anniversary of the grant (i.e. March 2026 to March 2030)
subject to meeting the performance measures set out below at the end of 2025. All vested shares are subject to a 12 month
retention period.
The performance measures for the 2023–25 LTIP awards are set out in the table on page 200.
Peer group for the TSR measure in the 2023–25 LTIP
Banco Santander
Bank of America
Bank of China
Bank of East Asia
Barclays
BNP Paribas
Citigroup
Credit Suisse
DBS Group
Deutsche Bank
HSBC
ICBC
ICICI
JPMorgan Chase
KB Financial Group
Oversea Chinese Banking Corporation
Société Générale
Standard Bank
State Bank of India
UBS
United Overseas Bank
199
Standard Chartered – Annual Report 2022Directors’ report Performance measures for 2023–25 LTIP awards
Amount vesting
(as a % of total award)
Maximum – 30%
Threshold – 7.5%
Below threshold – 0%
Weighting
30%
Threshold performance target
10%
Maximum performance target
12.5%
Measure
1. RoTE1 in 2025 with a
CET12 underpin of the
higher of 13% or the
minimum regulatory
requirement
If RoTE reaches 10 per cent then 7.5 per cent of the award vests. If RoTE reaches 12.5 per cent then 30 per cent of the award vests.
If RoTE is between the threshold and maximum, vesting is calculated on a straight-line basis between these two points.
2. Relative TSR
against the
peer group
Relative TSR is measured against a peer group of companies. If the Group’s TSR performance is at least equivalent to the median
ranked company then 7.5 per cent of the award vests. If the Group’s TSR performance is at least equal to the upper quartile ranked
company then 30 per cent of the award vests. Between these points, the Group’s TSR is compared with that of the peer companies
positioned immediately above and below it and straight-line vesting applies.
3. Sustainability
Maximum – 30%
Threshold – 7.5%
Below threshold – 0%
Upper quartile
Median
30%
15%
Maximum – 15%
Minimum – 0%
• Sustainable finance revenues in excess of $1bn by 2025
• Delivery of the net zero roadmap
• Contribution to the advancement of the sustainability ecosystem
4. Other strategic
measures
Our Stands
25%
Maximum – 25%
Minimum – 0%
Clients
Enablers
(Ways of working
and people)
Risk and controls
• Uplifting participation: increase access to financial services and lending
to female entrepreneurs and SMEs
• Resetting globalisation: create diversity and inclusion supplier plans;
bank an increased proportion of our clients’ international and domestic
networks of suppliers and buyers
Improve client satisfaction rating evidenced in surveys and internal
benchmarks
•
• Deliver growth in affluent wealth client activity
• Deliver network income growth in Corporate, Commercial & Institutional
•
Banking
Increase China onshore and offshore profit before tax in line with
externally disclosed targets
• Drive digital ventures growth with meaningful value from digital creations
• Ways of working: organisational effectiveness - reducing complexity
• People: improve employee net promoter score; increase diversity; increase
our culture of inclusion
• Reduction in non-financial risk, evaluating the elevated residual risks to
•
allow for effective prioritisation and give credit for risk reduction
An assessment of the proportion of audit issues identified by the
business/region/function compared to total issues raised, reflecting
drive to improve risk awareness and culture across the Bank
1 Underlying RoTE represents the ratio of the current year’s underlying operating profit attributable to ordinary shareholders to the weighted average ordinary
shareholders’ equity less the average goodwill and intangibles for the reporting period. Underlying RoTE normally excludes regulatory fines and certain other
adjustments but, for remuneration purposes, such adjustments are subject to review by the Committee.
2 The CET1 underpin will be set at the higher of 13 per cent or the minimum regulatory level as of 31 December 2025. In addition, the Committee has the discretion
to take into account at the end of the performance period any changes in regulatory capital and risk-weighted asset requirements that might have been
announced and implemented after the start of the performance period, for example in relation to Basel IV.
Total variable remuneration awarded to directors in respect of 2022 (audited)
Annual incentive (£000)
Annual incentive as a percentage of salary
LTIP award (value of shares subject to performance conditions) (£000)2
LTIP award as a percentage of salary
Total variable remuneration (£000)
Total variable remuneration as a percentage of salary
Bill Winters
Andy Halford
2022
1,499
62%
3,213
132%
4,712
194%
20211
1,189
50%
3,128
132%
4,317
182%
2022
945
61%
2,054
132%
2,999
193%
20211
760
50%
2,000
132%
2,760
182%
1. 2021 variable remuneration figures have been recalculated as a percentage of salary, in line with the 2022 Directors’ remuneration policy approach.
2. LTIP awards for the 2022 performance year will be granted to executive directors in March 2023 and are based on 2022 salary.
200
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report Service contracts for executive directors
Copies of the executive directors’ service contracts are available for inspection at the Group’s registered office. These contracts
have rolling 12 month notice periods and the dates of the executive directors’ current service contracts are shown below.
The contracts were updated effective 1 January 2020 to reflect the changes made following the implementation of the
2019 remuneration policy and the change to pension contribution. Executive directors are permitted to hold non-executive
directorship positions in other organisations. Where such appointments are agreed with the Board, the executive directors may
retain any fees payable for their services. Both executive directors served as non-executive directors elsewhere and received
fees for the period covered by this report as set out below. Andy stepped down from the Board of Marks and Spencer Group plc
on 31 December 2022.
Date of Standard Chartered
employment contract
Bill Winters
Andy Halford
1 January 2020
1 January 2020
Details of any non-executive directorship
Novartis International AG
Marks and Spencer Group plc
Fees retained for any non-executive
directorship (local currency)
CHF360,000
GBP104,298
Single figure of remuneration for the Chairman and INEDs (audited)
The Chairman and INEDs were paid in monthly instalments during the year. The INEDs are required to hold shares with a
nominal value of $1,000. The table below shows the fees and benefits received by the Chairman and INEDs in 2022 and
2021. The INEDs’ 2022 benefit figures are in respect of the 2021/22 tax year and the 2021 benefit figures are in respect of the
2020/21 tax year to provide consistency with the reporting of similar benefits in previous years and with those received by
executive directors.
Group Chairman
José Viñals
Current INEDs
Shirish Apte3
David Conner4
Byron Grote5
Christine Hodgson, CBE
Gay Huey Evans, CBE
Jackie Hunt6
Naguib Kheraj7
Robin Lawther, CBE8
Maria Ramos9
Phil Rivett
David Tang
Carlson Tong
Jasmine Whitbread
Fees £000
Benefits £0001
Total £000
2022
2021
2022
2021
2022
2021
Shares
beneficially
held as at
31 December
20222
1,250
1,250
45
17
1,295
1,267
45,000
128
233
156
289
155
43
96
93
239
234
170
183
210
0
255
170
325
200
0
328
0
190
225
170
205
210
0
1
0
0
1
0
1
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
128
234
156
289
156
43
97
93
239
234
171
183
210
0
256
170
325
200
0
328
0
190
225
171
205
210
2,000
10,000
–
2,571
2,615
2,000
–
2,000
2,000
2,128
2,000
2,000
3,615
1. The costs of benefits (and any associated tax costs) are paid by the Group.
2. The beneficial interests of Chairman and INEDs, and connected persons in the shares of the Company are set out above. These directors do not have any
non-beneficial interests in the Company’s shares. None of these directors used shares as collateral for any loans. No director had either: (i) an interest in the
Company’s preference shares or loan stocks of any subsidiary or associated undertaking of the Group; or (ii) any corporate interests in the Company’s ordinary
shares. All figures are as of 31 December 2022 or on the retirement of a director unless otherwise stated.
3. Shirish Apte was appointed to the Board on 4 May 2022.
4. David Conner’s fee includes his role on the Combined US Operations Risk Committee.
5. Byron Grote stepped down from the Board on 30 November 2022 and we are no longer tracking his shareholding. His reported fee for 2022 of £156,000 is in
respect of the period of 1 January 2022 to 30 November 2022.
6. Jackie Hunt was appointed to the Board on 1 October 2022.
7. Naguib Kheraj stepped down from the Board on 30 April 2022 and we are no longer tracking his shareholding. His reported fee for 2022 of £96,000 is in respect of
the period of 1 January 2022 to 30 April 2022. His benefits for 2022 of £1,000 are in respect of the period from 6 April 2021 to 5 April 2022, in line with the approach
to disclose INED benefits in respect of the relevant tax year.
8. Robin Lawther was appointed to the Board on 1 July 2022.
9. The increase in fees for Maria Ramos is due to changes in Board and Committee responsibilities during the year.
INEDs’ letters of appointment
The INEDs have letters of appointment, which are available for inspection at the Group’s registered office. Details of the INEDs’
appointments are set out on pages 138 to 142. INEDs are appointed for a period of one year, unless terminated by either party
with three months’ notice.
201
Standard Chartered – Annual Report 2022Directors’ report
2023 policy implementation for directors
Remuneration for the executive directors in 2023 will be in
line with our directors’ remuneration policy, approved at the
AGM in May 2022, as summarised on pages 188 and 189 of
this report and set out in full on pages 161 to 166 of the 2021
Annual Report.
The Committee reviews the salaries of the executive directors
on an annual basis, after considering any changes to the
scope or responsibility of the role, alignment with market-
competitive levels, and consideration of the average salary
increases made across the Group.
The 2022 policy is also set out on our website: sc.com
The key elements of remuneration for 2023 include salary
(delivered in cash and shares), pension, benefits, an annual
incentive and an LTIP award. A portion of the executive
directors’ salaries is paid in shares to strengthen shareholder
alignment. Bill’s pension is delivered as a contribution to a
defined contribution plan and as a cash allowance. Andy’s
pension is delivered as a cash allowance. The pension
allowance is set as a percentage of salary (both the cash
and shares components).
In response to the global cost of living challenges, salary
increases across the Group have been focused towards junior
employees and are generally higher than in 2022. Taking
into account the average 2023 salary increase awarded to
the Group’s UK and global workforce, the Committee has
determined that an increase is appropriate and has awarded
salary increases of 3.4 per cent to Bill and Andy. In line with the
approach used for all senior roles, these increases are 50 per
cent lower than the average increase awarded to other UK
employees. This increases their salaries from GBP2,434,000
to GBP2,517,000 and from GBP1,556,000 to GBP1,609,000
respectively. Details of fixed pay for Bill and Andy with effect
from 1 April 2023 are set out below.
£000
Salary
of which cash
of which shares
Pension
Total fixed pay
Proportion of total fixed pay paid in cash
Proportion of total fixed pay paid in shares
Bill Winters
Andy Halford
2023
2,517
1,258
1,259
252
2,769
55%
45%
2022
2,434
1,217
1,217
243
2,677
55%
45%
% change
3.4
3.4
3.4
3.4
3.4
0
0
2023
1,609
1,078
531
161
1,770
70%
30%
2022
1,556
1,043
513
156
1,712
70%
30%
% change
3.4
3.4
3.4
3.4
3.4
0
0
Illustration of application of the 2023 remuneration policy
The charts below illustrate the potential outcomes under our
directors’ remuneration policy (i.e. for awards that would be
made in March 2023, based on 2022 performance and fixed
remuneration with effect from 1 April 2023).
The charts show potential remuneration outcomes for each
executive director in four performance scenarios: minimum,
on-target, maximum and maximum with 50 per cent share
price appreciation, in line with reporting requirements. The
percentages shown in each bar represent the amount of
remuneration provided by each element of pay. Also shown
are the 2021 and 2022 single total figures of remuneration for
Bill and Andy.
202
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report Executive director remuneration (£000)
Fixed remuneration
Annual incentive
LTIP
Bill Winters
Minimum
100%
3,065
On-target
Maximum
Maximum + 50%
share price increase
2021 single figure
2022 single figure
Andy Halford
53%
35%
29%
59%
54%
Minimum
100%
1,903
19%
28%
5,834
26%
22%
39%
8,603
49%
10,264
25%
16%
4,740
27%
19%
5,483
On-target
Maximum
Maximum + 50%
share price increase
2021 single figure
2022 single figure
52%
35%
29%
59%
53%
19%
29%
3,673
26%
22%
39%
5,442
49%
6,504
25% 16%
3,032
28% 19%
3,412
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
11,000
12,000
Definitions for the chart above showing potential remuneration outcomes for each executive director in four performance
scenarios:
Fixed
remuneration
All scenarios
• Consists of total fixed remuneration – salary, benefits and pension
• Salary – salary as of 1 April 2023
• Benefits – based on 2022 single figure, actual fixed remuneration in 2023 will be dependent on
Incentives
Minimum
the cost of benefits
• Pension – 10 per cent of salary as of 1 April 2023
• No annual incentive is awarded
• No LTIP award vests
On-target
Maximum
• Annual incentive of 50 per cent of target (44 per cent of salary)
• LTIP award vests at 50 per cent total award (66 per cent of salary)
• Annual incentive of 100 per cent of target (88 per cent of salary)
• LTIP award vests at 100 per cent total award (132 per cent of salary)
Maximum + 50%
share price increase
• Annual incentive of 100 per cent of target (88 per cent of salary)
• LTIP award vests at 100 per cent total award (132 per cent of salary)
• 50 per cent share price appreciation in the value of the vested LTIP award since time of grant
2021 single
figure
Fixed remuneration
• Salary – received in 2021
• Benefits – received in 2020/21 tax year
• Pension – contribution/cash allowance received in 2021
Incentives
• Annual incentive – received in respect of 2021 performance year
• LTIP – actual vesting of 2019–21 LTIP award
2022 single
figure
Fixed remuneration
• Salary – received in 2022
• Benefits – received in 2021/22 tax year
• Pension – contribution/cash allowance received in 2022
Incentives
• Annual incentive – received in respect of 2022 performance year
• LTIP – expected vesting of 2020–22 LTIP award
203
Standard Chartered – Annual Report 2022Directors’ report 2023 annual incentive scorecard
Our annual incentive scorecard reflects our strategic priorities. The targets are set annually by the Committee and take
into account the Group’s annual financial plan and strategic priorities for the next few years which reflect the evolving
macroeconomic outlook. The Committee will also consider progress demonstrated against our Stands in the determination
of the overall scorecard outcome.
From 2022, to simplify the process, the Committee embedded the assessment of personal performance into the annual
incentive scorecard assessment, accounting for a maximum weighting of 10 per cent. Financial measures continue to make
up 50 per cent of the annual incentive scorecard. Strategic and personal measures are assessed by the Committee using a
quantitative and qualitative framework.
The Committee considers such targets to be commercially sensitive and that it would be detrimental to the interests of the
Group to disclose them before the end of the financial year. As such, targets will be disclosed retrospectively in the 2023 Annual
Report alongside the level of performance achieved.
Step 1: Conduct gateway requirement to be met in order to be eligible for any annual incentive
Appropriate level of individual valued behaviours and conduct exhibited during the course of the year
Step 2: Measurement of performance against financial and other strategic and personal measures
Financial measures
Weighting
Target
Income1
Costs
RoTE2 with a CET13 underpin
of the higher of 13% or the
minimum regulatory
requirement
Other strategic measures
10%
10%
30%
• Targets to be disclosed retrospectively
Weighting
Target
Clients (network, affluent, mass,
ventures)
12%
Improve client satisfaction and client experience ratings.
•
• Deliver growth in qualified clients across Affluent, Private Banking, and Wealth
Sustainability
8%
Enablers (ways of working and
people)
8%
Management activity.
• Deliver network income growth in Corporate, Commercial & Institutional Banking.
• Grow value of Digital Ventures.
• Mass market Retail growth through new to bank personal customers.
• Progress against the Group’s sustainable finance revenue targets and its aim to
achieve net zero by 2050.
Improve community engagement through employee volunteering participation.
•
• Grow proportion of digitally initiated transactions and digital sales adoption.
•
Improve end-to-end speed to deliver change (from idea formation to
commercialisation).
Improve organisational effectiveness.
Improve employee engagement, diversity and inclusion.
•
•
Risk and controls
12%
• Non-financial risk reduction.
• Self-identification of audit issues.
Personal performance measures
Weighting
Target
Bill - performance goals
10%
• Continue personal push for innovation and simplification across the Group, and grow
Andy - performance goals
other sources of income in our footprint.
• Further improve the Group’s risk and control framework, accelerating progress and
embedding a robust preventative risk culture.
• Continue drive for a high-performance culture, including the development of internal
talent and effective succession planning.
• Drive collaboration within the Finance function across segments and markets.
• Continue to improve financial reporting procedures.
• Deliver the focus on achieving target RoTE and other strategic objectives.
1 The Group’s statutory performance is adjusted for profits or losses of a capital nature, amounts consequent to investment transactions driven by strategic intent,
other infrequent and/or exceptional transactions that are significant or material in the context of the Group’s normal business earnings for the period and items
which management and investors would ordinarily identify separately when assessing underlying performance period by period.
2 Underlying RoTE represents the ratio of the current year’s underlying operating profit attributable to ordinary shareholders to the weighted average ordinary
shareholders’ equity less the average goodwill and intangibles for the reporting period. Underlying RoTE normally excludes regulatory fines and certain other
adjustments but, for remuneration purposes, such adjustments are subject to review by the Committee.
3 The CET1 underpin will be set at the higher of 13 per cent or the minimum regulatory level as at 31 December 2023. In addition, the Committee has the discretion
to take into account at the end of the performance period any changes in regulatory capital and risk-weighted asset requirements that might have been
announced and implemented after the start of the performance period.
204
Standard Chartered – Annual Report 2022Directors’ reportDirectors’ remuneration report INED fees
The Board regularly reviews the fee levels, considering market data and the duties, time commitment and contribution
expected for the PLC Board and, where appropriate, subsidiary boards, with the last increase taking place in 2019. The
Chairman’s fee has remained unchanged since his appointment in 2016. In recent years, the demands made of our Chairman
and INEDs has increased in line with greater regulatory expectations, and an increase in the amount of learning and
training required.
Considering this alongside the high inflationary pressures being faced in a number of our markets the Board determined an
increase in fee levels was appropriate. The revised fees are set out in the table below. The Chairman and the INEDs are eligible
for benefits in line with the directors’ remuneration policy. Neither the Chairman nor the INEDs receive any performance-
related remuneration.
1 January 2022
£000
1 January 2023
£000
1,250
105
1,293
110
Group Chairman1
Board Member
Additional responsibilities
Deputy Chairman2
Senior Independent Director
Chair
Audit Committee
Board Risk Committee
Remuneration Committee
Board Financial Crime Risk Committee3
Culture and Sustainability Committee
Membership
Audit Committee
Board Risk Committee
Remuneration Committee
Board Financial Crime Risk Committee3
Culture and Sustainability Committee
Governance and Nomination Committee
1 The Group Chairman receives a stand-alone fee which is inclusive of all services (including Board and Committee responsibilities).
2 The Group does not currently utilise the role of Deputy Chairman and does not plan to do so.
3 The Board Financial Crime Risk Committee was retired during 2022, with responsibilities reallocated to a combination of the Board, Audit and Board
Risk Committees.
75
40
70
70
70
60
60
35
35
30
30
30
15
–
45
80
80
80
–
70
40
40
40
–
35
17
205
Standard Chartered – Annual Report 2022Directors’ report Additional remuneration disclosures
The following disclosures provide further information and context in relation to executive director remuneration and
remuneration for the wider workforce as required by company reporting regulations, financial services regulations, corporate
governance guidance and institutional investor guidelines. These include the Directors’ Remuneration Report Regulations,
the UK Corporate Governance Code, Pillar 3 disclosure requirements and the requirements of The Stock Exchange of Hong
Kong Limited.
Appropriateness of executive directors’ remuneration
Our approach to remuneration is consistent for all employees and is designed to help ensure pay is competitive and in line with
the principles of our Fair Pay Charter. Remuneration for the executive directors, in line with other employees, is reviewed annually
against internal and external measures to ensure that levels are appropriate. Further details on the alignment of executive
director and wider workforce remuneration is set out on pages 188 and 189.
Measure
Approach
External
market
data
Internal
measures
• We compete for talent in a global marketplace, with many of our key competitors based outside the UK. We review
executive director fixed and variable remuneration levels against a peer group of UK and international banks to
ensure that it remains appropriately competitive. Market data used in benchmarking is based on the latest published
report and accounts.
•
In addition, we consider their remuneration against FTSE30 companies, with data sourced from an external provider.
• As with all employees, executive directors’ salaries are reviewed annually. In addition, we review annually the year-on-
year percentage change in remuneration for the executive directors and the wider employee population.
• Our incentive plans have a clear link to Group and business performance, through published scorecards. The same
•
Group scorecard is used in the assessment of incentives for colleagues including the executive directors.
Incentive decisions for colleagues, including the executive directors, are also driven by the assessment of individual
performance including achievements against personal objectives and conduct.
• The remuneration structure for executive directors was considered as part of the broader directors’ remuneration
CEO pay
ratio
policy review during 2021, taking account of the remuneration framework applicable to all colleagues.
•
In line with UK regulations, we annually report pay ratios comparing CEO remuneration to all UK employees.
• We review year-on-year ratio changes to understand the reasons and appropriateness for such movements.
•
In addition, we review the median ratio against UK FTSE and industry peer averages.
The relationship between the remuneration of the Group CEO and all UK employees
Ratio of the total remuneration of the CEO to that of the UK lower quartile, median and upper quartile employees
Year
2022
2021
2020
2019
2018
2017
Method
A
A
A
A
A
A
CEO
£000
5,483
4,740
3,926
5,360
6,287
4,683
UK employee – £000
Pay ratio
P25
95
92
84
83
78
76
P50
145
139
128
128
124
121
P75
228
215
199
212
208
203
P25
58:1
52:1
46:1
65:1
80:1
61:1
P50
38:1
34:1
31:1
42:1
51:1
39:1
The ratio will depend materially on long-term incentive outcomes each year for the CEO, and accordingly may fluctuate.
Therefore, the Committee also discloses the pay ratios covering salary and salary plus annual incentive, as the majority of
UK employees do not typically receive LTIP awards.
Additional ratios of pay based on salary and salary plus annual incentive
Salary
2022
2021
2020
2019
2018
2017
Salary plus annual incentive
2022
2021
2020
2019
2018
2017
206
CEO
£000
2,418
2,370
2,370
2,353
2,300
2,300
3,917
3,559
2,756
3,604
3,691
3,978
UK employee – £000
Pay ratio
P25
72
68
63
65
59
55
84
79
74
73
72
69
P50
87
100
93
90
86
81
123
122
104
109
105
103
P75
138
136
116
128
142
124
202
186
175
187
183
182
P25
34:1
35:1
38:1
36:1
39:1
42:1
47:1
45:1
37:1
49:1
52:1
58:1
P50
28:1
24:1
25:1
26:1
27:1
28:1
32:1
29:1
26:1
33:1
35:1
39:1
P75
24:1
22:1
20:1
25:1
30:1
23:1
P75
18:1
17:1
20:1
18:1
16:1
19:1
19:1
19:1
16:1
19:1
20:1
22:1
Standard Chartered – Annual Report 2022Directors’ reportAdditional remuneration disclosures • The pay ratios are calculated using Option A published methodology, in line with investor guidance.
• Employee pay data is based on full-time equivalent pay for UK employees as of 31 December for the relevant year and
excludes leavers, joiners and employee transfers in or out of the UK during the year to help ensure data is on a like-for-like
basis. Total pay is calculated in line with the single figure methodology (i.e. fixed remuneration accrued during the financial
year and variable remuneration relating to the performance year) and data for insured benefits are based on notional
premiums. No other calculation adjustments or assumptions have been made.
• CEO pay is as per the single total figure of remuneration for 2022 and restated for 2021 to take account of the actual LTIP
vesting in 2022. Further information on the single total figure is on page 198. The 2022 ratio will be restated in the 2023
directors’ remuneration report to take account of the final LTIP vesting data for eligible employees and for the CEO.
• The Committee has considered the data for the three individuals identified at the lower quartile, median and upper quartile
for 2022 and believes that it is a fair reflection of pay among the UK employee population. Each individual identified was a
full-time employee during the year and received remuneration in line with the Group remuneration policy, and none received
exceptional pay.
• Our LTIP is intended to link total remuneration to the achievement of the Group’s long-term strategy and to reinforce
alignment between executive remuneration and shareholder interest. Participation is typically senior employees who have
line of sight to influence directly the performance targets on the awards. The lower quartile, median and upper quartile
employees identified this year are not participants in the LTIP.
Group performance versus the CEO’s remuneration
The graph below shows the Group’s TSR performance on a cumulative basis over the past 10 years alongside that of the FTSE
100 and peer banks. The graph also shows historical levels of remuneration of the CEO over the 10 years ended 31 December
2022 for comparison. The FTSE 100 provides a broad comparison group against which shareholders may measure their
relative returns.
Group performance vs the CEO’s remuneration
CEO total remuneration (Peter Sands)
CEO total remuneration (Bill Winters)
Standard Chartered
FTSE 100
Comparator median
2
1
0
2
r
e
b
m
e
c
e
D
1
3
n
o
d
e
t
s
e
v
n
i
0
0
1
£
f
o
e
u
a
V
l
200
180
160
140
120
100
80
60
40
20
0
Jan 13
Jan 14
Jan 15
Jan 16
Jan 16
Jan 17
Jan 18
Jan 19
Jan 20
Jan 21
Jan 22
Jan 23
10
9
8
7
6
5
4
3
2
1
0
)
n
o
i
l
l
i
m
£
(
n
o
i
t
a
r
e
n
u
m
e
r
l
a
t
o
t
O
E
C
The table below shows the single figure of total remuneration for the CEO since 2013 and the variable remuneration delivered as
a percentage of maximum opportunity.
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
Single figure of total remuneration £000
Peter Sands (CEO until 10 June 2015)
4,378 3,093
1,290
–
–
–
–
–
–
–
Bill Winters (appointed CEO on 10 June 2015)
–
– 8,399
3,392 4,683
6,287 5,360 3,926 4,740 5,483
Annual incentive as a percentage of
maximum opportunity
Peter Sands
Bill Winters
Vesting of LTIP awards as a percentage of
maximum opportunity
Peter Sands
Bill Winters
50%
–
0%
–
0%
–
–
–
–
–
–
–
0% 45% 76% 63% 55% 18.5% 57% 70%
33% 10%
–
–
0%
–
0%
–
–
–
–
–
–
–
–
27% 38% 26% 23% 22%
• Bill’s single figure of total remuneration in 2015 includes his buyout award of £6.5 million to compensate for the forfeiture of
share interests on joining from his previous employment.
• The 2021 single figure for Bill has been restated based on the actual vesting and share price when the 2019–21 LTIP awards
vested in March 2022.
207
Standard Chartered – Annual Report 2022Directors’ report
Annual percentage change in remuneration of directors and UK employees
In line with our Fair Pay Charter, we monitor year-on-year changes in salary, benefits and annual incentives for the CEO and the
wider workforce.
In addition, as required under the Shareholder Rights Directive (part of UK Companies regulations), we compare the directors
of the PLC Board against an average full-time equivalent UK employee. The regulations require this analysis to be undertaken
for all individuals employed by Standard Chartered PLC (the parent company). As no individuals are employed by Standard
Chartered PLC (they are employed by legal entities which sit below the parent company), we voluntarily disclose the
comparisons against UK employees as we feel this provides a representative comparison.
Salary/fees % change
Taxable benefits % change
Annual incentive % change
CEO Bill Winters1
CFO Andy Halford
Group Chairman
José Viñals1
Current INEDs
Shirish Apte2
David Conner
Byron Grote2
Christine Hodgson, CBE
Gay Huey Evans, CBE
Jackie Hunt2
Naguib Kheraj2
Robin Lawther, CBE2
Maria Ramos3
Phil Rivett
David Tang
Carlson Tong
Jasmine Whitbread
Workforce Average
FTE UK employee4,5
2022
2.0
2.0
0.0
–
(8.8)
–
(11.0)
(22.5)
–
–
–
25.9
3.9
0.0
(11.0)
0.0
2021
0.0
0.7
0.0
–
(6.7)
0.0
0.0
0.0
–
(9.0)
–
–
–
18.3
0.0
0.0
2020
0.7
3.7
0.0
–
(0.6)
0.0
0.0
0.0
–
0.0
–
–
–
–
–
0.0
2022
79.8
23.9
2021
(26.5)
(5.6)
2020
(2.9)
30.2
2022
26.1
24.3
2021
208.1
208.9
2020
(69.2)
(68.2)
170.2
(61.5)
(11.7)
–
11.1
–
0.0
100.0
–
–
–
0.0
0.0
11.1
0.0
0.0
–
5.9
0.0
(100.0)
(100.0)
–
(100.0)
–
–
–
(82.3)
(100.0)
(100.0)
–
(57.5)
0.0
28.2
233.9
–
7.9
–
–
–
–
–
(49.2)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3.3
3.1
3.8
(7.0)
(2.0)
2.9
14.3
38.2
(22.1)
1. The increase in 2022 taxable benefits for Bill Winters and José Viñals are primarily due to the resumption of business travel to pre-pandemic levels.
2. In 2022, Naguib Kheraj and Byron Grote stepped down from the Board on 30 April and 30 November respectively. Shirish Apte, Robin Lawther and Jackie Hunt
were appointed to the Board on 4 May, 1 July and 1 October respectively.
3. The increase in fees for Maria Ramos is due to changes in Board and Committee responsibilities during the year.
4. Employee data is based on full-time equivalent pay for UK employees as of 31 December of the relevant year. This data excludes leavers, joiners and employee
transfers in or out of the UK during the year to help ensure data is on a like-for-like basis. Salary percentage change reflects increases decided at the end of 2021
and implemented in 2022.
5. Average FTE UK employee percentage change has been calculated on a mean basis. As the employee population will change yearly and the mean average
considers the full range of data, it is expected this will provide a more consistent year-on-year comparison. Any percentage changes impacted by extremes at
either end of the data set will be explained in the supporting commentary.
For the CEO, CFO, the Group Chairman and INEDs, the data the changes relate to are set out on pages 198 and 201, respectively.
The change in taxable benefits relates to the change in the values for the 2021/20, 2020/21 and 2019/20 tax years.
Due to the low value of the taxable benefits received by INEDs, which have not exceeded £1,000 in 2022 (set out on page 201),
small changes to these values are expected to cause the percentage change to fluctuate year-on-year.
Scheme interests awarded, exercised and lapsed during the year
Employees, including executive directors, are not permitted to engage in any personal investment strategies with regards to their
Company shares, including hedging against the share price of Company shares. The main features of the outstanding shares and
awards are summarised below:
Award
2016–18 LTIP
2017–19 LTIP
2018–20 LTIP
2019–21 LTIP
2020–22 LTIP
2021–23 LTIP
2022–24 LTIP
Performance measures
Performance outcome
Accrues notional
dividends?1
No. of tranches
Tranche splits
33% RoE
33% TSR
33% Strategic
33% RoTE
33% TSR
33% Strategic
30% RoTE
30% TSR
15% Sustainability
25% Strategic
27%
38%
26%
23%
22%
Yes
Yes
No
No
No
To be assessed at the end of 2023 No
To be assessed at the end of 2024 No
5
5
5
5
5
5
5
Tranche 1: 50%
Tranches 2–5: 12.5%
5 equal tranches
5 equal tranches
5 equal tranches
5 equal tranches
5 equal tranches
5 equal tranches
1 2016–18 and 2017–19 LTIP awards may receive dividend equivalent shares based on dividends declared between grant and vest. From 1 January 2017 remuneration
regulations for European banks prohibited the award of dividend equivalent shares. Therefore, the number of shares awarded in respect of the 2018–20, 2019–21,
2020–22, 2021–23 and 2022-24 LTIP awards took into account the lack of dividend equivalents (calculated by reference to market consensus dividend yield) such
that the overall value of the award was maintained.
208
Standard Chartered – Annual Report 2022Directors’ reportAdditional remuneration disclosures Change in interests during the period 1 January to 31 December 2022 (audited)
Share award
price (£)
As of
1 January
Awarded 1
Dividends
awarded2
Vested/
exercised3,4
Lapsed
As of
31 December
Performance
period end
Vesting date
Bill Winters5
2016–18 LTIP
2017–19 LTIP
5.560
7.450
2018–20 LTIP
7.782
2019–21 LTIP
6.105
2020–22 LTIP
5.196
2021–23 LTIP
4.901
2022–24 LTIP
4.876
Andy Halford4,5
2016–18 LTIP
2017–19 LTIP
5.560
7.450
2018–20 LTIP
7.782
2019–21 LTIP
6.105
2020–22 LTIP
5.196
2021–23 LTIP
4.901
2022-24 LTIP
4.876
2019 Sharesave6
2022 Sharesave6
4.980
4.230
33,506
33,507
45,049
45,049
45,049
28,178
28,178
28,178
28,179
133,065
133,065
133,065
133,065
133,067
161,095
161,095
161,095
161,095
161,095
150,621
150,621
150,621
150,621
150,621
–
–
–
–
–
20,008
20,009
27,888
27,888
27,890
17,448
17,448
17,448
17,448
85,094
85,094
85,094
85,094
85,096
99,976
99,976
99,976
99,976
99,977
96,283
96,283
96,283
96,283
96,283
–
–
–
–
–
1,807
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
151,386
151,386
151,386
151,386
151,388
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
96,772
96,772
96,772
96,772
96,773
–
2,127
2,517
–
3,380
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,502
–
2,094
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
36,023
–
48,428
–
–
28,178
–
–
–
30,604
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
21,510
–
29,982
–
–
17,448
–
–
–
19,571
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,807
–
–
–
–
–
–
–
–
–
–
102,461
102,461
102,461
102,461
102,462
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
65,523
65,523
65,523
65,523
65,524
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
33,507
–
45,049
45,049
–
28,178
28,178
28,179
–
30,604
30,604
30,604
30,605
161,095
161,095
161,095
161,095
161,095
150,621
150,621
150,621
150,621
150,621
151,386
151,386
151,386
151,386
151,388
–
20,009
–
27,888
27,890
–
17,448
17,448
17,448
–
19,571
19,571
19,571
19,572
99,976
99,976
99,976
99,976
99,977
96,283
96,283
96,283
96,283
96,283
96,772
96,772
96,772
96,772
96,773
–
2,127
11 Mar 2019
13 Mar 2020
9 Mar 2021
11 Mar 2022
9 Mar 2023
15 Mar 2024
14 Mar 2025
11 Mar 2019
13 Mar 2020
9 Mar 2021
11 Mar 2022
9 Mar 2023
15 Mar 2024
14 Mar 2025
–
–
4 May 2022
4 May 2023
13 Mar 2022
13 Mar 2023
13 Mar 2024
9 Mar 2022
9 Mar 2023
9 Mar 2024
9 Mar 2025
11 Mar 2022
11 Mar 2023
11 Mar 2024
11 Mar 2025
11 Mar 2026
9 Mar 2023
9 Mar 2024
9 Mar 2025
9 Mar 2026
9 Mar 2027
15 Mar 2024
15 Mar 2025
15 Mar 2026
15 Mar 2027
15 Mar 2028
14 Mar 2026
14 Mar 2027
14 Mar 2028
14 Mar 2029
14 Mar 2030
4 May 2022
4 May 2023
13 Mar 2022
13 Mar 2023
13 Mar 2024
9 Mar 2022
9 Mar 2023
9 Mar 2024
9 Mar 2025
11 Mar 2022
11 Mar 2023
11 Mar 2024
11 Mar 2025
11 Mar 2026
9 Mar 2023
9 Mar 2024
9 Mar 2025
9 Mar 2026
9 Mar 2027
15 Mar 2024
15 Mar 2025
15 Mar 2026
15 Mar 2027
15 Mar 2028
14 Mar 2026
14 Mar 2027
14 Mar 2028
14 Mar 2029
14 Mar 2030
1 Dec 2022
1 Feb 2026
209
Standard Chartered – Annual Report 2022Directors’ report 1. For the 2022-24 LTIP awards granted to Bill Winters and Andy Halford on 14 March 2022, the values granted were: Bill Winters: £3.1 million; Andy Halford
£2.0 million. The number of shares awarded in respect of the LTIP took into account the lack of dividend equivalents (calculated by reference to market consensus
dividend yield) such that the overall value of the award was maintained. Performance measures apply to 2022-24 LTIP awards. The closing price on the day before
grant was £4.876.
2. Dividend equivalent shares may be awarded on vesting for awards granted prior to 1 January 2018. On 31 March 2020, Standard Chartered announced that
in response to the request from the PRA and as a consequence of the unprecedented challenges facing the world due to the COVID-19 pandemic, the Board
decided to withdraw the recommendation to pay a final dividend for 2019. Dividend equivalent shares allocated to the 2016-18 LTIP and 2017-19 awards vesting
in 2022 did not include any shares relating to the cancelled dividend.
3. Shares (before tax) were delivered to Bill Winters and Andy Halford from the vesting element of LTIP awards. The number of shares and the closing share price on
the day before the shares were delivered were as follows:
2016-18 LTIP: 6 May 2022, 36,023 shares delivered to Bill Winters and 21,510 shares delivered to Andy Halford. Previous day closing share price: £5.65.
2017-19 LTIP: 14 March 2022, 48,428 shares delivered to Bill Winters and 29,982 shares delivered to Andy Halford. Previous day closing share price: £4.876.
2018-20 LTIP: 10 March 2022, 28,178 shares delivered to Bill Winters and 17448 shares delivered to Andy Halford. Previous day closing share price: £4.931.
2019-21 LTIP: 21 March 2022, 30,604 shares delivered to Bill Winters and 19,571 shares delivered to Andy Halford. Previous day closing share price: £5.064.
4. Andy Halford chose to participant in the 2022 Sharesave. This unvested option was granted on 28 November 2022 under the 2013 Plan – to exercise this option,
Andy has to pay an exercise price of £4.23 per share, which has been discounted by 20 per cent. On 29 December 2022, Andy Halford exercised his 2019 Sharesave
option under the 2013 Plan at an exercise price of £4.98 per share. The closing share price on the day before exercise was £6.292.
5. The unvested LTIP awards held by Bill Winters and Andy Halford are conditional rights. They do not have to pay towards these awards. Under these awards,
shares are delivered on vesting or as soon as practicable thereafter.
6. The vesting date relates to the end of the savings contract and the start of the six month exercise window.
As at 31 December 2022, none of the directors had registered an interest or short position in the shares, underlying shares or
debentures of the Company or any of its associated corporations that was required to be recorded pursuant to section 352 of
the Securities and Futures Ordinance, or as otherwise notified to the Company and The Stock Exchange of Hong Kong Limited
pursuant to the Model Code for Securities Transactions by Directors of Listed Issuers.
Historical LTIP awards
The current position on projected vesting for unvested LTIP awards from the 2020 and 2021 performance years based on current
performance and share price as of 31 December 2022 is set out in the tables below. The TSR peer group for both awards is as set
out on page 199.
Current position on the 2021–23 LTIP award: projected partial vesting
Performance for
minimum vesting (25%)
Performance for
maximum vesting (100%)
2021–23 LTIP assessment as of
31 December 2022
Weighting
30%
6.0%
10.0%
Measure
RoTE in 2023 plus CET1 underpin
of the higher of 13% or the
minimum regulatory
requirement
Relative TSR performance
against the peer group
30%
Median
Upper quartile
RoTE between threshold and
maximum therefore indicative partial
vesting
TSR positioned between median and
upper quartile therefore indicative
partial vesting
Sustainability
Strategic measures
15%
25%
Targets set for sustainability measures linked
to the business strategy
Tracking above target performance
therefore indicative partial vesting
Targets set for strategic measures linked to
the business strategy
Tracking above target performance
therefore indicative partial vesting
Current position on the 2022–24 LTIP award: projected partial vesting
Measure
RoTE in 2024 plus CET1 underpin
of the higher of 13% or the
minimum regulatory
requirement
Relative TSR performance
against the peer group
Sustainability
Strategic measures
Weighting
30%
30%
15%
25%
Performance for
minimum vesting (25%)
Performance for
maximum vesting (100%)
2022–24 LTIP assessment as of
31 December 2022
7.0%
11.0%
RoTE between threshold and
maximum therefore indicative partial
vesting
Median
Upper quartile
TSR positioned above upper quartile
therefore indicative full vesting
Targets set for sustainability measures linked
to the business strategy
Tracking above target performance
therefore indicative partial vesting
Targets set for strategic measures linked to
the business strategy
Tracking above target performance
therefore indicative partial vesting
The Committee assesses the value of LTIP awards on vesting and has the flexibility to adjust if the formulaic outcome is not
considered to be an appropriate reflection of the performance achieved and to avoid windfall gains.
210
Standard Chartered – Annual Report 2022Directors’ reportAdditional remuneration disclosures The approach used to determine Group-wide total discretionary incentives in 2022 is explained on page 185 of this report.
The following tables show the income statement charge for these incentives.
Income statement charge for Group discretionary incentives
Total discretionary incentives
Less: discretionary incentives that will be charged in future years
Plus: current year charge for discretionary incentives from prior years
Total
Year in which income statement is expected to reflect discretionary incentives
Discretionary incentives awarded for 2020 and earlier
Discretionary incentives awarded for 2021
Discretionary incentives awarded for 2022
Total
2022
$m
1,589
(242)
150
1,497
2021
$m
1,367
(195)
124
1,296
Actual
Expected
2021
$m
107
64
–
171
2022
$m
65
85
77
227
2023
$m
24
46
117
187
2024
and beyond
$m
16
48
125
189
Allocation of the Group’s earnings between stakeholders
When considering Group variable remuneration, the Committee takes account of shareholders’ concerns about relative
expenditure on pay and determines the allocation of earnings to expenditure on remuneration carefully, and has approached
this allocation in a disciplined way over the past five years. The table below shows the distribution of earnings between
stakeholders over the past five years. The amount of corporate tax, including the bank levy, is included in the table because
it is a significant payment and illustrates the Group’s contribution through the tax system.
Staff costs
Corporate taxation
including levy
Paid to shareholders
in dividends
Actual
Allocation
2022
$m
2021
$m
2020
$m
7,618
7,668
6,886
2019
$m
7,122
2018
$m
7,074
1,486
1,138
1,193
1,720
1,763
393
375
0
720
561
2022
%
80
16
4
2021
%
84
12
4
2020
%
85
15
0
2019
%
74
18
8
2018
%
75
19
6
Approach to risk adjustment
Remuneration is aligned with our long-term interests and the time frame over which financial risks crystallise. All colleagues
have a duty to do the right thing and understand which behaviours are acceptable and unacceptable. Risk, control and
conduct behaviours are considered and assessed as part of continuous performance management.
Risk adjustment
What and how?
When?
Collective adjustments
• At a collective level, the Group annual
Individual adjustments
•
scorecard and LTIP performance criteria
include risk and control measures.
In addition, the Committee carries out a
detailed review of all risk, control and conduct
matters including ongoing investigations and
any matters raised by regulators, and may use
its discretion to adjust scorecard outcomes
or remuneration to reflect matters not
adequately captured by the scorecards.
•
Individual risk adjustments to variable
remuneration are considered based on the
materiality of the issue.
• At an individual level, risk adjustments can be
applied through the reduction in the value of
current year variable remuneration or the
application of malus or clawback to unpaid
or paid variable remuneration as appropriate,
at the Committee’s discretion.
• Material restatement of the Group’s financials
• Significant failure in risk management.
• Discovery of endemic problems in financial
reporting.
• Financial losses, due to a material breach of
regulatory guidelines.
• The exercise of regulatory or government
action to recapitalise the Group following
material financial losses.
• Deemed to have: (i) caused in full or in part
a material loss for the Group as a result of
reckless, negligent or wilful actions, or (ii)
exhibited inappropriate behaviours, or (iii)
applied a lack of appropriate supervision and
due diligence.
• The individual failed to meet appropriate
standards of fitness and propriety.
211
Standard Chartered – Annual Report 2022Directors’ report Pillar 3 disclosures on material risk takers’ remuneration and disclosures on the highest paid
employees
Identification of material risk takers
Individuals have been identified as Material Risk Takers (MRTs) in line with the qualitative and quantitative criteria set by the
Prudential Regulation Authority (PRA) and Financial Conduct Authority (FCA). MRTs are identified on both a: (i) Standard
Chartered PLC (Group) basis; and (ii) solo level consolidated entities under Standard Chartered Bank UK (Solo) basis.
Qualitative criteria
The qualitative criteria broadly identifies the following colleagues as Group MRTs:
• directors (both executive and non-executive) of Standard Chartered PLC
• a member of senior management
• senior colleagues within the audit, compliance, legal and risk functions
• senior colleagues within Material Business Units (MBUs)
• colleagues who are members of specific committees
• colleagues who are able to initiate or approve credit risk exposures above a certain threshold and sign off on trading book
transactions at or above a specific value at risk limit
• colleagues whose professional activities may have a significant impact on the risk profile of a MBU and are above certain
pay thresholds
• traders and senior colleagues in Financial Markets who earn above certain pay thresholds.
Quantitative criteria
The quantitative criteria identifies colleagues:
• who have been awarded total remuneration of GBP660,000 or more in the previous financial year
• whose total remuneration in the preceding year is within the top 0.3 per cent of the Group or Solo entity.
For the purpose of the Pillar 3 tables on pages 213 to 215, supervisory function is defined as non-executive directors of
Standard Chartered PLC, management function is defined as executive directors of Standard Chartered PLC and other
senior management is defined as senior managers under the Senior Manager and Certification Regime and members of
the Group Management Team.
Solo MRTs are identified based on similar criteria applied to the Solo entity.
MRT remuneration delivery
Remuneration for MRTs was delivered in 2022 through a combination of salary, pension, benefits and variable remuneration.
Variable remuneration for MRTs is structured in line with the PRA and FCA’s remuneration rules. For the 2022 performance year,
the following structure applies:
• At least 40 per cent of an MRT’s variable remuneration will be deferred over a minimum period of four years and a maximum
of seven years depending on the applicable identification criteria.
• 60 per cent of an MRT’s variable remuneration will be deferred if variable remuneration exceeds GBP500,000.
• Non-deferred variable remuneration will be delivered 50 per cent in shares, subject to a minimum 12 month retention period,
and 50 per cent in cash.
• At least 50 per cent of deferred variable remuneration will be delivered entirely in shares, subject to a minimum 12 month
retention period (with the exception of deferred shares awarded to higher paid MRTs, which are subject to a six month
minimum retention period in line with the regulations).
• For some MRTs, part of their 2022 variable remuneration may be in LTIP share awards which are released after a minimum of
four years, subject to the satisfaction of performance measures and holding periods.
• As explained on page 211, all variable remuneration is subject to remuneration adjustment provisions. This provides the Group
with the ability to reduce or revoke variable remuneration in respect of a risk, control or conduct issue, event or behaviour.
• Material risk takers are subject to a 2:1 maximum ratio of variable to fixed remuneration.
212
Standard Chartered – Annual Report 2022Directors’ reportAdditional remuneration disclosures Remuneration awarded to MRTs for the financial year (REM1)
Fixed remuneration
Number of identified staff
Total fixed remuneration
Cash-based
Shares or equivalent ownership interests
Share-linked instruments or equivalent non-cash instruments
Other instruments
Other forms
Variable remuneration
Number of identified staff
Total variable remuneration
Cash-based
Of which deferred
Shares or equivalent ownership interests
Of which deferred
Share-linked instruments or equivalent non-cash instruments
Of which deferred
Other instruments
Of which deferred
Other forms
Of which deferred
Total remuneration
Management body
Supervisory
function
$m
Management
function
$m
Other
senior
management
$m
14
4.35
4.35
–
–
–
–
14
–
–
–
–
–
–
–
–
–
–
–
2
5.86
3.74
2.12
–
–
–
2
9.52
1.51
–
8.01
6.50
–
–
–
–
–
–
16
31.62
31.62
–
–
–
–
16
45.64
18.14
9.01
27.50
18.38
–
–
–
–
–
–
Other
identified
staff
$m
580
306.95
306.95
–
–
–
–
580
315.74
160.03
82.78
155.71
82.79
–
–
–
–
–
–
4.35
15.38
77.26
622.69
Special payments to staff whose professional activities have a material impact on institutions’ risk profile (MRTs) (REM2)
No special payments were made during the period.
213
Standard Chartered – Annual Report 2022Directors’ report
MRT deferred remuneration in 2022 (REM3)
Amount of
performance
adjustment
made in the
financial year
to deferred
remuneration
that was due
to vest in the
financial year1
$m
Amount of
performance
adjustment
made in the
financial year
to deferred
remuneration
that was due
to vest in
future
performance
years
$m
Total amount
of adjustment
during the
financial year
due to ex post
implicit
adjustments
(i.e. changes
of value of
deferred
remuneration
due to the
changes of
prices of
instruments)
$m
Total of
amount of
deferred
remuneration
awarded for
previous
performance
period that
has vested but
is subject to
retention
periods
$m
Total amount
of deferred
remuneration
awarded
before the
financial year
actually paid
out in the
financial year
$m
Total amount
of deferred
remuneration
awarded for
previous
performance
periods
$m
Of which due
to vest in the
financial year
$m
Of which
vesting in
subsequent
financial years
$m
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
45.75
–
16.68
–
29.07
–
(6.33)
–
45.75
16.68
29.07
(6.33)
–
–
–
128.14
23.82
–
–
–
24.52
2.62
–
–
–
103.62
21.21
–
–
–
(11.48)
–
104.32
21.90
82.41
(11.48)
–
–
–
505.15
169.43
–
–
–
159.06
43.69
–
–
–
346.09
125.73
–
–
–
(0.18)
–
296.05
104.80
191.26
(0.18)
39.67
–
–
679.04
10.57
–
–
200.26
29.10
–
–
478.78
–
–
–
(17.99)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
11.73
–
10.35
–
11.73
10.35
–
–
–
26.75
–
–
–
–
13.04
2.62
26.75
10.42
–
–
–
86.09
–
–
–
–
152.98
40.63
–
–
–
–
–
–
4.98
–
4.98
–
–
–
6.69
–
6.69
–
–
–
56.08
–
75.92
101.78
56.08
10.17
–
–
124.57
10.57
–
–
176.37
–
–
–
67.75
Deferred and retained
remuneration
Management body
Supervisory function
Cash-based
Shares or equivalent
ownership interests
Share-linked instruments
or equivalent non-cash
instruments
Other instruments
Other forms
Management body
Management function
Cash-based
Shares or equivalent
ownership interests
Share-linked instruments
or equivalent non-cash
instruments
Other instruments
Other forms
Other senior management
Cash-based
Shares or equivalent
ownership interests
Share-linked instruments
or equivalent non-cash
instruments
Other instruments
Other forms
Other identified staff
Cash-based
Shares or equivalent
ownership interests
Share-linked instruments
or equivalent non-cash
instruments
Other instruments
Other forms
Total amount
1
Includes LTIP award lapse following testing of performance conditions
214
Standard Chartered – Annual Report 2022Directors’ reportAdditional remuneration disclosures
Remuneration of 1 million EUR or more per year (REM4)1
Remuneration band
EUR
1,000,000 to below 1,500,000
1,500,000 to below 2,000,000
2,000,000 to below 2,500,000
2,500,000 to below 3,000,000
3,000,000 to below 3,500,000
3,500,000 to below 4,000,000
4,000,000 to below 4,500,000
4,500,000 to below 5,000,000
5,000,000 to below 6,000,000
6,000,000 to below 7,000,000
7,000,000 to below 8,000,000
8,000,000 to below 8,500,000
8,500,000 to below 9,000,000
9,000,000 to below 9,500,000
9,500,000 to below 10,000,000
10,000,000 to below 10,500,000
13,000,000 to below 13,500,000
Total
Number of employees
148
44
20
14
8
4
–
5
2
1
–
–
1
1
–
1
1
250
1 Data presented in EUR in accordance with the requirements of CRR Article 450, converted at the exchange rates used by European Commission for financial
programming and the budget for December of the reporting year, as published on its website
Information on remuneration of staff whose professional activities have a material impact on institutions’ risk profile
(MRTs) (REM5)
Management body remuneration
Business areas
Supervisory
function
Management
function
Total
Investment
banking
Retail
banking
Asset
management
Corporate
functions
Independent
internal
control
functions
All other
Total
Total number of
identified staff
Of which:
members of the
management
body
Of which:
other senior
management
Of which: other
identified staff
Total
remuneration
of identified
staff $m
Of which:
variable
remuneration
Of which: fixed
remuneration
14
14
–
–
2
2
–
–
16
16
–
–
263
32
–
3
–
1
260
31
8
–
–
8
163
133
13
612
16
9
–
3
–
–
16
16
138
130
13
580
4.35
15.38
19.73
373.56
45.65
7.09
197.75
84.84
10.80
719.69
–
9.51
9.51
208.92
25.68
3.10
94.67
33.75
4.78
370.90
4.35
5.87
10.22
164.64
19.97
3.99
103.08
51.09
6.02
348.79
215
Standard Chartered – Annual Report 2022Directors’ report Remuneration of the five highest paid individuals and the remuneration of senior management
In line with the requirements of The Stock Exchange of Hong Kong Limited, the following table sets out, on an aggregate
basis, the annual remuneration of: (i) the five highest paid employees; and (ii) senior management for the year ended
31 December 2022.
Five highest
paid1
$000
Senior
management2
$000
19,110
349
31,235
–
–
–
50,694
397,190
28,317
1,417
42,254
–
243
–
72,231
565,953
Sharesave
–
4,246
–
–
4,246
–
Components of remuneration
Salary, cash allowances and benefits in kind
Pension contributions
Variable remuneration awards paid or receivable
Payments made on appointment
Remuneration for loss of office (contractual or other)3
Other
Total
Total HKD equivalent
1 The five highest paid individuals include Bill Winters.
2 Senior management comprises the executive directors and the members of the Group Management Team at any point during 2022.
3 Value reported relates to contractual payments made for loss of office.
Share award movements for the five highest paid individuals for the year to 31 December 20221
Outstanding at 1 January 2022
Granted3,4,5
Lapsed
Vested/Exercised
Outstanding at 31 December 2022
Exercisable as at 31 December 2022
LTIP2
Deferred /Restricted
shares2
4,272,880
1,454,130
1,064,794
178,688
4,483,528
–
2,283,710
1,347,609
–
533,892
3,097,427
–
1 The five highest paid individuals include Bill Winters.
2 Granted under the 2021 Plan and 2011 Plan. Employees do not contribute to the cost of these awards.
3 1,448,057 (LTIP) granted on 14 March 2022, 4,989 (LTIP) granted as a notional dividend on 1 March 2022, 1,084 (LTIP) granted as a notional dividend on 8 August
2022, 1,346,460 (Deferred/Restricted shares) granted on 14 March 2022, 774 (Deferred/Restricted shares) granted as a notional dividend on 1 March 2022,
375 (Deferred/Restricted shares) granted as a notional dividend on 8 August 2022 under the 2021 Share Plan. 4,246 (Sharesave) granted on 28 November 2022
under the 2013 Sharesave Plan.
4 LTIP and deferred/restricted shares were granted at a share price of £4.876, being the closing price on the last trading day preceding the grant date. The vesting
period for these awards ranges from 1 to 7 years.
5 For Sharesave granted in 2022 the exercise price is £4.23 per share, a 20% discount from the closing price on 1 November 2022. The closing price on 1 November
2022 was £5.282.
For details of awards and options for Bill Winters and Andy Halford refer to pages 209 and 210.
For a view of share awards and options for all employees refer to page 436.
The accounting standard adopted for share awards is IFRS2: please refer to page 434 for details.
216
Standard Chartered – Annual Report 2022Directors’ reportAdditional remuneration disclosures The table below shows the emoluments of: (i) the five highest paid employees; and (ii) senior management for the year ended
31 December 2022.
Remuneration band
HKD
11,000,001 - 11,500,000
20,000,001 - 20,500,000
20,500,001 - 21,000,000
21,000,001 - 21,500,000
23,500,001 - 24,000,000
25,000,001 - 25,500,000
25,500,001 - 26,000,000
28,500,001 - 29,000,000
29,500,001 - 30,000,000
39,000,001 - 39,500,000
40,000,001 - 40,500,000
46,500,001 - 47,000,000
52,500,001 - 53,000,000
73,500,001 - 74,000,000
75,500,001 - 76,000,000
83,500,001 - 84,000,000
110,500,001 - 111,000,000
Total
Remuneration band
USD equivalent
Five highest
paid
Senior
management1
Number of employees
1,403,921 – 1,467,735
2,552,583 – 2,616,398
2,616,398 – 2,680,212
2,680,212 – 2,744,027
2,999,285 – 3,063,100
3,190,729 – 3,254,544
3,254,544 – 3,318,358
3,637,431 – 3,701,246
3,765,060 – 3,828,875
4,977,537 – 5,041,352
5,105,167 – 5,168,981
5,934,756 – 5,998,571
6,700,531 – 6,764,345
9,380,743 – 9,444,558
9,636,002 – 9,699,816
10,657,035 – 10,720,849
14,103,022 – 14,166,837
–
–
–
–
–
–
–
–
–
–
–
–
1
1
1
1
1
5
1
1
1
1
1
1
1
1
1
1
1
1
–
1
1
1
–
15
1 Senior management comprises the executive directors and the members of the Group Management Team at any point during 2022
The exchange rates used in this report
Unless an alternative exchange rate is detailed in the notes to the relevant table, the exchange rates used to convert the
disclosures to US dollars are set out in the table below.
EUR
GBP
HKD
Shirish Apte
Chair of the Remuneration Committee
16 February 2023
2022
0.9520
0.8106
7.8352
2021
0.8421
0.7246
7.7704
217
Standard Chartered – Annual Report 2022Directors’ report Events after the balance sheet date
For details on post balance sheet events, see Note 37 to the
financial statements.
Code for Financial Reporting Disclosure
The Group’s 2022 financial statements have been prepared in
accordance with the principles of the UK Finance Disclosure
Code for Financial Reporting Disclosure.
Disclosure of information to auditor
As far as the directors are aware, there is no relevant audit
information of which the Group statutory auditor, EY, is
unaware. The directors have taken all reasonable steps to
ascertain any relevant audit information and ensure that the
Group statutory auditors are aware of such information.
Viability and going concern
Having made appropriate enquiries, the Board is satisfied
that the Company and the Group as a whole has adequate
resources to continue in operation and meet its liabilities
as they fall due for a period of at least 12 months from 16
February 2023 and therefore continues to adopt the going
concern basis in preparing the financial statements.
The directors’ viability statement in respect to the Group can
be found in the Strategic report on pages 132 and 133, while
the directors’ going concern considerations of the Group can
be found on page 350.
Sufficiency of public float
As at the date of this report, the Company has maintained the
prescribed public float under the rules governing the listing of
securities on The Stock Exchange of Hong Kong Limited (the
“Hong Kong Listing Rules”), based on the information publicly
available to the Company and within the knowledge of
the directors.
Research and development
During the year, the Group invested $1.98 billion (2021:
$1.89 billion) in research and development, of which
$0.94 billion (2021: $0.94 billion) was recognised as an
expense. The research and development investment
primarily related to the planning, analysis, design,
development, testing, integration, deployment and initial
support of technology systems.
Political donations
The Group has a policy in place which prohibits donations
being made that would: (i) improperly influence legislation
or regulation, (ii) promote political views or ideologies, and
(iii) fund political causes. In alignment to this, no political
donations were made in the year ended 31 December 2022.
Directors and their interests
The membership of the Board, together with their
biographical details, are given on pages 138 to 142. Details of
the directors’ beneficial and non-beneficial interests in the
ordinary shares of the Company are shown in the Directors’
remuneration report on pages 184 to 217. The Group operates
a number of share-based arrangements for its directors
and employees.
Details of these arrangements are included in the Directors’
remuneration report and in Note 31 to the financial statements
The Company has received from each of the INEDs an annual
confirmation of independence pursuant to Rule 3.13 of the
Hong Kong Listing Rules and still considers all of the non-
executive directors to be independent.
At no time during the year did any director hold a material
interest in any contracts of significance with the Company
or any of its subsidiary undertakings.
In accordance with the Companies Act 2006, we have
established a process requiring directors to disclose proposed
outside business interests before any are entered into. This
enables prior assessment of any conflict or potential conflict
of interest and any impact on time commitment. On behalf
of the Board, the Governance and Nomination Committee
reviews existing conflicts of interest annually to consider if
they continue to be conflicts of interest, and also to revisit the
terms upon which they were determined to be. The Board
is satisfied that our processes in this respect continue to
operate effectively.
Subject to company law, the Articles of Association and
the authority granted to directors in general meeting, the
directors may exercise all the powers of the Company and
may delegate authorities to committees. The Articles of
Association contain provisions relating to the appointment,
re-election and removal of directors. Newly appointed
directors retire at the AGM following appointment and are
eligible for election. All directors are nominated for annual
re-election by shareholders subject to continued satisfactory
performance based upon their annual assessment.
Non-executive directors are appointed for an initial period of
one year and subject to (re)election by shareholders at AGMs,
in line with the UK Corporate Governance Code 2018.
The Company has granted indemnities to all of its directors
on terms consistent with the applicable statutory provisions.
Qualifying third-party indemnity provisions for the purposes
of section 234 of the Companies Act 2006 were accordingly
in force during the course of the financial year ended
31 December 2022 and remain in force at the date of
this report.
Qualifying pension scheme indemnities
Qualifying pension scheme indemnity provisions (as defined
by section 235 of the Companies Act 2006) were in force
during the course of the financial year ended 31 December
2022 for the benefit of the UK’s pension fund corporate trustee
(Standard Chartered Trustees (UK) Limited), and remain in
force at the date of this report.
Significant agreements
The Company is not party to any significant agreements
that would take effect, alter or terminate following a change
of control of the Company. The Company does not have
agreements with any director or employee that would
provide compensation for loss of office or employment
resulting from a takeover, except that provisions of the
Company’s share schemes and plans may cause options
and awards granted to employees under such schemes and
plans to vest on a takeover.
219
Standard Chartered – Annual Report 2022Directors’ report Future developments in the business of the Group
An indication of likely future developments in the business of
the Group is provided in the Strategic report.
10 October 2022. A total of 184,369,245 ordinary shares with a
nominal value of $0.50 were re-purchased for an approximate
aggregate consideration paid of $1,250 million.
Results and dividends
2022: paid interim dividend of 4 cents per ordinary share
(2021: paid interim dividend of 3 cents per ordinary share)
2022: proposed final dividend of 14 cents per ordinary share
(2021: paid final dividend of 9 cents per ordinary share)
2022: total dividend of 18 cents per ordinary share
(2021: total dividend, 12 cents per ordinary share)
Share capital
The issued ordinary share capital of the Company was
reduced by a total of 184,369,245 over the course of 2022.
This was due to the cancellation of ordinary shares as part of
the Company’s two share buy-back programmes. No ordinary
shares were issued during the year. The Company has one
class of ordinary shares, which carries no rights to fixed
income. On a show of hands, each member present has the
right to one vote at our general meetings. On a poll, each
member is entitled to one vote for every $2 nominal value of
share capital held.
The issued nominal value of the ordinary shares represents
86.8 per cent of the total issued nominal value of all share
capital. The remaining 13.2 per cent comprises preference
shares, which have preferential rights to income and capital
but which, in general, do not confer a right to attend and vote
at our general meetings.
Further details of the Group’s share capital can be found in
Note 28 to the financial statements
There are no specific restrictions on the size of a holding nor
on the transfer of shares, which are both governed by the
general provisions of the Articles of Association and prevailing
legislation. There are no specific restrictions on voting rights
and the directors are not aware of any agreements between
holders of the Company’s shares that may result in restrictions
on the transfer of securities or on voting rights. No person has
any special rights of control over the Company’s share capital
and all issued shares are fully paid.
Articles of Association
The Articles of Association may be amended by special
resolution of the shareholders.
A copy of the Company’s Articles of Association can be found
on our website here sc.com/investors
Authority to purchase own shares
At the AGM held on 4 May 2022, our shareholders renewed
the Company’s authority to make market purchases of up to
302,578,862 ordinary shares, equivalent to approximately
10 per cent of issued ordinary shares as at 21 March 2022,
and up to all of the issued preference share capital.
The authority to make market purchases up to 10 per cent
of issued ordinary share capital was used during the year
through two buy-back programmes announced in February
and July 2022. These were utilised to reduce the number of
ordinary shares in issue and as part of the Group’s approach
to dividend growth and capital returns. The first share
buy-back programme was launched on 21 February 2022
and ended on 19 May 2022. The second share buy-back
programme was launched on 1 August 2022 and ended on
A monthly breakdown of the shares purchased during the
period including the lowest and highest price paid per share
is set out in Note 28 to the financial statements. All ordinary
shares which were bought back were cancelled.
In accordance with the terms of a waiver granted by
The Stock Exchange of Hong Kong Limited (HKSE) as
subsequently modified, the Company will comply with the
applicable law and regulation in the UK in relation to holding
of any shares in treasury and with the conditions of granting
the waiver by the HKSE. No treasury shares were held during
the year.
Further details can be found in Note 28 to the financial statements
Authority to issue shares
The Company is granted authority to issue shares by the
shareholders at its AGM. The size of the authorities granted
depends on the purposes for which shares are to be issued
and is within applicable legal and regulatory requirements.
Shareholder rights
Under the Companies Act 2006, shareholders holding
5 per cent or more of the paid-up share capital of the
Company carrying the right of voting at general meetings
of the Company are able to require the directors to hold a
general meeting. A request may be in hard copy or electronic
form and must be authenticated by the shareholders making
it. Where such a request has been duly lodged with the
Company, the directors are obliged to call a general meeting
within 21 days of becoming subject to the request and must
set a date for the meeting not more than 28 days from the
date of the issue of the notice convening the meeting.
Under the Companies Act 2006, shareholders holding
5 per cent or more of the total voting rights at an AGM of the
Company, or 100 shareholders entitled to vote at the AGM
with an average of at least £100 paid-up share capital per
shareholder, are entitled to require the Company to circulate a
resolution intended to be moved at the Company’s next AGM.
Such a request must be made not later than six weeks before
the AGM to which the request relates or, if later, the time
notice is given of the AGM. The request may be in hard copy or
electronic form, must identify the resolution of which notice is
to be given and must be authenticated by the shareholders
making it.
Shareholders are also able to put forward proposals to shareholder
meetings and enquiries to the Board and/or the Senior Independent
Director by using the ‘contact us’ information on the Company’s
website sc.com or by emailing the Group Corporate Secretariat at
group-corporate.secretariat@sc.com
Major interests in shares and voting rights
As at 31 December 2022, Temasek Holdings (Private) Limited
(Temasek) is the only shareholder that has an interest of
more than 10 per cent in the Company’s issued ordinary
share capital carrying a right to vote at any general meeting.
Information provided to the Company pursuant to the
Financial Conduct Authority’s (FCA) Disclosure and
Transparency Rules (DTRs) is published on a Regulatory
Information Service and on the Company’s website.
220
Standard Chartered – Annual Report 2022Directors’ reportOther disclosures As at 10 February 2023, the Company has been notified of the
following information, in accordance with DTR 5, from holders
of notifiable interests in the Company’s issued share capital.
The information provided in the table below was correct at
the date of notification; however, the date received may not
have been within 2022. It should be noted that these holdings
are likely to have changed since the Company was notified.
However, notification of any change is not required until the
next notifiable threshold is crossed.
Ahead of joining the Group in May 2022, Shirish Apte stepped
down as an independent non-executive director of Pierfront
Capital Mezzanine Fund, a 90 per cent owned subsidiary of
Temasek.
Notifiable interests
Temasek Holdings (Private) Limited
BlackRock Inc.
Interest in
ordinary shares
(based on voting
rights disclosed)
474,751,383
183,640,172
Percentage of
capital disclosed
16.00
5.55
Nature of holding as per disclosure
Indirect
Indirect (5.01%)
Securities Lending (0.39%)
Contracts for Difference (0.14%)
Dodge & Cox
150,620,884
5.08
Indirect
Related party transactions
Details of transactions with directors and officers and other
related parties are set out in Note 36 to the financial
statements.
Connected/continuing connected transactions
By virtue of its shareholding of over 10 per cent in the
Company, Temasek and its associates are related parties
and connected persons of the Company for the purposes of
the UK Listing Rules and the Rules Governing the Listing of
Securities on The Stock Exchange of Hong Kong Limited
(“HKEx”) (“the HK Listing Rules”) respectively (together
“the Rules”).
The Rules are intended to ensure that there is no favourable
treatment to Temasek or its associates to the detriment of
other shareholders in the Company. Unless transactions
between the Group and Temasek or its associates are
specifically exempt under the Rules or are subject to a specific
waiver, they may require a combination of announcements,
reporting and independent shareholders’ approval.
On 12 November 2021, the HKEx extended a waiver (the
“Waiver”), it previously granted to the Company for the
revenue banking transactions with Temasek which do not fall
under the passive investor exemption (“the Passive Investor
Exemption”) under Rules 14A.99 and 14A.100 of the HK Listing
Rules. Under the Waiver, the HKEx agreed to waive the
announcement requirement, the requirement to enter into
a written agreement and set annual caps, and the annual
report disclosure (including annual review) requirements
under Chapter 14A of the HK Listing Rules for the three-year
period ending 31 December 2024 on the conditions that:
a) The Company will disclose details of the Waiver (including
nature of the revenue banking transactions with Temasek
and reasons for the Waiver) in subsequent annual reports;
and
b) The Company will continue to monitor the revenue banking
transactions with Temasek during the three years ending
31 December 2024 to ensure that the 5 per cent threshold
for the revenue ratio will not be exceeded.
The main reasons for seeking the Waiver were:
• The nature and terms of revenue banking transactions
may vary and evolve over time; having fixed-term written
agreements would not be suitable to accommodate
the various banking needs of the Company’s customers
(including Temasek) and would be impractical and unduly
burdensome.
• It would be impracticable to estimate and determine an
annual cap on the revenue banking transactions with
Temasek as the volume and aggregate value of each
transaction are uncertain and unknown to the Company as
a banking group due to multiple factors including market
driven factors.
• The revenues generated from revenue banking transactions
were insignificant. Without a waiver from the HKEx or an
applicable exemption, these transactions would be subject
to various percentage ratio tests which cater for different
types of connected transactions and as such may produce
anomalous results.
For the year ended 31 December 2022, the Group provided
Temasek with money market and foreign exchange revenue
transactions that were revenue transactions in nature.
As a result of the Passive Investor Exemption and the Waiver,
the vast majority of the Company’s transactions with Temasek
and its associates fall outside of the connected transactions
regime. However, non-revenue transactions with Temasek or
any of its associates continue to be subject to monitoring for
connected transaction issues.
The Company confirms that:
• The revenue banking transactions entered into with
Temasek in 2022 were below the 5 per cent threshold for the
revenue ratio test under the HK Listing Rules; and
• It will continue to monitor revenue banking transactions
with Temasek during the three years ending 31 December
2024 to ensure that the 5 per cent threshold for the revenue
ratio will not be exceeded.
The Company therefore satisfied the conditions of the Waiver.
221
Standard Chartered – Annual Report 2022Directors’ report Non-revenue transaction with Temasek
The following non-revenue transaction between Temasek
and the Group was entered into and during the year ended
31 December 2022 and relevant announcement had been
made by the Company on 3 November 2022 in accordance
with the HK Listing Rules:
On 3 November 2022, the Company’s wholly owned
subsidiary, Standard Chartered Overseas Holdings Limited
(“SCOHL”), entered into a share subscription agreement with
Partior Pte. Ltd. (“Partior”) (“Share Subscription Agreement”),
pursuant to which SCOHL agreed to subscribe for 31,923
ordinary shares and 9,036,404 Series A preference shares in
Partior (collectively the “Subscription Shares”) at a price of
US$2.573 per Subscription Share, and for a total subscription
price of US$23,332,806 in order to acquire 25% shareholding
in Partior, subject to the satisfaction of certain conditions.
On completion of the Share Subscription Agreement, SCOHL
will enter into a shareholders’ agreement (“Shareholders’
Agreement”) with Partior, Silverheels Investments Pte. Ltd.
(“Silverheels”), DBS Finnovation Pte. Ltd. and JPMC Strategic
Investments I Corporation (with the latter two collectively
the “Other Transaction Parties”). The Shareholders’
Agreement contains terms and shareholder rights customary
for transactions of this nature, including as to board
representation, voting, transfer restrictions and exit provisions.
Regarding the Other Transaction Parties, to the best of the
Company’s knowledge, information and belief having made
all reasonable enquiry, save for DBS Finnovation Pte. Ltd. in
which Temasek is an indirect substantial shareholder, JPMC
Strategic Investments I Corporation and its ultimate beneficial
owner are both independent third parties of the Company
and connected persons of the Company. Immediately before
the signing of the Share Subscription Agreement, Partior’s
shares were held by Silverheels and the Other Transaction
Parties in equal proportion.
The equity investment in Partior builds on the Company’s
desire to shape the Future of Payments by assuring the
Company could provide a payment foundation that is able
to meet its clients’ emerging needs. It allows the Company to
deepen its blockchain innovation capabilities and ramp up
its commitment to building a more transparent, efficient and
secure infrastructure for global value movement.
As Temasek is a substantial shareholder of the Company as
defined under the HK Listing Rules, Temasek is a connected
person of the Company. By virtue of Temasek holding more
than 30% of its issued share capital, via Silverheels, Temasek’s
indirect wholly-owned subsidiary, Partior is also a connected
person of the Company. Pursuant to Chapter 14A of the
HK Listing Rules, SCOHL’s entry into the Share Subscription
Agreement between SCOHL and Partior and the
Shareholders’ Agreement between SCOHL, Partior,
Silverheels and the Other Transaction Parties constitutes
a connected transaction for the Company.
As at 31 December 2022, Standard Chartered Overseas
Holdings Limited had changed its name to Standard
Chartered Strategic Investments Limited.
Fixed assets
Details of additions to fixed assets are presented in Note 18
to the financial statements.
Loan capital
Details of the loan capital of the Company and its subsidiaries
are set out in Notes 22 and 27 to the financial statements.
Debenture issues and equity-linked agreements
During the financial year ended 31 December 2022, the
Company made no issuance of debentures or equity-linked
agreements.
Risk management1
The Board is responsible for maintaining and reviewing the
effectiveness of the risk management system. An ongoing
process for identifying, evaluating and managing the
significant risks that we face is in place. The Board is satisfied
that this process constitutes a robust assessment of all of the
principal risks, topical and emerging risks and Integrated risks
facing the Group, including those that would threaten its
business model, future performance, solvency or liquidity.
1 The Group’s Risk Management Framework and System of Internal Control
applies only to wholly controlled subsidiaries of the Group, and not to
Associates, Joint Ventures or Structured Entities of the Group.
Key areas of risk on financial instruments for the directors
included the impairment of loans and advances and
valuation of financial instruments held at fair value. This risk
assessment and management is explained further in the
Audit Committee Key areas and Action taken on pages 164
and 165.
The Risk review and Capital review on pages 236 and 325 sets out
the principal risks, topical and emerging risks and integrated risks,
our approach to risk management, including our risk management
principles, an overview of our Enterprise Risk Management Framework
and the risk management and governance practices for each principal
risk type. The Board-approved Risk Appetite Statement can be found
on pages 301 to 309
In accordance with Article 435(1)(e) of the UK onshored
Capital Requirements Regulation, and the Disclosure (CRR)
Part of the PRA Rulebook, the Board Risk Committee, on
behalf of the Board, has considered the adequacy of the risk
management arrangements of the Group and has sought
and received assurance that the risk management systems
in place are adequate with regard to the Group’s profile
and strategy.
Internal control1
The Board is responsible for maintaining and reviewing the
effectiveness of the internal control system. Its effectiveness
is reviewed regularly by the Board, its committees, the
Management Team and Group Internal Audit.
For the year ended 31 December 2022, the Board Risk
Committee has reviewed the effectiveness of the Group’s
system of internal control. As part of this review, affirmation
was received from the Interim GCRO (in situ at the time of the
review as the new GCRO awaited regulatory approval) that
the Group’s risk management and internal control framework
is materially effective and improvement areas were
highlighted for management attention. Group Internal Audit
represents the third line of defence and provides independent
assurance of the effectiveness of management’s control of
business activities (the first line) and of the control processes
maintained by the Risk Framework Owners and Policy Owners
(the second line). The audit programme includes obtaining
an understanding of the processes and systems under
audit review, evaluating the design of controls, and testing
the operating effectiveness and outcomes of key controls.
The work of Group Internal Audit is focused on the areas
of greatest risk as determined by a risk-based assessment
methodology. The Board considers the internal control
systems of the Company to be effective and adequate.
1 The Group’s Risk Management Framework and System of Internal Control
applies only to wholly controlled subsidiaries of the Group, and not to
Associates, Joint Ventures or Structured Entities of the Group.
222
Standard Chartered – Annual Report 2022Directors’ reportOther disclosures Group Internal Audit reports regularly to the Audit Committee,
the Group Chairman and the Group Chief Executive; and the
Group Head, Internal Audit reports directly to the Chair of the
Audit Committee and administratively to the Group Chief
Executive. The findings of all adverse audits are reported to
the Audit Committee, the Group Chairman and the Group
Chief Executive where immediate corrective action is required.
The Board Risk Committee is responsible for exercising
oversight, on behalf of the Board, of the key risks of the Group.
It reviews the Group’s Risk Appetite Statement and Enterprise
Risk Management Framework and makes recommendations
to the Board. The Audit Committee is responsible for oversight
and advice to the Board on matters relating to financial
reporting. The Committee’s role is to review, on behalf of
the Board, the Group’s internal controls including internal
financial controls.
The risk management approach starting on page 295 describes the
Group’s risk management oversight committee structure.
Our business is conducted within a developed control
framework, underpinned by policy statements and standards.
There are written policies and standards designed to ensure
the identification and management of risk, including Credit
Risk, Traded Risk, Treasury Risk, Operational and Technology
Risk, Information and Cyber Security Risk, Compliance
Risk, Financial Crime Risk, Model Risk, Climate Risk and
Reputational and Sustainability Risk. The Board has
established a management structure that clearly defines
roles, responsibilities and reporting lines.
Delegated authorities are documented and communicated.
Executive risk committees regularly review the Group’s risk
profile. The performance of the Group’s businesses is reported
regularly to senior management and the Board. Performance
trends and forecasts, as well as actual performance against
budgets and prior periods, are monitored closely. Financial
information is prepared using appropriate accounting
policies, which are applied consistently.
Operational procedures and controls have been established
to facilitate complete, accurate and timely processing of
transactions and the safeguarding of assets. These controls
include appropriate segregation of duties, the regular
reconciliation of accounts and the valuation of assets and
positions. In respect of handling inside information, we have
applied relevant controls on employees who may handle
inside information, including controls over the dissemination
of such information and their dealings in the Company’s
shares. Such systems are designed to manage rather than
eliminate the risk of failure to achieve business objectives and
can only provide reasonable and not absolute assurance
against material misstatement or loss.
Employee policies and engagement
We work hard to ensure that our employees are kept informed
about matters affecting or of interest to them, and more
importantly have the opportunities to provide feedback and
engage in a dialogue.
We continue to listen and act on feedback from colleagues
to ensure internal communications are timely, informative,
meaningful, and in support of the Group’s strategy and
transformation. In addition to the Bridge (our primary internal
communications platform) which allows colleagues to receive
key updates, exchange ideas and provide feedback, we also
leverage a range of channels including email, digital
newsletters with customised content for each employee
segment, audio and video calls, virtual and face-to-face
townhalls, and other staff engagement and recognition
events. To continue to improve the way we communicate
and ensure our employee communications remain relevant,
we also periodically analyse and measure the impact of our
communications through a range of survey and feedback
tools. We are currently assessing our suite of communication
channels as we prepare to launch improved solutions and
discontinue those that are less effective.
Our senior leaders and people leaders continue to play a
critical role in engaging our teams across the network,
ensuring that they are kept up to date on key business
developments related to our performance and strategy.
We provide additional support to our people leaders with
specific calls and communications packs to help them
provide context and guidance to their team members to
better understand their role in executing and delivering the
Group’s strategy.
Across the organisation, regular team meetings with people
leaders, one-to-ones and various management meetings
provide an important platform for colleagues to discuss
and clarify key issues. Regular performance conversations
provide the opportunity to discuss how individuals, the team
and the business area have contributed to our overall
performance and how any compensation awards relate
to this. The Group’s senior leadership also regularly share
global, business, function, region and market updates on
performance, strategy, structural changes, HR programmes,
community involvement and other campaigns.
The Board engages with and listens to the views of the
workforce through several sources, including through
interactive engagement sessions. More information can
be found on pages 162 and 177 in the Directors’ report.
Employees, past, present and future can follow our progress
through the Group’s LinkedIn network and Facebook page,
as well as other social network channels including Instagram,
which collectively have over 2.4 million followers.
The diverse range of internal and external communication
tools and channels we have put in place ensure that all our
colleagues receive timely and relevant information to support
their effectiveness.
The wellbeing of our employees is central to our thinking
about benefits and support, so that they can thrive at work
and in their personal lives. Our Group minimum standards
provide employees with a range of flexible working options,
in relation to both location and working patterns. In terms
of leave, employees are provided with at least thirty days’
leave (through annual leave and public holidays), a minimum
of twenty calendar weeks’ fully paid maternity leave, a
minimum of two calendar weeks of leave for spouses or
partners, and two calendar weeks for adoption leave.
Combined, this is above the International Labour
Organisation minimum standards.
223
Standard Chartered – Annual Report 2022Directors’ report We seek to build productive and enduring partnerships with
various employee representative bodies (including unions
and work councils). In our recognition and interactions, we
are heavily influenced by the 1948 United Nations Universal
Declaration of Human Rights (UDHR), and several
International Labour Organisation (ILO) conventions including
the Right to Organise and Collective Bargaining Convention,
1949 (No. 98) and the Freedom of Association and Protection
of the Right to Organise Convention, 1948 (No. 87). 14 per cent
of employees across 19 markets have collective representation
through unions or employee representative bodies. The
working conditions and terms of employment of other
employees are based on our Group and country policies, and
in accordance with individual employment contracts issued
by the Group.
The Group Grievance Standard provides a formal framework
for dealing with concerns that employees have in relation
to their employment or another colleague, which affects
them directly, and cannot be resolved through informal
mechanisms, such as counselling, coaching or mediation.
This can include concerns related to bullying, harassment,
discrimination and victimisation, as well as concerns regarding
conditions of employment (for example, health and safety,
new working practices or the working environment).
Employees can raise grievances to their People Leader or a
Human Resources (HR) Representative. The global process
for addressing grievances involves an HR representative
and a member of the business reviewing the grievance,
conducting fact finding into the grievance and providing a
written outcome to the aggrieved employee. If a grievance
is upheld, the next steps might include remedying a policy or
process, or initiating a disciplinary review of the conduct of
the colleague who is the subject of the grievance. The Group
Grievance Standard and accompanying process is reviewed
on a periodic basis in consultation with stakeholders across
HR, Legal, Compliance and Shared Investigative Services.
Grievance trends are reviewed on a quarterly basis and
action is taken to address any concerning trends.
There is a distinct Group Speaking Up Policy which covers
instances where an employee wishes to ‘blow the whistle’
on actual, planned or potential wrongdoing by another
employee or the Group.
The Group is committed to creating a fair, consistent, and
transparent approach to making decisions in a disciplinary
context. This commitment is codified in our Fair Accountability
Principles, which underpin our Group Disciplinary Standard.
Dismissals due to misconduct issues and/or performance
(where required by law to follow a disciplinary process) are
governed by the Group Disciplinary Standard. Where local
law or regulation requires a different process with regards to
dismissals and other disciplinary outcomes, we have country
variances in place.
Our Group Diversity and Inclusion Standard has been
developed to ensure a respectful workplace, with fair and
equal treatment, diversity and inclusion, and the provision of
opportunities for employees to participate fully and reach
their full potential in an appropriate working environment.
The Group aims to provide equality of opportunity for all,
protect the dignity of employees and promote respect at
work. All individuals are entitled to be treated with dignity
and respect, and to be free from harassment, bullying,
discrimination and victimisation. This helps to support
productive working conditions, decreased staff attrition,
positive employee morale and engagement, maintains
employee wellbeing, and reduces people-related risk. All
employees and contractors are required to take personal
responsibility to comply with the Standard, including
conducting themselves in a manner that demonstrates
appropriate, non-discriminatory behaviours.
The Group is committed to provide equal opportunities and
fair treatment in employment. We do not accept unlawful
discrimination in our recruitment or employment practices
on any grounds including but not limited to: sex, race, colour,
nationality, ethnicity, national or indigenous origin, disability,
age, marital or civil partner status, pregnancy or maternity,
sexual orientation, gender identity, expression or
reassignment, HIV or AIDS status, parental status, military
and veterans status, flexibility of working arrangements,
religion or belief. We strive for recruitment, appraisals,
pay and conditions, training, development, succession
planning, promotion, grievance/disciplinary procedures and
employment termination practices that are inclusive and
accessible; and that do not directly or indirectly discriminate.
Recruitment, employment, training, development and
promotion decisions are based on the skills, knowledge
and behaviour required to perform the role to the Group’s
standards. Implied in all employment terms is the
commitment to equal pay for equal work. We will also make
reasonable workplace adjustments (including during the
hiring process) to ensure all individuals feel supported and are
able to participate fully and reach their potential. If employees
become disabled, we will proactively seek to support them
with appropriate training and workplace adjustments where
possible and explore every opportunity to ensure their
employment continues.
Health and safety
Our Health, Safety and Wellbeing (HSW) programme covers
both mental and physical health and wellbeing. The Group
complies with both external regulatory requirements and
internal policy and standards for HSW in all markets. It is
Group policy to ensure that the more stringent of the two
requirements is always met, ensuring our HSW practices
meet or exceed the regulatory minimum. Compliance
rates are reported at least biannually to each country’s
Management Team.
224
Standard Chartered – Annual Report 2022Directors’ reportOther disclosures We follow the ILO code of practice on recording and
notification of occupational accidents and diseases, as well
as aligning to UK Health and Safety Executive, and ensuring
we meet all local H&S regulatory reporting requirements.
We record and report all work-related illness and injuries,
including sub-contractors, visitors and clients.
HSW performance and risks are reported annually to the
Group Risk Committee and Board Risk Committee. We use a
health and safety management system across all countries to
ensure a consistently high level of health and safety reporting
for all our colleagues and clients.
The Bank sponsors medical and healthcare services for
all employees, except in markets where cover is provided
through State-mandated healthcare, which represent less
than 0.5 per cent of the Group’s employees. All staff also
have access to professional counselling via our Employee
Assistance Program, as well as to more proactive mental
health support through our holistic wellbeing app and
wellbeing platform.
Furthermore, we consider and treat mental health in the same
way that we would treat physical health. Our global Mental
Health First Aid (MHFA) programme offers help to someone
developing a mental health problem, experiencing a
worsening of an existing mental illness or a mental health
crisis. The mental health support is given until appropriate
professional help is received, or the crisis resolved. To date we
have trained over 500 mental health first aiders in 48 markets,
covering more than 99 per cent of colleagues.
In 2022, we recorded one work-related fatality where a
contractor was fatally injured when crossing a road in
Pakistan. Major injuries (per the UK Health & Safety Executive
definition) decreased from 24 in 2021 to 21, with fractures the
most common type of major injury (21%).
Overall, reported injuries increased by 5.1% per cent, with
‘slips/trips/falls’ and ‘transport/commuting’ remaining the
most common causes of injury. Our injury rates remain aligned
to, or better than industry benchmarks. Hazards and near miss
reports increased 23% per cent between 2021 and 2022, and
all premises are inspected at least annually to identify any
hazards, risks, and incidences of non-compliance. The overall
increase in accidents and incidents was due to the large
increase in staff returning to office locations in 2022 after
the lockdowns and restrictions of 2021.
One hundred and twenty of our largest premises were
certified with the WELL Health & Safety Rating; an evidence-
based, third-party certification that validates our efforts
to address the hygiene and safety of our workspaces
during COVID-19 and prepare our buildings for re-entry
post-pandemic.
Our regular Workplace Experience survey, conducted across
60 countries, returned our highest ever H&S and security
satisfaction scores. The Health and Wellbeing index increased
by 7%, and staff reported improved scores for work-life
balance, wellbeing at home, and overall wellbeing. Staff also
reported that our workplace design better supports their
wellbeing and physical health compared with previous years.
Throughout 2022, the COVID-19 pandemic reduced its impact,
with lockdowns and restrictions easing across most markets
and staff returning to the office in greater numbers. That said,
we still encourage flexible and hybrid work arrangements
as part of our Future Work Now programme. A H&S online
assessment tool is available for staff to assess their home
working area for hazards, with a virtual assessments of the
individual’s work environment. All staff opting to work flexibly
received an allowance to purchase ergonomic office
equipment. Our work injury insurance covers all staff working
from home.
Health, Safety & Security training is mandatory for all
colleagues’ training, and 2022 saw both our initial and
annual refresher training packages completely updated and
refreshed, with emphasis on mental health and wellbeing,
as well as work from home aspects.
Major customers
Our five largest customers together accounted for 1.9 per cent
of our total operating income in the year ended 31 December
2022.
Major suppliers
In 2022, $4.3 billion was spent with approximately 11,700
suppliers. Of this, 74 per cent of the total spend was spent in
the Asia region, with 18 per cent in Europe and the Americas,
and 8 per cent in Africa and the Middle East.
Furthermore, 80 per cent of total spend in 2022 was with
465 suppliers. In addition, 80 per cent of carbon emissions
were with 652 suppliers. In 2022, our five largest suppliers
together accounted for 14 per cent of total spend, with the
largest ten amounting to 21 per cent of total spend.
Supply chain management
To support the operation of our businesses we source a variety
of goods and services governed through a third-party risk
management framework which ensures that we follow the
highest standards in terms of vendor selection, due diligence,
and contract management.
For information about how the Group engages with suppliers
on environmental and social matters, please see our Supplier
Charter and Supplier Diversity and Inclusion Standard.
As set out under the UK Modern Slavery Act 2015, the Group
is required to publish a Modern Slavery Statement annually.
The Group’s 2022 Modern Slavery Statement is issued at
the same time as the Annual Report. This document gives
further detail on the actions the Group has taken as it seeks
to prevent modern slavery and human trafficking in its
operations, financing and supply chain during 2022.
Our Supplier Charter and Supplier Diversity and Inclusion standard can
be viewed at sc.com/suppliercharter and sc.com/supplierdiversity
Details of how we create value for our suppliers and other stakeholder
groups can be found on pages 54 to 63
225
Standard Chartered – Annual Report 2022Directors’ report Product responsibility
We aim to design and offer products based on client needs
to ensure fair treatment and outcomes for clients.
The Group has in place a risk framework, comprising policies
and standards, to support these objectives in alignment with
our Conduct Risk Framework. This framework covers sales
practices, client communications, appropriateness and
suitability, and post-sales practices. There are controls across
all activities above and the controls are tested on a regular
basis to provide assurance on the framework. As part of this,
we ensure products sold are suitable for clients and comply
with relevant laws and regulations. We also review our
products on a periodic basis and refine them to keep them
relevant to the changing needs of clients and regulators.
We have processes and guidelines specific to each of our
client industries, to promptly resolve client complaints
and understand and respond to client issues. Conduct
considerations are given significant weighting in frontline
incentive structures to drive the right behaviours.
For more information on our approach to product design,
product pricing, treating customers fairly and protecting
customers, and incentivising our frontline employees, see
pages 55 and 56. For more information on fraud identification
see page 121.
Safeguarding intellectual property rights
The Group has processes in place to manage the Group’s
trade mark rights and it respects third party intellectual
property rights.
Group Code of Conduct
The Board has adopted a Group Code of Conduct (the Code)
relating to the lawful and ethical conduct of business and this
is supported by the Group’s valued behaviours. This has been
communicated to all directors and employees, all of whom
are expected to observe high standards of integrity and fair
dealing in relation to customers, employees and regulators
in the communities in which the Group operates. Directors
and employees are asked to recommit to the Code annually,
and 99.5 per cent have completed the 2022 recommitment.
All Board members have recommitted to the Code.
Managing environmental and social risk
The Board is responsible for ensuring that high standards of
responsible business are maintained and that an effective
control framework is in place. This encompasses risk
associated with clients’ operations and their potential
impact on the environment, including climate change,
and local communities.
The Board recognises its responsibility to manage these
risks and that failure to manage them adequately could
have adverse impact on stakeholders as well as the Group.
The Board, via the Culture and Sustainability Committee,
reviews sustainability priorities, and oversees the development
of, and delivery against, public commitments regarding the
activities and/or businesses that the Group will or will not
accept in alignment with our here for good brand promise.
At a management level, the Chief Sustainability Officer is
responsible for Sustainable Finance, which incorporates E&S
risk management. A cross-business Sustainability Forum
is responsible for developing and delivering the Group’s
sustainability strategy, and in 2022 this Forum was chaired
by the Group Head, Corporate Affairs, Brand & Marketing
from January to July, and from August onwards 2022 by the
Chief Sustainability Officer.
The Group Responsibility and Reputational Risk Committee
(GRRRC), chaired by the Group Head, Conduct, Financial
Crime and Compliance, oversees management of the
Reputational and Sustainability Risk profile for the Group,
including oversight of our Position Statements and associated
risk tolerance thresholds.
Community engagement
We collaborate with local partners to support social and
economic development in communities across our markets.
We are committed to sustainable social and economic
development through our business, operations and
communities. We aim to create more inclusive economies by
sharing our skills and expertise and developing community
initiatives that transform lives. We continue to support our
communities through Futuremakers by Standard Chartered,
our global initiative to tackle youth economic inclusion and
enable the next generation to learn, earn and grow. For more
information on Futuremakers, as well as our employee
volunteering and community investment expenditure,
please see pages 122 to 123 in the ‘Sustainability’ section
and page 492.
ESG reporting guide
Compliance with Listing Rules
We comply with the requirements for environmental, social
and governance reporting under Appendix 27 of the Hong
Kong Listing Rules with the exception of A1.3 on hazardous
waste and A1.6 on production and handling of hazardous
waste and A2.5 on packaging and B2.2 on lost days due to
work injury. As an office-based financial services provider, we
generate minimal hazardous waste or packaging material. As
such, these issues are not material and we do not report them.
We aim to design and offer products based on client needs to
ensure fair treatment and outcomes for clients. The Group has
in place a risk framework, comprising policies and standards,
to support these objectives in alignment with our Conduct
Risk Framework. This framework covers sales practices,
client communications, appropriateness and suitability, and
post-sales practice. As part of this, we ensure products sold
are suitable for clients and comply with relevant laws and
regulations. The Group does not manufacture products and
therefore does not have a defined quality assurance process
or recall procedures; nor does it sell or ship products that
would be liable for return on health and safety grounds.
226
Standard Chartered – Annual Report 2022Directors’ reportOther disclosures Compliance with Task Force on Climate-related Financial
Disclosures (TCFD)
In line with our ‘comply or explain’ obligation under the UK’s
Financial Conduct Authority’s Listing Rules, we can confirm
that we have made disclosures consistent with the TCFD
Recommendations and Recommended Disclosures in this
Annual Report, except for one area: we do not fully disclose
Scope 3 greenhouse gas emissions as we currently focus on
the sectors which are most carbon intensive. Further
information is available on pages 79 to 80.
In line with the current UK Listing Rules requirements, our
TCFD disclosures also take into account the implementation
guidance included in the TCFD 2021 Annex.
EU Taxonomy
The European Union Sustainable Finance Taxonomy (“EU
Taxonomy”) is a classification system that establishes a list of
environmentally sustainable economic activities. It has come
into force as of 1 January 2022 for entities falling within the
scope of disclosures.
Standard Chartered Bank AG has assessed that
implementation of the EU Taxonomy is not mandatory for
Standard Chartered Bank AG at this stage given certain
qualification thresholds; however, given the amendments
introduced by the Corporate Sustainability Reporting Directive
(“CSRD”) Standard Chartered Bank AG and Standard
Chartered PLC (the Group) have commenced preparation to
embed EU Taxonomy classifications and metrics and will
continue to monitor expected policy developments from the
European Commission concerning guidance on Taxonomy
Alignment and Technical Screening Criteria to incrementally
enhance our assessment and support reporting as required.
In this regard, the Group is developing digital capability to
help facilitate reporting against the different taxonomies
that are being developed across the jurisdictions in which the
Group operates. As the EU Taxonomy is the most advanced,
the digital solution will adopt a rules-based approach to
assess if a client and any client activity with the Group is
in-scope and eligible for EU Taxonomy reporting. The
intention is to expand this digital capability to include local
taxonomy reporting and climate-related financial disclosures
requirements.
The Group will consider taxonomy alignment in our business
decisions, including at a client and transaction level, as well as
more broadly at a sector strategy level. Given our footprint
across Europe/UK, Asia, Africa and the Middle East, we need
to continually review our ability to assess taxonomy-alignment
based on information available from clients and through our
due diligence process.
Environmental impact of our operations
We aim to minimise the environmental impact of our
operations as part of our commitment to be a responsible
company. We report on energy, water and non-hazardous
waste data which become the basis of our Greenhouse Gas
(GHG) emissions management, as well as the targets we have
set to reduce energy, water and waste consumption.
Disclosures related to the Group’s environmental policies as
well as GHG, energy efficiency, water and waste performance
metrics are included in the Sustainability section of the
Strategic Report on pages 74 and 75, and in the
Supplementary Environment Data table on pages 489 to 491.
Our reporting methodology is based upon the World
Resources Institute/ World Business Council for Sustainable
Development Greenhouse Gas Protocol Corporate
Accounting and Reporting Standard (Revised Edition).
We report on all emission sources required under the
Companies Act 2006 (Strategic Report and Directors’
Reports) Regulations.
Using conversion factors from the International Energy
Agency 2021 Emissions Factors and the UK Government’s
Department for Business, Energy & Industrial Strategy,
emissions are reported in metric tonnes of carbon dioxide
equivalent (tCO2e), encompassing the six Kyoto gases.
Scope 1 emissions are defined as arising from the consumption
of energy from direct sources, during the use of property
occupied by the Group. On-site combustion of fuels, including
diesel, liquefied petroleum gas (LPG) and natural gas, is
recorded using meters, or where metering is not available,
collated from fuel vendors’ invoices. Emissions from the
combustion of fuel in Group-operated transportation
devices, as well as fugitive emissions, are excluded as
being immaterial.
Scope 2 emissions are defined as arising from the
consumption of indirect sources of energy, during the use of
property occupied by the Group. Energy generated off-site
in the form of purchased electricity, heat, steam or cooling,
is collected as kilowatt hours consumed using meters or where
metering is not available, collated from vendor’s invoices.
Applicable to both Scope 1 and 2 emissions, we include all
indirect and direct sources of energy consumed by building
services (amongst other activities) within the space occupied
by the Group, leased or owned. This can include base building
services under landlord control, but over which we typically
hold a reasonable degree of influence.
All data centre facilities with conditioning systems and
hardware remaining under the operational control of the
Group are included in the reporting. This does not include
energy used at outsourced data centre facilities which are
captured under Scope 3, Category 1.
Scope 3 emissions occur as a consequence of the Group’s
activities but arising from sources not controlled by us.
We have made great strides to enhance our Scope 3 GHG
reporting for both upstream and downstream categories.
Further information on the principles and methodologies used
to calculate the GHG emissions of the Group can be found on
pages 74 to 83 within the Strategic Report and in our reporting
criteria document at sc.com/environmentcriteria.
227
Standard Chartered – Annual Report 2022Directors’ report Reporting period
The reporting period of our Scope 1 and 2, Scope 3 Category 6
(business flights), Scope 3 Category 1 (data centres) and
environmental resource efficiency data is from 1 October
2021 to 30 September 2022. This allows sufficient time for
independent assurance to be gained on our Scope 1 and 2
emissions prior to the publication of results. Our Scope 1 and 2
emissions are assured by an independent body, Global
Documentation, against the requirements of ISO14064.
Accordingly, the operating income used in this inventory
corresponds to the same time period rather than the calendar
year used in financial reporting.
It is noted that there is a one year lag on data used for
financed emissions. This is a result of time taken for our clients
to report their financial and carbon emission information.
Therefore, the Group’s baseline as released in 2021 utilised
the 2020 year-end balance sheet date for client exposures,
financial and carbon information and the 2022 updated
financed emissions utilises the 2021 year end balances.
We still refer to these as the 2022 and 2021 updates.
Assurance
Our Scope 1 and 2 emissions are independently assured by Global Documentation, in accordance with ISO 14064.
Units
2022
2021
2020
No. of employees
$ million
m2
83,266
15,863
81,957
14,541
83,657
15,233
946,234
998,571
1,050,414
Reporting coverage of data
Headcount
Annual operating income from 1 October to 30 September
Net internal area of occupied property
Greenhouse gas emissions (location based)1
Scope 1 & 2: 2
Scope 1 emissions (combustion of fuels)
Scope 2 emissions (purchased electricity – location based)
Scope 1 & 2 emissions (location based)
Scope 1 & 2 emissions (UK and offshore area only)
Scope 3:
Purchased goods (Global data centres)
Business travel (Air travel)
Total scope 1,2 and 3
T GHG emissions – Intensity:
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
2,071
47,363
49,434
–
706
39,107
89,247
2,902
82,761
85,662
–
43,132
3,654
132,448
1.62
9.11
142
28
12
1
183
5
3,988
113,870
117,858
–
29,562
33,930
181,350
2.17
11.91
184
14
17
1
216
–
Total Scope 1, 2 & 3 emissions/headcount
Total Scope 1, 2 & 3 emissions/operating income
tCO2e/headcount/year
tCO2e/$m
1.07
5.63
Environmental resource efficiency
Energy
Indirect non-renewable energy consumption
Indirect renewable energy consumption
Direct non-renewable energy consumption
Direct renewable energy consumption
Energy consumption3
Energy consumption (UK and offshore area only)
GWh/year
GWh/year
GWh/year
GWh/year
GWh/year
GWh/year
142
24
10
1
177
6
Energy consumption/Headcount
kWH/headcount/year
2,129
2,233
2,544
1 Standard Chartered measures greenhouse gas emissions using the Greenhouse Gas emissions protocol
2 Despite only a 5 per cent reduction in our measured real estate, we reduced our Scope 1 and 2 emissions by more than 42 per cent to 49,434 tonnes during 2022.
This has been possible through a consumption reduction of 3 per cent to 177.3 GWh through energy-efficient investment, plus a 12 per cent increase in renewable
energy (being through direct power purchase agreements, green utilities and renewable energy certificates) across the portfolio.
3
Included in energy consumption is our scope 1 emissions from the combustion of fuel. This energy usage has been measured in litres of fuel and converted to
GWh/year using an energy intensity factor
Further detail on our environment performance, as well as associated assumptions and methodologies can be found on pages 74 to 83
within the Strategic Report and in our reporting criteria document at sc.com/environmentcriteria.
228
Standard Chartered – Annual Report 2022Directors’ reportOther disclosures
Electronic communication
The Board recognises the importance of good
communications with all shareholders. Directors are in regular
contact with our institutional shareholders and general
presentations are made when we announce our financial
results. The AGM presents an opportunity to communicate
with all shareholders. Our shareholders are encouraged to
receive our corporate documents electronically. The annual
and interim financial statements, Notice of AGM and any
dividend circulars are all available electronically. If you do not
already receive your corporate documents electronically and
would like to do so in future, please contact our registrars at
the address on page 509. Shareholders are also able to vote
electronically on the resolutions being put to the AGM through
our registrars’ website at investorcentre.co.uk.
Annual General Meeting
Our 2023 AGM will be held at 11:00am (UK time) (6:00pm
Hong Kong time) on 3 May 2023. Further details regarding
the format, location and business to be transacted will be
disclosed within the 2023 Notice of AGM.
Our 2022 AGM was held on 4 May 2022 at 11:00am (UK time)
(6:00pm Hong Kong time). Special business at the meeting
included the approval of the power to allot ECAT1 Securities
for cash without certain formalities.
UK legislation and guidance from the FRC sets out threats
to audit independence, including self-interest, self-review,
familiarity, taking of a management role or conducting
advocacy. In particular, maintaining EY’s independence from
the Group requires EY to avoid taking decisions on the Group’s
behalf. It is also recognised as essential that management
retains the decision-making capability as to whether to act on
advice given by EY as part of a non-audit service. This means
not just the ability to action the advice given, but to have
sufficient knowledge of the subject matter to be able to make
a reasoned and independent judgement as to its validity.
All of this is contained within the policy.
By way of (non-exhaustive) illustration of the application of
the principles set out in the policy, the following types of
non-audit services are likely to be permissible under the policy:
• Reviews of interim financial information and verification of
interim profits – the Group would also extend this to work
on investor circulars in most foreseeable circumstances
• Extended audit or assurance work on financial information
and/or financial or operational controls, where this work is
closely linked to the audit engagement
• Agreed upon procedures on materials within or referenced
in the annual report of the Group or an entity within
the Group
All Board recommended resolutions were passed at the meeting; a
shareholder requisitioned resolution concerning a proposed revision to
the Group’s net-zero pathway was not passed, the details of which can
be viewed on our website at sc.com/agm
• Internal control review services
Strictly prohibited under the policy:
• Bookkeeping, information technology and internal
audit services
• Corporate finance services, valuation services or
litigation support
• Tax or regulatory structuring proposals
• Services where fees are paid on a contingent basis
(in whole or in part)
• Consulting services that actively assist in running the
business in place of management as opposed to
providing or validating information, which management
then utilises in the operation of the business
Non-audit services
The Group’s non-audit services policy (“the policy”) was
reviewed and approved by the Audit Committee on
22 September 2022. The policy is based on an overriding
principle that, to avoid any actual or perceived conflicts of
interest, the Group’s auditor should only be used when either
there is evidence that there is no alternative in terms of quality
and there is no conflict with their duties as auditor. EY can be
used where the work is required by a regulator or competent
authority.
The policy clearly sets out the criteria for when the Audit
Committee’s prior written approval is required. The policy
requires a conservative approach to be taken to the
assessment of requests for EY to provide non-audit services.
Subject to the overriding principle, the Audit Committee’s
view is that EY can be of value in a range of non-audit service
activities and should be allowed to tender subject to the terms
of the policy. The Group is required to take a conservative
approach to interpreting the potential threats to auditor
independence and requires commensurately robust
safeguards against them.
229
Standard Chartered – Annual Report 2022Directors’ report The policy is not a prescribed list of non-audit services that
EY is permitted to provide. Rather, each request for EY to
provide non-audit services will be assessed on its own merits.
The Audit Committee believes that such a case-by-case
approach best accommodates (i) the need for the
appropriate rigour and challenge to be applied to each
request for EY to provide non-audit services while (ii)
preserving sufficient flexibility for the Group to engage EY
to provide non-audit services where they are able to deliver
particular value to the Group and where the proposed
services can be provided without compromising EY’s
objectivity and independence. To ensure that the Group will
comply with a cap that limits fees on non-audit services
provided by EY to under 70 per cent of the average Group
audit fee from the previous three consecutive financial years,
(which will apply from EY’s fourth year of being the Group’s
external auditor), the policy requires that annual non-audit
service fees are lower than 70 per cent of the average annual
Group audit fee up to this time. The caps exclude audit related
non-audit services and services carried out pursuant to law or
regulation. For 2022, without deducting non-audit service fees
which were required by law or regulation and performed by
EY, the ratio was 0.3:1. Details relating to EY‘s remuneration as
the Group statutory auditor and a description of the broad
categories of the types of non-audit services provided by EY
are given in Note 38 to the financial statements.
Auditor
The Audit Committee reviews the appointment of the Group’s
statutory auditor, its effectiveness and its relationship with the
Group, which includes monitoring our use of the auditors for
non-audit services and the balance of audit and non-audit
fees paid.
Following an annual performance and effectiveness review of
EY, it was felt that EY is considered to be effective, objective
and independent in its role as Group statutory auditor.
Each director believes that there is no relevant information of
which our Group statutory auditor is unaware. Each has taken
all steps necessary as a director to be aware of any relevant
audit information and to establish that the Group statutory
auditor is made aware of any pertinent information.
EY will be in attendance at the 2023 AGM. A resolution to
re-appoint EY as auditor was proposed at the Company’s
2022 AGM and was successfully passed.
EY is a Public Interest Entity Auditor recognised in accordance
with the Hong Kong Financial Reporting Council Ordinance.
By order of the Board
Adrian de Souza
Group Company Secretary
16 February 2023
Standard Chartered PLC
Registered No. 966425
230
Standard Chartered – Annual Report 2022Directors’ reportOther disclosures Statement of directors’ responsibilities
The directors are responsible for preparing the Annual
Report and the Group and Company financial statements
in accordance with applicable law and regulations.
Company law requires the directors to prepare Group and
Company financial statements for each financial year.
Under that law:
• The Group financial statements have been prepared in
accordance with UK-adopted International Accounting
Standards and International Financial Reporting Standards
as adopted by the European Union;
• The Company financial statements have been properly
prepared in accordance with UK-adopted International
Accounting Standards as applied in accordance with
section 408 of the Companies Act 2006; and
• The financial statements have been prepared in
accordance with the requirements of the Companies
Act 2006.
Under company law the directors must not approve the
financial statements unless they are satisfied that they
give a true and fair view of the state of affairs of the Group
and Company and of their profit or loss for that period.
In preparing each of the Group and Company financial
statements, the directors are required to:
• Select suitable accounting policies and then apply them
consistently;
• Make judgements and estimates that are reasonable,
relevant and reliable;
• State whether they have been prepared in accordance
with UK-adopted International Accounting Standards and
International Financial Reporting Standards as adopted by
the European Union;
• Assess the Group and the Company’s ability to continue as
a going concern, disclosing, as applicable, matters related
to going concern; and
• Use the going concern basis of accounting unless they
either intend to liquidate the Group or the Company or to
cease operations, or have no realistic alternative but to
do so
The directors are responsible for keeping adequate
accounting records that are sufficient to show and explain
the Company’s transactions and disclose with reasonable
accuracy at any time the financial position of the Company
and enable them to ensure that its financial statements
comply with the Companies Act 2006. They are responsible
for such internal control1 as they determine is necessary to
enable the preparation of financial statements that are free
from material misstatement, whether due to fraud or error,
and have general responsibility for taking such steps as
are reasonably open to them to safeguard the assets of
the Group and to prevent and detect fraud and other
irregularities.
1 The Group’s Risk Management Framework and System of Internal Control
applies only to wholly controlled subsidiaries of the Group, and not to
Associates, Joint Ventures or Structured Entities of the Group
Under applicable law and regulations, the directors are also
responsible for preparing a Strategic Report, Directors’ Report,
Directors’ Remuneration Report and Corporate Governance
Statement that complies with that law and those regulations.
The directors are responsible for the maintenance and
integrity of the corporate and financial information included
on the Company’s website. Legislation in the UK governing the
preparation and dissemination of financial statements differ
from legislation in other jurisdictions.
Responsibility statement of the directors in
respect of the annual financial report
We confirm that to the best of our knowledge:
• The financial statements, prepared in accordance with the
applicable set of accounting standards, give 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
• The Strategic report includes a fair review of the
development and performance of the business and the
position of the Company and the undertakings included
in the consolidation taken as a whole, together with a
description of the emerging risks and uncertainties that
they face
We consider the Annual Report and Accounts, taken as a
whole, is fair, balanced and understandable and provides the
information necessary for shareholders to assess the Group’s
position and performance, business model and strategy.
By order of the Board
Andy Halford
Group Chief Financial Officer
16 February 2023
231
Standard Chartered – Annual Report 2022Directors’ report Risk review
Risk review and
Capital review
236 Risk profile
295 Enterprise Risk Management Framework
301 Principal risks
320 Capital review
[[Real-time trade
transaction
status with
Trade Track-It]]
In October, we launched Trade Track-It,
a digital transaction-tracking portal
which gives our clients end-to-end
visibility of their trade-transaction
status globally.
The tool is integrated with DHL’s
tracking system and Lloyd’s List
Intelligence’s vessel-tracking solution
providing our clients, and their
customers, with 24/7 access to
near real time updates for trade
transactions, document delivery
and vessel status.
Before the introduction of Trade
Track-It, clients would have to wait
hours – and sometimes days – for an
update on the status of their trade
transactions and related document
and goods flows.
Read more online at sc.com/tradetrackit
232
Standard Chartered – Annual Report 2022
R
i
s
k
r
e
v
i
e
w
a
n
d
C
a
p
i
t
a
l
r
e
v
i
e
w
Standard Chartered – Annual Report 2022
233
Risk review and Capital review
Risk Index
Risk profile
Credit Risk
Basis of preparation
Credit risk overview
Impairment model
Staging of financial instruments
IFRS 9 expected credit loss principles and approaches
Maximum exposure to credit risk
Analysis of financial instrument by stage
Credit quality analysis
• Credit quality by client segment
• Credit quality by geographic region
Movement in gross exposures and credit impairment for loans and advances, debt securities,
undrawn commitments and financial guarantees
Movement of debt securities, alternative tier one and other eligible bills
Analysis of Stage 2 balances
Credit impairment charge
COVID-19 relief measures
Problem credit management and provisioning
• Forborne and other modified loans by client segment
• Forborne and other modified loans by region
• Credit-impaired (stage 3) loans and advances by client segment
• Credit-impaired (stage 3) loans and advances by geographic region
Credit risk mitigation
• Collateral
• Collateral held on loans and advances
• Collateral – Corporate, Commercial & Institutional Banking
• Collateral – Consumer, Private & Business Banking
• Mortgage loan-to-value ratios by geography
• Collateral and other credit enhancements possessed or called upon
• Other Credit Risk mitigation
Other portfolio analysis
• Contractual maturity analysis of loans and advances by client segment
• Credit quality by industry
•
Industry analysis of loans and advances by geographic region
• Vulnerable and Cyclical Sector tables
• China commercial real estate
• Debt securities and other eligible bills
IFRS 9 expected credit loss methodology
Traded risk
Market Risk movements
Counterparty Credit Risk
Derivative financial instruments Credit Risk mitigation
Liquidity and Funding Risk
Liquidity & Funding Risk metrics
Encumbrance
Liquidity analysis of the Group’s balance sheet
Interest Rate Risk in the Banking Book
Operational and Technology Risk
Operational and Technology Risk profile
Other principal risks
234
Annual
Report and
Accounts
236
236
236
236
236
236
238
239
240
240
246
247
249
254
255
255
256
256
256
257
257
257
258
258
258
259
260
260
261
261
261
262
263
264
268
269
269
282
282
285
285
285
286
288
290
293
294
294
294
Standard Chartered – Annual Report 2022Risk reviewIndex Risk Index
Risk management approach Enterprise Risk Management Framework
Capital
Principal Risks
Capital summary
• Capital ratio
• Capital base
• Movement in total capital
Risk-weighted asset
Leverage ratio
Annual
Report and
Accounts
295
301
320
320
321
322
323
325
The following parts of the Risk review and Capital review form part of these financial statements and are audited by the
external auditors:
• a) Risk review: Disclosures marked as ‘audited’ from the start of Credit risk section (page 236) to the end of other principal
risks in the same section (page 301); and
• b) Capital review: Tables marked as ‘audited’ from the start of ‘Capital base’ to the end of ‘Movement in total capital’,
excluding ‘Total risk-weighted assets’ (pages 321 to 322).
235
Standard Chartered – Annual Report 2022Risk review and Capital review Risk profile
Credit Risk (audited)
Basis of preparation
Unless otherwise stated the balance sheet and income
statement information presented within this section is based
on the Group’s management view. This is principally the
location from which a client relationship is managed, which
may differ from where it is financially booked and may be
shared between businesses and/or regions. This view reflects
how the client segments and regions are managed internally.
Loans and advances to customers and banks held at
amortised cost in this Risk profile section include reverse
repurchase agreement balances held at amortised cost,
per Note 16 Reverse repurchase and repurchase agreements
including other similar secured lending and borrowing.
Credit Risk overview
Credit Risk is the potential for loss due to the failure of a
counterparty to meet its contractual obligations to pay the
Group. Credit exposures arise from both the banking and
trading books.
Impairment model
IFRS 9 mandates an impairment model that requires the
recognition of expected credit losses (ECL) on all financial
debt instruments held at amortised cost, Fair Value through
Other Comprehensive Income (FVOCI), undrawn loan
commitments and financial guarantees.
Staging of financial instruments
Financial instruments that are not already credit-impaired are
originated into stage 1 and a 12-month expected credit loss
provision is recognised.
Instruments will remain in stage 1 until they are repaid, unless
they experience significant credit deterioration (stage 2) or
they become credit-impaired (stage 3).
Instruments will transfer to stage 2 and a lifetime expected
credit loss provision is recognised when there has been a
significant change in the Credit Risk compared to what was
expected at origination.
The framework used to determine a significant increase in
Credit Risk is set out below.
Stage 1
• 12-month ECL
• Performing
Stage 2
• Lifetime expected credit loss
Stage 3
• Credit-impaired
• Performing but has exhibited
• Non-performing
significant increase in Credit Risk
(SICR)
IFRS 9 expected credit loss principles and approaches
The main methodology principles and approach adopted by the Group are set out in the following table.
Title
Description
Supplementary information
Page
Approach for
determining
expected
credit losses
Incorporation of
forward-looking
information
For material loan portfolios, the Group has adopted a statistical
modelling approach for determining expected credit losses that makes
extensive use of credit modelling. These models leveraged existing
advanced internal ratings based (IRB) models, where these were
available. Where model performance breaches model monitoring
thresholds or validation standards, a post model adjustment may be
required to correct for identified model issues, which will be removed
once those issues have been remedied.
IFRS 9 expected credit loss
methodology
Determining lifetime expected
credit loss for revolving products
Post-model adjustments
The determination of expected credit loss includes various assumptions
and judgements in respect of forward-looking macroeconomic
information. Refer to pages 271 to 274 for incorporation of forward-
looking information, forecast of key macroeconomic variables
underlying the expected credit loss calculation and the impact on
non-linearity and sensitivity of expected credit loss calculation to
macroeconomic variables. Judgemental adjustments, including
management overlays may also be used to capture risks not identified
in the models.
Incorporation of forward-looking
information and impact of
non-linearity
Forecast of key macroeconomic
variables underlying the expected
credit loss calculation
Judgemental adjustments and
sensitivity to macroeconomic
variables
269
269
276
271
272
275
236
Standard Chartered – Annual Report 2022Risk reviewRisk profile
Title
Description
Significant
increase in Credit
Risk (SICR)
Assessment of
credit-impaired
financial assets
Transfers
between stages
Modified
financial assets
Governance and
application of
expert credit
judgement in
respect of
expected credit
losses
Expected credit loss for financial assets will transfer from a 12-month
basis (stage 1) to a lifetime basis (stage 2) when there is a significant
increase in Credit Risk (SICR) relative to that which was expected at
the time of origination, or when the asset becomes credit-impaired.
On transfer to a lifetime basis, the expected credit loss for those assets
will reflect the impact of a default event expected to occur over the
remaining lifetime of the instrument rather than just over the 12 months
from the reporting date.
SICR is assessed by comparing the risk of default of an exposure at the
reporting date with the risk of default at origination (after considering
the passage of time). ‘Significant’ does not mean statistically significant
nor is it reflective of the extent of the impact on the Group’s financial
statements. Whether a change in the risk of default is significant or
not is assessed using quantitative and qualitative criteria, the weight
of which will depend on the type of product and counterparty.
Credit-impaired (stage 3) financial assets comprise those assets that
have experienced an observed credit event and are in default. Default
represents those assets that are at least 90 days past due in respect of
principal and interest payments and/or where the assets are otherwise
considered unlikely to pay. This definition is consistent with internal
Credit Risk management and the regulatory definition of default.
Unlikely to pay factors include objective conditions such as bankruptcy,
debt restructuring, fraud or death. It also includes credit-related
modifications of contractual cashflows due to significant financial
difficulty (forbearance) where the Group has granted concessions
that it would not ordinarily consider.
Interest income for stage 3 assets is recognised by applying the original
effective interest rate to the net asset amount (that is, net of credit
impairment provisions). When financial assets are transferred from
stage 3 to stage 2, any contractual interest recovered in excess of the
interest income recognised while the asset was in stage 3 is reported
within the credit impairment line.
Assets will transfer from stage 3 to stage 2 when they are no longer
considered to be credit-impaired. Assets will not be considered
credit-impaired only if the customer makes payments such that the
obligations are current in line with the original contractual terms.
Assets may transfer to stage 1 if they are no longer considered to have
experienced a significant increase in Credit Risk. This will be immediate
when the original probability of default based transfer criteria are no
longer met (and as long as none of the other transfer criteria apply).
Where assets were transferred using other measures, the assets will
only transfer back to stage 1 when the condition that caused the
significant increase in Credit Risk no longer applies (and as long as
none of the other transfer criteria apply).
Where the contractual terms of a financial instrument have been
modified, and this does not result in the instrument being
derecognised, a modification gain or loss is recognised in the income
statement representing the difference between the original cashflows
and the modified cashflows, discounted at the effective interest rate.
The modification gain/loss is directly applied to the gross carrying
amount of the instrument.
If the modification is credit related, such as forbearance or where the
Group has granted concessions that it would not ordinarily consider,
then it will be considered credit-impaired. Modifications that are not
credit related will be subject to an assessment of whether the asset’s
Credit Risk has increased significantly since origination by comparing
the remaining lifetime PD based on the modified terms with the
remaining lifetime PD based on the original contractual terms.
The models used in determining ECL are reviewed and approved by the
Group Credit Model Assessment Committee and have been validated
by Group model validation, which is independent of the business.
A quarterly model monitoring process is in place that uses recent data
to compare the differences between model predictions and actual
outcomes against approved thresholds. Where a model’s performance
breaches the monitoring thresholds then an assessment of whether
an ECL adjustment is required to correct for the identified model issue
is completed.
The determination of expected credit losses requires a significant
degree of management judgement which had an impact on
governance processes, with the output of the expected credit
models assessed by the IFRS 9 Impairment Committee.
Supplementary information
Quantitative criteria
Significant increase in Credit
Risk thresholds
Specific qualitative and
quantitative criteria per segment:
Corporate, Commercial &
Institutional Banking (CCIB) clients
Consumer and Business
Banking clients
Private Banking clients
Debt securities
Page
278
279
279
279
279
279
280
Consumer and Business Banking
clients
CCIB and Private Banking clients
280
280
Movement in loan exposures and
expected credit losses
247
COVID-19 relief measures
Forbearance and other
modified loans
255
256
Group Credit Model Assessment
Committee
IFRS 9 Impairment Committee
280
281
237
Standard Chartered – Annual Report 2022Risk review and Capital review
Maximum exposure to Credit Risk (audited)
The table below presents the Group’s maximum exposure to Credit Risk for its on-balance sheet and off-balance sheet financial
instruments as at 31 December 2022, before and after taking into account any collateral held or other Credit Risk mitigation.
The Group’s on-balance sheet maximum exposure to Credit Risk reduced by $6 billion to $790 billion (31 December 2021:
$796 billion).
Loans and advances to customers increased by $12 billion to $311 billion (31 December 2021: $298 billion). This includes a
$24 billion increase in Treasury and securities backed loans held to collect partly offset by a $13 billion reduction from risk-
weighted asset optimisation actions undertaken by CCIB and a $8 billion reduction from currency translation. Excluding the
above, there was 3 per cent underlying loan growth, with growth in Trade partly offset by deleveraging in Wealth Management.
Excluding reverse repurchase agreements, loans and advances to customers reduced by $5 billion. The reduction was primarily
in the CPBB business and was mainly driven by a decrease in Private Bank exposure (largely from UK, Hong Kong, and
Singapore in all classes) and Residential Mortgage segment in Korea (due to tightened Debt Service Ratio following new
government guidelines). This was partly offset by $0.6 billion increase in Ventures from portfolio growth in Mox and the launch
of Trust Bank in Singapore.
Derivative exposures increased by $11.3 billion to $64 billion and investment debt securities increased by $9 billion to $172 billion.
This was offset by a decrease of $14 billion of cash and balances at Central banks.
Off-balance sheet instruments increased by $12 billion to $229 billion, driven by higher undrawn commitments which increased
from $159 billion to $169 billion.
2022
Credit risk management
2021
Credit risk management
Maximum
exposure
$million
Collateral8
$million
Master
netting
agreements
$million
Net
exposure
$million
Maximum
exposure
$million
Collateral⁸
$million
Master
netting
agreements
$million
58,263
39,519
978
58,263
38,541
72,663
44,383
1,079
978
310,647
978
135,194
–
175,453
1,079
298,468
1,079
131,397
24,498
24,498
–
7,331
7,331
171,640
102,575
976
6,546
64,491
–
171,640
38,084
976
6,546
162,700
123,234
3,847
9,953
80,009
–
64,491
64,491
–
80,009
80,009
30,562
63,717
2,706
1,388
39,295
789,750
9,206
50,133
209,869
50,133
30,562
4,378
2,706
1,388
39,295
529,748
29,425
52,445
1,674
52
40,068
795,687
8,092
39,502
220,577
39,502
168,668
2,951
165,717
158,523
3,848
60,410
229,078
1,018,828
2,592
5,543
215,412
–
50,133
57,818
223,535
753,283
58,535
217,058
1,012,745
2,240
6,088
226,665
–
39,502
Net
exposure
$million
72,663
43,304
–
167,071
–
162,700
43,225
3,847
9,953
–
29,425
4,851
1,674
52
40,068
535,608
154,675
56,295
210,970
746,578
On-balance sheet
Cash and balances at central banks
Loans and advances to banks¹
of which – reverse repurchase
agreements and other similar
secured lending7
Loans and advances to customers1
of which – reverse repurchase
agreements and other similar
secured lending7
Investment securities – Debt securities
and other eligible bills2
Fair value through profit or loss3, 7
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements and
other similar lending7
Investment securities – Debt securities
and other eligible bills2
Derivative financial instruments4, 7
Accrued income
Assets held for sale
Other assets5
Total balance sheet
Off-balance sheet6
Undrawn Commitments
Financial Guarantees and
other equivalents
Total off-balance sheet
Total
1 An analysis of credit quality is set out in the credit quality analysis section (page 240). Further details of collateral held by client segment and stage are set out in
the collateral analysis section (page 257)
2 Excludes equity and other investments of $808 million (31 December 2021: $737 million). Further details are set out in Note 13 Financial instruments
3 Excludes equity and other investments of $3,230 million (31 December 2021: $5,861 million). Further details are set out in Note 13 Financial instruments
4 The Group enters into master netting agreements, which in the event of default result in a single amount owed by or to the counterparty through netting the sum
of the positive and negative mark-to-market values of applicable derivative transactions
5 Other assets include Hong Kong certificates of indebtedness, cash collateral, and acceptances, in addition to unsettled trades and other financial assets
6 Excludes ECL allowances which are reported under Provisions for liabilities and charges
7 Collateral capped at maximum exposure (over-collateralised)
8 Adjusted for over-collateralisation, which has been determined with reference to the drawn and undrawn component as this best reflects the effect on the
amount arising from expected credit losses.
238
Standard Chartered – Annual Report 2022Risk reviewRisk profile Analysis of financial instrument by stage (audited)
The total balance of financial instruments held increased by $15.3 billion to $858 billion (31 December 2021: $843 billion).
Total stage 1 balances increased by $22 billion, of which around $16 billion was in loans and advances to customers, primarily
due to increased levels of reverse repurchase agreements in Central and other items segment. CPBB decreased by $5.2 billion
due to mortgages and secured wealth. CCIB increased by $4 billion to $126 billion (31 December 2021: $122 billion). Off-balance
sheet exposures increased by $15 billion primarily in undrawn commitments from increased customer demand.
Stage 2 financial instruments reduced to $28.1 billion (31 December 2021: $34.6 billion) due to exposure changes and transfers to
stage 1 in CCIB, particularly in the Transport, telecoms and utilities and Energy sectors, partly offset by increase in commercial
real estate, primarily in Asia. As a result, the proportion of loans and advances to customers classified in stage 2 reduced by
$3.8 billion.
Stage 3 financial instruments were stable at $9.3 billion (31 December 2021: $9.1 billion).
2022
Stage 1
Total
credit
impair-
ment
$million
Gross
balance1
$million
Net
carrying
value
$million
Gross
balance1
$million
Stage 2
Total
credit
impair-
ment
$million
Net
carrying
value
$million
Gross
balance1
$million
Stage 3
Total
credit
impair-
ment
$million
Net
carrying
value
$million
Gross
balance1
$million
Total
Total
credit
impair-
ment
$million
Net
carrying
value
$million
Cash and
balances at
central banks
Loans and
advances
to banks
(amortised cost)
Loans and
advances to
customers
(amortised cost)
Debt securities
and other
eligible bills5
Amortised cost
FVOCI2
Accrued income
(amortised cost)4
Assets held
for sale
Other assets
Undrawn
commitments3
Financial
guarantees,
trade credits
and irrevocable
letters of credit3
Total
57,643
–
57,643
333
(8)
325
295
–
295
58,271
(8) 58,263
39,149
(9) 39,140
337
(3)
334
59
(14)
45
39,545
(26) 39,519
295,219
(559)294,660
13,043
(444)
12,599
7,845
(4,457)
3,388
316,107 (5,460) 310,647
166,103
59,427
106,676
2,706
1,083
39,294
(25)
(9) 59,418
(16)
5,455
271
5,184
(90)
(2)
(88)
2,706
(6)
1,077
–
39,294
262
–
(4)
–
269
–
258
–
162,958
(41)
5,582
(53)
144
78
66
120
4
128
(106)
(51)
(55)
(67)
(3)
–
171,702
(221)
27
59,776
111,926
(62) 59,714
(159)
–
–
2,706
–
2,706
53
1
1,465
39,298
(77)
1,388
(3) 39,295
168,668
(94)
56,683
820,838
(11)
(651)
3,062
28,074
(28)
(630)
665
(147)
9,260 (4,794)
60,410
(186)
858,172
(6,075)
1 Gross carrying amount for off-balance sheet refers to notional values
2 These instruments are held at fair value on the balance sheet. The ECL provision in respect of debt securities measured at FVOCI is held within the OCI reserve
3 These are off-balance sheet instruments. Only the ECL is recorded on-balance sheet as a financial liability and therefore there is no “net carrying amount”.
ECL allowances on off-balance sheet instruments are held as liability provisions to the extent that the drawn and undrawn components of loan exposures
can be separately identified. Otherwise they will be reported against the drawn component
4 Stage 1 ECL is not material
5 Stage 3 gross includes $28 million (2021: $33 million) originated credit-impaired debt securities with impairment of $13 million (2021: Nil)
239
Standard Chartered – Annual Report 2022Risk review and Capital review Stage 1
Total
credit
impair-
ment
$million
Gross
balance¹
$million
Net
carrying
value
$million
Gross
balance¹
$million
Stage 2
Total
credit
impair-
ment
$million
Net
carrying
value
$million
Gross
balance¹
$million
Stage 3
Total
credit
impair-
ment
$million
Net
carrying
value
$million
Gross
balance1
$million
Total
Total
credit
impair-
ment
$million
Net
carrying
value
$million
2021
72,601
–
72,601
66
(4)
62
–
–
–
72,667
(4) 72,663
43,776
(12) 43,764
580
(4)
576
54
(11)
43
44,410
(27) 44,383
279,178
(473) 278,705
16,849
(524)
16,325
8,095
(4,657)
3,438
304,122
(5,654) 298,468
157,352
41,092
116,260
1,674
52
40,067
(67)
(13) 41,079
(54)
5,315
200
5,115
(42)
(1)
(41)
1,674
52
– 40,067
–
–
199
–
–
–
149,530
(42)
8,993
(60)
113
113
–
4
–
(66)
(66)
–
(3)
–
162,780
41,405
121,375
(175)
(80) 41,325
(95)
1,674
–
1,674
52
40,071
–
52
(3) 40,068
47
–
–
1
158,523
(102)
54,923
799,153
(15)
(609)
2,813
34,616
(22)
(656)
799
9,065
(207)
(4,944)
58,535
842,834
(244)
(6,209)
Cash and
balances at
central banks
Loans and
advances
to banks
(amortised cost)
Loans and
advances to
customers
(amortised cost)
Debt securities
and other
eligible bills5
Amortised cost
FVOCI2
Accrued income
(amortised cost)4
Assets held
for sale4
Other assets
Undrawn
commitments3
Financial
guarantees,
trade credits
and irrevocable
letters of credit3
Total
1 Gross carrying amount for off-balance sheet refers to notional values
2 These instruments are held at fair value on the balance sheet. The ECL provision in respect of debt securities measured at FVOCI is held within the OCI reserve
3 These are off-balance sheet instruments. Only the ECL is recorded on-balance sheet as a financial liability and therefore there is no “net carrying amount”.
ECL allowances on off-balance sheet instruments are held as liability provisions to the extent that the drawn and undrawn components of loan exposures can
be separately identified. Otherwise they will be reported against the drawn component
4 Stage 1 ECL is not material
5 Stage 3 gross includes $33 million originated credit-impaired debt securities and Nil impairment
Credit quality analysis (audited)
Credit quality by client segment
For CCIB, exposures are analysed by credit grade (CG), which plays a central role in the quality assessment and monitoring of
risk. All loans are assigned a CG, which is reviewed periodically and amended in light of changes in the borrower’s circumstances
or behaviour. CGs 1 to 12 are assigned to stage 1 and stage 2 (performing) clients or accounts, while CGs 13 and 14 are assigned
to stage 3 (credit-impaired) clients. Consumer and Business Banking portfolios are analysed by days past due and Private
Banking by the type of collateral held.
Mapping of credit quality
The Group uses the following internal risk mapping to determine the credit quality for loans.
Credit quality
description
Strong
Corporate, Commercial & Institutional Banking
Private Banking1
Consumer &
Business Banking4
Internal grade mapping
S&P external ratings
equivalent
Regulatory PD range (%)
Internal ratings
Number of days past due
1A to 5B
AAA/AA+ to BBB-/BB+0 to 0.425
Class I and Class IV
Satisfactory
6A to 11C
BB+/BB to B-/CCC+2
0.426 to 15.75
Class II and Class III
Higher risk
Grade 12
CCC+ to C3
15.751 to 99.999
Stressed Assets
Group (SAG)
managed
1 For Private Banking, classes of risk represent the type of collateral held. Class I represents facilities with liquid collateral, such as cash and marketable securities.
Class II represents unsecured/partially secured facilities and those with illiquid collateral, such as equity in private enterprises. Class III represents facilities with
residential or Commercial real estate collateral. Class IV covers margin trading facilities
2 Banks’ rating: BB to CCC/C
3 Banks’ rating: CCC to C
4 Medium enterprise clients within Business Banking are managed using the same internal credit grades as CCIB
240
Current loans (no past
dues nor impaired)
Loans past due till
29 days
Past due loans
30 days and over till
90 days
Standard Chartered – Annual Report 2022Risk reviewRisk profile The table overleaf sets out the gross loans and advances
held at amortised cost, expected credit loss provisions and
expected credit loss coverage by business segment and stage.
Expected credit loss coverage represents the expected credit
loss reported for each segment and stage as a proportion of
the gross loan balance for each segment and stage.
Stage 1:
Stage 1 gross loans and advances to customers increased by
$16 billion to $295 billion (31 December 2021: $279 billion) and
represent an increase of 1 percentage point to 93 per cent of
loans and advances to customers (31 December 2021: 92 per
cent). The stage 1 coverage ratio remained at 0.2 per cent
compared with 31 December 2021.
In CCIB, the proportion of stage 1 loans has increased to
$126 billion, being 88 per cent (31 December 2021: 85 per cent),
and the percentage of stage 1 loans rated as strong is
higher at $90 billion, being 71 per cent (31 December 2021:
64 per cent) as the Group continues to focus on the origination
of investment grade lending. This is primarily due to a
$10.5 billion increase in exposures in Financing, insurance and
non-banking from a few notable clients, $1.5 billion from rating
upgrades in Transport, telecom and utilities clients, offset
by $2.8 billion decrease in Manufacturing and $5.3 billion
decrease in China Real Estate sector from repayments and
downgrades into stage 2.
CPBB stage 1 loans decreased by $5 billion to $129 billion
(31 December 2021: $134 billion), mainly driven by a decrease
in Private Bank exposure (largely from UK, Hong Kong, and
Singapore in all classes), and a decrease in exposure of the
Residential Mortgage segment in Korea (due to tightened
Debt Service Ratio following new government guidelines).
The proportion of loans and advances rated as strong
increased to 97 per cent (31 December 2021: 96 per cent).
Ventures increased by $609 million to $691 million
(31 December 2021: $82 million) from new lending in
Mox Bank and the launch of Trust Bank in Singapore.
Central and other items segment increased by $17 billion to
$39.1 billion (31 December 2021: $22.4 billion), due to higher
levels of reverse repurchase agreements with Non Bank
Financial Institutions and placements with governments.
Stage 2:
Stage 2 loans and advances to customers decreased by
$4 billion to $13.0 billion (31 December 2021: $16.8 billion),
primarily in CCIB due to exposure reductions and rating
upgrades in Transport, telecom and utilities sectors, $1 billion
decrease in the Energy sector, offset by increase in stage 2 in
China commercial real estate. The proportion of stage 2 loans
also reduced to 4.1 per cent (31 December 2021: 5.5 per cent).
Stage 2 loans to customers classified as ‘Higher risk’ was at
$1.8 billion due to the downgrade of Pakistan. This was largely
offset by downgrades to stage 3 primarily as a result of Sri
Lanka and Ghana sovereign rating downgrade.
CPBB stage 2 loans reduced by $0.2 billion primarily due to the
transfers into stage 1 arising from the change in Credit Risk
thresholds for certain credit card portfolios, largely in Asia.
The overall stage 2 cover ratio increased by 0.3 per cent to
3.4 per cent (31 December 2021: 3.1 per cent). CCIB cover ratio
increased to 2.8 per cent (31 December 2021: 2.3 per cent)
primarily within higher risk exposures from sovereign
downgrades offset by full release of COVID-19 overlay. CPBB
stage 2 cover ratio decreased to 7.2 per cent (31 December
2021: 9.5 per cent), primarily driven by the release of $30 million
of COVID-19 management overlays arising from the
reassessment of residual risk after manifestation of such risk
through individual impairments, partly offset by worsening
macroeconomic variables and portfolio maturity in the China
loan book.
Stage 3:
Gross stage 3 loans decreased by $0.3 billion to $7.8 billion
(31 December 2021: $8.1 billion) as a result of upgrades and
debt sales in CCIB which was offset by the downgrade of Sri
Lanka and Ghana and China commercial real estate clients.
CPBB stage 3 loans were materially unchanged at $1.5 billion,
the $0.1 billion decrease was largely in Secured wealth and
Mortgages portfolio.
Ventures stage 3 was $1 million primarily driven by
downgrades in Mox Bank Hong Kong.
Central and other items stage 3 balances increased to
$248 million (31 December 2021: Nil) due to downgrade of
local currency loans to Sri Lanka Sovereign.
241
Standard Chartered – Annual Report 2022Risk review and Capital review Loans and advances by client segment (audited)
2022
Customers
Ventures
$million
Central &
other items
$million
Customer
Total
$million
Undrawn
commitments
$million
Financial
Guarantees
$million
39,133
39,133
–
–
–
–
–
–
–
295,219
254,119
41,100
13,043
3,293
7,933
1,817
261
337
162,958
56,683
148,303
14,655
5,582
1,449
3,454
679
–
–
39,612
17,071
3,062
522
2,134
406
–
–
248
7,845
128
665
39,381
316,107
168,668
60,410
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
126,261
129,134
89,567
124,734
36,694
4,400
Banks
$million
39,149
27,941
11,208
337
148
119
70
5
6
59
11,355
2,068
7,783
1,504
109
23
1,670
1,215
146
309
148
310
6,143
1,453
39,545
143,759
132,257
(9)
(3)
(6)
(3)
–
(2)
(1)
–
–
(143)
(43)
(100)
(323)
(30)
(159)
(134)
(2)
(1)
(406)
(332)
(74)
(120)
(62)
(17)
(41)
(17)
(41)
691
685
6
18
10
4
4
4
4
1
710
(10)
(10)
–
(1)
(1)
–
–
–
–
–
–
–
–
–
–
–
–
–
(559)
(385)
(174)
(444)
(93)
(176)
(175)
(19)
(42)
(14)
(26)
(3,662)
(776)
(4,128)
(1,302)
(1)
(12)
(18)
(18)
(4,457)
(5,460)
39,519
139,631
130,955
0.0%
0.0%
0.1%
0.9%
0.0%
1.7%
1.4%
0.0%
0.0%
23.7%
0.1%
24,930
21,451
3,479
–
–
24,930
64,449
0.1%
0.0%
0.3%
2.8%
1.5%
2.0%
8.9%
1.8%
4.3%
0.3%
0.3%
1.7%
7.2%
5.1%
11.6%
13.3%
11.5%
13.2%
698
1.4%
1.5%
0.0%
5.6%
10.0%
0.0%
0.0%
0.0%
0.0%
59.6%
2.9%
53.4% 100.0%
1.0%
1.7%
44,461
36,454
8,007
–
37
44,498
28
27
1
–
–
28
–
–
–
–
–
–
39,363
310,647
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
7.3%
0.0%
2,557
2,409
148
–
–
0.2%
0.2%
0.4%
3.4%
2.8%
2.2%
9.6%
7.3%
12.5%
56.8%
1.7%
47,046
38,890
8,156
–
37
2,557
47,083
184,129
130,983
698
41,920
357,730
(41)
(28)
(13)
(53)
(6)
(42)
(5)
–
–
–
(94)
0.0%
0.0%
0.1%
0.9%
0.4%
1.2%
0.7%
0.0%
0.0%
0.0%
0.1%
–
–
–
–
–
–
–
(11)
(3)
(8)
(28)
–
(15)
(13)
–
–
(147)
(186)
0.0%
0.0%
0.0%
0.9%
0.0%
0.7%
3.2%
0.0%
0.0%
22.1%
0.3%
–
–
–
–
–
–
–
Amortised cost
Stage 1
– Strong
– Satisfactory
Stage 2
– Strong
– Satisfactory
– Higher risk
Of which (stage 2):
– Less than 30 days past due
– More than 30 days past due
Stage 3, credit-impaired financial
assets
Gross balance¹
Stage 1
– Strong
– Satisfactory
Stage 2
– Strong
– Satisfactory
– Higher risk
Of which (stage 2):
– Less than 30 days past due
– More than 30 days past due
Stage 3, credit-impaired financial
assets
Total credit impairment
Net carrying value
Stage 1
– Strong
– Satisfactory
Stage 2
– Strong
– Satisfactory
– Higher risk
Of which (stage 2):
– Less than 30 days past due
– More than 30 days past due
Stage 3, credit-impaired financial
assets (S3)
Cover ratio
Fair value through profit or loss
Performing
– Strong
– Satisfactory
– Higher risk
Defaulted (CG13-14)
Gross balance (FVTPL)2
Net carrying value (incl FVTPL)
1 Loans and advances includes reverse repurchase agreements and other similar secured lending of $24,498 million under Customers and of $978 million under
Banks, held at amortised cost
2 Loans and advances includes reverse repurchase agreements and other similar secured lending of $40,537 million under Customers and of $23,954 million under
Banks, held at fair value through profit or loss
242
Standard Chartered – Annual Report 2022Risk reviewRisk profile Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking1
$million
122,368
77,826
44,542
14,818
2,366
11,180
1,272
77
49
134,289
129,486
4,803
1,912
1,253
308
351
308
351
6,520
1,575
Banks
$million
43,776
30,813
12,963
580
126
105
349
–
–
54
44,410
143,706
137,776
(12)
(4)
(8)
(4)
(2)
(2)
–
–
–
(11)
(27)
(103)
(58)
(45)
(341)
(62)
(179)
(100)
(2)
(3)
(369)
(282)
(87)
(181)
(104)
(32)
(45)
(32)
(45)
(3,861)
(4,305)
(796)
(1,346)
44,383
139,401
136,430
0.0%
0.0%
0.1%
0.7%
1.6%
1.9%
0.0%
0.0%
0.0%
20.4%
0.1%
22,574
20,132
2,442
–
–
22,574
66,957
0.1%
0.1%
0.1%
2.3%
2.6%
1.6%
7.9%
2.6%
6.1%
59.2%
3.0%
69,356
53,756
15,600
–
38
69,394
0.3%
0.2%
1.8%
9.5%
8.3%
10.4%
12.8%
10.4%
12.8%
50.5%
1.0%
67
67
–
–
–
67
2021 (Restated)1
Customers
Ventures1
$million
Central &
other items
$million
Customer
Total
$million
Undrawn
commitments
$million
Financial
Guarantees
$million
82
82
22,439
22,333
279,178
229,727
22,549
304,122
158,523
58,535
–
9
–
–
9
–
9
–
91
(1)
(1)
–
(2)
–
–
(2)
–
(2)
–
(3)
88
1.2%
1.2%
0.0%
22.2%
0.0%
0.0%
22.2%
0.0%
22.2%
0.0%
3.3%
–
–
–
–
–
–
106
110
–
–
110
–
–
–
49,451
16,849
3,619
11,488
1,742
385
409
8,095
–
–
–
–
–
–
–
–
–
–
–
(473)
(341)
(132)
(524)
(166)
(211)
(147)
(34)
(50)
(4,657)
(5,654)
22,549
298,468
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1,774
1,772
2
–
–
0.2%
0.1%
0.3%
3.1%
4.6%
1.8%
8.4%
8.8%
12.2%
57.5%
1.9%
71,197
55,595
15,602
–
38
1,774
71,235
149,530
132,274
17,256
8,993
2,786
5,235
972
–
–
–
54,923
37,418
17,505
2,813
714
1,546
553
–
–
799
(42)
(23)
(19)
(60)
(6)
(46)
(8)
–
–
–
(102)
0.0%
0.0%
0.1%
0.7%
0.2%
0.9%
0.8%
0.0%
0.0%
0.0%
0.1%
–
–
–
–
–
–
–
(15)
(5)
(10)
(22)
(1)
(9)
(12)
–
–
(207)
(244)
0.0%
0.0%
0.1%
0.8%
0.1%
0.6%
2.2%
0.0%
0.0%
25.9%
0.4%
–
–
–
–
–
–
–
Amortised cost
Stage 1
– Strong
– Satisfactory
Stage 2
– Strong
– Satisfactory
– Higher risk
Of which (stage 2):
– Less than 30 days past due
– More than 30 days past due
Stage 3, credit-impaired
financial assets
Gross balance2
Stage 1
– Strong
– Satisfactory
Stage 2
– Strong
– Satisfactory
– Higher risk
Of which (stage 2):
– Less than 30 days past due
– More than 30 days past due
Stage 3, credit-impaired
financial assets
Total credit impairment
Net carrying value
Stage 1
– Strong
– Satisfactory
Stage 2
– Strong
– Satisfactory
– Higher risk
Of which (stage 2):
– Less than 30 days past due
– More than 30 days past due
Stage 3, credit-impaired
financial assets (S3)
Cover ratio
Fair value through profit or loss
Performing
– Strong
– Satisfactory
– Higher risk
Defaulted (CG13-14)
Gross balance (FVTPL)3
Net carrying value (incl FVTPL)
208,795
136,497
88
24,323
369,703
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
January 2022. Prior period has been restated
2 Loans and advances includes reverse repurchase agreements and other similar secured lending of $7,331 million under Customers and of $1,079 million under
Banks, held at amortised cost
3 Loans and advances includes reverse repurchase agreements and other similar secured lending of $61,282 million under Customers and of $18,727 million under
Banks, held at fair value through profit or loss
243
Standard Chartered – Annual Report 2022Risk review and Capital review Loans and advances by client segment credit quality analysis
Credit grade
Regulatory 1 year
PD range (%)
S&P external ratings
equivalent
Gross
Credit impairment
Stage 1
Stage 2
Stage 3
Total
Stage 1
Stage 2
Stage 3
Corporate, Commercial & Institutional Banking
2022
89,567
2,068
0 – 0.045
AA– and above
0.046 – 0.110
A+ to A-
8,247
36,379
0.111 – 0.425
BBB+ to BBB-/BB+
44,941
36,694
117
321
1,630
7,783
0.426 – 1.350
BB+/BB to BB-
23,196
2,684
1.351 – 4.000
BB-/B+ to B+/B
4.001 – 15.75
B to B-/CCC+
9,979
3,519
15.751 – 99.999
CCC+/C
100
Defaulted
–
–
–
–
3,116
1,983
1,504
1,504
–
–
–
–
–
–
–
–
–
–
91,635
8,364
36,700
46,571
44,477
25,880
13,095
5,502
1,504
1,504
–
–
–
–
–
–
–
–
–
–
(43)
(30)
–
–
(30)
(159)
(94)
(35)
(30)
(134)
(134)
(4)
(5)
(34)
(100)
(67)
(20)
(13)
–
–
–
–
–
–
6,143
6,143
6,143
6,143
–
–
(3,662)
(3,662)
(3,662)
(3,662)
126,261
11,355
6,143 143,759
(143)
(323)
(3,662)
(4,128)
2021
0 – 0.045
AA– and above
0.046 – 0.110
A+ to A-
77,826
14,013
23,173
0.111 – 0.425
BBB+ to BBB-/BB+
40,640
0.426 – 1.350
BB+/BB to BB-
1.351 – 4.000
BB-/B+ to B+/B
4.001 – 15.75
B to B-/CCC+
15.751 – 99.999
CCC+/C
100
Defaulted
44,542
27,009
11,910
5,623
–
–
–
–
2,366
216
515
1,635
11,180
2,894
5,592
2,694
1,272
1,272
–
–
–
–
–
–
–
–
–
–
80,192
14,229
23,688
42,275
55,722
29,903
17,502
8,317
1,272
1,272
–
–
6,520
6,520
6,520
6,520
(58)
(1)
(3)
(54)
(45)
(21)
(13)
(11)
–
–
–
–
(62)
–
–
(62)
(179)
(40)
(90)
(49)
(100)
(100)
–
–
–
–
–
–
–
–
–
–
–
–
(3,861)
(3,861)
(3,861)
(3,861)
122,368
14,818
6,520 143,706
(103)
(341)
(3,861)
(4,305)
Total
(73)
(4)
(5)
(64)
(259)
(161)
(55)
(43)
(134)
(134)
Total
(120)
(1)
(3)
(116)
(224)
(61)
(103)
(60)
(100)
(100)
Credit grade
Regulatory 1 year
PD range (%)
S&P external ratings
equivalent
Gross
Credit impairment
Stage 1
Stage 2
Stage 3
Total
Stage 1
Stage 2
Stage 3
Strong
1A-2B
3A-4A
4B-5B
Satisfactory
6A-7B
8A-9B
10A-11C
Higher risk
12
Credit-
impaired
13-14
Total
Strong
1A-2B
3A-4A
4B-5B
Satisfactory
6A-7B
8A-9B
10A-11C
Higher risk
12
Credit-
impaired
13-14
Total
244
Standard Chartered – Annual Report 2022Risk reviewRisk profile Credit grade
Strong
Secured
Unsecured
Satisfactory
Secured
Unsecured
Higher risk
Secured
Unsecured
Credit-impaired
Secured
Unsecured
Total
Credit grade
Strong
Secured
Unsecured
Satisfactory
Secured
Unsecured
Higher risk
Secured
Unsecured
Credit-impaired
Secured
Unsecured
Total
Consumer, Private & Business Banking
2022
Gross
Credit impairment
Stage 1
Stage 2
Stage 3
Total
Stage 1
Stage 2
Stage 3
124,734
107,262
17,472
4,400
4,006
394
–
–
–
–
–
1,215
995
220
146
115
31
309
216
93
–
–
–
–
–
–
–
–
–
–
–
1,453
1,028
425
125,949
108,257
17,692
4,546
4,121
425
309
216
93
1,453
1,028
425
(332)
(48)
(284)
(74)
(11)
(63)
–
–
–
–
–
(62)
(12)
(50)
(17)
(1)
(16)
(41)
(6)
(35)
–
–
129,134
1,670
1,453
132,257
(406)
(120)
Total
(394)
(60)
(334)
(91)
(12)
(79)
(41)
(6)
(35)
–
–
–
–
–
–
–
–
–
(776)
(552)
(224)
(776)
(776)
(552)
(224)
(1,302)
Gross
Credit impairment
Stage 1
Stage 2
Stage 3
Total
Stage 1
Stage 2
Stage 3
2021 (Restated1)
129,486
112,167
17,319
4,803
4,524
279
–
–
–
–
–
1,253
884
369
308
164
144
351
250
101
–
–
134,289
1,912
–
–
–
–
–
–
–
–
–
1,575
1,107
468
1,575
130,739
113,051
17,688
5,111
4,688
423
351
250
101
1,575
1,107
468
(282)
(48)
(234)
(87)
(44)
(43)
–
–
–
–
–
(104)
(19)
(85)
(32)
(1)
(31)
(45)
(11)
(34)
–
–
137,776
(369)
(181)
–
–
–
–
–
–
–
–
–
(796)
(516)
(280)
(796)
Total
(386)
(67)
(319)
(119)
(45)
(74)
(45)
(11)
(34)
(796)
(516)
(280)
(1,346)
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated. Detailed credit quality analysis not presented as amounts are not sufficiently material
245
Standard Chartered – Annual Report 2022Risk review and Capital review Credit quality by geographic region
The following table sets out the credit quality for gross loans and advances to customers and banks, held at amortised cost,
by geographic region and stage.
Loans and advances to customers
Amortised cost
Gross (stage 1)
Provision (stage 1)
Gross (stage 2)
Provision (stage 2)
Gross (stage 3)
Provision (stage 3)
Net loans1
2022
2021
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
Total
$million
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
Total
$million
248,625
17,553
29,041
295,219
235,123
19,990
24,065
279,178
(454)
8,302
(337)
4,562
(73)
3,122
(104)
2,725
(32)
(559)
1,619
13,043
(3)
558
(444)
7,845
(371)
8,779
(318)
4,448
(86)
4,077
(137)
2,918
(16)
(473)
3,993
16,849
(69)
729
(524)
8,095
(2,483)
(1,765)
(209)
(4,457)
(2,400)
(1,970)
(287)
(4,657)
258,215
21,458
30,974
310,647
245,261
24,792
28,415
298,468
1
Includes reverse repurchase agreements and other similar secured lending
Loans and advances to banks
Amortised cost
Gross (stage 1)
Provision (stage 1)
Gross (stage 2)
Provision (stage 2)
Gross (stage 3)
Provision (stage 3)
Net loans¹
2022
2021
Asia
$million
21,806
Africa &
Middle East
$million
Europe &
Americas
$million
3,818
13,525
Total
$million
39,149
Asia
$million
29,916
Africa &
Middle East
$million
Europe &
Americas
$million
5,828
8,032
(3)
212
(2)
59
(14)
(4)
116
(1)
–
–
(2)
9
–
–
–
(9)
337
(3)
59
(14)
(3)
346
(1)
54
(11)
(5)
144
(1)
–
–
(4)
90
(2)
–
–
Total
$million
43,776
(12)
580
(4)
54
(11)
22,058
3,929
13,532
39,519
30,301
5,966
8,116
44,383
1
Includes reverse repurchase agreements and other similar secured lending
246
Standard Chartered – Annual Report 2022Risk reviewRisk profile Movement in gross exposures and credit impairment for loans and advances, debt securities, undrawn commitments and
financial guarantees (audited)
The tables overleaf set out the movement in gross exposures and credit impairment by stage in respect of amortised cost loans
to banks and customers, undrawn commitments, financial guarantees and debt securities classified at amortised cost and
FVOCI. The tables are presented for the Group, debt securities and other eligible bills.
Methodology
The movement lines within the tables are an aggregation of monthly movements over the year and will therefore reflect the
accumulation of multiple trades during the year. The credit impairment charge in the income statement comprises the amounts
within the boxes in the table below, less recoveries of amounts previously written off. Discount unwind is reported in net interest
income and related to stage 3 financial instruments only.
The approach for determining the key line items in the tables is set out below.
• Transfers – transfers between stages are deemed to occur at the beginning of a month based on prior month closing
balances
• Net remeasurement from stage changes – the remeasurement of credit impairment provisions arising from a change
in stage is reported within the stage that the assets are transferred to. For example, assets transferred into stage 2 are
remeasured from a 12-month to a lifetime expected credit loss, with the effect of remeasurement reported in stage 2.
For stage 3, this represents the initial remeasurement from specific provisions recognised on individual assets transferred
into stage 3 in the year
• Net changes in exposures – new business written less repayments in the year. Within stage 1, new business written will attract
up to 12 months of expected credit loss charges. Repayments of non-amortising loans (primarily within CCIB) will have low
amounts of expected credit loss provisions attributed to them, due to the release of provisions over the term to maturity.
In stages 2 and 3, the amounts principally reflect repayments although stage 2 may include new business written where
clients are on non-purely precautionary early alert, are CG 12, or when non-investment grade debt securities are acquired.
• Changes in risk parameters – for stages 1 and 2, this reflects changes in the probability of default (PD), loss given default
(LGD) and exposure at default (EAD) of assets during the year, which includes the impact of releasing provisions over the term
to maturity. It also includes the effect of changes in forecasts of macroeconomic variables during the year. In stage 3, this line
represents additional specific provisions recognised on exposures held within stage 3
• Interest due but not paid – change in contractual amount of interest due in stage 3 financial instruments but not paid, being
the net of accruals, repayments and write-offs, together with the corresponding change in credit impairment
Changes to ECL models, which incorporate changes to model approaches and methodologies, are not reported as a separate
line item as these have an impact over a number of lines and stages.
Movements during the year
Stage 1 gross exposures increased by $35 billion to $720 billion when compared with 31 December 2021. $2 billion net increase
was in CCIB, from new originations largely reverse repurchase agreements from a change in booking model and undrawn
commitments. There was a $2 billion net increase in CPBB due to an increase in undrawn commitments of $7 billion. Debt
securities increased by $9 billion in stage 1. The rest of the increase is largely Central and other items segment due to lending
to Governments in Asia.
Total stage 1 provisions increased by $36 million to $645 million. CPBB increase is $36 million primarily in unsecured lending from
net change in exposures, MEV changes and book growth in Asia offset by partial release of COVID-19 overlay. CCIB provisions
increased by $31 million primarily due to new originations. Debt Security provision decreased by $42 million largely due to stage
transfers following sovereign downgrades in Asia and Africa and the Middle East.
Stage 2 gross exposures decreased by $7 billion to $27 billion, primarily driven by $6 billion of net outflows from exposure
changes and transfers to stage 1 in CCIB, particularly in the Energy and Transport, Telecom and Utilities sectors. CPBB exposures
decreased by $1.9 billion, of which $1.3 billion was from the secured portfolio. Debt securities were broadly stable as exits were
offset by the sovereign downgrade of Pakistan.
Stage 2 provisions decreased by $34 million to $618 million compared to 31 December 2021. $14 million decrease is from CCIB
from full release of judgemental COVID-19 overlay of $102 million offset by the impact of sovereign downgrades and an increase
in provisions for China commercial real estate. CPBB provisions decreased by $67 million, mainly in unsecured lending as a result
of significant increase in credit risk thresholds which resulted in a decrease of ECL of $15 million and model changes resulted in
ECL decrease of $7 million, and partial release of COVID-19 overlay.
In CCIB, gross stage 3 loans decreased by $0.4 billion compared with 31 December 2021 due to upgrades and repayments
offset by sovereign downgrades in Africa and the Middle East and increased exposure to China commercial real estate. CCIB
provisions decreased by $0.3 billion to $3.8 billion. CPBB total stage 3 loans decreased by $0.1 billion to $1.5 billion and provision
decreased by $21 million driven by Personal loans and other unsecured lending portfolio as markets returned to normalised
flows following the expiry of the majority of COVID-19 relief schemes in 2021 offset by increase in provisions secured portfolio.
Debt Security Gross assets increased by $31 million to $144 million (31 December 2021: $113 million) due to new downgrade of
Ghana Sovereign, offset by one corporate write-off.
247
Standard Chartered – Annual Report 2022Risk review and Capital review All segments (audited)
Stage 1
Total
credit
impair-
ment
$million
Gross
balance3
$million
Stage 2
Total
credit
impair-
ment
$million
Stage 35
Total
credit
impair-
ment
$million
Net
$million
Gross
balance3
$million
Total
Total
credit
impair-
ment
$million
Net
$million
Net
$million
Gross
balance3
$million
Net
$million
Gross
balance3
$million
Amortised cost and FVOCI
As at 1 January 2021
642,960
(663) 642,297
39,787
(881) 38,906
10,100 (5,593) 4,507
692,847
(7,137) 685,710
Transfers to stage 1
25,975
(620) 25,355
(25,924)
620 (25,304)
Transfers to stage 2
(53,994)
211
(53,783)
54,335
(220)
54,115
(51)
(341)
–
9
(51)
(332)
Transfers to stage 3
(212)
3
(209)
(2,822)
335
(2,487)
3,034
(338)
2,696
–
–
–
–
–
–
–
–
–
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements¹
As at 31 December
2021²
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
84,288
(132) 84,156
(30,551)
169 (30,382)
(2,429)
661
(1,768)
51,308
698 52,006
–
–
–
–
–
54
79
–
–
–
54
79
–
–
–
–
–
–
–
–
(157)
(157)
(89)
(89)
–
–
(212)
(212)
(915)
(915)
–
–
(315)
(315)
(925)
(925)
–
–
–
–
–
–
(1,215)
1,215
(189)
–
189
227
–
–
227
(1,215)
1,215
(189)
–
189
227
–
–
227
(14,258)
459
(13,799)
(275)
(429)
(704)
152
(184)
(32)
(14,381)
(154) (14,535)
684,759
(609) 684,150
34,550
(652) 33,898
9,061
(4,941)
4,120
728,370 (6,202) 722,168
1
–
1
(77)
–
(77)
(466)
288
(178)
(542)
288
(254)
As at 1 January 2022 684,759
(609) 684,150
34,550
(652) 33,898
9,061
(4,941) 4,120 728,370 (6,202) 722,168
Transfers to stage 1
24,666
(555)
24,111
(24,633)
555 (24,078)
Transfers to stage 2
(46,960)
228 (46,732)
47,479
(246) 47,233
(33)
(519)
–
18
(33)
(501)
Transfers to stage 3
(176)
74
(102)
(3,630)
253
(3,377)
3,806
(327) 3,479
–
–
–
–
–
–
–
–
–
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements¹
As at 31 December
2022²
Income statement ECL
(charge)/release6
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release4
83,204
(137) 83,067
(24,324)
93 (24,231)
(1,710)
338 (1,372)
57,170
294 57,464
–
–
–
–
–
45
45
106
106
–
–
–
–
–
–
–
–
–
–
–
(126)
(126)
(387)
(387)
–
–
(168)
(168)
(895)
(895)
–
–
–
–
–
–
(949)
949
(157)
–
157
136
–
–
136
–
–
(249)
(249)
(1,176)
(1,176)
(949)
949
(157)
–
157
136
–
–
136
(25,381)
203 (25,178)
(1,963)
(108)
(2,071)
(658)
9
(649)
(28,002)
104 (27,898)
720,112
(645) 719,467
27,479
(618) 26,861
8,841
(4,724)
4,117
756,432 (5,987)750,445
14
–
14
(420)
–
(420)
(725)
293
(432)
(1,131)
293
(838)
1
Includes fair value adjustments and amortisation on debt securities
2 Excludes Cash and balances at central banks, Accrued income, Assets held for sale and Other assets gross balances of $101,743 million (2021: $114,464 million)
and Total credit impairment of $88 million (2021: $7 million)
3 The gross balance includes the notional amount of off balance sheet instruments
4 Statutory basis
5 Stage 3 gross includes $28 million (2021: $33 million) originated credit-impaired debt securities with impairment of $13 million (2021: Nil)
6 Does not include $2 million (2021: Nil) release relating to Other assets
248
Standard Chartered – Annual Report 2022Risk reviewRisk profile Of which – movement of debt securities, alternative tier one and other eligible bills (audited)
Amortised cost and FVOCI
As at 1 January 2021
Transfers to stage 1
Gross
balance
$million
149,316
403
Transfers to stage 2
(2,358)
Transfers to stage 3
–
Stage 1
Total
credit
impair-
ment
$million
Net
$million
(56) 149,260
Gross
balance
$million
3,506
(403)
Stage 2
Total
credit
impair-
ment
$million
Stage 32
Total
credit
impair-
ment
$million
Net
$million
Gross
balance
$million
Total
Total
credit
impair-
ment
$million
Net3
$million
Net
$million
Gross
balance
$million
(26)
3,480
114
(58)
56
152,936
(140) 152,796
(11)
16
–
392
11
(392)
(2,342)
2,358
(16)
2,342
–
–
–
–
14,670
(39)
14,631
(155)
(11)
(166)
–
–
–
–
13
21
–
–
13
21
–
–
(4,679)
(11)
(4,690)
–
–
–
–
9
(17)
(17)
8
–
–
8
–
–
9
–
–
–
–
–
–
–
–
–
–
–
1
–
–
–
–
1
–
(3)
(3)
–
–
–
–
–
–
–
–
–
–
–
–
–
14,515
(49)
14,466
–
–
–
–
(4)
(4)
26
–
–
26
–
–
157,352
(67) 157,285
5,315
(42)
5,273
113
(66)
47
162,780
(175) 162,605
18
(1)
(6)
(7)
(4,671)
(8)
(4,679)
(5)
–
(5)
As at 1 January 2022
157,352
(67) 157,285
5,315
Transfers to stage 1
2,296
(22)
2,274
(2,296)
22
(2,274)
Transfers to stage 2
(3,942)
38 (3,904)
3,942
(38)
3,904
Transfers to stage 3
–
–
–
(66)
42
(24)
66
(42)
24
(20)
–
(20)
(42)
5,273
(2)
–
(2)
(66)
–
–
113
–
–
(27)
–
(27)
47
162,780
(175) 162,605
–
–
–
–
–
–
–
–
–
–
–
(13)
–
–
21,613
(44) 21,569
(752)
9
(743)
–
–
–
–
10
38
–
–
10
38
–
–
–
–
–
–
(2)
(2)
(98)
(98)
–
–
–
–
–
–
–
(30)
–
(11,216)
22
(11,194)
(688)
17
(671)
(5)
(13)
30
–
7
1
1
20,861
(34) 20,827
(23)
(23)
(15)
(15)
–
–
(30)
(73)
30
–
–
(73)
–
–
2
(11,909)
46 (11,863)
166,103
(25) 166,078
5,455
(90)
5,365
144
(106)
38
171,702
(221) 171,481
4
–
4
(91)
–
(91)
(35)
–
(35)
(122)
–
(122)
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Exchange translation
differences and other
movements1
As at 31 December
2021
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Exchange translation
differences and other
movements1
As at 31 December
2022
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
1
Includes fair value adjustments and amortisation on debt securities
2 Stage 3 gross includes $28 million (2021: $33 million) originated credit-impaired debt securities with impairment of $13 million (2021: Nil)
3 FVOCI instruments are not presented net of ECL. While the presentation is on a net basis for the table, the total net on-balance sheet amount to $171,640 million
(31 December 2021: $162,700 million. Refer to the Analysis of financial instrument by stage table on page 239
249
Standard Chartered – Annual Report 2022Risk review and Capital review Corporate, Commercial & Institutional Banking (audited)
Stage 1
Total
credit
impair-
ment
$million
Gross
balance1
$million
Stage 2
Total
credit
impair-
ment
$million
Stage 3
Total
credit
impair-
ment
$million
Net
$million
Gross
balance1
$million
Total
Total
credit
impair-
ment
$million
Net
$million
Net
$million
Gross
balance1
$million
Net
$million
Gross
balance1
$million
Amortised cost and FVOCI
As at 1 January 2021
292,453
(154) 292,299
31,742
(599)
31,143
8,422 (4,803)
3,619
332,617
(5,556) 327,061
Transfers to stage 1
21,123
(243) 20,880
(21,123)
243 (20,880)
–
Transfers to stage 2
(45,354)
103
(45,251)
45,556
(112) 45,444
(202)
–
9
–
(193)
Transfers to stage 3
(69)
–
(69)
(1,989)
164
(1,825)
2,058
(164)
1,894
–
–
–
–
–
–
–
–
–
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2021
Income statement ECL
(charge)/release2
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
50,762
(62) 50,700
(28,447)
133
(28,314)
(2,082)
636
(1,446)
20,233
707
20,940
–
–
–
–
–
1
41
–
–
–
1
41
–
–
–
–
–
–
–
–
(27)
(27)
(105)
(105)
–
–
(145)
(145)
(434)
(434)
–
–
(171)
(171)
(498)
(498)
–
–
–
–
–
–
(510)
510
(224)
–
224
191
–
–
191
(510)
510
(224)
–
224
191
–
–
191
(5,783)
151
(5,632)
(302)
(122)
(424)
(90)
(103)
(193)
(6,175)
(74)
(6,249)
313,132
(163) 312,969
25,437
(425)
25,012
7,372
(4,079)
3,293
345,941
(4,667) 341,274
(20)
–
(20)
1
–
1
57
19
76
38
19
57
As at 1 January 2022
313,132
(163) 312,969
25,437
(425) 25,012
7,372 (4,079) 3,293
345,941
(4,667) 341,274
Transfers to stage 1
17,565
(227)
17,338
(17,565)
227 (17,338)
–
Transfers to stage 2
(37,505)
48 (37,457)
37,944
(66) 37,878
(439)
–
18
–
(421)
Transfers to stage 3
(42)
–
(42)
(2,478)
134 (2,344)
2,520
(134) 2,386
–
–
–
–
–
–
–
–
–
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2022
Income statement ECL
(charge)/release2
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
30,508
(44) 30,464
(21,915)
65 (21,850)
(1,314)
340
(974)
7,279
361
7,640
–
–
–
–
–
2
21
–
–
–
2
21
–
–
–
–
–
–
–
–
(42)
(42)
(154)
(154)
–
–
(104)
(104)
(551)
(551)
–
–
(144)
(144)
(684)
(684)
–
–
–
–
–
–
(384)
384
(130)
–
130
110
–
–
110
(384)
384
(130)
–
130
110
–
–
110
(8,221)
169
(8,052)
(1,275)
(150)
(1,425)
(631)
64
(567)
(10,127)
83 (10,044)
315,437
(194) 315,243
20,148
(411)
19,737
6,994 (3,822)
3,172
342,579 (4,427) 338,152
(21)
–
(21)
(131)
–
(131)
(315)
49
(266)
(467)
49
(418)
1 The gross balance includes the notional amount of off balance sheet instruments
2 Does not include $2 million (2021: Nil) release relating to Other assets
250
Standard Chartered – Annual Report 2022Risk reviewRisk profile Consumer, Private and Business Banking (restated)¹ (audited)
Stage 1
Total
credit
impair
ment
$million
Gross
balance2
$million
Stage 2
Total
credit
impair
ment
$million
Stage 3
Total
credit
impair
ment
$million
Net
$million
Gross
balance2
$million
Net
$million
Gross
balance2
$million
Total
Total
credit
impair
ment
$million
Net
$million
Net
$million
Gross
balance2
$million
Amortised cost and FVOCI
As at 1 January 2021
182,044
(445) 181,599
4,534
(259)
4,275
1,561
(730)
Transfers to stage 1
4,450
(365)
4,085
(4,399)
365
(4,034)
Transfers to stage 2
Transfers to stage 3
(6,270)
(144)
89
2
(6,181)
(142)
6,409
(89)
6,320
(833)
172
(661)
(51)
(139)
977
–
–
(174)
831
(51)
(139)
803
188,139
(1,434) 186,705
–
–
–
–
–
–
–
–
–
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2021
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
14,055
(28)
14,027
(2,060)
47
(2,013)
(347)
24
(323)
11,648
43
11,691
–
–
–
–
–
40
40
17
–
–
–
17
–
–
–
–
–
–
–
–
(113)
(113)
8
–
–
–
8
–
–
–
–
–
(66)
(66)
(480)
(480)
(705)
705
35
–
(35)
36
–
–
36
–
–
(139)
(139)
(455)
(455)
(705)
705
35
–
(35)
36
–
–
36
(3,275)
313
(2,962)
24
(316)
(292)
247
(77)
170
(3,004)
(80)
(3,084)
190,860
(377) 190,483
3,675
(185)
3,490
1,578
(797)
781
196,113
(1,359) 194,754
29
–
29
(58)
–
(58)
(522)
269
(253)
(797)
–
–
781
(33)
(80)
(151)
820
(551)
269
(282)
196,113 (1,359) 194,754
–
–
–
–
–
–
–
–
–
As at 1 January 2022
190,860
(377) 190,483
3,675
(185)
3,490
1,578
Transfers to stage 1
4,798
(314) 4,484
(4,765)
314
(4,451)
Transfers to stage 2
(5,498)
92 (5,406)
5,578
(92)
5,486
Transfers to stage 3
(81)
–
(81)
(890)
151
(739)
(33)
(80)
971
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2022
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
9,072
(49)
9,023
(1,611)
19
(1,592)
(396)
–
(396)
7,065
(30)
7,035
–
–
–
–
–
32
63
–
–
–
32
63
–
–
–
–
–
–
–
–
(82)
(82)
(132)
(132)
–
–
(25)
(25)
(331)
(331)
–
–
(75)
(75)
(400)
(400)
–
–
–
–
–
–
(535)
535
(27)
–
27
26
–
–
26
(535)
535
(27)
–
27
26
–
–
26
(5,912)
140 (5,772)
(166)
(111)
(277)
(24)
(60)
(84)
(6,102)
(31)
(6,133)
193,239
(413) 192,826
1,821
(118)
1,703
1,454
(776)
678
196,514 (1,307) 195,207
46
–
46
(195)
–
(195)
(356)
245
(111)
(505)
245
(260)
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from 2022.
Prior period has been restated
2 The gross balance includes the notional amount of off balance sheet instruments
251
Standard Chartered – Annual Report 2022Risk review and Capital review Consumer, Private and Business Banking – Secured (restated)¹ (audited)
Stage 1
Total
credit
impair-
ment
$million
Gross
balance2
$million
Stage 2
Total
credit
impair-
ment
$million
Stage 3
Total
credit
impair-
ment
$million
Net
$million
Gross
balance2
$million
Total
Total
credit
impair-
ment
$million
Net
$million
Net
$million
Gross
balance2
$million
Net
$million
Gross
balance2
$million
Amortised cost and FVOCI
As at 1 January 2021
127,448
(72)
127,376
3,363
(52)
3,311
1,058
(418)
640
131,869
(542)
131,327
Transfers to stage 1
2,884
(37)
2,847
(2,843)
Transfers to stage 2
(3,888)
Transfers to stage 3
(107)
9
1
(3,879)
4,007
(106)
(400)
13,009
(9)
13,000
(1,452)
–
–
–
–
–
(1)
(1)
4
–
–
–
4
–
–
–
–
–
–
–
–
37
(9)
8
3
(2)
14
–
–
–
(2,806)
3,998
(392)
(41)
(119)
507
–
–
(9)
(41)
(119)
498
–
–
–
–
–
–
–
–
–
(1,449)
(224)
24
(200)
11,333
18
11,351
(2)
14
–
–
–
–
–
(1)
(1)
(144)
(144)
(125)
125
(3)
–
3
34
–
–
34
–
–
(125)
(3)
–
(4)
(4)
(126)
125
3
34
(126)
–
–
34
(2,746)
9
(2,737)
10
(31)
(21)
50
(131)
(81)
(2,686)
(153)
(2,839)
136,600
(96) 136,504
2,685
(32)
2,653
1,103
(517)
586
140,388
(645)
139,743
(6)
–
(6)
15
–
15
(121)
68
(53)
(112)
68
(44)
As at 1 January 2022
136,600
(96) 136,504
2,685
(32)
2,653
1,103
(517)
586
140,388
(645) 139,743
Transfers to stage 1
3,080
(28)
3,052
(3,054)
28
(3,026)
Transfers to stage 2
(3,254)
Transfers to stage 3
(38)
11
1
(3,243)
(37)
3,319
(473)
(11)
3,308
(472)
(26)
(65)
511
–
–
(26)
(65)
(2)
509
–
–
–
–
–
–
–
–
–
1
1
3,093
(8)
3,085
(945)
(944)
(259)
–
(259)
1,889
(7)
1,882
–
–
–
–
–
1
1
(4)
(4)
–
–
–
–
–
–
–
–
–
–
–
(1)
(1)
48
48
–
–
(4)
(4)
(80)
(80)
–
–
–
–
–
–
(78)
78
–
–
–
–
–
–
–
–
–
(78)
–
–
(4)
(4)
(36)
78
–
–
(36)
–
–
–
(4,119)
63
(4,056)
(119)
(51)
(170)
(158)
(27)
(185)
(4,396)
(15)
(4,411)
135,362
(60) 135,302
1,413
(17)
1,396
1,028
(552)
476
137,803
(629) 137,174
(11)
–
(11)
48
–
48
(84)
55
(29)
(47)
55
8
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2021
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2022
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from 2022.
Prior period has been restated
2 The gross balance includes the notional amount of off balance sheet instruments
252
Standard Chartered – Annual Report 2022Risk reviewRisk profile Consumer, Private and Business Banking – Unsecured (restated)¹ (audited)
Stage 1
Total
credit
impair-
ment
$million
Gross
balance2
$million
Stage 2
Total
credit
impair-
ment
$million
Net
$million
Gross
balance2
$million
Net
$million
Gross
balance²
$million
Amortised cost and FVOCI
As at 1 January 2021
54,596
(373) 54,223
1,171
(207)
964
Transfers to stage 1
1,566
(328)
1,238
Transfers to stage 2
(2,382)
80
(2,302)
Transfers to stage 3
(37)
1
(36)
(1,556)
2,402
(433)
328
(80)
164
(1,228)
2,322
(269)
503
(10)
(20)
470
Stage 3
Total
credit
impair-
ment
$million
(312)
–
–
Total
Total
credit
impair-
ment
$million
Net
$million
Net
$million
Gross
balance²
$million
191
(10)
(20)
56,270
(892) 55,378
–
–
–
–
–
–
–
–
–
(165)
305
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2021
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
1,046
(19)
1,027
(608)
44
(564)
(123)
–
(123)
315
25
340
–
–
–
–
–
41
13
–
–
–
41
13
–
–
–
–
–
–
–
–
(111)
(111)
(6)
(6)
–
–
(65)
(65)
(336)
(336)
–
–
(135)
(135)
(329)
(329)
–
–
–
–
–
–
(580)
580
38
–
(38)
2
–
–
2
(580)
580
38
–
(38)
2
–
–
2
(529)
304
(225)
14
(285)
(271)
197
54
251
(318)
73
(245)
54,260
(281) 53,979
990
(153)
837
475
(280)
195
55,725
(714)
55,011
35
–
35
(73)
–
(73)
(153)
837
(401)
201
(200)
(280)
–
–
475
(7)
(15)
(439)
201
(238)
195
(7)
(15)
311
55,725
(714) 55,011
–
–
–
–
–
–
–
–
–
As at 1 January 2022
54,260
(281) 53,979
990
Transfers to stage 1
1,718
(286)
1,432
(1,711)
286
(1,425)
Transfers to stage 2
(2,244)
Transfers to stage 3
(43)
81
(1)
(2,163)
2,259
(81)
2,178
(44)
(417)
150
(267)
460
(149)
Net change in
exposures
Net remeasurement
from stage changes
Changes in risk
parameters
Write-offs
Interest due
but unpaid
Discount unwind
Exchange translation
differences and other
movements
As at 31 December
2022
Income statement ECL
(charge)/release
Recoveries of amounts
previously written off
Total credit
impairment
(charge)/release
5,979
(41)
5,938
(666)
18
(648)
(137)
–
(137)
5,176
(23)
5,153
–
–
–
–
–
31
67
–
–
–
31
67
–
–
–
–
–
–
–
–
(81)
(81)
(180)
(180)
–
–
(21)
(21)
(251)
(251)
–
–
(71)
(71)
(364)
(364)
–
–
–
–
–
–
(457)
457
(27)
–
27
26
–
–
26
(457)
457
(27)
–
27
26
–
–
26
(1,793)
77
(1,716)
(47)
(60)
(107)
134
(33)
101
(1,706)
(16)
(1,722)
57,877
(353) 57,524
408
(101)
307
426
(224)
202
58,711
(678) 58,033
57
–
57
(243)
–
(243)
(272)
190
(82)
(458)
190
(268)
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from 2022.
Prior period has been restated
2 The gross balance includes the notional amount of off balance sheet instruments
253
Standard Chartered – Annual Report 2022Risk review and Capital review Analysis of stage 2 balances
The table below analyses total stage 2 gross on-and off-balance sheet exposures and associated expected credit provisions by
the key significant increase in Credit Risk (SICR) driver that caused the exposures to be classified as stage 2 as at 31 December
2022 and 31 December 2021 for each segment.
Where multiple drivers apply, the exposure is allocated based on the table order. For example, a loan may have breached
the PD thresholds and could also be on non-purely precautionary early alert; in this instance, the exposure is reported under
‘Increase in PD’.
Corporate, Commercial &
Institutional Banking
Consumer, Private &
Business Banking
Ventures
Central & other items
Total
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
2022
Increase in PD
13,620
192
1.4% 1,389
89
6.4%
Non-purely
precautionary early alert 3,272
12 0.4%
Higher risk (CG12)
653
30
4.6%
Sub-investment grade
Top up/Sell down
(Private Banking)
–
–
– 0.0%
– 0.0%
Others
2,603
41
1.6%
30 days past due
Management overlay
–
–
– 0.0%
136 0.0%
35
18
–
111
122
146
–
– 0.0%
1
5.6%
– 0.0%
– 0.0%
4
12
3.3%
8.2%
12 0.0%
Total stage 2
20,148
411
2.0%
1,821
118
6.5%
–
–
–
–
–
–
47
–
47
– 0.0% 2,973
11 0.4% 17,982
292
1.6%
– 0.0%
5
– 0.0%
3,312
12 0.4%
– 0.0% 2,534
– 0.0%
95
69
11
11.6%
2.7% 3,205
100
3.1%
– 0.0%
– 0.0%
3
6.4%
– 0.0%
–
451
–
–
95
111
193
7
1.6%
3,176
– 0.0%
– 0.0%
– 0.0%
11
11.6%
– 0.0%
52
15
1.6%
7.8%
–
148 0.0%
3
6.4% 6,058
98
1.6% 28,074
630
2.2%
Corporate, Commercial &
Institutional Banking
Consumer, Private &
Business Banking
Ventures
Central & other items
Total
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
Gross
$million
ECL
$million
Coverage
%
2021 (Restated)1
Increase in PD
14,737
187
1.3%
2,704
123
4.5%
Non-purely
precautionary early alert 5,000
Higher risk (CG12)
Sub-investment grade
Top up/Sell down
(Private Banking)
Others
30 days past due
Management overlay
1,075
235
–
4,390
–
–
Total stage 2
25,437
26
37
1
–
8
–
166
425
0.5%
3.4%
0.3%
0.0%
0.2%
0.0%
0.0%
1.7%
83
27
–
493
178
190
–
–
1
–
1
2
16
42
0.0%
3.2%
0.0%
0.2%
1.2%
8.7%
0.0%
3,675
185
5.0%
–
–
–
–
–
–
9
–
9
–
–
–
–
–
–
2
–
2
0.0%
4,691
22
0.5% 22,132
332
1.5%
0.0%
0.0%
0.0%
0.0%
0.0%
22.2%
0.0%
–
631
–
–
173
–
–
–
20
–
–
2
–
–
0.0%
5,083
3.1%
0.0%
0.0%
1.3%
0.0%
0.0%
1,733
235
493
4,741
199
–
22.2%
5,495
44
0.8% 34,616
26
58
1
1
12
18
208
656
0.5%
3.3%
0.3%
0.2%
0.3%
9.3%
0.0%
1.9%
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from 1
January 2022. Prior period has been restated
The majority of exposures and the associated expected credit loss provisions continue to be in stage 2 due to increases in the
probability of default.
The amount of exposures in CCIB placed on non-purely precautionary early alert and PD have decreased from repayments and
upgrades offset by sovereign downgrade of Pakistan.
In CPBB, 10 per cent of the provisions held against stage 2 arise from the application of the 30 days past due backstop, although
this represents only 8 per cent of exposures.
Central and other items segment has seen a significant increase in the ’Higher risk’ category as at 31 December 2022 due to
Pakistan Sovereign downgrade.
‘Others’ primarily incorporates exposures where origination data is incomplete and the exposures are allocated into stage 2.
254
Standard Chartered – Annual Report 2022Risk reviewRisk profile Credit impairment charge (restated)¹ (audited)
The ongoing credit impairment was a net charge of $838 million (31 December 2021: $263 million), which consists of $432 million
in stage 3 (31 December 2021: $185 million) and $406 million in stage 1 and 2 (31 December 2021: $78 million).
Stage 1 and 2 impairment charge increased by $328 million to $406 million (31 December 2021: $78 million), including a
$83 million charge relating to the sovereign ratings downgrade of Pakistan into credit grade 12. The management overlay
relating to stage 1 and 2 assets was $210 million (31 December 2021: $344 million). There was a $212 million reduction in the
COVID-19 element of the overlay, which now total $37 million, whereas the element relating to China commercial real estate
sector increased by $78 million to $173 million.
CCIB Stage 1 and 2 impairments of $148 million are driven by China commercial real estate downgrades including a $78 million
increase for China commercial real estate overlay and sovereign downgrades in Africa and the Middle East which is offset by
$102 million full release of COVID-19 overlay. Stage 3 impairment of $279 million is largely from China commercial real estate
downgrades, clients’ rating changes due to the Sri Lanka and Ghana Sovereign rating downgrades, offset by releases and
repayments of a few notable clients.
CPBB charge decreased by $20 million to $262 million (31 December 2021: $282 million). Stage 1 and 2 charge increased by
$121 million to $150 million (31 December 2021: $29 million). Stage 3 charge decreased by $141 million to $112 million (31 December
2021: $253 million) as markets returned to normalised flows following the expiry of majority of COVID-19 relief schemes in 2021.
In 2022, there were increased charges for Korea and Taiwan due to worsening macroeconomic forecasts, as well as China
due to portfolio maturity and book growth. This was offset by a net release of $110 million (31 December 2021: $15 million) in
management overlays and a $25 million release from significant increase in Credit Risk (SICR) methodology changes and model
updates largely in the Asia region.
Ventures impairment charge increased by $13 million to $16 million (31 December 2021: $3 million) due to book growth in Mox
Bank and Trust Bank Singapore.
Central and other items stage 1 and 2 impairments of $95 million was driven by the sovereign downgrade in Ghana and
Pakistan. Stage 3 charge of $38 million was driven by the sovereign downgrade of Ghana and Sri Lanka.
Stage 1 & 2
$million
2022
Stage 3
$million
Total
$million
Stage 1 & 2
$million
Stage 3
$million
Total
$million
2021 (Restated)1
Ongoing business portfolio
Corporate, Commercial &
Institutional Banking
Consumer, Private & Business Banking1
Ventures1
Central & other items
Credit impairment charge
Restructuring business portfolio
Others
Credit impairment charge
Total credit impairment charge
148
150
13
95
406
(2)
(2)
404
279
112
3
38
432
–
–
432
427
262
16
133
838
(2)
(2)
836
23
29
3
23
78
(2)
(2)
76
(67)
253
–
(1)
185
(7)
(7)
178
(44)
282
3
22
263
(9)
(9)
254
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
COVID-19 relief measures
The table below sets out the extent to which payment reliefs are in place across the Group’s CPBB loan portfolio based on the
amount outstanding at 31 December 2022. The accounting for temporary changes to loan contractual term is unchanged from
that presented on page 220 of the 2021 Annual Report.
COVID-19 payment-related relief measures in most markets have now expired. The CPBB loans under payment relief schemes
reduced to $237 million ($184 million is from secured products) compared to $1.2 billion at the end of 2021 and a peak of
$8.9 billion in the first half of 2020, with the remaining balance concentrated in Asia. This represents 0.2 per cent of CPBB’s
gross loans and advances to customers, mainly in Hong Kong, China and India.
Segment1/Product
Credit card & Personal loans
Mortgages & Auto
Business Banking
Total Consumer, Private & Business
Banking at 31 December 2022
Total Consumer, Private & Business
Banking at 31 December 2021
Total
Asia
Africa & Middle East
Outstanding
$million
% of
portfolio2
Outstanding
$million
% of
portfolio2
Outstanding
$million
% of
portfolio2
14
90
133
237
1,182
0.1%
0.1%
1.3%
0.2%
0.9%
14
90
133
237
1,029
0.1%
0.1%
1.4%
0.2%
0.9%
–
–
–
–
–
–
–
–
153
3.1%
1 Outstanding relief balance for Corporate, Commercial and Institutional Banking are less than $100 million (31 December 2021: $1,195 million) and nil (31 December
2021: nil) for Ventures³
2 Percentage of portfolio represents the outstanding amount as a percentage of the gross loans and advances to customers by product and segment
3 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate segment from 1 January 2022
255
Standard Chartered – Annual Report 2022Risk review and Capital review Problem credit management and provisioning (audited)
Forborne and other modified loans by client segment
A forborne loan arises when a concession has been made to the contractual terms of a loan in response to a customer’s
financial difficulties.
Net forborne loans decreased by $404 million to $1,125 million (31 December 2021: $1,529 million), of which $176 million decrease
was in performing forborne loans and $228 million decrease was in non-performing forborne loans. Performing forborne
loans reduction in CCIB was driven by COVID-19 relief measures in 2021 which have expired across most of our markets while
non-performing forborne loans reduction was due to a major repayment.
The table below presents loans with forbearance measures by segment.
2022
2021
Amortised cost
All loans with forbearance measures
Credit impairment (stage 1 and 2)
Credit impairment (stage 3)
Net carrying value
Included within the above table
Gross performing forborne loans
Modification of terms and conditions2
Refinancing3
Impairment provisions
Modification of terms and conditions2
Refinancing3
Net performing forborne loans
Collateral
Gross non-performing forborne loans
Modification of terms and conditions2
Refinancing3
Impairment provisions
Modification of terms and conditions2
Refinancing3
Net non-performing forborne loans
Collateral
Corporate,
Commercial
&
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
2,129
(1)
(1,253)
875
89
89
–
(1)
(1)
–
88
7
2,040
1,997
43
(1,253)
(1,210)
(43)
787
243
377
–
(127)
250
63
63
–
–
–
–
63
60
314
314
–
(127)
(127)
–
187
68
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Corporate,
Commercial
&
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures1
$million
2,526
(4)
(1,237)
1,285
272
257
15
(4)
(4)
–
268
65
2,253
2,095
158
(1,237)
(1,106)
(131)
1,016
236
406
–
(162)
244
59
59
–
–
–
–
59
56
348
348
–
(162)
(162)
–
186
62
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
$million
2,506
(1)
(1,380)
1,125
152
152
–
(1)
(1)
–
151
67
2,354
2,311
43
(1,380)
(1,337)
(43)
974
311
Total
$million
2,932
(4)
(1,399)
1,529
331
316
15
(4)
(4)
–
327
121
2,601
2,443
158
(1,399)
(1,268)
(131)
1,202
298
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022
2 Modification of terms is any contractual change apart from refinancing, as a result of credit stress of the counterparty, i.e. interest reductions, loan covenant
waivers
3 Refinancing is a new contract to a lender in credit stress, such that they are refinanced and can pay other debt contracts that they were unable to honour
Forborne and other modified loans by region
Net forborne loans decreased by $404 million to $1,125 million (31 December 2021: $1,529 million), driven by CCIB mainly due to
a repayment within Europe and the Americas.
Amortised cost
Performing forborne loans
Stage 3 forborne loans
Net forborne loans
2022
2021
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
129
568
697
9
144
153
13
262
275
Total
$million
151
974
1,125
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
205
572
777
76
137
213
46
493
539
Total
$million
327
1,202
1,529
256
Standard Chartered – Annual Report 2022Risk reviewRisk profile Credit-impaired (stage 3) loans and advances by client
segment (audited)
Gross stage 3 loans for the Group is $7.8 billion (31 December
2021: $8.1 billion). The reduction in loans was primarily driven by
the following:
In CCIB, stage 3 loans decreased by $0.4 billion to $6.1 billion
(31 December 2021: $6.5 billion) due to $2.4 billion outflows
in debt sales, write-offs and material upgrades. This was
offset by $2 billion inflows due to downgrades of Ghana
and Sri Lanka Sovereign related clients as well as China
commercial real estate clients.
CPBB stage 3 loans were materially unchanged at $1.5 billion
with $0.1 billion decrease from mortgages and secured wealth
products.
Ventures loans increased to $1 million (31 December 2021: Nil)
due to downgrades in Mox Bank Hong Kong.
Central and other items includes new inflows relating to local
currency default of Sri Lanka.
Stage 3 cover ratio (audited)
The stage 3 cover ratio measures the proportion of stage 3
impairment provisions to gross stage 3 loans, and is a metric
commonly used in considering impairment trends. This metric
does not allow for variations in the composition of stage 3
loans and should be used in conjunction with other Credit Risk
information provided, including the level of collateral cover.
The balance of stage 3 loans not covered by stage 3
impairment provisions represents the adjusted value of
collateral held and the net outcome of any workout or
recovery strategies. Collateral provides risk mitigation to some
degree in all client segments and supports the credit quality
and cover ratio assessments post impairment provisions.
Further information on collateral is provided in the Credit Risk
mitigation section.
The CCIB cover ratio increased by 1 per cent to 60 per cent
(31 December 2021: 59 per cent) due to repayments and
write-offs, which was offset by provisions taken on Ghana
Sovereign downgrade and China commercial real
estate clients.
The CPBB cover ratio increased by 2 per cent to 53 per cent
(31 December 2021: 51 per cent) due to stage 3 loan balances
reducing across secured wealth and mortgage portfolios.
2022
2021 (Restated)¹
Corporate,
Commercial
&
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
Central &
Others
$million
Total
$million
Gross credit-impaired
6,143
1,453
Credit impairment provisions
(3,662)
Net credit-impaired
Cover ratio
Collateral ($ million)
Cover ratio (after collateral)
2,481
60%
956
75%
1
(1)
–
(776)
677
53% 100%
543
–
91% 100%
248
7,845
(18)
(4,457)
230
7%
–
7%
3,388
57%
1,499
76%
Corporate,
Commercial
&
Institutional
Banking
$million
Consumer,
Private &
Business
Banking1
$million
6,520
(3,861)
2,659
59%
805
72%
1,575
(796)
779
51%
641
91%
Ventures
$million
Central &
Others
$million
–
–
–
–
–
–
–
–
–
–
–
–
Total
$million
8,095
(4,657)
3,438
58%
1,446
75%
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from 1
January 2022. Prior period has been restated.
Credit-impaired (stage 3) loans and advances by geographic region
Stage 3 gross loans decreased by $0.3 billion to $7.8 billion (31 December 2021: $8.1 billion). The decrease was primarily driven by
CCIB debt sales and repayments in Africa and the Middle East and in Europe and the Americas regions offset by the sovereign
downgrade of Ghana and Sri Lanka.
Amortised cost
Gross credit-impaired
2022
Asia
$million
4,562
Africa &
Middle East
$million
Europe &
Americas
$million
2,725
558
Total
$million
7,845
Credit impairment provisions
(2,483)
(1,765)
(209)
(4,457)
Net credit-impaired
Cover ratio
2,079
54%
960
65%
349
37%
3,388
57%
2021
Africa &
Middle East
$million
Europe &
Americas
$million
2,918
(1,970)
948
68%
729
(286)
443
39%
Asia
$million
4,448
(2,401)
2,047
54%
Total
$million
8,095
(4,657)
3,438
58%
Credit Risk mitigation
Potential credit losses from any given account, customer
or portfolio are mitigated using a range of tools such as
collateral, netting arrangements, credit insurance and
credit derivatives, taking into account expected volatility
and 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.
A secured loan is one where the borrower pledges an asset as
collateral of which the Group is able to take possession in the
event that the borrower defaults.
The unadjusted market value of collateral across all asset
types, in respect of CCIB, without adjusting for over-
collateralisation, was $345 billion (31 December 2021:
$346 billion).
257
Standard Chartered – Annual Report 2022Risk review and Capital review The collateral values in the table below (which covers loans
and advances to banks and customers, excluding those
held at fair value through profit or loss) are adjusted where
appropriate in accordance with our risk mitigation policy
and for the effect of over-collateralisation. The extent of
overcollateralization has been determined with reference
to both the drawn and undrawn components of exposure
as this best reflects the effect of collateral and other credit
enhancements on the amounts arising from expected credit
losses. The value of collateral reflects management’s best
estimate and is backtested against our prior experience.
On average, across all types of non-cash collateral, the value
ascribed is approximately half of its current market value.
CCIB collateral increased by $9 billion to $38.2 billion
(31 December 2021: $29.4 billion) due to an increase in
reverse repurchase agreements.
CPBB collateral decreased by $10 billion to $92.4 billion
(31 December 2021: $102.8 billion) due to a decrease in
mortgages and secured wealth product balances.
Stage 2 collateral reduced by $1.1 billion to $5.0 billion
(31 December 2021: $6.1 billion) due to a decrease in
CCIB loan balances.
Total collateral for Central and other items increased by
$4.8 billion to $11.2 billion (31 December 2021: $6.4 billion)
due to an increase in lending under reverse repurchase
agreements.
Collateral held on loans and advances
The table below details collateral held against exposures, separately disclosing stage 2 and stage 3 exposure and
corresponding collateral.
Consumer, Private & Business Banking
130,955
1,550
677
92,350
698
39,363
17
–
–
230
–
11,214
Net amount outstanding
2022
Collateral
Net exposure
Stage 2
financial
assets
$million
Credit-
impaired
financial
assets (S3)
$million
Stage 2
financial
assets
$million
Credit-
impaired
financial
assets (S3)
$million
Total2
$million
Stage 2
financial
assets
$million
Credit-
impaired
financial
assets (S3)
$million
Total
$million
Total
$million
179,150
11,366
2,526
38,151
140,999
7,393
1,570
3,973
1,019
–
–
956
543
–
–
38,605
698
28,149
531
17
–
134
–
230
1,934
350,166
12,933
3,433
141,715
4,992
1,499
208,451
7,941
Net amount outstanding
2021 (Restated)3
Collateral
Stage 2
financial
assets
$million
Credit-
impaired
financial
assets (S3)
$million
Stage 2
financial
assets
$million
Credit-
impaired
financial
assets (S3)
$million
Total2
$million
Total
$million
183,784
15,053
2,702
29,414
136,430
88
22,549
1,731
7
110
779
102,769
–
–
–
6,381
5,077
1,045
–
–
805
641
–
–
Net exposure
Stage 2
financial
assets
$million
Credit-
impaired
financial
assets (S3)
$million
9976
686
7
110
1,897
138
–
–
Total
$million
154,370
33,661
88
16,168
342,851
16,901
3,481
138,564
6,122
1,446
204,287
10,779
2,035
Amortised cost
Corporate, Commercial &
Institutional Banking1
Ventures
Central & other items
Total
Amortised cost
Corporate, Commercial &
Institutional Banking1
Consumer, Private & Business Banking3
Ventures3
Central & other items
Total
1
Includes loans and advances to banks
2 Adjusted for over-collateralisation based on the drawn and undrawn components of exposures
3 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022.
Prior period has been restated
Non-tangible collateral, such as guarantees and standby
letters of credit, is also held against corporate exposures,
although the financial effect of this type of collateral is less
significant in terms of recoveries. However, this is considered
when determining the probability of default and other
credit-related factors. Collateral is also held against off-
balance sheet exposures, including undrawn commitments
and trade-related instruments.
Collateral – CCIB (audited)
Collateral held against CCIB exposures amounted to
$38 billion.
Collateral taken for longer-term and sub-investment grade
corporate loans improved to 53 per cent (31 December 2021:
49 per cent).
Our underwriting standards encourage taking specific
charges on assets and we consistently seek high-quality,
investment-grade collateral.
79 per cent of tangible collateral excluding reverse repurchase
agreements (31 December 2021: 76 per cent) held comprises
physical assets or is property based, and investment securities.
Overall collateral increased by $8.7 billion to $38 billion
(31 December 2021: $29 billion) due to an increase in reverse
repurchase agreements.
258
Standard Chartered – Annual Report 2022Risk reviewRisk profile Corporate, Commercial & Institutional Banking
Amortised cost
Maximum exposure
Property
Plant, machinery and other stock
Cash
Reverse repos
A– to AA+
BBB– to BBB+
Unrated
Financial guarantees and insurance
Commodities
Ships and aircraft
Total value of collateral1
Net exposure
2022
$million
179,150
10,152
1,168
2,797
14,305
10,551
1,485
2,269
5,096
37
4,596
38,151
140,999
2021
$million
183,784
10,589
1,411
3,549
2,042
122
483
1,437
6,616
198
5,009
29,414
154,370
1 Adjusted for over-collateralisation based on the drawn and undrawn components of exposures
Collateral – CPBB (audited)
In CPBB, $113 billion which equates to 86 per cent of the portfolio is fully secured (31 December 2021: 86 per cent).
The following table presents an analysis of loans to individuals by product; split between fully secured, partially secured
and unsecured.
Amortised cost
Maximum exposure
Loans to individuals
Mortgages
CCPL
Auto
Secured wealth products
Other
Total collateral1
Net exposure2
2022
Fully
secured
$million
112,556
Partially
secured
$million
Unsecured
$million
Total
$million
449
17,950
130,955
87,212
221
502
19,551
5,070
–
–
–
–
–
16,711
–
–
449
1,239
87,212
16,932
502
19,551
6,758
92,350
38,605
Fully
secured
$million
117,129
89,222
150
542
21,495
5,720
2021 (Restated)3
Partially
secured
$million
Unsecured
$million
Total
$million
1,329
17,972
136,430
–
–
–
–
–
16,943
–
–
1,329
1,029
89,222
17,093
542
21,495
8,078
102,769
33,661
Percentage of total loans
86%
0%
14%
86%
1%
13%
1 Collateral values are adjusted where appropriate in accordance with our risk mitigation policy and for the effect of over-collateralisation
2 Amounts net of ECL
3 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022.
Prior period has been restated
259
Standard Chartered – Annual Report 2022Risk review and Capital review Mortgage loan-to-value ratios by geography (audited)
Loan-to-value (LTV) ratios measure the ratio of the current mortgage outstanding to the current fair value of the properties
on which they are secured.
In mortgages, the value of property held as security significantly exceeds principal outstanding of the mortgage loans.
The average LTV of the overall mortgage portfolio increased to 44.7 per cent (31 December 2021: 41.1 per cent) mainly from
Hong Kong due to a drop in the Property Price Index. Hong Kong, which represents 40 per cent of the mortgage portfolio, has
an average LTV of 52.6 per cent (31 December 2021: 43.8 per cent). All of our other key markets continue to have low portfolio
LTVs (Korea, Singapore and Taiwan at 37.3 per cent, 42.9 per cent and 45.1 per cent respectively).
An analysis of LTV ratios by geography for the mortgage portfolio is presented in the table below.
Amortised cost
Less than 50 per cent
50 per cent to 59 per cent
60 per cent to 69 per cent
70 per cent to 79 per cent
80 per cent to 89 per cent
90 per cent to 99 per cent
100 per cent and greater
Average portfolio loan-to-value
Loans to individuals – mortgages ($million)
Amortised cost
Less than 50 per cent
50 per cent to 59 per cent
60 per cent to 69 per cent
70 per cent to 79 per cent
80 per cent to 89 per cent
90 per cent to 99 per cent
100 per cent and greater
Average portfolio loan-to-value
Loans to individuals – mortgages ($million)
2022
Africa &
Middle East
%
Gross
Europe &
Americas
%
Gross
43.0
18.2
16.8
12.8
5.1
2.0
2.2
54.3
1,388
32.2
19.2
31.3
14.8
1.1
–
1.3
56.6
1,870
2021
Africa &
Middle East
%
Gross
Europe &
Americas
%
Gross
27.6
18.6
19.6
16.5
9.1
4.8
3.8
61.9
1,651
16.8
19.9
37.5
17.1
8.7
–
–
60.8
1,806
Asia
%
Gross
60.9
15.5
9.8
6.5
3.6
2.5
1.4
44.4
83,954
Asia1
%
Gross
68.2
11.6
8.1
9.1
2.4
0.5
0.1
40.5
85,765
Total
%
Gross
60.1
15.6
10.2
6.7
3.6
2.4
1.4
44.7
87,212
Total
%
Gross
66.4
11.9
8.9
9.4
2.7
0.5
0.2
41.1
89,222
Collateral and other credit enhancements possessed or called upon (audited)
The Group obtains assets by taking possession of collateral or calling upon other credit enhancements (such as guarantees).
Repossessed properties are sold in an orderly fashion. Where the proceeds are in excess of the outstanding loan balance the
excess is returned to the borrower.
Certain equity securities acquired may be held by the Group for investment purposes and are classified as fair value through
profit or loss, and the related loan written off. The carrying value of collateral possessed and held by the Group is $14.9 million
(31 December 2021: $11.8 million).
Property, plant and equipment
Guarantees
Total
2022
$million
2021
$million
9.6
5.3
14.9
5.8
6.0
11.8
260
Standard Chartered – Annual Report 2022Risk reviewRisk profile Other Credit Risk mitigation (audited)
Other forms of credit risk mitigation are set out below.
Credit default swaps
The Group has entered into credit default swaps for portfolio
management purposes, referencing loan assets with a
notional value of $5.1 billion (31 December 2021: $12.1 billion).
These credit default swaps are accounted for as financial
guarantees as per IFRS 9 as they will only reimburse the
holder for an incurred loss on an underlying debt instrument.
The Group continues to hold the underlying assets referenced
in the credit default swaps and it continues to be exposed
to related Credit Risk and Foreign Exchange Rate Risk on
these assets.
Credit linked notes
The Group has issued credit linked notes for portfolio
management purposes, referencing loan assets with a
notional value of $13.5 billion (31 December 2021: $10.0 billion).
The Group continues to hold the underlying assets for which
the credit linked notes provide mitigation.
Derivative financial instruments
The Group enters into master netting agreements, which in
the event of default result in a single amount owed by or to
the counterparty through netting the sum of the positive and
negative mark-to-market values of applicable derivative
transactions. Credit Risk mitigation for derivative financial
instruments is set out in page 285.
Off-balance sheet exposures
For certain types of exposure, such as letters of credit and
guarantees, the Group obtains collateral such as cash
depending on internal Credit Risk assessments, as well as in
the case of letters of credit holding legal title to the underlying
assets should a default take place.
Other portfolio analysis
This section provides maturity analysis by credit quality by
industry and industry and retail products analysis by region.
Contractual maturity analysis of loans and advances by
client segment
Loans and advances to the CCIB segment remain
predominantly short-term, with $98.3 billion or 68 per cent
(31 December 2021: $95.5 billion or 66 per cent) maturing in
less than one year.
Loans and advances to banks decreased by $4.9 billion
to $39.5 billion (31 December 2021: $44.4 billion) of which
96 per cent mature in less than one year (31 December 2021:
98 per cent).
The CPBB short-term book of one year or less is stable at
25 per cent (31 December 2021: 26 per cent) and long term
book over five years increased to 64 per cent (31 December
2021: 62 per cent) of the total portfolio.
Amortised cost
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & other items
Gross loans and advances to customers
Impairment provisions
Net loans and advances to customers
Net loans and advances to banks
Amortised cost
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & other items
Gross loans and advances to customers
Impairment provisions
Net loans and advances to customers
Net loans and advances to banks
One year or less
$million
One to five years
$million
Over five years
$million
2022
98,335
33,365
548
39,373
171,621
(4,767)
166,854
38,105
34,635
14,161
162
–
48,958
(574)
48,384
1,211
10,789
84,731
–
8
95,528
(119)
95,409
203
2021 (Restated)¹
One year or less
$million
One to five years
$million
Over five years
$million
95,454
35,900
91
22,318
153,763
(5,057)
148,706
43,274
36,953
16,783
–
224
53,960
(462)
53,498
955
11,299
85,093
–
7
96,399
(135)
96,264
154
Total
$million
143,759
132,257
710
39,381
316,107
(5,460)
310,647
39,519
Total
$million
143,706
137,776
91
22,549
304,122
(5,654)
298,468
44,383
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
261
Standard Chartered – Annual Report 2022Risk review and Capital review Credit quality by industry
Loans and advances
This section provides an analysis of the Group’s amortised cost portfolio by industry on a gross, total credit impairment and
net basis.
From an industry perspective, gross loans and advances increased by $12.0 billion to $316 billion (31 December 2021: $304 billion),
of which $16.8 billion was from Central and other items segments, offset by $5.5 billion in CPBB. CCIB was stable at $144 billion
with increase in stage 1 loans offset by a decrease in stage 2 loans.
Stage 1 loans increased by $16.0 billion to $295.2 billion (31 December 2021: $279.2 billion), due to an increase in Lending to
Governments notably Hong Kong, Singapore and Korea. In CPBB, loans decreased by $4.5 billion to $129.8 billion (31 December
2021: $134.4 billion), mainly driven by a decrease in Private Bank exposure (largely from UK, Hong Kong and Singapore in all
classes), and a decrease in exposure of the Residential Mortgage segment in Korea (due to tightened Debt Service Ratio
following new government guidelines). This is offset by an increase in credit card portfolio of $1 billion. In CCIB, loans were
broadly stable due to $10.5 billion increase in exposures in Financing, insurance and non-banking from a few notable clients,
$1.5 billion increase in Transport, telecom and utilities from upgrades offset by $2.8 billion decrease in Manufacturing and
$5.3 billion decrease in Commercial real estate sector from repayments.
Stage 2 loans decreased by $3.8 billion to $13 billion (31 December 2021: $16.8 billion) largely due to CCIB, $2.6 billion reductions
in Transport, telecom and utilities from upgrades to Stage 1 and repayments, $1.2 billion decrease in Energy. This was offset by
an increase in Commercial real estate sector from accounts being placed on Early Alert Non Purely Precautionary and higher
risk categories.
Stage 3 loans reduced by $0.3 billion to $7.8 billion (31 December 2021: $8.1 billion) of which CCIB and Central and other items are
broadly flat as the effects of the sovereign downgrades of Ghana and Sri Lanka are largely offset by repayments and upgrades.
CPBB stage 3 loans reduced in Secured wealth and Mortgages portfolios.
2022
Stage 1
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
Gross
balance
$million
Stage 2
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
Gross
balance
$million
Stage 3
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
Gross
balance
$million
Total
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
(8)
10,951
818
(7)
811
(23) 20,967
1,089
(27)
1,062
1,324
777
(620)
(518)
704
259
13,101
(635) 12,466
22,856
(568) 22,288
Gross
balance
$million
10,959
20,990
34,915
(9) 34,906
774
(3)
771
195
(175)
20
35,884
(187) 35,697
14,273
(22)
14,251
2,347
(36)
2,311
669
(224)
445
17,289
(282)
17,007
7,841
(21)
7,820
695
(20)
675
418
(259)
159
8,954
(300)
8,654
12,393
(43)
12,350
3,217
(195)
3,022
1,305
5,482
6,403
2,424
2,205
42,825
4,684
(4)
(4)
(2)
5,478
6,399
2,422
(1)
2,204
(2) 42,823
(4) 4,680
85,859
(12) 85,847
6,912
(103) 6,809
10,652
(253) 10,399
501
–
501
19,269
6,632
(45)
19,224
(3)
6,629
537
420
407
170
603
278
996
155
215
1
235
86
(5)
(17)
(5)
(2)
(1)
(5)
(7)
(46)
(57)
–
(10)
(1)
532
403
402
168
602
273
989
109
158
1
225
85
(761)
(174)
(307)
(410)
(80)
(15)
(137)
(180)
(44)
544
16,915
(999)
15,916
74
51
85
42
153
175
376
15
6,267
(183) 6,084
7,181
(328)
6,853
3,326
(417)
2,909
2,497
(83)
2,414
43,596
(18) 43,578
5,274
(146)
5,128
87,411
(199) 87,212
7,126
(193)
6,933
248
358
495
122
168
312
556
59
296
(156)
140
11,163
(466)
10,697
–
–
–
502
–
502
407
136
(305)
(92)
102
44
19,911
(360)
19,551
6,854
(96)
6,758
295,219
(559)294,660
13,043
(444)
12,599
7,845 (4,457) 3,388
316,107 (5,460) 310,647
Amortised cost
Industry:
Energy
Manufacturing
Financing, insurance
and non-banking
Transport, telecom
and utilities
Food and household
products
Commercial
real estate
Mining and quarrying
Consumer durables
Construction
Trading companies &
distributors
Government
Other
Retail Products:
Mortgage
Credit Cards
Personal loans and
other unsecured
lending
Auto
Secured wealth
products
Other
Net carrying value
(customers)¹
1
Includes reverse repurchase agreements and other similar secured lending held at amortised cost of $24,498 million
262
Standard Chartered – Annual Report 2022Risk reviewRisk profile Stage 1
Total
credit
impair-
ment
$million
Gross
balance
$million
Net
carrying
amount
$million
Gross
balance
$million
2021
Stage 2
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
Gross
balance
$million
Stage 3
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
Gross
balance
$million
Total
Total
credit
impair-
ment
$million
Net
carrying
amount
$million
10,454
23,792
(19)
10,435
(9) 23,783
2,067
1,181
(76)
(30)
1,991
1,151
998
852
(719)
(562)
279
290
13,519
(814)
12,705
25,825
(601) 25,224
24,380
(9)
24,371
1,257
(12)
1,245
268
(207)
61
25,905
(228) 25,677
12,778
(5)
12,773
4,926
(51)
4,875
966
(289)
677
18,670
(345)
18,325
8,093
(2)
8,091
721
(26)
695
380
(276)
104
9,194
(304)
8,890
17,680
(43)
17,637
4,793
7,069
2,279
1,144
26,588
5,757
(3)
(3)
(3)
4,790
7,066
2,276
(1)
1,143
(2) 26,586
(4)
5,753
87,987
5,899
(22) 87,965
(90)
5,809
10,981
(188)
10,793
541
(1)
540
21,067
7,896
(61) 21,006
(8)
7,888
1,787
480
407
506
117
678
801
862
388
182
2
307
180
(75)
(20)
(9)
(19)
(8)
(1)
(14)
(20)
(74)
(58)
–
(10)
(21)
1,712
460
398
487
109
677
787
842
314
124
2
297
159
833
272
425
914
143
154
316
599
61
(335)
(167)
(346)
(624)
(135)
(8)
(194)
(184)
(44)
334
(210)
–
–
483
97
(291)
(66)
498
105
79
290
8
146
122
415
17
124
–
192
31
20,300
(453)
19,847
5,545
7,901
3,699
(190)
(358)
(646)
5,355
7,543
3,053
1,404
(144)
1,260
27,420
6,874
(11) 27,409
(212)
6,662
89,448
(226) 89,222
6,348
(208)
6,140
11,497
(456)
11,041
543
(1)
542
21,857
(362)
21,495
8,173
(95)
8,078
279,178
(473) 278,705
16,849
(524)
16,325
8,095
(4,657)
3,438
304,122
(5,654) 298,468
Amortised cost
Industry:
Energy
Manufacturing
Financing, insurance
and non-banking
Transport, telecom
and utilities
Food and household
products
Commercial
real estate
Mining and quarrying
Consumer durables
Construction
Trading companies &
distributors
Government
Other
Retail Products:
Mortgage
Credit Cards2
Personal loans and
other unsecured
lending2
Auto
Secured wealth
products
Other
Net carrying value
(customers)¹
1
Includes reverse repurchase agreements and other similar secured lending held at amortised cost of $7,331 million.
2 Prior year has been re-presented to provide product granularity
Industry analysis of loans and advances by geographic region
This section provides an analysis of the Group’s amortised cost loan portfolio, net of provisions, by industry and region.
In the CCIB and Central and other items segment, our largest industry exposures are to Government, Financing, insurance and
non-banking and Manufacturing with each constituting at least 10 per cent of CCIB and Central and other items loans and
advances to customers.
Financing, insurance and non-banking industry clients are mostly investment-grade institutions and this lending forms part
of the liquidity management of the Group. The Manufacturing sector group is spread across a diverse range of industries,
including automobiles and components, capital goods, pharmaceuticals, biotech and life sciences, technology hardware
and equipment, chemicals, paper products and packaging, with lending spread over 3,330 clients.
The Group provides loans to Commercial real estate counterparties of $16.9 billion, which represents 9 per cent of total customer
loans and advances. In total, $9.1 billion of this lending is to counterparties where the source of repayment is substantially
derived from rental or sale of real estate and is secured by real estate collateral. The remaining Commercial real estate loans
comprise working capital loans to real estate corporates, loans with non-property collateral, unsecured loans and loans to real
estate entities of diversified conglomerates. The average LTV ratio of the performing book Commercial real estate portfolio has
decreased to 49 per cent, compared with 50 per cent in 2021. The proportion of loans with an LTV greater than 80 per cent has
decreased to 1 per cent, compared with 2 per cent in 2021. The China commercial real estate portfolio is being closely monitored
and is being separately disclosed on page 268.
263
Standard Chartered – Annual Report 2022Risk review and Capital review The Mortgage portfolio continues to be the largest portion of the CPBB portfolio at $87.4 billion, with Credit Cards at $7.1 billion
and Personal loans portolio at $11.2 billion.
In Asia, the Financing, insurance and non-banking industry increased by $10.5 billion to $24.7 billion (31 December 2021:
$14.2 billion), the Government sector increased by $16.7 billion to $39.7 billion (31 December 2021: $23.0 billion) due to increased
lending to the Hong Kong, Singapore and Korea Sovereign, the Credit Cards portfolio increased by $0.8 billion to $6.6 billion
(31 December 2021: $5.8 billion). This was offset by a $3.4 billion decrease in the Manufacturing Sector, $4.0 billion decrease in
Commercial real estate due to repayments in Stage 1 and $3.9 billion decrease in mortgages and secured wealth products.
Amortised cost
Industry:
Energy
Manufacturing
Financing, insurance and non-banking
Transport, telecom and utilities
Food and household products
Commercial real estate
Mining and quarrying
Consumer durables
Construction
Trading companies and distributors
Government
Other
Retail Products:
Mortgages
Credit Cards1
Personal loans and other
unsecured lending1
Auto
Secured wealth products
Other
Net loans and advances to customers
Net loans and advances to banks
2022
2021
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
Total
$million
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
Total
$million
6,250
17,388
24,674
10,841
4,160
13,179
3,785
5,860
1,775
2,281
39,713
3,636
83,954
6,642
9,056
469
17,876
6,676
258,215
22,058
2,278
1,267
3,938
3,633
761
10,262
3,567
2,566
598
390
461
625
101
3,759
702
1,388
291
1,541
33
1,048
82
2,599
1,928
2,139
1,909
532
509
32
106
790
1,870
–
100
–
627
–
12,466
22,288
35,697
17,007
8,654
15,916
6,084
6,853
2,909
2,414
43,578
5,128
87,212
6,933
10,697
502
19,551
6,758
21,458
30,974
310,647
3,929
13,532
39,519
6,265
20,771
14,184
11,661
5,497
17,150
3,833
6,742
1,839
1,047
22,987
4,681
85,765
5,849
9,241
500
19,984
7,265
245,261
30,301
2,721
1,751
905
4,218
2,360
1,048
572
398
814
176
4,117
670
1,651
291
1,700
42
545
813
24,792
5,966
3,719
2,702
10,588
2,446
1,033
1,649
950
403
400
37
305
1,311
12,705
25,224
25,677
18,325
8,890
19,847
5,355
7,543
3,053
1,260
27,409
6,662
1,806
–
89,222
6,140
100
–
966
–
11,041
542
21,495
8,078
28,415
298,468
8,116
44,383
1 Prior year has been re-presented to provide product granularity
Vulnerable and Cyclical Sector tables
Vulnerable and cyclical sectors are those that the Group
considers to be most at risk from current economic stresses,
including volatile energy and commodity prices, and
we continue to monitor exposures to these sectors
particularly carefully.
Stage 2 vulnerable and cyclical sector loans decreased by
$1.8 billion to $5.6 billion (31 December 2021: $7.4 billion).
This was primarily driven by a decrease in the Aviation
sector from stage upgrades and in Oil and Gas sectors
from repayments, which was partly offset by an increase
in Commercial Real Estate.
Total net on-balance sheet exposure to vulnerable and
cyclical sectors decreased by $4.7 billion to $30.9 billion
(31 December 2021: $35.5 billion) largely due to lower levels of
drawn balances particularly in the Commercial real estate
sector. The total net on and off-balance sheet exposure for
CCIB decreased by $7.8bn to $251.3 billion (31 December 2021:
$259.2 billion).
Stage 3 vulnerable and cyclical sector loans increased by
$0.4 billion to $4 billion (31 December 2021: $3.6 billion), mainly
from China commercial real estate clients and the Oil and
Gas sector.
Construction sector is included in this section and prior year
tables are re-presented.
264
Standard Chartered – Annual Report 2022Risk reviewRisk profile Maximum exposure
Amortised Cost
Industry:
Aviation¹
Commodity Traders
Metals & Mining
Construction
Commercial real estate
Hotels & Tourism
Oil & Gas
Total
Total Corporate, Commercial &
Institutional Banking
Total Group
Amortised Cost
Industry:
Aviation¹
Commodity Traders
Metals & Mining
Construction
Commercial real estate
Hotels & Tourism
Oil & Gas
Total
Total Corporate, Commercial &
Institutional Banking
Total Group
2022
Maximum
on Balance
Sheet
Exposure
(net of credit
impairment)
$million
Net On
Balance
Sheet
Exposure
$million
Undrawn
Commitments
(net of credit
impairment)
$million
Financial
Guarantees
(net of credit
impairment)
$million
Net Off
Balance
Sheet
Exposure
$million
Total On &
Off Balance
Sheet Net
Exposure
$million
Collateral
$million
3,072
7,571
4,754
2,909
15,916
1,741
6,643
1,597
341
321
552
7,205
919
806
1,475
7,230
4,433
2,357
8,711
822
5,837
1,762
2,578
3,425
2,762
6,258
1,346
7,630
632
6,095
852
5,969
224
138
7,158
42,606
11,741
30,865
25,761
21,068
2,394
8,673
4,277
8,731
6,482
1,484
14,788
46,829
3,869
15,903
8,710
11,088
15,193
2,306
20,625
77,694
139,631
35,229
104,402
95,272
51,662
146,934
251,336
350,166
141,715
208,451
168,574
60,224
228,798
437,249
2021
Maximum
On Balance
Sheet
Exposure(net
of credit
impairment)
$million
Net On
Balance
Sheet
Exposure
$million
Undrawn
Commitments
(net of credit
impairment)
$million
Financial
Guarantees
(net of credit
impairment)
$million
Net Off
Balance
Sheet
Exposure
$million
Total On &
Off Balance
Sheet Net
Exposure
$million
Collateral
$million
3,458
8,732
3,616
3,053
19,847
2,390
6,826
47,922
2,033
262
450
544
7,290
789
1,029
1,425
8,470
3,166
2,509
12,557
1,601
5,797
1,914
2,434
3,387
2,374
7,192
1,363
8,842
12,397
35,525
27,506
431
6,832
637
5,860
291
121
6,013
20,185
2,345
9,266
4,024
8,234
7,483
1,484
14,855
47,691
3,770
17,736
7,190
10,743
20,040
3,085
20,652
83,216
139,401
26,294
113,107
342,851
138,564
204,287
96,406
158,421
49,666
58,291
146,072
259,179
216,712
420,999
1
In addition to the aviation sector loan exposures, the Group owns $3.2 billion (31 December 2021: $3.1 billion) of aircraft under operating leases. Refer to Operating
lease assets
265
Standard Chartered – Annual Report 2022Risk review and Capital review Loans and advances by stage
Stage 1
Total
Credit
Impair-
ment
$million
Net
Carrying
Amount
$million
Gross
Balance
$million
2022
Stage 2
Total
Credit
Impair-
ment
$million
Net
Carrying
Amount
$million
Gross
Balance
$million
(1)
(6)
(1)
(2)
2,376
7,181
4,183
2,422
573
138
475
407
–
(2)
(4)
(5)
573
136
471
402
155
689
257
497
Gross
Balance
$million
2,377
7,187
4,184
2,424
12,393
(43)
12,350
3,217
(195)
3,022
1,305
1,448
5,468
(2)
(4)
1,446
5,464
108
708
(1)
(6)
107
702
206
919
Stage 3
Total
Credit
Impair-
ment
$million
(32)
(435)
(157)
(412)
(761)
(18)
(442)
Net
Carrying
Amount
$million
Gross
Balance
$million
Total
Total
Credit
Impair-
ment
$million
Net
Carrying
Amount
$million
123
254
100
85
544
188
477
3,105
8,014
4,916
3,328
(33)
3,072
(443)
7,571
(162) 4,754
(419)
2,909
16,915
(999)
15,916
1,762
7,095
(21)
1,741
(452)
6,643
35,481
(59) 35,422
5,626
(213)
5,413
4,028 (2,257)
1,771
45,135 (2,529) 42,606
Amortised Cost
Industry:
Aviation
Commodity Traders
Metals & Mining
Construction
Commercial real
estate
Hotels & Tourism
Oil & Gas
Total
Total Corporate,
Commercial &
Institutional Banking 126,261
(143) 126,118
11,355
(323)
11,032
6,143 (3,662) 2,481
143,759 (4,128) 139,631
Total Group
334,368
(568)333,800
13,380
(447)
12,933
7,904 (4,471) 3,433
355,652 (5,486) 350,166
Stage 1
Total
Credit
Impair-
ment
$million
Net
Carrying
Amount
$million
Gross
Balance
$million
2021
Stage 2
Total
Credit
Impair-
ment
$million
Net
Carrying
Amount
$million
Gross
Balance
$million
Amortised Cost
Industry:
Aviation
Commodity Traders
Metals & Mining
Construction
Commercial real
estate
Hotels & Tourism
Oil & Gas
Total
Gross
Balance
$million
1,120
8,482
3,083
2,279
17,680
1,562
4,999
39,205
–
(4)
(1)
(3)
1,120
8,478
3,082
2,276
(43)
17,637
(1)
(5)
1,561
4,994
(57)
39,148
Total Corporate,
Commercial &
Institutional Banking 122,368
(103) 122,265
Total Group
322,954
(485) 322,469
2,174
195
450
505
1,787
722
1,595
7,428
14,818
17,429
Stage 3
Total
Credit
Impair-
ment
$million
(64)
(649)
(118)
(626)
(335)
(66)
(215)
Net
Carrying
Amount
$million
Gross
Balance
$million
Total
Total
Credit
Impair-
ment
$million
Net
Carrying
Amount
$million
175
64
101
290
498
116
271
3,533
9,390
3,752
3,701
(75)
(658)
(136)
3,458
8,732
3,616
(647)
3,053
20,300
(453)
19,847
2,466
7,080
(76)
2,390
(254)
6,826
239
713
219
916
833
182
486
3,588 (2,073)
1,515
50,222
(2,299) 47,922
(11)
(5)
(17)
(19)
(75)
(9)
(34)
(170)
2,163
190
433
487
1,712
713
1,561
7,259
(341)
14,477
6,520
(3,861)
2,659
143,706 (4,305)
139,401
(528)
16,901
8,149 (4,668)
3,481
348,532
(5,681) 342,851
Loans and advances by region (net of credit impairment)
Industry:
Aviation¹
Commodity Traders
Metals & Mining
Construction
Commercial real estate
Hotel & Tourism
Oil & Gas
Total
2022
2021
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
Total
$million
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
Total
$million
1,105
3,497
2,966
1,776
13,180
880
3,574
26,978
1,259
978
347
624
598
465
1,445
5,716
708
3,096
1,441
509
2,138
396
1,624
9,912
3,072
7,571
4,754
2,909
15,916
1,741
6,643
1,356
4,352
2,736
1,781
17,150
1,464
2,770
42,606
31,609
1,214
660
492
644
1,048
397
2,248
6,703
888
3,720
388
628
1,649
529
1,808
9,610
3,458
8,732
3,616
3,053
19,847
2,390
6,826
47,922
1
In addition to the aviation sector loan exposures, the Group owns $3.2 billion (31 December 2021: $3.1 billion) of aircraft under operating leases. Refer to Operating
lease assets
266
Standard Chartered – Annual Report 2022Risk reviewRisk profile Credit quality – loans and advances
Amortised Cost
Credit Grade
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total Gross Balance
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total Credit Impairment
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Cover Ratio
Credit Grade
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total Gross Balance
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total Credit Impairment
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Cover Ratio
Aviation
Gross
$million
Commodity
Traders
Gross
$million
Construction
Gross
$million
Metals &
Mining
Gross
$million
Commercial
real estate
Gross
$million
Hotel &
Tourism
Gross
$million
Oil & Gas
Gross
$million
2022
1,437
1,413
100
155
4,419
2,894
12
689
1,164
1,634
33
497
3,425
1,208
26
257
3,105
8,014
3,328
4,916
–
(1)
–
(32)
(33)
0.0%
0.1%
0.0%
20.6%
1.1%
(3)
(4)
(1)
(435)
(443)
0.1%
0.1%
8.3%
63.1%
5.5%
–
(3)
(4)
(412)
(419)
0.0%
0.2%
12.1%
82.9%
12.6%
–
(5)
–
(157)
(162)
0.0%
0.4%
0.0%
61.1%
3.3%
2021
8,000
7,334
276
1,305
16,915
(25)
(129)
(84)
(761)
(999)
0.3%
1.8%
30.4%
58.3%
5.9%
1,047
494
15
206
1,762
(1)
(1)
(1)
(18)
(21)
0.1%
0.2%
6.7%
8.7%
1.2%
3,923
2,215
38
919
7,095
(1)
(7)
(2)
(442)
(452)
0.0%
0.3%
5.3%
48.1%
6.4%
Aviation
Gross
$million
Commodity
Traders
Gross
$million
Construction
Gross
$million
Metals &
Mining
Gross
$million
Commercial
real estate
Gross
$million
Hotel &
Tourism
Gross
$million
Oil & Gas
Gross
$million
Total
Gross
$million
23,415
17,192
500
4,028
45,135
(30)
(150)
(92)
(2,257)
(2,529)
0.1%
0.9%
18.4%
56.0%
5.6%
Total
Gross
$million
23,591
22,312
756
3,564
896
2,257
141
239
5,878
2,788
11
713
3,533
9,390
–
(8)
(3)
(64)
(75)
0.0%
0.4%
2.1%
26.8%
2.1%
(1)
(5)
(3)
(649)
(658)
0.0%
0.2%
27.3%
91.0%
7.0%
1,181
1,506
123
892
3,701
(24)
(3)
(17)
(603)
(647)
2.0%
0.2%
14.2%
67.6%
17.5%
1,730
1,781
22
219
9,581
9,735
151
833
731
1,353
200
182
3,594
2,892
108
486
3,752
20,300
2,466
7,080
50,222
–
(14)
(4)
(118)
(136)
0.0%
0.8%
18.2%
53.9%
3.6%
(92)
(21)
(5)
(335)
(453)
1.0%
0.2%
3.3%
40.2%
2.2%
–
(4)
(6)
(66)
(76)
0.0%
0.3%
3.0%
36.3%
3.1%
–
(24)
(15)
(215)
(254)
0.0%
0.8%
13.9%
44.2%
3.6%
(117)
(79)
(53)
(2,050)
(2,299)
0.5%
0.4%
7.1%
57.5%
4.6%
267
Standard Chartered – Annual Report 2022Risk review and Capital review China commercial real estate
Within CCIB, the Group’s gross loans and advances to customers that are exposed to China commercial real estate are
$3.2 billion (31 December 2021: $3.7 billion).
The proportion of credit impaired exposures increased to 33 per cent from 12 per cent in 2021 as market conditions continued
to deteriorate during the year and provision coverage increased to 57 per cent from 18 per cent in 2021 reflecting increased
provision charges during the year. The proportion of the loan book rated as Higher Risk also increased compared to 2021 and
the proportion rated as strong reduced from 38 per cent to 15 per cent as the majority of non-credit impaired developer clients
were placed on non-purely precautionary early alert.
The Group continues to hold a judgemental management overlay (see page 276), which increased by $78 million to $173 million
compared to 2021, reflecting the increased uncertainty and deterioration in the portfolio. $5 million (2021: $3 million) of this
overlay is held against off-balance sheet exposures. Total coverage of the non-credit impaired portfolio is 10 per cent or
2 per cent excluding the judgemental overlay.
The Group is further indirectly exposed to China commercial real estate through its associate investment in China Bohai Bank.
Refer to Note 19 Investments in subsidiary undertakings, joint ventures and associates.
2022
China
$million
Hong Kong
$million
Rest of Group
$million
953
74
1,027
256
459
–
238
953
–
(9)
–
(37)
(46)
2,248
85
2,333
221
921
271
835
2,248
(19)
(110)
(83)
(559)
(771)
2021
39
8
47
–
39
–
–
39
–
–
–
–
–
China
$million
Hong Kong
$million
Rest of Group
$million
881
286
1,167
278
592
–
11
881
–
(2)
–
(4)
(6)
2,728
86
2,814
1,104
1,187
–
437
2,728
(60)
(31)
–
(120)
(211)
130
20
150
46
84
–
–
130
(2)
(1)
–
–
(3)
Total
$million
3,240
167
3,407
477
1,419
271
1,073
3,240
(19)
(119)
(83)
(596)
(817)
Total
$million
3,739
392
4,131
1,428
1,863
–
448
3,739
(62)
(34)
–
(124)
(220)
Loans to customers
Off balance sheet
Total as at 31 December 2022
Loans to customers – By Credit quality
Gross
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total as at 31 December 2022
Loans to customers – ECL
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total as at 31 December 2022
Loans to customers
Off balance sheet
Total as at 31 December 2021
Loans to customers – By Credit quality
Gross
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total as at 31 December 2021
Loans to customers – ECL
Strong
Satisfactory
Higher risk
Credit impaired (stage 3)
Total as at 31 December 2021
268
Standard Chartered – Annual Report 2022Risk reviewRisk profile Debt securities and other eligible bills (audited)
This section provides further detail on gross debt securities and treasury bills.
The standard credit ratings used by the Group are those used by Standard & Poor’s or its equivalent. Debt securities held that
have a short-term rating are reported against the long-term rating of the issuer. For securities that are unrated, the Group
applies an internal credit rating, as described under the credit rating and measurement section on page 302.
Total gross debt securities and other eligible bills increased by $8.9 billion to $171.7 billion (31 December 2021: $162.8 billion).
Stage 1 gross balance increased by $8.8 billion to $166.1 billion (31 December 2021: $157.4 billion) of which $7.3 billion increase was
unrated. Of the unrated securities, 97 per cent (31 December 2021: 88 per cent) are internally rated as Strong and 3 per cent
(31 December 2021: 12 per cent) were internally rated as Satisfactory.
Stage 2 gross balance was broadly flat at $5.5 billion (31 December 2021: $5.3 billion) which includes the sovereign downgrade
of Pakistan.
Stage 3 gross balance was at $0.1 billion (31 December 2021: $0.1 billion) which includes the sovereign downgrade of Ghana.
Amortised cost and FVOCI
Stage 1
AAA
AA– to AA+
A– to A+
BBB– to BBB+
Lower than BBB-
Unrated
Stage 2
AAA
AA– to AA+
A– to A+
BBB– to BBB+
Lower than BBB-
Unrated
Stage 3
Lower than BBB-
Unrated
Gross
$million
166,103
73,933
42,327
29,488
7,387
1,047
11,921
5,455
21
40
17
2,605
2,485
287
144
67
77
2022
ECL
$million
(25)
(10)
(4)
(2)
(1)
(2)
(6)
(90)
–
–
(1)
(16)
(71)
(2)
(106)
(55)
(51)
Net2
$million
166,078
73,923
42,323
29,486
7,386
1,045
11,915
5,365
21
40
16
2,589
2,414
285
38
12
26
Gross
$million
157,352
75,920
40,577
23,993
11,071
1,123
4,668
5,315
641
592
22
2,869
809
382
113
–
113
2021
ECL
$million
(67)
(23)
(8)
(3)
(27)
(1)
(5)
(42)
(7)
(3)
(1)
(10)
(21)
–
(66)
–
(66)
Net2
$million
157,285
75,897
40,569
23,990
11,044
1,122
4,663
5,273
634
589
21
2,859
788
382
47
–
47
Gross balance¹
171,702
(221)
171,481
162,780
(175)
162,605
1 Stage 3 gross includes $28 million (2021: $33 million) originated credit-impaired debt securities with impairment of $13 million (2021: Nil)
2 FVOCI instrument are not presented net of ECL. While the presentation is on a net basis for the table, the total net on-balance sheet amount is $171,640 million
(31 December 2021: $162,700 million). Refer to the Analysis of financial instrument by stage table on page 239
IFRS 9 expected credit loss methodology (audited)
Approach for determining expected credit losses
Credit loss terminology
Component
Definition
Probability of default (PD)
Loss given default (LGD)
Exposure at default (EAD)
The probability that a counterparty will default, over the next 12 months from the reporting
date (stage 1) or over the lifetime of the product (stage 2), incorporating the impact of forward-
looking economic assumptions that have an effect on Credit Risk, such as unemployment rates
and GDP forecasts.
The PD estimates will fluctuate in line with the economic cycle. The lifetime (or term structure)
PDs are based on statistical models, calibrated using historical data and adjusted to incorporate
forward-looking economic assumptions.
The loss that is expected to arise on default, incorporating the impact of forward-looking
economic assumptions where relevant, which represents the difference between the
contractual cashflows due and those that the bank expects to receive.
The Group estimates LGD based on the history of recovery rates and considers the recovery
of any collateral that is integral to the financial asset, taking into account forward-looking
economic assumptions where relevant.
The expected balance sheet exposure at the time of default, taking into account expected
changes over the lifetime of the exposure. This incorporates the impact of drawdowns of
facilities with limits, repayments of principal and interest, and amortisation.
269
Standard Chartered – Annual Report 2022Risk review and Capital review To determine the expected credit loss, these components
are multiplied together: PD for the reference period (up to
12 months or lifetime) x LGD x EAD and discounted to the
balance sheet date using the effective interest rate as the
discount rate.
IFRS 9 expected credit loss models have been developed for
the Corporate, Commercial and Institutional Banking CCIB
businesses on a global basis, in line with their respective
portfolios. However, for some of the key countries, country-
specific models have also been developed.
The calibration of forward-looking information is assessed at
a country or region level to take into account local
macroeconomic conditions.
Retail expected credit loss models are country and product
specific given the local nature of the CPBB business.
For less material retail portfolios, the Group has adopted less
sophisticated approaches based on historical roll rates or
loss rates:
• For medium-sized retail portfolios, a roll rate model is
applied, which uses a matrix that gives the average loan
migration rate between delinquency states from period
to period. A matrix multiplication is then performed to
generate the final PDs by delinquency bucket over different
time horizons.
• For smaller retail portfolios, loss rate models are applied.
These use an adjusted gross charge-off rate, developed
using monthly write-off and recoveries over the preceding
12 months and total outstanding balances.
• While the loss rate models do not incorporate forward-
looking information, to the extent that there are significant
changes in the macroeconomic forecasts an assessment
will be completed on whether an adjustment to the
modelled output is required.
For a limited number of exposures, proxy parameters or
approaches are used where the data is not available to
calculate the origination PDs for the purpose of applying the
SICR criteria; or for some retail portfolios where a full history
of LGD data is not available, estimates based on the loss
experience from similar portfolios are used. The use of proxies
is monitored and will reduce over time.
The following processes are in place to assess the ongoing
performance of the models:
• Quarterly model monitoring that uses recent data to
compare the differences between model predictions and
actual outcomes against approved thresholds.
• Annual independent validations of the performance of
material models by Group Model Valuation (GMV); an
abridged validation is completed for non-material models.
Application of lifetime
Expected credit loss is estimated based on the period over
which the Group is exposed to Credit Risk. For the majority of
exposures this equates to the maximum contractual period.
For retail credit cards and corporate overdraft facilities
however, the Group does not typically enforce the contractual
period, which can be as short as one day. As a result, the
period over which the Group is exposed to Credit Risk for these
instruments reflects their behavioural life, which incorporates
expectations of customer behaviour and the extent to which
Credit Risk management actions curtail the period of that
exposure. The average behavioural life for retail credit cards is
between 3 and 6 years across our footprint markets.
In 2022, the behavioural life for corporate overdraft facilities
was re-estimated using recent data, and it was confirmed
that the existing lifetime of 24 months remains appropriate.
Composition of credit impairment provisions (audited)
The table below summarises the key components of the
Group’s credit impairment provision balances at 31 December
2022 and 31 December 2021.
Total ECL provisions before management judgements
includes model performance post model adjustments and
the impact of multiple economic scenarios. Total modelled
ECL provisions, which also includes judgemental post model
adjustments and management overlays, were 26 per cent
(31 December 2021: 23 per cent) of total credit impairment
provisions at 31 December 2022. 17 per cent of the modelled
ECL provisions at 31 December 2022 related to judgemental
adjustments compared with 25 per cent at 31 December 2021.
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
Central &
other items
$million
505
38
543
–
–
–
173
9
725
194
411
120
3,702
4,427
556
6
562
10
34
37
–
–
643
413
118
112
664
1,307
12
–
12
–
–
–
–
–
12
10
1
1
–
12
194
6
200
–
–
–
–
–
200
34
100
66
129
329
Total
$million
1,267
50
1,317
10
34
37
173
9
1,580
651
630
299
4,495
6,075
31 December 2022
Modelled ECL provisions (base forecast)
Modelled Impact of multiple economic scenarios1
Total ECL provisions before management judgements
Judgemental post model adjustments
– Model Calibration
– Multiple Economic Scenarios
Management overlays2
– COVID-19 and other
– China commercial real estate
– Sri Lanka
Total modelled provisions
Of which: Stage 1
Stage 2
Stage 3
Stage 3 non-modelled provisions
Total credit impairment provisions
270
Standard Chartered – Annual Report 2022Risk reviewRisk profile
31 December 2021
Modelled ECL provisions (base forecast)
Impact of multiple economic scenarios1
Total ECL provisions before management judgements
Judgemental post model adjustments
– Model calibration
– Multiple economic scenarios
Management Overlays2
– COVID-19
– China commercial real estate
Total modelled provisions
Of which: Stage 1
Stage 2
Stage 3
Stage 3 non-modelled provisions
Total credit impairment provisions
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking3
$million
Ventures3
$million
Central &
other items3,4
$million
365
32
397
–
–
–
102
95
594
163
425
6
4,073
4,667
529
14
543
–
7
–
147
–
697
377
185
135
662
1,359
3
–
3
–
–
–
–
–
3
1
2
–
–
3
103
9
112
–
–
–
–
–
112
68
44
–
68
180
Total
$million
1,000
55
1,055
–
7
–
249
95
1,406
609
656
141
4,803
6,209
1
Includes a post model adjustment (PMA) of $17 million (2021: $51 million)
2 $55 million (2021: $115 million) is in stage 1, $148 million (2021: $208 million) in stage 2 and $16 million (2021: $21 million) in stage 3
3 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
4
Includes ECL on cash and balances at central banks, accrued income, assets held for sale and other assets
Post model adjustments
As part of normal model monitoring and validation
operational processes, where a model’s performance
breaches the monitoring thresholds or validation standards,
an assessment is completed to determine whether an ECL
PMA is required to correct for the identified model issue.
PMAs will be removed when the models are updated to
correct for the identified model issue or the estimates return
to being within the monitoring thresholds.
As at 31 December 2022, PMAs have been applied for
9 models out of the total of 172 models. In aggregate, the
PMAs reduce the Group’s impairment provisions by $60 million
(0.5 per cent of modelled provisions) compared with a
$17 million increase at 31 December 2021, and primarily relate
to a $17 million decrease for multiple economic scenarios in
CCIB and a $24 million decrease in ECL for Malaysian CPBB
Business Clients.
On top of these PMAs, a separate judgemental management
adjustment that covers risk not captured by the models has
also been applied. These adjustments are summarised below.
Model performance PMAs
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Central & other items
Total model performance PMAs
Key assumptions and judgements in determining expected
credit loss
Incorporation of forward-looking information
The evolving economic environment is a key determinant
of the ability of a bank’s clients to meet their obligations as
they fall due. It is a fundamental principle of IFRS 9 that the
provisions banks hold against potential future Credit Risk
losses should depend, not just on the health of the economy
today, but should also take into account potential changes
to the economic environment. For example, if a bank were to
anticipate a sharp slowdown in the world economy over the
coming year, it should hold more provisions today to absorb
the credit losses likely to occur in the near future.
To capture the effect of changes to the economic
environment, the PDs and LGDs used to calculate ECL
incorporate forward-looking information in the form of
forecasts of the values of economic variables and asset
prices that are likely to have an effect on the repayment
ability of the Group’s clients.
2022
$million
2021
$million
(22)
(38)
–
(60)
24
(15)
8
17
The ‘base forecast’ of the economic variables and asset prices
is based on management’s view of the five-year outlook,
supported by projections from the Group’s in-house research
team and outputs from a third-party model that project
specific economic variables and asset prices. The research
team takes consensus views into consideration, and senior
management review projections for some core country
variables against consensus when forming their view of the
outlook. For the period beyond five years, management
utilises the in-house research view and third-party model
outputs, which allow for a reversion to long-term growth rates
or norms. All projections are updated on a quarterly basis.
271
Standard Chartered – Annual Report 2022Risk review and Capital review
Forecast of key macroeconomic variables underlying the
expected credit loss calculation and the impact on non-
linearity
In the Base Forecast – management’s view of the most likely
outcome –the pace of growth of the world economy is
expected to slow in the near term as central banks keep
monetary policy restrictive. Global GDP is forecast to grow
by less than 3 per cent in 2023. World GDP growth averaged
3.7 per cent for the 10 years prior to COVID-19 (between 2010
and 2019). The multitude of headwinds that have faced most
economies in 2022 are likely to persist in the months ahead.
However, a recovery in growth is expected to take hold in
H2 2023.
The balance of risks to the 2023 outlook is to the downside.
They include the impact from higher inflation and interest
rates, ongoing geopolitical tensions, renewed lockdowns/
restrictions to movement from the spread of COVID-19 and
severe corrections in property sectors in key countries.
While the quarterly Base Forecasts inform the Group’s
strategic plan, one key requirement of IFRS 9 is that the
assessment of provisions should consider multiple future
economic environments. For example, the global economy
may grow more quickly or more slowly than the Base Forecast,
and these variations would have different implications for the
provisions that the Group should hold today. As the negative
impact of an economic downturn on credit losses tends to
be greater than the positive impact of an economic upturn,
if the Group sets provisions only on the ECL under the Base
Forecast it might maintain a level of provisions that does
not appropriately capture the range of potential outcomes.
To address this property of skewness (or non-linearity),
IFRS 9 requires reported ECL to be a probability-weighted
ECL, calculated over a range of possible outcomes.
To assess the range of possible outcomes the Group simulates
a set of 50 scenarios around the Base Forecast, calculates
the ECL under each of them and assigns an equal weight of
2 per cent to each scenario outcome. These scenarios are
generated by a Monte Carlo simulation, which addresses the
challenges of crafting many realistic alternative scenarios in
the many countries in which the Group operates by means of
a model, which produces these alternative scenarios while
considering the degree of historical uncertainty (or volatility)
observed from Q1 1990 to Q3 2022 around economic
outcomes and how these outcomes have tended to move in
relation to one another (or correlation). This naturally means
that each of the 50 scenarios do not have a specific narrative,
although collectively they explore a range of hypothetical
alternative outcomes for the global economy, including
scenarios that turn out better than expected and scenarios
that amplify anticipated stresses.
The GDP graphs below illustrate the shape of the Base
Forecast for key footprint markets in relation to prior periods’
actuals. The long-term growth rates are based on the pace
of economic expansion expected for 2030. The tables below
provide a summary of the Group’s Base Forecast for these
markets. The peak/trough amounts show the highest and
lowest points within the Base Forecast.
China’s growth is expected to accelerate to 5.8 per cent in
2023 from less than 3.5 per cent in 2022. Consumption should
start to recover as the country gradually eases its zero-COVID
stance and starts to reopen. Recently announced policy
support measures for the real estate sector are also expected
to lift the outlook for the broader economy in H2 2023. Like
China, Hong Kong‘s GDP growth, is expected to improve to
around 2.5 per cent in 2023 from a contraction of 3 per cent
in 2022 on the gradual relaxation of travel curbs and social-
distancing measures and the much-improved labour market.
However, the upside will be limited on the expected weakness
in the external sector. Major economies such as the US and
Europe are forecast to slow sharply on account of monetary
policy tightening and high inflation. Slowing external demand
will also be a key factor in Singapore’s GDP growth easing to
2.8 per cent in 2023 from around 3.5 per cent in 2022 and
Korea’s growth easing to around 2 per cent from 2.7 per cent.
Growth in India is also forecast to slow with GDP expected
to grow by 5.5 per cent in FY24 (ending March 2024) from
7 per cent in FY23. Fading pent-up demand (especially in the
services sector), rising interest rates, limited real wage hikes
and like other countries in the region easing global demand
will weigh on activity.
The slowdown in world GDP growth in the near term will
translate to a softening in the growth of demand for
commodities in 2023. Brent Crude oil prices are expected to
average around $91 in 2023 compared to around $100 in 2022.
China GDP YoY%
Hong Kong GDP YoY%
Korea GDP YoY%
20
16
12
8
4
0
-4
-8
15Q1 16Q1
Actual
Forecast
Long-term growth
10
8
6
4
2
0
-2
-4
-6
-8
-10
Actual
Forecast
Long-term growth
17Q1
18Q1
19Q1 20Q1 21Q1 22 Q1 23Q1
24Q1
25Q1
26Q1
27Q1
15Q1 16Q1
17Q1
18Q1
19Q1 20Q1 21Q1 22 Q1 23Q1
24Q1
25Q1
26Q1
27Q1
7
6
5
4
3
2
1
0
-1
-2
-3
-4
15Q1 16Q1
Actual
Forecast
Long-term growth
17Q1
18Q1
19Q1 20Q1 21Q1 22 Q1 23Q1
24Q1
25Q1
26Q1
27Q1
Singapore GDP YoY%
India GDP YoY%
20
15
10
5
0
-5
-10
-15
Actual
Forecast
Long-term growth
30
20
10
0
-10
-20
-30
Actual
Forecast
Long-term growth
15Q1 16Q1
17Q1
18Q1
19Q1 20Q1 21Q1 22 Q1 23Q1
24Q1
25Q1
26Q1
27Q1
15Q1 16Q1
17Q1
18Q1
19Q1 20Q1 21Q1 22 Q1 23Q1
24Q1
25Q1
26Q1
27Q1
Long-term growth = GDP growth expected for 2030
272
Standard Chartered – Annual Report 2022Risk reviewRisk profile China
Hong Kong
2022
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY %)
GDP growth
(YoY %)
Unemployment
%
3-month
interest rates
%
House prices
(YoY %)
5.8
5.4
5.2
4.8
4.5
5.1
7.9
4.5
1.1
9.6
4.0
3.9
3.8
3.8
3.8
3.9
4.1
3.8
3.4
4.3
1.4
1.9
2.4
2.7
3.0
2.3
3.0
1.4
0.6
4.4
0.6
3.3
4.9
4.5
4.4
3.6
5.0
0.0
(3.4)
10.0
2022
2.4
2.5
2.2
2.3
2.1
2.3
4.3
0.5
(3.8)
8.0
3.0
2.9
2.9
2.9
2.9
3.0
3.1
2.9
1.7
4.2
3.6
3.1
2.5
2.4
2.4
2.8
3.6
2.4
0.5
6.1
(4.4)
3.9
3.7
2.8
2.7
1.7
4.9
(8.4)
(22.0)
26.8
Singapore
Korea
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY %)
2.8
2.5
2.6
2.9
2.8
2.7
3.7
1.7
2.8
(3.4)
8.6
3.2
3.0
3.0
3.0
3.0
3.0
3.2
3.0
3.2
2.1
4.5
4.5
3.3
2.5
2.4
2.4
3.1
4.7
2.4
4.5
0.8
5.6
1.0
1.6
3.9
3.5
3.9
2.8
4.7
(2.4)
1.0
(15.9)
20.4
2.1
2.5
2.3
2.0
1.8
2.2
2.5
1.8
2.1
(2.8)
7.0
3.2
3.2
3.1
3.1
3.0
3.1
3.3
3.0
3.2
1.1
4.9
3.9
3.3
2.9
2.7
2.7
3.1
3.9
2.7
3.9
1.1
5.9
0.0
2.2
2.8
2.8
2.8
2.1
2.8
(0.4)
0.0
(5.4)
10.0
2022
India
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
Brent Crude
$ pb
5.5
6.0
6.5
7.4
7.5
6.4
7.7
3.2
1.5
12.1
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
6.0
5.4
5.5
5.5
5.3
5.6
6.3
5.3
1.9
9.5
2.9
5.6
7.1
7.1
7.0
5.7
7.2
1.6
91.0
97.5
109.3
116.9
118.3
106.6
118.8
88.0
(1.1)
13.0
42.4
204.2
Base forecast1
2023
2024
2025
2026
2027
5-year average2
Peak
Trough
Monte Carlo
Low3
High4
Base forecast1
2023
2024
2025
2026
2027
5-year average2
Peak
Trough
Monte Carlo
Low3
High4
Base forecast1
2023
2024
2025
2026
2027
5-year average2
Peak
Trough
Monte Carlo
Low3
High4
273
Standard Chartered – Annual Report 2022Risk review and Capital review China
Hong Kong
2021
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
5.4
6.1
4.7
2.6
8.3
3.4
3.4
3.4
3.3
3.5
2.8
3.1
2.1
1.3
4.6
4.0
4.5
1.8
(2.8)
11.1
2021
2.6
3.5
1.8
(1.7)
6.9
3.8
4.4
3.7
2.4
5.8
1.5
2.3
0.3
(0.3)
5.0
3.1
5.3
2.7
(12.4)
22.8
Singapore
Korea
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
2.5
4.8
1.8
(4.0)
9.4
3.1
3.4
3.0
2.1
4.5
1.4
2.2
0.5
0.1
4.2
3.6
4.2
3.3
(4.1)
15.4
2.5
2.8
2.4
(3.1)
7.1
3.3
3.7
3.1
2.7
4.5
1.6
2.2
1.2
0.5
4.3
2.7
10.9
(0.3)
(5.2)
9.5
2021
India
GDP growth
(YoY%)
Unemployment
%
3-month
interest rates
%
House prices
(YoY%)
Brent crude
$ pb
6.4
16.6
4.2
2.0
10.5
N/A
N/A
N/A
N/A
N/A
5.4
6.2
4.0
3.2
8.8
7.1
7.2
5.8
(1.9)
24.9
63.7
73.5
60.0
8.9
211.4
5-year average2
Peak
Trough
Monte Carlo
Low3
High4
5-year average2
Peak
Trough
Monte Carlo
Low3
High4
5-year average2
Peak
Trough
Monte Carlo
Low3
High4
1 Annual numbers are for calendar year except for India where it covers fiscal year ending Q1 of each year. For example, 2022 is Q2 2022 to Q1 2023
2 5-year averages reported for 31.12.22 cover Q1 2023 to Q4 2027
3 Represents the 10th percentile in the range of economic scenarios used to determine non-linearity
4 Represents the 90th percentile in the range of economic scenarios used to determine non-linearity
274
Standard Chartered – Annual Report 2022Risk reviewRisk profile Impact of multiple economic scenarios
The final probability-weighted ECL reported by the Group is a simple average of the ECL for each of the 50 scenarios simulated
using a Monte Carlo model. The Monte Carlo approach has the advantage that it generates many plausible alternative
scenarios that cover our global footprint. The Monte Carlo model was redeveloped over 2022 to increase the range of scenarios
that the model forecasts.
The redeveloped Monte Carlo model was implemented in Q4 2022 and forecasted a wider range of scenarios. The total
amount of non-linearity calculated as the difference between the probability-weighted ECL calculated by the Monte Carlo
model and the unweighted base forecast ECL is $50 million (31 December 2021: $4 million). The CCIB and Central and other
items portfolios accounted for $44 million of the calculated non-linearity with the remaining $6 million attributable to CPBB
portfolios. As the non-linearity calculated for the CPBB portfolios remained relatively low a judgemental PMA of $34 million has
been applied.
The impact of multiple economic scenarios (which includes the post model adjustment for multiple economic scenarios) on
stage 1, stage 2 and stage 3 modelled ECL is set out in the table below together with the management overlay.
Total expected credit loss at 31 December 2022
Total expected credit loss at 31 December 2021
Management
overlays and
other
judgemental
adjustments
$million
229
351
Multiple
economic
scenarios1
$million
84
55
Total
modelled
ECL2
$million
1,580
1,406
Base forecast
$million
1,267
1,000
1
Includes judgemental post model adjustment of $34 million (31 December 2021: $nil) relating to Consumer, Private and Business Banking. 2021 includes model
performance post model adjustments of $51 million
2 Total modelled ECL comprises stage 1 and stage 2 balances of $1,281 million (31 December 2021: $1,265 million) and $299 million (31 December 2021: $141 million)
of modelled ECL on stage 3 loans
The average expected credit loss under multiple scenarios is 7 per cent higher than the expected credit loss calculated using
only the most likely scenario (the Base Forecast). Portfolios that are more sensitive to non-linearity include those with greater
leverage and/or a longer tenor, such as Project and Shipping Finance portfolios. Other portfolios display minimal non-linearity
owing to limited responsiveness to macroeconomic impacts for structural reasons such as significant collateralisation as with
the CPBB mortgage portfolios.
Judgemental adjustments
As at 31 December 2022, the Group held judgemental adjustments for ECL as set out in the table below. All of the judgemental
adjustments have been determined after taking account of the model performance PMAs reported and they are reassessed
quarterly. They are reviewed and approved by the IFRS 9 Impairment Committee.
31 December 2022
Judgemental post model adjustments
Judgemental management overlays:
– COVID-19 and other overlays
– China CRE
– Sri Lanka
Total judgemental adjustments
Judgemental adjustments by stage:
– Stage 1
– Stage 2
– Stage 3
31 December 2021
Judgemental post model adjustments
Judgemental management overlays:
– COVID-19
– China CRE
– Sri Lanka
Total judgemental adjustments
Judgemental adjustments by stage:
– Stage 1
– Stage 2
– Stage 3
Corporate,
Commercial &
Institutional
Banking
$million
Consumer, Private & Business Banking
Mortgages
$million
Credit Cards
$million
Other
$million
Total
$million
–
–
173
9
182
37
138
9
3
2
–
–
5
1
3
1
11
5
–
–
16
5
9
2
30
30
–
–
60
39
17
4
44
37
–
–
81
45
29
7
Corporate,
Commercial &
Institutional
Banking
$million
Consumer, Private & Business Banking
Mortgages
$million
Credit Cards
$million
Other
$million
Total
$million
–
102
95
–
197
31
166
–
–
36
–
–
36
–
25
11
–
15
–
–
15
13
2
1
7
96
–
–
103
75
19
9
7
147
–
–
154
87
46
21
275
Standard Chartered – Annual Report 2022Risk review and Capital review Post model adjustments
As at 31 December 2022, judgemental post model
adjustments to increase ECL by $44 million (31 December
2021: $7 million) have been applied to certain CPBB models.
$34 million (31 December 2021: $nil) of this relates to multiple
economic scenarios. The remainder is primarily to hold back
releases of ECL identified from model monitoring breaches
because moratoria and other support schemes have
suppressed observed defaults. These will be released when
the observed defaults normalise.
Management overlays
CCIB
COVID-19
The COVID-19 overlay of $102 million at 31 December 2021
has been fully released in 2022 and no overlay is held at
31 December 2022.
China commercial real estate
Chinese property developers continue to experience liquidity
issues, triggered by government policy changes aimed at
deleveraging the property sector and ensuring property
developers have the financial ability to complete residential
properties under construction. The government’s ‘three red
lines’ matrix was introduced in August 2020 to tighten the
funding conditions for property developers by limiting the
growth rate in external debt. With additional controls on
sales of properties to end buyers (e.g. mortgage lending
control, pricing control, eligibility control) and on restricting
developers’ ability to access cash from ‘escrow accounts’
with cash paid by retail residential buyers, the cashflow of
developers has been significantly squeezed. Also, with capital
markets reacting negatively to the tightening policies, we
have seen greater volatility in bond pricing and reduced
access to capital markets liquidity for developers. As such,
some developers have faced/are facing difficulties in servicing
and repaying financing obligations.
The Group’s loans and advances to China commercial
real estate clients was $3.2 billion at 31 December 2022
(31 December 2021: $3.7 billion). Client level analysis continues
to be done, with the high-risk clients being placed on purely
precautionary or non-purely precautionary early alert.
Given the evolving nature of the risks in the China commercial
real estate sector, a management overlay of $173 million
(31 December 2021: $95 million) has been taken by estimating
the impact of further deterioration to those clients placed on
early alert.
Sri Lanka
Due to the ongoing economic uncertainty following the
Sri Lanka Sovereign default in the first half of 2022, a
judgemental overlay of $9 million (31 December 2021: $nil) is
held against modelled stage 3 exposures in Sri Lanka that
have not yet been individually assessed for impairment.
CPBB
While industry wide government COVID-19 relief measures
have ended for most markets, there are a few markets where
either the schemes have recently ended or limited reliefs are
still available. At 31 December $21 million (31 December 2021:
$147 million) was held for residual COVID-19 related risks in
these portfolios.
Overlays of $16 million (31 December 2021: $nil) have also been
applied to capture operating environment challenges, in part
caused by rising interest rates in certain markets, and the
impact of sovereign defaults in the last quarter of 2022, both
of which are not fully captured in the modelled outcomes.
Stage 3 assets
Credit-impaired assets managed by Stressed Asset Risk
incorporate forward-looking economic assumptions in respect
of the recovery outcomes identified, and are assigned
individual probability weightings. These assumptions are not
based on a Monte Carlo simulation but are informed by the
Base Forecast.
Sensitivity of expected credit loss calculation to
macroeconomic variables
The ECL calculation relies on multiple variables and is
inherently non-linear and portfolio-dependent, which implies
that no single analysis can fully demonstrate the sensitivity
of the ECL to changes in the macroeconomic variables.
The Group has conducted a series of analyses with the aim of
identifying the macroeconomic variables which might have
the greatest impact on the overall ECL. These encompassed
single variable and multi-variable exercises, using simple up/
down variation and extracts from actual calculation data,
as well as bespoke scenario design assessments.
The primary conclusion of these exercises is that no individual
macroeconomic variable is materially influential. The Group
believes this is plausible as the number of variables used
in the ECL calculation is large. This does not mean that
macroeconomic variables are uninfluential; rather, that the
Group believes that consideration of macroeconomics should
involve whole scenarios, as this aligns with the multi-variable
nature of the calculation.
The Group faces downside risks in the operating environment
related to the uncertainties surrounding the macroeconomic
outlook. To explore this, a sensitivity analysis of ECL was
undertaken to explore the effect of slower economic
recoveries across the Group’s footprint markets. Two downside
scenarios were considered. The first scenario is based on the
Bank of England’s 2022 regulatory Annual Cyclical Scenario
(ACS 2022) and is a deep synchronised global downturn
characterised by significantly higher commodity prices
relative to base, inflation and interest rates. In the second
more modest downside scenario, inflation in advanced
economies surprises to the upside in the very near term as
the supply-chain crisis intensifies and this prompts additional
monetary tightening. Financial markets weaken with bond
yields spiking and equities falling sharply. The deterioration
in sentiment also leads to adjustments in property markets.
Advanced economies are shocked more than emerging
markets in the second scenario.
276
Standard Chartered – Annual Report 2022Risk reviewRisk profile China GDP
China unemployment
China property prices
Hong Kong GDP
Hong Kong unemployment
Hong Kong property prices
US GDP
Singapore GDP
India GDP
Crude oil
Period covered from Q1 2023 to Q4 2027
Baseline
ACS 2022
Advanced Economic Downturn
Five year average
Peak/Trough
Five year average
Peak/Trough
Five year average
Peak/Trough
5.1
3.9
3.6
2.3
3.0
1.7
1.7
2.7
6.4
7.9/4.5
4.1/3.8
5.0/0.0
4.3/0.5
3.1/2.9
4.9/(8.4)
3.1/(0.4)
3.7/1.7
7.7/3.2
3.1
5.2
(6.5)
(0.7)
5.8
4.7/(2.6)
5.6/4.6
9.2/(22.1)
2.9/(9.7)
7.0/2.7
(10.6)
6.2/(24.8)
0.1
1.1
4.3
2.4/(5.9)
4.6/(7.0)
6.6/(0.2)
4.9
4.1
3.3
2.1
3.1
1.4
1.6
2.6
6.3
7.2/3.7
4.3/3.8
6.9/(1.8)
3.4/(0.1)
3.2/3.0
5.1/(9.5)
3.9/(2.6)
3.1/1.4
7.7/3.2
106.6
118.8/88.0
140.3
148.4/118.8
90.2
104.9/77.3
China
Hong Kong
US
Singapore
India
Base (GDP, YoY%)
ACS 2022 (GDP, YoY%)
Difference from Base
2023
2024
2025
2026
2027
2023
2024
2025
2026
2027
2023
2024
2025
2026
2027
5.8
2.4
(0.2)
2.8
4.9
5.4
2.5
1.8
2.5
5.9
5.2
2.2
2.6
2.6
6.3
4.8
2.3
2.1
2.9
7.2
4.5
2.1
2.1
2.8
7.6
0.1
2.2
(5.7)
(3.5)
(3.3)
(1.2)
(3.7)
(0.6)
1.7
2.7
4.6
2.5
1.7
3.6
4.7
4.2
1.7
1.5
3.0
6.0
4.2
1.4
1.5
2.9
6.4
(5.7)
(3.2)
(0.6)
(0.6)
(0.4)
(8.1)
(6.0) 0.3
(0.6)
(0.7)
(3.1)
(3.0)
(0.8)
(0.6)
(0.6)
(6.5)
(3.1) 0.9
0.1
0.1
(3.1)
(3.3)
(1.6)
(1.1)
(1.2)
Each year is from Q1 to Q4. For example 2023 is from Q1 2023 to Q4 2023.
China
Hong Kong
US
Singapore
India
Base (GDP, YoY%)
Advanced Economic Downturn (GDP,
YoY%)
Difference from Base
2023
2024
2025
2026
2027
2023
2024
2025
2026
2027
2023
2024
2025
2026
2027
5.8
2.4
(0.2)
2.8
4.9
5.4
2.5
1.8
2.5
5.9
5.2
2.2
2.6
2.6
6.3
4.8
2.3
2.1
2.9
7.2
4.5
2.1
2.1
2.8
7.6
5.0
1.6
(1.6)
1.9
4.8
5.0
2.0
1.5
2.3
5.5
5.2
2.4
3.1
2.8
6.2
4.8
2.3
2.4
3.0
7.2
4.5
2.1
2.7
3.0
7.6
(0.8)
(0.4)
(0.8)
(0.5)
0.1
0.1
(1.5)
(0.3) 0.6
(0.9)
(0.2) 0.2
0.0
0.0
0.3
0.1
(0.1)
(0.4)
(0.1) 0.0
0.0
0.0
0.6
0.2
0.0
Each year is from Q1 to Q4. For example 2023 is from Q1 2023 to Q4 2023
The total modelled stage 1 and 2 ECL provisions (including
both on and off-balance sheet instruments) would be
approximately $32 million higher under the Advanced
Economy Downturn scenario, and $459 million higher under
the ACS 2022 scenario than the baseline ECL provisions (which
excluded the impact of multiple economic scenarios and
management overlays which may already capture some of
the risks in these scenarios). The proportion of stage 2 assets
would increase from 3.1 per cent in the base case to 3.3 per
cent and 8.1 per cent respectively under the Advanded
Economy Downturn and ACS 2022 scenarios. This includes
the impact of exposures transferring to stage 2 from stage 1
but does not consider an increase in stage 3 defaults.
Under both scenarios the majority of the increase in CCIB
came from the main corporate and project finance portfolios
in the UAE and Hong Kong being impacted. For the CPBB
portfolios most of the increases came from the unsecured
retail portfolios with the Taiwan Personal Loans and
Singapore Credit Cards portfolios impacted.
There was no material change in modelled stage 3 provisions
as these primarily relate to unsecured CPBB exposures
for which the LGD is not sensitive to changes in the
macroeconomic forecasts. There is also no material change
for non-modelled stage 3 exposures as these are more
sensitive to client specific factors than to alternative
macroeconomic scenarios.
The actual outcome of any scenario may be materially
different due to, among other factors, the effect of
management actions to mitigate potential increases
in risk and changes in the underlying portfolio.
277
Standard Chartered – Annual Report 2022Risk review and Capital review Gross as
reported1
$ million
ECL as
reported1
$ million
ECL
Base case
$ million
Advanced
economy
downturn
$ million
ACS 2022
$ million
Stage 1 modelled
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & Other items
Total excluding management overlays
Stage 2 modelled
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & Other items
Total excluding management overlays
Total Stage 1 & 2 modelled
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & Other items
Total excluding management overlays
Stage 3 exposures excluding management overlays
Other financial assets2
ECL from management overlays
Total reported at 31 December 2022
1
Includes both on- and off- balance sheet instruments
315,437
193,239
691
210,745
720,112
19,432
1,821
18
6,208
27,479
334,869
195,060
709
216,953
747,859
8,975
101,606
858,172
157
395
10
28
590
275
106
1
88
470
432
501
11
116
1,060
4,778
18
219
6,075
138
372
10
25
545
256
89
1
85
431
394
461
11
110
976
148
379
10
26
563
269
90
1
85
445
417
469
11
111
191
447
10
38
686
435
227
1
86
749
626
674
11
124
1,008
1,435
2
Includes cash and balances at central banks; Accrued income; Other assets; and Assets held for sale
Significant increase in Credit Risk (SICR)
Quantitative criteria
SICR is assessed by comparing the risk of default at the
reporting date to the risk of default at origination. Whether a
change in the risk of default is significant or not is assessed
using quantitative and qualitative criteria. These quantitative
significant deterioration thresholds have been separately
defined for each business and where meaningful are
consistently applied across business lines.
Assets are considered to have experienced SICR if they have
breached both relative and absolute thresholds for the
change in the average annualised lifetime probability of
default over the residual term of the exposure.
The absolute measure of increase in Credit Risk is used to
capture instances where the IFRS 9 PDs on exposures are
relatively low at initial recognition as these may increase by
several multiples without representing a significant increase
in credit risk. Where IFRS 9 PDs are relatively high at initial
recognition, a relative measure is more appropriate in
assessing whether there is a significant increase in credit risk,
as the IFRS 9 PDs increase more quickly.
The SICR thresholds have been calibrated based on the
following principles:
• Stability – the thresholds are set to achieve a stable stage 2
population at a portfolio level, trying to minimise the
number of accounts moving back and forth between
stage 1 and stage 2 in a short period of time
• Accuracy – the thresholds are set such that there is a
materially higher propensity for stage 2 exposures to
eventually default than is the case for stage 1 exposures
• Dependency from backstops – the thresholds are stringent
enough such that a high proportion of accounts transfer to
stage 2 due to movements in forward-looking IFRS9 PDs
rather than relying on backward-looking backstops such
as arrears
• Relationship with business and product risk profiles – the
thresholds reflect the relative risk differences between
different products, and are aligned to business processes
For CCIB clients, the relative threshold is a 100 per cent
increase in IFRS 9 PD and the absolute change in IFRS 9 PD
is between 50 and 100 bps.
For Consumer and Business Banking clients, portfolio specific
quantitative thresholds in Hong Kong, Singapore, Malaysia,
UAE and Taiwan have been introduced in 2022 for credit
cards and one personal loan portfolio. The thresholds include
relative and absolute increases in IFRS 9 PD with average
lifetime IFRS 9 PD cut-offs for those exposures that are within
a range of customer utilisation limits (for credit cards) and
remaining tenor (for personal loans) and differentiate
between exposures that are current and those that are 1
to 29 days past due.
278
Standard Chartered – Annual Report 2022Risk reviewRisk profile The range of thresholds applied are:
Portfolio
Credit cards – Current
Credit cards – 1-29 days past due
Personal loans – Current
Personal loan – 1-29 days past due
Relative IFRS 9
PD increase
(%)
Absolute IFRS 9
PD increase
(%)
Customer
utilisation
(%)
Remaining
tenor
(%)
Average
IFRS 9 PD
(lifetime)
50% – 150%
3.4% – 9.3%
15% – 90%
100% – 210%
3.5% – 6.1%
25% – 67%
–
25%
3.5%
3%
–
–
–
–
4.15% – 11.6%
1.5% – 18.5%
70%
75%
2.8%
–
The impact of this change has been to transfer $212 million
of credit cards balances and $14 million of personal loans
balances from stage 2 to stage 1, which reduced ECL by a
net $15 million.
Qualitative criteria
All assets of clients that have been placed on early alert
(for non-purely precautionary reasons) are deemed to have
experienced a significant increase in credit risk.
For all other Consumer and Business Banking portfolios,
the thresholds remained the same as 2021, with a relative
threshold of 100 per cent increase in IFRS 9 PD and an
absolute change in IFRS 9 PD is between 100 and 350 bps
depending on the product. Certain countries have a higher
absolute threshold reflecting the lower default rate within
their personal loan portfolios compared with the Group’s other
personal loan portfolios.
Private Banking clients are assessed qualitatively, based
on a delinquency measure relating to collateral top-ups or
sell-downs.
Debt securities originated before 1 January 2018 with an
internal credit rating mapped to an investment grade
equivalent are allocated to stage 1 and all other debt
securities to stage 2. Debt securities originated after
1 January 2018 apply the same approach and thresholds
as for CCIB clients.
Qualitative criteria
Qualitative factors that indicate that there has been a
significant increase in credit risk include processes linked
to current risk management, such as placing loans on
non-purely precautionary early alert.
Backstop
Across all portfolios, accounts that are 30 or more days past
due (30 DPD) on contractual payments of principal and/or
interest that have not been captured by the criteria above
are considered to have experienced a significant increase in
credit risk.
Expert credit judgement may be applied in assessing
significant increase in credit risk to the extent that certain
risks may not have been captured by the models or through
the above criteria. Such instances are expected to be rare,
for example due to events and material uncertainties arising
close to the reporting date.
CCIB clients
Quantitative criteria
Exposures are assessed based on both the absolute and the
relative movement in the IFRS 9 PD from origination to the
reporting date as described above.
To account for the fact that the mapping between internal
credit grades (used in the origination process) and IFRS 9 PDs
is non-linear (e.g. a one-notch downgrade in the investment
grade universe results in a much smaller IFRS 9 PD increase
than in the sub-investment grade universe), the absolute
thresholds have been differentiated by credit quality at
origination, as measured by internal credit grades being
investment grade or sub-investment grade.
An account is placed on non-purely precautionary early alert
if it exhibits risk or potential weaknesses of a material nature
requiring closer monitoring, supervision or attention by
management. Weaknesses in such a borrower’s account, if
left uncorrected, could result in deterioration of repayment
prospects and the likelihood of being downgraded. Indicators
could include a rapid erosion of position within the industry,
concerns over management’s ability to manage operations,
weak/deteriorating operating results, liquidity strain and
overdue balances, among other factors.
All client assets that have been assigned a CG12 rating,
equivalent to ‘Higher risk’, are deemed to have experienced
a significant increase in credit risk. Accounts rated CG12 are
primarily managed by relationship managers in the CCIB unit
with support from SAG for certain accounts.. All CCIB clients
are placed in CG12 when they are 30 DPD unless they are
granted a waiver through a strict governance process.
Consumer and Business Banking clients
Quantitative criteria
Material portfolios (defined as a combination of country
and product, for example Hong Kong mortgages, Taiwan
credit cards) for which a statistical model has been built, are
assessed based on both the absolute and relative movement
in the IFRS 9 PD from origination to the reporting date as
described previously in page 270. For these portfolios, the
original lifetime IFRS 9 PD term structure is determined based
on the original Application Score or Risk Segment of the client.
Qualitative criteria
Accounts that are 30 days past due (DPD) that have not been
captured by the quantitative criteria are considered to have
experienced a significant increase in credit risk. For less
material portfolios, which are modelled based on a roll-rate
or loss-rate approach, SICR is primarily assessed through the
30 DPD trigger.
Private Banking clients
For Private Banking clients, SICR is assessed by referencing
the nature and the level of collateral against which credit is
extended (known as ‘Classes of Risk’).
Qualitative criteria
For all Private Banking classes, in line with risk management
practice, an increase in credit risk is deemed to have
occurred where margining or loan-to-value covenants
have been breached.
For Class I assets (lending against diversified liquid collateral),
if these margining requirements have not been met within
30 days of a trigger, a significant increase in credit risk is
assumed to have occurred.
279
Standard Chartered – Annual Report 2022Risk review and Capital review For Class I and Class III assets (real-estate lending), a
significant increase in credit risk is assumed to have occurred
where the bank is unable to ‘sell down’ the applicable assets
to meet revised collateral requirements within five days of
a trigger.
Write-offs
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.
Governance and application of expert credit judgement in
respect of expected credit losses
The Group’s Credit Policy and Standards framework details
the requirements for continuous monitoring to identify any
changes in credit quality and resultant ratings, as well as
ensuring a consistent approach to monitoring, managing
and mitigating credit risks. The framework aligns with the
governance of ECL estimation through the early recognition
of significant deteriorations in ratings which drive stage 2
and 3 ECL.
The models used in determining expected credit losses
are reviewed and approved by the Group Credit Model
Assessment Committee (CMAC) which is appointed by the
Model Risk Committee. CMAC has the responsibility to assess
and approve the use of models and to review all IFRS 9
interpretations related to models. CMAC also provides
oversight on operational matters related to model
development, performance monitoring and model validation
activities including standards and regulatory matters.
Prior to submission to CMAC for approval, the models are
validated by GMV, a function which is independent of
the business and the model developers. GMV’s analysis
comprises review of model documentation, model design
and methodology, data validation, review of the model
development and calibration process, out-of-sample
performance testing, and assessment of compliance review
against IFRS 9 rules and internal standards.
A quarterly model monitoring process is in place that uses
recent data to compare the differences between model
predictions and actual outcomes against approved
thresholds. Where a model’s performance breaches the
monitoring thresholds, an assessment of whether a PMA is
required to correct for the identified model issue is completed.
Key inputs into the calculation and resulting expected credit
loss provisions are subject to review and approval by the IFRS 9
Impairment Committee (IIC) which is appointed by the Group
Risk Committee. The IIC consists of senior representatives
from Risk, Finance, and Group Economic Research. It meets at
least twice every quarter, once before the models are run to
approve key inputs into the calculation, and once after the
models are run to approve the expected credit loss provisions
and any judgemental overrides that may be necessary.
Class II assets are typically unsecured or partially secured,
or secured against illiquid collateral such as shares in private
companies. Significant credit deterioration of these assets is
deemed to have occurred when any early alert trigger has
been breached.
Debt Securities
Quantitative criteria
For debt securities originated before 1 January 2018, the bank
is utilising the low Credit Risk simplified approach, where
debt securities with an internal credit rating mapped to an
investment grade equivalent are allocated to stage 1 and all
other debt securities are allocated to stage 2. Debt securities
originated after 1 January 2018 are assessed based on the
absolute and relative movements in IFRS 9 PD from origination
to the reporting date.
Qualitative criteria
Debt securities utilise the same qualitative criteria as the CCIB
client segments, including being placed on early alert or being
classified as CG12.
Assessment of credit-impaired financial assets
Consumer and Business Banking clients
The core components in determining credit-impaired
expected credit loss provisions are the value of gross
chargeoff and recoveries. Gross charge-off and/or loss
provisions are recognised when it is established that the
account is unlikely to pay through the normal process.
Recovery of unsecured debt post credit impairment is
recognised based on actual cash collected, either directly
from clients or through the sale of defaulted loans to third-
party institutions. Release of credit impairment provisions for
secured loans is recognised if the loan outstanding is paid in
full (release of full provision), or the provision is higher than
the loan outstanding (release of the excess provision).
CCIB, and Private Banking clients
Credit-impaired accounts are managed by the Group’s
specialist recovery unit, Stressed Assets Risk (SAR). Where
any amount is considered irrecoverable, a stage 3 credit
impairment provision is raised. This stage 3 provision is the
difference between the loan-carrying amount and the
probability-weighted present value of estimated future cash
flows, reflecting a range of scenarios (typically the best, worst
and most likely recovery outcomes). Where the cashflows
include realisable collateral, the values used will incorporate
the impact of forward-looking economic information.
The individual circumstances of each client are considered
when SAR estimates future cashflows and the timing of future
recoveries which involves significant judgement. All available
sources, such as cashflow arising from operations, selling
assets or subsidiaries, realising collateral or payments under
guarantees are considered. In any decision relating to the
raising of provisions, the Group attempts to balance economic
conditions, local knowledge and experience, and the results of
independent asset reviews.
280
Standard Chartered – Annual Report 2022Risk reviewRisk profile The IFRS 9 Impairment Committee:
• Oversees the appropriateness of all Business Model
Assessment and Solely Payments of Principal and Interest
(SPPI) tests;
• Reviews and approves expected credit loss for financial
assets classified as stages 1, 2 and 3 for each financial
reporting period;
• Reviews and approves stage allocation rules and thresholds;
• Approves material adjustments in relation to expected
credit loss for Fair Value through Other Comprehensive
Income (FVOCI) and amortised cost financial assets;
• Reviews, challenges and approves base macroeconomic
forecasts and the multiple macroeconomic scenarios
approach that are utilised in the forward-looking expected
credit loss calculations
The IFRS 9 Impairment Committee is supported by an
Expert Panel which also reviews and challenges the base
case projections and multiple macroeconomic scenarios.
The Expert Panel consists of members of Enterprise Risk
Management (which includes the Scenario Design team),
Finance, Group Economic Research and country
representatives of major jurisdictions.
PMAs may be applied to account for identified weaknesses in
model estimates. The processes for identifying the need for,
calculating the level of, and approving PMAs are prescribed
in the Credit Risk IFRS 9 ECL Model Family Standards which
are approved by the Global Head, Model Risk Management.
PMA calculation methodologies are reviewed by GMV and
submitted to CMAC as the model approver or the IIC. All PMAs
have a remediation plan to fix the identified model weakness,
and these plans are reported to and tracked at CMAC.
In addition, judgemental management adjustments account
for events are not captured in the Base Case Forecast or
the resulting ECL calculated by the models (for example,
caused by sudden events or as a result of significant levels of
uncertainty). All judgemental management adjustments must
be approved by the IIC having considered the nature of the
event, why the risk is not captured in the model, and the basis
on which the quantum of the overlay has been calculated.
Judgemental management adjustments are subject to
quarterly review and re-approval by the IIC and will be
released when the risks are no longer relevant.
281
Standard Chartered – Annual Report 2022Risk review and Capital review Traded Risk
Traded Risk is the potential for loss resulting from activities
undertaken by the Group in financial markets. Under the
Enterprise Risk Management Framework, the Traded Risk
Framework brings together Market Risk, Counterparty Credit
Risk and Algorithmic Trading. Traded Risk Management is
the core risk management function supporting market-
facing businesses, predominantly Financial Markets and
Treasury Markets.
Market Risk (audited)
Market Risk is the potential for fair value loss due to adverse
moves in financial markets. The Group’s exposure to Market
Risk arises predominantly from the following sources:
• Trading book:
– The Group provides clients access to financial markets,
facilitation of which entails the Group taking moderate
Market Risk positions. All trading teams support client
activity. There are no proprietary trading teams. Hence,
income earned from Market Risk-related activities is
primarily driven by the volume of client activity rather
than risk-taking
• Non-trading book:
– The Treasury Markets desk is required to hold a liquid
assets buffer, much of which is held in high-quality
marketable debt securities
– The Group has capital invested and related income
streams denominated in currencies other than US dollars.
To the extent that these are not hedged, the Group is
subject to Structural Foreign Exchange Risk which is
reflected in reserves
A summary of our current policies and practices regarding
Market Risk management is provided in the Principal Risks
section (page 304).
Daily value at risk (VaR at 97.5%, one day) (audited)
The primary categories of Market Risk for the Group are:
• Interest Rate Risk: arising from changes in yield curves and
implied volatilities on interest rate options
• Foreign Exchange Rate Risk: arising from changes in
currency exchange rates and implied volatilities on foreign
exchange options
• Commodity Risk: arising from changes in commodity prices
and implied volatilities on commodity options; covering
energy, precious metals, base metals and agriculture as well
as commodity baskets
• Credit Spread Risk: arising from changes in the price of debt
instruments and credit-linked derivatives, driven by factors
other than the level of risk-free interest rates
• Equity Risk: arising from changes in the prices of equities,
equity indices, equity baskets and implied volatilities on
related options
Market Risk movements (audited)
Value at Risk (VaR) allows the Group to manage Market Risk
across the trading book and most of the fair valued non-
trading books.
The average level of total trading and non-trading VaR in
2022 was $52.5 million, 4.2 per cent lower than 2021 ($54.8
million). The actual level of total trading and non-trading VaR
as at the end of 2022 was $55.8 million, 28.6 per cent higher
than 2021 ($43.4 million), due to an increase in market volatility
in H2 2022, driven by a number of Central Banks increasing
interest rates to curb inflation.
For the trading book, the average level of VaR in 2022 was
$18.0 million, 4.6 per cent higher than 2021 ($17.2 million).
Trading activities have remained relatively unchanged,
and client driven.
2022
2021
Average
$million
High
$ million
Low
$million
Year End
$million
Average
$million
High
$million
Low
$million
Year End
$million
27.8
34.2
6.5
7.0
0.1
52.5
21.0
20.3
4.8
3.5
–
40.3
42.1
47.1
10.3
11.9
0.2
64.1
2022
24.7
32.9
6.8
8.3
0.1
55.8
31.3
34.0
7.3
4.5
1.3
68.3
97.6
19.0
10.4
1.7
54.8
140.7
2021
16.4
14.8
4.2
2.3
1.0
30.7
26.0
21.5
7.0
3.6
1.4
43.4
Average
$million
High
$million
Low
$million
Year End
$million
Average
$million
High
$million
Low
$million
Year End
$million
8.1
9.5
6.5
7.0
–
18.0
11.7
14.9
10.3
11.9
–
24.4
5.3
5.0
4.8
3.5
–
12.6
9.0
8.7
6.8
8.3
–
21.8
7.6
8.6
7.3
4.5
–
17.2
10.2
19.2
19.0
10.4
–
28.4
5.2
4.2
4.2
2.3
–
12.3
7.2
6.2
7.0
3.6
–
15.3
Trading1 and non-trading2
Interest Rate Risk
Credit Spread Risk
Foreign Exchange Risk
Commodity Risk
Equity Risk
Total
Trading1
Interest Rate Risk
Credit Spread Risk
Foreign Exchange Risk
Commodity Risk
Equity Risk
Total
282
Standard Chartered – Annual Report 2022Risk reviewRisk profile Non-trading2
Interest Rate Risk
Credit Spread Risk
Equity Risk3
Total
2022
2021
Average
$million
High
$million
Low
$million
Year End
$million
Average
$million
High
$million
Low
$million
Year End
$million
26.3
28.8
0.1
44.6
44.5
37.8
0.2
52.5
18.1
18.7
–
35.1
23.5
29.2
0.1
41.3
32.4
29.2
1.3
47.1
68.2
80.0
1.7
106.3
18.2
14.4
1.0
25.3
24.3
20.2
1.4
38.3
The following table sets out how trading and non-trading VaR is distributed across the Group’s businesses:
Trading1 and non-trading2
Trading1
Macro Trading4
Global Credit
Equities
XVA
Total
Non-trading2
Treasury Markets
Treasury Capital Management
Global Credit
Listed Private Equity
Total
2022
2021
Average
$million
High
$million
Low
$million
Year End
$million
52.5
64.1
40.3
55.8
Average
$million
54.8
High
$million
140.7
Low
$million
Year End
$million
30.7
43.4
12.8
10.1
–
3.9
18.0
38.7
9.1
3.4
0.1
44.6
17.4
15.7
–
5.0
24.4
47.5
15.3
5.0
0.2
52.5
10.2
4.2
–
2.4
12.6
29.7
6.4
2.3
–
35.1
16.9
8.4
–
4.6
21.8
40.3
9.1
3.5
0.1
41.3
12.7
6.9
–
5.2
17.2
40.5
9.2
5.2
1.3
47.1
21.2
18.7
–
11.9
28.4
83.1
22.7
11.7
1.7
106.3
9.0
3.6
–
2.5
12.3
22.7
4.9
2.3
1.0
25.3
12.2
4.8
–
2.5
15.3
36.4
6.5
2.5
1.4
38.3
1 The trading book for Market Risk is defined in accordance with the UK onshored Capital Requirements Regulation Part 3 Title I Chapter 3, which restricts the
positions permitted in the trading book
2 The non-trading book VaR does not include syndicated loans
3 Non-trading Equity Risk VaR includes only listed equities
4 Macro Trading comprises the Rates, FX and Commodities businesses
Risks not in VaR
In 2022, the main market risks not reflected in VaR were:
• Basis risks for which the historical market price data is limited and is therefore proxied, giving rise to potential proxy basis risk
that is not captured in VaR
• Potential depeg risk from currencies currently pegged or managed, as the historical one-year VaR observation period does
not reflect the possibility of a change in the currency regime such as sudden depegging
• Deal contingent risk where a client is granted the right to cancel a hedging trade contingent on conditions not being met
within a time window
• Volatility skew risk due to movements in options volatilities at different strikes while VaR reflects only movements in at-the-
money volatilities
Additional capital is set aside to cover such ‘risks not in VaR’.
Backtesting
In 2022, there were eight regulatory backtesting negative exceptions at Group level (in 2021, there were three regulatory
backtesting negative exceptions at Group level). Group exceptions occurred on:
• 9 March: When risk assets rallied on hope of a truce agreement between Russia and Ukraine
• 29 March: When oil and base metal prices fell on the prospect of further ceasefire talks between Russia and Ukraine, and
following a resurgence of COVID-19 cases in China
• 25 April: When risk assets fell following an announcement by Chinese authorities of expanded COVID-19 testing requirements
amidst rising cases
• 29 September: When the Bank of England intervened in the gilts market to protect UK pension funds with Liability Driven
Investment (LDI) exposures
• 4 October: When the Reserve Bank of Australia raised Australian interest rates by less than expected. US Treasury yields fell
and the USD currency depreciated
• 25 October: When the new UK Prime Minister was appointed and Sterling appreciated sharply
• 26 October: When new economic data indicated that the Federal Reserve would slow anticipated US interest rate rises.
USD yields fell and the USD currency depreciated
283
Standard Chartered – Annual Report 2022Risk review and Capital review • 27 October: When the Central Bank of Egypt announced that the Egyptian Pound (EGP) would move to a durably flexible
exchange rate regime and raised EGP interest rates by 200 basis points
The VaR model is currently being enhanced to increase its responsiveness to abrupt upturns in market volatility
In total, there have been eight Group exceptions in the previous 250 business days which is within the ‘amber zone’ applied
internationally to internal models by bank supervisors (Basel Committee on Banking Supervision, Supervisory framework for
the use of backtesting in conjunction with the internal models approach to market risk capital requirements, January 1996).
The graph below illustrates the performance of the VaR model used in capital calculations. It compares the 99 percentile loss
confidence level given by the VaR model with the hypothetical profit and loss of each day given the actual market movement
without taking into account any intra-day trading activity.
2022 Backtesting chart
Internal model approach regulatory trading book at Group level
Hypothetical profit and loss (P&L) versus VaR (99 per cent, one day)
Hypothetical P&L
Positive VaR at 99%
Negative VaR at 99%
Positive exceptions
Negative exceptions
40
30
20
10
0
-10
-20
-30
Jan 2022
Feb 2022
Mar 2022
Apr 2022 May 2022
Jun 2022
Jul 2022
Aug 2022
Sep 2022
Oct 2022
Nov 2022
Dec 2022
Trading loss days
Number of loss days reported for Financial Markets trading book total product income¹
1 Reflects total product income for Financial Markets:
•
Including credit valuation adjustment (CVA) and funding valuation adjustment (FVA)
2022
15
2021
15
• Excluding Treasury Markets business (non-trading) and periodic valuation changes for Capital Markets, expected loss provisions and overnight indexed swap
(OIS) discounting and accounting adjustments such as debit valuation adjustments
Average daily income earned from Market Risk-related activities¹ (audited)
The average level of total trading daily income in 2022 was $14 million, 43 per cent higher than in 2021 ($9.8 million). The increase
is largely attributable to higher client income in Macro Trading driven by increased flows and trading income driven by higher
market volatility and a rally in commodity prices.
Trading
Interest Rate Risk
Credit Spread Risk
Foreign Exchange Risk
Commodity Risk
Equity Risk
Total
Non-trading
Interest Rate Risk
Credit Spread Risk
Equity Risk
Total
2022
$million
2021
$million
5.0
1.4
6.3
1.3
–
14.0
3.3
0.9
4.7
0.9
–
9.8
$million
$million
–
0.6
–
0.6
0.4
0.2
–
0.6
1 Reflects total product income which is the sum of client income and own account income. Includes elements of trading income, interest income and other income
which are generated from Market Risk-related activities. Rates, XVA and Treasury income are included under Interest Rate Risk whilst Credit Trading income is
included under Credit Spread Risk
284
Standard Chartered – Annual Report 2022Risk reviewRisk profile Structural foreign exchange exposures
The table below sets out the principal structural foreign exchange exposures (net of investment hedges) of the Group.
Indian rupee
Renminbi
Hong Kong dollar
Korean won
Singapore dollar
Malaysian ringgit
Taiwanese dollar
Thai baht
UAE dirham
Pakistani rupee
Indonesian rupiah
Other
2022
$million
2021
$million
4,396
3,497
3,333
2,409
1,888
1,571
1,055
782
670
352
261
4,958
25,172
4,323
4,186
4,757
1,756
2,228
1,532
1,188
775
643
429
289
4,976
27,082
As at 31 December 2022, the Group had taken net investment
hedges using derivative financial investments to partly cover
its exposure to the Hong Kong dollar of $6,236 million (2021:
$4,975 million), Korean won of $3,330 million (2021: $2,856
million), Singapore dollar of $1,608 million (2021: $729 million),
Renminbi of $1,608 million (2021: $1,642 million), UAE dirham
of $1,334 million (2021: $1,198 million), Taiwanese dollar of
$1,075 million (2021: $1,149 million) and Indian rupee of
$620 million (2021: $656 million). An analysis has been
performed on these exposures to assess the impact of a
1 per cent fall in the US dollar exchange rates, adjusted to
incorporate the impacts of correlations of these currencies to
the US dollar. The impact on the positions above would be an
increase of $421 million (2021: $399 million). Changes in the
valuation of these positions are taken to reserves. For analysis
of the Group’s capital position and requirements, refer to the
Capital Review (page 320).
Counterparty Credit Risk
Counterparty Credit Risk is the potential for loss in the event
of the default of a derivative counterparty, after taking into
account the value of eligible collaterals and risk mitigation
techniques. The Group’s counterparty credit exposures are
included in the Credit Risk section.
Derivative financial instruments Credit Risk mitigation
The Group enters into master netting agreements, which in
the event of default result in a single amount owed by or to
the counterparty through netting the sum of the positive
and negative mark-to-market values of applicable
derivative transactions.
In addition, the Group enters into credit support annexes
(CSAs) with counterparties where collateral is deemed a
necessary or desirable mitigant to the exposure. Cash
collateral includes collateral called under a variation margin
process from counterparties if total uncollateralised mark-to-
market exposure exceeds the threshold and minimum transfer
amount specified in the CSA. With certain counterparties, the
CSA is reciprocal and requires us to post collateral if the overall
mark-to-market values of positions are in the counterparty’s
favour and exceed an agreed threshold.
Liquidity and Funding Risk
Liquidity and Funding Risk is the risk that the Group may not
have sufficient stable or diverse sources of funding to meet its
obligations as they fall due.
The Group’s Liquidity and Funding Risk framework requires
each country to ensure that it operates within predefined
liquidity limits and remains in compliance with Group
liquidity policies and practices, as well as local regulatory
requirements.
The Group achieves this through a combination of setting
Risk Appetite and associated limits, policy formation, risk
measurement and monitoring, prudential and internal stress
testing, governance and review.
Despite the challenging macroeconomic environment, the
Group has maintained resilience and retained a robust
liquidity position. The Group continues to focus on improving
the quality and diversification of its funding mix, and remains
committed to supporting its clients.
Primary sources of funding (audited)
The Group’s funding strategy is largely driven by its policy to
maintain adequate liquidity at all times, in all geographic
locations and for all currencies. This is done to ensure the
Group can meet all of its obligations as they fall due. The
Group’s funding profile is therefore well diversified across
different sources, maturities and currencies.
The Group’s assets are funded predominantly by customer
deposits, supplemented with wholesale funding, which is
diversified by type and maturity.
The Group maintains access to wholesale funding markets
in all major financial centres in which it operates. This seeks
to ensure that the Group has market intelligence, maintains
stable funding lines and can obtain optimal pricing when
performing Interest Rate Risk management activities.
In 2022, the Group issued approximately $5.2 billion of senior
debt securities, $0.75 billion of subordinated debt securities
and $1.25 billion of Additional Tier 1 securities from its holding
company (HoldCo) Standard Chartered PLC (2021: $6.8 billion
of senior debt securities, $1.2 billion of subordinated debt
securities and $2.75 billion of Additional Tier 1 securities). In the
next 12 months, approximately $5.4 billion of the Group’s senior
debt, subordinated debt and Additional Tier 1 securities in
total are either falling due for repayment contractually or
callable by the Group.
285
Standard Chartered – Annual Report 2022Risk review and Capital review Group’s composition of liabilities 31 December 2022
a n ks
D eriv a tiv e fi n a n cial
e n ts
m
in stru
D e p o sits b y b
D e b t s e c uritie s in iss u e
er a c c o u n ts
m
C u st o
O th er lia
bilitie s
bilitie s
e d fu n d s
S u b ordin a te d lia
a n d o th er b orro
E q uity
w
4.5
8.5
8.5
63.4
7.3 1.7
6.1
100%
Geographic distribution of customer accounts 31 December 2022
A sia
65.7
6.1
A fric a &
dle E a st
M id
eric a s
m
E uro p e & A
28.2
100%
Liquidity and Funding Risk metrics
The Group continually monitors key liquidity metrics, both on
a country basis and consolidated across the Group.
The following liquidity and funding Board Risk Appetite
metrics define the maximum amount and type of risk that the
Group is willing to assume in pursuit of its strategy: liquidity
coverage ratio (LCR), liquidity stress survival horizons, external
wholesale borrowing, advances-to-deposits ratio (ADR) and
net stable funding ratio (NSFR).
Liquidity coverage ratio (LCR)
The LCR is a regulatory requirement set to ensure the Group
has sufficient unencumbered high-quality liquid assets to
meet its liquidity needs in a 30-calendar-day liquidity
stress scenario.
Liquidity buffer
Total net cash outflows
Liquidity coverage ratio
The Group monitors and reports its liquidity positions under
the Liquidity Coverage Ratio (CRR) part of the PRA rulebook
and has maintained its LCR above the prudential requirement.
The Group maintained strong liquidity ratios despite a
challenging macroeconomic and geopolitical environment.
At the reporting date, the Group LCR was 147 per cent
(2021: 143 per cent), with a surplus to both Board-approved
Risk Appetite and regulatory requirements.
Adequate liquidity was held across our footprint to meet all
local prudential LCR requirements where applicable.
2022
$million
177,037
120,720
147%
2021
$million
172,178
120,788
143%
Stressed coverage
The Group intends to maintain a prudent and sustainable
funding and liquidity position, in all countries and
currencies, such that it can withstand a severe but plausible
liquidity stress.
The Group’s approach to managing liquidity and funding is
reflected in the Board-level Risk Appetite Statement which
includes the following:
“The Group should have sufficient stable and diverse sources
of funding to meet its contractual and contingent obligations
as they fall due.”
The Group’s internal liquidity stress testing framework covers
the following stress scenarios:
• Standard Chartered-specific – which captures the liquidity
impact from an idiosyncratic event affecting Standard
Chartered only with the rest of the market assumed to be
operating normally;
• Market wide – which captures the liquidity impact from a
market-wide crisis affecting all participants in a country,
region or globally; and
• Combined – which assumes both Standard Chartered-
specific and Market-wide events affect the Group
simultaneously and hence is the most severe scenario.
All scenarios include, but are not limited to, modelled outflows
for retail and wholesale funding, off-balance sheet funding
risk, cross-currency funding risk, intraday risk, franchise
risk and risks associated with a deterioration of a firm’s
credit rating.
Stress testing results show that a positive surplus was
maintained under all scenarios at 31 December 2022, i.e.
respective countries are able to survive for a period of time
as defined under each scenario. The results take into account
currency convertibility and portability constraints while
calculating the liquidity surplus at Group level.
Standard Chartered Bank’s credit ratings as at 31 December
2022 were A+ with stable outlook (Fitch), A+ with stable
outlook (S&P) and A1 with stable outlook (Moody’s). As of
31 December 2022, the estimated contractual outflow of
a three-notch long-term ratings downgrade is $1.5 billion.
286
Standard Chartered – Annual Report 2022Risk reviewRisk profile External wholesale borrowing
The Board sets a risk limit to prevent excessive reliance on
wholesale borrowing. Within the definition of wholesale
borrowing, limits are applied to all branches and operating
subsidiaries in the Group and as at the reporting date, the
Group remained within Board Risk Appetite.
Total loans and advances to customers1,2
Total customer accounts3
Advances-to-deposits ratio
Advances-to-deposits ratio
This is defined as the ratio of total loans and advances to
customers relative to total customer deposits. An advances-
to-deposits ratio below 100 per cent demonstrates that
customer deposits exceed customer loans as a result of the
emphasis placed on generating a high level of funding
from customers.
The Group’s advances-to-deposits ratio has decreased by
1.7 per cent to 57.4 per cent, driven by a reduction of 2 per cent
in customer deposits and 5 per cent in customer loans and
advances.
2022
$million
271,897
473,383
57.4%
2021
$million
285,922
483,861
59.1%
1 Excludes reverse repurchase agreement and other similar secured lending of $24,498 million and includes loans and advances to customers held at fair value
through profit and loss of $6,546 million
2 Loans and advances to customers for the purpose of the advances-to-deposits ratio excludes $20,798 million of approved balances held with central banks,
confirmed as repayable at the point of stress (31 December 2021: $15,168 million)
3 Includes customer accounts held at fair value through profit or loss of $11,706 million (31 December 2021: $9,291 million)
Net stable funding ratio (NSFR)
The NSFR is a PRA regulatory requirement that stipulates
institutions to maintain a stable funding profile in relation to
an assumed duration of their assets and off-balance sheet
activities over a one-year horizon. It is the ratio between the
amount of available stable funding (ASF) and the amount
of required stable funding (RSF). ASF factors are applied to
balance sheet liabilities and capital, based on their perceived
stability and the amount of stable funding they provide.
Likewise, RSF factors are applied to assets and off-balance
sheet exposures according to the amount of stable funding
they require. The regulatory requirements for NSFR are to
maintain a ratio of at least 100 per cent. The average ratio
for the past four quarters is 129.6 per cent.
Level 1 securities
Cash and balances at central banks
Central banks, governments/public sector entities
Multilateral development banks and international organisations
Other
Total Level 1 securities
Level 2A securities
Level 2B securities
Total LCR eligible assets
Level 1 securities
Cash and balances at central banks
Central banks, governments/public sector entities
Multilateral development banks and international organisations
Other
Total Level 1 securities
Level 2A securities
Level 2B securities
Total LCR eligible assets
Liquidity pool
The liquidity value of the Group’s LCR eligible liquidity pool
at the reporting date was $177 billion. The figures in the
table below account for haircuts, currency convertibility
and portability constraints, and therefore are not directly
comparable with the consolidated balance sheet. A liquidity
pool is held to offset stress outflows as defined in the Liquidity
Coverage Ratio (CRR) part of the PRA rulebook.
2022
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
34,101
50,881
3,510
37
88,529
4,044
71
92,644
1,066
2,712
837
7
4,622
139
21
4,782
2021
36,522
23,680
10,843
1,430
72,475
6,033
1,103
79,611
Asia
$million
Africa &
Middle East
$million
Europe &
Americas
$million
28,076
40,328
7,812
–
76,216
3,447
114
79,777
890
2,096
356
–
3,342
186
–
3,528
46,973
27,389
7,366
478
82,206
5,047
1,620
88,873
Total
$million
71,689
77,273
15,190
1,474
165,626
10,216
1,195
177,037
Total
$million
75,939
69,813
15,534
478
161,764
8,680
1,734
172,178
287
Standard Chartered – Annual Report 2022Risk review and Capital review Encumbrance
Encumbered assets
Encumbered assets represent on-balance sheet assets
pledged or subject to any form of arrangement to secure,
collateralise or credit enhance a transaction from which it
cannot be freely withdrawn. Cash collateral pledged against
derivatives and Hong Kong Government certificates of
indebtedness, which secure the equivalent amount of
Hong Kong currency notes in circulation, are included
within Other assets.
Unencumbered – readily available for encumbrance
Unencumbered assets that are considered by the Group
to be readily available in the normal course of business to
secure funding, meet collateral needs, or be sold to reduce
potential future funding requirements and are not subject
to any restrictions on their use for these purposes.
Unencumbered – other assets capable of being encumbered
Unencumbered assets that, in their current form, are not
considered by the Group to be readily realisable in the normal
course of business to secure funding, meet collateral needs,
or be sold to reduce potential future funding requirements
and are not subject to any restrictions on their use for these
purposes. Included within this category are loans and
advances which could be suitable for use in secured funding
structures such as securitisations.
Unencumbered – cannot be encumbered
Unencumbered assets that have not been pledged and
cannot be used to secure funding, meet collateral needs,
or be sold to reduce potential future funding requirements,
as assessed by the Group.
Derivatives, reverse repurchase assets and stock lending
These assets are shown separately as these on-balance sheet
amounts cannot be pledged. However, these assets can give
rise to off-balance sheet collateral which can be used to raise
secured funding or meet additional funding requirements.
The following table provides a reconciliation of the Group’s encumbered assets to total assets.
Assets encumbered as a result of
transactions with counterparties
other than central banks
Other assets (comprising assets encumbered at the central bank
and unencumbered assets)
2022
Assets
$million
As a result of
securitisations
$million
Other
$million
Total
$million
Assets
positioned at
the central
bank
(ie pre-
positioned
plus
encumbered)
$million
Assets not positioned at the central bank
Readily
available for
encumbrance
$million
Other assets
that are
capable
of being
encumbered
$million
Derivatives
and reverse
repo/stock
lending
$million
Cannot be
encumbered
$million
Total
$million
Cash and balances
at central banks
Derivative financial
instruments
Loans and
advances to banks1
58,263
63,717
64,449
Loans and
advances to
customers1
Investment
securities2
Other assets¹
357,730
206,240
50,390
Current tax assets
503
Prepayments and
accrued income
Interests in
associates and
joint ventures
Goodwill and
intangible assets
Property, plant
and equipment
Deferred tax assets
Assets classified
as held for sale
Total
3,149
1,631
5,869
5,522
834
1,625
819,922
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
163
163
4,635
4,635
16,989
16,989
19,621
19,621
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
9,166
49,097
–
–
–
63,717
–
–
58,263
63,717
–
27,735
11,048
24,932
571
64,286
–
274,695
65,035
13,365 353,095
222
152,962
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
31,550
11,640
–
1,753
–
–
448
–
–
–
–
–
–
–
–
–
–
–
4,517
189,251
19,129
30,769
503
503
1,396
3,149
1,631
1,631
5,869
5,869
5,074
5,522
834
834
1,625
1,625
41,408
41,408
9,388
229,794
331,134
153,684
54,514 778,514
1
Includes held at fair value through profit or loss and amortised cost balances
2 Includes held at fair value through profit or loss, fair value through other comprehensive income and amortised cost balances
288
Standard Chartered – Annual Report 2022Risk reviewRisk profile Assets encumbered as a result of
transactions with counterparties
other than central banks
Other assets (comprising assets encumbered at the central bank
and unencumbered assets)
2021
Assets
$million
As a result of
securitisations
$million
Other
$million
Total
$million
Assets
positioned
at the
central bank
(ie pre-
positioned
plus
encumbered)
$million
Assets not positioned at the central bank
Readily
available for
encumbrance
$million
Other assets
that are
capable of
being
encumbered
$million
Derivatives
and reverse
repo/stock
lending
$million
Cannot be
encumbered
$million
Total
$million
Cash and balances
at central banks
Derivative financial
instruments
Loans and
advances to banks1
Loans and
advances to
customers1
Investment
securities2
Other assets¹
Current tax assets
Prepayments and
accrued income
Interests in
associates and
joint ventures
Goodwill and
intangible assets
Property, plant
and equipment
Deferred tax assets
Assets classified
as held for sale
Total
72,663
52,445
66,957
369,703
198,723
49,958
766
2,176
2,147
5,471
5,616
859
334
827,818
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
89
89
4,539
4,539
13,940
16,501
13,940
16,501
–
–
–
–
–
–
–
–
–
–
–
–
–
–
8,147
64,516
–
–
–
52,445
–
–
72,663
52,445
–
–
–
–
34,834
9,931
19,806
2,297
66,868
–
282,761
68,612
13,791
365,164
96
142,965
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
35,637
13,140
–
937
–
–
448
–
–
–
–
–
–
–
–
–
–
–
6,085
184,783
20,317
33,457
766
766
1,239
2,176
2,147
2,147
5,471
5,471
5,168
859
5,616
859
334
334
35,069
35,069
8,243
242,315
342,854
140,863
58,474
792,749
1
Includes held at fair value through profit or loss and amortised cost balances
2 Includes held at fair value through profit or loss, fair value through other comprehensive income and amortised cost balances
The Group received $123,759 million (31 December 2021: $117,408 million) as collateral under reverse repurchase agreements
that was eligible for repledging; of this, the Group sold or repledged $44,628 million (31 December 2021: $57,879 million) under
repurchase agreements.
289
Standard Chartered – Annual Report 2022Risk review and Capital review Liquidity analysis of the Group’s balance sheet (audited)
Contractual maturity of assets and liabilities
The following table presents assets and liabilities by 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 cashflows.
Within the tables below, cash and balances with central banks, interbank placements and investment securities that are
fair value through other comprehensive income are used by the Group principally for liquidity management purposes.
As at the reporting date, assets remain predominantly short-dated, with 61 per cent maturing in less than one year. The less
than three-month cumulative net funding gap improved by $22 billion from the previous year.
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
One month
or less
$million
Total
$million
2022
Assets
Cash and balances at
central banks
Derivative financial
instruments
Loans and advances
to banks1,2
Loans and advances
to customers1,2
Investment securities¹
Other assets¹
Total assets
49,097
–
–
–
–
–
–
9,166
58,263
15,558
12,030
8,352
4,446
3,602
6,026
8,410
5,293
63,717
24,135
15,293
11,595
4,971
4,138
2,608
1,022
687
64,449
96,351
14,175
15,210
58,605
26,008
31,276
27,751
23,364
1,341
12,540
13,024
181
13,444
19,150
12,891
22,805
33,413
41,217
96,476
357,730
52,756
206,240
698
89
23
20,705
69,523
214,526
143,212
72,403
35,162
34,773
50,678
84,085
185,083
819,922
Liabilities
Deposits by banks1,3
Customer accounts1,4
Derivative financial
instruments
Senior debt5
Other debt securities in issue1
Other liabilities
Subordinated liabilities and
other borrowed funds
Total liabilities
Net liquidity gap
29,733
402,069
2,042
49,769
15,820
15,810
204
2,758
19,857
2,004
472,445
(257,919)
342
5,504
24,725
105
98,297
44,915
871
349
15,961
15,216
2,245
25,110
8,645
509
8,732
1,616
5,002
963
7,316
521
22
46,879
25,524
248
30,882
4,280
1,432
7,830
6,795
5,855
1,088
902
1,882
25,784
24,894
144
2,451
7,904
19,673
870
1,043
2,045
34,130
49,955
7
36,823
1,823
520,229
5,784
69,862
12,086
40,343
268
10,296
29,471
59,463
7,384
13,715
37,648
769,906
147,435
50,016
4,102
711
2,935
503
25
23,841
10,932
1 Loans and advances, investment securities, other assets, deposits by banks, customer accounts and debt securities in issue include financial instruments held at
fair value through profit or loss, see Note 13 Financial instruments (pages 376 to 378)
2 Loans and advances include reverse repurchase agreements and other similar secured lending of $90 billion
3 Deposits by banks include repurchase agreements and other similar secured borrowing of $7.0 billion
4 Customer accounts include repurchase agreements and other similar secured borrowing of $46.8 billion
5 Senior debt maturity profiles are based upon contractual maturity, which may be later than call options over the debt held by the Group
290
Standard Chartered – Annual Report 2022Risk reviewRisk profile Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
One month
or less
$million
Total
$million
2021
64,516
–
–
–
–
–
–
8,147
72,663
11,695
10,489
7,332
3,583
2,731
4,738
6,493
5,384
52,445
25,486
17,987
11,347
4,415
4,506
1,455
1,466
295
66,957
92,181
11,813
24,283
68,361
13,590
19,776
26,276
12,070
989
13,255
13,266
67
14,992
13,407
491
21,391
26,424
35
36,299
53,189
32
96,948
54,964
21,654
369,703
198,723
67,327
229,974
130,203
58,014
34,586
36,127
54,043
97,479
187,392
827,818
34,858
430,071
11,715
190
2,233
14,545
1,007
494,619
(264,645)
1,134
52,051
11,573
642
12,968
22,582
64
101,014
29,189
1,244
27,436
7,254
1,036
7,786
2,044
24
46,824
11,190
408
11,738
4,061
320
3,118
1,148
240
21,033
13,553
477
12,023
2,788
397
3,281
1,180
894
21,040
15,087
116
4,857
5,042
5,336
782
797
2,430
19,360
34,683
206
2,152
7,117
15,225
1,411
990
2,593
29,694
67,785
4
38,447
2,127
542,455
3,849
11,845
320
14,059
9,394
41,598
145,794
53,399
34,991
31,899
57,345
16,646
775,182
52,636
Assets
Cash and balances at
central banks
Derivative financial
instruments
Loans and advances
to banks1,2
Loans and advances
to customers1,2
Investment securities¹
Other assets¹
Total assets
Liabilities
Deposits by banks1,3
Customer accounts1,4
Derivative financial
instruments
Senior debt5
Other debt securities in issue1
Other liabilities
Subordinated liabilities and
other borrowed funds
Total liabilities
Net liquidity gap
1 Loans and advances, investment securities, other assets, deposits by banks, customer accounts and debt securities in issue include financial instruments held at
fair value through profit or loss, see Note 13 Financial instruments (pages 376 to 378)
2 Loans and advances include reverse repurchase agreements and other similar secured lending of $88.4 billion
3 Deposits by banks include repurchase agreements and other similar secured borrowing of $7.1 billion
4 Customer accounts include repurchase agreements and other similar secured borrowing of $58.6 billion
5 Senior debt maturity profiles are based upon contractual maturity, which may be later than call options over the debt held by the Group
Behavioural maturity of financial assets and liabilities
The cashflows presented in the previous section reflect the cashflows that will be contractually payable over the residual
maturity of the instruments. However, contractual maturities do not necessarily reflect the timing of actual repayments or
cashflow. In practice, certain assets and liabilities behave differently from their contractual terms, especially for short-term
customer accounts, credit card balances and overdrafts, which extend to a longer period than their contractual maturity.
On the other hand, mortgage balances tend to have a shorter repayment period than their contractual maturity date.
Expected customer behaviour is assessed and managed on a country basis using qualitative and quantitative techniques,
including analysis of observed customer behaviour over time.
291
Standard Chartered – Annual Report 2022Risk review and Capital review Maturity of financial liabilities on an undiscounted basis (audited)
The following table analyses the contractual cashflows payable for the Group’s financial liabilities by remaining contractual
maturities on an undiscounted basis. The financial liability balances in the table below will not agree with the balances reported
in the consolidated balance sheet as the table incorporates all contractual cashflows, on an undiscounted basis, relating to
both principal and interest payments. Derivatives not treated as hedging derivatives are included in the ‘On demand’ time
bucket and not by contractual maturity.
Within the ‘More than five years and undated’ maturity band are undated financial liabilities, the majority of which relate to
subordinated debt, on which interest payments are not included as this information would not be meaningful, given the
instruments are undated. Interest payments on these instruments are included within the relevant maturities up to five years.
2022
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
2,048
49,196
2,275
24,713
876
362
15,614
15,283
Between
one year
and two
years
$million
1,455
8,280
One month
or less
$million
29,742
401,893
Between
two years
and five
years
$million
More than
five years
and
undated
$million
Total
$million
36,910
8
2,591
523,507
144
5,937
65,912
3,060
2,097
17,275
519,979
48
5,912
165
25,751
83,120
12
9,631
44
1,517
116
8,574
273
504
213
3,979
28
496
940
1,185
1,436
7,844
22,259
18,465
69,862
79,724
2,029
895
2,610
14,004
901
9,669
21,250
57,008
38,192
25,957
20,361
21,443
33,036
46,173
788,261
Deposits by banks
Customer accounts
Derivative financial
instruments1
Debt securities in issue
Subordinated liabilities and
other borrowed funds
Other liabilities
Total liabilities
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between six
months and
nine months
$million
2021
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
1,140
52,112
9
13,618
134
22,460
89,473
1,246
27,510
22
9,015
48
1,952
409
11,813
12
3,586
261
1,133
481
12,120
106
3,891
928
1,170
39,793
17,214
18,696
117
4,930
76
6,743
2,546
797
15,209
208
2,212
212
17,966
3,030
990
24,618
Total
$million
38,470
3
2,495
543,382
179
17,659
53,399
75,004
16,044
9,955
24,105
56,216
46,335
790,576
Deposits by banks
Customer accounts
Derivative financial
instruments1
Debt securities in issue
Subordinated liabilities and
other borrowed funds
Other liabilities
Total liabilities
One month
or less
$million
34,866
430,190
52,783
2,526
1,114
17,759
539,238
1 Derivatives are on a discounted basis
292
Standard Chartered – Annual Report 2022Risk reviewRisk profile Interest Rate Risk in the Banking Book
The following table provides the estimated impact to a
hypothetical base case projection of the Group’s earnings
under the following scenarios:
• A 50 basis point parallel interest rate shock (up and down)
to the current market-implied path of rates, across all yield
curves
• A 100 basis point parallel interest rate shock (up) to the
current market-implied path of rates, across all yield curves
These interest rate shock scenarios assume all other economic
variables remain constant. The sensitivities shown represent
the estimated change to a hypothetical base case projected
net interest income (NII), plus the change in interest rate
implied income and expense from FX swaps used to manage
banking book currency positions, under the different interest
rate shock scenarios.
The base case projected NII is based on the current market-
implied path of rates and forward rate expectations. The NII
sensitivities below stress this base case by a further 50 or
100bps. Actual observed interest rate changes will lag
behind market expectation. Accordingly, the shocked NII
sensitivity does not represent a forecast of the Group’s net
interest income.
The interest rate sensitivities are indicative stress tests and
based on simplified scenarios, estimating the aggregate
impact of an unanticipated, instantaneous parallel shock
across all yield curves over a one-year horizon, including the
time taken to implement changes to pricing before becoming
effective. The assessment assumes that the size and mix of
the balance sheet remain constant and that there are no
specific management actions in response to the change in
rates. No assumptions are made in relation to the impact on
credit spreads in a changing rate environment.
Significant modelling and behavioural assumptions are
made regarding scenario simplification, market competition,
pass-through rates, asset and liability re-pricing tenors,
and price flooring. The assumption that interest rates of
all currencies and maturities shift by the same amount
concurrently, and that no actions are taken to mitigate the
impacts arising from this are considered unlikely. Reported
sensitivities will vary over time due to a number of factors
including changes in balance sheet composition, customer
behaviour and risk management strategy, the interest
rates assumed in setting the base case and other market
conditions. Therefore, while the NII sensitivities are a relevant
measure of the Group’s interest rate exposure, they should not
be considered an income or profit forecast.
Estimated one-year impact to earnings from
a parallel shift in yield curves at the beginning
of the period of:
+ 50 basis points
- 50 basis points
+ 100 basis points
Estimated one-year impact to earnings from
a parallel shift in yield curves at the beginning
of the period of:
+ 50 basis points
- 50 basis points
+ 100 basis points
2022
USD bloc
$million
HKD bloc
$million
SGD bloc
$million
KRW bloc
$million
CNY bloc
$million
80
(80)
20
(20)
40
(40)
50
(60)
30
(30)
Other
currency
bloc
$million
150
(140)
Total
$million
370
(370)
160
40
90
100
50
300
740
2021
USD bloc
$million
HKD bloc
$million
SGD bloc
$million
KRW bloc
$million
CNY bloc
$million
200
(210)
150
(170)
70
(70)
50
(40)
50
(50)
Other
currency
bloc
$million
140
(130)
Total
$million
660
(670)
380
280
130
80
90
300
1,260
As at 31 December 2022, the Group estimates the one-year
impact of an instantaneous, parallel increase across all yield
curves of 50 basis points to increase projected NII by $370
million. The equivalent impact from a parallel decrease of
50 basis points would result in a reduction in projected NII of
$370 million. The Group estimates the one-year impact of
an instantaneous, parallel increase across all yield curves of
100 basis points to increase projected NII by $740 million.
The benefit from rising interest rates is primarily from
reinvesting at higher yields and from assets re-pricing faster
and to a greater extent than deposits. NII sensitivity in all
scenarios has decreased versus 31 December 2021. The
change in NII sensitivity reflects updates to the Group’s
base case scenario to factor in higher interest rates as at
31 December 2022. In addition, NII sensitivities have reduced
due to the migration of the HKD mortgage book from
HIBOR to Prime rate, the dampening effect of USD hedging
strategies intended to provide short term income certainty
and smooth longer term NII volatility, and due to changes in
modelling assumptions to reflect expected re-pricing activity
on Retail and Transaction Banking current accounts and
savings accounts in the current interest rate environment.
293
Standard Chartered – Annual Report 2022Risk review and Capital review Operational and Technology Risk
Operational and Technology Risk is defined as the “Potential
for loss from inadequate or failed internal processes,
technology events, human error, or from the impact of
external events (including legal risks)”. The Group can be
impacted from a range of operational risks which are
inherent in the Group’s strategy and business model.
Operational and Technology Risk profile
Risk management practices help the business grow safely
and ensures governance and management of Operational
and Technology Risk through the delivery and embedding of
effective frameworks and policies, together with continuous
oversight and assurance.
The Group continues to ensure the operational and
technology risk framework supports the business and
functions in effectively managing risk and controls within
risk appetite to meet their strategic objectives.
Overall, the Group’s Operational Risk profile has remained
stable with the quality of risk understanding and identification
improving. Operational and Technology Risks remain
heightened in areas such as Fraud, Data Management,
and Information and Cyber Security. Other focus risk areas
are Third Party Risk,
Technology Risk, People Risk and Change Management.
The Group continues to enhance its operational resilience
and defences against these risks, as well as continue to
monitor impacts of the ongoing pandemic, through vigorous
enhancement programmes.
Digitalisation and wider technological improvements remain
a key focus for the Group, to keep pace with new business
developments whilst ensuring control frameworks and Risk
Appetite evolve accordingly.
Operational resilience
In line with regulatory expectations, the Standard Chartered
PLC Board has approved the Group’s Important Business
Services, Impact Tolerance Statements and the Operational
Resilience self-assessment. By 31 March 2025, the authorities
expect the Group to complete mapping, continue scenario
testing to identify vulnerabilities, remediate identified
vulnerabilities, and embed sustainable governance,
assurance and testing.
Operational Risk events and losses
Operational losses are one indicator of the effectiveness and
robustness of the non-financial risk control environment.
The Group’s profile of operational loss events in 2022 and 2021
is summarised in the table below. It shows the percentage
distribution of gross operational losses by Basel business line.
Distribution of Operational Losses by Basel business line
Agency Services
Asset Management
Commercial Banking
Corporate Finance
Corporate Items
Payment and Settlements
Retail Banking
Retail Brokerage
Trading and Sales
% Loss
2022
2.6%
0.2%
9.2%
0.0%
3.8%
45.0%
24.1%
0.0%
15.1%
1 Losses in 2021 have been restated to include incremental events recognised in 2022
The Group’s profile of operational loss events in 2022 and 2021 is also summarised by Basel event type in the table below.
It shows the percentage distribution of gross operational losses by Basel event type.
Distribution of Operational Losses by Basel event type
Business disruption and system failures
Clients products and business practices
Damage to physical assets
Employment practices and workplace safety
Execution delivery and process management
External fraud
Internal fraud
% Loss
2022
4.5%
6.9%
0.0%
0.1%
79.4%
8.1%
1.0%
1 Losses in 2021 have been restated to include incremental events recognised in 2022
Other principal risks
Losses arising from operational failures for other principal and integrated risks are reported as operational losses.
Operational losses do not include Operational Risk-related credit impairments.
2021¹
0.6%
0.0%
3.1%
2.9%
41.6%
32.9%
12.6%
0.0%
6.3%
2021¹
0.3%
3.1%
0.0%
0.0%
87.6%
8.8%
0.2%
294
Standard Chartered – Annual Report 2022Risk reviewRisk profile Enterprise Risk Management Framework
Effective risk management is essential in delivering consistent and
sustainable performance for all our stakeholders and is a central part of
the financial and operational management of the Group. The Group
adds value to clients and the communities in which they operate by
taking and managing appropriate levels of risk, which in turn generates
returns for shareholders.
The Enterprise Risk Management Framework (ERMF) enables
the Group to manage enterprise-wide risks, with the objective
of maximising risk-adjusted returns while remaining within our
Risk Appetite. The ERMF has been designed with the explicit
goal of improving the Group’s risk management, and since
its launch in January 2018, it has been embedded across the
Group and rolled out to its branches and subsidiaries 1.
The ERMF is reviewed annually and the latest version is
effective from January 2023.
Risk culture
The Group’s risk culture provides guiding principles for the
behaviours expected from our people when managing risk.
The Board has approved a risk culture statement that
encourages the following behaviours and outcomes:
• An enterprise-level ability to identify and assess current and
future risks, openly discuss these and take prompt actions.
• The highest level of integrity by being transparent and
proactive in disclosing and managing all types of risks.
• A constructive and collaborative approach in providing
oversight and challenge, and taking decisions in a timely
manner.
• Everyone to be accountable for their decisions and
feel safe in using their judgement to make these
considered decisions.
We acknowledge that banking inherently involves risk-taking
and undesired outcomes will occur from time to time; however,
we shall take the opportunity to learn from our experience
and formalise what we can do to improve. We expect
managers to demonstrate a high awareness of risk and
control by self-identifying issues and managing them in a
manner that will deliver lasting change.
Strategic risk management
The Group approaches strategic risk management as follows:
• By conducting an impact analysis on the risk profile from
growth plans, strategic initiatives and
business model vulnerabilities, with
the aim of proactively identifying and
managing new risks or existing risks
that need to be reprioritised as part of
the strategy review process.
petite
p
R
i
s
k
i
d
e
n
t
i
fi
Risk A
Group
strategy
c
a
t
i
o
n
• By confirming that growth plans and
strategic initiatives can be delivered
within the approved Risk Appetite and/or proposing
additional Risk Appetite for Board consideration as part
of the strategy review process.
Stress testing
• By validating the Corporate Plan against the approved or
proposed Risk Appetite Statement to the Board. The Board
approves the strategy review and the five-year Corporate
Plan with a confirmation from the Group Chief Risk Officer
(GCRO) that it is aligned with the ERMF and the Group Risk
Appetite Statement where projections allow.
• Country Risk management approach and Country Risk
reviews are used to ensure the country limits and exposures
are reasonable and in line with Group strategy, country
strategy, and the operating environment, considering the
identified risks.
Roles and responsibilities
Senior Managers Regime2
Roles and responsibilities under the ERMF are aligned to the
objectives of the Senior Managers Regime. The GCRO is
responsible for the overall development and maintenance
of the Group’s ERMF and for identifying material risk types
to which the Group may be potentially exposed. The GCRO
delegates effective implementation of the Risk Type
Frameworks (RTFs) to Risk Framework Owners who provide
second line of defence oversight for the Principal Risk Types
(PRTs). In addition, the GCRO has been formally identified as
the relevant senior manager responsible for the development
of the Group’s Digital Asset Risk Assessment Approach, as
well as the senior manager responsible for Climate Risk
management as it relates to financial and non-financial risks
to the Group arising from climate change. This does not
include elements of corporate social responsibility, the Group’s
contribution to climate change and the Sustainable Finance
strategy supporting a low-carbon transition, which are the
responsibility of other relevant senior managers.
1 The Group’s Risk Management Framework and System of Internal Control applies only to wholly controlled subsidiaries of the Group, and not to Associates,
Joint Ventures or Structured Entities of the Group.
2 Senior managers refer to individuals designated as senior management functions under the FCA and PRA Senior Managers Regime (SMR).
295
Standard Chartered — Annual Report 2022Risk review and Capital review
The Risk function
The Risk function is responsible for the sustainability of our
business through good management of risk across the Group
by providing oversight and challenge, thereby ensuring that
business is conducted in line with regulatory expectations.
The GCRO directly manages the Risk function, which is
separate and independent from the origination, trading
and sales functions of the businesses. The Risk function is
responsible for:
• Maintaining the ERMF, ensuring that it remains relevant
and appropriate to the Group’s business activities, and is
effectively communicated and implemented across the
Group, and administering related governance and
reporting processes.
• Upholding the overall integrity of the Group’s risk and return
decisions to ensure that risks are properly assessed, that
these decisions are made transparently on the basis of
proper assessments and that risks are controlled in
accordance with the Group’s standards and Risk Appetite
• Overseeing and challenging the management of Principal
Risk Types and Integrated Risk Types under the ERMF.
The independence of the Risk function ensures that the
necessary balance in making risk and return decisions is not
compromised by short-term pressures to generate revenues.
In addition, the Risk function is a centre of excellence that
provides specialist capabilities relevant to risk management
processes in the broader organisation.
The Risk function supports the Group’s commitment to be
here for good by building a sustainable framework that
places regulatory and compliance standards and a culture of
appropriate conduct at the forefront of the Group’s agenda,
in a manner proportionate to the nature, scale and complexity
of the Group’s business.
Conduct, Financial Crime and Compliance (CFCC), under the
Management Team leadership of the Group Head, CFCC,
works alongside the Risk function within the framework of
the ERMF to deliver a unified second line of defence.
Three lines of defence model
Roles and responsibilities for risk management are defined
under a three lines of defence model. Each line of defence
has a specific set of responsibilities for risk management and
control, as shown in the table below.
Lines of defence
Definition
Key responsibilities include
1st
The businesses and functions engaged in or
supporting revenue-generating activities that
own and manage the risks
• Propose the risks required to undertake revenue-generating
•
activities
Identify, assess, monitor and escalate risks and issues to the
second line and senior management and promote a healthy
risk culture and good conduct
• Validate and self-assess compliance to RTFs and policies,
confirm the quality of validation, and provide evidence-based
affirmation to the second line
• Manage risks within Risk Appetite, set and execute
remediation plans and ensure laws and regulations are being
complied with
• Ensure systems meet risk data aggregation, risk reporting and
data quality requirements set by the second line.
2nd
The control functions independent of the first
line that provide oversight and challenge of risk
management to provide confidence to the
GCRO, senior management and the Board
•
Identify, monitor and escalate risks and issues to the GCRO,
senior management and the Board and promote a healthy
risk culture and good conduct
• Oversee and challenge first-line risk-taking activities and
review first-line risk proposals
• Propose Risk Appetite to the Board, monitor and report
adherence to Risk Appetite and intervene to curtail business if
it is not in line with an existing or adjusted Risk Appetite, there
is material non-compliance with policy requirements, or when
operational controls do not effectively manage risk
• Set risk data aggregation, risk reporting and data quality
requirements
• Ensure that there are appropriate controls to comply with
applicable laws and regulations, and escalate significant
non-compliance matters to senior management and the
appropriate committees.
•
•
Independently assess whether management has identified
the key risks in the businesses and whether these are
reported and governed in line with the established risk
management processes
Independently assess the adequacy of the design of controls
and their operating effectiveness.
3rd
The Internal Audit function provides
independent assurance on the effectiveness of
controls that support first line’s risk management
of business activities, and the processes
maintained by the second line
296
Standard Chartered — Annual Report 2022Risk reviewRisk management approach Risk Appetite and profile
We recognise the following constraints which determine the
risks that we are willing to take in pursuit of our strategy and
the development of a sustainable business:
• Risk capacity is the maximum level of risk the Group can
assume, before breaching constraints determined by
capital and liquidity requirements and internal operational
environment, or otherwise failing to meet the expectations
of regulators and law enforcement agencies.
• Risk Appetite is defined by the Group and approved by the
Board. It is the maximum amount and type of risk the Group
is willing to assume in pursuit of its strategy. Risk Appetite
cannot exceed risk capacity.
The Board is responsible for approving the Risk Appetite
Statement, which is underpinned by a set of financial and
operational control parameters known as Risk Appetite
metrics and their associated thresholds. These directly
constrain the aggregate risk exposures that can be taken
across the Group.
The Group Risk Appetite is reviewed at least on an annual
basis to ensure that it is fit for purpose and aligned with
strategy, and focus is given to emerging or new risks. The Risk
Appetite Statement is supplemented by an overarching
statement outlining the Group’s Risk Appetite principles.
Risk Appetite principles
The Group Risk Appetite is defined in accordance with risk
management principles that inform our overall approach to
risk management and our risk culture. We follow the highest
ethical standards and ensure a fair outcome for our clients,
as well as facilitating the effective operation of financial
markets, while at the same time meeting the expectations of
regulators and law enforcement agencies. We set our Risk
Appetite to enable us to grow sustainably and to avoid shocks
to earnings or our general financial health, as well as manage
our Reputational Risk in a way that does not materially
undermine the confidence of our investors and all internal
and external stakeholders.
Risk Appetite Statement
The Group will not compromise adherence to its Risk Appetite
in order to pursue revenue growth or higher returns. The Group
Risk Appetite is supplemented by risk control tools such as
granular level limits, policies, standards and other operational
control parameters that are used to keep the Group’s risk
profile within Risk Appetite. The Group’s risk profile is its overall
exposure to risk at a given point in time, covering all applicable
risk types. Status against Risk Appetite is reported to the
Board, Board Risk Committee and the Group Risk Committee,
including the status of breaches and remediation plans where
applicable. To keep the Group’s risk profile within Risk Appetite
(and therefore also risk capacity), we have cascaded critical
Group Risk Appetite metrics across our Principal Risk Types to
our footprint markets with significant business operations.
Risk identification and assessment
Identification and assessment of potentially adverse risk
events is an essential first step in managing the risks of any
business or activity. To ensure consistency in communication,
we use Principal Risk Types to classify our risk exposures.
Nevertheless, we also recognise the need to maintain a
holistic perspective since a single transaction or activity may
give rise to multiple types of risk exposure; risk concentrations
may arise from multiple exposures that are closely correlated;
and a given risk exposure may change its form from one risk
type to another. There are also sources of risk that arise
beyond our own operations, such as the Group’s dependency
on suppliers for the provision of services and technology.
As the Group remains accountable for risks arising from the
actions of such third-parties, failure to adequately monitor
and manage these relationships could materially impact the
Group’s ability to operate and could have an impact on our
ability to continue to provide services that are material to
the Group.
To facilitate risk identification and assessment, the Group
maintains a dynamic risk-scanning process with inputs on the
internal and external risk environment, as well as potential
threats and opportunities from the business and client
perspectives. The Group maintains a taxonomy of the
Principal Risk Types, Integrated Risk Types and risk sub-types
that are inherent to the strategy and business model; as well
as Topical and Emerging Risks (TERs) inventory that includes
near-term as well as longer-term uncertainties. Near-term
risks are those that are on the horizon and can be measured
and mitigated to some extent, while uncertainties are
longer-term matters that should be on the radar but are
not yet fully measurable.
The GCRO and the Group Risk Committee review regular
reports on the risk profile for the Principal Risk Types,
adherence to the approved Risk Appetite and the Group
risk inventory including emerging risks and uncertainties.
They use this information to escalate material developments
in each risk event and make recommendations to the Board
annually on any potential changes to our Corporate Plan.
Stress testing
The objective of stress testing is to support the Group in
assessing that it:
• does not have a portfolio with excessive risk concentration
that could produce unacceptably high losses under severe
but plausible scenarios
• has sufficient financial resources to withstand severe but
plausible scenarios
• has the financial flexibility to respond to extreme but
plausible scenarios; and
• understands the Group’s key business model risks and
considers what kind of event might crystallise those risks –
even if extreme with a low likelihood of occurring – and
identifies as required, actions to mitigate the likelihood
or impact of those events
Enterprise stress tests incorporate Capital and Liquidity
Adequacy Stress Tests, including in the context of capital
adequacy, recovery and resolution, and stress tests that
assess scenarios where our business model becomes
challenged, such as the Bank of England (BoE) Biennial
Exploratory Scenario, or unviable, such as reverse stress tests.
Stress tests are performed at the Group, country, business
and portfolio level under a wide range of risks and at varying
degrees of severity. Unless set by the BoE, scenario design is a
bespoke process that aims to explore risks that can adversely
impact the Group.
297
Standard Chartered — Annual Report 2022Risk review and Capital review The Board delegates approval of stress test submissions to
the BoE to the Board Risk Committee, which reviews the
recommendations from the Group Risk Committee.
Based on the stress test results, the Group Chief Financial
Officer and Group Chief Risk Officer can recommend strategic
actions to the Board to ensure that the Group strategy
remains within the Board-approved Risk Appetite.
Principal Risk Types
Principal Risk Types are those risks that are inherent in our
strategy and business model and have been formally defined
in the Group’s ERMF. These risks are managed through distinct
RTFs which are approved by the Group Chief Risk Officer.
The Principal Risk Types and associated Risk Appetite
Statements are approved by the Board.
The Group currently recognises Climate Risk, Digital Asset Risk
and Third-Party Risk as Integrated Risk Types. Climate Risk is
defined as “the potential for financial loss and non-financial
detriments arising from climate change and society’s
response to it”; Digital Asset Risk is defined as “the potential
for regulatory penalties, financial loss and or reputational
damage to the Group resulting from digital asset exposure or
digital asset related activities arising from the Group’s Clients,
Products and Projects” and Third-Party Risk is defined as “the
potential for loss or adverse impact from failure to manage
multiple risks arising from the use of third parties, and is the
aggregate of these risks.”
In future reviews, we will continue to consider if existing
Principal Risk Types or incremental risks should be treated as
Integrated Risk Types. The table below shows the Group’s
current Principal Risk Types.
Principal Risk Types
Credit Risk
Traded Risk
Treasury Risk
Definition
• Potential for loss due to the failure of a counterparty to meet its agreed obligations to pay
the Group.
• Potential for loss resulting from activities undertaken by the Group in financial markets.
• Potential for insufficient capital, liquidity or funding to support our operations, the risk of
reductions in earnings or value from movements in interest rates impacting banking book
items and the potential for losses from a shortfall in the Group’s pension plans.
Operational and Technology Risk
• Potential for loss resulting from inadequate or failed internal processes, technology events,
Information and Cyber Security Risk
human error, or from the impact of external events (including legal risks).
• Risk to the Group’s assets, operations and individuals due to the potential for unauthorised
access, use, disclosure, disruption, modification, or destruction of information assets and/or
information systems.
Compliance Risk
• Potential for penalties or loss to the Group or for an adverse impact to our clients,
stakeholders or to the integrity of the markets we operate in through a failure on our
part to comply with laws or regulations.
Financial Crime Risk
• Potential for legal or regulatory penalties, material financial loss or reputational damage
Model Risk
resulting from the failure to comply with applicable laws and regulations relating to
international sanctions, anti-money laundering, anti-bribery and corruption, and fraud.
• Potential loss that may occur as a consequence of decisions or the risk of mis-estimation
that could be principally based on the output of models, due to errors in the development,
implementation or use of such models.
Reputational and Sustainability Risk • Potential for damage to the franchise (such as loss of trust, earnings or market capitalisation),
because of stakeholders taking a negative view of the Group through actual or perceived
actions or inactions, including a failure to uphold responsible business conduct or lapses in
our commitment to do no significant environmental and social harm through our client,
third-party relationships, or our own operations.
ERMF effectiveness reviews
The GCRO is responsible for annually affirming the
effectiveness of the ERMF to the Board Risk Committee.
An ERMF effectiveness review was established in 2018 to
facilitate this affirmation, which follows the principle of
evidence-based self-assessments for all the Risk Type
Frameworks and relevant policies. A top-down review and
challenge of the results is conducted by the GCRO with all
Risk Framework Owners and an opinion on the internal
control environment is provided by Group Internal Audit.
The ERMF effectiveness review is conducted annually and
enables measurement of progress against the 2018 baseline.
The key outcomes of the 2022 effectiveness review are:
• The focus in 2022 continued on the effective embedding of
the framework across the organisation.
• While the more mature financial risks continued to be more
effectively managed, the Group continues to make progress
in embedding the non-financial risk management
• Other aspects of the ERMF, including the key risk
committees and key supporting standards, are established.
• Self-assessments performed in our footprint markets reflect
the embeddedness of ERMF adoption with an emphasis
on first-line ownership of risks. Country and regional risk
committees continue to play an active role in managing
and overseeing material issues arising in countries.
Ongoing ERMF effectiveness reviews allow for a structured
approach to identify improvement opportunities and build
plans to address them. Over the course of 2023, the Group
aims to further strengthen its risk management practices by
further improving on the management of non-financial risks
and integrated risks within its businesses, functions and across
the footprint.
Executive and Board risk oversight
Overview
The Board has ultimate responsibility for risk management
and is supported by five core Board-level committees. The
Board approves the ERMF based on the recommendation
from the Board Risk Committee, which also recommends the
Group Risk Appetite Statement for all Principal Risk Types. In
addition, the Culture and Sustainability Committee oversees
the Group’s culture and key sustainability priorities.
298
Standard Chartered — Annual Report 2022Risk reviewRisk management approach Board and Executive level risk committee governance structure
The Committee governance structure below presents the view as of 2022.
Board of Directors
Board level committees
Board Risk
Committee
Culture and
Sustainability
Committee
Remuneration
Committee
Governance
and
Nomination
Committee
Audit
Committee
Executive level committees
Group Risk Committee
Group Asset and Liability Committee
Group Non-Financial Risk Committee
Group Financial Crime Risk Committee
Group Responsibility and Reputational Risk Committee
IFRS 9 Impairment Committee
Model Risk Committee
Corporate, Commercial and Institutional Banking Risk Committee
Consumer, Private and Business Banking Risk Committee
Asia Risk Committee
Africa and Middle East Risk Committee
Investment Committee
Investment Committee for Transportation Assets
Standard Chartered Ventures Committee
Regulatory Interpretation Committee
Climate Risk Management Committee
Digital Assets Risk Committee
The committee governance structure ensures that
risk-taking authority and risk management policies are
cascaded down from the Board to the appropriate
functional, client segment and country-level senior
management and committees. Information regarding
material risk issues and compliance with policies and
standards is communicated to the appropriate country,
client segment, functional and Group-level senior
management and committees.
Asia Risk Committee derives authority from both the Group Risk Committee (for oversight of the Asia region) and the Executive Committee of Standard
Chartered Bank (Hong Kong) Limited (“SCBHK”) for oversight of SCBHK Group.
299
Standard Chartered — Annual Report 2022Risk review and Capital review Group Risk Committee
The Group Risk Committee, which derives its authority
from the GCRO, is responsible for ensuring the effective
management of risk throughout the Group in support of the
Group’s strategy. The GCRO chairs the Group Risk Committee,
whose members are drawn from the Group’s Management
Team. The Committee oversees the effective implementation
of the ERMF for the Group, including the delegation of any
part of its authorities to appropriate individuals or properly
constituted sub-committees.
Group Risk Committee sub-committees
The Group Non-Financial Risk Committee, chaired by the
Global Head, Risk Functions and Operational Risk, governs
the non-financial risks across clients, businesses, products
and functions. The Committee also reviews the adequacy
of the internal control system across all Principal Risk Types.
The Group Financial Crime Risk Committee, chaired by the
Group Head, Conduct, Financial Crime and Compliance,
governs the Financial Crime Risk Type (excluding Fraud Risk
and Secondary Reputational Risk that is consequential in
nature arising from risks pertaining to Financial Crime Risk)
across the Group. The Committee ensures that the Financial
Crime Risk profile is managed within approved Risk Appetite
and policies.
The Group Responsibility and Reputational Risk Committee,
chaired by the Group Head, Conduct, Financial Crime
and Compliance, ensures the effective management of
Reputational and Sustainability Risk across the Group.
This includes providing oversight of matters arising from
clients, products, transactions and strategic coverage-
related decisions and matters escalated by the respective
Risk Framework Owners.
The IFRS 9 Impairment Committee, co-chaired by the
Global Head Enterprise Risk Management and Group Head,
Central Finance, ensures the effective management of the
expected credit loss computations as well as stage allocation
of financial assets for quarterly financial reporting within the
authorities set by the Group Risk Committee.
The Model Risk Committee, chaired by the Global Head,
Enterprise Risk Management, ensures the effective
measurement and management of Model Risk in line with
internal policies and Model Risk Appetite.
The Corporate, Commercial and Institutional Banking (CCIB)
Risk Committee, chaired by the Chief Risk Officer, CCIB and
Europe & Americas, ensures the effective management of risk
throughout CCIB and Europe & Americas, in support of the
Group’s strategy.
The Consumer, Private and Business Banking (CPBB) Risk
Committee, chaired by the Chief Risk Officer, CPBB, ensures
the effective management of risk throughout CPBB in support
of the Group’s strategy.
The Asia Risk Committee and the Africa and Middle East
Risk Committee are chaired by the Chief Risk Officer for the
respective region. These ensure the effective management
of risk in the regions in support of the Group’s strategy.
The Investment Committee, chaired by a representative of
the Risk function, ensures the optimised wind-down of the
Group’s existing direct investment activities in equities,
quasi-equities (excluding mezzanine), funds and other
alternative investments (excluding debt/debt-like
instruments) as well as equity or quasi-equity stake obtained
as a result of restructuring of distressed debt, non-core
equities and limited partner investments in funds linked to
CCIB and managed by Credit and Portfolio Management.
The Investment Committee for Transportation Assets, chaired
by the Chief Risk Officer, CCIB and Europe & Americas or
Global Head, Credit and Portfolio Management, CCIB ensures
the optimisation of the Group’s investment in aviation
operating lease assets with the aim of delivering better
returns through the cycle and wind down of shipping
operating lease assets.
The SC Ventures (SCV) Risk Committee, chaired by the Chief
Risk Officer, SCV, receives authority directly from the GCRO
and oversees the effective management of risk throughout
SCV and the individual entities operating under SCV.
The Climate Risk Management Committee, chaired by the
Global Head, Enterprise Risk Management, oversees the
effective implementation of the Group’s Climate Risk
workplan. This includes relevant regulatory requirements and
covers Climate Risk related financial and non-financial risks.
The Regulatory Interpretation Committee, co-chaired by the
Global Head Enterprise Risk Management and Group Head,
Central Finance, provides oversight of material regulatory
interpretations for the Capital Requirements Regulation (as
amended by UK legislation), the PRA rulebook and other
relevant regulations impacting Group regulatory capital
calculations and reporting. The areas and risk types in scope
are credit risk, traded risk, operational risk, large exposures
and leverage ratio.
The Digital Assets Risk Committee, chaired by the Global
Head, Enterprise Risk Management, ensures effective
management of Digital Assets (DA) related risks across the
Group. This includes providing oversight of DA risk related
matters arising from projects, products and clients and third
parties in relation to the DA services that they will be providing
to any of the Businesses.
Group Asset and Liability Committee
The Group Asset and Liability Committee is chaired by
the Group Chief Financial Officer. Its members are drawn
principally from the Management Team. The Committee is
responsible for determining the Group’s approach to balance
sheet strategy and recovery planning. The Committee is
also responsible for ensuring that, in executing the Group’s
strategy, the Group operates within the internally approved
Risk Appetite and external requirements relating to capital,
loss-absorbing capacity, liquidity, leverage, Interest Rate Risk
in the Banking Book, Banking Book Basis Risk and Structural
Foreign Exchange Risk, as well as monitoring the structural
impact of decisions around sustainable finance, net zero and
climate risk. The Committee is also responsible for ensuring
that internal and external recovery planning requirements
are met.
300
Standard Chartered — Annual Report 2022Risk reviewRisk management approach Principal risks
We manage and control our Principal Risk Types
through distinct Risk Type Frameworks, policies
and Board-approved Risk Appetite.
Credit Risk
The Group defines Credit Risk as the potential for loss
due to the failure of a counterparty to meet its agreed
obligations to pay the Group.
Risk Appetite Statement
The Group manages its credit exposures following
the principle of diversification across products,
geographies, client segments and industry sectors.
Roles and responsibilities
The Credit Risk Type Frameworks for the Group are set and
owned by the Chief Risk Officers for the business segments.
The Credit Risk function is the second-line control function
responsible for independent challenge, monitoring and
oversight of the Credit Risk management practices of the
business and functions engaged in or supporting revenue-
generating activities which constitute the first line of defence.
In addition, they ensure that credit risks are properly assessed
and transparent; and that credit decisions are controlled in
accordance with the Group’s Risk Appetite, credit policies
and standards.
Mitigation
Segment-specific policies are in place for the management
of Credit Risk. The Credit Policy for CCIB Client Coverage
sets the principles that must be followed for the end-to-end
credit process, including credit initiation, credit grading,
credit assessment, product structuring, Credit Risk mitigation,
monitoring and control, and documentation.
The CPBB Credit Risk Management Policy sets the principles
for the management of CPBB segments, that must be
followed for end-to-end credit process including credit
initiation, credit assessment and monitoring for lending to
these segments.
The Group also sets out standards for the eligibility,
enforceability and effectiveness of Credit Risk mitigation
arrangements. Potential credit losses from a given account,
client or portfolio are mitigated using a range of tools, such
as collateral, netting agreements, credit insurance, credit
derivatives and guarantees.
Risk mitigants are also carefully assessed for their market
value, legal enforceability, correlation and counterparty risk
of the protection provider.
Collateral must be valued prior to drawdown and regularly
thereafter as required, to reflect current market conditions,
the probability of recovery and the period of time to realise
the collateral in the event of liquidation. The Group also
seeks to diversify its collateral holdings across asset classes
and markets.
Where guarantees, credit insurance, standby letters of credit
or credit derivatives are used as Credit Risk mitigation, the
creditworthiness of the protection provider is assessed and
monitored using the same credit approval process applied to
the obligor.
Governance committee oversight
At Board level, the Board Risk Committee oversees the
effective management of Credit Risk among other risks within
the bank. At the executive level, the Group Risk Committee
(GRC) oversees and appoints sub-committees for the
management of all risk types including Credit Risk – in
particular the Corporate, Commercial and Institutional
Banking Risk Committee, (CCIBRC), Consumer, Private and
Business Banking Risk Committee (CPBBRC), and the regional
risk committees for Asia, and Africa & Middle East. The GRC
also receives reports from other key Group Committees such
as the Standard Chartered Bank Executive Risk Committee
(which cover Credit risk as well).
These committees are responsible for overseeing all Risk
profiles including Credit Risk of the Group within the respective
business areas and regions. Meetings are held regularly, and
the committees monitor all material Credit Risk exposures,
as well as key internal developments and external trends,
and ensure that appropriate action is taken.
Decision-making authorities and delegation
The Credit Risk Type Frameworks are the formal mechanism
by which delegate Credit Risk authorities cascading from
the GCRO, as the Senior Manager of the Credit Risk Type, to
individuals such as the business segments’ Chief Risk Officers.
Named individuals further delegate credit authorities to
individual credit officers based on risk-adjusted scales by
customer type or portfolio.
Credit Risk authorities are reviewed at least annually to ensure
that they remain appropriate. In CCIB Client Coverage, the
individuals delegating the Credit Risk authorities perform
oversight by reviewing a sample of the limit applications
approved by the delegated credit officers on a monthly
basis. In CPBB, where credit decision systems and tools
(e.g. application scorecards) are used for credit decisioning,
such risk models are subject to performance monitoring and
periodic validation. Where manual or discretionary credit
decisions are applied, periodic quality control assessments
and assurance checks are performed by the individuals
delegating the Credit Risk authorities.
301
Standard Chartered – Annual Report 2022Risk review and Capital review Monitoring
We regularly monitor credit exposures, portfolio performance,
external trends and emerging risks that may impact risk
management outcomes. Internal risk management reports
that are presented to risk committees contain information
on key political and economic trends across major
portfolios and countries, portfolio delinquency and loan
impairment performance.
The Industry Portfolio Mandate, developed jointly by the CCIB
Client Coverage business and the Risk function, provides a
forward-looking assessment of risk using a platform from
which business strategy, risk considerations and client
planning are performed with one consensus view of the
external industry outlook, portfolio overviews, Risk Appetite,
underwriting principles and stress test insights.
In CCIB Client Coverage, clients and portfolios are subjected
to additional review when they display signs of actual or
potential weakness; for example, where there is a decline in
the client’s position within the industry, financial deterioration,
a breach of covenants, or non-performance of an obligation
within the stipulated period. Such accounts are subjected to a
dedicated process overseen by the Credit Issues Committees
in the relevant countries where client account strategies and
credit grades are re-evaluated. In addition, remedial actions,
including placing accounts on early alert for increased
scrutiny, exposure reduction, security enhancement or exiting
the account could be undertaken. Certain accounts could also
be transferred into the control management of the Stressed
Assets Group (SAG), which is our specialist recovery unit for
CCIB Client Coverage that operates independently from our
main business.
Any material in-country developments that may impact the
sovereign ratings are monitored closely by the Country Risk
Team. A Country Risk Early Warning system, a triage-based
risk identification system was developed to categorise
countries based on forward looking view of possible
downgrade and expected incremental RWA impact of
potential downgrade.
For CPBB, exposures and collateral monitoring are performed
at the counterparty and/or portfolio level across different
client segments to ensure transactions and portfolio
exposures remain within Risk Appetite. Portfolio delinquency
trends are monitored on an ongoing basis. Accounts that are
past due (or perceived as high risk but not yet past due) are
subject to a collections or recovery process managed by a
specialist function independent from the origination function.
In some countries, aspects of collections and recovery
activities are outsourced. For discretionary lending portfolios,
similar processes as those of Commercial client coverage
are followed.
In addition, an independent Credit Risk Review team (part of
Enterprise Risk Management), performs judgement-based
assessments of the Credit Risk profiles at various portfolio
levels, with focus on selected countries and segments through
deep dives, comparative analysis, and review and challenge
of the basis of credit approvals. The review ensures that
the evolving Credit Risk profiles of CCIB and CPBB are well
managed within our Risk Appetite and policies through
prompt and forward-looking mitigating actions.
Credit rating and measurement
All credit proposals are subject to a robust Credit Risk
assessment. It includes a comprehensive evaluation of the
client’s credit quality, including willingness, ability and
capacity to repay. The primary lending consideration is based
on the client’s credit quality and the repayment capacity from
operating cashflows for counterparties, and personal income
or wealth for individual borrowers. The risk assessment gives
due consideration to the client’s liquidity and leverage
position. Where applicable, the assessment includes a
detailed analysis of the Credit Risk mitigation arrangements
to determine the level of reliance on such arrangements
as the secondary source of repayment in the event of a
significant deterioration in a client’s credit quality leading to
default. For Wealth Lending, Collateral is considered primary
source of repayment hereby loan agreement envisages that
the repayment of loan is based on sale of collateral provided.
Risk measurement plays a central role, along with judgement
and experience, in informing risk-taking and portfolio
management decisions. We adopt the advanced internal
ratings-based approach under the Basel regulatory
framework to calculate Credit Risk capital requirements.
The Group has also established a global programme to
undertake a comprehensive assessment of capital
requirements necessary to be implemented to meet the
latest revised Basel III finalisation (Basel IV) regulations.
A standard alphanumeric Credit Risk grade system is used for
CCIB Client Coverage. The numeric grades run from 1 to 14 and
some of the grades are further sub-classified. Lower numeric
credit grades are indicative of a lower likelihood of default.
Credit grades 1 to 12 are assigned to performing customers,
while credit grades 13 and 14 are assigned to non-performing
or defaulted customers.
CPBB internal ratings-based portfolios use application and
behavioural credit scores that are calibrated to generate a
probability of default. Risk Decision Framework as a credit
rating system supports the delivery of optimum risk-adjusted-
returns with controlled volatility and is used to define the
portfolio/new booking segmentation, shape and decision
criteria for the unsecured consumer business segment.
Advanced internal ratings-based models cover a substantial
majority of our exposures and are used in assessing risks at a
customer and portfolio level, setting strategy and optimising
our risk-return decisions. Material internal ratings-based risk
measurement models are approved by the Model Risk
Committee. Prior to review and approval, all internal ratings-
based models are validated in detail by a model validation
team, which is separate from the teams that develop and
maintain the models. Models undergo annual validation
by an independent model validation team. Reviews are
also triggered if the performance of a model deteriorates
materially against predetermined thresholds during the
ongoing model performance monitoring process which takes
place between the annual validations.
302
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Estimating the amount and timing of future recoveries
involves significant judgement and considers the assessment
of matters such as future economic conditions and the value
of collateral, for which there may not be a readily accessible
market. The total amount of the Group’s impairment provision
is inherently uncertain, being sensitive to changes in economic
and credit conditions across the regions in which the Group
operates. For further details on sensitivity analysis of expected
credit losses under IFRS 9, please refer to the Risk profile
section (pages 269 to 281).
Stress testing
Stress testing is a forward-looking risk management tool
that constitutes a key input into the identification, monitoring
and mitigation of Credit Risk, as well as contributing to Risk
Appetite calibration. Periodic stress tests are performed on
credit portfolios/segments to anticipate vulnerabilities from
stressed conditions and initiate timely right-sizing and
mitigation plans. Additionally, multiple enterprise-wide and
country-level stress tests are mandated by regulators to
assess the ability of the Group and its subsidiaries to continue
to meet their capital requirements during a plausible, adverse
shock to the business. These regulatory stress tests are
conducted in line with the principles stated in the Enterprise
Stress Testing Policy. Stress tests for key portfolios are reviewed
by the Credit Risk Type Framework Owners (or delegates) as
part of portfolio oversight; and matters considered material to
the Group are escalated to the GCRO and respective regional
risk committee.
Credit Concentration Risk
Credit Concentration Risk may arise from a single large
exposure to a counterparty or a group of connected
counterparties, or from multiple exposures across the portfolio
that are closely correlated. Large exposure Concentration
Risk is managed through concentration limits set for a
counterparty or a group of connected counterparties based
on control and economic dependence criteria. Risk Appetite
metrics are set at portfolio level and monitored to control
concentrations, where appropriate, by industry, specific
products, tenor, collateralisation level, top clients and
exposure to holding companies. Single name credit
concentration thresholds are set by client group depending
on credit grade, and by customer segment. For concentrations
that are material at a Group level, breaches and potential
breaches are monitored by the respective governance
committees and reported to the Group Risk Committee
and Board Risk Committees.
Credit impairment
Expected credit losses (ECL) are determined for all financial
assets that are classified as amortised cost or fair value
through other comprehensive income. ECL is computed as
an unbiased, probability-weighted provision determined by
evaluating a range of plausible outcomes, the time value of
money, and forward-looking information such as critical
global or country-specific macroeconomic variables. For more
detailed information on macroeconomic data feeding into
IFRS 9 ECL calculations, please refer to the Risk profile section
(pages 269 to 281).
At the time of origination or purchase of a non-credit-
impaired financial asset (stage 1), ECL represent cash
shortfalls arising from possible default events up to 12 months
into the future from the balance sheet date. ECL continue to
be determined on this basis until there is a significant increase
in the Credit Risk of the asset (stage 2), in which case an ECL is
recognised for default events that may occur over the lifetime
of the asset. If there is observed objective evidence of credit
impairment or default (stage 3), ECL continue to be measured
on a lifetime basis. To provide the Board with oversight and
assurance that the quality of assets originated are aligned to
the Group’s strategy, there is a Risk Appetite metric to monitor
the stage 1 and stage 2 expected credit losses from assets
originated in the past 12 months.
In CCIB Client Coverage, a loan is considered credit-impaired
where analysis and review indicate that full payment of either
interest or principal, including the timeliness of such payment,
is questionable, or as soon as payment of interest or principal
is 90 days overdue. These credit-impaired accounts are
managed by our specialist recovery unit, SAG.
In CPBB, a loan to individuals and small businesses is
considered credit-impaired as soon as payment of interest or
principal is 90 days overdue or meets other objective evidence
of impairment such as bankruptcy, debt restructuring, fraud
or death. Financial assets are written-off when it meets
certain threshold conditions which are set at the point where
empirical evidence suggests that the client is unlikely to meet
their contractual obligations, or a loss of principal is expected.
303
Standard Chartered – Annual Report 2022Risk review and Capital review Traded Risk
The Group defines Traded Risk as the potential for loss
resulting from activities undertaken by the Group in
financial markets.
Risk Appetite Statement
The Group should control its financial markets
activities to ensure that Traded Risk losses do not
cause material damage to the Group’s franchise.
Roles and responsibilities
The TRTF, which sets the roles and responsibilities in respect
of Traded Risk for the Group, is owned by the Global Head,
Traded Risk Management (TRM). The business, acting as first
line of defence, is responsible for the effective management
of risks within the scope of its direct organisational
responsibilities set by the Board.
TRM is the core second-line control function that performs
independent challenge, monitoring and oversight of the
Traded Risk management practices of the first line of defence,
predominantly Financial Markets and Treasury Markets.
The first and second lines of defence are supported by the
organisation structure, job descriptions and authorities
delegated by Traded Risk control owners.
Mitigation
The TRTF requires that Traded Risk limits are defined at a level
appropriate to ensure that the Group remains within Risk
Appetite. All businesses incurring Traded Risk must comply
with the TRTF. The Traded Risk Policy sets the principles that
must be followed for the end-to-end traded risk management
process including limit setting, risk capture and measurement,
limit monitoring and escalation, risk mitigation and stress
testing. Policies and standards ensure that these Traded Risk
limits are implemented. Policies are reviewed and approved
by the Global Head, TRM at least once every two years to
ensure their ongoing effectiveness.
Governance committee oversight
At Board level, the Board Risk Committee oversees the
effective management of Traded Risk. At the executive level,
the Group Risk Committee delegates responsibilities to the
CCIBRC to oversee the Traded Risk profile of the Group. For
subsidiaries, the authority for setting Traded Risk limits is
delegated from the local board to the local risk committee,
Country Chief Risk Officer and Traded Risk managers.
Meetings are held regularly, and the committees monitor
all material Traded Risk exposures, as well as key internal
developments and external trends, and ensure that
appropriate action is taken.
Decision-making authorities and delegation
The TRTF is the formal mechanism which delegates Traded
Risk authorities cascading from the GCRO, as the Senior
Manager of the Traded Risk Type, to the Global Head, TRM
who further delegates authorities to named individuals.
Traded Risk authorities are reviewed at least annually to
ensure that they remain appropriate and to assess the quality
of decisions taken by the authorised person. Key risk-taking
decisions are made only by certain individuals with the skills,
judgement and perspective to ensure that the Group’s control
standards and risk-return objectives are met.
Market Risk
The Group uses a Value at Risk (VaR) model to measure the
risk of losses arising from future potential adverse movements
in market rates, prices and volatilities. VaR is a quantitative
measure of Market Risk that applies recent historical 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 outcomes.
For day-to-day risk management, VaR is calculated as at the
close of business, generally at UK time for expected market
movements over one business day and to a confidence level
of 97.5 per cent. Intra-day risk levels may vary from those
reported at the end of the day.
The Group applies two VaR methodologies:
• Historical simulation: this involves the revaluation of all
existing positions 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 and the majority of specific (credit
spread) risk VaRs.
• Monte Carlo simulation: this methodology is similar to
historical 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 some of the
specific (credit spread) risk VaRs in relation to idiosyncratic
exposures in credit markets.
A one-year historical observation period is applied in
both methods.
As an input to regulatory capital, trading book VaR is
calculated for expected movements over 10 business days
and to a confidence level of 99 per cent. Some types of
Market Risk are not captured in the regulatory VaR measure,
and these Risks not in VaR are subject to capital add-ons.
An analysis of VaR results in 2022 is available in the Risk profile
section (pages 282 to 285).
304
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Counterparty Credit Risk
The Group uses a Potential Future Exposure (PFE) model to
measure the credit exposure arising from the positive mark-to-
market of traded products and future potential movements
in market rates, prices and volatilities. PFE is a quantitative
measure of Counterparty Credit Risk that applies recent
historical market conditions to estimate the potential future
credit exposure that will not be exceeded in a set time period
at a confidence level of 97.5 per cent. PFE is calculated for
expected market movements over different time horizons
based on the tenor of the transactions.
The Group applies two PFE methodologies: simulation
based, which is predominantly used, and an add-on based
PFE methodology.
Underwriting
The underwriting of securities and loans is in scope of the Risk
Appetite set by the Group for Traded Risk. Additional limits
approved by the GCRO are set on the sectoral concentration,
and the maximum holding period. The Underwriting
Committee, under the authority of the GCRO, approves
individual proposals to underwrite new security issues and
loans for our clients.
Monitoring
TRM monitors the overall portfolio risk and ensures that it is
within specified limits and therefore Risk Appetite. Limits are
typically reviewed twice a year. Most of the Traded Risk
exposures are monitored daily against approved limits.
Traded Risk limits apply at all times unless separate intra-day
limits have been set. Limit excess approval decisions are
based on an assessment of the circumstances driving the
excess and of the proposed remediation plan. Limits and
excesses can only be approved by a Traded Risk manager
with the appropriate delegated authority.
Stress testing
The VaR and PFE measurements are complemented by
stress testing of Market Risk and Counterparty Credit Risk to
highlight the potential risk that may arise from severe but
plausible market events.
Stress testing is an integral part of the Traded 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
management action would be limited during a stress event,
reflecting the expected decrease in market liquidity. Stress
test scenarios are applied to interest rates, credit spreads,
exchange rates, commodity prices and equity prices. Stress
scenarios are reviewed and updated where necessary to
reflect changes in risk profile and economic events.
TRM reviews the stress testing results and, where necessary,
enforces reductions in overall Traded Risk exposures. The
Group Risk Committee considers the results of stress tests as
part of its supervision of Risk Appetite. Group and business-
wide stress testing are supplemented by legal entity stress
testing, subject to the relevant local governance.
305
Standard Chartered – Annual Report 2022Risk review and Capital review Treasury Risk
Treasury Risk is defined as the “potential for insufficient
capital, liquidity or funding to support our operations,
the risk of reductions in earnings or value from
movements in interest rates impacting banking book
items and the potential for losses from a shortfall in the
Group’s pension plans”.
Risk Appetite Statement
The Group should maintain sufficient capital,
liquidity and funding to support its operations, and
an interest rate profile ensuring that the reductions
in earnings or value from movements in interest
rates impacting banking book items does not
cause material damage to the Group’s franchise. In
addition, the Group should ensure its Pension plans
are adequately funded.
The Group contracts hedges to manage its structural FX
position in accordance with the Board-approved Risk
Appetite, and as a result the Group has taken net investment
hedges to partially cover its exposure to certain non-US dollar
currencies to mitigate the FX impact of such positions on its
capital ratios.
Liquidity and Funding Risk
At Group, regional and country level we implement various
business-as-usual and stress risk metrics and monitor these
against Limits and Management Action Triggers. In addition
to these, where relevant, Monitoring Metrics are also set
against specific risks. This ensures that the Group maintains
an adequate and well-diversified liquidity buffer, as well as
a stable funding base, and that it meets its liquidity and
funding regulatory requirements. The approach to managing
risks and the Board Risk Appetite are assessed annually
through the Internal Liquidity Adequacy Assessment Process.
A funding plan is also developed for efficient liquidity
projections to ensure that the Group is adequately funded
in the required currencies, to meet its obligations and client
funding needs. The funding plan is part of the overall
Corporate Plan process aligning to the capital requirements.
Interest Rate Risk in the Banking Book
This risk arises from differences in the repricing profile, interest
rate basis, and optionality of banking book assets, liabilities
and off-balance sheet items. IRRBB represents an economic
and commercial risk to the Group and its capital adequacy.
The Group monitors IRRBB against the Board Risk Appetite.
Pension Risk
Pension Risk is the potential for loss due to having to meet an
actuarially assessed shortfall in the Group’s pension plans.
Pension obligation risk to a firm arises from its contractual or
other liabilities to or with respect to an occupational pension
plan or other long term benefit obligation. For a funded plan it
represents the risk that additional contributions will need to
be made because of a future shortfall in the funding of the
plan or, for unfunded obligations, it represents the risk that
the cost of meeting future benefit payments is greater than
currently anticipated. Pension Risk position against defined
Risk Appetite metrics is reported to the Group Risk Committee.
These metrics include the current IAS 19 deficit, and the total
capital requirement (including both Pillar 1 and Pillar 2A
capital) in respect of Pension Risk, both expressed as a
number of basis points of RWA.
Roles and responsibilities
The Global Head, Enterprise Risk Management is responsible
for the Risk Type Framework for Treasury Risk under the
Enterprise Risk Management Framework.
The Group Treasurer is supported by teams in Treasury and
Finance to implement the Treasury Risk Type Framework as
the first line of defence, and is responsible for managing
Treasury Risk.
At Regional and Country level, Chief Executive Officers
supported by Regional and Country level Finance and
Treasury teams are responsible for managing Treasury Risk as
the first line of defence. Regional Treasury Chief Risk Officers
and Country Chief Risk Officers for Treasury Risk (except
Pension Risk) and Head of Pensions (for Pension Risk) are
responsible for overseeing and challenging the first line
of defence.
Mitigation
The Group develops policies to address material Treasury
Risks and aims to maintain its risk profile within Risk Appetite.
In order to do this, metrics are set against Capital Risk,
Liquidity and Funding Risk and Interest Rate Risk in the
Banking Book (IRRBB). Where appropriate, Risk Appetite
metrics are cascaded down to regions and countries in the
form of Limits and Management Action Triggers.
Capital Risk
In order to manage Capital Risk, strategic business and capital
plans (Corporate Plan) are drawn up covering a five-year
horizon which are approved by the Board annually. The plan
ensures that adequate levels of capital, including loss-
absorbing capacity, and an efficient mix of the different
components of capital are maintained to support our strategy
and business plans.
Treasury is responsible for the ongoing assessment of the
demand for capital and the updating of the Group’s
capital plan.
Risk Appetite metrics including capital, leverage, minimum
requirement for own funds and eligible liability (MREL) and
double leverage are assessed within the Corporate Plan
to ensure that the strategy can be achieved within
risk tolerances.
Structural FX Risk
The Group’s structural position results from the Group’s
non-US dollar investment in the share capital and reserves
of subsidiaries and branches. The FX translation gains, or
losses are recorded in the Group’s translation reserves with
a direct impact on the Group’s Common Equity Tier 1 ratio.
306
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Monitoring
On a day-to-day basis, Treasury Risk is managed by Treasury,
Finance and Country Chief Executive Officers. The Group
regularly reports and monitors Treasury Risk inherent in its
business activities and those that arise from internal and
external events.
Internal risk management reports covering the balance sheet
and the capital and liquidity position are presented to the
relevant country Asset and Liability Committee. The reports
contain key information on balance sheet trends, exposures
against Risk Appetite and supporting risk measures which
enable members to make informed decisions around the
overall management of the balance sheet.
In addition, an independent Treasury Chief Risk Officer as part
of Enterprise Risk Management reviews the prudency and
effectiveness of Treasury Risk management.
Pension Risk is actively managed by the Head of Pensions and
monitored by the Head of Country Risk, Scenario Analysis,
Insurable and Pension Risk. The Head of Pensions ensures that
accurate, complete and timely updates on Pension Risk are
shared with the Head of Country Risk, Scenario Analysis and
Pension Risk; Treasury CRO and the Global Head, ERM on a
periodic basis.
Stress testing
Stress testing and scenario analysis are an integral part of
the Treasury Risk Framework and are used to ensure that the
Group’s internal assessment of capital and liquidity considers
the impact of extreme but plausible scenarios on its risk
profile. A number of stress scenarios, some designed internally,
some required by regulators, are run periodically.
They provide an insight into the potential impact of significant
adverse events on the Group’s capital and liquidity position
and how this could be mitigated through appropriate
management actions to ensure that the Group remains
within the approved Risk Appetite and regulatory limits.
Daily liquidity stress scenarios are also run to ensure that the
Group holds sufficient high-quality liquid assets to withstand
extreme liquidity events.
Recovery and Resolution Planning
In line with PRA requirements, the Group maintains a Recovery
Plan which is a live document to be used by management in
the event of stress in order to restore the Group to a stable
and sustainable position. The Recovery Plan includes a set of
recovery indicators, an escalation framework and a set of
management actions capable of being implemented in a
stress. A Recovery Plan is also maintained within each major
entity, and all recovery plans are subject to periodic fire-
drill testing.
As the UK resolution authority, the BoE is required to set a
preferred resolution strategy for the Group. The BoE’s
preferred resolution strategy is whole Group single point
of entry bail-in at the ultimate holding company level
(Standard Chartered PLC) and would be led by the BoE as
the Group’s home resolution authority. In support of this
strategy, the Group has been developing a set of capabilities,
arrangements and resources to achieve the required
outcomes. On 10 June 2022, the Group and other major UK
banks published their resolvability disclosures, alongside the
BoE’s public assessment of the industry’s preparations for
resolution. No major deficiencies were identified by the BoE
on the Group’s resolution capability, but there were some
shortcomings and areas for further enhancement identified.
Addressing these points remains a key priority for the Group.
Significant progress has been made and we are on track to
meet the commitments made to the BoE.
Governance committee oversight
At the Board level, the Board Risk Committee oversees the
effective management of Treasury Risk . At the executive level,
the Group Asset and Liability Committee (GALCO) ensures
the effective management of risk throughout the Group in
support of the Group’s strategy, guides the Group’s strategy
on balance sheet optimisation and ensures that the Group
operates within the internally approved Risk Appetite and
other internal and external requirements relating to Treasury
Risk (except Pension Risk) The Group Risk Committee and
Regional Risk Committees provide oversight for Pension Risk.
Regional and country oversight resides with regional and
country Asset and Liability Committees. Regions and
countries must ensure that they remain in compliance with
Group Treasury policies and practices, as well as local
regulatory requirements.
Decision-making authorities and delegation
The Group Chief Financial Officer has responsibility for capital,
funding and liquidity under the Senior Managers Regime.
The GCRO has delegated the Risk Framework Owner
responsibilities associated with Treasury Risk to the Global
Head, Enterprise Risk Management. The Global Head,
Enterprise Risk Management delegates second-line oversight
and challenge responsibilities to the Treasury Chief Risk
Officer and Country Chief Risk Officers for Capital Risk,
Liquidity and Funding Risk and Interest Rate Risk in the
Banking Book and to Head of Pensions for Pension Risk.
307
Standard Chartered – Annual Report 2022Risk review and Capital review Operational and Technology Risk
The Group defines Operational and Technology Risk
as the potential for loss resulting from inadequate or
failed internal processes, technology events, human
error or from the impact of external events (including
legal risks).
Risk Appetite Statement
The Group aims to control operational and
technology risks to ensure that operational losses
(financial or reputational), including any related to
conduct of business matters, do not cause material
damage to the Group’s franchise.
Roles and responsibilities
The Operational and Technology Risk Type Framework
(O&T RTF) sets the roles and responsibilities in respect of
Operational Risk for the Group, and is owned by the Global
Head of Risk, Functions and Operational Risk (GHRFOR).
This framework collectively defines the Group’s Operational
Risk sub-types which have not been classified as PRTs and
sets standards for the identification, control, monitoring and
treatment of risks. These standards are applicable across all
PRTs and risk sub-types in the O&T RTF. These risk sub-types
relate to execution capability, governance, reporting and
obligations, legal enforceability, and operational resilience
(including client service, change management, people
management, safety and security, and technology risk).
for the governance and oversight of Operational Risk for the
Group, monitors the Group’s Operational and Technology Risk
Appetite and relies on other key Group committees for the
management of Operational Risk, in particular the Group
Non-Financial Risk Committee (GNFRC).
Regional business segments and functional committees also
provide enterprise oversight of their respective processes and
related operational risks. In addition, Country Non-Financial
Risk Committees (CNFRCs) oversee the management of
Operational Risk at the country (or entity) level. In smaller
countries, the responsibilities of the CNFRC may be exercised
directly by the Country Risk Committee (for branches) or
Executive Risk Committee (for subsidiaries).
The O&T RTF reinforces clear accountability for managing risk
throughout the Group and delegates second line of defence
responsibilities to identified subject matter experts. For each
risk sub-type, the expert sets policies and standards for the
organisation to comply with, and provides guidance, oversight
and challenge over the activities of the Group. They ensure
that key risk decisions are only taken by individuals with the
requisite skills, judgement, and perspective to ensure that the
Group’s risk-return objectives are met.
Decision-making authorities and delegation
The O&T RTF is the formal mechanism through which the
delegation of Operational Risk authorities is made. The
GHRFOR places reliance on the respective Senior Managers
who are outside the Risk function for second-line oversight
of the risk sub-types through this framework. The Senior
Managers may further delegate their second-line
responsibilities to designated individuals at a global business,
product and function level, as well as regional or country level.
Mitigation
The O&T RTF sets out the Group’s overall approach to the
management of Operational Risk in line with the Group’s
Operational and Technology Risk Appetite. This is supported
by Risk and Control Self-Assessment (RCSA) which defines
roles and responsibilities for the identification, control and
monitoring of risks (applicable to all PRTs, risk sub-types and
integrated risks).
The RCSA is used to determine the design strength and
reliability of each process, and requires:
• the recording of processes run by client segments, products
and functions into a process universe
• the identification of potential breakdowns to these
processes and the related risks of such breakdowns
• an assessment of the impact of the identified risks based on
a consistent scale
• the design and monitoring of controls to mitigate
prioritised risks
• assessments of residual risk and timely actions for
elevated risks.
Risks that exceed the Group’s Operational and Technology
Risk Appetite require treatment plans to address
underlying causes.
Governance committee oversight
At Board level, the Board Risk Committee oversees the
effective management of Operational Risk. At the
executive level, the Group Risk Committee is responsible
Monitoring
To deliver services to clients and to participate in the financial
services sector, the Group runs processes which are exposed
to operational risks. The Group prioritises and manages risks
which are significant to clients and to the financial services
sectors. Control indicators are regularly monitored to
determine the residual risk the Group is exposed to.
The residual risk assessments and reporting of events form
the Group’s Operational Risk profile. The completeness of the
Operational Risk profile ensures appropriate prioritisation and
timeliness of risk decisions, including risk acceptances with
treatment plans for risks that exceed acceptable thresholds.
The Board is informed on adherence to Operational and
Technology Risk Appetite through metrics reported for
selected risks. These metrics are monitored, and escalation
thresholds are devised based on the materiality and
significance of the risk. These Operational and Technology
Risk Appetite metrics are consolidated on a regular basis and
reported at relevant Group committees. This provides senior
management with the relevant information to inform their
risk decisions.
Stress testing
Stress testing and scenario analysis are used to assess capital
requirements for operational risks. This approach considers
the impact of extreme but plausible scenarios on the Group’s
Operational Risk profile. A number of scenarios have been
identified to test the robustness of the Group’s processes and
assess the potential impact on the Group. These scenarios
include anti-money laundering and sanctions, as well as
information and cyber security.
308
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Information and Cyber Security (ICS) Risk
The Group defines Information and Cyber Security
Risk as the risk to the Group’s assets, operations and
individuals due to the potential for unauthorised
access, use, disclosure, disruption, modification,
or destruction of information assets and/or
information systems.
Risk Appetite Statement
The Group has zero appetite for very high ICS
residual risks and low appetite for High ICS residual
risks which result in loss of services, data or funds.
The Group will implement an effective ICS control
environment and proactively identify and respond
to emerging ICS threats in order to limit ICS
incidents impacting the Group’s franchise.
Roles and responsibilities
The Group’s Information and Cyber Security Risk Type
Framework (ICS RTF) defines the roles and responsibilities
of the first and second lines of defence in managing and
governing ICS Risk across the Group. It emphasises business
ownership and individual accountability.
The Group Chief Transformation, Technology & Operations
Officer (CTTO) has overall first line of defence responsibility
for ICS Risk and is accountable for the Group’s ICS strategy.
The Group Chief Information Security Officer (CISO) leads the
development and execution of the ICS strategy. The first line
also manages all key ICS Risks, breaches and risk treatment
plans with oversight from Group Chief Information Security
Risk Officer (CISRO). ICS Risk profile, Risk Appetite breaches
and remediation status are reported at Board and Executive
committees, alongside Business, Function and Country
governance committees.
The Group CISRO function within Group Risk, led by the Group
CISRO, is the second line of defence and sets the framework,
policy, standards and methodology for assessing, scoring and
prioritising ICS Risks across the Group. This function has overall
responsibility for governance, oversight and independent
challenge of first line’s pursuit of the ICS strategy. Group ICS
Risk Framework Strategy remains the responsibility of the ICS
Risk Framework Owner (RFO), delegated from the Group CRO
to the Group CISRO.
Mitigation
ICS Risk is managed through the structured ICS Risk Type
Framework, comprising a risk assessment methodology and
supporting policy, standards and methodologies. These are
aligned to industry recommended practice. We undertake
an annual ICS Effectiveness Review to evaluate ICS Risk
management practices in alignment with the Enterprise Risk
Management Framework.
In 2022, we uplifted the ICS RTF to include an updated ICS
end-to-end Risk Management and Governance approach
and continued the roll out of the threat-led scenario risk
assessment across the Group. The Group CISRO function
monitors compliance to the ICS RTF by reviewing Group
CISO’s risk assessments and conducting independent
assurance reviews.
Governance committee oversight
The Board Risk Committee oversees the effective
management of ICS Risk. The Group Risk Committee (GRC)
has delegated authority to the Group Non-Financial Risk
Committee (GNFRC) to ensure effective implementation of
the ICS RTF. The GRC and GNFRC are responsible for oversight
of ICS Risk posture and Risk Appetite breaches rated very high
and high. Sub-committees of the GNFRC have oversight of
ICS Risk management arising from the Businesses, Countries
and Functions.
Meanwhile the Cyber Security Advisory Forum (CSAF),
chaired by the Group Chief Executive Officer, enables the
Management Team, Group Chairman and non-executive
directors to engage further on ICS, asking any questions freely
at this non-governance forum.
Decision-making authorities and delegation
The ICS RTF defines how the Group manages ICS Risk. The
Group CISRO delegates authority to designated individuals
through the ICS RTF, including second-line ownership at a
Business, Function, Region and Country level.
The Group CISO is responsible for implementing ICS Risk
Management within the Group, leveraging Group Process
Owners and Business CISOs. These stakeholders cascade
ICS risk management into the Businesses, Functions and
Countries to comply with the ICS RTF, policy and standards.
Monitoring
Group CISO perform a threat-led risk assessment to identify
key threats, in-scope applications and key controls required
to ensure the Group remains within Risk Appetite.
The ICS Risk postures of all businesses, functions and countries
are consolidated to present a holistic Group-level ICS Risk
posture for ongoing monitoring.
During these reviews, the status of each risk is assessed
against the Group’s controls to identify any changes to
impact and likelihood, which affects the overall risk rating.
Group CISO and Group CISRO monitor the ICS Risk profile and
ensure that breaches of Risk Appetite are escalated to the
appropriate governance committee or authority levels for
adequate remediation and tracking. A dedicated Group
CISRO team is supporting this work by executing offensive
security testing exercises, which shows wider picture of risk
security posture what leads to better visibility on potential
risks “in flight”.
Stress testing
Stress testing and scenario analysis are used to assess capital
requirements for ICS Risk. Specific scenarios are developed
annually in collaboration between first- and second-line ICS
teams, incorporating extreme but plausible ICS Risk events.
309
Standard Chartered – Annual Report 2022Risk review and Capital review Compliance Risk
The Group defines Compliance Risk as the potential for
penalties or loss to the Group or for an adverse impact
to our clients, stakeholders or to the integrity of the
markets we operate in through a failure on our part to
comply with laws, or regulations.
Risk Appetite Statement
The Group has no appetite for breaches in laws
and regulations related to regulatory non-
compliance; recognising that whilst incidents are
unwanted, they cannot be entirely avoided.
Roles and responsibilities
The Group Head, Conduct, Financial Crime and Compliance
(Group Head, CFCC) as Risk Framework Owner for Compliance
Risk provides support to senior management on regulatory and
compliance matters by:
• providing interpretation and advice on CFCC regulatory
requirements and their impact on the Group
• setting enterprise-wide standards for management of
compliance risks through the establishment and
maintenance of the Compliance Risk Type Framework
(Compliance RTF)
• setting a programme for monitoring Compliance Risk.
Group Head, CFCC also performs the Financial Conduct
Authority (FCA) controlled function and senior management
function of Compliance Risk Oversight in accordance with the
requirements set out by the FCA. The Compliance RTF sets
out the Group’s overall approach to the management of
Compliance Risk and the associated roles and responsibilities.
All activities that the Group engages in must be designed
to comply with the applicable laws and regulations in the
countries in which we operate. The CFCC function provides
second line oversight and challenge of the first-line risk
management activities that relate to Compliance Risk.
Where Compliance Risk arises, or could arise, from failure to
manage another Principal Risk Type or sub-type, the
Compliance RTF outlines that the responsibility rests with
the respective Risk Framework Owner or control function to
ensure that effective oversight and challenge of the first line
can be provided by the appropriate second-line function.
Each of the assigned second-line functions has responsibilities
including monitoring relevant regulatory developments from
Non-Financial Services regulators at both Group and country
levels, policy development, implementation, and validation
as well as oversight and challenge of first-line processes and
controls. In addition, the role of CFCC has been further clarified
in 2022 in relation to Compliance risk and the boundary of
responsibilities with other Principal Risk Types.
Mitigation
The CFCC function develops and deploys relevant policies and
standards setting out requirements and controls for adherence
by the Group to ensure continued compliance with applicable
laws and regulations. Through a combination of standard
setting, risk assessment, control monitoring and assurance
activities, the Compliance Risk Framework Owner seeks to
ensure that all policies are operating as expected to mitigate
the risk that they cover. The installation of appropriate
processes and controls is the primary tool for the mitigation of
Compliance Risk. In this, the requirements of the Operational
and Technology Risk Type Framework are followed to ensure
a consistent approach to the management of processes and
controls. Deployment of technological solutions to improve
efficiencies and simplify processes has continued in 2022.
These include launch of a new platform to manage conflict
310
review for Outside Business Activity, Personal Account Dealing,
Close Financial Relationship and Deals / Reportable Events,
and alongside digital chatbots, Advisor Connect to connect
with an Advisor for complex queries.
Governance committee oversight
At a management level, Compliance Risk and the risk of
non-compliance with laws and regulations resulting from failed
processes and controls are overseen by the respective Country,
Business, Product and Function Non-Financial Risk Committees
including the Risk and CFCC Non-Financial Risk Committee
for CFCC owned processes. Relevant matters, as required, are
further escalated to the Group Non-Financial Risk Committee
and Group Risk Committee. At Board level, oversight of
Compliance Risk is primarily provided by the Audit Committee,
and also by the Board Risk Committee for relevant issues.
While not a formal committee, the CFCC Oversight Group
provides oversight of CFCC risks including the effective
implementation of the Compliance RTF. The Compliance
Risk Framework Owner established a Regulatory Change
Oversight Forum to have visibility and oversight of material
and/or complex large-scale regulatory change emanating
from Financial services regulators impacting Non-Financial
Risks. A CFCC Policy Council has also been established to
provide oversight, challenge and direction to Compliance and
FCC Policy Owners on material changes and positions taken
in CFCC-owned policies, including issues relating to regulatory
interpretation and Group’s CFCC risk appetite.
Decision-making authorities and delegation
The Compliance Risk Type Framework is the formal mechanism
through which the delegation of Compliance Risk authorities is
made. The Group Head, CFCC has the authority to delegate
second-line responsibilities within the CFCC function to relevant
and suitably qualified individuals.
Monitoring
The monitoring of controls designed to mitigate the risk of
regulatory non-compliance in processes is governed in line
with the Operational and Technology Risk Type Framework.
The Group has a monitoring and reporting process in place
for Compliance Risk, which includes escalation and reporting
to Risk and CFCC Non-Financial Risk Committee, Group
Non-Financial Risk Committee, Group Risk Committee, Board
Risk Committee and Audit Committee, as appropriate.
Stress testing
Stress testing and scenario analysis are used to assess capital
requirements for Compliance Risk and form part of the overall
scenario analysis portfolio managed under the Operational
and Technology Risk Type Framework. Specific scenarios are
developed annually with collaboration between the business,
which owns and manages the risk, and the CFCC function,
which is second line to incorporate significant Compliance Risk
tail events. This approach considers the impact of extreme but
plausible scenarios on the Group’s Compliance Risk profile.
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Financial Crime Risk
The Group defines Financial Crime Risk as the potential
for legal or regulatory penalties, material financial loss
or reputational damage resulting from the failure to
comply with applicable laws and regulations relating
to international sanctions, anti-money laundering,
anti-bribery and corruption, and fraud.
Risk Appetite Statement
The Group has no appetite for breaches in laws
and regulations related to financial crime,
recognising that while incidents are unwanted,
they cannot be entirely avoided.
Roles and responsibilities
The Group Head, CFCC has overall responsibility for Financial
Crime Risk and is responsible for the establishment and
maintenance of effective systems and controls to meet legal
and regulatory obligations in respect of Financial Crime Risk.
The Group Head, CFCC is the Group’s Compliance and
Money-Laundering Reporting Officer and performs the FCA
controlled function and senior management function in
accordance with the requirements set out by the FCA,
including those set out in their handbook on systems and
controls. As the first line, the business unit process owners have
responsibility for the application of policy controls and the
identification and measurement of risks relating to financial
crime. Business units must communicate risks and any policy
non-compliance to the second line for review and approval
following the model for delegation of authority.
Mitigation
There are four Group policies in support of the Financial Crime
Risk Type Framework:
• Group Anti-Bribery and Corruption Policy
• Group Anti-Money Laundering and Counter Terrorist
Financing Policy
• Group Sanctions Policy
• Group Fraud Risk Management Policy.
The Group operates risk-based assessments and controls
in support of its Financial Crime Risk programme, including
(but not limited to):
• Group Risk Assessment - the Group monitors enterprise-
wide Financial Crime Risks through the CFCC Risk
Assessment process consisting of Financial Crime Risk and
Compliance Risk assessments. The Financial Crime Risk
assessment is a Group-wide risk assessment undertaken
annually to assess the inherent Financial Crime Risk
exposures and the associated processes and controls by
which these exposures are mitigated.
• Financial Crime Surveillance – risk-based systems and
processes to prevent and detect financial crime.
The strength of controls is tested and assessed through the
Group’s Operational and Technology Risk Type Framework,
in addition to oversight by CFCC Assurance.
Governance committee oversight
Financial Crime Risk within the Group is governed by the
Group Financial Crime Risk Committee (GFCRC) and the
Group Non-Financial Risk Committee (GNFRC) for Fraud
Risk which is appointed by and reports into the Group
Risk Committee.
Throughout the Group, the GFCRC is responsible for ensuring
effective oversight for Operational Risk relating to Financial
Crime Risk, while the GNFRC is responsible for ensuring
effective oversight of Operational Risk relating to Non-
Financial Risks including Fraud Risk. Given the progress made
on the Board Financial Crime Risk Committee’s (BFCRC)
purpose with respect to financial crime risk management,
the Board reallocated the work of the BFCRC to the Audit
Committee, Board Risk Committee and Board with effect from
1 April 2022. The reallocation of BFCRC oversight enables a
more holistic and efficient examination and discussion of risks
that are closely linked.
Decision-making authorities and delegation
The Financial Crime Risk Type Framework is the formal
mechanism through which the delegation of Financial Crime
Risk authorities is made. The Group Head, CFCC is the Risk
Framework Owner for Financial Crime Risk under the Group’s
Enterprise Risk Management Framework. Certain aspects
of Financial Crime Compliance, second-line oversight and
challenge, are delegated within the CFCC function. Approval
frameworks are in place to allow for risk-based decisions on
client onboarding, potential breaches of sanctions regulation
or policy, situations of potential money laundering (and
terrorist financing), bribery and corruption or internal and
external fraud.
Monitoring
The Group monitors Financial Crime Risk compliance against
a set of Risk Appetite metrics that are approved by the
Board. These metrics are reviewed periodically and reported
regularly to the Group Financial Crime Risk Committee,
Group Non-Financial Risk Committee, Board and Group Risk
Committees, and Board Audit Committee.
Stress testing
The assessment of Financial Crime vulnerabilities under
stressed conditions or extreme events with a low likelihood of
occurring is carried out through enterprise stress testing where
scenario analysis is used to assess capital requirements for
Financial Crime Risk as part of the overall scenario analysis
portfolio managed under the Operational and Technology
Risk Type Framework. Specific scenarios are developed
annually with collaboration between the business, which
owns and manages the risk, and the CFCC function, which is
second line to incorporate significant Financial Crime Risk
events. This approach considers the impact of extreme but
plausible scenarios on the Group’s Financial Crime Risk profile.
311
Standard Chartered – Annual Report 2022Risk review and Capital review Model Risk
The Group defines Model Risk as potential loss that
may occur as a consequence of decisions or the risk of
mis-estimation that could be principally based on the
output of models, due to errors in the development,
implementation or use of such models.
Risk Appetite Statement
The Group has no appetite for material adverse
implications arising from misuse of models or errors
in the development or implementation of models;
whilst accepting model uncertainty.
Roles and responsibilities
The Global Head, Enterprise Risk Management is the Risk
Framework Owner for Model Risk under the Group’s Enterprise
Risk Management Framework. Responsibility for the oversight
and implementation of the Model Risk Type Framework is
delegated to the Global Head, Model Risk Management.
and for any other specific local regulatory requirements at the
country or legal entity level. GMV will take into consideration
any country or legal entity specific considerations when
validating a model, the model would be endorsed at Group
level and then approved for use in the country or legal entity
via the local governance process.
The Model Risk Type Framework sets out clear accountability
and roles for Model Risk management through a Three Lines
of Defence model. First-line ownership of Model Risk resides
with Model Sponsors, who are business or function heads and
assign a Model Owner for each model and provide oversight
of Model Owner activities. Model Owners are the accountable
executive for the model development process, represent
model users, and are responsible for the overall model design
process including engagement with Model Users to solicit
feedback on the proposed model solution. Model Owners
also coordinate the submission of models for validation and
approval and ensure appropriate model implementation and
use. Model Developers are responsible for the development
of models, acting as a delegate of the Model Owner, and
are responsible for documenting and testing the model in
accordance with Policy requirements, and for engaging with
Model Users as part of the development process. Second-line
oversight is provided by Model Risk Management, which
comprises Group Model Validation (GMV) and Model Risk
Policy and Governance.
The Group adopts an industry standard model definition as
specified in the Group Model Risk Policy, together with a scope
of applicability represented by defined model family types
as detailed within the Model Risk Type Framework. Model
Owners are accountable for ensuring that all models under
their purview have been independently validated by GMV.
Models must be validated before use and then on an ongoing
basis, with schedule determined by the perceived level of
model risk associated with the model, or more frequently if
there are specific regulatory requirements.
GMV independently reviews and grades models, in line
with design objectives, business uses and compliance
requirements, and highlights identified model risks by raising
model related issues. The Model Risk Policy and Governance
team provides oversight of Model Risk activities, performing
regular Model Risk Assessment and risk profile reporting to
senior management.
For countries or legal entities that are in scope of the Model
Risk Type Framework, the Group Model Risk Policy specifies
the Country Model Risk Framework Owner, delegated to the
Country Chief Risk Officer, as accountable for ensuring model
usage is correctly identified within the country or legal entity
and a suitable local governance process is established to
accommodate models requiring local regulatory approval
Mitigation
The Model Risk policy and standards define requirements
for model development and validation activities, including
regular model performance monitoring. Any model issues
or deficiencies identified through the validation process are
mitigated through the application of model monitoring,
model overlays and/or a model redevelopment plan, which
undergo robust review, challenge and approval. Operational
controls govern all Model Risk-related processes, with regular
risk assessments performed to assess appropriateness and
effectiveness of those controls, in line with the Operational
and Technology Risk Type Framework, with remediation plans
implemented where necessary.
Governance committee oversight
At Board level, the Board Risk Committee exercises oversight
of Model Risk within the Group. At the executive level, the
Group Risk Committee has appointed the Model Risk
Committee to ensure effective measurement and
management of Model Risk. Sub-committees such as the
Credit Model Assessment Committee, Traded Risk Model
Assessment Committee and Financial Crime Compliance
Model Assessment Committee oversee their respective
in-scope models and escalate material Model Risks to the
Model Risk Committee. In parallel, business and function-level
risk committees provide governance oversight of the models
used in their respective processes.
Decision-making authorities and delegation
The Model Risk Type Framework is the formal mechanism
through which the delegation of Model Risk authorities
is made.
The Global Head, Enterprise Risk Management delegates
authorities to designated individuals or Policy Owners through
the RTF. The second-line ownership for Model Risk at country
level is delegated to Country Chief Risk Officers at the
applicable branches and subsidiaries.
The Model Risk Committee is responsible for approving
models for use. Model approval authority is also delegated to
the Credit Model Assessment Committee, Traded Risk Model
Assessment Committee, Financial Crime Compliance Model
Assessment Committee and individual designated model
approvers for less material models.
312
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Monitoring
The Group monitors Model Risk via a set of Risk Appetite
metrics that are approved by the Board. Adherence to Model
Risk Appetite and any threshold breaches are reported
regularly to the Board Risk Committee, Group Risk Committee
and Model Risk Committee. These metrics and thresholds
are reviewed on an annual basis to ensure that threshold
calibration remains appropriate and the themes adequately
cover the current risks.
Models undergo regular monitoring based on their level of
perceived Model Risk, with monitoring results and breaches
presented to Model Risk Management and delegated
model approvers.
Model Risk Management produces Model Risk reports
covering the model landscape, which include performance
metrics, identified model issues and remediation plans.
These are presented for discussion at the Model Risk
governance committees on a regular basis.
Stress testing
Models play an integral role in the Group’s stress testing and
are rigorously user-tested to ensure that they are fit-for-use
under stressed market conditions. Compliance with Model
Risk management requirements and regulatory guidelines
are also assessed as part of each stress test, with any
identified gaps mitigated through model overlays and
defined remediation plans.
313
Standard Chartered – Annual Report 2022Risk review and Capital review Reputational and Sustainability Risk
The Group defines Reputational and Sustainability
Risk as the potential for damage to the franchise (such
as loss of trust, earnings, or market capitalisation),
because of stakeholders taking a negative view of
the Group through actual or perceived actions or
inactions, including a failure to uphold responsible
business conduct or lapses in our commitment to do no
significant environmental and social harm through our
client, third-party relationships or our own operations.
Risk Appetite Statement
The Group aims to protect the franchise from
material damage to its reputation by ensuring that
any business activity is satisfactorily assessed and
managed by the appropriate level of
management and governance oversight. This
includes a potential failure to uphold responsible
business conduct or lapses in our commitment to
do no significant environmental and social harm.
Reputational and Sustainability Risk continues to be an
area of growing importance, driving a need for strategic
transformation across business activities and risk
management to ensure that we uphold the principles of
Responsible Business Conduct and continue to do the right
thing for our stakeholders, the environment and affected
communities. Our policy frameworks and Position Statements
integrate our values into our core working practices by
articulating our approach to clients in sensitive sectors and
our commitments to climate change and human rights. We
continue to progress on our transformation agenda, driving
the Bank’s Net Zero commitments and building a leading
sustainable franchise. Our progress to date includes the
setting of public Net Zero targets, leadership in voluntary
carbon markets, and ongoing support of innovation in green,
transition, and social finance.
The growth of Sustainable Finance products offering across
the banking industry has prompted stronger and more robust
regulations to prevent greenwashing. We are moving quickly
to integrate anti-greenwashing policies, standards and
controls into our risk management activities. As we prepare
for the varying regulatory developments across our footprint,
we continue to invest in data and infrastructure to reinforce
our compliance efforts and are actively engaging with several
of our regulatory supervisors. In 2022, we have increased our
capabilities in horizon scanning and focused on developing
an effective operating model to manage regulatory change
to bolster our efforts to systematically track emerging risks
across our business operations and supply chains.
Roles and responsibilities
The Global Head, Enterprise Risk Management is the Risk
Framework Owner for Reputational and Sustainability Risk
under the Group’s Enterprise Risk Management Framework.
The responsibility for Reputational and Sustainability Risk
management is delegated to Reputational and Sustainability
Risk Leads in ERM as well as Chief Risk Officers at region,
country and client-business levels. They constitute the second
line of defence, overseeing and challenging the first line of
defence, which resides with the Chief Executive Officers,
Business Heads, Product Heads and Function Heads in
respect of risk management activities of reputational and
sustainability-related risks respectively.
In the first line of defence, we have in 2022 appointed a Chief
Sustainability Officer (“CSO”) whose remit spans across both
Sustainability strategy and client solutions. Reporting to the
CSO is our Sustainability Strategy team, who manages the
overall Group Sustainability strategy and engagement. On
client solutions, the Sustainable Finance team is responsible
for pan-bank sustainable finance products and frameworks
to help identify green and sustainable finance and transition
finance opportunities to aid our clients on their sustainability
journey. Furthermore, the Environmental and Social Risk
Management team (ESRM) provides dedicated advisory
and challenge to businesses on the management of
environmental and social risks and impacts arising from
the Group’s client relationships and transactions.
Mitigation
In line with the principles of Responsible Business Conduct and
Do No Significant Harm, the Group deems Reputational and
Sustainability Risk to be driven by:
• negative shifts in stakeholder perceptions, including shifts
as a result of greenwashing claims, due to decisions related
to clients, products, transactions, third parties and
strategic coverage
• potential material harm or degradation to the natural
environment (environmental) through actions/inactions
of the Group
• potential material harm to individuals or communities
(social) risks through actions/inactions of the Group.
The Group’s Reputational Risk policy sets out the principal
sources of Reputational Risk driven by negative shifts in
stakeholder perceptions as well as responsibilities, control and
oversight standards for identifying, assessing, escalating and
effectively managing Reputational Risk. The Group takes a
structured approach to the assessment of risks associated
with how individual client, transaction, product and
strategic coverage decisions may affect perceptions of the
organisation and its activities, based on explicit principles
including, but not limited to human rights, gambling, defence
and dual use goods. Whenever potential for stakeholder
concerns is identified, issues are subject to prior approval by a
management authority commensurate with the materiality
of matters being considered. Such authorities may accept
or decline the risk or impose conditions upon proposals, to
protect the Group’s reputation. In 2022, the Reputational Risk
Policy was enhanced to include more rigorous assessment
of clients operating in sectors which have heightened
climate risk.
The Group’s Sustainability Risk policy sets out the requirements
and responsibilities for managing environmental and social
risks for the Group’s clients, third parties and in our own
operations, as guided by various industry standards such as
the OECD’s Due Diligence Guidance for Responsible Business
Conduct, Equator Principles, UN Sustainable Development
Goals and the Paris Agreement.
314
Standard Chartered – Annual Report 2022Risk reviewRisk management approach • Clients are expected to adhere to minimum regulatory and
compliance requirements, including criteria from the Group’s
Position Statements. In 2022, the Sustainability Risk Policy
was enhanced to include the monitoring of inherent risks
related to Sustainable Finance products and transactions
and clients throughout their lifecycle - from labelling to
disclosures.
• Third parties such as suppliers must comply with the Group’s
Supplier Charter which sets out the Group’s expectations
on ethics, anti-bribery and corruption, human rights,
environmental, health and safety standards, labour and
protection of the environment.
• Within our operations, the Group seeks to minimise its
impact on the environment and have targets to reduce
energy, water and waste.
Reputational and Sustainability Risk policies and standards
are applicable to all Group entities. However, local regulators
in some markets may impose additional requirements on how
banks manage and track Reputational and Sustainability Risk.
In such cases, these are complied with in addition to Group
policies and standards.
Governance committee oversight
At Board level, the Culture and Sustainability Committee
provides oversight for our Sustainability strategy while
the Board Risk Committee oversees Reputational and
Sustainability Risk as part of the ERMF. The Group Risk
Committee (GRC) provides executive-level committee
oversight and delegates the authority to ensure effective
management of Reputational and Sustainability Risk
to the Group Responsibility and Reputational Risk
Committee (GRRRC).
The GRRRC’s remit is to:
• Challenge, constrain and, if required, stop business activities
where Reputational and Sustainability risks are not aligned
with the Group’s Risk Appetite.
• Make decisions on Reputational and Sustainability Risk
matters assessed as high or very high based on the
Group’s Reputational and Sustainability Risk materiality
assessment matrix, and matters escalated from the regions
or client businesses.
• Provide oversight of material Reputational and
Sustainability Risk and/or thematic issues arising from
the potential failure of other risk types.
• Identify topical and emerging risks, as part of a dynamic risk
scanning process
• Monitor existing or new regulatory priorities
The Sustainable Finance Governance Committee, appointed
by the GRRRC provides leadership, governance and oversight
for delivering the Group’s sustainable finance offering.
This includes:
• Reviewing and supporting the Group’s frameworks for
Green and Sustainable Products, and Transition Finance
for approval of GRRRC. These frameworks set out the
guidelines for approval of products and transactions
which carry the sustainable finance and/or transition
finance label.
• Decision-making authority on the eligibility of a sustainable
asset for any risk-weighted assets (RWA) relief.
• Approving sustainable finance and transition finance labels
for products in addition to regular product management
and governance
• Reviewing the reputational risks arising from greenwashing
claims related to Sustainable Finance products and services.
The Group Non-Financial Risk Committee has oversight of
the control environment and effective management of
Reputational Risk incurred when there are negative shifts in
stakeholder perceptions of the Group due to failure of other
PRTs. The regional and client-business risk committees provide
oversight on the Reputational and Sustainability Risk profile
within their remit. The Country Non-Financial Risk Committee
(CNFRC) provides oversight of the Reputational and
Sustainability Risk profile at a country level.
Decision-making authorities and delegation
The Reputational and Sustainability RTF is the formal
mechanism through which the delegation of Reputational
and Sustainability Risk authorities is made. The Global Head,
Enterprise Risk Management delegates risk acceptance
authorities for stakeholder perception risks to designated
individuals in the first line and second line or to committees
such as the GRRRC via risk authority matrices.
These risk authority matrices are tiered at country, regional,
business segment or Group levels and are established for
risks incurred in strategic coverage, clients, products or
transactions. For environmental and social risks, the ESRM
team must review and support the risk assessments for clients
and transactions and escalate to the Reputational and
Sustainability Risk leads as required.
Monitoring
Exposure to stakeholder perception risks arising from
transactions, clients, products and strategic coverage are
monitored through established triggers outlined in risk
materiality matrices to prompt the right levels of risk-based
consideration by the first line and escalations to the second
line where necessary. Risk acceptance decisions and thematic
trends are also being reviewed on a periodic basis.
Exposure to Sustainability Risk is monitored through triggers
embedded within the first-line processes where environmental
and social risks are considered for clients and transactions
via the Environmental and Social Risk Assessments and
considered for vendors in our supply chain through the
Modern Slavery questionnaires.
Furthermore, monitoring and reporting on the risk appetite
metrics ensures that there is appropriate oversight by
Management Team and Board over performance and
breaches of thresholds across key metrices namely in
concentration of material reputational risk, level of
alignment with Group’s Net Zero aspirations and Position
Statements, and modern slavery risks in our suppliers.
Stress testing
Reputational Risk outcomes are taken into account in
enterprise stress tests and incorporated into the Group’s
stress testing scenarios. For example, the Group might
consider what impact a hypothetical event leading to loss of
confidence among liquidity providers in a particular market
might have, or what the implications might be for supporting
part of the organization in order to protect the brand. As
Sustainability Risk continues to evolve as an area of emerging
regulatory focus with various markets developing ESG
regulatory guidance, we are keeping pace with external
developments to enable us to explore meaningful scenario
analysis in the future with the aim of advancing Reputational
and Sustainability Risk management.
315
Standard Chartered – Annual Report 2022Risk review and Capital review Climate Risk
The Group recognises Climate Risk as an Integrated
Risk Type. Climate Risk is defined as the potential for
financial loss and non-financial detriments arising
from climate change and society’s response to it.
Risk Appetite Statement
The Group aims to measure and manage financial
and non-financial risks from climate change, and
reduce emissions related to our own activities and
those related to the financing of clients in
alignment with the Paris Agreement.
Climate Risk has been recognised as an emerging risk since
2017 and was elevated to an Integrated Risk Type (previously
known as material cross-cutting risk) within the ERMF, our
central risk framework in 2019. We have made further progress
this year in embedding Climate risk considerations across the
impacted PRTs and by using the results from our management
scenario analysis, we are building a good understanding of
the markets and industries where the effects of climate
change will have the greatest impact. However, it is still a
relatively nascent risk area which will mature and develop
over time, particularly as data availability improves.
Roles and responsibilities
The three lines of defence model as per the Enterprise Risk
Management Framework applies to Climate Risk. The GCRO
has the ultimate second-line and senior management
responsibility for Climate Risk. The GCRO is supported by the
Global Head, Enterprise Risk Management who has day-to-
day oversight and central responsibility for second-line
Climate Risk activities. As Climate Risk is integrated into the
relevant PRTs, second-line responsibilities lie with the Risk
Framework Owner (at Group, regional and country level),
with subject matter expertise support from the central
Climate Risk team.
Mitigation
As an Integrated Risk Type manifests through other PRTs,
risk mitigation activities are specific to individual PRTs. The
Group has made progress to integrate Climate Risk into PRT
processes. Climate Risk assessments are considered as part of
Reputational and Sustainability transaction reviews for clients
and transactions in high carbon sectors. We have directly
engaged with clients on their adaptation and mitigation
plans using client level Climate Risk questionnaires and
integrated climate risk into the credit process for ~70% of our
corporate client exposure in CCIB. As part of quarterly credit
portfolio reviews in CPBB, physical risk assessments for the
residential mortgage portfolios are also being monitored for
concentration levels.
The Traded Risk stress testing framework covers market
impacts from Climate Risk – this includes a transition risk
and two physical risk scenarios. Physical and transition risk
ratings for sovereigns are widely used across the Group for
risk management and reporting purposes.
The focus for Operational and Technology Risk was originally
on Property, Resilience and Third-Party Risk management, and
is now being expanded to material technology arrangements.
We have also completed liquidity risk assessments for our
top liquidity providers. Relevant policies and standards
across PRTs have been updated to factor in Climate Risk
considerations and a focus area for 2022 was to build out
our risk management, data and modelling capabilities.
Governance committee oversight
Board-level oversight is exercised through the Board Risk
Committee (BRC), and regular Climate Risk updates are
provided to the Board and BRC. At an executive level, the
Group Risk Committee (GRC) oversees implementation of
the Climate Risk workplan. The GRC has also appointed a
Climate Risk Management Committee consisting of senior
representatives from the Business, Risk, Strategy and other
functions such as Compliance, Audit and Finance. The Climate
Risk Management Committee meets at least six times a year
to oversee the implementation of Climate Risk workplan
and progress in meeting regulatory requirements, monitor
the Climate Risk profile of the Group and review Climate
Risk-related disclosures and stress tests. We have also
strengthened country and regional governance oversight
for the Climate Risk profile across our key markets in 2022.
Tools and methodologies
Applying existing risk management tools to quantify Climate
Risk is challenging given inherent data and methodology
challenges, including the need to be forward-looking over
long time horizons. To quantify climate physical and transition
risk we leverage and have invested in a number of areas,
including tools and partnerships:
• Munich Re – we are using Munich Re’s physical risk
assessment tool, which is built on extensive re-insurance
experience.
• Baringa Partners – we are using Baringa’s flagship climate
models to understand climate scenarios, and compute
transition risk and temperature alignment.
• Standard & Poor – we are leveraging S&P and Trucost’s
wealth of climate data covering asset locations, energy
mixes and emissions.
• Imperial College – we are leveraging Imperial’s academic
expertise to advance our understanding of climate science,
upskill our staff and senior management, and
• progress the state of independent research on climate risks
with an acute focus on emerging markets.
• Deloitte – we are working with Deloitte to build internal
IFRS9 and stress testing models.
Decision-making authorities and delegation
The Global Head, Enterprise Risk Management is supported
by a centralised Climate Risk team within the ERM function.
The Global Head, Climate Risk and Net Zero Oversight is
responsible for ensuring and executing the delivery of the
Climate Risk workplan which will define decision-making
authorities and delegations across the Group.
316
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Monitoring
The Climate Risk Appetite Statement is approved
and reviewed annually by the Board, following the
recommendation of the Board Risk Committee.
The PLC Group has developed its first-generation Climate
Risk reporting and Board/Management Team Level Risk
Appetite metrics and this will continue to be enhanced in
2023. Management information and Risk Appetite metrics
are also being progressively rolled out at the regional and
country level.
Stress testing
As Climate Risk intensifies over time, the future global
temperature rise will depend on today’s transition pathway.
Considering different transition scenarios is crucial to
assessing Climate Risk over the next 10, 20 and 50 years.
Stress testing and scenario analysis are used to assess capital
requirements for Climate Risk and since 2020 physical and
transition risks have been included in the PLC Group Internal
Capital Adequacy Assessment Process (ICAAP). In 2022, the
PLC Group undertook a number of Climate Risk stress tests,
including by the Monetary Authority of Singapore and
internal management scenario analysis. We will rely on these
stress tests to understand the Group level vulnerabilities
given the significant overlap between SC Bank and PLC
Group’s activities.
In 2023, the PLC Group intends to extend its management
scenario capabilities, which will strengthen business strategy
and financial planning and support the PLC Group’s net
zero journey.
317
Standard Chartered – Annual Report 2022Risk review and Capital review Digital Assets Risk
The Group recognises Digital Assets Risk as an
Integrated Risk Type. Digital Assets Risk is defined as
the potential for regulatory penalties, financial loss
and/or reputational damage to the Group resulting
from digital assets exposure or digital assets related
activities arising from the Group’s Clients, Products
and Projects.
Risk Appetite Statement
As Digital Assets Risk manifests through the various
PRTs, the specific Risk Appetite statements for the
PRTs apply.
Digital Assets (DA) Risk has been managed under the Digital
Assets Risk Management Approach since 2020 and was
formalised as an Integrated Risk Type (previously known
as material cross cutting risk) within the Enterprise Risk
Management Framework (ERMF). Digital Assets Risk follows
the prescribed robust risk management practices across
the PRTs, with specific expertise applied from Digital Assets
experts. Risk management practices take guidance from the
“Dear CEO” letters published by the Prudential Regulatory
Authority and the Financial Conduct Authority in June 2018,
with updated notices in June 2022. This is a developing
risk area which will mature and stabilise over time as
the technology and associated research becomes
more established.
Governance committee oversight
Board-level oversight is exercised through the Board Risk
Committee (BRC), and DA Risk updates are provided to the
Board and BRC, as requested. At the executive level, the
Group Risk Committee (GRC) oversees the risk management
of DA. The GCRO has also appointed a dedicated Digital
Assets Risk Committee (DRC) consisting of senior
representatives, RFOs and SMEs across the Group including
the business, risk, and other functions such as legal. The DRC
meets at the pre-defined frequency, a minimum of four times
per year, to review and assess the detailed risk assessments
related to DA Projects and Products, discuss development and
implementation of the DA risk management, and to provide
structured governance around DA.
Roles and responsibilities
The three lines of defence model defined in the ERMF applies
to Digital Assets Risk. The GCRO has the second-line and
senior management responsibility for Digital Assets Risk with
respect to the framework. The respective Business Segments
Senior Managers are responsible for the overall management
of Digital Assets initiatives within their segments.
The GCRO is supported by the Global Head, Enterprise Risk
Management and the Global Head, Digital Assets Risk
Management who have day-to-day oversight and central
responsibility for second line Digital Assets Risk activities.
As Digital Assets Risk is integrated into the relevant PRTs,
Risk Framework Owners (RFOs) and dedicated Subject
Matter Experts (SMEs) across the PRTs also have second line
responsibilities for Digital Assets Risk.
Mitigation
The Group deploys a DA specific policy to outline incremental
risk management requirements for DA related activities. The
Group’s policies for other PRTs also include DA requirements
where relevant Risk mitigation activities are also specific to
individual PRTs and the Group has undertaken development
and integration of Digital Assets Risk into the PRT processes.
Digital Assets Risk Assessments are conducted on certain
higher-risk DA related Projects and Products. These specific
risk assessments detail the specific inherent risks, residual risks,
controls and mitigants across the PRTs and are reviewed and
supported by the respective RFOs and DA SMEs.
Decision-making authorities and delegation
The Global Head, Enterprise Risk Management is supported
by a centralised DA team within the ERM function and is
responsible for the DA framework. The respective PRT RFOs
and SMEs utilise decision making authorities granted to them
within their respective PRTs or in individual capacities.
Monitoring
Digital Assets are monitored through the existing Group Risk
Appetite metrics across the PRTs. In addition, specific Digital
Assets Risk Appetite metrics are approved and reviewed
annually by GRC. DA decisions relating to other PRTs are taken
within the authorities for the respective PRT.
Stress testing
Stress testing and scenario analysis are used to help assess
capital requirements for Digital Assets Risk and form part of
the overall scenario analysis portfolio managed under the
Operational and Technology Risk Type Framework. Specific
scenarios are developed annually with collaboration between
the business, which owns and manages the risk, and the DA
Risk function, to consider relevant DA scenarios. This approach
considers the impact of extreme but plausible scenarios on
the PLC Group’s capital profile with respect to DA.
318
Standard Chartered – Annual Report 2022Risk reviewRisk management approach Third Party Risk
The Group recognises Third Party Risk as an
Integrated Risk Type. Third Party Risk is defined as
the potential for loss or adverse impact from failure
to manage multiple risks arising from the use of
Third Parties, and is the aggregate of these risks.
Risk Appetite Statement
This IRT is supported by Risk Appetite metrics
embedded within relevant PRTs. The engagement
of Third Parties is essential for the Group to operate
efficiently and effectively. This may introduce
incremental risks which, if not managed correctly,
could result in regulatory non-compliance,
financial loss and/or adverse impact to clients.
We continue to enhance our policies, standards,
processes and controls to ensure we safely
manage any incremental risks introduced by
the use of Third Parties.
The management of Third Party Risk is overseen at a Country
or entity level by the Country Third Party Risk Management
Committee (CTPRMC). In smaller markets the responsibilities
are exercised directly by the Executive Risk Committee (for
subsidiaries) or Country Risk Committee (for branches).
Decision Making Authorities and Delegation
The Group Chief Risk Officer has second line responsibility
for Third Party Risk under the Senior Managers Regime.
The Group Chief Risk Officer has delegated the Integrated
Risk Framework Owner responsibilities associated with
Third Party Risk to the Global Head of Risk, Functions and
Operational Risk, through the Enterprise Risk Management
Framework. Second line oversight and challenge
responsibilities for Third Party Risk at a Country or entity
level are delegated to the Country Chief Risk Officers.
Monitoring
The monitoring of Third Party Risk within the Group’s Process
Universe is managed in accordance with the Operational and
Technology Risk Type Framework.
The Third Party Risk management profile is reported to the
GTPRMC, and includes the monitoring and oversight on Risk
Appetite, assessment of new Third Party arrangements,
on-going performance monitoring of Third Party
arrangements, internal and external events and elevated
risks with appropriate treatment plans.
Stress Testing
Stress testing and scenario analysis are used to assess capital
requirements, and for Third Party Risk, form part of the overall
scenario analysis portfolio managed under the Operational
and Technology Risk Type Framework. Specific scenarios are
developed annually with collaboration between the business,
which owns and manages the risk, and the second line of
defence. This approach considers the impact of extreme but
plausible scenarios on the Group’s Risk profile.
Roles and Responsibilities
The Global Head of Risk, Functions and Operational Risk
has second line oversight responsibility for Third Party Risk
as defined in the Enterprise Risk Management Framework.
The three lines of defence model applies to Third Party Risk,
and roles and responsibilities are further defined in the Third
Party Risk Management Policy and Standard. It is important to
note that as an Integrated Risk Type, the risks associated with
the management of Third Parties materialise across multiple
PRTs. The Risk Framework Owners for the PRTs are therefore
responsible for embedding requirements to manage Third
Party Risk within their Risk Type Frameworks, Policies and
Standards as appropriate, and ensuring compliance to the
minimum requirements defined by the Global Head of Risk,
Functions and Operational Risk.
Mitigation
To ensure we continue to prioritise the engagement of Third
Parties, while safely managing any risks, the Third Party Risk
Management Policy and Standard, in conjunction with the
PRT Policies and Standards, holistically set out the Group’s
minimum controls requirements for the identification,
mitigation and management of risks arising from the use
of Third Parties. These minimum control requirements have
been enhanced in 2022 to ensure compliance with new
requirements issued by our regulators.
The Group aims to manage its risk profile within Risk Appetite,
and in order to do so, Risk Appetite metrics for Third Party
Risk are embedded within the respective PRTs including
ICS, Compliance, Financial Crime and Operational and
Technology Risk. To further supplement this, additional
work is underway to enhance the Group’s approach to
concentration risk. Where appropriate, Risk Appetite metrics
are cascaded to countries.
Governance Committee Oversight
At the Board level, the Board Risk Committee oversees the
effective management of Third Party Risk. At the executive
level, the Group Risk Committee is responsible for the
governance and oversight of Third Party Risk for the Group.
The Group Third Party Risk Management Committee
(GTPRMC), established under the Group Non-Financial Risk
Committee, is responsible for overseeing all Third Party Risk
types and associated risks across the Group, as well as
the effective embedding of Third Party Risk across the
respective PRTs.
319
Standard Chartered – Annual Report 2022Risk review and Capital review Capital review
The Capital review provides an analysis of the Group’s capital and leverage position,
and requirements.
Capital summary
The Group’s capital, leverage and minimum requirements for own funds and eligible liabilities (MREL) position is
managed within the Board-approved risk appetite. The Group is well capitalised with low leverage and high levels
of loss-absorbing capacity.
CET1 capital
Tier 1 capital
Total capital
Leverage ratio
MREL ratio
2022
14.0%
16.6%
21.7%
4.8%
32.1%
2021
14.1%
16.6%
21.3%
4.9%
31.7%
Risk-weighted assets (RWA) $million
244,711
271,233
The Group‘s capital, leverage and MREL positions were
all above current requirements and Board-approved
Risk Appetite.
The Group’s CET1 capital decreased 19 basis points to
14.0 per cent of RWA since FY2021. Profits and RWA
optimisations were more than offset by distributions
(including ordinary share buy-backs of $1.3 billion during the
year), regulatory headwinds, movements in FVOCI and FX
translation reserves and an increase in regulatory deductions.
The PRA updated the Group’s Pillar 2A requirement during
Q4 2022. As at 31 December 2022 the Group’s Pillar 2A was
3.7 per cent of RWA, of which at least 2.1 per cent must be
held in CET1 capital. The Group’s minimum CET1 capital
requirement was 10.4 per cent at 31 December 2022. The UK
countercyclical buffer increased to 1.0 per cent which impacts
Group CET1 minimum requirement by approximately 8 basis
points from December 2022.
From 1 January 2022 RWA increased due to (a) post model
adjustments following new PRA rules on IRB models resulted
in approximately $5.7 billion of additional RWA and (b) the
introduction of standardised rules for Counterparty Credit
Risk on derivatives and other instruments resulted in
approximately $1.9 billion of additional RWA. These regulatory
changes including removal of software benefit and others
reduced the CET1 ratio by approximately 80 basis points.
The Group CET1 capital ratio at 31 December 2022 reflects
the share buy-backs of $754 million completed in the first
half of 2022 and $504 million completed in the third and
fourth quarter of 2022. The CET1 capital ratio also includes
an accrual for the FY 2022 dividend. The Board has
recommended a final dividend for FY 2022 of $405 million
or 14 cents per share resulting in a full year 2022 dividend of
18 cents per share, a 50 per cent increase on the 2021 dividend.
In addition, the Board has announced a further share buy-
back of $1 billion, the impact of this will reduce the Group’s
CET1 capital by around 40 basis points in the first quarter
of 2023.
The Group expects to manage CET1 capital dynamically
within our 13-14 per cent target range, in support of our aim
of delivering future sustainable shareholder distributions.
The Group’s MREL leverage requirement as at 31 December
2022 was 27.3 per cent of RWA. This is composed of a
minimum requirement of 23.6 per cent of RWA and the
Group’s combined buffer (comprising the capital conservation
buffer, the G-SII buffer and the countercyclical buffer). The
Group’s MREL ratio was 32.1 per cent of RWA and 9.2 per cent
of leverage exposure at 31 December 2022.
During 2022, the Group successfully raised $7.2 billion of
MREL eligible securities from its holding company, Standard
Chartered PLC. Issuance was across the capital structure
including $1.3 billion of Additional Tier 1, $0.8 billion of Tier 2
and $5.2 billion of callable senior debt.
The Group is a G-SII, with a 1.0 per cent G-SII CET1 capital
buffer. The Standard Chartered PLC G-SII disclosure is
published at: sc.com/en/investors/financial-results.
320
Standard Chartered – Annual Report 2022Capital review Capital base1 (audited)
CET1 capital instruments and reserves
Capital instruments and the related share premium accounts
Of which: share premium accounts
Retained earnings2
Accumulated other comprehensive income (and other reserves)
Non-controlling interests (amount allowed in consolidated CET1)
Independently audited year-end profits
Foreseeable dividends
CET1 capital before regulatory adjustments
CET1 regulatory adjustments
Additional value adjustments (prudential valuation adjustments)
Intangible assets (net of related tax liability)
Deferred tax assets that rely on future profitability (excludes those arising from temporary differences)
Fair value reserves related to net losses on cash flow hedges
Deduction of amounts resulting from the calculation of excess expected loss
Net gains on liabilities at fair value resulting from changes in own credit risk
Defined-benefit pension fund assets
Fair value gains arising from the institution’s own credit risk related to derivative liabilities
Exposure amounts which could qualify for risk weighting of 1,250%
Other regulatory adjustments to CET1 capital3
Total regulatory adjustments to CET1
CET1 capital
Additional Tier 1 capital (AT1) instruments
AT1 regulatory adjustments
Tier 1 capital
Tier 2 capital instruments
Tier 2 regulatory adjustments
Tier 2 capital
Total capital
Total risk-weighted assets (unaudited)
1 Capital base is prepared on the regulatory scope of consolidation
2 Retained earnings includes IFRS 9 capital relief (transitional) of $106 million
3 Other regulatory adjustments to CET1 capital includes Insufficient coverage for non-performing exposures of $(29) million
2022
$million
2021
$million
5,436
3,989
25,154
8,165
189
2,988
(648)
41,284
(854)
(5,802)
(76)
564
(684)
63
(116)
(90)
(103)
(29)
(7,127)
34,157
6,504
(20)
40,641
12,540
(30)
12,510
53,151
244,711
5,528
3,989
24,968
11,805
201
2,346
(493)
44,355
(665)
(4,392)
(150)
34
(580)
15
(159)
(60)
(36)
–
(5,993)
38,362
6,811
(20)
45,153
12,521
(30)
12,491
57,644
271,233
321
Standard Chartered – Annual Report 2022Risk review and Capital review
Movement in total capital (audited)
CET1 at 1 January
Ordinary shares issued in the period and share premium
Share buy-back
Profit for the period
Foreseeable dividends deducted from CET1
Difference between dividends paid and foreseeable dividends
Movement in goodwill and other intangible assets
Foreign currency translation differences
Non-controlling interests
Movement in eligible other comprehensive income
Deferred tax assets that rely on future profitability
(Increase)/decrease in excess expected loss
Additional value adjustments (prudential valuation adjustment)
IFRS 9 transitional impact on regulatory reserves including day one
Exposure amounts which could qualify for risk weighting
Fair value gains arising from the institution’s own credit risk related to derivative liabilities
Others
CET1 at 31 December
AT1 at 1 January
Net issuances (redemptions)
Foreign currency translation difference
Excess on AT1 grandfathered limit (ineligible)
AT1 at 31 December
Tier 2 capital at 1 January
Regulatory amortisation
Net issuances (redemptions)
Foreign currency translation difference
Tier 2 ineligible minority interest
Recognition of ineligible AT1
Others
Tier 2 capital at 31 December
Total capital at 31 December
2022
$million
38,362
–
(1,258)
2,988
(648)
(301)
(1,410)
(1,892)
(12)
(1,224)
74
(104)
(189)
(146)
(67)
(30)
14
2021
$million
38,779
–
(506)
2,346
(493)
(303)
(118)
(652)
21
(306)
(12)
121
(175)
(142)
(10)
(12)
(176)
34,157
38,362
6,791
241
9
(557)
6,484
12,491
778
(1,098)
(337)
102
557
17
12,510
53,151
5,612
1,736
(2)
(555)
6,791
12,657
(1,035)
573
(181)
(81)
555
3
12,491
57,644
The main movements in capital in the period were:
• CET1 capital decreased by $4.2 billion as retained profits of $3.0 billion were more than offset by share buy-backs of
$1.3 billion, distributions paid and foreseeable of $0.9 billion, foreign currency translation impact of $1.9 billion, movement in
FVOCI of $1.3 billion, regulatory changes including removal of software benefits of $1.2 billion and an increase in regulatory
deductions and other movements of $0.7 billion
• AT1 capital decreased by $0.3 billion following the redemption of $1.0 billion of 7.5 per cent securities and the final $0.6 billion
derecognition of legacy Tier 1 securities, partly offset by the issuance of $1.3 billion of 7.75 per cent securities
• Tier 2 capital remains largely unchanged as issuance of $0.8 billion of new Tier 2 instruments and recognition of ineligible AT1
were offset by regulatory amortisation and the redemption of $1.8 billion of Tier 2 during the year
322
Standard Chartered – Annual Report 2022Capital review Risk-weighted assets by business
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & Other items
Total risk-weighted assets
Corporate, Commercial & Institutional Banking
Consumer, Private & Business Banking
Ventures1
Central & Other items
Total risk-weighted assets
2022
Credit risk
$million
Operational risk
$million
110,103
42,092
1,350
43,310
196,855
17,039
8,639
6
1,493
27,177
2021
Credit risk
$million
Operational risk
$million
125,813
42,731
756
50,288
219,588
16,595
8,501
5
2,015
27,116
Market risk
$million
16,440
–
2
4,237
20,679
Market risk
$million
20,789
–
–
3,740
24,529
Total risk
$million
143,582
50,731
1,358
49,040
244,711
Total risk
$million
163,197
51,232
761
56,043
271,233
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
Risk-weighted assets by geographic region
Asia
Africa & Middle East
Europe & Americas
Central & Other items
Total risk-weighted assets
Movement in risk-weighted assets
Credit risk
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures1
$million
Central &
Other items
$million
At 31 December 2020
At 1 January 2021
Asset growth & mix
Asset quality
Risk-weighted assets efficiencies
Model Updates
Methodology and policy changes
Acquisitions and disposals
Foreign currency translation
Other, Including non-credit
risk movements
At 31 December 2021
Asset growth & mix2
Asset quality
Risk-weighted assets efficiencies
Model Updates
Methodology and policy changes
Acquisitions and disposals
Foreign currency translation
Other, Including non-credit
risk movements
At 31 December 2022
127,581
127,581
2,269
(1,537)
(415)
–
–
–
44,755
44,755
3,612
(662)
(30)
(3,701)
–
–
(2,085)
(1,243)
–
–
125,813
42,731
(13,213)
(4,258)
–
4,329
2,024
–
(984)
431
–
1,420
85
–
(4,883)
(1,591)
291
–
289
289
467
–
–
–
–
–
–
–
756
594
–
–
–
–
–
–
–
2022
$million
150,816
40,716
50,174
3,005
244,711
2021
$million
170,381
48,852
50,283
1,717
271,233
Operational
risk
$million
Market risk
$million
Total risk
$million
26,800
26,800
21,593
21,593
–
–
–
–
–
–
–
–
–
–
–
2,065
–
–
268,834
268,834
10,242
(2,186)
(1,102)
(3,701)
2,065
–
(4,434)
Total
$million
220,441
220,441
10,242
(2,186)
(1,102)
(3,701)
–
–
47,816
47,816
3,894
13
(657)
–
–
–
(1,106)
(4,434)
328
328
316
871
1,515
50,288
219,588
27,116
24,529
271,233
(10,034)
(23,637)
7,344
3,517
–
–
93
–
–
5,749
2,202
–
(3,376)
(9,850)
–
–
–
–
–
–
–
–
–
–
(1,000)
1,500
–
–
(23,637)
3,517
–
4,749
3,702
–
(9,850)
(1,005)
(714)
61
(4,350)
(5,003)
110,103
42,092
1,350
43,310
196,855
27,177
20,679
244,711
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
1 January 2022. Prior period has been restated
2 Corporate, Commercial & Institutional Banking asset growth & mix includes optimisation initiatives of $(13.9) billion and other efficiency actions of $(7.2) billion.
Central & Other items asset growth & mix includes other efficiency actions, mainly relating to credit insurance of $(3.9) billion
323
Standard Chartered – Annual Report 2022Risk review and Capital review Movements in risk-weighted assets
RWA decreased by $26.5 billion, or 9.8 per cent from
31 December 2021 to $244.7 billion. This was mainly due to
decrease in Credit Risk RWA of $22.7 billion and Market Risk
RWA of $3.9 billion, partially offset by marginal increase in
Operational Risk RWA of $0.1 billion.
Corporate, Commercial & Institutional Banking
Credit Risk RWA decreased by $15.7 billion, or 12.5 per cent
from 31 December 2021 to $110.1 billion mainly due to:
Central & Other items
Central & Other items RWA mainly relate to the Treasury
Markets liquidity portfolio, equity investments and current &
deferred tax assets.
Credit Risk RWA decreased by $7.0 billion, or 13.9 per cent from
31 December 2021 to $43.3 billion mainly due to:
• $10.0 billion decrease from changes in asset growth & mix
of which:
– $6.1 billion decrease from reduction in asset balances
• $13.2 billion decrease from changes in asset growth & mix
mainly from Asia
of which:
– $3.9 billion decrease from credit protection on
– $13.9 billion decrease from optimisation actions including
certain products
reduction in lower returning portfolios
– $7.2 billion decrease from other business efficiency actions
– $7.9 billion increase from asset balance growth
• $4.9 billion decrease from foreign currency translation
• $4.3 billion decrease mainly due to improvement in asset
quality reflecting client upgrades partially offset by
sovereign downgrades in Africa & Middle East
• $4.3 billion increase from revised rules on capital
requirements
• $2.1 billion increase from revised rules on capital
requirements
• $3.4 billion decrease from foreign currency translation
• $1.0 billion decrease due to cessation of software relief
• $7.3bn billion increase due to deterioration in asset quality
mainly from sovereign downgrades in Africa & Middle East
Market Risk
Total Market Risk RWA decreased by $3.9 billion, or
15.7 per cent from 31 December 2021 to $20.7 billion due to:
• $3.8 billion decrease in Standardised Approach (SA) Specific
Interest Rate Risk RWA due to reductions in the traded
credit portfolio
• $1.2 billion decrease in Internal Models Approach (IMA)
• $0.3 billion increase from a process enhancement relating
stressed VaR RWA due to reduced IMA positions
to certain Transaction Banking facilities
Consumer, Private & Business Banking
Credit Risk RWA decreased by $0.6 billion, or 1.5 per cent from
31 December 2021 to $42.1 billion mainly due to:
• $1.0 billion decrease with enhanced methodology for IMA
VaR and stressed VaR
• $1.5 billion increase due to higher IMA (IMA) RWA multiplier
from elevated back-testing exceptions
• $1.6 billion decrease from foreign currency translation
• $0.5 billion increase in SA Structural FX risk with increased
• $0.9 billion decrease from changes in asset growth & mix
mainly from Asia
• $1.4 billion increase from industry-wide regulatory changes
to align IRB model performance
• $0.4 billion increase mainly due to deterioration in asset
quality mainly in Asia
• $0.1 billion increase from revised rules on capital
requirements
Ventures
Ventures is comprised of Mox Bank Limited, Trust Bank and
SC Ventures. Credit Risk RWA increased by $0.6 billion, or
78.6 per cent from 31 December 2021 to $1.4 billion from asset
balance growth, mainly from Mox
net SFX positions after hedging
• $0.1 billion net increase due to other individually smaller
movements
Operational Risk
Operational Risk RWA increased by $0.1 billion, or 0.2 per cent
from 31 December 2021 to $27.2 billion mainly due to marginal
increase in average income as measured over a rolling
three-year time horizon for certain products.
324
Standard Chartered – Annual Report 2022Capital review Leverage ratio
The Group’s leverage ratio, which excludes qualifying claims on central banks, was 4.8 per cent at FY2022, which was above
the current minimum requirement of 3.7 per cent. The leverage ratio was 14 basis points lower than FY21. Leverage exposure
decreased by $56.8 billion from a decrease in on-balance sheet items of $7.9 billion, decrease in off-balance sheet items and
others of $50.8 billion and a securities financing transactions add-on increase of $1.8 billion. The decrease in exposures was
largely driven by optimisation initiatives. End point Tier 1 decreased by $4.0 billion as CET1 capital reduced by $4.2 billion and the
issuance of $1.25 billion 7.75 per cent AT1 securities was partly offset by the redemption of $1 billion 7.5 per cent AT1 securities.
Leverage ratio
Tier 1 capital (transitional)
Additional Tier 1 capital subject to phase out
Tier 1 capital (end point)
Derivative financial instruments
Derivative cash collateral
Securities financing transactions (SFTs)
Loans and advances and other assets
Total on-balance sheet assets
Regulatory consolidation adjustments¹
Derivatives adjustments
Derivatives netting
Adjustments to cash collateral
Net written credit protection
Potential future exposure on derivatives
Total derivatives adjustments
Counterparty Risk leverage exposure measure for SFTs
Off-balance sheet items
Regulatory deductions from Tier 1 capital
Total exposure measure excluding claims on central banks
Leverage ratio excluding claims on central banks (%)
Average leverage exposure measure excluding claims on central banks
Average leverage ratio excluding claims on central banks (%)
Countercyclical leverage ratio buffer
G-SII additional leverage ratio buffer
1
Includes adjustment for qualifying central bank claims and unsettled regular way trades
2022
$million
40,641
–
40,641
63,717
12,515
89,967
653,723
819,922
(71,728)
(47,118)
(10,640)
548
35,824
(21,386)
15,553
119,049
(7,099)
854,311
4.8%
864,605
4.7%
0.1%
0.4%
2021
$million
45,153
(557)
44,596
52,445
9,217
88,418
677,738
827,818
(63,704)
(34,819)
(17,867)
1,534
50,857
(295)
13,724
139,505
(5,908)
911,140
4.9%
897,992
5.0%
0.1%
0.4%
325
Standard Chartered – Annual Report 2022Risk review and Capital review Financial statements
Financial statements
328
Independent Auditor’s report
340
Consolidated income statement
341
Consolidated statement of
comprehensive income
342
Consolidated balance sheet
343
Consolidated statement of changes
in equity
345
Company balance sheet
346
Company statement of changes
in equity
347
Notes to the financial statements
[[Supporting
the rollout of
electric vehicles
in Sweden]]
In 2022, we were part of a group of
banks which created a EUR350 million
green trade facility for Polestar, an
electric performance car maker.
The facility will finance the import of
electric vehicles into Europe and North
America and will support the switch to
EVs, resulting in significant CO2 savings
per kilometre. One of Polestar’s main
goals is producing a truly carbon-
neutral car by 2030.
Read more online at sc.com/SFimpactreport
326
Standard Chartered – Annual Report 2022
i
F
n
a
n
c
i
a
l
s
t
a
t
e
m
e
n
t
s
Standard Chartered – Annual Report 2022
327
Independent Auditor’s Report
to the members of Standard Chartered PLC
Opinion
In our opinion:
• the financial statements of Standard Chartered PLC
(the ‘Company’ or the ‘Parent Company’), its subsidiaries,
interests in associates and jointly controlled entities
(together with the Company, the ‘Group’) give a true and
fair view of the state of the Group’s and of the Company’s
affairs as at 31 December 2022 and of the Group’s profit for
the year then ended;
• the Group financial statements have been properly
prepared in accordance with UK adopted International
Accounting Standards (IAS) and International Financial
Reporting Standards (IFRS) as adopted by the European
Union (EU IFRS);
• the Company financial statements have been properly
prepared in accordance with UK adopted IAS as applied in
accordance with section 408 of the Companies Act 2006;
and
• the financial statements have been prepared in accordance
with the requirements of the Companies Act 2006.
We have audited the financial statements of the Group
and the Company for the year ended 31 December 2022
which comprise:
Group
Company
Consolidated income
statement for the year ended
31 December 2022;
Company cash flow statement
for the year ended 31 December
2022;
Consolidated statement of
comprehensive income for the
year then ended;
Consolidated balance sheet as
at 31 December 2022;
Consolidated statement of
changes in equity for the year
then ended;
Company balance sheet as at
31 December 2022;
Company statement of
changes in equity for the year
then ended; and
Related notes 1 to 40, where
relevant to the financial
statements, including a
summary of significant
accounting policies.
Consolidated cash flow
statement for the year
then ended;
Related notes 1 to 40 to the
financial statements, including
a summary of significant
accounting policies;
Information marked as
‘audited’ within the Directors’
remuneration report from
page 184 to 217; and
Risk Review and Capital Review
disclosures marked as ‘audited’
from page 234 to 325.
The financial reporting framework that has been applied in
their preparation is applicable law and UK adopted IAS and
EU IFRS; and as regards the Parent Company financial
statements, UK adopted IAS as applied in accordance with
section 408 of the Companies Act 2006.
328
Basis for opinion
We conducted our audit in accordance with International
Standards on Auditing (UK) (ISAs (UK)) and applicable law.
Our responsibilities under those standards are further
described in the Auditor’s responsibilities for the audit of the
financial statements section of our report. We believe that the
audit evidence we have obtained is sufficient and appropriate
to provide a basis for our opinion.
Independence
We are independent of the Group and the Company in
accordance with the ethical requirements that are relevant to
our audit of the financial statements in the UK, including the
FRC’s Ethical Standard as applied to listed public interest
entities, and we have fulfilled our other ethical responsibilities
in accordance with these requirements.
The non-audit services prohibited by the FRC’s Ethical
Standard were not provided to the Group or the Company
and we remain independent of the Group and the Company
in conducting the audit.
Conclusions relating to going concern
In auditing the financial statements, we have concluded that
the directors’ use of the going concern basis of accounting in
the preparation of the financial statements is appropriate.
Our evaluation of the directors’ assessment of the Group and
Parent Company’s ability to continue to adopt the going
concern basis of accounting included:
• Performing a risk assessment to identify factors that could
impact the going concern basis of accounting, including the
impact of external risks such as geopolitical risk.
• Assessing the Group’s forecast capital, liquidity, and
leverage ratios over the period of twelve months from
16 February 2023 to evaluate the headroom against the
minimum regulatory requirements and the risk appetite
set by the directors.
• Engaging internal valuation and economic specialists to
assess the reasonableness of assumptions used to develop
the forecasts in the Corporate Plan and evaluating the
accuracy of historical forecasting.
• Inspecting the Group’s funding plan and repayment plan
for funding instruments maturing over the period of twelve
months from 16 February 2023.
• Understanding and evaluating credit rating agency ratings
and actions.
• Assessing the results of management’s stress testing,
including consideration of principal and emerging risks,
on funding, liquidity, and regulatory capital.
• Reviewing correspondence with prudential regulators and
authorities for matters that may impact the going concern
assessment; and
• Evaluating the appropriateness of the going concern
disclosure included in note 1 to the financial statements.
Based on the work we have performed, we have not identified
any material uncertainties relating to events or conditions
that, individually or collectively, may cast significant doubt on
the Group and the Company’s ability to continue as a going
concern for a period of twelve months from 16 February 2023.
Standard Chartered – Annual Report 2022Financial statementsIndependent auditor’s report In relation to the Group and Company’s reporting on how they
have applied the UK Corporate Governance Code, we have
nothing material to add or draw attention to in relation to
the directors’ statement in the financial statements about
whether the directors considered it appropriate to adopt the
going concern basis of accounting.
Our responsibilities and the responsibilities of the directors
with respect to going concern are described in the relevant
sections of this report. However, because not all future
events or conditions can be predicted, this statement is
not a guarantee as to the Group’s ability to continue as a
going concern.
Overview of our audit approach
Audit scope • We performed an audit of the complete financial
information of 15 components in 12 countries
and audit procedures on specific balances for
a further 11 components in 9 countries.
• The components where we performed full or
specific audit procedures accounted for 82% of
the absolute adjusted profit before tax (PBT)
measure used to calculate materiality, 89%
of absolute operating income and 95% of
Total assets.
Key audit
matters
• Credit impairment
• Basis of accounting and impairment assessment
of China Bohai Bank (Interest in Associate)
• User Access Management – Privileged Access
•
Management
Impairment of Goodwill and Investments in
subsidiary undertakings
• Valuation of financial instruments held at
fair value with higher risk characteristics
Materiality • Overall group materiality of $234m which
represents 5% of adjusted PBT
An overview of the scope of the Parent Company
and Group audits
Tailoring the scope
Our assessment of audit risk, our evaluation of materiality and
our allocation of performance materiality determine our audit
scope for each component within the Group. Taken together,
this enables us to form an opinion on the consolidated
financial statements. We took into account the size, risk
profile, the organisation of the Group and effectiveness of
control environment, changes in the business environment
and other factors such as the level of issues and
misstatements noted in prior period when assessing the level
of work to be performed at each component.
In assessing the risk of material misstatement to the
consolidated financial statements, and to ensure we had
adequate quantitative coverage of significant accounts in the
financial statements, of the 367 reporting units of the Group,
we selected 64 reporting units which represent 26
components in 21 countries: Bangladesh, Cameroon, Hong
Kong, India, Indonesia, Japan, Kenya, Mainland China,
Malaysia, Nigeria, Pakistan, Republic of Ireland, Republic of
South Africa, Singapore, South Korea, Sri Lanka, Taiwan,
United Arab Emirates, United Kingdom, United States of
America and Zambia. The definition of a component is
aligned with the structure of the Group’s consolidation system,
typically these are either a branch, group of branches, group
of subsidiaries, a subsidiary, or an associate.
We took a centralised approach to auditing certain processes
and controls, as well as the substantive testing of specific
balances. This included audit work over Group’s Global
Business Services shared services centre, Commercial,
Corporate and Institutional Banking, Credit Impairment
and Technology.
Of the 26 components selected in 21 countries, we performed
an audit of the complete financial information of 15
components in 12 countries (‘full scope components’) which
were selected based on their size or risk characteristics.
For the remaining 11 components in 9 countries (‘specific scope
components’), we performed audit procedures on specific
accounts within that component that we considered had
the potential for the greatest impact on the Group financial
statements either because of the size of these accounts or
their risk profile.
The reporting components where we performed audit
procedures accounted for 82% (2021: 81%) of the Group’s
absolute adjusted PBT, 89% (2021: 89%) of the Group’s
absolute operating income and 95% (2021: 96%) of the
Group’s total assets. For the current year, the full scope
components contributed 72% (2021: 74%) of the Group’s
absolute adjusted PBT, 79% (2021: 81%) of the Group’s
absolute operating income and 87% (2021: 88%) of the
Group’s total assets.
The specific scope components contributed 10% (2021: 7%)
of the Group’s absolute adjusted PBT, 10% (2021: 8%) of the
Group’s absolute operating income and 8% (2021: 8%) of the
Group’s total assets. The audit scope of these components
may not have included testing of all significant accounts of
the component but will have contributed to the coverage of
significant accounts tested for the Group, overall.
Of the remaining 303 reporting units that together represent
18% of the Group’s absolute adjusted PBT, none individually
contributed more than 2% of the Group’s absolute adjusted
PBT. For the components represented by these reporting
units, we performed other procedures at the Group level
which included: performing analytical reviews at the Group
financial statement line item level, testing entity level controls,
performing audit procedures on the centralised shared service
centres, testing of consolidation journals and intercompany
eliminations, inquiring with overseas EY teams on the
outcome of prior year local statutory audits (where audited by
EY) to identify any potential risks of material misstatement to
the Group financial statements.
The charts below illustrate the coverage obtained from the
work performed by our audit teams.
Absolute adjusted profit before tax
72% Full scope components
10% Specific scope components
18% Other procedures
Absolute operating income
79% Full scope components
10% Specific scope components
11% Other procedures
Total assets
87% Full scope components
8% Specific scope components
5% Other procedures
329
Standard Chartered – Annual Report 2022Financial statements Changes from the prior year
We assessed our 2022 audit scope with consideration of
history or expectation of unusual or complex transactions and
potential for material misstatements. We also kept our audit
scope under review throughout the year.
One component (Germany) which was included in our prior
year audit scope and assigned full scope, which represents
0.03% (2021:0.4%) of the current year absolute adjusted PBT,
1.3% of the Group’s total assets (2021:1%) and 0.6% of the
Group’s absolute operating income (2021:0.8%), was excluded
from the Group audit scope in the current year based on our
updated risk assessment. For this component as well as
Philippines, Uganda and Jordan, the Primary Audit Team
performed certain procedures centrally over the cash
balances as at 31 December 2022. Nigeria and Bangladesh
were full scope components in the prior year but were
designated as specific scope components in the current
year based on our updated risk assessment.
In 2022 we assigned a specific scope to Cameroon, South
Africa, Sri Lanka and Zambia components that are significant
based on risk. These components were not in-scope in the
prior year.
Involvement with component teams
In establishing our overall approach to the Group audit, we
determined the type of work that needed to be undertaken
at each of the components by us, as the Group audit
engagement team, or by component auditors from other
EY global network firms and another firm operating under
our instructions.
Of the 15 full scope components, audit procedures were
performed on 2 of these (including the audit of the Company)
directly by the Primary Audit Team (EY London) in the
United Kingdom. For 2 specific scope components, the audit
procedures were performed by the Primary Audit Team.
Where components were audited by the Primary Team,
this was under the direction and supervision of the Senior
Statutory Auditor.
For the remaining 22 components, where the work was
performed by component auditors, we determined the
appropriate level of involvement to enable us to determine
that sufficient audit evidence had been obtained as a basis
for our audit opinion on the Group as a whole. In addition, the
Group has centralised processes and controls over key areas
in its shared service centres. Members of the Primary Audit
Team undertook direct oversight, review and coordination
of our shared service centre audits.
The Primary Audit Team undertook visits to component teams
and shared services centres. During the current year’s audit
cycle, visits were undertaken by the Primary Audit Team to the
component teams in the following locations:
• Bangladesh
• India (including the shared services centre)
• Hong Kong
• Singapore (including the shared services centre)
• Malaysia (including the shared services centre)
• Indonesia
• Republic of Korea
• United Arab Emirates
• United States of America
330
These visits involved oversight of work undertaken at those
locations, discussion of the audit approach and any issues
arising from their work, meeting with local management, and
reviewing relevant audit working papers on key risk areas.
In addition to the site visits, the Primary Audit Team interacted
regularly with the component and shared services centre
audit teams where appropriate during the audit, reviewed
relevant working papers remotely and were responsible for
the overall scoping and direction of the audit process.
The programme of our visits to component team and shared
service centres located in China was impacted by the travel
restrictions and other imposed government measures which
are still in place from the prior year as a result of the ongoing
COVID-19 pandemic (albeit less so when compared to the
prior year). For this location, oversight of the work was
performed remotely through established EY software
collaboration platforms for the secure and timely delivery
of requested audit evidence.
We also undertook video conference meetings with local
audit teams and management. These virtual meetings
involved discussing the audit approach with the component
and shared service centres team and any issues arising
from their work and performing remote reviews of key
audit workpapers.
This, together with the additional procedures performed at
Group level, gave us appropriate evidence for our opinion on
the Group and Company financial statements.
Climate change
Stakeholders are increasingly interested in how climate
change will impact the economy, including the banking sector,
and further how this may consequently impact the valuation
of assets and liabilities held on bank balance sheets. The
Group has determined climate risk to be a Primary Integrated
Risk Type and the assessment of that risk is explained on
pages 316 and 317 in the “Risk review: Climate Risk” section
and on pages 64 to 123 in the “Sustainability” section of
the Annual Report, where they have also explained their
climate commitments.
All of these disclosures form part of the “Other information,”
rather than the audited financial statements. Our procedures
on these unaudited disclosures therefore consisted solely of
considering whether they are materially inconsistent with the
financial statements or our knowledge obtained in the course
of the audit or otherwise appear to be materially misstated,
in line with our responsibilities on “Other information”.
In planning and performing our audit we assessed the
potential impacts of climate change on the Group’s
business and any consequential material impact on its
financial statements.
The Group has explained in the “Sustainability” section of the
Annual Report how they have reflected the impact of climate
change in their financial statements, including how this
aligns with their commitment to the aspirations of the Paris
Agreement to achieve net zero emissions by 2050. Significant
judgements and estimates relating to climate change are
included in the section “Significant accounting estimates and
critical judgements” of note 1 to the financial statements,
which also provides the narrative explanation of the impact
of climate risk on credit risk and lending portfolios under the
requirements of UK adopted IAS and EU IFRS. As stated in
these disclosures, the Group, having acknowledged the
limitations of current data available, increasing sophistication
of models, and the evolving and nascent nature of climate
impacts on internal and client assets, has concluded
climate risk to have limited quantitative impact in the
immediate term.
Standard Chartered – Annual Report 2022Financial statementsIndependent auditor’s report Our audit effort in considering the impact of climate change
on the financial statements was focused on evaluating
whether management’s assessment of the impact of climate
risk, physical and transition, their climate commitments, and
the significant judgements and estimates disclosed in note 1
have been appropriately reflected in the valuation of assets
and liabilities, where these can be reliably measured, following
the requirements of UK adopted IAS and EU IFRS. This was in
the context of the Group’s process being limited, given that
this is an emerging area, as a result of limitations in the data
available and the availability of sophisticated models, and
as the Group considers how it further embeds its climate
ambitions into the planning process.
As part of this evaluation, we performed our own risk
assessment, supported by our climate change internal
specialists, to determine the risks of material misstatement
in the financial statements from climate change which
needed to be considered in our audit.
We also challenged the Directors’ considerations of climate
change risks in their assessment of going concern and
viability, and the associated disclosures. Where considerations
of climate change were relevant to our assessment of going
concern, these are described above.
Based on our work, we have considered the impact of climate
change on the financial statements to impact the key audit
matter of Credit Impairment. Details of our procedures
and findings are included in our explanation of key audit
matters below.
Key audit matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial
statements of the current period and include the most significant assessed risks of material misstatement (whether or not
due to fraud) that we identified. These matters included those which had the greatest effect on: the overall audit strategy,
the allocation of resources in the audit; and directing the efforts of the engagement team. These matters were addressed in
the context of our audit of the financial statements as a whole, and in our opinion thereon, and we do not provide a separate
opinion on these matters.
Risk
Our response to the risk
1. Credit Impairment
Refer to the Audit Committee Report (page 164);
Accounting policies (page 361); Note 8 of the
financial statements; and relevant credit risk
disclosures (including pages 239 and 270)
At 31 December 2022, the Group reported total
credit impairment balance sheet provision of
$6,075 million (2021: $6,209 million).
Management’s judgements and estimates
are especially subjective due to significant
uncertainty associated with the estimation
of expected future losses. Assumptions with
increased complexity in respect of the timing
and measurement of expected credit losses
(ECL) include:
• Staging – the determination of significant
increase in credit risk and resultant timely
allocation of assets to the appropriate stage
in accordance with IFRS 9;
• Model output and adjustments – Accounting
interpretations, modelling assumptions
and data used to build and run the models
that calculate the ECL, including the
appropriateness, completeness and valuation
of post-model adjustments applied to model
output to address risks not fully captured by
the models;
• Economic scenarios – Significant judgements
involved with the determination of
parameters used in the Monte Carlo
Simulation and the evaluation of the
appropriateness of the output from the model
in terms of the extent to which it adequately
generated non-linearity, including the
assessment of any Post Model adjustments;
• Management overlays – Appropriateness,
completeness and valuation of risk event
overlays to capture risks not identified by
the credit impairment models, including the
consideration of the risk of management
override; and
• Individually assessed ECL allowances
– Measurement of individual provisions
including the assessment of probability
weighted recovery scenarios, exit strategies,
collateral valuations and time to collect.
We evaluated the design of controls relevant
to the Group’s processes over material ECL
balances, including the judgements and
estimates noted, involving EY specialists to
assist us in performing our procedures to the
extent it was appropriate. Based on our
evaluation we selected the controls upon
which we intended to rely and tested those
for operating effectiveness.
We performed an overall stand-back
assessment of the ECL allowance levels by
stage to determine if they were reasonable
by considering the overall credit quality of the
Group’s portfolios, risk profile, the impact of
sovereign downgrades and the idiosyncratic risk
of the China CRE sector. Our assessment also
included the evaluation of the macroeconomic
environment by considering trends in the
economies and countries to which the Group
is exposed, and the consequences of the
easing of global restrictions from the pandemic.
We performed peer benchmarking where
available to assess overall staging and provision
coverage levels.
Staging – We evaluated the criteria used to
determine significant increase in credit risk
including quantitative backstops with the
resultant allocation of financial assets to
stage 1, 2 or 3 in accordance with IFRS 9.
We reperformed the staging distribution for
a sample of financial assets and assessed
the reasonableness of staging downgrades
applied by management.
To test credit monitoring which largely drives
the probability of default estimates used in
the staging calculation, we challenged the
risk ratings (including appropriate operation
of quantitative backstops) for a sample of
performing accounts and other accounts
exhibiting risk characteristics such as financial
difficulties, deferment of payment, late
payment and watchlist. We also considered
the vulnerable and cyclical sectors (as defined
on page 264 in the annual report).
Key observations communicated
to the Audit Committee
We highlighted the following
matters to the Audit Committee:
• the pathway to achieve a
controls reliance audit for the
Group’s models;
• our evaluation of
management’s high-level
assessment of the potential
impact on ECL from climate
change;
• our assessment of the
assumptions used to determine
the Stage 3 ECL of individual
China Commercial Real Estate
developers and the
management overlay applied
to the sector’s modelled ECL;
• our assessment of the
Group’s enhanced Monte
Carlo approach including
benchmarking the impact of
non-linearity from the baseline
ECL against UK peers and the
non-linearity overlay for retail
exposures; and
• our assessment of the
appropriateness of the Group’s
methodology used to determine
the ECL in relation to sovereign
downgrades including the
completeness and rationale
for country downgrades and
the resultant overlays and
ECL impact.
We concluded that
management’s methodology,
judgements, and assumptions
used in calculating credit
impairment are materially
in accordance with the
accounting standard.
331
Standard Chartered – Annual Report 2022Financial statements Risk
Our response to the risk
Key observations communicated
to the Audit Committee
1. Credit Impairment continued
In 2022, the most material factors impacting the
ECL were in relation to the China Commercial
Real Estate (CRE) portfolio, sovereign
downgrades, the enhanced Monte Carlo
model and the impact of the global economic
environment including the impact of relaxing
pandemic restrictions. In addition, where
relevant we considered the impact of climate
on the impairment provisions. We consider that
the combination of these factors has increased
the risk of a material misstatement to the ECL.
Individually assessed ECL allowances –
Our procedures included challenging
management’s forward-looking economic
assumptions of the recovery outcomes
identified and assigned individual probability
weightings, and recalculating a sample of
individually assessed provisions.
Modelled output and adjustments – We
performed a risk assessment on models
involved in the ECL calculation using EY
independently determined criteria to select a
sample of models to test. We engaged our
modelling specialists to evaluate a sample of
ECL models by assessing the reasonableness
of underpinning assumptions, inputs and
formulae used. This included a combination of
assessing the appropriateness of model design,
formulae and algorithms, alternative modelling
techniques and recalculating the Probability
of Default, Loss Given Default and Exposure
at Default parameters. Together with our
modelling specialists, we also assessed material
post-model adjustments which were applied
as a response to risks not fully captured by
the models, including the completeness and
appropriateness of these adjustments, for
which we considered the applied judgments
and methodology, and governance thereon.
In response to the new or enhanced models
implemented this year to address known
weaknesses in previous models, we performed
substantive testing procedures, including
code review and implementation testing.
We reperformed model monitoring
procedures for models classified as higher
risk in accordance with our EY independent
risk assessment.
To evaluate data quality, we agreed a sample
of ECL calculation data points to source
systems, including, among other data points,
balance sheet data used to run the models.
We also tested a sample of the ECL data points
from the calculation engine through to the
general ledger and disclosures.
Economic scenarios – For new material models
implemented in 2022, in collaboration with
our economists and modelling specialists,
we challenged the completeness and
appropriateness of the macroeconomic
variables used as inputs to these models.
For existing material models we evaluated
the output from our independent model
monitoring procedures to assess whether the
findings indicated that the macroeconomic
variables were outside of accepted tolerances.
Additionally, we involved our economic
specialists to assist us in evaluating the
reasonableness of the base forecast for sample
of macroeconomic variables most relevant
for the Group’s ECL calculation influenced by
the above assessment. Procedures performed
included benchmarking the forecast for a
sample of macroeconomic variables to a
variety of global external sources.
We assessed the reasonableness of the
non-linearity impact on ECL allowances.
By engaging our economists and modelling
specialists, we assessed the Group’s choice of
scenarios to determine sensitivity analysis of
the ECL on page 278 in the annual report. We
also performed a stand-back assessment by
benchmarking the uplift and overall ECL charge
and provision coverage to peers. We evaluated
the appropriateness of the non-linearity overlay
for retail exposures.
332
Standard Chartered – Annual Report 2022Financial statementsIndependent auditor’s report Risk
Our response to the risk
Key observations communicated
to the Audit Committee
1. Credit Impairment continued
2. Basis of accounting and
impairment assessment of China
Bohai Bank (Interest in Associate)
Refer to the Audit Committee Report (page 165);
Accounting policies (page 437); and Note 32 of
the financial statements
Interest in Associate – China Bohai Bank
$1,421 million (2021: $1,917 million)
Other impairment – China Bohai Bank –
$308 million (2021: $300 million).
We focused on judgements and estimates,
including the appropriateness of the equity
accounting treatment under IAS 28 and
the assessment of whether the investment
was impaired.
Basis of accounting
The Group holds a 16.26% stake in China Bohai
Bank and equity accounts for the investment as
an associate, on the grounds that the Group is
able to exercise significant influence over China
Bohai Bank.
IAS 28 states that if the entity holds, directly or
indirectly, less than 20% of the voting power
of the investee, it is presumed that the entity
does not have significant influence, unless
such influence can be clearly demonstrated.
There is a risk that the equity accounting
treatment may not be appropriate, if the
Group cannot demonstrate that it exerts
significant influence over China Bohai Bank.
Management overlays – We challenged the
completeness and appropriateness of overlays
used for risks not captured by the models,
particularly regarding the worsening economic
environment impacting sovereign/country level
credit grades with a focus on Sri Lanka and
Ghana which defaulted during the year, and
other countries that suffered significant credit
downgrades and the China Commercial
Real Estate sector. Our procedures included
evaluating the underpinning assumptions and
judgments as to whether they are appropriate
in prevailing market conditions, and for China
CRE validating LGD assumptions by engaging
local EY Real Estate specialist to validate the
collateral values of material Stage 2 exposures.
Individually assessed ECL allowances –
Our procedures included challenging
management’s forward-looking economic
assumptions of the recovery outcomes
identified and assigned individual probability
weightings, and recalculating a sample of
individually assessed provisions.
We also engaged our valuation specialists to
test the value of the collateral used in
management’s calculations. Our sample was
based on quantitative thresholds and
qualitative factors, including exposure to
vulnerable sectors. We have independently
assessed all material China CRE developers in
Stage 3 including challenging the plausibility of
the applied scenarios, the corresponding
weights assigned to work out scenarios and
engaging local EY Real Estate specialist to
validate the collateral values. We also
considered whether planned exit strategies
were viable.
Where relevant, with input from our climate
specialists, we considered the potential impact
of climate change in the determination of each
element of the ECL provisions.
Basis of accounting
We evaluated the facts and circumstances
that the Group presented to demonstrate that
it exercises significant influence over China
Bohai Bank, through Board representation,
membership of Board Committees and the
sharing of industry and technical advice.
Impairment testing
The Group impaired the value of the
investment in China Bohai Bank by $308 million
(2021: $300 million).
We assessed the appropriateness of the
Group’s VIU methodology for testing the
impairment of the investment in China Bohai
Bank for compliance with the accounting
standards. We tested the mathematical
accuracy of the VIU model and engaged our
valuation specialists to support the audit team
in calculating an independent range for the
assumptions underlying the VIU calculations,
which are the discount rate and long-term
growth rate.
We performed audit procedures to assess the
reasonableness of the Group’s forecast of the
future cashflows relating to Bohai, by evaluating
management’s assessment, benchmarking the
forecasts to broker reports published for
comparable companies and challenging
management with regard to the relevance and
reliability of historical data when preparing
their assessment.
We concluded that the Group
continues to maintain significant
influence over China Bohai Bank
as at 31 December 2022.
We concluded that the Interest
in Associate –China Bohai Bank
balance was not materially
misstated as at 31 December 2022.
We concluded that the disclosures
in the annual report appropriately
reflect the sensitivity of the
carrying value to reasonably
possible changes in key
assumptions in the valuation
of the investment in China
Bohai Bank.
333
Standard Chartered – Annual Report 2022Financial statements Risk
Our response to the risk
Key observations communicated
to the Audit Committee
We assessed the appropriateness of disclosures
in the annual report in relation to the impact
of reasonably possible changes in key
assumptions on the carrying value of the
investment in China Bohai Bank.
We evaluated the results of management’s
remediation program and risk assessment for
applications in our audit scope.
We also tested IT controls (including IT
compensating controls) where possible, and
also performed additional IT substantive
procedures to assess the impact of risks
associated with the reported deficiencies,
on the financial statements.
We assessed the impact of the results of
the above on our audit procedures over the
financial statements for the year ended
31 December 2022.
• We communicated a weakness
in internal control to the Audit
Committee throughout the
audit, in respect of the
effectiveness of privileged
identity management controls.
• We explained the results of the
additional audit procedures
performed.
As a result of the procedures
performed, we have reduced
the risk that our audit has not
identified a material error in the
Group and Company financial
statements, related to privileged
access management, to an
appropriate level.
2. Basis of accounting and
impairment assessment of China
Bohai Bank (Interest in Associate)
continued
Impairment testing
At 31 December 2022, China Bohai Bank’s market
capitalisation was significantly lower than the
carrying value of the investment. In addition,
the financial performance of China Bohai Bank
deteriorated during 2022. These matters are
indicators of impairment.
Impairment of the investment in China Bohai
Bank is determined by comparing the carrying
value to the value-in-use (VIU). The VIU is
modelled by reference to future cashflow
forecasts (forecast profit, including a haircut
for regulatory capital), discount rate and
macroeconomic assumptions such as long-term
growth rates.
Consequently, there is a risk that if the
judgements and assumptions underpinning the
impairment assessments are inappropriate,
then the investment in China Bohai Bank may
be misstated.
The risk of impairment has increased in current
year in the context of economic developments in
China as well as Bohai’s financial performance in
2022. The risk in respect of significant influence
has not changed compared to the prior year.
3. User Access Management –
Privileged Access Management
Refer to the Audit Committee Report (page 165)
IT General Controls (ITGCs) support the
continuous operation of the automated and
other IT dependent controls within the business
processes related to financial reporting. Effective
IT general controls are needed to ensure that
IT applications process business data as
expected and that changes are made in an
appropriate manner.
During the 2020 and 2021 audits, a number of
significant privileged identity management
(PIM) control deficiencies were identified by us.
Similar deficiencies were identified by Group
Internal Audit (GIA) and the predecessor
auditor in 2018 and 2019.
The possibility of IT application users gaining
access privileges beyond those necessary to
perform their assigned duties may result in
breaches in segregation of duties, including
inappropriate manual intervention,
unauthorised changes to systems or
programmes.
These deficiencies are still in the process of being
fully remediated. During the current year audit,
we made further observations relating to the
effectiveness of remediation activities.
The risk has decreased in the current year due to
management’s remediation program, which is
still in progress as at the year-end date.
334
Standard Chartered – Annual Report 2022Financial statementsIndependent auditor’s report Key observations communicated
to the Audit Committee
We concluded that the goodwill
balance as at 31 December 2022
and the related disclosures, are
not materially misstated.
We concluded that the disclosures
in the annual report appropriately
reflect the sensitivity of the
carrying value of goodwill to
reasonably possible changes in
key assumptions, noting that
these downside sensitivities
could require an adjustment to
the carrying amount of goodwill
in future.
We also concluded that the
investments in subsidiary
undertakings reported in the
Parent Company financial
statements and the associated
disclosures, are not materially
misstated as at 31 December 2022.
Risk
Our response to the risk
4. Impairment assessment of
goodwill and investments in
subsidiary undertakings
Refer to the Audit Committee Report (page 165);
a) Impairment of Goodwill: Accounting policies
(page 409); and Note 17 of the financial
statements
b) Impairment of investments in subsidiary
undertakings: Accounting policies (page 437);
and Note 32 of the financial statements.
At 31 December 2022 the Group reported
Goodwill balance of $2,472 million (2021:
$2,595 million). In the Parent Company
financial statements, investment in subsidiary
undertakings balance comprised $60,975 million
(2021: $60,429 million). During the year the Group
impaired goodwill by $14million (2021: NIL).
On an annual basis, management is required
to perform an impairment assessment for
goodwill, and to assess for indicators of
impairment in respect of investments in
subsidiary undertakings; where indicators of
impairment are identified, the recoverable
amount of the investment should be estimated.
Impairment assessment of goodwill is performed
by calculating a value in use (‘VIU’) as the
recoverable amount of the related cash
generating unit (‘CGU’).
The Group identified indicators of impairment of
investments in subsidiary undertakings, including
macroeconomic and geopolitical factors which
have an impact on the financial position and
performance of the subsidiaries.
In assessing for indicators of impairment, among
other procedures, management compares the
Net Asset Value (‘NAV’) of the subsidiary to the
carrying value of each direct subsidiary of the
Parent Company. Where the net assets did not
support the carrying value, the recoverable
amount is estimated by determining the higher
of the VIU or fair value less cost to sell.
Where the recoverable amount is based on
the VIU, this is modelled by reference to future
cashflow forecasts (profit forecast including a
regulatory capital haircut adjustment), discount
rates and macroeconomic assumptions such as
long-term growth rates.
There is a risk that if the judgements and
assumptions underpinning the impairment
assessments are inappropriate, then the
goodwill and investments in subsidiaries
balances may be misstated.
The level of risk remains consistent with the
prior year.
We obtained an understanding of
management’s process and evaluated the
design of controls. Our audit strategy was
fully substantive.
We assessed the appropriateness of the
Group’s methodology for testing the
impairment of goodwill and investments in
subsidiary undertakings for compliance with
the accounting standards.
For goodwill, we assessed the appropriateness
of the cash-generating units identified by
management.
We agreed the inputs in the VIU model with
their source and tested the mathematical
accuracy of the VIU model. We engaged EY
specialists to support the audit team in
assessing reasonableness of the regulatory
haircut adjustment to future profitability
forecasts and calculating an independent
range for assumptions underlying the VIU
calculations, such as the discount rate
and long-term growth rate for each cash
generating unit.
We also reconciled the future profitability
forecasts of each CGU to the Group’s approved
Corporate Plan (‘the Plan’). We engaged our
specialist team to determine the
reasonableness of the forward macroeconomic
inputs used in the Plan and to assess their
implementation in the modelled calculations
underpinning the Plan. In addition, our specialist
team benchmarked certain aspects of the Plan
with other comparable businesses.
We performed audit procedures to assess
the reasonableness of the forecasts by
understanding the Group Strategy, challenging
key assumptions underpinning the Plan,
assessing the feasibility of management
actions necessary to achieve the Plan
and testing the reliability of the Group’s
historical forecasting by comparing with
the actual performance.
We performed a stand back assessment to
evaluate the appropriateness of the audit
evidence obtained and our conclusion in
relation to these estimates. In addition to this,
we also engaged our specialist team to perform
a sensitivity analysis of the key inputs in the
VIU model.
We agreed the NAV of the subsidiaries against
their carrying value to confirm impairment
or reversal of impairment recognised in the
Parent`s Company financial results.
We assessed the appropriateness of goodwill
and investments in subsidiary undertakings
impairment disclosures in accordance
with IAS 36.
335
Standard Chartered – Annual Report 2022Financial statements Key observations communicated
to the Audit Committee
We concluded that assumptions
used by management to estimate
the fair value of financial
instruments with higher risk
characteristics and the recognition
of related income were
reasonable. We highlighted the
following matters to the Audit
Committee:
• Complex model-dependent
valuations were appropriate
based on the output of our
independent revaluations;
• Fair values of derivative
transactions, debt securities
in issue, unlisted equity
investments, loans, debt and
other financial instruments
valued using pricing information
with limited observability were
not materially misstated as at
31 December 2022, based on
the output of our independent
calculations; and
• Valuation adjustments in
respect of credit, funding, own
credit and other risks applied to
derivative portfolios and debt
securities in issue were
appropriate, based on our
analysis of market data and
benchmarking of pricing
information.
Risk
Our response to the risk
5. Valuation of financial instruments
held at fair value with higher risk
characteristics
Refer to the Audit Committee Report (page 165);
Accounting policies (page 371); and Note 13 of
the financial statements.
At 31 December 2022, the Group reported
financial assets measured at fair value of
$282,263 million (2021: $303,678 million), and
financial liabilities at fair value of $149,765 million
(2021: $138,596 million), of which financial
assets of $5,865 million (2021: $4,116 million)
and financial liabilities of $1,878 million (2021:
$1,653 million) are classified as Level 3 in the
fair value hierarchy.
The fair value of financial instruments with
higher risk characteristics involves the use of
management judgement in the selection of
valuation models and techniques, pricing inputs
and assumptions and fair value adjustments.
A higher level of estimation uncertainty is
involved for financial instruments valued using
complex models, pricing inputs that have
limited observability, and fair value adjustments,
including the Credit Valuation Adjustment,
Funding Valuation Adjustment, Debit Valuation
Adjustment and Own Credit Adjustment.
We considered the following portfolios
presented a higher level of estimation
uncertainty:
• Level 3 derivatives and debt securities in issue
and a portfolio of Level 2 financial instruments
whose valuation involves the use of complex
models, and
• Unlisted equity investments, loans at fair
value, debt and other financial instruments
classified in Level 3 with unobservable
pricing inputs.
The level of risk remains consistent with the
prior year.
We evaluated the design and operating
effectiveness of controls relating to the
valuation of financial instruments, including
independent price verification, model review
and approval, fair value adjustments,
income statement analysis and reporting.
Among other procedures, we engaged our
valuation specialists to assist the audit team
in performing the following procedures:
• Test complex model-dependent valuations
by independently revaluing a sample of
Level 3 and complex Level 2 derivative
financial instruments and debt securities in
issue, in order to assess the appropriateness
of models and the adequacy of assumptions
and inputs used by the Group;
• Test valuations of other financial instruments
with higher estimation uncertainty, such as
unlisted equity investments, loans at fair
value, debt and other financial instruments.
We compared management’s valuation to
our own independently developed range,
where appropriate;
• Assessed the appropriateness of pricing
inputs as part of the Independent Price
Verification process; and
• Compared the methodology used for
fair value adjustments to current market
practice. We revalued a sample of valuation
adjustments, compared funding and
credit spreads to third party data and
challenged the basis for determining illiquid
credit spreads.
Where differences between our independent
valuation and management’s valuation were
outside our thresholds, we performed additional
testing to assess the impact on the valuation of
financial instruments.
Throughout our audit procedures we
considered the continuing uncertainty arising
from the current macro-economic environment
including market volatility. In addition, we
assessed whether there were any indicators
of aggregate bias in financial instrument
marking and methodology assumptions.
The key audit matters remain consistent from prior year,
except that following the decline of the Covid-19 pandemic
and the associated decrease in related uncertainties, the key
audit matter in respect of the impairment of non-financial
assets has become limited to the impairment assessment
of goodwill and investments in subsidiary undertakings.
Our application of materiality
We apply the concept of materiality in planning and
performing the audit, in evaluating the effect of identified
misstatements on the audit and in forming our audit opinion.
Materiality
The magnitude of an omission or misstatement that,
individually or in the aggregate, could reasonably be
expected to influence the economic decisions of the users
of the financial statements. Materiality provides a basis for
determining the nature and extent of our audit procedures.
We determined materiality for the Group to be $234 million
(2021: $195 million), which is 5% (2021: 5%) of adjusted PBT. This
reflects actual PBT adjusted for non-recurring items relating
to restructuring costs and impairment of China Bohai Bank.
We believe that adjusted PBT provides us with the most
appropriate measure for the users of the financial statements,
given the Group is profit making, it is consistent with the wider
industry, it is the standard for listed and regulated entities
and we believe it reflects the most relevant measure for
users of the financial statements. We also believe that the
adjustments are appropriate as they relate to material
non-recurring items.
336
Standard Chartered – Annual Report 2022Financial statementsIndependent auditor’s report Reporting threshold
An amount below which identified misstatements are
considered as being clearly trivial.
We agreed with the Audit Committee that we would report to
them all uncorrected audit differences in excess of $11 million
(2021: $10 million), which is set at 5% of planning materiality,
as well as differences below that threshold that, in our view,
warranted reporting on qualitative grounds.
When forming our opinion, we evaluate any uncorrected
misstatements against both the quantitative measures of
materiality discussed above as well as other relevant
qualitative criteria.
Other information
The other information comprises the information included
in the Annual Report set out on pages 1 to 509, including
the Strategic report (pages 1 to 133), the Directors’ report
(pages 134 to 230), the Statement of directors’ responsibilities
(page 231) and the information not marked as ‘audited’ in the
Risk review and Capital review section (pages 232 to 325),
and the Supplementary information (pages 474 to 509),
other than the financial statements and our auditor’s
report thereon. The directors are responsible for the other
information contained within the annual report.
Our opinion on the financial statements does not cover
the other information and, except to the extent otherwise
explicitly stated in this report, we do not express any form of
assurance conclusion thereon.
Our responsibility is to read the other information and, in
doing so, consider whether the other information is materially
inconsistent with the financial statements or our knowledge
obtained in the course of the audit, or otherwise appears
to be materially misstated. If we identify such material
inconsistencies or apparent material misstatements, we are
required to determine whether this gives rise to a material
misstatement in the financial statements themselves. If, based
on the work we have performed, we conclude that there is
a material misstatement of the other information, we are
required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the
Companies Act 2006
In our opinion, the part of the directors’ remuneration report to
be audited has been properly prepared in accordance with
the Companies Act 2006.
In our opinion, based on the work undertaken in the course of
the audit:
• the information given in the strategic report and the
directors’ report for the financial year for which the financial
statements are prepared is consistent with the financial
statements; and
• the strategic report and the directors’ report have been
prepared in accordance with applicable legal requirements.
Starting basis
• Statutory profit before tax – $4,286m
Adjustments
• Restructuring – $95m
• China Bohai bank impairment – $308m
Materiality
• Totals $4,689m Adjusted PBT
• Materiality of $234m (5% of Adjusted PBT)
During the course of our audit, we performed a reassessment
of our initial materiality. This assessment resulted in higher
final materiality calculated based on the actual financial
performance of the Group for the year. There were no
changes to the basis for materiality calculation from the
planning stage.
We determined materiality for the Parent Company to be
$210million (2021: $176 million) which is 0.4% (2021: 0.33%) of
the equity of the Parent Company. We believe that equity
provides us with the most appropriate measure for the users
of the Parent Company’s financial statements, given that the
Parent Company is primarily a holding company.
Performance materiality
The application of materiality at the individual account
or balance level. It is set at an amount to reduce to an
appropriately low level the probability that the aggregate
of uncorrected and undetected misstatements exceeds
materiality.
On the basis of our risk assessments, together with our
assessment of the Group’s overall control environment, our
judgement was that performance materiality was 50%
(2021: 50%) of our planning materiality, namely $117 million
(2021: $98 million). We have set performance materiality at
this percentage based on a variety of risk assessment factors
such as the expectation of misstatements, internal control
environment considerations and other factors such as the
global complexity of the Group.
Audit work at component locations for the purpose of
obtaining audit coverage over significant financial statement
accounts is undertaken based on a percentage of total
performance materiality. The performance materiality set for
each component is based on the relative size and risk of the
component to the Group as a whole and our assessment of
the risk of misstatement at that component. In the current
year, the range of performance materiality allocated to
components was $8.8 million to $34.1 million (2021: $8 million
to $29 million).
337
Standard Chartered – Annual Report 2022Financial statements
Matters on which we are required to report
by exception
In the light of the knowledge and understanding of the Group
and the Parent Company and its environment obtained in
the course of the audit, we have not identified material
misstatements in the strategic report or the directors’ report.
We have nothing to report in respect of the following matters
in relation to which the Companies Act 2006 requires us to
report to you if, in our opinion:
• adequate accounting records have not been kept by the
Parent Company, or returns adequate for our audit have not
been received from branches not visited by us; or
• the Parent Company financial statements and the part of
the Directors’ Remuneration Report to be audited are not in
agreement with the accounting records and returns; or
• certain disclosures of directors’ remuneration specified by
law are not made; or
• we have not received all the information and explanations
we require for our audit.
In preparing the financial statements, the directors are
responsible for assessing the Group and Parent Company’s
ability to continue as a going concern, disclosing, as
applicable, matters related to going concern and using the
going concern basis of accounting unless the directors either
intend to liquidate the Group or the Parent Company or to
cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the
financial statements
Our objectives are to obtain reasonable assurance about
whether the financial statements as a whole are free from
material misstatement, whether due to fraud or error, and
to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not
a guarantee that an audit conducted in accordance with
ISAs (UK) will always detect a material misstatement when
it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in the aggregate,
they could reasonably be expected to influence the
economic decisions of users taken on the basis of these
financial statements.
Corporate Governance Statement
We have reviewed the directors’ statement in relation to
going concern, longer-term viability and that part of the
Corporate Governance Statement relating to the Group
and Company’s compliance with the provisions of the UK
Corporate Governance Code specified for our review by the
Listing Rules.
Based on the work undertaken as part of our audit, we have
concluded that each of the following elements of the
Corporate Governance Statement is materially consistent
with the financial statements or our knowledge obtained
during the audit:
Explanation as to what extent the audit was considered
capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance
with laws and regulations. We design procedures in line with
our responsibilities, outlined above, to detect irregularities,
including fraud. The risk of not detecting a material
misstatement due to fraud is higher than the risk of not
detecting one resulting from error, as fraud may involve
deliberate concealment by, for example, forgery or intentional
misrepresentations, or through collusion. The extent to
which our procedures are capable of detecting irregularities,
including fraud is detailed below.
• Directors’ statement with regards to the appropriateness of
adopting the going concern basis of accounting and any
material uncertainties identified set out on page 219;
However, the primary responsibility for the prevention and
detection of fraud rests with both those charged with
governance of the Company and management.
• We obtained an understanding of the legal and regulatory
frameworks that are applicable to the Group and
determined that the most significant are those that
relate to the reporting framework (UK-adopted IAS and
EU IFRS, the Companies Act 2006 and the UK Corporate
Governance Code, the Financial Conduct Authority (FCA)
Listing Rules, the Main Board Listing Rules of the Hong Kong
Stock Exchange), regulations and supervisory requirements
of the Prudential Regulation Authority (PRA), FRC, FCA and
other overseas regulatory requirements, including but not
limited to regulations in its major markets such as Hong
Kong, India, Singapore, the United States of America, and
the relevant tax compliance regulations in the jurisdictions
in which the Group operates. In addition, we concluded that
there are certain significant laws and regulations that may
have an effect on the determination of the amounts and
disclosures in the financial statements and those laws and
regulations relating to regulatory capital and liquidity,
conduct, financial crime including anti-money laundering,
sanctions and market abuse recognising the financial and
regulated nature of the Group’s activities.
• Directors’ explanation as to its assessment of the
Company’s prospects, the period this assessment covers
and why the period is appropriate set out on pages 132
and 133;
• Director’s statement on whether it has a reasonable
expectation that the Group will be able to continue in
operation and meets its liabilities set out on page 133;
• Directors’ statement on fair, balanced and understandable
set out on page 218;
• Board’s confirmation that it has carried out a robust
assessment of the emerging and principal risks set out on
page 222;
• The section of the annual report that describes the review
of effectiveness of risk management and internal control
systems set out on pages 232 to 325; and
• The section describing the work of the audit committee set
out on pages 163 to 169.
Responsibilities of directors
As explained more fully in the directors’ responsibilities
statement set out on page 231, the directors are responsible
for the preparation of the financial statements and for being
satisfied that they give a true and fair view, and for such
internal control as the directors determine is necessary to
enable the preparation of financial statements that are free
from material misstatement, whether due to fraud or error.
338
Standard Chartered – Annual Report 2022Financial statementsIndependent auditor’s report Other matters we are required to address
• Following the recommendation from the Audit Committee,
we were re-appointed by the Company at the Annual
General Meeting on 4 May 2022 to audit the financial
statements for the year ending 31 December 2022 and
subsequent financial periods.
The period of total uninterrupted engagement is three
years, covering the years ended 31 December 2020 to
31 December 2022.
• The audit opinion is consistent with the additional report
to the Audit Committee.
Use of our report
This report is made solely to the Company’s members,
as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006. Our audit work has been undertaken
so that we might state to the Company’s members those
matters we are required to state to them in an auditor’s report
and for no other purpose. To the fullest extent permitted by
law, we do not accept or assume responsibility to anyone
other than the Company and the Company’s members as a
body, for our audit work, for this report, or for the opinions we
have formed.
David Canning Jones (Senior statutory auditor)
for and on behalf of Ernst & Young LLP, Statutory Auditor
London
16 February 2023
• We understood how the Group is complying with those
frameworks by performing a combination of inquiries of
senior management and those charged with governance
as required by auditing standards, review of board
and certain committee meeting minutes, gaining an
understanding of the Group’s approach to governance,
inspection of regulatory correspondence in the year and
engaging with internal and external legal counsel. We also
engaged EY financial crime and forensics specialists to
perform procedures on areas relating to anti-money
laundering, whistleblowing, and sanctions compliance.
Through these procedures, we became aware of actual
or suspected non-compliance. The identified actual or
suspected non-compliance was not sufficiently significant
to our audit that would have resulted in being identified as
a key audit matter.
• We assessed the susceptibility of the Group’s financial
statements to material misstatement, including how fraud
might occur by considering the controls that the Group
has established to address risks identified by the entity,
or that otherwise seek to prevent, deter or detect fraud.
Our procedures to address the risks identified also included
incorporation of unpredictability into the nature, timing
and/or extent of our testing, challenging assumptions and
judgements made by management in their significant
accounting estimates and journal entry testing.
• Based on this understanding, we designed our audit
procedures to identify non-compliance with such laws
and regulations. Our procedures involved inquiries of
the Group’s internal and external legal counsel, money
laundering reporting officer, internal audit, certain senior
management executives and focused testing on a sample
basis, including journal entry testing. We also performed
inspection of key regulatory correspondence from the
relevant regulatory authorities as well as review of board
and committee minutes.
• For instances of actual or suspected non-compliance with
laws and regulations, which have a material impact on
the financial statements, these were communicated by
management to the Group audit engagement team and
component teams (where applicable) who performed audit
procedures such as inquiries with management, sending
confirmations to external legal counsel, substantive testing
and meeting with regulators. Where appropriate, we
involved specialists from our firm to support the audit team.
• The Group is authorised to provide banking, insurance,
mortgages and home finance, consumer credit, pensions,
investments and other activities. The Group operates in the
banking industry which is a highly regulated environment.
As such, the Senior Statutory Auditor considered the
experience and expertise of the Group audit engagement
team, the component teams and the shared service centre
teams to ensure that the team had the appropriate
competence and capabilities, which included the use
of specialists where appropriate.
A further description of our responsibilities for the audit
of the financial statements is located on the Financial
Reporting Council’s website at https://www.frc.org.uk/
auditorsresponsibilities. This description forms part of
our auditor’s report.
339
Standard Chartered – Annual Report 2022Financial statements Consolidated income statement
For the year ended 31 December 2022
Interest income
Interest expense
Net interest income
Fees and commission income
Fees and commission expense
Net fees and commission income
Net trading income
Other operating income
Operating income
Staff costs
Premises costs
General administrative expenses
Depreciation and amortisation
Operating expenses
Operating profit before impairment losses and taxation
Credit impairment
Goodwill, property, plant and equipment and other impairment
Profit from associates and joint ventures
Profit before taxation
Taxation
Profit for the year
Profit attributable to:
Non-controlling interests
Parent company shareholders
Profit for the year
Earnings per share:
Basic earnings per ordinary share
Diluted earnings per ordinary share
The notes on pages 348 to 473 form an integral part of these financial statements.
Notes
3
4
5
6
7
8
9
32
10
29
12
12
2022
$million
15,252
(7,659)
7,593
3,972
(859)
3,113
5,310
302
16,318
(7,618)
(401)
(1,708)
(1,186)
(10,913)
5,405
(836)
(439)
156
4,286
(1,384)
2,902
(46)
2,948
2,902
cents
85.9
84.3
2021
$million
10,246
(3,448)
6,798
4,458
(736)
3,722
3,431
750
14,701
(7,668)
(387)
(1,688)
(1,181)
(10,924)
3,777
(254)
(372)
196
3,347
(1,034)
2,313
(2)
2,315
2,313
cents
61.3
60.4
340
Standard Chartered – Annual Report 2022Financial statementsFinancial statements Consolidated statement of
comprehensive income
For the year ended 31 December 2022
Profit for the year
Other comprehensive (loss)/income:
Items that will not be reclassified to income statement:
Own credit (losses)/gains on financial liabilities designated at fair value through profit
or loss
Equity instruments at fair value through other comprehensive income
Actuarial gains on retirement benefit obligations
Taxation relating to components of other comprehensive income
Items that may be reclassified subsequently to income statement:
Exchange differences on translation of foreign operations:
Net losses taken to equity
Net gains on net investment hedges
Share of other comprehensive (loss)/income from associates and joint ventures
Debt instruments at fair value through other comprehensive income:
Net valuation losses taken to equity
Reclassified to income statement
Net impact of expected credit losses
Cash flow hedges:
Net movements in cash flow hedge reserve¹
Taxation relating to components of other comprehensive income
Other comprehensive loss for the year, net of taxation
Total comprehensive (loss)/income for the year
Total comprehensive (loss)/income attributable to:
Non-controlling interests
Parent company shareholders
Total comprehensive (loss)/income for the year
1 This line item has been represented in 2022 as a net balance of all movements in the cash flow hedge reserve
Notes
30
10
32
14
10
29
2022
$million
2,902
(75)
(56)
(75)
41
15
(3,703)
(2,466)
512
(79)
(1,528)
207
118
(619)
152
(3,778)
(876)
(88)
(788)
(876)
2021
$million
2,313
309
43
169
179
(82)
(1,081)
(791)
118
10
(386)
(157)
31
20
74
(772)
1,541
(17)
1,558
1,541
341
Standard Chartered – Annual Report 2022Financial statements Consolidated balance sheet
As at 31 December 2022
Assets
Cash and balances at central banks
Financial assets held at fair value through profit or loss
Derivative financial instruments
Loans and advances to banks
Loans and advances to customers
Investment securities
Other assets
Current tax assets
Prepayments and accrued income
Interests in associates and joint ventures
Goodwill and intangible assets
Property, plant and equipment
Deferred tax assets
Assets classified as held for sale
Total assets
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements and other similar secured borrowing
Financial liabilities held at fair value through profit or loss
Derivative financial instruments
Debt securities in issue
Other liabilities
Current tax liabilities
Accruals and deferred income
Subordinated liabilities and other borrowed funds
Deferred tax liabilities
Provisions for liabilities and charges
Retirement benefit obligations
Liabilities included in disposal groups held for sale
Total liabilities
Equity
Share capital and share premium account
Other reserves
Retained earnings
Total parent company shareholders’ equity
Other equity instruments
Total equity excluding non-controlling interests
Non-controlling interests
Total equity
Total equity and liabilities
Notes
13,35
13
13,14
13,15
13,15
13
20
10
32
17
18
10
21
13
13
13,16
13
13,14
13,22
23
10
13,27
10
24
30
21
28
28
29
2022
$million
2021
$million
58,263
105,812
63,717
39,519
310,647
172,448
50,383
503
3,149
1,631
5,869
5,522
834
1,625
819,922
28,789
461,677
2,108
79,903
69,862
61,242
43,527
583
5,895
13,715
769
383
146
1,307
769,906
6,930
8,165
28,067
43,162
6,504
49,666
350
50,016
819,922
72,663
129,121
52,445
44,383
298,468
163,437
49,932
766
2,176
2,147
5,471
5,616
859
334
827,818
30,041
474,570
3,260
85,197
53,399
61,293
44,314
348
4,651
16,646
800
453
210
–
775,182
7,022
11,805
27,184
46,011
6,254
52,265
371
52,636
827,818
The notes on pages 348 to 473 form an integral part of these financial statements.
These financial statements were approved by the Board of Directors and authorised for issue on 16 February 2023 and signed
on its behalf by:
José Viñals
Group Chairman
Bill Winters
Group Chief Executive
Andy Halford
Group Chief Financial Officer
342
Standard Chartered – Annual Report 2022Financial statementsFinancial statements
Consolidated statement of changes in equity
For the year ended 31 December 2022
Ordinary
share
capital
and share
premium
account
$million
Preference
share
capital
and share
premium
account
$million
Capital
and
merger
reserves1
$million
Own
credit
adjust-
ment
reserve
$million
Fair
value
through
other
compre-
hensive
income
reserve
– debt
$million
Fair
value
through
other
compre-
hensive
income
reserve
– equity
$million
5,564
1,494
17,207
(52)
529
–
–
–
–
–
–
–
–
–
(39)
3
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
39
–
–
37
–
(426)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
148
–
101
–
–
–
–
–
–
–
–
–
Cash-
flow
hedge
reserve
$million
Trans-
lation
reserve
$million
Retained
earnings
$million
Parent
company
share-
holders’
equity
$million
Other
equity
instru-
ments
$million
Non-
controlling
interests
$million
Total
$million
(52) (5,092) 26,140 45,886
4,518
325 50,729
(51)
(51)
(992)
–
18
–
(662)
2,315
175²
2,315
(757)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(235)
(235)
147
147
(374)
(374)
(410)
(410)
(506)
(506)
10
(17)⁵
(4)
–
–
–
2,728
–
–
–
–
–
–
(2)
(15)
(31)
2,313
(772)
(31)
–
–
–
–
–
–
–
2,728
(1,043)
(235)
147
(374)
(410)
(506)
946
90
5,528
1,494 17,246
(15)
103
249
(34) (5,744) 27,184 46,011 6,254
371 52,636
–
–
–
–
–
–
–
–
–
(92)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
92
–
–
–
–
–
–
2,948
2,948
(48) (1,219)
(43)
(530) (1,904)
82 (3,736)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(46) 2,902
(42) (3,778)
(31)
(31)
1,240
(999)
–
–
–
–
–
–
–
–
–
–
–
–
1,240
(999)
(203)
163
(393)
(401)
(1,258)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(203)
(203)
163
163
(393)
(393)
(401)
(401)
(1,258) (1,258)
125
199
31
95
9810
138
As at 1 January 2021
Profit/(loss) for the year
Other comprehensive income/(loss)
Distributions
Other equity instruments issued,
net of expenses
Redemption of other equity instruments
Treasury shares net movement
Share option expenses
Dividends on ordinary shares
Dividends on preference shares and
AT1 securities
Share buy-back3,4
Other movements
As at 31 December 2021
Profit/(loss) for the year
Other comprehensive (loss)/income
Distributions
Other equity instruments issued,
net of expenses
Redemption of other equity instruments
Treasury shares net movement
Share option expenses
Dividends on ordinary shares
Dividends on preference shares and
AT1 securities
Share buy-back7,8
Other movements
As at 31 December 2022
5,436
1,494 17,338
(63) (1,116)
206
(564) (7,636) 28,067 43,162 6,504
350 50,016
1
Includes capital reserve of $5 million, capital redemption reserve of $222 million and merger reserve of $17,111 million
2 Comprises actuarial gain, net of taxation on Group defined benefit schemes
3 On 25 February 2021, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $19 million, and the total consideration paid was $255 million (including $2 million of fees and stamp duty). The total number of shares purchased was
37,148,399 representing 1.18 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital
redemption reserve account
4 On 3 August 2021, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $20 million, and the total consideration paid was $251 million (including $1 million of fees and stamp duty). The total number of shares purchased was
39,914,763 representing 1.28 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital
redemption reserve account
5 Movement related to Translation adjustment and AT1 Securities charges
6 Movement related to non-controlling interest from Mox Bank Limited
7 On 18 February 2022, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $56 million, and the total consideration paid was $754 million (including $4 million of fees and stamp duty), the buy-back completed on 19 May 2022. The total
number of shares purchased was 111,295,408, representing 3.61 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the
share capital to the capital redemption reserve account
8 On 1 August 2022, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $37 million, and the total consideration paid was $504 million (including $2.5 million of fees). The total number of shares purchased was 73,073,837
representing 2.5 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital redemption
reserve account
9 Movement mainly related to $21million non-controlling interest on Power2SME Pte Limited, $8 million on CurrencyFair and $(9) million related to AT1
securities charges
10 Movements related to non-controlling interest from Mox Bank Limited ($39 million), Trust Bank Singapore Ltd ($47 million) , Zodia Markets Holdings Ltd ($3 million)
and Power2SME Pte Limited ($9million)
Note 28 includes a description of each reserve.
The notes on pages 348 to 473 form an integral part of these financial statements.
343
Standard Chartered – Annual Report 2022Financial statements Cash flow statement
For the year ended 31 December 2022
Cash flows from operating activities:
Profit before taxation
Adjustments for non-cash items and other adjustments
included within income statement
Change in operating assets
Change in operating liabilities
Contributions to defined benefit schemes
UK and overseas taxes paid
Net cash from/(used in) operating activities
Cash flows from investing activities:
Internally generated capitalised software
Purchase of property, plant and equipment
Disposal of property, plant and equipment
Disposal of held for sale property, plant and
equipment
Acquisition of investment associates, and joint
ventures, net of cash acquired
Dividends received from subsidiaries, associates and
joint ventures
Purchase of investment securities
Disposal and maturity of investment securities
Net cash (used in)/from investing activities
Cash flows from financing activities:
Exercise of share options
Purchase of own shares
Cancellation of shares including share buy-back
Premises and equipment lease liability principal
payment
Issue of AT1 capital, net of expenses
Redemption of AT1 Capital
Gross proceeds from issue of subordinated liabilities
Interest paid on subordinated liabilities
Repayment of subordinated liabilities
Proceeds from issue of senior debts
Repayment of senior debts
Interest paid on senior debts
Net cash inflow from non-controlling interest
Distributions and dividends paid to non-controlling
interests, preference shareholders and AT1 securities
Dividends paid to ordinary shareholders
Net cash (used in)/from financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at beginning of the year
Effect of exchange rate movements on cash and
cash equivalents
Group
2022
$million
Notes
Company
2021
$million
2022
$million
2021
$million
4,286
3,347
402
2,090
34
34
34
30
10
17
18
18
21
32
32
28
28
34
34
34
34
34
34
29
3,549
(545)
8,786
(80)
(821)
15,175
(1,096)
(835)
343
79
(26)
58
2,104
(37,904)
45,954
(122)
(1,161)
12,218
(989)
(352)
816
149
(35)
38
(280,952)
(299,468)
259,853
(22,576)
290,846
(8,995)
12
(215)
(1,258)
(269)
1,240
(999)
750
(667)
(1,848)
11,902
(7,838)
(845)
88
(432)
(393)
(772)
(8,173)
99,605
(2,713)
88,719
7
(242)
(506)
(278)
2,728
(1,043)
1,137
(580)
(546)
10,944
(9,945)
(690)
94
(441)
(374)
265
3,488
97,874
(1,757)
99,605
565
(258)
(966)
–
–
(1,201)
(5,366)
3,123
–
–
(257)
(1,354)
–
–
–
–
–
1,047
–
960
2,007
12
(215)
(1,258)
–
1,240
(999)
750
(619)
(1,800)
1,500
(2,980)
(506)
–
(401)
(393)
(5,669)
(3,919)
11,336
–
7,417
–
–
–
–
–
2,244
–
1,650
3,894
7
(242)
(506)
–
2,728
(1,043)
1,137
(576)
(546)
2,250
(5,408)
(504)
–
(410)
(374)
(3,487)
(947)
12,283
–
11,336
Cash and cash equivalents at end of the year1
35
1 Comprises cash and balances at central banks $58,263 million (2021: $72,663 million), treasury bills and other eligible bills $17,936 million (2021: $9,132 million),
loans and advances to banks $20,558 million (2021: $24,788 million), trading securities $1,135 million (2021: $1,174 million) less restricted balances $9,173 million
(2021: $8,152 million)
Interest received was $14,590 million (2021: $10,167 million), interest paid was $6,200 million (2021: $3,591 million).
344
Standard Chartered – Annual Report 2022Financial statementsFinancial statements Company balance sheet
For the year ended 31 December 2022
Non-current assets
Investments in subsidiary undertakings
Current assets
Derivative financial instruments
Financial assets held at fair value through profit or loss
Investment securities
Amounts owed by subsidiary undertakings
Total current assets
Current liabilities
Derivative financial instruments
Amounts owed to subsidiary undertakings
Financial liabilities held at fair value through profit or loss
Other creditors
Total current liabilities
Net current assets
Total assets less current liabilities
Non-current liabilities
Debt securities in issue
Subordinated liabilities and other borrowed funds
Total non-current liabilities
Total assets less liabilities
Equity
Share capital and share premium account
Other reserves
Retained earnings
Total shareholders’ equity
Other equity instruments
Total equity
Notes
2022
$million
2021
$million
32
39
39
39
39
39
39
39
39
28
28
60,975
60,429
61
15,358
8,423
7,417
31,259
1,343
2
12,842
423
14,610
16,649
77,624
13,891
11,239
25,130
52,494
6,930
17,271
21,791
45,992
6,502
52,494
320
15,647
9,424
11,336
36,727
339
–
11,804
462
12,605
24,122
84,551
16,809
13,830
30,639
53,912
7,022
17,220
23,418
47,660
6,252
53,912
The Company has taken advantage of the exemption in section 408 of the Companies Act 2006 not to present its individual
statement of comprehensive income and related notes that form a part of these financial statements. The Company profit for
the period after tax is $471 million (2021: $2,081 million).
The notes on pages 348 to 473 form an integral part of these financial statements.
These financial statements were approved by the Board of Directors and authorised for issue on 16 February 2023 and signed
on its behalf by:
José Viñals
Group Chairman
Bill Winters
Group Chief Executive
Andy Halford
Group Chief Financial Officer
345
Standard Chartered – Annual Report 2022Financial statements
Company statement of changes in equity
For the year ended 31 December 2022
Share
capital and
share
premium
account
$million
Capital
and merger
reserve1
$million
Own credit
adjustment
reserve
$million
Cash flow
hedge
reserve
$million
Retained
earnings
$million
Other equity
instruments
$million
As at 1 January 2021
Profit for the year²
Other comprehensive income/(loss)
Other equity instruments issued, net of expenses
Treasury shares purchased
Treasury shares issued
Share option expenses
Dividends on ordinary shares
Dividends on preference share and AT1 securities
Redemption of other equity instruments
Share buy-back3,4
Other movements5
As at 31 December 2021
Profit for the year2
Other comprehensive loss
Other equity instruments issued, net of expenses
Treasury shares purchased
Treasury shares issued
Share option expenses
Dividends on ordinary shares
Dividends on preference share and AT1 securities
Redemption of other equity instruments
Share buy-back6,7
Other movements5
7,058
17,207
(18)
–
–
–
–
–
–
–
–
–
(39)
3
–
–
–
–
–
–
–
–
–
39
–
7,022
17,246
–
–
–
–
–
–
–
–
–
(92)
–
–
–
–
–
–
–
–
–
–
92
–
–
4
–
–
–
–
–
–
–
–
–
(14)
–
(5)
–
–
–
–
–
–
–
–
–
(11)
–
(1)
–
–
–
–
–
–
–
–
–
22,774
2,081
–
–
(242)
7
147
(374)
(410)
(51)
(506)
(8)
Total
$million
51,526
2,081
3
2,728
(242)
7
147
(374)
(410)
4,516
–
–
2,728
–
–
–
–
–
(992)
(1,043)
(506)
(5)
(12)
23,418
6,252
53,912
–
(36)
–
–
–
–
–
–
–
–
–
471
–
–
(215)
12
163
(393)
(401)
–
–
1,240
–
–
–
–
–
–
(999)
(1,258)
(6)
9
471
(41)
1,240
(215)
12
163
(393)
(401)
(999)
(1,258)
3
As at 31 December 2022
6,930
17,338
(19)
(48)
21,791
6,502
52,494
1
Includes capital reserve of $5 million, capital redemption reserve of $222 million and merger reserve of $17,111 million
2
Includes dividend received of $550 million (2021: $1,511 million) from Standard Chartered Holding Limited
3 On 25 February 2021, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $19 million, and the total consideration paid was $255 million (including $2 million of fees and stamp duty). The total number of shares purchased was
37,148,399 representing 1.18 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital
redemption reserve account
4 On 3 August 2021, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $20 million, and the total consideration paid was $251 million (including $1 million of fees and stamp duty). The total number of shares purchased was
39,914,763 representing 1.28 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital
redemption reserve account
5 Movement mainly related to AT1 securities charges
6 On 18 February 2022, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $56 million, and the total consideration paid was $754 million (including $4 million of fees and stamp duty), the buy-back completed on 19 May 2022. The total
number of shares purchased was 111,295,408, representing 3.61 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the
share capital to the capital redemption reserve account
7 On 1 August 2022, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases
was $37 million, and the total consideration paid was $504 million (including $2.5 million of fees). The total number of shares purchased was 73,073,837
representing 2.5 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital redemption
reserve account
Note 28 includes a description of each reserve.
The notes on pages 348 to 473 form an integral part of these financial statements.
346
Standard Chartered – Annual Report 2022Financial statementsFinancial statements Contents – Notes to the financial statements
Section
Basis of preparation
Performance/return
Assets and liabilities held at fair value
Financial instruments held at amortised cost
Other assets and investments
Funding, accruals, provisions, contingent
liabilities and legal proceedings
Capital instruments, equity and reserves
Employee benefits
Scope of consolidation
Cash flow statement
Other disclosure matters
Note
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
Accounting policies
Segmental information
Net interest income
Net fees and commission
Net trading income
Other operating income
Operating expenses
Credit impairment
Goodwill, property, plant and equipment and other impairment
Taxation
Dividends
Earnings per ordinary share
Financial instruments
Derivative financial instruments
Loans and advances to banks and customers
Reverse repurchase and repurchase agreements including other similar
lending and borrowing
Goodwill and intangible assets
Property, plant and equipment
Leased assets
Other assets
Assets held for sale and associated liabilities
Debt securities in issue
Other liabilities
Provisions for liabilities and charges
Contingent liabilities and commitments
Legal and regulatory matters
Subordinated liabilities and other borrowed funds
Share capital, other equity instruments and reserves
Non-controlling interests
Retirement benefit obligations
Share-based payments
Investments in subsidiary undertakings, joint ventures and associates
Structured entities
Cash flow statement
Cash and cash equivalents
Related party transactions
Post balance sheet events
Auditor’s remuneration
Standard Chartered PLC (Company)
40
Related undertakings of the Group
Page
348
350
356
356
359
359
360
361
365
365
369
370
371
397
407
407
409
412
414
415
415
417
418
418
419
420
421
422
427
428
433
437
443
445
446
447
448
448
449
452
347
Standard Chartered – Annual Report 2022Financial statements Notes to the financial statements
1. Accounting policies
Statement of compliance
The Group financial statements consolidate Standard
Chartered PLC (the Company) and its subsidiaries (together
referred to as the Group) and equity account the Group’s
interests in associates and jointly controlled entities. The
parent company financial statements present information
about the Company as a separate entity.
The Group financial statements have been prepared in
accordance with UK-adopted international accounting
standards and International Financial Reporting Standards
(IFRS) as adopted by the European Union (EU IFRS). The
Company financial statements have been prepared in
accordance with UK-adopted international accounting
standards as applied in conformity with section 408 of the
Companies Act 2006. The financial statements have been
prepared in accordance with the requirements of the
Companies Act 2006.
There are no significant differences between UK-adopted
international accounting standards and EU IFRS.
The following parts of the Risk review and Capital review
form part of these financial statements:
a) Risk review: Disclosures marked as ‘audited’ from the
start of the Credit Risk section (page 236) to the end of
Other principal risks in the same section (page 319).
b) Capital review: Tables marked as ‘audited’ from the start
of ‘CRD Capital base’ to the end of ‘Movement in total
capital’, excluding ‘Total risk-weighted assets’ (pages 321
to 322).
Basis of preparation
The consolidated and Company financial statements have
been prepared on a going concern basis and under the
historical cost convention, as modified by the revaluation
of cash-settled share-based payments, fair value through
other comprehensive income, and financial assets and
liabilities (including derivatives) at fair value through profit
or loss.
The consolidated financial statements are presented in
United States dollars ($), being the presentation currency of
the Group and functional currency of the Company, and all
values are rounded to the nearest million dollars, except
when otherwise indicated.
Significant and other accounting estimates and judgement
In determining the carrying amounts of certain assets and
liabilities, the Group makes assumptions of the effects of
uncertain future events on those assets and liabilities at the
balance sheet date. The Group’s estimates and assumptions
are based on historical experience and expectation of future
events and are reviewed periodically. Further information
about key assumptions concerning the future, and other key
sources of estimation uncertainty and judgement, are set
out in the relevant disclosure notes for the areas set out
under the relevant headings below:
Significant accounting estimates and critical judgements
Significant accounting estimates and judgements represent
those items which have a significant risk of causing a
material adjustment to the carrying amounts of assets
and liabilities within the next year. Significant accounting
estimates and judgements are:
• Credit impairment, including evaluation of management
overlays and post-model adjustments, and determination
of probability weightings for Stage 3 individually assessed
provisions (Note 8)
• Financial instruments measured at fair value (Note 13)
• Investments in subsidiary undertakings, joint ventures
and associates – China Bohai associate accounting and
impairment analysis (Note 32)
Other areas of accounting estimate and judgement
Other areas of accounting estimate and judgement do not
meet the definition under IAS 1 of significant accounting
estimates or critical accounting judgements, but the
recognition of certain material assets and liabilities are
based on assumptions and/or are subject to long-term
uncertainties. The other areas of accounting estimate and
judgement are:
• Taxation (Note 10)
• Goodwill impairment (Note 17)
• Property, plant and equipment (Note 18)
• Recoverable amounts for aircraft operating lease assets
(Note 18)
• Retirement benefit obligations (Note 30)
• Provisions for liabilities and charges (Note 24)
• Share-based payments (Note 31)
Climate impact on the Group’s balance sheet
Climate, and the impact of climate on the Group’s balance
sheet is considered as an area of significant accounting
estimate and judgment through the uncertainty of future
events and the impact of that uncertainty on the Group’s
assets and liabilities. It is noted that although not currently
quantitatively material, the Group considers climate to be
qualitatively material to the Group.
The Group has assessed the impact of climate risk on the
financial report. This is set out within the Sustainable and
Responsible Business chapter on pages 64 to 66 which
incorporates the Group’s Climate-related Financial
Disclosures which align with the recommendations from the
Task Force for Climate related Financial Disclosures (TCFD).
Further risk disclosure has been provided on pages 301 and
319 of the Principal Risks and Uncertainties section of the
Annual Report where the Group has described how it
manages climate risk as an Integrated Risk Type.
348
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 1. Accounting policies continued
The areas of impact and where judgements and the use of
estimates have been applied were credit risk and the impact
on lending portfolios; Environmental, Sustainability or
Governance (ESG) features within issued loans and bonds;
physical risk on our mortgage lending portfolio; and, the
corporate plan, in respect of which forward looking cash
flows impact the recoverability of certain assets, including of
goodwill, deferred tax assets and investments in subsidiary
undertakings.
This assessment on the corporate loan portfolio was
undertaken by considering the maturity profile of the loan
portfolio which is majority shorter term. Transition risk, as our
clients move to lower carbon emitting revenues, (either by
virtue of legislation or changing end customer preference) is
considered with reference to client transition pathways and
manifests over a longer term than the maturity of the loan
book (up to 2050). Further transition risk is managed through
reviews of clients with ESG risk by the Group’s Risk function,
and through an ongoing process of identifying clients which
have transition pathways that are Paris 1.5 degree compliant
and congruent with the Groups.
Physical risk is already included within the majority of our
mortgage lending and we have applied scenario analysis
against the pathways of different temperature additions
and country policy scenarios. We also assess the impact of
climate risk on the classification of financial instruments
under IFRS 9, when ESG triggers may affect the cash flows
received by the Group under the contractual terms of
the instrument.
The Group Climate Risk team have performed a top-down
quantitative assessment of the impact of climate risk on the
IFRS 9 ECL provision. This assessment has been performed
across both the CCIB and CPBB portfolios. CCIB includes
Corporates, Sovereign, Asset Backed Securities, Commercial
and Specialised Lending. CPBB includes Mortgages,
Personal Loans and Credit Cards. The climate adjusted ECL
was estimated by adding climate scalars (multiplicative
adjustments) to the business as usual ECL. The scalars, such
as LGD increases, have been informed by the judgement of
using three Network of Central Banks and Supervisors for
Greening the Financial System (NGFS) pathways/scenarios,
being Early Action, Late Action and No Additional Action.
These pathways have been probability weighted and
generally include the addition of carbon charges/taxes over
time to model transition risk. The impact assessment which
is considered a resulted in an marginal ECL increase across
CCIB and CPBB which will not be recorded as an overlay for
the 2022 year end (in line with our view that the quantitative
impact of Climate Risk is currently limited).
The Group’s corporate plan has a 5 year outlook and already
includes where we have committed to transitioning away
from certain high carbon sectors (i.e. coal), offset by
transition finance opportunities. This is shorter term than
many of the climate scenario outlooks but seeks to capture
the nearer term performance as required by recoverability
models. We have for the first time in the 2023 corporate plan
included anticipated ECL charges linked to climate for three
sectors (Oil and Gas, Metals and Mining and Power) over
the 5 years. This addition of ECL has not in itself, impacted
the recoverability of assets supported by discounted
cash flow models (such as Value in Use) which utilise the
corporate plan.
With the aim to enhance our internal scenario analysis
capabilities in line with our Risk Appetite Statement, in
2022 we assessed the impact on our CCIB corporate client
portfolio based on three International Energy Agency (IEA)
scenarios and three Phase 2 scenarios from the NGFS
(Which align to the CBES scenarios) and participated in
the Monetary Authority of Singapore Industry-Wide Stress
Test. We also assessed the impact of sea level rises under
various Intergovernmental Panel on Climate Change (IPCC)
Representative Concentration Pathways (RCP) scenarios to
explore the Physical Risk impact on the Consumer, Private
and Business Banking (CPBB) residential mortgage portfolio
over short- and long-term time horizons for internal risk
management purposes. Notwithstanding these challenges,
our work to date, using certain assumptions and proxies,
indicates that our business is resilient to all Network of
Central Banks and Supervisors for Greening the Financial
System (NGFS) and IEA scenarios that were explored.
The Group, although acknowledging the limitations of
current data available, increasing sophistication of models
evolving and nascent nature of climate impacts on internal
and client assets, considers Climate Risk to have limited
quantitative impact in the immediate term and as a longer
term risk will be addressed through its business strategy
and financial planning as the Group implements its net
zero journey.
IFRS and Hong Kong accounting requirements
As required by the Hong Kong Listing Rules, an explanation
of the differences in accounting practices between UK-
adopted 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.
Comparatives
Certain comparatives have been restated in line with current
year disclosures. Details of these changes are set out in the
relevant sections and notes below:
• Note 2 Segmental information
• Note 4 Net fees and commission
• Note 12 Earnings per ordinary share
• Note 13 Financial instruments
• Note 14 Derivative financial instruments
• Note 33 Structured entities
• Note 36 Related party transactions
• Risk review: various credit risk tables for new segment
Ventures and Operational Risk events and losses
• Capital review: new segment Ventures
New accounting standards in issue but not yet effective
IFRS 17 Insurance Contracts
IFRS 17 Insurance Contracts was issued in May 2017 (and
subsequently amended in June 2020) to replace IFRS 4
Insurance Contracts and to establish a comprehensive
standard for inceptors of insurance policies. The Group will
apply IFRS 17 for annual reporting periods beginning on
January 1, 2023. IFRS 17 will not have a material impact on
the Group’s financial statements.
349
Standard Chartered – Annual Report 2022Financial statements 1. Accounting policies continued
Going concern
These financial statements were approved by the Board of
directors on 16 February 2023. The directors have made an
assessment of the Group’s ability to continue as a going
concern. This assessment has been made having considered
the impact of COVID-19, macroeconomic and geopolitical
headwinds, including:
• Analysis of the capital, funding and liquidity position of
the Group, including the capital and leverage ratios, and
ICAAP which summarises the Group’s capital and risk
assessment processes, assesses its capital requirements
and the adequacy of resources to meet them. Further,
funding and liquidity was considered in the context of the
risk appetite metrics, including the ADR and LCR ratios
• Review of the Group Strategy and Corporate Plan
• An assessment of the actual performance to date, loan
book quality, credit impairment, legal, regulatory and
compliance matters, and the updated annual budget
• Consideration of stress testing performed, including both
the Bank of England annual stress test and a Group
Recovery and Resolution Plan (RRP) as submitted to the
PRA. Both these submissions include the application of
stressed scenarios including; COVID additional waves with
the accompanying economic shocks, credit impact and
short term liquidity shocks. Under the tests and through
the range of scenarios, the results of these exercises and
the RRP demonstrate that the Group has sufficient capital
and liquidity to continue as a going concern and meet
minimum regulatory capital and liquidity requirements
• The Group’s Internal Liquidity Adequacy Assessment
Process (ILAAP), which considers the Group’s liquidity
position, its framework and whether sufficient liquidity
resources are being maintained to meet liabilities as they
fall due, was also reviewed
• The level of debt in issue, including redemptions and
issuances during the year, debt falling due for repayment
in the next 12 months and further planned debt issuances,
including the appetite in the market for the Group’s debt
• A detailed review of all principal and emerging risks
Based on the analysis performed, the directors confirm they
are satisfied that the Group has adequate resources to
continue in business for a period of at least 12 months from
16 February 2023. For this reason, the Group continues to
adopt the going concern basis of accounting for preparing
the financial statements.
2. Segmental information
Basis of preparation
The analysis reflects how the client segments and geographic
regions are managed internally. This is described as the
Management View (on an underlying basis) and is principally
the location from which a client relationship is managed,
which may differ from where it is financially booked and may
be shared between businesses and/or regions. In certain
instances this approach is not appropriate and a Financial
View is disclosed, that is, the location in which the transaction
or balance was booked. Typically, the Financial View is used
in areas such as the Market and Liquidity Risk reviews where
actual booking location is more important for an assessment.
Segmental information is therefore on a Management View
unless otherwise stated.
Segments and regions
The Group’s segmental reporting is in accordance with IFRS 8
Operating Segments and is reported consistently with the
internal performance framework and as presented to the
Group’s Management Team.
As part of the ongoing execution of its refreshed strategy,
the Group has expanded and reorganised its reporting
structure with the creation of a third client segment, Ventures,
effective on 1st January 2022. Ventures is a consolidation of
SC Ventures and its related entities as well as the Group’s
two majority-owned digital banks Mox in Hong Kong and
Trust Bank in Singapore.
• SC Ventures is the platform and catalyst for the Group to
promote innovation, invest in disruptive financial technology
and explore alternative business models
• Mox, a cloud-native, mobile only digital bank, was launched
in Hong Kong as a joint venture with HKT, PCCW and Ctrip
in September 2020
• Trust Bank was launched in Singapore in partnership
with FairPrice Group, the nation’s leading grocery retailer,
in September 2022
The changes above require comparative periods to
be restated.
350
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 2. Segmental information continued
Restructuring items excluded from underlying results
The Group’s statutory IFRS performance is adjusted for certain items to arrive at alternative performance measures. These items
include profits or losses of a capital nature, amounts consequent to investment transactions driven by strategic intent, other
infrequent and/or exceptional transactions that are significant or material in the context of the Group’s normal business
earnings for the period and items which management and investors would ordinarily identify separately when assessing
consistent performance period by period. The alternative performance measures are not within the scope of IFRS and not a
substitute for IFRS measures. These adjustments are set out below.
Restructuring charges of $174 million primarily relate to redundancies partly offset by income from the Principal Finance and
Ship Leasing portfolios.
Reconciliations between underlying and statutory results are set out in the tables below:
Operating income
Operating expenses
Operating profit/(loss) before
impairment losses and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Profit/(loss) before taxation
Operating income
Operating expenses
Operating profit/(loss) before
impairment losses and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Profit/(loss) before taxation
2022
Regulatory
fine
$million
Restructuring
$million
Net gain on
businesses
disposed of/
held for sale
$million
Goodwill
and other
impairment1
$million
–
–
–
–
–
–
–
43
(170)
(127)
2
(38)
(11)
(174)
2021
20
–
20
–
–
–
20
–
–
–
–
(322)
–
(322)
Regulatory
fine
$million
Restructuring
$million
Net gain on
businesses
disposed of/
held for sale
$million
Goodwill
and other
impairment1
$million
–
(62)
(62)
–
–
–
(62)
(32)
(487)
(519)
9
(17)
20
(507)
20
–
20
–
–
–
20
–
–
–
–
(300)
–
(300)
Underlying
$million
16,255
(10,743)
5,512
(838)
(79)
167
4,762
Underlying
$million
14,713
(10,375)
4,338
(263)
(55)
176
4,196
Statutory
$million
16,318
(10,913)
5,405
(836)
(439)
156
4,286
Statutory
$million
14,701
(10,924)
3,777
(254)
(372)
196
3,347
1 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
other impairment
351
Standard Chartered – Annual Report 2022Financial statements 2. Segmental information continued
Underlying performance by client segment
Operating income
External
Inter-segment
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment⁴
Other items
Statutory profit/(loss) before taxation
Total assets
Of which: loans and advances to customers
loans and advances to customers
loans held at fair value through profit or loss
(FVTPL)2
Total liabilities
Of which: customer accounts3
Operating income
External
Inter-segment
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment⁴
Other items
Statutory profit/(loss) before taxation
Total assets
Of which: loans and advances to customers
loans and advances to customers
loans held at fair value through profit or loss
(FVTPL)2
Total liabilities
Of which: customer accounts3
Corporate,
Commercial
Institutional
Banking
$million
10,045
8,899
1,146
(5,480)
4,565
(425)
(40)
–
4,100
(50)
–
–
4,050
401,567
184,254
139,756
44,498
479,981
332,176
Corporate,
Commercial &
Institutional
Banking
$million
8,407
7,952
455
Consumer,
Private &
Business
Banking
$million
6,016
4,989
1,027
(4,148)
1,868
(262)
(10)
–
1,596
(63)
–
–
1,533
133,956
130,985
130,957
28
185,396
180,659
Consumer,
Private &
Business
Banking
$million
5,735
5,375
360
(5,278)
(4,227)
3,129
44
(49)
–
3,124
(114)
–
–
3,010
405,778
208,729
139,335
69,394
481,397
351,696
1,508
(282)
–
–
1,226
(235)
–
–
991
139,364
136,477
136,410
67
182,210
178,088
2022
Ventures
$million
29
29
–
(336)
(307)
(16)
(24)
(16)
(363)
(1)
–
–
(364)
2,451
702
702
–
1,658
1,548
Central &
other items
(segment)
$million
165
2,338
(2,173)
(779)
(614)
(135)
(5)
183
(571)
(60)
(322)
20
(933)
281,948
41,789
39,232
2,557
102,871
5,846
2021 (Restated)¹
Ventures
$million
Central &
other items
(segment)
$million
1
1
–
(253)
(252)
(3)
–
(6)
(261)
(3)
–
20
(244)
1,098
88
88
–
766
689
570
1,385
(815)
(617)
(47)
(22)
(6)
182
107
(155)
(300)
(62)
(410)
281,578
24,409
22,635
1,774
110,809
11,982
Total
$million
16,255
16,255
–
(10,743)
5,512
(838)
(79)
167
4,762
(174)
(322)
20
4,286
819,922
357,730
310,647
47,083
769,906
520,229
Total
$million
14,713
14,713
–
(10,375)
4,338
(263)
(55)
176
4,196
(507)
(300)
(42)
3,347
827,818
369,703
298,468
71,235
775,182
542,455
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022
Prior periods have been restated. Ventures is comprised of Mox, Trust Bank & SC Ventures; a large part of Ventures income is from Digital banks in current year
2 Loans held at FVTPL includes $40,537 million (2021: $61,282 million) of repurchase agreements
3 Customer accounts includes $11,706 million (2021: $9,291 million) of FVTPL and $46,846 million (2021: $58,594 million) of repurchase agreements
4 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
Other impairment
352
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 2. Segmental information continued
Operating income by client segment
Underlying operating income
Restructuring
Other items
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
10,045
6,016
41
–
–
–
Statutory operating income
10,086
6,016
Underlying operating income
Restructuring
Other items
Corporate,
Commercial &
Institutional
Banking
$million
8,407
9
–
Consumer,
Private &
Business
Banking
$million
5,735
–
–
Statutory operating income
8,416
5,735
2022
Ventures
$million
Central &
other items
(segment)
$million
29
–
–
29
165
2
20
187
2021 (Restated)¹
Ventures
$million
1
–
20
21
Central &
other items
(segment)
$million
570
(41)
–
529
Total
$million
16,255
43
20
16,318
Total
$million
14,713
(32)
20
14,701
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022
Prior periods have been restated
Underlying performance by region
Operating income
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment1
Other items
Statutory profit/(loss) before taxation
Total assets
Of which: loans and advances to customers
loans and advances to customers
loans held at fair value through profit or loss
(FVTPL)2
Total liabilities
Of which: customer accounts3
Africa &
Middle East
$million
2,606
(1,669)
2022
Europe &
Americas
$million
2,353
(1,564)
937
(120)
2
–
819
(29)
–
–
790
53,086
23,857
21,570
2,287
40,902
31,860
789
77
(3)
–
863
(23)
–
–
840
268,960
62,981
31,906
31,075
219,701
141,537
Asia
$million
11,213
(6,867)
4,346
(790)
(47)
179
3,688
(75)
(308)
20
3,325
488,399
270,892
257,171
13,721
441,349
346,832
Central &
other items
$million
83
(643)
(560)
(5)
(31)
(12)
(608)
(47)
(14)
–
(669)
9,477
–
–
–
67,954
–
Total
$million
16,255
(10,743)
5,512
(838)
(79)
167
4,762
(174)
(322)
20
4,286
819,922
357,730
310,647
47,083
769,906
520,229
353
Standard Chartered – Annual Report 2022Financial statements 2. Segmental information continued
Operating income
Operating expenses
Operating profit/(loss) before impairment losses
and taxation
Credit impairment
Other impairment
Profit from associates and joint ventures
Underlying profit/(loss) before taxation
Restructuring
Goodwill and other impairment1
Other items
Statutory profit/(loss) before taxation
Total assets
Of which: loans and advances to customers
loans and advances to customers
loans held at fair value through profit or loss
(FVTPL)2
Total liabilities
Of which: customer accounts3
Africa &
Middle East
$million
2,446
(1,623)
2021
Europe &
Americas
$million
2,003
(1,485)
823
34
(1)
–
856
(25)
–
–
831
57,405
27,600
25,177
2,423
41,260
34,701
518
144
(18)
–
644
(69)
–
–
575
277,008
76,359
29,430
46,929
233,915
151,962
Asia
$million
10,448
(6,773)
3,675
(434)
–
175
3,416
(286)
(300)
–
2,830
483,950
265,744
243,861
21,883
434,200
355,792
Central &
other items
$million
(184)
(494)
(678)
(7)
(36)
1
(720)
(127)
–
(42)
(889)
9,455
–
–
–
65,807
–
Total
$million
14,713
(10,375)
4,338
(263)
(55)
176
4,196
(507)
(300)
(42)
3,347
827,818
369,703
298,468
71,235
775,182
542,455
1 Goodwill and other impairment include $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021
comparative has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit to Goodwill and
Other impairment.
2 Loans held at FVTPL includes $40,537 million (FY’21 $61,282 million) of repurchase agreements
3 Customer accounts includes $11,706 million (FY’21 $9,291 million) of FVTPL and $46,846 million (FY’21 $58,594 million) of repurchase agreements
Operating income by region
Underlying operating income
Restructuring
Other items
Asia
$million
11,213
23
20
Africa &
Middle East
$million
2,606
2
–
2022
Europe &
Americas
$million
2,353
(1)
–
Statutory operating income
11,256
2,608
2,352
Underlying operating income
Restructuring
Other items
Asia
$million
10,448
30
–
Africa &
Middle East
$million
2,446
3
–
Statutory operating income
10,478
2,449
2021
Europe &
Americas
$million
2,003
(30)
–
1,973
Central &
other items
$million
83
19
–
102
Central &
other items
$million
(184)
(35)
20
(199)
Total
$million
16,255
43
20
16,318
Total
$million
14,713
(32)
20
14,701
354
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 2. Segmental information continued
Additional segmental information (statutory)
Net interest income
Net fees and commission income
Net trading and other income
Operating income
Net interest income
Net fees and commission income
Net trading and other income
Operating income
2022
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
Central &
other items
(segment)
$million
3,616
1,706
4,764
10,086
Corporate,
Commercial &
Institutional
Banking
$million
3,267
1,784
3,365
8,416
3,969
1,524
523
6,016
Consumer,
Private &
Business
Banking
$million
3,216
2,003
516
5,735
18
8
3
29
(10)
(125)
322
187
2021 (Restated)¹
Ventures
$million
(2)
1
22
21
Central &
other items
(segment)
$million
317
(66)
278
529
Total
$million
7,593
3,113
5,612
16,318
Total
$million
6,798
3,722
4,181
14,701
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022
Prior periods have been restated
Net interest income
Net fees and commission income
Net trading and other income
Operating income
Net interest income
Net fees and commission income
Net trading and other income
Operating income
Asia
$million
5,747
2,224
3,285
11,256
Asia
$million
5,069
2,764
2,645
10,478
Africa &
Middle East
$million
1,299
526
783
2,608
Africa &
Middle East
$million
1,190
614
645
2,449
2022
2022
Europe &
Americas
$million
260
526
1,566
2,352
2021
Europe &
Americas
$million
490
547
936
1,973
Central &
other items
$million
287
(163)
(22)
102
Central &
other items
$million
49
(203)
(45)
(199)
Total
$million
7,593
3,113
5,612
16,318
Total
$million
6,798
3,722
4,181
14,701
Net interest income
Net fees and commission income
Net trading and other income
Operating income
Net interest income
Net fees and commission income
Net trading and other income
Operating income
Hong
Kong
$million
1,843
658
1,235
3,736
Hong
Kong
$million
1,422
902
1,148
3,472
Korea
$million
China
$million
Taiwan
$million
Singapore
$million
India
$million
Indonesia
$million
UAE
$million
UK
$million
US
$million
751
157
237
1,145
561
143
450
1,154
171
162
141
474
982
553
380
611
239
377
1,915
1,227
2021
89
52
73
214
281
81
268
630
(189)
44
1,167
1,022
330
393
306
1,029
Korea
$million
China
$million
Taiwan
$million
Singapore
$million
India
$million
Indonesia
$million
UAE
$million
UK
$million
US
$million
724
213
174
1,111
589
192
306
1,087
178
218
98
494
742
664
192
706
240
336
1,598
1,282
90
54
69
213
229
101
216
546
220
21
624
865
198
414
206
818
355
Standard Chartered – Annual Report 2022Financial statements 3. Net interest income
Accounting policy
Interest income for financial assets held at either fair value through other comprehensive income or amortised cost, and
interest expense on all financial liabilities held at amortised cost is recognised in profit or loss using the effective interest
method.
The effective interest method is a method of calculating the amortised cost of a financial asset or a financial liability and
of allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that
discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when
appropriate, a shorter period, to the net carrying amount of the financial asset or financial liability. When calculating the
effective interest rate, the Group estimates cash flows considering all contractual terms of the financial instrument (for
example prepayment options) but does not consider future credit losses. The calculation includes all fees paid or received
between parties to the contract that are an integral part of the effective interest rate, transaction costs and all other
premiums or discounts. For floating-rate financial instruments, periodic re-estimation of cash flows that reflect the
movements in the market rates of interest alters the effective interest rate. Where the estimates of cash flows have been
revised, the carrying amount of the financial asset or liability is adjusted to reflect the actual and revised cash flows,
discounted at the instruments original effective interest rate. The adjustment is recognised as interest income or expense
in the period in which the revision is made as long as the change in estimates is not due to credit issues.
Interest income for financial assets that are either held at fair value through other comprehensive income or amortised
cost that have become credit-impaired subsequent to initial recognition (stage 3) and have had amounts written off, is
recognised using the credit adjusted effective interest rate. This rate is calculated in the same manner as the effective
interest rate except that expected credit losses are included in the expected cash flows. Interest income is therefore
recognised on the amortised cost of the financial asset including expected credit losses. Should the credit risk on a stage 3
financial asset improve such that the financial asset is no longer considered credit-impaired, interest income recognition
reverts to a computation based on the rehabilitated gross carrying value of the financial asset.
Balances at central banks
Loans and advances to banks
Loans and advances to customers
Debt securities
Other eligible bills
Accrued on impaired assets (discount unwind)1
Interest income
Of which: financial instruments held at fair value through other comprehensive income
Deposits by banks
Customer accounts
Debt securities in issue
Subordinated liabilities and other borrowed funds
Interest expense on IFRS 16 lease liabilities
Interest expense
Net interest income
2022
$million
765
853
10,032
2,836
630
136
15,252
2,167
433
5,443
1,169
570
44
7,659
7,593
2021
$million
92
490
7,347
1,787
303
227
10,246
1,541
136
2,196
566
497
53
3,448
6,798
1. Includes a $117 million (2021: $171 million) adjustment in relation to interest earned on impaired assets as required by IFRS9 Financial Instruments Recognition
and Measurement
4. Net fees and commission
Accounting policy
Fees and commissions charged for services provided by the Group are recognised as revenue when the Group satisfies the
performance obligations to the customer. Services provided by the Group are either satisfied at point in time or over time.
Fees and commission income are measured based on the consideration specified in the contract with the customer.
The Group can act as trustee or in other fiduciary capacities that result in the holding or placing of assets on behalf of
individuals, trusts, retirement benefit plans and other institutions. The assets and income arising thereon are excluded
from these financial statements, as they are not assets and income of the Group.
356
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 4. Net fees and commission continued
The Group applies the following practical expedients:
• information on amounts of transaction price allocated to unsatisfied (or partially unsatisfied) performance obligations at
the end of the reporting period is not disclosed as almost all fee-earning contracts have an expected duration of less than
one year
• promised consideration is not adjusted for the effects of a significant financing component as the period between the Group
providing a service and the customer paying for it is expected to be less than one year
• incremental costs of obtaining a fee-earning contract are recognised upfront in ‘Fees and commission expense’ rather than
amortised, if the expected term of the contract is less than one year
The determination of the services performed for the customer, the transaction price, and when the services are completed
depends on the nature of the product with the customer. The main considerations on income recognition by product are
as follows:
Transaction Banking
The Group recognises fee income associated with transactional trade and cash management at the point in time the service
is provided. The Group recognises income associated with trade contingent risk exposures (such as letters of credit and
guarantees) over the period in which the service is provided.
Payment of fees is usually received at the same time the service is provided. In some cases, letters of credit and guarantees
issued by the Group have annual upfront premiums, which are amortised on a straight-line basis to fee income over the year.
Financial Markets
The Group recognises fee income at the point in time the service is provided. Fee income is recognised for a significant non-
lending service when the transaction has been completed and the terms of the contract with the customer entitle the Group to
the fee. This includes fees such as structuring and advisory fees. Fees are usually received shortly after the service is provided.
Syndication fees are recognised when the syndication is complete, defined as achieving the final approved hold position.
Fees are generally received before completion of the syndication, or within 12 months of the transaction date.
Securities services include custody services, fund accounting and administration, and broker clearing. Fees are recognised over
the period the custody or fund management services are provided, or as and when broker services are requested.
Wealth Management
Upfront consideration on bancassurance agreements is amortised straight-line over the contractual term. Commissions for
bancassurance activities are recorded as they are earned through sales of third-party insurance products to customers.
These commissions are received within a short time frame of the commission being earned. Target-linked fees are accrued
based on percentage of the target achieved, provided it is assessed as highly probable that the target will be met.
Cash payment is received at a contractually specified date after achievement of a target has been confirmed.
Upfront and trailing commissions for managed investment placements are recorded as they are confirmed. Income from these
activities is relatively even throughout the period, and cash is usually received within a short time frame after the commission
is earned.
Retail Products
The Group recognises most income at the point in time the Group is entitled to the fee, since most services are provided at the
time of the customer’s request.
Credit card annual fees are recognised over the service period. In most of our retail markets there are circumstances under
which fees are waived, income recognition is adjusted to reflect customer’s intent to pay the annual fee. The Group defers the
fair value of reward points on its credit card reward programmes, and recognises income and costs associated with fulfilling the
reward at the time of redemption.
357
Standard Chartered – Annual Report 2022Financial statements 4. Net fees and commission continued
Fees and commissions income
Of which:
Financial instruments that are not fair valued through profit or loss
Trust and other fiduciary activities
Fees and commissions expense
Of which:
Financial instruments that are not fair valued through profit or loss
Trust and other fiduciary activities
Net fees and commission
2022
$million
3,972
1,306
520
(859)
(303)
(49)
3,113
Transaction Banking
Trade
Cash Management
Financial Markets
Lending & Portfolio Management
Principal Finance
Wealth Management
Retail Products
Treasury
Others
Fees and commission income
Fees and commission expense
Net fees and commission
Transaction Banking
Trade
Cash Management
Financial Markets
Lending & Portfolio Management
Principal Finance
Wealth Management
Retail Products
Treasury
Others
Fees and commission income2
Fees and commission expense2
Net fees and commission2
2022
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
Central &
other Items
(Segment)
$million
1,143
594
549
958
124
–
–
–
–
–
2,225
(519)
1,706
Corporate,
Commercial &
Institutional
Banking1
$million
1,003
572
431
956
146
(5)
1
–
–
–
2,101
(317)
1,784
32
25
7
–
5
–
1,127
582
–
(2)
1,744
(220)
1,524
–
–
–
–
–
–
–
12
–
8
20
(12)
8
–
–
–
–
–
–
–
–
(5)
(11)
(16)
(109)
(125)
2021 (Restated)¹,3
Consumer,
Private &
Business
Banking1
$million
Ventures
$million
Central &
other Items
(Segment)
$million
39
27
12
–
1
–
1,585
614
–
33
2,272
(269)
2,003
–
–
–
–
–
–
–
3
–
34
37
(36)
1
–
–
–
–
–
–
–
–
2
46
48
(114)
(66)
2021
$million
4,458
1,282
703
(736)
(234)
(49)
3,722
Total
$million
1,175
619
556
958
129
–
1,127
594
(5)
(5)
3,972
(859)
3,113
Total
$million
1,042
599
443
956
147
(5)
1,586
617
2
113
4,458
(736)
3,722
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment in 2022
Prior periods have been restated
2 Fees & commission by segments was presented on a net basis in 2021. The presentation has been changed to gross basis for Fees & commission income and
expense. Prior period has been restated
3 Following a reorganisation of certain clients, there has been a reclassification of balances across products
$59 million of amortisation of capitalised acquisition costs on credit cards have been recorded as fee and commission expense
in 2022 as against interest income until last year. The corresponding impact for 2021 was $60 million, but the comparatives have
not been restated based on materiality.
358
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 4. Net fees and commission continued
Upfront bancassurance consideration amounts are amortised on a straight-line basis over the contractual period to which the
consideration relates. Deferred income on the balance sheet in respect of these activities is $549 million (2021: $634 million).
The income will be earned evenly over the next 6.5 years (2021: 7.5 years). For the twelve months ended 31 December 2022,
$84 million of fee income was released from deferred income (2021: $84 million).
The Group has recognised revenue of $160 million from one of its bancassurance contracts based on confirmation from the
counterparty that the annual performance bonus will be paid to the Group for the year ended 31 December 2022.
5. Net trading income
Accounting policy
Gains and losses arising from changes in the fair value of financial instruments held at fair value through profit or loss are
recorded in net trading income in the period in which they arise. This includes contractual interest receivable or payable.
Income is recognised from the sale and purchase of trading positions, margins on market making and customer business and
fair value changes.
When the initial fair value of a financial instrument held at fair value through profit or loss relies on unobservable inputs, the
difference between the initial valuation and the transaction price is amortised to net trading income as the inputs become
observable or over the life of the instrument, whichever is shorter. Any unamortised ‘day one’ gain is released to net trading
income if the transaction is terminated.
Net trading income
Significant items within net trading income include:
Gains on instruments held for trading1
Gains on financial assets mandatorily at fair value through profit or loss
Losses on financial assets designated at fair value through profit or loss
Losses on financial liabilities designated at fair value through profit or loss
2022
$million
5,310
4,942
1,087
(6)
(677)
2021
$million
3,431
3,381
181
(8)
(133)
1
Includes $365 million gain (2021: $339 million gain) from the translation of foreign currency monetary assets and liabilities
6. Other operating income
Accounting policy
Operating lease income is recognised on a straight-line basis over the period of the lease unless another systematic basis is
more appropriate.
Dividends on equity instruments are recognised when the Group’s right to receive payment is established.
On disposal of fair value through other comprehensive income debt instruments, the cumulative gain or loss recognised in
other comprehensive income is recycled to the profit or loss in other operating income.
When the Group loses control of the subsidiary or disposal group, the difference between the consideration received and the
carrying amount of the subsidiary or disposal group is recognised as a gain or loss on sale of the business.
2022
$million
2021
$million
Other operating income includes:
Rental income from operating lease assets
Net (loss)/gain on disposal of fair value through other comprehensive income debt instruments
Net gain on amortised cost financial assets
Net (loss)/gain on sale of businesses
Dividend income
Gain on sale of aircrafts
Other
Other operating income
421
(207)
17
(1)
14
21
37
302
463
157
22
20
14
23
51
750
359
Standard Chartered – Annual Report 2022Financial statements 7. Operating expenses
Accounting policy
Short-term employee benefits: salaries and social security expenses are recognised over the period in which the employees
provide the service. Variable compensation is included within share-based payments costs and wages and salaries.
Further details are disclosed in the Directors’ remuneration report (pages 184 to 205).
Pension costs: contributions to defined contribution pension schemes are recognised in profit or loss when payable. For
defined benefit plans, net interest expense, service costs and expenses are recognised in the income statement. Further
details are provided in Note 30.
Share-based compensation: the Group operates equity-settled and cash-settled share-based payment compensation
plans. The fair value of the employee services (measured by the fair value of the option granted) received in exchange for
the grant of the options is recognised as an expense. Further details are provided in Note 31.
Staff costs:
Wages and salaries
Social security costs
Other pension costs (Note 30)
Share-based payment costs (Note 31)
Other staff costs
2022
$million
2021
$million
6,014
210
390
199
805
7,618
5,834
209
377
167
1,081
7,668
Other staff costs include redundancy expenses of $79 million (2021: $328 million). Further costs in this category include training,
travel costs and other staff-related costs.
The following table summarises the number of employees within the Group:
At 31 December
Average for the year
2022
Business Support services
30,619
31,133
52,647
51,854
Total
83,266
82,987
2021
Business
Support services
30,614
31,468
51,343
51,268
Total
81,957
82,736
The Company employed Nil staff at 31 December 2022 (2021: Nil) and it incurred costs of Nil (2021: $1 million).
Details of directors’ pay, benefits, pensions and benefits and interests in shares are disclosed in the Directors’ remuneration
report (pages 184 to 205).
Transactions with directors, officers and other related parties are disclosed in Note 36.
Premises and equipment expenses
General administrative expenses:
UK bank levy
Provision for regulatory matters
Other general administrative expenses
Depreciation and amortization:
Property, plant and equipment:
Premises
Equipment
Operating lease assets
Intangibles:
Software
Acquired on business combinations
Total operating expenses
2022
$million
401
2021
$million
387
102
14
1,592
1,708
326
123
202
651
531
4
1,186
10,913
100
62
1,526
1,688
370
129
213
712
461
8
1,181
10,924
Operating expenses include research expenditure of $946 million (2021: $945 million), which was recognised as an expense in
the year.
The UK bank levy is applied on the chargeable equity and liabilities on the balance sheet of UK operations. Key exclusions
from chargeable equity and liabilities include Tier 1 capital, insured or guaranteed retail deposits, repos secured on certain
sovereign debt and liabilities subject to netting. The rates are 0.10 per cent for short-term liabilities and 0.05 per cent for
long-term liabilities.
360
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 8. Credit impairment
Accounting policy
Significant accounting estimates and judgements
The Group’s expected credit loss (ECL) calculations are outputs of complex models with a number of underlying assumptions.
The significant judgements in determining ECL include:
• The Group’s criteria for assessing if there has been a significant increase in credit risk;
• Development of expected credit loss models, including the choice of inputs relating to macroeconomic variables;
• Evaluation of management overlays and post-model adjustments;
• Determination of probability weightings for Stage 3 individually assessed provisions
The calculation of credit impairment provisions also involves expert credit judgement to be applied by the credit risk
management team based upon counterparty information they receive from various sources including relationship managers
and on external market information. Details on the approach for determining ECL can be found in the credit risk section,
under IFRS 9 Methodology (page 236).
Estimates of forecasts of key macroeconomic variables underlying the ECL calculation can be found within the Risk review,
Key assumptions and judgements in determining expected credit loss (page 271).
Expected credit losses
ECL are determined for all financial debt instruments that are classified at amortised cost or fair value through other
comprehensive income, undrawn commitments and financial guarantees.
An ECL represents the present value of expected cash shortfalls over the residual term of a financial asset, undrawn
commitment or financial guarantee.
A cash shortfall is the difference between the cash flows that are due in accordance with the contractual terms of the
instrument and the cash flows that the Group expects to receive over the contractual life of the instrument.
Measurement
ECL are computed as unbiased, probability-weighted amounts which are determined by evaluating a range of reasonably
possible outcomes, the time value of money, and considering all reasonable and supportable information including that
which is forward-looking.
For material portfolios, the estimate of expected cash shortfalls is determined by multiplying the probability of default (PD)
with the loss given default (LGD) with the expected exposure at the time of default (EAD). There may be multiple default
events over the lifetime of an instrument. Further details on the components of PD, LGD and EAD are disclosed in the Credit
risk section. For less material Retail Banking loan portfolios, the Group has adopted less sophisticated approaches based on
historical roll rates or loss rates.
Forward-looking economic assumptions are incorporated into the PD, LGD and EAD where relevant and where they
influence credit risk, such as GDP growth rates, interest rates, house price indices and commodity prices among others.
These assumptions are incorporated using the Group’s most likely forecast for a range of macroeconomic assumptions.
These forecasts are determined using all reasonable and supportable information, which includes both internally developed
forecasts and those available externally, and are consistent with those used for budgeting, forecasting and capital planning.
To account for the potential non-linearity in credit losses, multiple forward-looking scenarios are incorporated into the
range of reasonably possible outcomes for all material portfolios. For example, where there is a greater risk of downside
credit losses than upside gains, multiple forward-looking economic scenarios are incorporated into the range of reasonably
possible outcomes, both in respect of determining the PD (and where relevant, the LGD and EAD) and in determining the
overall ECL amounts. These scenarios are determined using a Monte Carlo approach centred around the Group’s most likely
forecast of macroeconomic assumptions.
The period over which cash shortfalls are determined is generally limited to the maximum contractual period for which
the Group is exposed to credit risk. However, for certain revolving credit facilities, which include credit cards or overdrafts,
the Group’s exposure to credit risk is not limited to the contractual period. For these instruments, the Group estimates
an appropriate life based on the period that the Group is exposed to credit risk, which includes the effect of credit risk
management actions such as the withdrawal of undrawn facilities.
For credit-impaired financial instruments, the estimate of cash shortfalls may require the use of expert credit judgement.
361
Standard Chartered – Annual Report 2022Financial statements 8. Credit impairment continued
The estimate of expected cash shortfalls on a collateralised financial instrument reflects the amount and timing of cash
flows that are expected from foreclosure on the collateral less the costs of obtaining and selling the collateral, regardless of
whether foreclosure is deemed probable.
Cash flows from unfunded credit enhancements held are included within the measurement of expected credit losses if
they are part of, or integral to, the contractual terms of the instrument (this includes financial guarantees, unfunded risk
participations and other non-derivative credit insurance). Although non-integral credit enhancements do not impact the
measurement of expected credit losses, a reimbursement asset is recognised to the extent of the ECL recorded.
Cash shortfalls are discounted using the effective interest rate (or credit-adjusted effective interest rate for purchased or
originated credit-impaired instruments (POCI)) on the financial instrument as calculated at initial recognition or if the
instrument has a variable interest rate, the current effective interest rate determined under the contract.
Instruments
Location of expected credit loss provisions
Financial assets held at amortised cost
Financial assets held FVOCI – Debt instruments
Loan commitments
Financial guarantees
Loss provisions: netted against gross carrying value¹
Other comprehensive income (FVOCI expected credit loss reserve)2
Provisions for liabilities and charges3
Provisions for liabilities and charges3
1 Purchased or originated credit-impaired assets do not attract an expected credit loss provision on initial recognition. An expected credit loss provision will be
recognised only if there is an increase in expected credit losses from that considered at initial recognition
2 Debt and treasury securities classified as fair value through other comprehensive income (FVOCI) are held at fair value on the face of the balance sheet.
The expected credit loss attributed to these instruments is held as a separate reserve within other comprehensive income (OCI) and is recycled to the profit
and loss account along with any fair value measurement gains or losses held within FVOCI when the applicable instruments are derecognised
3 Expected credit loss on loan commitments and financial guarantees is recognised as a liability provision. Where a financial instrument includes both a loan
(i.e. financial asset component) and an undrawn commitment (i.e. loan commitment component), and it is not possible to separately identify the expected
credit loss on these components, expected credit loss amounts on the loan commitment are recognised together with expected credit loss amounts on
the financial asset. To the extent the combined expected credit loss exceeds the gross carrying amount of the financial asset, the expected credit loss is
recognised as a liability provision
Recognition
12 months expected credit losses (stage 1) Expected credit losses are recognised at the time of initial recognition of a financial
instrument and represent the lifetime cash shortfalls arising from possible default events up to 12 months into the future
from the balance sheet date. Expected credit losses continue to be determined on this basis until there is either a significant
increase in the credit risk of an instrument or the instrument becomes credit-impaired. If an instrument is no longer
considered to exhibit a significant increase in credit risk, expected credit losses will revert to being determined on a
12-month basis.
Significant increase in credit risk (Stage 2) If a financial asset experiences a significant increase in credit risk (SICR) since initial
recognition, an expected credit loss provision is recognised for default events that may occur over the lifetime of the asset.
Significant increase in credit risk is assessed by comparing the risk of default of an exposure at the reporting date to the risk
of default at origination (after taking into account the passage of time). Significant does not mean statistically significant nor
is it assessed in the context of changes in expected credit loss. Whether a change in the risk of default is significant or not is
assessed using a number of quantitative and qualitative factors, the weight of which depends on the type of product and
counterparty. Financial assets that are 30 or more days past due and not credit-impaired will always be considered to have
experienced a significant increase in credit risk. For less material portfolios where a loss rate or roll rate approach is applied to
compute expected credit loss, significant increase in credit risk is primarily based on 30 days past due.
Quantitative factors include an assessment of whether there has been significant increase in the forward-looking probability
of default (PD) since origination. A forward-looking PD is one that is adjusted for future economic conditions to the extent
these are correlated to changes in credit risk. We compare the residual lifetime PD at the balance sheet date to the residual
lifetime PD that was expected at the time of origination for the same point in the term structure and determine whether both
the absolute and relative change between the two exceeds predetermined thresholds. To the extent that the differences
between the measures of default outlined exceed the defined thresholds, the instrument is considered to have experienced
a significant increase in credit risk.
Qualitative factors assessed include those linked to current credit risk management processes, such as lending placed on
non-purely precautionary early alert (and subject to closer monitoring).
A non-purely precautionary early alert account is one which exhibits risk or potential weaknesses of a material nature
requiring closer monitoring, supervision, or attention by management. Weaknesses in such a borrower’s account, if left
uncorrected, could result in deterioration of repayment prospects and the likelihood of being downgraded. Indicators could
include a rapid erosion of position within the industry, concerns over management’s ability to manage operations, weak/
deteriorating operating results, liquidity strain and overdue balances among other factors.
362
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 8. Credit impairment continued
Credit-impaired (or defaulted) exposures (Stage 3) Financial assets that are credit-impaired (or in default) represent those that
are at least 90 days past due in respect of principal and/or interest. Financial assets are also considered to be credit-impaired
where the obligors are unlikely to pay on the occurrence of one or more observable events that have a detrimental impact on
the estimated future cash flows of the financial asset. It may not be possible to identify a single discrete event but instead
the combined effect of several events may cause financial assets to become credit-impaired.
• Evidence that a financial asset is credit-impaired includes observable data about the following events:
• Significant financial difficulty of the issuer or borrower;
• Breach of contract such as default or a past due event;
• For economic or contractual reasons relating to the borrower’s financial difficulty, the lenders of the borrower have granted
the borrower concession/s that lenders would not otherwise consider. This would include forbearance actions (page 256);
• Pending or actual bankruptcy or other financial reorganisation to avoid or delay discharge of the borrower’s obligation/s;
• The disappearance of an active market for the applicable financial asset due to financial difficulties of the borrower;
• Purchase or origination of a financial asset at a deep discount that reflects incurred credit losses
Lending commitments to a credit-impaired obligor that have not yet been drawn down are included to the extent that the
commitment cannot be withdrawn. Loss provisions against credit-impaired financial assets are determined based on an
assessment of the recoverable cash flows under a range of scenarios, including the realisation of any collateral held where
appropriate. The loss provisions held represent the difference between the present value of the expected cash flows,
discounted at the instrument’s original effective interest rate, and the gross carrying value (including contractual interest due
but not paid) of the instrument prior to any credit impairment. The Group’s definition of default is aligned with the regulatory
definition of default as set out in the UK’s onshored capital requirements regulations (Art 178).
Expert credit judgement
For Corporate & Institutional, Commercial and Private Banking, borrowers are graded by credit risk management on a credit
grading (CG) scale from CG1 to CG14. Once a borrower starts to exhibit credit deterioration, it will move along the credit
grading scale in the performing book and when it is classified as CG12 the credit assessment and oversight of the loan will
continue to be managed by the business with support from the Stressed Assets Group for certain accounts.
Borrowers graded CG12 exhibit well-defined weaknesses in areas such as management and/or performance but there is no
current expectation of a loss of principal or interest. Where the impairment assessment indicates that there will be a loss of
principal on a loan, the borrower is graded a CG14 while borrowers of other credit-impaired loans are graded CG13.
Instruments graded CG13 or CG14 are regarded as stage 3.
For individually significant financial assets within stage 3, Stressed Asset Risk (SAR) will consider all judgements that have
an impact on the expected future cash flows of the asset. These include: the business prospects, industry and geo political
climate of the customer, quality of realisable value of collateral, the Group’s legal position relative to other claimants and any
renegotiation/ forbearance/ modification options. The future cash flow calculation involves significant judgements and
estimates. As new information becomes available and further negotiations/ forbearance measures are taken the estimates
of the future cash flows will be revised, and will have an impact on the future cash flow analysis.
For financial assets which are not individually significant, such as the Consumer Banking portfolio or small business loans,
which comprise a large number of homogeneous loans that share similar characteristics, statistical estimates and
techniques are used, as well as credit scoring analysis.
Consumer and Business Banking clients are considered credit-impaired where they are more 90 days past due, or if the
borrower files for bankruptcy or other forbearance programme, the borrower is deceased or the business is closed in the case
of a small business, or if the borrower surrenders the collateral, or there is an identified fraud on the account. Additionally, if
the account is unsecured and the borrower has other credit accounts with the Group that are considered credit-impaired, the
account may be also be credit-impaired.
Techniques used to compute impairment amounts use models which analyse historical repayment and default rates over
a time horizon. Where various models are used, judgement is required to analyse the available information provided and
select the appropriate model or combination of models to use.
Expert credit judgement is also applied to determine whether any post-model adjustments are required for credit risk
elements which are not captured by the models.
Modified financial instruments
Where the original contractual terms of a financial asset have been modified for credit reasons and the instrument has not
been derecognised (an instrument is derecognised when a modification results in a change in cash flows that the Group
would consider substantial), the resulting modification loss is recognised within credit impairment in the income statement
with a corresponding decrease in the gross carrying value of the asset. If the modification involved a concession that the
bank would not otherwise consider, the instrument is considered to be credit-impaired and is considered forborne.
363
Standard Chartered – Annual Report 2022Financial statements 8. Credit impairment continued
Expected credit loss for modified financial assets that have not been derecognised and are not considered to be credit-
impaired will be recognised on a 12-month basis, or a lifetime basis, if there is a significant increase in credit risk. These assets
are assessed (by comparison to the origination date) to determine whether there has been a significant increase in credit risk
subsequent to the modification. Although loans may be modified for non-credit reasons, a significant increase in credit risk
may occur. In addition to the recognition of modification gains and losses, the revised carrying value of modified financial
assets will impact the calculation of expected credit losses, with any increase or decrease in expected credit loss recognised
within impairment.
Forborne loans
Forborne loans are those loans that have been modified in response to a customer’s financial difficulties. Forbearance
strategies assist clients who are temporarily in financial distress and are unable to meet their original contractual repayment
terms. Forbearance can be initiated by the client, the Group or a third-party including government sponsored programmes
or a conglomerate of credit institutions. Forbearance may include debt restructuring such as new repayment schedules,
payment deferrals, tenor extensions, interest only payments, lower interest rates, forgiveness of principal, interest or fees,
or relaxation of loan covenants.
Forborne loans that have been modified (and not derecognised) on terms that are not consistent with those readily
available in the market and/or where we have granted a concession compared to the original terms of the loans are
considered credit-impaired if there is a detrimental impact on cash flows. The modification loss (see Classification and
measurement – Modifications) is recognised in the profit or loss within credit impairment and the gross carrying value of
the loan reduced by the same amount. The modified loan is disclosed as ‘Loans subject to forbearance – credit-impaired’.
Loans that have been subject to a forbearance modification, but which are not considered credit-impaired (not classified
as CG13 or CG14), are disclosed as ‘Forborne – not credit-impaired’. This may include amendments to covenants within the
contractual terms.
Write-offs of credit-impaired instruments and reversal of impairment
To the extent a financial debt instrument is considered irrecoverable, the applicable portion of the gross carrying value
is written off against the related loan provision. Such loans are written off after all the necessary procedures have been
completed, it is decided that there is no realistic probability of recovery and the amount of the loss has been determined.
Subsequent recoveries of amounts previously written off decrease the amount of the provision for credit impairment in the
income statement.
Loss provisions on purchased or originated credit-impaired instruments (POCI)
The Group measures expected credit loss on a lifetime basis for POCI instruments throughout the life of the instrument.
However, expected credit loss is not recognised in a separate loss provision on initial recognition for POCI instruments as
the lifetime expected credit loss is inherent within the gross carrying amount of the instruments. The Group recognises
the change in lifetime expected credit losses arising subsequent to initial recognition in the income statement and the
cumulative change as a loss provision. Where lifetime expected credit losses on POCI instruments are less than those at
initial recognition, then the favourable differences are recognised as impairment gains in the income statement (and as
impairment loss where the expected credit losses are greater).
Improvement in credit risk/curing
A period may elapse from the point at which instruments enter lifetime expected credit losses (stage 2 or stage 3) and
are reclassified back to 12-month expected credit losses (stage 1). For financial assets that are credit-impaired (stage 3),
a transfer to stage 2 or stage 1 is only permitted where the instrument is no longer considered to be credit-impaired.
An instrument will no longer be considered credit-impaired when there is no shortfall of cash flows compared to the original
contractual terms.
For financial assets within stage 2, these can only be transferred to stage 1 when they are no longer considered to have
experienced a significant increase in credit risk.
Where significant increase in credit risk was determined using quantitative measures, the instruments will automatically
transfer back to stage 1 when the original PD based transfer criteria are no longer met. Where instruments were transferred
to stage 2 due to an assessment of qualitative factors, the issues that led to the reclassification must be cured before the
instruments can be reclassified to stage 1. This includes instances where management actions led to instruments being
classified as stage 2, requiring that action to be resolved before loans are reclassified to stage 1.
A forborne loan can only be removed from being disclosed as forborne if the loan is performing (stage 1 or 2) and a further
two-year probation period is met.
In order for a forborne loan to become performing, the following criteria have to be satisfied:
• At least a year has passed with no default based upon the forborne contract terms
• The customer is likely to repay its obligations in full without realising security
• The customer has no accumulated impairment against amount outstanding (except for ECL)
Subsequent to the criteria above, a further two-year probation period has to be fulfilled, whereby regular payments are
made by the customer and none of the exposures to the customer are more than 30 days past due.
364
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 8. Credit impairment continued
Net credit impairment on loans and advances to banks and customers
Net credit impairment on debt securities¹
Net credit impairment relating to financial guarantees and loan commitments
Net credit impairment relating to other financial assets
Credit impairment1
1
Includes impairment of $13 million (2021: Nil) on originated credit-impaired debt securities
9. Goodwill, fixed asset, and other impairment
Accounting policy
Refer to the below referenced notes for the relevant accounting policy.
Impairment of goodwill (Note 17)
Impairment of property, plant and equipment (Note 18)
Impairment of other intangible assets (Note 17)
Other1
Property, plant and equipment and other impairment
Goodwill, property, plant and equipment and other impairment
2022
$million
2021
$million
743
122
(27)
(2)
836
258
26
(30)
–
254
2022
$million
2021
$million
14
50
12
363
425
439
–
106
4
262
372
372
1 Other includes a $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai) to reflect the challenges and
uncertainty in the outlook for the banking industry and property markets in China ($300 million in 2021)
10. Taxation
Accounting policy
Income tax payable on profits is based on the applicable tax law in each jurisdiction and is recognised as an expense in the
period in which profits arise.
Deferred tax is provided on temporary differences arising between the tax bases of assets and liabilities and their carrying
amounts in the consolidated financial statements. Deferred tax is determined using tax rates (and laws) that have been
enacted or substantively enacted as at the balance sheet date, and that are expected to apply when the related deferred
tax asset is realised or the deferred income tax liability is settled.
Deferred tax assets are recognised where it is probable that future taxable profit will be available against which the
temporary differences can be utilised. Where permitted, deferred tax assets and liabilities are offset on an entity basis and
not by component of deferred taxation.
Current and deferred tax relating to items which are charged or credited directly to equity, is credited or charged directly to
equity and is subsequently recognised in the income statement together with the current or deferred gain or loss.
Other accounting estimates and judgements
• Determining the Group’s tax charge for the year involves estimation and judgement, which includes an interpretation of
local tax laws and an assessment of whether the tax authorities will accept the position taken. These judgements take
account of external advice where appropriate, and the Group’s view on settling with the relevant tax authorities
• The Group provides for current tax liabilities at the best estimate of the amount that is expected to be paid to the tax
authorities where an outflow is probable. In making its estimates the Group assumes that the tax authorities will examine
all the amounts reported to them and have full knowledge of all relevant information
• The recoverability of the Group’s deferred tax assets is based on management’s judgement of the availability of future
taxable profits against which the deferred tax assets will be utilised. In preparing management forecasts the effect of
applicable laws and regulations relevant to the utilisation of future taxable profits have been considered.
365
Standard Chartered – Annual Report 2022Financial statements 10. Taxation continued
The following table provides analysis of taxation charge in the year:
The charge for taxation based upon the profit for the year comprises:
Current tax:
United Kingdom corporation tax at 19 per cent (2021: 19 per cent):
Current tax charge on income for the year
Adjustments in respect of prior years (including double tax relief)
Foreign tax:
Current tax charge on income for the year
Adjustments in respect of prior years
Deferred tax:
Origination/reversal of temporary differences
Adjustments in respect of prior years
Tax on profits on ordinary activities
Effective tax rate
2022
$million
2021
$million
48
–
1,216
5
1,269
144
(29)
115
1,384
32.3%
–
9
896
(26)
879
218
(63)
155
1,034
30.9%
The tax charge for the year $1,384 million (31 December 2021: $1,034 million) on a profit before tax of $4,286 million (31 December
2021: $3,347 million) reflects the impact of countries with tax rates higher or lower than the UK, the most significant of which is
India, non-deductible expenses and non-creditable withholding taxes.
Foreign tax includes current tax of $35 million (31 December 2021: $78 million) on the profits assessable in Hong Kong. Deferred
tax includes origination or reversal of temporary differences of $51 million (31 December 2021: $39 million) provided at a rate of
16.5 per cent (31 December 2021: 16.5 per cent) on the profits assessable in Hong Kong.
The Organisation for Economic Co-operation and Development/G20 Inclusive Framework on Base Erosion and Profit Shifting
seeks to address the tax challenges arising from the digitalisation of the global economy. Pillar Two of the Global anti-Base
Erosion rules represents the first substantial overhaul of international tax rules in almost a century. It proposes four new taxing
mechanisms under which multi-national enterprises would pay a minimum level of tax. An income inclusion rule, an under-taxed
payment rule and a qualified domestic minimum top up tax together generally propose a minimum tax of 15% on income
arising in each jurisdiction in which the multi-national enterprise operates. A subject to tax rule that is treaty-based generally
proposes a minimum tax on certain cross-border intercompany transactions. Enactment is currently expected to occur with
effect from 1 January 2024. The Group is closely monitoring developments to assess potential future implications and
implementation efforts.
Tax rate: The tax charge for the year is higher than the charge at the rate of corporation tax in the UK, 19 per cent. The
differences are explained below:
Profit on ordinary activities before tax
Tax at 19 per cent (2021: 19 per cent)
Lower tax rates on overseas earnings
Higher tax rates on overseas earnings
Tax at domestic rates applicable where profits earned
Non-creditable withholding taxes
Tax exempt income
Share of associates and joint ventures
Non-deductible expenses1
Regulatory fine
Bank levy
Non-taxable losses on investments1
Payments on financial instruments in reserves
Goodwill impairment
Deferred tax not recognised
Deferred tax assets written-off
Deferred tax rate changes
Adjustments to tax charge in respect of prior years
Other items
Tax on profit on ordinary activities
2022
$million
4,286
814
(122)
435
1,127
90
(69)
(27)
115
–
19
51
(56)
3
77
–
(9)
(24)
87
1,384
%
19.0
(2.8)
10.1
26.3
2.1
(1.6)
(0.6)
2.7
–
0.4
1.2
(1.3)
0.1
1.8
–
(0.2)
(0.6)
2.0
32.3
2021
$million
3,347
636
(93)
366
909
120
(85)
(33)
167
12
19
50
(62)
–
54
1
–
(80)
(38)
1,034
%
19.0
(2.8)
10.9
27.1
3.6
(2.5)
(1.0)
5.0
0.4
0.6
1.5
(1.9)
–
1.6
–
–
(2.4)
(1.1)
30.9
1 The 2021 comparatives have been reclassified as follows to align with presentation in the current period: Non-taxable losses on investments from $nil to $50m,
Non-deductible expenses from $217m to $167m
366
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 10. Taxation continued
Factors affecting the tax charge in future years: the Group’s tax charge, and effective tax rate in future years could be affected
by several factors including acquisitions, disposals and restructuring of our businesses, the mix of profits across jurisdictions with
different statutory tax rates, changes in tax legislation and tax rates and resolution of uncertain tax positions.
The evaluation of uncertain tax positions involves an interpretation of local tax laws which could be subject to challenge by a
tax authority, and an assessment of whether the tax authorities will accept the position taken. The Group does not currently
consider that assumptions or judgements made in assessing tax liabilities have a significant risk of resulting in a material
adjustment within the next financial year.
2022
2021
Current tax
$million
Deferred tax
$million
Total
$million
Current tax
$million
Deferred tax
$million
Total
$million
Tax recognised in other
comprehensive income
Items that will not be reclassified to
income statement
Own credit adjustment
Equity instruments at fair value through
other comprehensive income
Retirement benefit obligations
Items that may be reclassed
subsequently to income statement
Debt instruments at fair value through
other comprehensive income
Cash flow hedges
Total tax credit/(charge) recognised
in equity
–
–
–
–
–
–
–
–
15
8
27
(20)
152
63
89
167
15
8
27
(20)
152
63
89
167
–
–
–
–
–
–
–
–
Current tax: The following are the movements in current tax during the year:
Current tax comprises:
Current tax assets
Current tax liabilities
Net current tax opening balance
Movements in income statement
Movements in other comprehensive income
Taxes paid
Other movements
Net current tax balance as at 31 December
Current tax assets
Current tax liabilities
Total
(82)
(6)
(59)
(17)
74
76
(2)
(8)
2022
$million
766
(348)
418
(1,269)
–
821
(50)
(80)
503
(583)
(80)
(82)
(6)
(59)
(17)
74
76
(2)
(8)
2021
$million
808
(660)
148
(879)
–
1,161
(12)
418
766
(348)
418
Deferred tax: The following are the major deferred tax liabilities and assets recognised by the Group and movements thereon
during the year:
At
1 January 2022
$million
Exchange
& other
adjustments
$million
(Charge)/credit
to profit
$million
(Charge)/credit
to equity
$million
At
31 December 2022
$million
Deferred tax comprises:
Accelerated tax depreciation
Impairment provisions on loans and advances
Tax losses carried forward
Fair value through other comprehensive
income
Cash flow hedges
Own credit adjustment
Retirement benefit obligations
Share-based payments
Other temporary differences
Net deferred tax assets
(515)
351
263
(126)
–
(3)
27
32
30
59
(8)
(41)
16
(1)
–
–
(5)
–
(7)
(46)
(66)
24
(67)
24
–
–
–
4
(34)
(115)
–
–
–
90
89
8
(20)
–
–
167
(589)
334
212
(13)
89
5
2
36
(11)
65
367
Standard Chartered – Annual Report 2022Financial statements 10. Taxation continued
Deferred tax comprises:
Accelerated tax depreciation
Impairment provisions on loans and advances
Tax losses carried forward
Fair value through other comprehensive income
Cash flow hedges
Own credit adjustment
Retirement benefit obligations
Share-based payments
Other temporary differences
Net deferred tax assets
Deferred tax comprises assets and liabilities as follows:
At
1 January
2021
$million
Exchange
& other
adjustments
$million
(Charge)/credit
to profit
$million
(Charge)/credit
to equity
$million
At
31 December
2021
$million
(493)
419
282
(146)
2
3
36
23
98
224
4
12
(3)
5
–
–
13
–
(33)
(2)
(26)
(80)
(16)
(2)
–
–
(5)
9
(35)
(155)
–
–
–
17
(2)
(6)
(17)
–
–
(8)
(515)
351
263
(126)
–
(3)
27
32
30
59
Deferred tax comprises:
Accelerated tax depreciation
Impairment provisions on loans
and advances
Tax losses carried forward
Fair value through other
comprehensive income
Cash flow hedges
Own credit adjustment
Retirement benefit obligations
Share-based payments
Other temporary differences
Total
$million
(589)
334
212
(13)
89
5
2
36
(11)
65
2022
Asset
$million
Liability
$million
Total
$million
2021
Asset
$million
Liability
$million
1
339
90
45
85
(1)
15
5
255
834
(590)
(5)
122
(58)
4
6
(13)
31
(266)
(769)
(515)
351
263
(126)
–
(3)
27
32
30
59
18
389
172
(22)
(3)
(1)
16
–
290
859
(533)
(38)
91
(104)
3
(2)
11
32
(260)
(800)
At 31 December 2022, the Group has net deferred tax assets of $65 million (31 December 2021: $59 million). The recoverability of
the Group’s deferred tax assets is based on management’s judgement of the availability of future taxable profits against which
the deferred tax assets will be utilised.
Of the Group’s total deferred tax assets, $212 million relates to tax losses carried forward. These tax losses have arisen in
individual legal entities and will be offset as future taxable profits arise in those entities.
• $113 million of the deferred tax assets relating to losses has arisen in Ireland, where there is no expiry date for unused tax
losses. These losses relate to aircraft leasing and are expected to be fully utilised over the useful economical life of the assets
being up to 18 years.
• $51 million of the deferred tax assets relating to losses has arisen in the US. Management forecasts show that the losses are
expected to be fully utilised over a period of two years.
The remaining deferred tax assets of $48 million relating to losses have arisen in other jurisdictions and are expected to be
recovered in less than 10 years.
Unrecognised deferred tax
No account has been taken of the following potential deferred tax
assets/(liabilities):
Withholding tax on unremitted earnings from overseas subsidiaries
and associates
Tax losses
Held over gains on incorporation of overseas branches
Other temporary differences
Net
2022
$million
Gross
2022
$million
Net
2021
$million
Gross
2021
$million
(507)
1,980
(346)
544
(6,434)
8,231
(1,313)
1,991
(426)
2,104
(422)
208
(5,544)
8,292
(1,476)
790
368
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 11. Dividends
Accounting policy
Dividends on ordinary shares and preference shares classified as equity are recognised in equity in the year in which they are
declared. Dividends on ordinary equity shares are recorded in the year in which they are declared and, in respect of the final
dividend, have been approved by the shareholders.
The Board considers a number of factors prior to dividend declaration which includes the rate of recovery in the Group’s
financial performance, the macroeconomic environment, and opportunities to further invest in our business and grow profitably
in our markets.
Ordinary equity shares
2022
2021
Cents per share
$million
Cents per share
$million
2021/2020 final dividend declared and paid during the year
2022/2021 interim dividend declared and paid during the year
9
4
274
119
9
3
282
92
Dividends on ordinary equity shares 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.
2022 recommended final ordinary equity share dividend
The 2022 ordinary equity share dividend recommended by the Board is 14 cents per share. The financial statements for the year
ended 31 December 2022 do not reflect this dividend as this will be accounted for in shareholders’ equity as an appropriation of
retained profits in the year ending 31 December 2023.
The dividend will be paid in either pounds sterling, Hong Kong dollars or US dollars on 11 May 2023 to shareholders on the UK
register of members at the close of business in the UK on 24 February 2023.
Preference shares and Additional Tier 1 securities
Dividends on these preference shares and securities classified as equity are recorded in the period in which they are declared.
Non-cumulative redeemable preference shares:
7.014 per cent preference shares of $5 each
6.409 per cent preference shares of $5 each
Additional Tier 1 securities: fixed rate resetting perpetual subordinated contingent convertible securities
2022
$million
2021
$million
53
20
73
328
401
53
13
66
344
410
369
Standard Chartered – Annual Report 2022Financial statements 12. Earnings per ordinary share
Accounting policy
Basic earnings per ordinary share is calculated by dividing the profit attributable to ordinary shareholders by the weighted
average number of ordinary shares outstanding, excluding own shares held. Diluted earnings per ordinary share is calculated
by dividing the basic earnings, which require no adjustment for the effects of dilutive potential ordinary shares, by the
weighted average number of ordinary shares that would have been outstanding assuming the conversion of all dilutive
potential ordinary shares, excluding own shares held.
The Group also measures earnings per share on an underlying basis. This differs from earnings defined in IAS 33 Earnings
per share. Underlying earnings is profit/(loss) 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 year.
The table below provides the basis of underlying earnings.
Profit for the period attributable to equity holders
Non-controlling interest
Dividend payable on preference shares and AT1 classified as equity
Profit for the period attributable to ordinary shareholders
Items normalised:
Provision for regulatory matters
Restructuring
Goodwill and other impairment (Note 9)1
Net gain on sale of businesses (Note 6)
Tax on normalised items²
Underlying profit
Basic – Weighted average number of shares (millions)
Diluted – Weighted average number of shares (millions)
Basic earnings per ordinary share (cents)
Diluted earnings per ordinary share (cents)
Underlying basic earnings per ordinary share (cents)
Underlying diluted earnings per ordinary share (cents)
2022
$million
2,902
46
(401)
2,547
–
174
322
(20)
(24)
2021
(Restated)¹
$million
2,313
2
(410)
1,905
62
507
300
(20)
(87)
2,999
2,667
2,966
3,023
85.9
84.3
101.1
99.2
3,108
3,154
61.3
60.4
85.8
84.6
1 Other Impairment includes $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021 comparative
has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit which has resulted in the restatement
of Underlying basic earnings per ordinary share (cents) and Underlying diluted earnings per ordinary share (cents)
2 No tax is included in respect of Goodwill and other impairment as no tax relief is available
370
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments
Classification and measurement
Accounting policy
The Group classifies its financial assets into the following measurement categories: amortised cost; fair value through other
comprehensive income (FVOCI); and fair value through profit or loss. Financial liabilities are classified as either amortised
cost, or held at fair value through profit or loss. Management determines the classification of its financial assets and liabilities
at initial recognition of the instrument or, where applicable, at the time of reclassification.
Financial assets held at amortised cost and fair value through other comprehensive income
Debt instruments held at amortised cost or held at FVOCI have contractual terms that give rise to cash flows that are solely
payments of principal and interest (SPPI) characteristics. Principal is the fair value of the financial asset at initial recognition
but this may change over the life of the instrument as amounts are repaid. Interest consists of consideration for the time
value of money, for the credit risk associated with the principal amount outstanding during a particular period and for other
basic lending risks and costs, as well as a profit margin.
In assessing whether the contractual cash flows have SPPI characteristics, the Group considers the contractual terms of the
instrument. This includes assessing whether the financial asset contains a contractual term that could change the timing or
amount of contractual cash flows such that it would not meet this condition. In making the assessment, the Group considers:
• Contingent events that would change the amount and timing of cash flows
• Leverage features
• Prepayment and extension terms
• Terms that limit the Group’s claim to cash flows from specified assets (e.g. non-recourse asset arrangements);
• Features that modify consideration of the time value of money – e.g. periodical reset of interest rates
Whether financial assets are held at amortised cost or at FVOCI depends on the objectives of the business models under
which the assets are held. A business model refers to how the Group manages financial assets to generate cash flows.
The Group makes an assessment of the objective of a business model in which an asset is held at the individual product
business line, and where applicable within business lines depending on the way the business is managed and information
is provided to management. Factors considered include:
• How the performance of the product business line is evaluated and reported to the Group’s management
• How managers of the business model are compensated, including whether management is compensated based on the
fair value of assets or the contractual cash flows collected
• The risks that affect the performance of the business and how those risks are managed
• The frequency, volume and timing of sales in prior periods, the reasons for such sales and expectations about future
sales activity
The Group’s business model assessment is as follows:
Business model Business objective
Characteristics
Businesses
Products
Hold to
collect
Intent is to originate
financial assets and
hold them to maturity,
collecting the
contractual cash flows
over the term of the
instrument
Hold to
collect
and sell
Business objective met
through both hold to
collect and by selling
financial assets
Fair value
through
profit or loss
All other business
objectives, including
trading and managing
financial assets on a fair
value basis
• Providing financing and
• Corporate Lending
• Loans and advances
• Financial Markets
• Debt securities
• Transaction Banking
• Retail Lending
• Treasury Markets
(Loans and
Borrowings)
• Treasury Markets
• Debt securities
originating assets to earn interest
income as primary income stream
• Performing credit risk
management activities
• Costs include funding costs,
transaction costs and
impairment losses
• Portfolios held for liquidity needs;
or where a certain interest yield
profile is maintained; or that are
normally rebalanced to achieve
matching of duration of assets
and liabilities
•
Income streams come from
interest income, fair value
changes, and impairment losses
• Assets held for trading
• Financial Markets
• Trading portfolios
• Assets that are originated,
purchased, and sold for profit
taking or underwriting activity
• Performance of the portfolio is
evaluated on a fair value basis
•
Income streams are from fair
value changes or trading gains
or losses
• Financial Markets
reverse repos
• Financial Markets
(FM Bond and Loan
Syndication)
371
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Financial assets which have SPPI characteristics and that are held within a business model whose objective is to hold
financial assets to collect contractual cashflows (hold to collect) are recorded at amortised cost. Conversely, financial
assets which have SPPI characteristics but are held within a business model whose objective is achieved by both collecting
contractual cashflows and selling financial assets (Hold to collect and sell) are classified as held at FVOCI. Both hold to
collect and hold to collect and sell business models involve holding financial assets to collect the contractual cashflows.
However, the business models are distinct by reference to the frequency and significance that asset sales play in meeting the
objective under which a particular group of financial assets is managed. Hold to collect business models are characterised
by asset sales that are incidental to meeting the objectives under which a group of assets is managed. Sales of assets under
a hold to collect business model can be made to manage increases in the credit risk of financial assets but sales for other
reasons should be infrequent or insignificant. Cashflows from the sale of financial assets under a hold to collect and sell
business model by contrast are integral to achieving the objectives under which a particular group of financial assets are
managed. This may be the case where frequent sales of financial assets are required to manage the Group’s daily liquidity
requirements or to meet regulatory requirements to demonstrate liquidity of financial instruments. Sales of assets under hold
to collect and sell business models are therefore both more frequent and more significant in value than those under the hold
to collect model.
Equity instruments designated as held at FVOCI
Non-trading equity instruments acquired for strategic purposes rather than capital gain may be irrevocably designated at
initial recognition as held at FVOCI on an instrument-by-instrument basis. Dividends received are recognised in profit or loss.
Gains and losses arising from changes in the fair value of these instruments, including foreign exchange gains and losses,
are recognised directly in equity and are never reclassified to profit or loss even on derecognition.
Financial assets and liabilities held at fair value through profit or loss
Financial assets which are not held at amortised cost or that are not held at FVOCI are held at fair value through profit or
loss. Financial assets and liabilities held at fair value through profit or loss are either mandatorily classified as fair value
through profit or loss or irrevocably designated at fair value through profit or loss at initial recognition.
Mandatorily classified at fair value through profit or loss
Financial assets and liabilities which are mandatorily held at fair value through profit or loss are split between two
subcategories as follows:
Trading, including:
• Financial assets and liabilities held for trading, which are those acquired principally for the purpose of selling in the
short-term
• Derivatives
Non-trading mandatorily at fair value through profit or loss, including:
• Instruments in a business which has a fair value business model (see the Group’s business model assessment) which are not
trading or derivatives
• Hybrid financial assets that contain one or more embedded derivatives
• Financial assets that would otherwise be measured at amortised cost or FVOCI but which do not have SPPI characteristics
• Equity instruments that have not been designated as held at FVOCI
• Financial liabilities that constitute contingent consideration in a business combination
Designated at fair value through profit or loss
Financial assets and liabilities may be designated at fair value through profit or loss when the designation eliminates or
significantly reduces a measurement or recognition inconsistency that would otherwise arise from measuring assets or
liabilities on a different basis (‘accounting mismatch’).
Financial liabilities may also be designated at fair value through profit or loss where they are managed on a fair value
basis or have an embedded derivative where the Group is not able to bifurcate and separately value the embedded
derivative component.
Financial liabilities held at amortised cost
Financial liabilities that are not financial guarantees or loan commitments and that are not classified as financial liabilities
held at fair value through profit or loss are classified as financial liabilities held at amortised cost.
Preference shares which carry a mandatory coupon that represents a market rate of interest at the issue date, or which are
redeemable on a specific date or at the option of the shareholder are classified as financial liabilities and are presented in
other borrowed funds. The dividends on these preference shares are recognised in the income statement as interest expense
on an amortised cost basis using the effective interest method.
372
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Financial guarantee contracts and loan commitments
The Group issues financial guarantee contracts and loan commitments in return for fees. Financial guarantee contracts
and any loan commitments issued at below-market interest rates are initially recognised at their fair value as a financial
liability, and subsequently measured at the higher of the initial value less the cumulative amount of income recognised in
accordance with the principles of IFRS 15 Revenue from Contracts with Customers and their expected credit loss provision.
Loan commitments may be designated at fair value through profit or loss where that is the business model under which
such contracts are held.
Fair value of financial assets and liabilities
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between
market participants at the measurement date in the principal market for the asset or liability, or in the absence of a principal
market, the most advantageous market to which the Group has access at the date. The fair value of a liability includes the
risk that the bank will not be able to honour its obligations.
The fair value of financial instruments is generally measured on the basis of the individual financial instrument. However,
when a group of financial assets and financial liabilities is managed on the basis of its net exposure to either market risk or
credit risk, the fair value of the group of financial instruments is measured on a net basis.
The fair values of quoted financial assets and liabilities in active markets are based on current prices. A market is regarded as
active if transactions for the asset or liability take place with sufficient frequency and volume to provide pricing information
on an ongoing basis. If the market for a financial instrument, and for unlisted securities, is not active, the Group establishes
fair value by using valuation techniques.
Initial recognition
Regular way purchases and sales of financial assets held at fair value through profit or loss, and held at fair value through
other comprehensive income are initially recognised on the trade date (the date on which the Group commits to purchase or
sell the asset). Loans and advances and other financial assets held at amortised cost are recognised on the settlement date
(the date on which cash is advanced to the borrowers).
All financial instruments are initially recognised at fair value, which is normally the transaction price, plus directly attributable
transaction costs for financial assets and liabilities which are not subsequently measured at fair value through profit or loss.
In certain circumstances, the initial fair value may be based on a valuation technique which may lead to the recognition of
profits or losses at the time of initial recognition. However, these profits or losses can only be recognised when the valuation
technique used is based solely on observable market data. In those cases where the initially recognised fair value is based on
a valuation model that uses unobservable inputs, the difference between the transaction price and the valuation model is
not recognised immediately in the income statement but is amortised or released to the income statement following the
passage of time, or as the inputs become observable, or the transaction matures or is terminated.
Subsequent measurement
Financial assets and financial liabilities held at amortised cost
Financial assets and financial liabilities held at amortised cost are subsequently carried at amortised cost using the
effective interest method (see Interest income and expense). Foreign exchange gains and losses are recognised in the
income statement.
Where a financial instrument carried at amortised cost is the hedged item in a qualifying fair value hedge relationship,
its carrying value is adjusted by the fair value gain or loss attributable to the hedged risk.
Financial assets held at FVOCI
Debt instruments held at FVOCI are subsequently carried at fair value, with all unrealised gains and losses arising from
changes in fair value (including any related foreign exchange gains or losses) recognised in other comprehensive income
and accumulated in a separate component of equity. Foreign exchange gains and losses on the amortised cost are
recognised in income. Changes in expected credit losses are recognised in the profit or loss and are accumulated in equity.
On derecognition, the cumulative fair value gains or losses, net of the cumulative expected credit loss reserve, are transferred
to the profit or loss.
Equity investments designated at FVOCI are subsequently carried at fair value with all unrealised gains and losses arising
from changes in fair value (including any related foreign exchange gains or losses) recognised in other comprehensive
income and accumulated in a separate component of equity. On derecognition, the cumulative reserve is transferred to
retained earnings and is not recycled to profit or loss.
Financial assets and liabilities held at fair value through profit or loss
Financial assets and liabilities mandatorily held at fair value through profit or loss and financial assets designated at fair
value through profit or loss are subsequently carried at fair value, with gains and losses arising from changes in fair value,
including contractual interest income or expense, recorded in the net trading income line in the profit or loss unless the
instrument is part of a cash flow hedging relationship.
373
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Financial liabilities designated at fair value through profit or loss
Financial liabilities designated at fair value through profit or loss are held at fair value, with changes in fair value recognised
in the net trading income line in the profit or loss, other than that attributable to changes in credit risk. Fair value changes
attributable to credit risk are recognised in other comprehensive income and recorded in a separate category of reserves
unless this is expected to create or enlarge an accounting mismatch, in which case the entire change in fair value of the
financial liability designated at fair value through profit or loss is recognised in profit or loss.
Derecognition of financial instruments
Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or where the
Group has transferred substantially all risks and rewards of ownership. If substantially all the risks and rewards have been
neither retained nor transferred and the Group has retained control, the assets continue to be recognised to the extent of the
Group’s continuing involvement.
Where financial assets have been modified, the modified terms are assessed on a qualitative and quantitative basis to
determine whether a fundamental change in the nature of the instrument has occurred, such as whether the derecognition
of the pre-existing instrument and the recognition of a new instrument is appropriate.
On derecognition of a financial asset, the difference between the carrying amount of the asset (or the carrying amount
allocated to the portion of the asset derecognised) and the sum of the consideration received (including any new asset
obtained less any new liability assumed) and any cumulative gain or loss that had been recognised in other comprehensive
income is recognised in profit or loss except for equity instruments elected FVOCI (see above) and cumulative fair value
adjustments attributable to the credit risk of a liability that are held in other comprehensive income.
Financial liabilities are derecognised when they are extinguished. A financial liability is extinguished when the obligation is
discharged, cancelled or expires and this is evaluated both qualitatively and quantitatively. However, where a financial
liability has been modified, it is derecognised if the difference between the modified cash flows and the original cash flows is
more than 10 per cent, or if less than 10 per cent, the Group will perform a qualitative assessment to determine whether the
terms of the two instruments are substantially different.
If the Group purchases its own debt, it is derecognised and the difference between the carrying amount of the liability and
the consideration paid is included in ‘Other income’ except for the cumulative fair value adjustments attributable to the
credit risk of a liability that are held in other comprehensive income which are never recycled to the profit or loss.
Modified financial instruments
Financial assets and financial liabilities whose original contractual terms have been modified, including those loans subject
to forbearance strategies, are considered to be modified instruments. Modifications may include changes to the tenor, cash
flows and or interest rates among other factors.
Where derecognition of financial assets is appropriate (see Derecognition), the newly recognised residual loans are assessed
to determine whether the assets should be classified as purchased or originated Credit-Impaired assets (POCI).
Where derecognition is not appropriate, the gross carrying amount of the applicable instruments is recalculated as the
present value of the renegotiated or modified contractual cash flows discounted at the original effective interest rate (or
credit adjusted effective interest rate for POCI financial assets). The difference between the recalculated values and the
pre-modified gross carrying values of the instruments are recorded as a modification gain or loss in the profit or loss.
Gains and losses arising from modifications for credit reasons are recorded as part of ‘Credit Impairment’ (see Credit
Impairment policy). Modification gains and losses arising from non-credit reasons are recognised either as part of “Credit
Impairment” or within income depending on whether there has been a change in the credit risk on the financial asset
subsequent to the modification. Modification gains and losses arising on financial liabilities are recognised within income.
The movements in the applicable expected credit loss loan positions are disclosed in further detail in Risk Review.
Under the Phase 2 Interest Rate Benchmark Reform amendments to IFRS 9, changes to the basis for determining contractual
cash flows as a direct result of interest rate benchmark reform are treated as changes to a floating interest rate to that
instrument, provided that the transition from the IBOR benchmark rate to the alternative RFR takes place on an economically
equivalent basis. Where the instrument is measured at amortised cost or FVOCI, this results in a change in the instrument’s
effective interest rate, with no change in the amortised cost value of the instrument. If the change to the instrument does not
meet these criteria, the Group applies judgement to assess whether the changes are substantial and if they are, the financial
instrument is derecognised and a new financial instrument is recognised. If the changes are not substantial, the Group
adjusts the gross carrying amount of the financial instrument by the present value of the changes not covered by the
practical expedient, discounted using the revised effective interest rate.
374
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Reclassifications
Financial liabilities are not reclassified subsequent to initial recognition. Reclassifications of financial assets are made when,
and only when, the business model for those assets changes. Such changes are expected to be infrequent and arise as a
result of significant external or internal changes such as the termination of a line of business or the purchase of a subsidiary
whose business model is to realise the value of pre-existing held for trading financial assets through a hold to collect model.
Financial assets are reclassified at their fair value on the date of reclassification and previously recognised gains and losses
are not restated. Moreover, reclassifications of financial assets between financial assets held at amortised cost and financial
assets held at fair value through other comprehensive income do not affect effective interest rate or expected credit
loss computations.
Reclassified from amortised cost
Where financial assets held at amortised cost are reclassified to financial assets held at fair value through profit or loss, the
difference between the fair value of the assets at the date of reclassification and the previously recognised amortised cost is
recognised in profit or loss.
For financial assets held at amortised cost that are reclassified to fair value through other comprehensive income, the
difference between the fair value of the assets at the date of reclassification and the previously recognised gross carrying
value is recognised in other comprehensive income. Additionally, the related cumulative expected credit loss amounts
relating to the reclassified financial assets are reclassified from loan loss provisions to a separate reserve in other
comprehensive income at the date of reclassification.
Reclassified from fair value through other comprehensive income
Where financial assets held at fair value through other comprehensive income are reclassified to financial assets held at fair
value through profit or loss, the cumulative gain or loss previously recognised in other comprehensive income is transferred to
the profit or loss.
For financial assets held at fair value through other comprehensive income that are reclassified to financial assets held at
amortised cost, the cumulative gain or loss previously recognised in other comprehensive income is adjusted against the fair
value of the financial asset such that the financial asset is recorded at a value as if it had always been held at amortised cost.
In addition, the related cumulative expected credit losses held within other comprehensive income are reversed against the
gross carrying value of the reclassified assets at the date of reclassification.
Reclassified from fair value through profit or loss
Where financial assets held at fair value through profit or loss are reclassified to financial assets held at fair value through
other comprehensive income or financial assets held at amortised cost, the fair value at the date of reclassification is used to
determine the effective interest rate on the financial asset going forward. In addition, the date of reclassification is used as
the date of initial recognition for the calculation of expected credit losses. Where financial assets held at fair value through
profit or loss are reclassified to financial assets held at amortised cost, the fair value at the date of reclassification becomes
the gross carrying value of the financial asset.
375
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
The Group’s classification of its financial assets and liabilities is summarised in the following tables.
Assets at fair value
Non-trading
mandatorily
at fair value
through
profit or loss
$million
Derivatives
held for
hedging
$million
Designated
at fair value
through
profit or loss
$million
Fair value
through other
comprehensive
income
$million
Total
financial
assets at
fair value
$million
Assets
held at
amortised
cost
$million
Total
$million
Notes
Trading
$million
–
976
5,765
16
1,175
30,162
2,997
–
41,075
–
–
–
–
–
–
–
–
–
–
781
63,316
324
233
7
64,661
14
15
16
15
16
20
21
60,858
2,859
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
76
–
–
76
–
–
–
–
–
–
–
–
–
3
–
–
–
–
–
–
–
–
–
–
–
–
–
–
58,263
58,263
976
6,546
64,491
30,562
3,230
7
105,812
63,717
–
–
–
–
–
–
–
–
–
–
–
976
6,546
64,491
30,562
3,230
7
105,812
63,717
39,519
39,519
978
978
310,647
310,647
–
24,498
24,498
111,926
111,926
59,714
171,640
808
808
–
808
112,734
112,734
59,714
172,448
–
–
–
3
39,295
1,388
39,295
1,391
Assets
Cash and balances at
central banks
Financial assets held at fair
value through profit or loss
Loans and advances
to banks¹
Loans and advances
to customers¹
Reverse repurchase
agreements and other
similar secured lending
Debt securities,
alternative tier one
and other eligible bills
Equity shares
Other assets
Derivative financial
instruments
Loans and advances
to banks¹
of which – reverse
repurchase agreements
and other similar
secured lending
Loans and advances
to customers¹
of which – reverse
repurchase agreements
and other similar
secured lending
Investment securities
Debt securities,
alternative tier one
and other eligible bills
Equity shares
Other assets
Assets held for sale
Total at 31 December 2022
101,933
2,859
64,661
79
112,734
282,266
508,826
791,092
1 Further analysed in Risk review and Capital review (pages 236 to 325)
376
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Assets at fair value
Non-trading
mandatorily
at fair value
through
profit or loss
$million
Derivatives
held for
hedging
$million
Designated
at fair value
through
profit or loss
$million
Fair value
through other
comprehensive
income
$million
Total
financial
assets at
fair value
$million
Assets
held at
amortised
cost
$million
Total
$million
Notes
Trading
$million
Assets
Cash and balances at
central banks
Financial assets held at fair
value through profit or loss
Loans and advances
to banks¹
Loans and advances
to customers¹
Reverse repurchase
agreements and other
similar secured lending
Debt securities,
alternative tier one
and other eligible bills
Equity shares
Other assets
Derivative financial
instruments
Loans and advances
to banks¹
of which – reverse
repurchase agreements
and other similar
secured lending
Loans and advances
to customers¹
of which – reverse
repurchase agreements
and other similar
secured lending
Investment securities
Debt securities,
alternative tier one
and other eligible bills
Equity shares
Other assets
Assets held for sale
–
1,491
5,813
16
–
28,801
5,653
–
41,758
–
–
–
–
–
–
–
–
–
2,356
4,140
80,009
463
208
26
87,202
14
15
16
15
16
20
21
51,002
1,443
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total at 31 December 2021
92,760
1,443
87,202
1 Further analysed in Risk review and Capital review (pages 236 to 325)
–
–
–
–
161
–
–
161
–
–
–
–
–
–
–
–
–
43
204
–
–
–
–
–
–
–
–
–
–
–
–
–
–
72,663
72,663
3,847
9,953
80,009
29,425
5,861
26
129,121
52,445
–
–
–
–
–
–
–
–
3,847
9,953
80,009
29,425
5,861
26
129,121
52,445
–
–
–
–
44,383
44,383
1,079
1,079
298,468
298,468
7,331
7,331
121,375
121,375
41,325
162,700
737
737
122,112
122,112
–
–
–
43
–
41,325
40,068
52
737
163,437
40,068
95
122,112
303,721
496,959
800,680
377
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Liabilities
Financial liabilities held at fair value through
profit or loss
Deposits by banks
Customer accounts
Repurchase agreements and other similar
secured borrowing
Debt securities in issue
Short positions
Other liabilities
Derivative financial instruments
Deposits by banks
Customer accounts
Repurchase agreements and other similar
secured borrowing
Debt securities in issue
Other liabilities
Subordinated liabilities and other borrowed funds
Liabilities included in disposal groups held for sale
Liabilities at fair value
Derivatives
held for
hedging
$million
Designated
at fair value
through
profit or loss
$million
Total
financial
liabilities at
fair value
$million
Notes
Trading
$million
Amortised
cost
$million
Total
$million
–
29
–
–
6,847
–
6,876
65,316
–
–
–
–
–
–
5
16
22
14
16
22
23
27
21
–
–
–
–
–
–
–
1,066
11,677
51,706
8,572
–
6
73,027
4,546
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,066
11,706
51,706
8,572
6,847
6
79,903
69,862
–
–
–
–
–
–
5
–
–
–
–
–
–
–
–
28,789
1,066
11,706
51,706
8,572
6,847
6
79,903
69,862
28,789
461,677
461,677
2,108
61,242
42,915
13,715
1,230
2,108
61,242
42,915
13,715
1,235
Total at 31 December 2022
72,197
4,546
73,027
149,770
611,676
761,446
Liabilities
Financial liabilities held at fair value through
profit or loss
Deposits by banks
Customer accounts
Repurchase agreements and other similar
secured borrowing
Debt securities in issue
Short positions
Other liabilities
Derivative financial instruments
Deposits by banks
Customer accounts
Repurchase agreements and other similar
secured borrowing
Debt securities in issue
Other liabilities
Subordinated liabilities and other borrowed funds
Liabilities included in disposal groups held for sale
Liabilities at fair value
Derivatives
held for
hedging
$million
Designated
at fair value
through
profit or loss
$million
Total
financial
liabilities at
fair value
$million
Amortised
cost
$million
Total
$million
Notes
Trading
$million
–
198
–
–
6,562
6
6,766
52,706
–
–
–
–
–
–
–
16
22
14
16
22
23
27
21
–
–
–
–
–
–
–
693
–
–
–
–
–
–
–
1,352
9,093
1,352
9,291
62,388
62,388
5,597
–
1
78,431
–
–
–
–
–
–
–
–
5,597
6,562
7
85,197
53,399
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
30,041
1,352
9,291
62,388
5,597
6,562
7
85,197
53,399
30,041
474,570
474,570
3,260
61,293
43,432
16,646
–
3,260
61,293
43,432
16,646
–
Total at 31 December 2021
59,472
693
78,431
138,596
629,242
767,838
Interest rate benchmark reform
In 2017, the Financial Conduct Authority (FCA) announced that it had reached an agreement with LIBOR panel banks to
contribute to LIBOR until the end of 2021, after which there would be a transition from LIBORs to alternative risk-free rates (RFRs).
Since then, there have been further updates, particularly with respect to the cessation date for certain USD LIBOR tenors being
deferred from 31 December 2021 to 30 June 2023.
378
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
How the Group is managing the transition to alternative benchmark rates
In 2018, the Group established its IBOR Transition Programme to manage the transition away from LIBOR. Senior management
oversight for the Programme is provided by the Chief Executive Officers of CCIB and CPBB. The Programme’s strategic bank-
wide approach aims to support clients throughout the transition, while ensuring key risks and issues are identified and
effectively managed. The Programme is governed by a principal Programme Steering Committee that oversees 13 workstreams
aligned to the Group’s businesses and functions. Within the Programme, separate committees govern each workstream, and all
of them have a dedicated Accountable Executive.
Additional governance is supported by regular updates provided to senior risk committees, including the Group Risk Committee,
Board Risk Committee and the Corporate, Commercial and Institutional Banking Risk Committee.
From an industry and regulatory perspective, the Group actively participates in and contributes to working groups, industry
associations and business forums that focus on different aspects of the transition. The Group monitors the developments at
these forums and includes significant decisions into its broader transition plans.
Progress during 2022
Supported by a number of system enhancements, the Group has successfully enabled the transition to RFR products, with
end-to-end capabilities across a full suite of derivative and cash products. Activity in products referencing RFRs continued to
grow throughout 2022. New use of USD LIBOR has ceased, except for limited exceptions as permitted by the regulators.
The Group remediated all non-USD LIBOR exposures by early 2022 and has no reliance on synthetic GBP or JPY LIBOR in 2022.
During 2022, focus shifted on the remediation of legacy USD LIBOR transactions and automation of associated data and
processes. Clients with legacy USD LIBOR loans have been engaged to remediate their contracts primarily via active conversion
to alternative rates, or other suitable transition mechanisms such as the inclusion of robust fallbacks. The Group adhered to the
International Swaps and Derivatives Association (ISDA) 2020 IBOR Fallbacks Protocol for all its trading entities and continued to
engage clients that had not adhered to negotiate remediation of USD LIBOR contracts by the end of June 2023. The Group will
also participate in the conversion events at the London Clearing House (LCH) during the first part of 2023.
Frontline and client engagement, including internal and client communications, training, and client webinars were a key feature
of the Programme throughout 2022 to support transition from USD LIBOR to Secured Overnight Financing Rate (SOFR) as well
as the transition for other IBOR benchmarks that are ceasing.
Risks which the Group is exposed to due to IBOR transition
The Group has largely mitigated all material adverse outcomes associated with the cessation of IBOR benchmarks, and these
have not required a change to the Group’s risk management strategy. However, the Group will continue to focus on the
remediation required for other benchmarks, and will continue to monitor and manage the inherent risks of the transition, with
particular attention being paid to the following:
• Legal Risk: IBOR transition introduces significant legal risks and the Group has taken action to mitigate them where possible.
These include risks around contracts that reference USD LIBOR. Steps have been taken to either insert robust fallbacks or
actively convert transactions from the relevant IBOR to the new RFR-based options. The Group actively monitors remediation
progress and tracks exposures that are proving difficult to remediate. Based on the information available as at the date of
this Report, there is a reasonable probability that some such exposures may not be remediated by the first interest fixing
date following June 30 2023. The Group will apply certain legislative solutions to these exposures if required, including the
application of synthetic USD LIBOR, should it be made available
• Conduct Risk: The Group considers Conduct Risk to be a significant area of non-financial risk management throughout
the transition. Our risk appetite statement on Conduct Risk strives to maintain appropriate outcomes by continuously
demonstrating that we are ‘Doing the Right Thing’ in the way we do business. Accordingly, we recognise that the
identification and mitigation of conduct risks arising in respect of the transition are fundamental to the successful transition
to new RFR-based rates. The Group has therefore taken actions in this regard as an integral part of its IBOR Transition
Programme, including an extensive outreach programme
• Operational Risk: The Group has recognised the importance of the ongoing identification and management of Operational
Risk as a result of IBOR transition, including those related to systems affected by the transition. The Programme has adopted
the Group’s existing Operational Risk Framework in its approach to identifying, quantifying, and mitigating the impact of
operational risks resulting from the transition
• Market Risk: As trades are transitioned from IBOR to RFRs, the business-as-usual metrics, limit structure and controls will
continue to apply. Limits for value at risk and market risk sensitivities are in accordance with the Group Risk Appetite
Statement. New limits have been set following engagement with the business to consider client demand and market
liquidity in RFR-linked products, as well as the regulatory expectations
• Financial and pricing risk: The Group continues to monitor any financial impact of IBOR transition across business and
functional workstreams in the Programme, and is implementing model and pricing changes to mitigate these risks and
ensure alignment with conventions and pricing mechanisms of the alternative reference rates and indices
• Accounting Risk: The Group has identified the financial instruments that may be affected by accounting issues such as
accounting for contractual changes due to IBOR reform, fair value measurement and hedge accounting. We continue to
monitor and contribute to industry developments on tax and accounting changes.
379
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
As at 31 December 2022 the Group had the following notional principal exposures to interest rate benchmarks that are
expected to be subject to interest rate benchmark reform. The Group has excluded financial instruments linked to USD LIBOR
maturing before 30 June 2023 as it is assumed these will not require remediation due USD LIBOR no longer being published on
a representative basis beyond this date.
IBOR exposures by benchmark
as of 31 December 2022
Assets
Loans and advances to banks
Loans and advances to customers
Debt securities, AT1 and other eligible bills
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements and other
secured borrowing
Debt securities in issue
Subordinated liabilities and other
borrowed funds
Derivatives – Foreign exchange
contracts
Currency swaps and options
Derivatives – Interest rate contracts
Swaps
Forward rate agreements and options
Exchange traded futures and options
Equity and stock index options
Credit derivative contracts
Total IBOR derivative exposure
Total IBOR exposure
Loan commitments off balance sheet
IBOR exposures by benchmark
as at 31 December 2021
Assets
Loans and advances to banks
Loans and advances to customers
Debt securities, AT1 and other eligible bills
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements and other
secured borrowing
Debt securities in issue
Subordinated liabilities and other
borrowed funds
Derivatives – Foreign exchange
contracts
Currency swaps and options
Derivatives – Interest rate contracts
Swaps
Forward rate agreements and options
Exchange traded futures and options
Equity and stock index options
Credit derivative contracts
Total IBOR derivative exposure
Total IBOR exposure
Loan commitments off balance sheet
380
USD LIBOR
$million
GBP LIBOR
$million
SGD SOR
$million
THB FIX
$million
Other IBOR
$million
Total IBOR
$million
145
21,395
2,843
24,383
332
3,066
671
1,211
–
5,280
135,145
671,534
22,067
31,922
49
3,974
864,691
894,354
2,798
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
420
15
435
–
–
–
–
–
–
–
–
–
–
–
34
–
–
–
34
2,273
959
7,512
–
–
–
46
9,831
10,266
14
10,998
9
–
–
129
12,095
12,129
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
145
21,815
2,858
24,818
332
3,100
671
1,211
–
5,314
138,377
690,044
22,076
31,922
49
4,149
886,617
916,749
2,812
USD LIBOR
$million
GBP LIBOR
$million
SGD SOR
$million
THB FIX
$million
Other IBOR
$million
Total IBOR
$million
552
27,843
2,735
31,130
815
3,575
671
326
160
5,547
158,184
686,403
28,406
24,236
74
5,515
902,818
939,495
4,161
–
123
237
360
–
–
–
–
–
–
–
–
–
–
–
–
–
360
285
–
1,479
17
1,496
–
1
–
–
–
1
–
15
–
15
–
36
–
–
–
36
3,877
1,725
10,091
74
–
–
72
14,114
15,611
179
51,395
124
–
–
277
53,521
53,572
–
–
58
–
58
–
–
–
–
–
–
–
–
–
–
–
–
–
58
966
552
29,518
2,989
33,059
815
3,612
671
326
160
5,584
163,786
747,889
28,604
24,236
74
5,864
970,453
1,009,096
5,591
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Offsetting of financial instruments
Financial assets and liabilities are offset and the net amount reported in the balance sheet when there is a legally enforceable
right to offset the recognised amounts and there is an intention to settle on a net basis, or to realise the asset and settle the
liability simultaneously.
In practice, for credit mitigation, the Group is able to offset assets and liabilities which do not meet the IAS 32 netting criteria set
out below. Such arrangements include master netting arrangements for derivatives and global master repurchase agreements
for repurchase and reverse repurchase transactions. These agreements generally allow that all outstanding transactions with a
particular counterparty can be offset but only in the event of default or other predetermined events.
In addition, the Group also receives and pledges readily realisable collateral for derivative transactions to cover net exposure in
the event of a default. Under repurchase and reverse repurchase agreements the Group pledges (legally sells) and obtains
(legally purchases) respectively, highly liquid assets which can be sold in the event of a default.
The following tables set out the impact of netting on the balance sheet. This comprises derivative transactions settled through
an enforceable netting agreement where we have the intent and ability to settle net and which are offset on the balance sheet.
Gross amounts
of recognised
financial
instruments
$million
Impact of
offset in the
balance sheet
$million
2022
Net amounts
of financial
instruments
presented in the
balance sheet
$million
Related amount not offset
in the balance sheet
Financial
instruments
$million
Financial
collateral
$million
Net amount
$million
Assets
Derivative financial instruments
120,799
(57,082)
63,717
(50,133)
(9,206)
4,378
Reverse repurchase agreements and
other similar secured lending
At 31 December 2022
Liabilities
105,891
226,690
(15,924)
(73,006)
89,967
153,684
–
(50,133)
(89,967)
(99,173)
Derivative financial instruments
126,944
(57,082)
69,862
(50,133)
(12,515)
Repurchase agreements and other
similar secured borrowing
At 31 December 2022
69,738
196,682
(15,924)
(73,006)
53,814
123,676
–
(50,133)
(53,814)
(66,329)
–
4,378
7,214
–
7,214
Gross amounts
of recognised
financial
instruments
$million
Impact of
offset in the
balance sheet
$million
2021
Net amounts
of financial
instruments
presented in the
balance sheet
$million
Related amount not offset
in the balance sheet
Financial
instruments
$million
Financial
collateral
$million
Net amount
$million
Assets
Derivative financial instruments
79,043
(26,598)
52,445
(39,502)
(8,092)
Reverse repurchase agreements and
other similar secured lending
At 31 December 2021
Liabilities
95,845
174,888
(7,426)
(34,024)
88,419
140,864
–
(39,502)
(88,419)
(96,511)
4,851
–
4,851
Derivative financial instruments
79,997
(26,598)
53,399
(39,502)
(9,217)
4,680
Repurchase agreements and other
similar secured borrowing
At 31 December 2021
73,074
153,071
(7,426)
(34,024)
65,648
119,047
–
(39,502)
(65,648)
(74,865)
–
4,680
Related amounts not offset in the balance sheet comprises:
• Financial instruments not offset in the balance sheet but covered by an enforceable netting arrangement. This comprises
master netting arrangements held against derivative financial instruments and excludes the effect of over-collateralisation
• Financial instruments where a legal opinion evidencing enforceability of the right of offset may not have been sought, or may
have been unable to obtain
• Financial collateral comprises cash collateral pledged and received for derivative financial instruments and collateral bought
and sold for reverse repurchase and repurchase agreements respectively and excludes the effect of over-collateralisation
381
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Financial liabilities designated at fair value through profit or loss
Carrying balance aggregate fair value
Amount contractually obliged to repay at maturity
Difference between aggregate fair value and contractually obliged to repay at maturity
Cumulative change in fair value accredited to credit risk difference
2022
$million
73,027
74,138
(1,111)
(56)
2021
$million
78,431
78,691
(260)
3
The net fair value loss on financial liabilities designated at fair value through profit or loss was $677 million for the year
(31 December 2021: net loss of $133 million).
Further details of the Group’s own credit adjustment (OCA) valuation technique is described later in this Note.
Valuation of financial instruments
The fair values of quoted financial assets and liabilities in active markets are based on current prices. A market is regarded as
active if transactions for the asset or liability take place with sufficient frequency and volume to provide pricing information on
an ongoing basis. Wherever possible, fair values have been calculated using unadjusted quoted market prices in active markets
for identical instruments held by the Group. Where quoted market prices are not available, or are unreliable because of poor
liquidity, fair values have been determined using valuation techniques which, to the extent possible, use market observable
inputs, but in some cases use non market observable inputs. Valuation techniques used include discounted cash flow analysis
and pricing models and, where appropriate, comparison with instruments that have characteristics similar to those of the
instruments held by the Group.
The Valuation Methodology function is responsible for independent price verification, oversight of fair value and appropriate
value adjustments and escalation of valuation issues. Independent price verification is the process of determining that the
valuations incorporated into the financial statements are validated independent of the business area responsible for the
product. The Valuation Methodology function has oversight of the fair value adjustments to ensure the financial instruments
are priced to exit. These are key controls in ensuring the material accuracy of the valuations incorporated in the financial
statements. The market data used for price verification(PV) may include data sourced from recent trade data involving
external counterparties or third parties such as Bloomberg, Reuters, brokers and consensus pricing providers. The Valuation
Methodology function perform an ongoing review of the market data sources that are used as part of the PV and fair value
processes which are formally documented on a semi-annual basis detailing the suitability of the market data used for price
testing. Price verification uses independently sourced data that is deemed most representative of the market the instruments
trade in. To determine the quality of the market data inputs, factors such as independence, relevance, reliability, availability of
multiple data sources and methodology employed by the pricing provider are taken into consideration.
The Valuation and Benchmarks Committee (VBC) is the valuation governance forum consisting of representatives from Group
Market Risk, Product Control, Valuation Methodology and the business, which meets monthly to discuss and approve the
independent valuations of the inventory. For Principal Finance, the Investment Committee meeting is held on a quarterly basis
to review investments and valuations
Significant accounting estimates and judgements
The Group evaluates the significance of financial instruments and material accuracy of the valuations incorporated in the
financial statements as they involve a high degree of judgement and estimation uncertainty in determining the carrying
values of financial assets and liabilities at the balance sheet date.
• Fair value of financial instruments is determined using valuation techniques and estimates (see below) which, to the extent
possible, use market observable inputs, but in some cases use non-market observable inputs. Changes in the observability
of significant valuation inputs can materially affect the fair values of financial instruments
• When establishing the exit price of a financial instrument using a valuation technique, the Group estimates valuation
adjustments in determining the fair value (page 383])
• In determining the valuation of financial instruments, the Group makes judgements on the amounts reserved to cater for
model and valuation risks, which cover both Level 2 and Level 3 assets, and the significant valuation judgements in respect
of Level 3 instruments (page 390)
• Where the estimated measurement of fair value is more judgemental in respect of Level 3 assets, these are valued based
on models that use a significant degree of non-market-based unobservable inputs
382
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Valuation techniques
Refer to the fair value hierarchy explanation – Level 1, 2 and 3 (page 385)
• Financial instruments held at fair value
– Debt securities – asset-backed securities: Asset-backed securities are valued based on external prices obtained from
consensus pricing providers, broker quotes, recent trades, arrangers’ quotes, etc. Where an observable price is available
for a given security, it is classified as Level 2. In instances where third-party prices are not available or reliable, the security
is classified as Level 3. The fair value of Level 3 securities is estimated using market standard cash flow models with input
parameter assumptions which include prepayment speeds, default rates, discount margins derived from comparable
securities with similar vintage, collateral type, and credit ratings
– Debt securities in issue: These debt securities relate to structured notes issued by the Group. Where independent market
data is available through pricing vendors and broker sources these positions are classified as Level 2. Where such liquid
external prices are not available, valuations of these debt securities are implied using input parameters such as bond
spreads and credit spreads, and are classified as Level 3. These input parameters are determined with reference to the
same issuer (if available) or proxies from comparable issuers or assets
– Derivatives: Derivative products are classified as Level 2 if the valuation of the product is based upon input parameters
which are observable from independent and reliable market data sources. Derivative products are classified as Level 3
if there are significant valuation input parameters which are unobservable in the market, such as products where the
performance is linked to more than one underlying variable. Examples are foreign exchange basket options, equity options
based on the performance of two or more underlying indices and interest rate products with quanto payouts. In most cases
these unobservable correlation parameters cannot be implied from the market, and methods such as historical analysis
and comparison with historical levels or other benchmark data must be employed
– Equity shares – private equity: The majority of private equity unlisted investments are valued based on earning multiples
– Price-to-Earnings (P/E) or enterprise value to earnings before income tax, depreciation and amortisation (EV/EBITDA)
ratios – of comparable listed companies. The two primary inputs for the valuation of these investments are the actual or
forecast earnings of the investee companies and earning multiples for the comparable listed companies. To ensure
comparability between these unquoted investments and the comparable listed companies, appropriate adjustments are
also applied (for example, liquidity and size) in the valuation. In circumstances where an investment does not have direct
comparables or where the multiples for the comparable companies cannot be sourced from reliable external sources,
alternative valuation techniques (for example, discounted cash flow model or net asset value (“NAV”)or option pricing
model), which use predominantly unobservable inputs or Level 3 inputs, may be applied. Even though earning multiples for
the comparable listed companies can be sourced from third-party sources (for example, Bloomberg), and those inputs can
be deemed Level 2 inputs, all unlisted investments (excluding those where observable inputs are available, for example,
over-the-counter (OTC) prices) are classified as Level 3 on the basis that the valuation methods involve judgements ranging
from determining comparable companies to discount rates where the discounted cash flow method is applied
– Loans and advances: These primarily include loans in the FM Bond and Loan Syndication business which were not fully
syndicated as of the balance sheet date and other financing transactions within Financial Markets, and loans and
advances including reverse repurchase agreements that do not have SPPI cashflows or are managed on a fair value basis.
These loans are generally bilateral in nature and, where available, their valuation is based on observable clean sales
transactions prices or market observable spreads. If observable credit spreads are not available, proxy spreads based on
comparables with similar credit grade, sector and region, are used. Where observable transaction prices, credit spreads
and market standard proxy methods are available, these loans are classified as Level 2. Where there are no recent
transactions or comparables, these loans are classified as Level 3
– Other debt securities: These debt securities include convertible bonds, corporate bonds, credit and structured notes.
Where quoted prices are available through pricing vendors, brokers or observable trading activities from liquid markets,
these are classified as Level 2 and valued using such quotes. Where there are significant valuation inputs which are
unobservable in the market, due to illiquid trading or the complexity of the product, these are classified as Level 3. The
valuations of these debt securities are implied using input parameters such as bond spreads and credit spreads. These
input parameters are determined with reference to the same issuer (if available) or proxied from comparable issuers or
assets
• Financial instruments held at amortised cost
The following sets out the Group’s basis for establishing fair values of amortised cost financial instruments and their
classification between Levels 1, 2 and 3. As certain categories of financial instruments are not actively traded, there is a
significant level of management judgement involved in calculating the fair values:
– Cash and balances at central banks: The fair value of cash and balances at central banks is their carrying amounts
– Debt securities in issue, subordinated liabilities and other borrowed funds: The aggregate fair values are calculated
based on quoted market prices. For those notes where quoted market prices are not available, a discounted cash flow
model is used based on a current market related yield curve appropriate for the remaining term to maturity
– Deposits and borrowings: The estimated fair value of deposits with no stated maturity is the amount repayable on
demand. The estimated fair value of fixed interest-bearing deposits and other borrowings without quoted market
prices is based on discounted cash flows using the prevailing market rates for debts with a similar Credit Risk and
remaining maturity
383
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
– Investment securities: For investment securities that do not have directly observable market values, the Group utilises a
number of valuation techniques to determine fair value. Where available, securities are valued using input proxies from the
same or closely related underlying (for example, bond spreads from the same or closely related issuer) or input proxies from
a different underlying (for example, a similar bond but using spreads for a particular sector and rating). Certain instruments
cannot be proxies as set out above, and in such cases the positions are valued using non-market observable inputs. This
includes those instruments held at amortised cost and predominantly relates to asset-backed securities. The fair value for
such instruments is usually proxies from internal assessments of the underlying cash flows
– Loans and advances to banks and customers: For loans and advances to banks, the fair value of floating rate placements
and overnight deposits is their carrying amounts. The estimated fair value of fixed interest-bearing deposits is based on
discounted cash flows using the prevailing money market rates for debts with a similar Credit Risk and remaining maturity.
The Group’s loans and advances to customers’ portfolio is well diversified by geography and industry. Approximately a
quarter of the portfolio re-prices within one month, and approximately half re-prices within 12 months. Loans and advances
are presented net of provisions for impairment. The fair value of loans and advances to customers with a residual maturity
of less than one year generally approximates the carrying value. The estimated fair value of loans and advances with a
residual maturity of more than one year represents the discounted amount of future cash flows expected to be received,
including assumptions relating to prepayment rates and Credit Risk. Expected cash flows are discounted at current market
rates to determine fair value. The Group has a wide range of individual instruments within its loans and advances portfolio
and as a result providing quantification of the key assumptions used to value such instruments is impractical
– Other assets: Other assets comprise primarily of cash collateral and trades pending settlement. The carrying amount of
these financial instruments is considered to be a reasonable approximation of fair value as they are either short-term in
nature or re-price to current market rates frequently
Fair value adjustments
When establishing the exit price of a financial instrument using a valuation technique, the Group considers adjustments to
the modelled price which market participants would make when pricing that instrument. The main valuation adjustments
(described further below) in determining fair value for financial assets and financial liabilities are as follows:
Bid-offer valuation adjustment
Credit valuation adjustment
Debit valuation adjustment
Model valuation adjustment
Funding valuation adjustment
Other fair value adjustments
Total
Income deferrals
Day 1 and other deferrals
Total
01.01.22
$million
Movement
during the year
$million
31.12.22
$million
01.01.21
$million
Movement
during the year
$million
31.12.21
$million
101
165
(70)
5
–
20
221
147
147
17
6
(42)
(2)
46
3
28
39
39
118
171
(112)
3
46
23
249
186
186
103
189
(55)
5
5
32
279
138
138
(2)
(24)
(15)
–
(5)
(12)
(58)
9
9
101
165
(70)
5
–
20
221
147
147
Note: Bracket represents an asset and credit to the income statement
• Bid-offer valuation adjustment: Generally, market parameters are marked on a mid-market basis in the revaluation systems,
and a bid-offer valuation adjustment is required to quantify the expected cost of neutralising the business’ positions through
dealing away in the market, thereby bringing long positions to bid and short positions to offer. The methodology to calculate
the bid-offer adjustment for a derivative portfolio involves netting between long and short positions and the grouping of risk
by strike and tenor based on the hedging strategy where long positions are marked to bid and short positions marked to offer
in the systems
• Credit valuation adjustment (CVA): The Group accounts for CVA against the fair value of derivative products. CVA is an
adjustment to the fair value of the transactions to reflect the possibility that our counterparties may default and we may
not receive the full market value of the outstanding transactions. It represents an estimate of the adjustment a market
participant would include when deriving a purchase price to acquire our exposures. CVA is calculated for each subsidiary, and
within each entity for each counterparty to which the entity has exposure and takes account of any collateral we may hold.
The Group calculates the CVA by using estimates of future positive exposure, market-implied probability of default (PD) and
recovery rates. Where market-implied data is not readily available, we use market-based proxies to estimate the PD. Wrong-
way risk occurs when the exposure to a counterparty is adversely correlated with the credit quality of that counterparty, and
the Group has implemented a model to capture this impact for key wrong-way exposures. The Group also captures the
uncertainties associated with wrong-way risk in the Group’s Prudential Valuation Adjustments framework
384
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
• Debit valuation adjustment (DVA): The Group calculates DVA adjustments on its derivative liabilities to reflect changes in
its own credit standing. The Group’s DVA adjustments will increase if its credit standing worsens and conversely, decrease if
its credit standing improves. For derivative liabilities, a DVA adjustment is determined by applying the Group’s probability
of default to the Group’s negative expected exposure against the counterparty. The Group’s probability of default and loss
expected in the event of default is derived based on bond and CDS spreads associated with the Group’s issuances and
market standard recovery levels. The expected exposure is modelled based on the simulation of the underlying risk factors
over the expected life of the deal. This simulation methodology incorporates the collateral posted by the Group and the
effects of master netting agreements
• Model valuation adjustment: Valuation models may have pricing deficiencies or limitations that require a valuation
adjustment. These pricing deficiencies or limitations arise due to the choice, implementation and calibration of the
pricing model
• Funding valuation adjustment (FVA): The Group makes FVA adjustments against derivative products, including embedded
derivatives. FVA reflects an estimate of the adjustment to its fair value that a market participant would make to incorporate
funding costs or benefits that could arise in relation to the exposure. FVA is calculated by determining the net expected
exposure at a counterparty level and then applying a funding rate to those exposures that reflect the market cost of funding.
The FVA for uncollateralised (including partially collateralised) derivatives incorporates the estimated present value of the
market funding cost or benefit associated with funding these transactions
• Other fair value adjustments: The Group calculates the fair value on the interest rate callable products by calibrating to a set
of market prices with differing maturity, expiry and strike of the trades
• Day one and other deferrals: In certain circumstances the initial fair value is based on a valuation technique which differs
to the transaction price at the time of initial recognition. However, these gains can only be recognised when the valuation
technique used is based primarily on observable market data. In those cases where the initially recognised fair value is based
on a valuation model that uses inputs which are not observable in the market, the difference between the transaction price
and the valuation model is not recognised immediately in the income statement. The difference is amortised to the income
statement until the inputs become observable, or the transaction matures or is terminated. Other deferrals primarily
represent adjustments taken to reflect the specific terms and conditions of certain derivative contracts which affect the
termination value at the measurement date
In addition, the Group calculates own credit adjustment (OCA) on its issued debt designated at fair value, including structured
notes, in order to reflect changes in its own credit standing. Issued debt is discounted utilising the spread at which similar
instruments would be issued or bought back at the measurement date as this reflects the value from the perspective of a
market participant who holds the identical item as an asset. OCA measures the difference between the fair value of issued
debt as of reporting date and theoretical fair values of issued debt adjusted up or down for changes in own credit spreads
from inception date to the measurement date. Under IFRS 9 the change in the OCA component is reported under other
comprehensive income. The Group’s OCA reserve will increase if its credit standing worsens in comparison to the inception
of the trade and, conversely, decrease if its credit standing improves. The Group’s OCA reserve will reverse over time as its
liabilities mature.
In the fourth quarter of 2022, the Group implemented refinements to its methodology for the valuation of structured notes, to
align with evolving market practice. Previously, the structured note spread was split into a market level of funding component
(recorded in the Consolidated income statement) and an idiosyncratic own credit component (recorded in the Consolidated
statement of other comprehensive income). The refinement is to record all prospective movements in the spreads over the
benchmark rate of the host debt instrument through Other Comprehensive income, as changes to the funding component
are considered to be integral to the issuer’s own credit risk. The funding valuation adjustment in relation to the embedded
derivative component of the structured notes will continue to be recorded in the Consolidated income statement.
The impact of this change in estimate, which took effect prospectively from 1 October 2022, was a loss of $13 million recorded
in the Consolidated statement of other comprehensive income, which would have been recorded in the Consolidated income
statement under the previous methodology. The revised approach is expected to result in a more consistent own credit
valuation with peer banks. The net life-to-date gains previously recorded in the Consolidated income statement of $219 million
from inception of the structured notes to the effective date of this change in estimate in relation to the market level of funding
for the host debt instrument are expected to reverse in the Group’s Consolidated statement of other comprehensive income
as the existing portfolio matures, unless the structured notes are redeemed or otherwise derecognised earlier.. This net life-
to-date gain of $220 million includes a gain of $244 million recorded in the Consolidated income statement for 2022 (2021:
$33 million gain).
Fair value hierarchy – financial instruments held at fair value
Assets and liabilities carried at fair value or for which fair values are disclosed have been classified into three levels according to
the observability of the significant inputs used to determine the fair values. Changes in the observability of significant valuation
inputs during the reporting period may result in a transfer of assets and liabilities within the fair value hierarchy. The Group
recognises transfers between levels of the fair value hierarchy when there is a significant change in either its principal market
or the level of observability of the inputs to the valuation techniques as at the end of the reporting period.
• Level 1: Fair value measurements are those derived from unadjusted quoted prices in active markets for identical assets
or liabilities
• Level 2: Fair value measurements are those with quoted prices for similar instruments in active markets or quoted prices for
identical or similar instruments in inactive markets and financial instruments valued using models where all significant inputs
are observable
• Level 3: Fair value measurements are those where inputs which could have a significant effect on the instrument’s valuation
are not based on observable market data
385
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
The following tables show the classification of financial instruments held at fair value into the valuation hierarchy:
Assets
Financial instruments held at fair value through profit or loss
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements and other similar secured lending
Debt securities and other eligible bills
Of which:
Issued by Central banks & Governments
Issued by corporates other than financial institutions¹
Issued by financial institutions¹
Equity shares
Derivative financial instruments
Of which:
Foreign exchange
Interest rate
Credit
Equity and stock index options
Commodity
Investment securities
Debt securities and other eligible bills
Of which:
Issued by Central banks & Governments
Issued by corporates other than financial institutions1
Issued by financial institutions1
Equity shares
Other Assets
Level 1
$million
Level 2
$million
Level 3
$million
Total
$million
–
–
3
14,702
14,086
91
525
3,024
892
139
33
–
–
720
955
4,741
62,490
14,707
4,734
3,452
6,521
24
62,781
54,020
7,351
410
98
902
56,401
55,525
45,151
1,775
9,475
146
–
22,171
4,045
29,309
7
–
21
1,805
1,998
1,153
–
517
636
182
44
13
28
1
2
–
–
–
–
–
655
7
976
6,546
64,491
30,562
18,820
4,060
7,682
3,230
63,717
54,172
7,412
411
100
1,622
111,926
67,322
5,820
38,784
808
7
Total financial instruments at 31 December 2022²
75,168
201,230
5,865
282,263
Liabilities
Financial instruments held at fair value through profit or loss
Deposits by banks
Customer accounts
Repurchase agreements and other similar secured borrowing
Debt securities in issue
Short positions
Derivative financial instruments
Of which:
Foreign exchange
Interest rate
Credit
Equity and stock index options
Commodity
Other liabilities
–
–
–
–
4,085
778
10,734
51,706
8,121
2,722
642
69,099
101
29
–
–
512
–
56,710
10,020
899
191
1,279
–
288
972
–
451
40
121
12
12
42
55
–
6
1,066
11,706
51,706
8,572
6,847
69,862
56,823
10,061
941
246
1,791
6
Total financial instruments at 31 December 2022²
4,727
143,160
1,878
149,765
1
Includes covered bonds of $8,455 million, securities issued by Multilateral Development Banks/International Organisations of $11,438 million and State-owned
agencies and development banks of $9,211 million
2 The above table does not include held for sale assets of $3 million and liabilities of $5 million. These are reported in Note 21 together with their fair value hierarchy
The fair value of derivatives and debt securities in issue classified as Level 2 in the fair value hierarchy that are subject to complex
modelling techniques is $781 million.
There were no significant changes to valuation or levelling approaches during the year 31 December 2022.
There were no significant transfers of financial assets and liabilities measured at fair value between Level 1 and Level 2 during
the year 31 December 2022.
386
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Assets
Financial instruments held at fair value through profit or loss
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements and other similar secured lending
Debt securities and other eligible bills
Of which:
Issued by Central Banks & Governments
Issued by corporates other than financial institutions1
Issued by financial institutions1
Equity shares
Derivative financial instruments
Of which:
Foreign exchange
Interest rate
Credit
Equity and stock index options
Commodity
Investment securities
Debt securities and other eligible bills
Of which:
Issued by Central Banks & Governments
Issued by corporates other than financial institutions1
Issued by financial institutions1
Equity shares
Other Assets
Level 1
$million
Level 2
$million
Level 3
$million
Total
$million
–
–
–
12,057
10,731
1
1,325
5,637
1,066
161
9
–
–
896
3,838
8,596
78,443
17,019
7,201
3,750
6,068
38
51,289
41,577
6,314
2,265
133
1,000
51,298
70,037
39,590
–
11,708
227
–
24,651
1,963
43,423
17
–
9
1,357
1,566
349
–
111
238
186
90
10
53
24
3
–
40
40
–
–
493
26
3,847
9,953
80,009
29,425
17,932
3,862
7,631
5,861
52,445
41,748
6,376
2,289
136
1,896
121,375
64,281
1,963
55,131
737
26
Total financial instruments at 31 December 2021²
70,285
229,277
4,116
303,678
Liabilities
Financial instruments held at fair value through profit or loss
Deposits by banks
Customer accounts
Repurchase agreements and other similar secured borrowing
Debt securities in issue
Short positions
Derivative financial instruments
Of which:
Foreign exchange
Interest rate
Credit
Equity and stock index options
Commodity
Other Liabilities
–
–
–
–
4,187
949
169
7
–
–
773
–
1,069
8,837
62,388
4,776
2,375
52,356
41,555
6,448
3,084
126
1,143
6
283
454
–
821
–
94
3
16
41
34
–
1
1,352
9,291
62,388
5,597
6,562
53,399
41,727
6,471
3,125
160
1,916
7
Total financial instruments at 31 December 2021²
5,136
131,807
1,653
138,596
1
Includes covered bonds of $7,326 million, securities issued by Multilateral Development Banks/International Organisations of $12,109 million , and State-owned
agencies and development banks of $19,959 million
2 The above table does not include held for sale assets of $43 million and liabilities of $nil. These are reported in Note 21 together with their fair value hierarchy
The fair value of derivatives and debt securities in issue classified as Level 2 in the fair value hierarchy that are subject to complex
modelling techniques is $684 million.
387
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Fair value hierarchy – financial instruments measured at amortised cost
The following table shows the carrying amounts and incorporates the Group’s estimate of fair values of those financial assets
and liabilities not presented on the Group’s balance sheet at fair value. These fair values may be different from the actual
amount that will be received or paid on the settlement or maturity of the financial instrument. For certain instruments, the fair
value may be determined using assumptions for which no observable prices are available.
Carrying value
$million
Level 1
$million
Level 2
$million
Level 3
$million
Total
$million
Fair value
Assets
Cash and balances at central banks¹
Loans and advances to banks
of which – reverse repurchase agreements and
other similar secured lending
Loans and advances to customers
of which – reverse repurchase agreements and
other similar secured lending
Investment securities²
Other assets¹
Assets held for sale
At 31 December 2022
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements and other similar
secured borrowing
Debt securities in issue
Subordinated liabilities and other borrowed funds
Other liabilities¹
Liabilities held for sale
At 31 December 2022
Assets
Cash and balances at central banks¹
Loans and advances to banks
of which – reverse repurchase agreements and
other similar secured lending
Loans and advances to customers
of which – reverse repurchase agreements and
other similar secured lending
Investment securities²
Other assets¹
Assets held for sale
At 31 December 2021
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements and other similar
secured borrowing
Debt securities in issue
Subordinated liabilities and other borrowed funds
Other liabilities¹
Liabilities held for sale
At 31 December 2021
58,263
39,519
978
310,647
24,498
59,714
39,295
1,388
508,826
28,789
461,677
2,108
61,242
13,715
42,915
1,230
611,676
–
–
–
–
–
–
–
344
344
–
–
–
24,624
12,445
–
398
58,263
39,488
924
58,663
15,727
56,444
39,295
946
–
–
–
58,263
39,488
924
251,560
310,223
8,911
25
–
98
24,638
56,469
39,295
1,388
253,099
251,683
505,126
28,813
461,665
2,108
36,148
385
42,914
832
–
–
–
–
–
1
–
1
28,813
461,665
2,108
60,772
12,830
42,915
1,230
610,333
37,467
572,865
Fair value
Carrying value
$million
Level 1
$million
Level 2
$million
Level 3
$million
Total
$million
72,663
44,383
1,079
298,468
7,331
41,325
40,068
52
496,959
30,041
474,570
3,260
61,293
16,646
43,432
–
–
–
–
–
–
–
–
–
–
–
–
–
26,073
16,811
–
–
72,663
44,383
1,079
42,136
3,764
41,864
40,067
–
–
–
–
256,289
3,567
–
1
52
72,663
44,383
1,079
298,425
7,331
41,864
40,068
52
241,113
256,342
497,455
30,041
474,645
3,260
35,503
519
43,431
–
–
–
–
–
–
1
–
1
30,041
474,645
3,260
61,576
17,330
43,432
–
630,284
629,242
42,884
587,399
1 The carrying amount of these financial instruments is considered to be a reasonable approximation of fair value as they are short-term in nature or reprice to
current market rates frequently
2 Includes Government bonds and Treasury bills of $17,943 million at 31 December 2022 and $17,153 million at 31 December 2021
388
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Loans and advances to customers by client segment1
Corporate, Commercial &
Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & other items
At 31 December 2022
Corporate, Commercial &
Institutional Banking
Consumer, Private & Business Banking
Ventures
Central & other items
At 31 December 2021
2022
Total
$million
Stage 3
$million
Carrying value
Stage 1 and
stage 2
$million
137,150
130,278
698
39,133
Stage 3
$million
2,481
677
–
230
3,388
307,259
139,631
130,955
698
39,363
310,647
Fair value
Stage 1 and
stage 2
$million
137,187
131,679
696
37,221
Total
$million
139,712
132,364
696
37,451
2,525
685
–
230
3,440
306,783
310,223
Carrying value
Stage 1 and
stage 2
$million
2021 (Restated)²
Total
$million
Stage 3
$million
136,742
135,651
88
22,549
295,030
139,401
136,430
88
22,549
298,468
2,750
780
–
–
3,530
Stage 3
$million
2,659
779
–
–
3,438
Fair value
Stage 1 and
stage 2
$million
136,463
135,782
88
22,562
294,895
Total
$million
139,213
136,562
88
22,562
298,425
1 Loans and advances includes reverse repurchase agreements and other similar secured lending: carrying value $24,498 million and fair value $24,638 million
(2021: $7,331 million and $7,331 million respectively)
2 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment from
January 2022. Prior period has been restated
389
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Fair value of financial instruments
Level 3 Summary and significant unobservable inputs
The following table presents the Group’s primary Level 3 financial instruments which are held at fair value. The table also
presents the valuation techniques used to measure the fair value of those financial instruments, the significant unobservable
inputs, the range of values for those inputs and the weighted average of those inputs:
Value as at
31 December 2022
Instrument
Loans and advances to banks
Assets
$million
21
Liabilities
$million
Principal valuation
technique
– Discounted cash flows
Loans and advances to customers
1,805
– Discounted cash flows
1,998
– Discounted cash flows
1,152
– Discounted cash flows
– Discounted cash flows
– Discounted cash flows
– Comparable pricing/yield EV/EBITDA multiples
Price/yield
Reverse repurchase agreements
and other similar secured lending
Debt securities, alternative tier one
and other eligible securities
Government bonds and
treasury bills
Asset-backed securities
Equity shares (includes private
equity investments)
Other Assets
Derivative financial instruments
of which:
Foreign exchange
Interest rate
Credit
Equity and stock index
Deposits by banks
Customer accounts
–
1
837
7
13
28
1
2
–
–
Discounted cash flows
Option pricing model
– NAV
12 Option pricing model
Discounted cash flows
12 Discounted cash flows
Option pricing model
42 Discounted cash flows
55
Internal pricing model
288 Discounted cash flows
972 Discounted cash flows
Internal pricing model
Discounted cash flows
Significant unobservable
inputs
Price/yield
Credit spreads
Price/yield
Recovery rates
Repo curve
Price/yield
Price/yield
Recovery rates
Price/yield
EV/Revenue multiples
P/E multiples
P/B multiples
P/S multiples
Liquidity discount
Discount rates
Equity value based on
EV/Revenue multiples
Equity value based on
EV/EBITDA multiples
Equity value based
on volatility
N/A
Foreign exchange option
implied volatility
Foreign exchange curves
Interest rate curves
Bond option implied
volatility
Credit spreads
Price/yield
Equity correlation
Equity-FX correlation
Credit spreads
Price/yield
Credit spreads
Equity correlation
Equity-FX correlation
Interest rate curves
Price/yield
Credit Spreads
Weighted
average2
Range1
N/A
N/A
2.9%
2.9%
0.3% – 18.2%
5.3%
5.0% – 100% 90.5%
6.2%
2.3% – 8.0%
6.0%
1.9%–7.2%
7.1%
3.1% – 48.5%
0.2%
0.0% – 1.0%
N/A
N/A
6.8%
7.0x – 13.1x
8.2x – 23.2x
13.4x – 29.7x
0.3x – 3.3x
2.1x – 2.2x
10.0% – 29.7%
7.5% – 16.4%
4.8x – 76.1x
6.8%
11.0x
12.9x
17.6x
1.3x
2.2x
17.5%
9.4%
32.9x
2.6x
2.6x
60.0% 60.0%
N/A
N/A
(21.0)% – 21.0% (2.7)%
(4.6)% – 81.8%
(2.1)% – 50.2%
N/A
0.1% – 2.3%
7.2% – 9.7%
30.0% – 96.0%
(70.0)% – 85.0%
0.9% – 3.4%
6.0%
0.9% – 19.1%
30.0% – 96.0%
(70.0)% – 85.0%
N/A
3.1% – 22.9%
0.3% – 7.0%
15.9%
10.6%
N/A
1.4%
7.2%
67.0%
37.0%
1.8%
6.0%
10.3%
67.0%
37.0%
N/A
17.8%
4.7%
9.1%
67.0%
37.0%
6.8%
6.1x
Debt securities in issue
–
451 Discounted cash flows
Short positions
Other Liabilities
Total
–
–
5,865
1,878
Internal pricing model
40 Discounted cash flows
Price/Yield
6.8% – 12.4%
Equity-Equity Correlation 30.0% – 96.0%
Equity-FX Correlation
(70.0)% – 85.0%
6.8%
Price/yield
4.2x –9.0x
6 Comparable pricing/yield EV/EBITDA multiples
1 The ranges of values shown in the above table represent the highest and lowest levels used in the valuation of the Group’s Level 3 financial instruments as at
31 December 2022. The ranges of values used are reflective of the underlying characteristics of these Level 3 financial instruments based on the market conditions at
the balance sheet date. However, these ranges of values may not represent the uncertainty in fair value measurements of the Group’s Level 3 financial instruments
2 Weighted average for non-derivative financial instruments has been calculated by weighting inputs by the relative fair value. Weighted average for
derivatives has been provided by weighting inputs by the risk relevant to that variable. N/A has been entered for the cases where weighted average is not
a meaningful indicator
390
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Level 3 summary and significant unobservable inputs continued
Value as at
31 December 2021
Instrument
Loans and advances to banks
Loans and advances
to customers
Reverse repurchase
agreements and other similar
secured lending
Debt securities, alternative tier
one and other eligible securities
Government bonds and
treasury bills
Asset-backed securities
Equity shares (includes private
equity investments)
Other Assets
Derivative financial instruments
of which:
Foreign exchange
Interest rate
Credit
Equity and stock index
Deposits by banks
Customer accounts
Debt securities in issue
Short position
Other Liabilities
349
40
–
679
26
10
53
24
3
–
–
–
–
–
Assets
$million
Liabilities
$million
Principal valuation
technique
Significant unobservable
inputs
Range1
Weighted
average2
9
1,357
– Discounted cash flows Recovery rates
– Discounted cash flows Price/yield
Recovery rates
1,566
– Discounted cash flows Repo curve
87.3%–100%
0.2% – 11.8%
10.6% – 100%
0.3%–3.0%
5.1% – 12.4%
0.01% – 1.0%
2.7% – 5.5%
N/A
6.1x–15.3x
10.1x
12.6x–25.3x
0.4x–3.3x
1.8x–2.6x
7.9%–29.2%
6.0%–17.4%
4.0x–85.5x
93.6%
3.1%
87.8%
2.4%
7.5%
0.2%
3.7%
N/A
8.6x
10.1x
14.9x
1.4x
1.8x
16.5%
8.6%
12.1x
– Discounted cash flows Price/yield
Recovery rates
– Discounted cash flows Price/yield
– Discounted cash flows Price/yield
– Comparable pricing/
EV/EBITDA multiples
yield
EV/Revenue multiples
P/E multiples
P/B multiples
P/S multiples
Liquidity discount
Discounted cash flows Discount rates
Option pricing model
EV/Revenue multiples
– NAV
Volatility
N/A
55.0%–65.0%
60.3%
N/A
N/A
3 Option pricing model
Foreign exchange
option implied volatility
3.1% – 6.1%
5.1%
Discounted cash flows Foreign exchange
(16.4)% – 57.3%
9.0%
curves
16 Discounted cash flows
Interest rate curves
(16.4)%–18.8%
Option pricing model
Bond option implied
volatility
41 Discounted cash flows Credit spreads
Price/yield
N/A
0.1%–11.5%
5.9% –7.3%
5.0%
N/A
1.0%
6.6%
34
Internal pricing model Equity correlation
8.0% – 96.0%
70.0%
Equity-FX correlation
(70.0)%–85.0% (33.0)%
283 Discounted cash flows Credit spreads
Price/yield
454 Discounted cash flows Credit spreads
Interest rate curves
Price/yield
821 Discounted cash flows Credit spreads
Interest rate curves
0.4% – 3.0%
6.8%–8.3%
1.0% – 2.0%
0.9%–5.6%
8.9%–12.1%
0.9%–2.2%
0.9% – 5.6%
1.4%
7.5%
1.2%
4.7%
10.1%
1.0%
4.9%
Internal pricing model Equity correlation
8.0% – 96.0%
70.0%
Equity-FX correlation
(70.0)%–85.0% (33.0)%
– N/A
N/A
N/A
1 Comparable pricing/
EV/EBITDA multiples
3.07x–9.95x
N/A
6.84x
yield
Total
4,116
1,653
1 The ranges of values shown in the above table represent the highest and lowest levels used in the valuation of the Group’s Level 3 financial instruments as at
31 December 2021. The ranges of values used are reflective of the underlying characteristics of these Level 3 financial instruments based on the market conditions at
the balance sheet date. However, these ranges of values may not represent the uncertainty in fair value measurements of the Group’s Level 3 financial instruments
2 Weighted average for non-derivative financial instruments has been calculated by weighting inputs by the relative fair value. Weighted average for
derivatives has been provided by weighting inputs by the risk relevant to that variable. N/A has been entered for the cases where weighted average is not
a meaningful indicator
391
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Level 3 Summary and significant unobservable inputs continued
The following section describes the significant unobservable inputs identified in the valuation technique table:
• Comparable price/yield is a valuation methodology in which the price of a comparable instrument is used to estimate the
fair value where there are no direct observable prices. Yield is the interest rate that is used to discount the future cash flows
in a discounted cash flow model. Valuation using comparable instruments can be done by calculating an implied yield (or
spread over a liquid benchmark) from the price of a comparable instrument, then adjusting that yield (or spread) to derive
a value for the instrument. The adjustment should account for relevant differences in the financial instruments such as
maturity and/or credit quality. Alternatively, a price-to-price basis can be assumed between the comparable instrument
and the instrument being valued in order to establish the value of the instrument (for example, deriving a fair value for a
junior unsecured bond from the price of a senior secured bond). An increase in price, in isolation, would result in a favourable
movement in the fair value of the asset. An increase in yield, in isolation, would result in an unfavourable movement in the
fair value of the asset
• Correlation is the measure of how movement in one variable influences the movement in another variable. An equity
correlation is the correlation between two equity instruments while an interest rate correlation refers to the correlation
between two swap rates
• Credit spread represents the additional yield that a market participant would demand for taking exposure to the Credit Risk
of an instrument
• Discount rate refers to the rate of return used to convert expected cash flows into present value
• Equity-FX correlation is the correlation between equity instrument and foreign exchange instrument
• EV/EBITDA multiple is the ratio of Enterprise Value (EV) to Earnings Before Interest, Taxes, Depreciation and Amortisation
(EBITDA). EV is the aggregate market capitalisation and debt minus the cash and cash equivalents. An increase in EV/EBITDA
multiple will result in a favourable movement in the fair value of the unlisted firm
• EV/Revenue multiple is the ratio of Enterprise Value (EV) to Revenue. An increase in EV/Revenue multiple will result in a
favourable movement in the fair value of the unlisted firm
• Foreign exchange curves is the term structure for forward rates and swap rates between currency pairs over a
specified period
• Net asset value (NAV) is the value of an entity’s assets after deducting any liabilities
• Interest rate curves is the term structure of interest rates and measure of future interest rates at a particular point in time
• Liquidity discounts in the valuation of unlisted investments are primarily applied to the valuation of unlisted firms’
investments to reflect the fact that these stocks are not actively traded. An increase in liquidity discount will result in an
unfavourable movement in the fair value of the unlisted firm
• Price-Earnings (P/E) multiple is the ratio of the market value of the equity to the net income after tax. An increase in P/E
multiple will result in a favourable movement in the fair value of the unlisted firm
• Price-Book (P/B) multiple is the ratio of the market value of equity to the book value of equity. An increase in P/B multiple
will result in a favourable movement in the fair value of the unlisted firm
• Price-Sales (P/S) multiple is the ratio of the market value of equity to sales. An increase in P/S multiple will result in a
favourable movement in the fair value of the unlisted firm
• Recovery rate is the expectation of the rate of return resulting from the liquidation of a particular loan. As the probability
of default increases for a given instrument, the valuation of that instrument will increasingly reflect its expected recovery
level assuming default. An increase in the recovery rate, in isolation, would result in a favourable movement in the fair value
of the loan
• Repo curve is the term structure of repo rates on repos and reverse repos at a particular point in time
• Volatility represents an estimate of how much a particular instrument, parameter or index will change in value over time.
Generally, the higher the volatility, the more expensive the option will be
392
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Level 3 movement tables – financial assets
The table below analyses movements in Level 3 financial assets carried at fair value.
Held at fair value through profit or loss
Investment securities
2022
Reverse
repurchase
agreements
and other
similar
secured
lending
$million
Debt
securities,
alternative
tier one
and other
eligible bills
$million
Loans and
advances
to banks
$million
Loans and
advances
to customers
$million
Equity
shares
$million
Other
Assets
$million
Derivative
financial
instruments
$million
9
1,357
1,566
349
186
26
(16)
–
(16)
(132)
–
(132)
–
–
–
–
–
–
–
–
–
–
2
–
2
–
–
–
–
–
7
–
7
–
–
–
–
–
55
1,605
6,438
1,063
4
–
4
–
–
–
–
–
2
–
–
–
–
–
–
–
–
8
(30)
(19)
–
22
21
(237)
(877)
(160)
249
1,805
(5,484)
(342)
(10)
(524)
–
–
(1)
–
77
–
–
–
1,998
1,153
182
(10)
–
(17)
–
7
90
30
–
30
–
–
–
–
–
118
(99)
(80)
(29)
14
44
Debt
securities,
alternative
tier one
and other
eligible bills
$million
Equity
shares
$million
Total
$million
40
493
4,116
–
–
–
–
(1)
(1)
–
–
–
–
(39)
–
–
–
–
–
–
–
(105)
–
(105)
–
(8)
(9)
(1)
–
(7)
(2)
–
(7)
166
9,455
(6)
(6,218)
–
–
(1,540)
(206)
10
655
372
5,865
–
–
–
–
3
–
(2)
–
–
1
Assets
At 01 January 2022
Total (losses)/gains
recognised in
income statement
Net interest income
Net trading income
Other operating income
Total (losses)/gains
recognised in other
comprehensive income
(OCI)
Fair value through
OCI reserve
Cash flow hedge reserve
Exchange difference
Purchases
Issues
Sales
Settlements
Transfers out1
Transfers in2
At 31 December 2022
Total unrealised gains/
(losses) recognised in
the income statement,
within net trading income,
relating to change in
fair value of assets held
at 31 December 2022
1 Transfers out includes loans and advances, other assets and derivative financial instruments where the valuation parameters became observable during the
period and were transferred to Level 1 and Level 2
2 Transfers in primarily relate to loans and advances, debt securities, alternative tier one and other eligible bills and derivative financial instruments where the
valuation parameters become unobservable during the year
393
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Level 3 movement tables – financial assets continued
The table below analyses movements in Level 3 financial assets carried at fair value.
Held at fair value through profit or loss
Investment securities
2021
Reverse
repurchase
agreements
and other
similar
secured
lending
$million
Debt
securities,
alternative
tier one
and other
eligible bills
$million
Loans and
advances
to banks
$million
Loans and
advances
to customers
$million
Equity
shares
$million
Other
Assets
$million
Derivative
financial
instruments
$million
200
718
1,064
258
279
Debt
securities,
alternative
tier one
and other
eligible bills
$million
Equity
shares
$million
Total
$million
40
381
2,948
–
–
–
–
3
6
–
(3)
–
–
(13)
–
10
40
–
–
–
–
61
63
–
(2)
123
(114)
–
(113)
(1)
64
69
–
(5)
6,871
(9)
(5,401)
–
(63)
–
493
(672)
(149)
569
4,116
–
–
–
–
–
–
–
–
–
–
–
–
–
26
26
8
34
–
34
–
–
–
–
–
91
(32)
(5)
(11)
5
90
(97)
–
(97)
–
–
–
–
–
2
–
2
–
–
–
–
–
(24)
–
(23)
(1)
–
–
–
–
1,281
4,973
387
(30)
–
(30)
–
–
–
–
–
7
(687)
(302)
(60)
504
1,357
(4,392)
(81)
–
–
1,566
(226)
(70)
–
24
349
(55)
–
(15)
–
186
Assets
At 01 January 2021
Total gains/(losses)
recognised in
income statement
Net interest income
Net trading income
Other operating income
Total gains recognised in
other comprehensive
income (OCI)
Fair value through
OCI reserve
Cash flow hedge reserve
Exchange difference
Purchases
Issues
Sales
Settlements
Transfers out1
Transfers in2
At 31 December 2021
Total unrealised gains/
(losses) recognised in
the income statement,
within net trading income,
relating to change in
fair value of assets held
at 31 December 2021
1
–
1
–
–
–
–
–
9
–
(201)
–
–
9
–
–
–
8
(15)
–
19
–
–
12
1 Transfers out include loans and advances, derivative financial instruments and equity shares where the valuation parameters became observable during the
period and were transferred to Level 1 and Level 2
2 Transfers in primarily relate to loans and advances, debt securities, alternative tier one and other eligible bills, derivative financial instruments and other assets
where the valuation parameters become unobservable during the year
394
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 13. Financial instruments continued
Level 3 movement tables – financial liabilities
Deposits
by banks
$million
Customer
accounts
$million
2022
Debt
securities
in issue
$million
Derivative
financial
instruments
$million
Short
positions
$million
Other
liabilities
$million
At 01 January 2022
283
454
821
Total (gains)/losses recognised in income statement
– net trading income
Issues
Settlements
Transfers out1
Transfers in2
At 31 December 2022
Total unrealised gains recognised in the income
statement, within net trading income, relating
to change in fair value of liabilities held at
31 December 2022
(37)
447
(82)
1,818
(158)
815
(400)
(1,266)
(1,066)
(5)
–
288
–
48
972
(38)
77
451
94
155
179
(291)
(23)
7
121
–
(3)
140
(97)
–
–
40
(1)
(17)
(7)
(3)
–
1
5
–
–
–
–
6
–
Deposits
by banks
$million
Customer
accounts
$million
2021
Debt
securities
in issue
$million
Derivative
financial
instruments
$million
Short
positions
$million
Other
liabilities
$million
At 01 January 2021
146
21
160
119
Total losses/(gains) recognised in income statement
– net trading income
Issues
Settlements
Transfers out1
Transfers in2
8
269
(145)
–
5
(5)
803
(365)
–
–
At 31 December 2021
283
454
(12)
1,615
(986)
(48)
92
821
(23)
166
(181)
(6)
19
94
Total unrealised gains recognised in the income
statement, within net trading income, relating
to change in fair value of liabilities held at
31 December 2021
–
–
–
(14)
–
–
–
–
–
–
–
–
–
–
–
–
–
1
1
–
Total
$million
1,653
(120)
3,399
(3,120)
(66)
132
1,878
(28)
Total
$million
446
(32)
2,853
(1,677)
(54)
117
1,653
(14)
1 Transfers out during the year primarily relate to bank deposits, debt securities in issue and derivative financial instruments where the valuation parameters
became observable during the year and were transferred to Level 2 financial liabilities
2 Transfers in during the year primarily relate to derivative financial instruments, customer accounts and debt securities in issue where the valuation parameters
become unobservable during the year
395
Standard Chartered – Annual Report 2022Financial statements 13. Financial instruments continued
Sensitivities in respect of the fair values of Level 3 assets and liabilities
Sensitivity analysis is performed on products with significant unobservable inputs. The Group applies a 10 per cent increase or
decrease on the values of these unobservable inputs, to generate a range of reasonably possible alternative valuations. The
percentage shift is determined by statistical analysis performed on a set of reference prices based on the composition of the
Group’s Level 3 inventory as the measurement date. Favourable and unfavourable changes (which show the balance adjusted
for input change) are determined on the basis of changes in the value of the instrument as a result of varying the levels of the
unobservable parameters. The Level 3 sensitivity analysis assumes a one-way market move and does not consider offsets
for hedges.
Held at fair value through profit or loss
Fair value through other comprehensive income
Net exposure
$million
Favourable
changes
$million
Unfavourable
changes
$million
Net exposure
$million
Favourable
changes
$million
Unfavourable
changes
$million
Financial instruments held at fair value
Loans and advances
Reverse Repurchase agreements and
other similar secured lending
Asset backed securities
Debt securities, alternative tier one and
other eligible bills
Equity shares
Other Assets
Derivative financial instruments
Customers accounts
Deposits by banks
Repurchase agreements and other
similar secured borrowings
Short positions
Debt securities in issue
Other Liabilities
At 31 December 2022
Financial instruments held at fair value
Loans and advances
Reverse Repurchase agreements and
other similar secured lending
Asset backed securities
Debt securities, alternative tier one and
other eligible bills
Equity shares
Other Assets
Derivative financial instruments
Customers accounts
Deposits by banks
Short positions
Debt securities in issue
Other Liabilities
At 31 December 2021
1,826
1,998
1
1,152
182
7
(77)
(972)
(288)
–
(40)
(451)
(6)
3,332
1,366
1,566
–
349
186
26
(4)
(454)
(283)
–
(821)
(1)
1,930
1,851
2,013
1
1,168
200
8
(44)
(934)
(283)
–
(39)
(419)
(5)
3,517
1,398
1,579
–
366
205
29
10
(447)
(278)
–
(764)
(1)
2,097
1,758
1,979
1
1,124
164
6
(109)
(1,010)
(293)
–
(41)
(482)
(7)
3,090
1,328
1,550
–
332
168
24
(16)
(461)
(287)
–
(879)
(1)
1,758
–
–
–
–
–
–
–
–
–
–
–
–
655
715
595
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
655
715
595
–
–
–
40
493
–
–
–
–
–
–
–
–
–
–
41
541
–
–
–
–
–
–
–
–
–
–
38
442
–
–
–
–
–
–
–
533
582
480
The reasonably possible alternatives could have increased or decreased the fair values of financial instruments held at
fair value through profit or loss and those classified as fair value through other comprehensive income by the amounts
disclosed below.
Financial instruments
Held at fair value through profit or loss
Fair value changes
Possible increase
Possible decrease
Fair value through other comprehensive income
Possible increase
Possible decrease
31.12.22
$million
31.12.21
$million
185
(242)
60
(60)
167
(172)
49
(53)
396
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 14. Derivative financial instruments
Accounting policy
Derivatives are financial instruments that derive their value in response to changes in interest rates, financial instrument
prices, commodity prices, foreign exchange rates, credit rating or credit index and indices. Derivatives are categorised as
trading unless they are designated as hedging instruments.
Derivatives are initially recognised and subsequently measured at fair value, with revaluation gains recognised in profit or
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 other comprehensive income).
Fair values may be obtained from quoted market prices in active markets, recent market transactions, and valuation
techniques, including discounted cash flow models and option pricing models, as appropriate. Where the initially recognised
fair value of a derivative contract is based on a valuation model that uses inputs which are not observable in the market, it
follows the same initial recognition accounting policy as for other financial assets and liabilities. All derivatives are carried as
assets when fair value is positive and as liabilities when fair value is negative.
Hedge accounting
Under certain conditions, the Group may designate a recognised asset or liability, a firm commitment, highly probable
forecast transaction or net investment of a foreign operation into a formal hedge accounting relationship with a derivative
that has been entered to manage interest rate and/or foreign exchange risks present in the hedged item. The Group applies
the ‘Phase 1’ hedge accounting requirements of IAS 39 Financial Instruments: Recognition and Measurement and the ‘Phase
2’ amendments to IFRS in respect of interest rate benchmark reform. There are three categories of hedge relationships:
• Fair value hedge: to manage the fair value of interest rate and/or foreign currency risks of recognised assets or liabilities or
firm commitments
• Cash flow hedge: to manage interest rate or foreign exchange risk of highly probable future cash flows attributable to a
recognised asset or liability, or a forecasted transaction
• Net investment hedge: to manage the structural foreign exchange risk of an investment in a foreign operation
The Group formally documents at the inception of the transaction the relationship between hedging instruments and
hedged items, as well as its risk management objective and strategy for undertaking hedge transactions. This is described
in more detail in the categories of hedges below.
The Group assesses, both at hedge inception and on a quarterly basis, whether the derivatives designated in hedge
relationships are highly effective in offsetting changes in fair values or cash flows of hedged items. Hedges are considered
to be highly effective if all the following criteria are met:
• At inception of the hedge and throughout its life, the hedge is prospectively expected to be highly effective in achieving
offsetting changes in fair value or cash flows attributable to the hedged risk
• Prospective and retrospective effectiveness should be with a range of 80-125%. This is tested using regression analysis
• The regression co-efficient (R squared), which measures the correlation between the variables in the regression, is at
least 80%
• In the case of the hedge of a forecast transaction, the transaction must have a high probability of occurring and must
present an exposure to variations in cash flows that are expected to affect reported profit or loss. The Group assumes
that any interest rate benchmarks on which hedged item cash flows are based are not altered by IBOR reform
The Group discontinues hedge accounting in any of the following circumstances:
• The hedging instrument is not, or has ceased to be, highly effective as a hedge
• The hedging instrument has expired, is sold, terminated, or exercised
• The hedged item matures, is sold, or repaid
• The forecast transaction is no longer deemed highly probable
• The Group elects to discontinue hedge accounting voluntarily
For interest rate benchmarks deemed in scope of IBOR reform, if the actual result of a hedge is outside the 80-125% range,
but the hedge passes the prospective assessment, then the Group will not de-designate the hedge relationship.
Under the Phase 2 Interest Rate Benchmark Reform amendments to IFRS 9 and IAS 39, the Group may change hedge
designations and corresponding documentation without the hedge being discontinued where there is a change in interest
rate benchmark of the hedged item, hedging instrument or designated hedged risk. Permitted changes include the right to:
• Redefine the description of the hedged item and/or hedging instrument
• Redefine the hedged risk to reference an alternative risk-free rate
• Change the method for assessing hedge effectiveness due to modifications required by IBOR reform
• Elect, on a hedge-by-hedge basis, to reset the cumulative fair value changes in the assessment of retrospective hedge
effectiveness to zero
A hedge designation may be modified more than once, each time a relationship is affected as a direct result of IBOR reform.
397
Standard Chartered – Annual Report 2022Financial statements 14. Derivative financial instruments continued
Fair value hedge
Changes in the fair value of derivatives that are designated and qualify as fair value hedging instruments are recorded in
net trading income, together with any changes in the fair value of the hedged asset or liability that are attributable to the
hedged risk. If the hedge no longer meets the criteria for hedge accounting, the adjustment to the carrying amount of a
hedged item for which the effective interest method is used is amortised to the income statement over the remaining term
to maturity of the hedged item. If the hedged item is sold or repaid, the unamortised fair value adjustment is recognised
immediately in the income statement. For financial assets classified as fair value through other comprehensive income,
the hedge accounting adjustment attributable to the hedged risk is included in net trading income to match the
hedging derivative.
Cash flow hedge
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedging
instruments are initially recognised in other comprehensive income, accumulating in the cash flow hedge reserve within
equity. These amounts are subsequently recycled to the income statement in the periods when the hedged item affects
profit or loss. Both the derivative fair value movement and any recycled amount are recorded in the ‘Cashflow hedges’ line
item in other comprehensive income.
The Group assesses hedge effectiveness using the hypothetical derivative method, which creates a derivative instrument
to serve as a proxy for the hedged transaction. The terms of the hypothetical derivative match the critical terms of the
hedged item and it has a fair value of zero at inception. The hypothetical derivative and the actual derivative are regressed
to establish the statistical significance of the hedge relationship. Any ineffective portion of the gain or loss on the hedging
instrument is recognised in the net trading income immediately.
If a cash flow hedge is discontinued, the amount accumulated in the cash flow hedge reserve is released to the income
statement as and when the hedged item affects the income statement.
For interest rate benchmarks deemed in scope of IBOR reform, the Group will retain the cumulative gain or loss in the cash
flow hedge reserve for designated cash flow hedges even though there is uncertainty arising from these reforms with respect
to the timing and amount of the cash flows of the hedged items. Should the Group consider the hedged future cash flows
are no longer expected to occur due to reasons other than IBOR reform, the cumulative gain or loss will be immediately
reclassified to profit or loss.
Net investment hedge
Hedges of net investments are accounted for in a similar manner to cash flow hedges, with gains and losses arising on the
effective portion of the hedges recorded in the line ‘Exchange differences on translation of foreign operations’ in other
comprehensive income, accumulating in the translation reserve within equity. These amounts remain in equity until the
net investment is disposed of. The ineffective portion of the hedges is recognised in the net trading income immediately.
The tables below analyse the notional principal amounts and the positive and negative fair values of derivative financial
instruments. Notional principal amounts are the amounts of principal underlying the contract at the reporting date.
2022
2021
Derivatives
Foreign exchange derivative contracts:
Forward foreign exchange contracts
Currency swaps and options
Interest rate derivative contracts:
Swaps
Forward rate agreements and options
Exchange traded futures and options
Credit derivative contracts
Equity and stock index options
Commodity derivative contracts
Gross total derivatives
Offset
Net Total derivatives
Notional
principal
amounts
$million
3,154,440
1,168,026
4,322,466
3,516,310
98,465
324,702
3,939,477
249,082
6,788
90,952
8,608,765
–
8,608,765
38,162
16,010
54,172
62,001
2,214
279
64,494
411
100
1,622
120,799
(57,082)
63,717
Assets
$million
Liabilities
$million
39,376
17,447
56,823
Notional
principal
amounts
$million
3,750,151
1,412,055
5,162,206
64,005
3,609,625
2,880
258
67,143
941
246
1,791
126,944
(57,082)
69,862
127,287
295,192
4,032,104
184,953
8,714
113,807
9,501,784
–
9,501,784
Assets
$million
Liabilities
$million
30,256
11,492
41,748
31,490
1,328
156
32,974
2,289
136
1,896
79,043
(26,598)
52,445
30,068
11,659
41,727
31,078
1,859
132
33,069
3,125
160
1,916
79,997
(26,598)
53,399
The Group limits 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 only presented net in these accounts where they are subject to
legal right of offset and intended to be settled net in the ordinary course of business.
398
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 14. Derivative financial instruments continued
The Group applies balance sheet offsetting only in the instance where we are able to demonstrate legal enforceability of the
right to offset (e.g. via legal opinion) and the ability and intention to settle on a net basis (e.g. via operational practice).
The Group may enter into economic hedges that do not qualify for IAS 39 hedge accounting treatment, including derivative
such as interest rate swaps, interest rate futures and cross currency swaps to manage interest rate and currency risks of the
Group. These derivatives are measured at fair value, with fair value changes recognised in net trading income: refer to Market
risk (page 282).
The Derivatives and Hedging sections of the Risk review and Capital review (page 236 to 325) explain the Group’s risk
management of derivative contracts and application of hedging.
Derivatives held for hedging
The Group enters into derivative contracts for the purpose of hedging interest rate, currency and structural foreign exchange
risks inherent in assets, liabilities and forecast transactions. The table below summarises the notional principal amounts and
carrying values of derivatives designated in hedge accounting relationships at the reporting date.
Included in the table above are derivatives held for hedging purposes as follows:
2022
2021
Derivatives designated as fair value
hedges:
Interest rate swaps
Currency swaps
Derivatives designated as cash flow
hedges:
Interest rate swaps
Forward foreign exchange contracts
Currency swaps
Derivatives designated as net
investment hedges:
Notional
principal
amounts
$million
80,760
1,273
82,033
31,977
11,987
11,787
55,751
Assets
$million
Liabilities
$million
2,438
16
2,454
100
99
86
285
2,939
48
2,987
671
385
362
1,418
Forward foreign exchange contracts
Total derivatives held for hedging
14,576
152,360
120
2,859
141
4,546
Notional
principal
amounts
$million
78,666
2,262
80,928
10,381
72
12,214
22,667
13,198
116,793
Assets
$million
Liabilities
$million
957
43
1,000
60
2
293
355
88
1,443
338
151
489
74
–
51
125
79
693
Fair value hedges
The Group issues various long-term fixed rate debt issuances that are measured at amortised cost, including some
denominated in foreign currency, such as unsecured senior and subordinated debt (see Notes 22 and 27). The Group also holds
various fixed rate debt securities such as government and corporate bonds, including some denominated in foreign currency
(see Note 13). These assets and liabilities held are exposed to changes in fair value due to movements in market interest and
foreign currency rates.
The Group uses interest rate swaps to exchange fixed rates for floating rates on funding to match floating rates received on
assets, or exchange fixed rates on assets to match floating rates paid on funding. The Group further uses cross currency swaps
to match the currency of the issued debt or held asset with that of the entity’s functional currency.
Hedge ineffectiveness from fair value hedges is driven by cross currency basis risk. The amortisation of fair value hedge
adjustments for hedged items no longer designated is recognised in net trading income. In future periods hedge relationships
linked to an interest rate benchmark deemed in scope of benchmark reform may experience ineffectiveness due to market
participants’ expectations for when the change from the existing IBOR benchmark to an alternative risk-free rate will occur,
since the transition may occur at different times for the hedged item and hedging instrument.
At 31 December 2022 the Group held the following interest rate and cross currency swaps as hedging instruments in fair value
hedges of interest and currency risk.
399
Standard Chartered – Annual Report 2022Financial statements 14. Derivative financial instruments continued
Fair value hedges continued
Hedging instruments and ineffectiveness
2022
Carrying amount
Interest rate1
Interest rate swaps – issued notes
Interest rate swaps – loans and advances
Interest rate swaps – debt securities and other
eligible bills
Interest and currency risk1
Cross currency swaps – subordinated notes issued
Cross currency swaps – debt securities and other
eligible bills
Total at 31 December 2022
Interest rate¹
Interest rate swaps – issued notes
Interest rate swaps – loans and advances
Interest rate swaps – debt securities and other
eligible bills
Interest and currency risk1
Cross currency swaps – subordinated notes issued
Cross currency swaps – debt securities and other
eligible bills
Total at 31 December 2021
Notional
$million
41,772
1,117
Asset
$million
112
68
37,871
2,258
–
16
2,454
Change in fair
value used to
calculate hedge
ineffectiveness²
$million
Ineffectiveness
recognised in
profit or loss
$million
(3,020)
53
3,127
(260)
(9)
(109)
(7)
(1)
13
12
4
21
Liability
$million
2,914
–
25
4
44
2,987
2021
Carrying amount
Asset
$million
Liability
$million
Change in fair
value used to
calculate hedge
ineffectiveness²
$million
Ineffectiveness
recognised in
profit or loss
$million
575
19
363
–
43
1,000
212
13
113
150
1
489
(891)
13
717
(139)
50
(250)
(9)
–
(1)
6
–
(4)
72
1,201
82,033
Notional
$million
35,310
2,079
41,277
1,469
793
80,928
1
Interest rate swaps are designated in hedges of the fair value of interest rate risk attributable to the hedged item. Cross currency swaps are used to hedge both
interest rate and currency risks. All the hedging instruments are derivatives, with changes in fair value including hedge ineffectiveness recorded within net
trading income
2 This represents a (loss)/ change in fair value used for calculating hedge ineffectiveness
Hedged items in fair value hedges
2022
Carrying amount
Accumulated amount of fair value
hedge adjustments included in the
carrying amount
Asset
$million
–
36,028
1,051
37,079
Liability
$million
42,702
–
–
42,702
Asset
$million
–
(2,075)
(65)
(2,140)
2021
Liability
$million
2,756
–
–
2,756
Change in the
value used for
calculating
hedge
ineffectiveness¹
$million
3,284
(3,100)
(54)
130
Carrying amount
Asset
$million
–
41,637
2,072
43,709
Liability
$million
35,206
–
–
35,206
Accumulated amount of fair value
hedge adjustments included in the
carrying amount
Asset
$million
Liability
$million
Change in
fair value used
for calculating
hedge
ineffectiveness¹
$million
–
(363)
(7)
(370)
31
–
–
31
1,029
(769)
(14)
246
Cumulative
balance of
fair value
adjustments
from
de-designated
hedge
relationships²
$million
414
441
1
856
Cumulative
balance of
fair value
adjustments
from
de-designated
hedge
relationships²
$million
862
(19)
(1)
842
Issued notes
Debt securities and other eligible bills
Loans and advances to customers
Total at 31 December 2022
Issued notes
Debt securities and other eligible bills
Loans and advances to customers
Total at 31 December 2021
1 This represents a gain/(loss) change in fair value used for calculating hedge ineffectiveness
2 This represents a credit/(debit) to the balance sheet value
400
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 14. Derivative financial instruments continued
Income statement impact of fair value hedges
Change in fair value of hedging instruments
Change in fair value of hedged risks attributable to hedged items
Net ineffectiveness gain/(loss) to net trading income
Amortisation gain to net interest income
2022
$million
Income/
(expense)
(109)
130
21
141
2021
$million
Income/
(expense)
(250)
246
(4)
31
Cash flow hedges
The Group has exposure to market movements in future interest cash flows on portfolios of customer accounts, debt securities
and loans and advances to customers. The amounts and timing of future cash flows, representing both principal and
interest flows, are projected on the basis of contractual terms and other relevant factors, including estimates of prepayments
and defaults.
The hedging strategy of the Group involves using interest rate swaps to manage the variability in future cash flows on assets
and liabilities that have floating rates of interest by exchanging the floating rates for fixed rates. It also uses foreign exchange
contracts and currency swaps to manage the variability in future exchange rates on its assets and liabilities and costs in
foreign currencies. This is done on both a micro basis whereby a single interest rate or cross currency swap is designated in
a separate relationship with a single hedged item (such as a floating rate loan to a customer), and on a portfolio basis
whereby each hedging instrument is designated against a group of hedged items that share the same risk (such as a group
of customer accounts).
The hedged risk is determined as the variability of future cash flows arising from changes in the designated benchmark
interest rate.
Hedging instruments and ineffectiveness
Interest rate risk
Interest rate swaps
Currency risk
Forward foreign exchange contract
Cross currency swaps
Total as at 31 December 2022
2022
Carrying amount
Notional
$million
Asset
$million
Liability
$million
Change in fair
value used to
calculate hedge
ineffectiveness¹
$million
(Loss)/gain
recognised
in OCI
$million
Ineffectiveness
(loss) recognised
in net trading
income
$million
31,977
11,987
11,787
55,751
100
99
86
285
671
(533)
(531)
385
362
1,418
2021
(141)
421
(253)
(1 41)
426
(246)
(2)
–
(5)
(7)
Carrying amount
Notional
$million
Asset
$million
Liability
$million
Change in fair
value used to
calculate hedge
ineffectiveness¹
$million
Ineffectiveness
gain/(loss)
recognised
in net trading
income
$million
Gain
recognised
in OCI
$million
Interest rate risk
Interest rate swaps
Currency risk
Forward foreign exchange contract
Cross currency swaps
Total as at 31 December 2021
10,381
72
12,214
22,667
60
2
293
355
74
–
51
125
77
2
297
376
77
2
297
376
1 This represents a gain/(loss) change in fair value used for calculating hedge ineffectiveness
–
–
–
–
401
Standard Chartered – Annual Report 2022Financial statements 14. Derivative financial instruments continued
Hedged items in cash flow hedges
Customer accounts
Debt securities and other eligible bills
Loans and advances to customers
Forecast cashflow currency hedge
Intragroup lending currency hedge
Intragroup borrowing currency hedge
Total at 31 December 2022
Customer accounts
Debt securities and other eligible bills
Loans and advances to customers
Forecast cashflow currency hedge
Intragroup lending currency hedge
Intragroup borrowing currency hedge
Total at 31 December 2021
2022
Change in
fair value used
for calculating
hedge
ineffectiveness¹
$million
Cash flow
hedge reserve
$million
Cumulative
balance in the
cash flow hedge
reserve from
de-designated
hedge
relationships
$million
244
(165)
315
–
(135)
(13)
246
(444)
(72)
(191)
–
(6)
–
(713)
2021
108
(30)
(18)
–
–
–
60
Change in fair
value used for
calculating
hedge
ineffectiveness¹
$million
Cash flow
hedge reserve²
$million
Cumulative
balance in the
cash flow hedge
reserve from
de-designated
hedge
relationships²
$million
(95)
(231)
23
–
(73)
–
(376)
(9)
(2)
(8)
–
1
–
(18)
(15)
–
1
–
–
–
(14)
1 This represents a gain/(loss) change in fair value used for calculating hedge ineffectiveness
2 Restated to reflect the correct movement in the cashflow reserve. Refer to the following table for additional details
Impact of cash flow hedges on profit and loss and other comprehensive income
Cash flow hedge reserve balance as at 1 January
(Loss)/gain recognised in other comprehensive income on effective portion of changes in fair value of
hedging instruments¹
Gain reclassified to income statement when hedged item affected net profit¹
Taxation charge relating to cash flow hedges
Cash flow hedge reserve balance as at 31 December
2022
Income/
(expense)
$million
2021
Income/
(expense)
$million
(34)
(246)
(373)
89
(564)
(52)
376
(356)
(2)
(34)
1 The 2021 comparatives have been restated to correct a presentation error in two line items in the prior period whereby for a group of cross currency swaps
designated in cash flow hedging relationships, the fair value changes presented in other comprehensive income were shown net of the effect of changes in
foreign exchange rates. Following the restatement, the gain recognised in other comprehensive income for the effective portion of changes in the fair value of
hedging instruments has been increased by $377 million from $(1) million to $376 million and the gain reclassified to the income statement when the hedged item
affected net profit, has been reduced by $(377) million from $21 million to $(356) million. On the statement of comprehensive income these two line items have
been combined into one line item in the current and the prior period to present the net change in other comprehensive income for cash flow hedges, with the
gross movements shown in Note 14. No change is required to the income statement
Net investment hedges
Foreign currency exposures arise from investments in subsidiaries that have a different functional currency from that of the
presentation currency of the Group. This risk arises from the fluctuation in spot exchange rates between the functional currency
of the subsidiaries and the Group’s presentation currency, which causes the value of the investment to vary.
The Group’s policy is to hedge these exposures only when not doing so would be expected to have a significant impact on the
regulatory ratios of the Group and its banking subsidiaries. The Group uses foreign exchange forwards to manage the effect of
exchange rates on its net investments in foreign subsidiaries.
402
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 14. Derivative financial instruments continued
Hedging instruments and ineffectiveness
2022
Change in fair
value used to
calculate hedge
ineffectiveness1
$million
Changes in
the value of
the hedging
instrument
recognised
in OCI
$million
Ineffectiveness
recognised in
profit or loss
$million
Amount
reclassified
from
reserves to
income
$million
Carrying amount
Asset
$million
Liability
$million
120
141
512
512
–
–
2021
Change in fair
value used to
calculate
hedge
ineffectiveness¹
$million
Changes in
the value of
the hedging
instrument
recognised
in OCI
$million
Ineffectiveness
recognised in
profit or loss
$million
Amount
reclassified
from
reserves to
income
$million
Carrying amount
Asset
$million
Liability
$million
88
79
116
116
–
–
Notional
$million
14,576
Notional
$million
13,198
Derivative forward currency contracts²
Derivative forward currency contracts²
1 This represents a gain/(loss) change in fair value used for calculating hedge ineffectiveness
2 These derivative forward currency contracts have a maturity of less than one year. The hedges are rolled on a periodic basis
Hedged items in net investment hedges
Net investments
2022
Change in the
value used for
calculating
hedge
ineffectiveness¹
$million
Translation
reserve
$million
Balances
remaining in the
translation
reserve from
hedging
relationships for
which hedge
accounting is no
longer applied
$million
(512)
(21)
–
2021
Change in the
value used for
calculating
hedge
ineffectiveness¹
$million
Translation
reserve
$million
Balances
remaining in the
translation
reserve from
hedging
relationships for
which hedge
accounting is no
longer applied
$million
Net investments
(116)
9
–
1 This represents a gain/(loss) change in fair value used for calculating hedge ineffectiveness
Impact of net investment hedges on other comprehensive income
Gains recognised in other comprehensive income
2022
Income/
(expense)
$million
512
2021
Income/
(expense)
$million
118
403
Standard Chartered – Annual Report 2022Financial statements 14. Derivative financial instruments continued
Maturity of hedging instruments
Fair value hedges
Interest rate swap
Notional
Average fixed interest rate
Cross currency swap
Notional
Average fixed interest rate (to USD)
Average exchange rate
Cash flow hedges
Interest rate swap
Notional
Average fixed interest rate
Cross currency swap
Notional
Average fixed interest rate
Average exchange rate
2022
More than
one month
and less than
one year
Less than
one month
One to
five years
More than
five years
$million
2,462
8,888
53,225
16,185
USD
EUR
$million
JPY
EUR
KRO
JPY/USD
EUR/USD
KRO/USD
1.76%
–
–
–
–
–
–
–
–
2.29%
2.73%
2.16%
0.51%
1.83%
0.56%
1,109
164
(0.62)%
–
–
138.78
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
$million
195
16,465
14,819
498
HKD
USD
–
3.80%
0.35%
1.82%
1.34%
1.60%
–
1.29%
$million
45
8,466
2,650
626
HKD
KRO
USD
TWD
HKD/USD
KRO/USD
USD/HKD
TWD/USD
–
–
–
3.93%
3.26%
4.15%
–
3.83%
–
(0.61)%
(1.38)%
0.32%
0.21%
–
–
–
–
–
–
27.74
7.84
–
7.85
1,342.85
1,278.62
1,300.90
7.84
30.77
–
29.73
Forward foreign exchange contracts
Notional
$million
1,246
10,741
Average exchange rate
Net investment hedges
Foreign exchange derivatives
Notional
Average exchange rate
1 Offshore currency
404
JPY/USD
TWD/USD
135.18
–
$million
14,576
CNY1/USD
KRW1/USD
AED/USD
TWD/USD
HKD/USD
6.71
1,296.95
3.67
–
7.83
133.26
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 14. Derivative financial instruments continued
Maturity of hedging instruments continued
Fair value hedges
Interest rate swap
Notional
Average fixed interest rate
Cross currency swap
Notional
Average fixed interest rate (to USD)
Average exchange rate
Cash flow hedges
Interest rate swap
Notional
Average fixed interest rate
Cross currency swap
Notional
Average fixed interest rate
Average exchange rate
Forward foreign exchange contracts
Notional
Average exchange rate
Net investment hedges
Foreign exchange derivatives
Notional
Average exchange rate
1 Offshore currency
2021
More than
one month
and less than
one year
Less than
one month
One to
five years
More than
five years
$million
3,186
7,175
49,386
18,919
USD
EUR
$million
EUR
KRO
EUR/USD
KRO/USD
$million
HKD
USD
2.00%
–
48
–
–
–
–
–
–
–
0.72%
0.12%
1.05%
(0.17)%
1.43%
(0.11)%
1,492
722
1.29%
0.09%
0.78
1,134.50
0.54%
–
0.80
–
–
–
–
–
–
4,443
4,750
1,188
0.57%
0.08%
0.41%
2.13%
–
1.29%
$million
152
10,260
1,802
HKD
KRO
JPY
TWD
HKD/USD
KRO/USD
JPY/USD
TWD/USD
$million
CLO/USD
–
–
–
(0.33)%
–
–
–
27.98
–
–
0.73%
1.09%
(0.13)%
(0.33)%
7.78
1,158.03
109.05
27.85
–
–
–
–
–
–
–
–
–
–
72
868.10
$million
5,234
7,964
CNY¹/USD
KRW¹/USD
TWD/USD
HKD/USD
6.57
1,144.04
27.55
–
–
1,185.10
27.34
7.05
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
405
Standard Chartered – Annual Report 2022Financial statements 14. Derivative financial instruments continued
Interest rate benchmark reform
The Group applies the Phase 1 ‘Interest Rate Benchmark Reform Amendments to IFRS 9, IAS 39 and IFRS 7’ which allow the Group
to assume that the interest rate benchmark on which cash flows for the hedged item and/or hedging instrument are based is
not altered as a result of IBOR reform for the following activities:
• Prospective hedge assessment
• Determining whether a cash flow or forecast transaction for a cash flow hedge is highly probable. However, the Group
otherwise assesses whether the cash flows are considered highly probable
• Determining when cumulative balances in the cash flow hedge reserve from de-designated hedges should be recycled to the
income statement
The Group will not de-designate a hedge relationship of a benchmark in scope of IBOR reform if the retrospective hedge result
is outside the required 80-125% range but, the hedge passes the prospective assessment. Any hedge ineffectiveness continues
to be recorded in net trading income.
For hedges of non-contractually specified benchmark portions of an interest rate (such as fair value hedges of interest rate risk
on fixed rate debt instruments) the Group only assesses whether the designated benchmark is separately identifiable at hedge
inception. The choice of designated benchmark is not revisited for existing hedge relationships
In applying these amendments, the Group has made the following key assumptions for the period end, to be reviewed on an
ongoing basis:
• The interest rate benchmarks applicable to the Group that are in scope of the IFRS amendments are all LIBORs, EONIA,
Singapore Swap Offer Rate (SGD SOR) and Thai Baht Interest Rate Fixing (THB FIX)
• EURIBOR is not in scope of the IFRS amendments because its revised methodology incorporates market transaction data,
hence the benchmark is expected to continue to exist in future reporting periods
The Group assumes that the uncertainty arising from USD LIBOR will be present until 30 June 2023, at which time the
amendments to IFRS no longer apply.
As at 31 December 2022, the following notional principal amounts of derivative instruments designated in fair value or cash flow
hedge accounting relationships were linked to IBOR reference rates:
Interest rate swaps
USD LIBOR
GBP LIBOR
JPY LIBOR
SGD SOR
Cross currency swaps
USD LIBOR vs Fixed rate foreign currency
Total notional of hedging instruments in scope of IFRS amendments
as at 31 December 2022
Interest rate swaps
USD LIBOR
GBP LIBOR
JPY LIBOR
SGD SOR
Cross currency swaps
USD LIBOR vs Fixed rate foreign currency
Total notional of hedging instruments in scope of IFRS amendments
as at 31 December 2021
Fair value
hedges
$million
Cash flow
hedges
$million
Total
$million
Weighted
average
exposure
Years
35,989
24,090
60,079
–
–
–
–
–
–
–
–
–
35,989
24,090
60,079
1,151
4,539
5,690
37,140
28,629
65,769
Fair value
hedges
$million
Cash flow
hedges
$million
46,615
1,444
637
–
48,696
2,262
50,958
2,636
–
–
–
2,636
3,681
6,317
Total
$million
49,251
1,444
637
–
51,332
5,943
57,275
2.2
–
–
–
2.2
1.0
2.1
Weighted
average
exposure
Years
3.6
0.1
0.2
–
3.5
0.9
3.2
The Group’s primary exposure is to USD LIBOR due to the extent of fixed rate debt security assets and issued notes
denominated in USD that are designated in fair value hedge relationships. Where fixed rate instruments are in other
currencies, cross currency swaps are used to achieve an equivalent floating USD exposure.
406
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 15. Loans and advances to banks and customers
Accounting policy
Refer to Note 13 Financial instruments for the relevant accounting policy.
Loans and advances to banks
Expected credit loss
Loans and advances to customers
Expected credit loss
Total loans and advances to banks and customers
2022
$million
39,545
(26)
39,519
316,107
(5,460)
310,647
350,166
2021
$million
44,410
(27)
44,383
304,122
(5,654)
298,468
342,851
The Group has outstanding residential mortgage loans to Korea residents of $19.1 billion (2021: $21.7 billion) and Hong Kong
residents of $35 billion (2021: $34.5 billion).
Analysis of loans and advances to customers by geographic region and client segment together with their related impairment
provisions are set out within the Risk review and Capital review (pages 236 to 325).
16. Reverse repurchase and repurchase agreements including other similar lending and borrowing
Accounting policy
The Group purchases securities (a reverse repurchase agreement – ‘reverse repo’) typically with financial institutions subject
to a commitment to resell or return the securities at a predetermined price. These securities are not included in the balance
sheet as the Group does not acquire the risks and rewards of ownership, however they are recorded off-balance sheet as
collateral received. Consideration paid (or cash collateral provided) is accounted for as a loan asset at amortised cost
unless it is managed on a fair value basis or designated at fair value through profit or loss. In majority of cases through the
contractual terms of a reverse repo arrangement, the Group as the transferee of the security collateral has the right to sell
or repledge the asset concerned.
The Group also sells securities (a repurchase agreement – ‘repo’) subject to a commitment to repurchase or redeem the
securities at a predetermined price. The securities are retained on the balance sheet as the Group retains substantially all
the risks and rewards of ownership and these securities are disclosed as pledged collateral. Consideration received (or cash
collateral received) is accounted for as a financial liability at amortised cost unless it is either mandatorily classified as fair
value through profit or loss or irrevocably designated at fair value through profit or loss at initial recognition.
Financial assets are pledged as collateral as part of sales and repurchases, securities borrowing and securitisation
transactions under terms that are usual and customary for such activities. The Group is obliged to return
equivalent securities.
Repo and reverse repo transactions typically entitle the Group and its counterparties to have recourse to assets similar
to those provided as collateral in the event of a default. Securities sold subject to repos, either by way of a Global Master
Repurchase Agreement (GMRA), or through a securities sale and Total Return Swap (TRS) continue to be recognised on
the balance sheet as the Group retains substantially the associated risks and rewards of the securities (the TRS is not
recognised). The counterparty liability is included in deposits by banks or customer accounts, as appropriate. Assets sold
under repurchase agreements are considered encumbered as the Group cannot pledge these to obtain funding.
407
Standard Chartered – Annual Report 2022Financial statements 16. Reverse repurchase and repurchase agreements including other similar lending and borrowing
continued
Reverse repurchase agreements and other similar secured lending
Banks
Customers
Of which:
Fair value through profit or loss
Banks
Customers
Held at amortised cost
Banks
Customers
2022
$million
24,932
65,035
89,967
64,491
23,954
40,537
25,476
978
24,498
2021
$million
19,806
68,613
88,419
80,009
18,727
61,282
8,410
1,079
7,331
Under reverse repurchase and securities borrowing arrangements, the Group obtains securities on terms which permit it to
repledge or resell the securities to others. Amounts on such terms are:
Securities and collateral received (at fair value)
Securities and collateral which can be repledged or sold (at fair value)
Amounts repledged/transferred to others for financing activities, to satisfy liabilities under sale and
repurchase agreements (at fair value)
Repurchase agreements and other similar secured borrowing
Banks
Customers
Of which:
Fair value through profit or loss
Banks
Customers
Held at amortised cost
Banks
Customers
2022
$million
124,989
123,759
2021
$million
118,636
117,408
44,628
57,879
2022
$million
6,968
46,846
53,814
51,706
5,737
45,969
2,108
1,231
877
2021
$million
7,054
58,594
65,648
62,388
5,107
57,281
3,260
1,947
1,313
The tables below set out the financial assets provided as collateral for repurchase and other secured borrowing transactions:
Collateral pledged against repurchase agreements
On-balance sheet
2022
Fair value
through profit
or loss
$million
Fair value
through Other
Comprehensive
Income
$million
Amortised cost
$million
Off-balance
sheet
$million
Total
$million
Debt securities and other eligible bills
2,956
3,630
4,917
–
11,503
Off-balance sheet
Repledged collateral received
At 31 December 2022
Collateral pledged against repurchase agreements
On-balance sheet
–
2,956
–
3,630
–
4,917
44,628
44,628
44,628
56,131
2021
Fair value
through profit
or loss
$million
Fair value
through Other
Comprehensive
Income
$million
Amortised cost
$million
Off-balance
sheet
$million
Total
$million
Debt securities and other eligible bills
3,427
2,655
2,601
–
8,683
Off-balance sheet
Repledged collateral received
At 31 December 2021
408
–
3,427
–
2,655
–
2,601
57,879
57,879
57,879
66,562
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 17. Goodwill and intangible assets
Accounting policy
Goodwill
Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s share of the identifiable net
assets and contingent liabilities of the acquired subsidiary, associate or joint venture at the date of acquisition. Goodwill on
acquisitions of subsidiaries is included in intangible assets. Goodwill on acquisitions of associates is included in Investments in
associates and joint ventures. Goodwill included in intangible assets is assessed at each balance sheet date for impairment
and carried at cost less any accumulated impairment losses. Gains and losses on the disposal of an entity include the
carrying amount of goodwill relating to the entity sold. Detailed calculations are performed based on forecasting expected
cash flows of the relevant cash generating units (CGUs) and discounting these at an appropriate discount rate, the
determination of which requires the exercise of judgement. Goodwill is allocated to CGUs for the purpose of impairment
testing. CGUs represent the lowest level within the Group which generate separate cash inflows and at which the goodwill is
monitored for internal management purposes. These are equal to or smaller than the Group’s reportable segments (as set
out in Note 2) as the Group views its reportable segments on a global basis. The major CGUs to which goodwill has been
allocated are set out in the CGU table (page 410).
Other accounting estimates and judgements
The carrying amount of goodwill is based on the application of judgements including the basis of goodwill impairment
calculation assumptions. Judgement is also applied in determination of CGUs.
Estimates include forecasts used for determining cash flows for CGUs, the appropriate long-term growth rates to use and
discount rates which factor in country risk-free rates and applicable risk premiums. The Group undertakes an annual
assessment to evaluate whether the carrying value of goodwill is impaired. The estimation of future cash flows and the level
to which they are discounted is inherently uncertain and requires significant judgement and is subject to potential change
over time.
Acquired intangibles
At the date of acquisition of a subsidiary or associate, intangible assets which are deemed separable and that arise from
contractual or other legal rights are capitalised and included within the net identifiable assets acquired. These intangible
assets are initially measured at fair value, which reflects market expectations of the probability that the future economic
benefits embodied in the asset will flow to the entity and are amortised on the basis of their expected useful lives (4 to
16 years). At each balance sheet date, these assets are assessed for indicators of impairment. In the event that an asset’s
carrying amount is determined to be greater than its recoverable amount, the asset is written down immediately to the
recoverable amount.
Computer software
Acquired computer software licences are capitalised if the principles of development are met on the basis of the costs
incurred to acquire and bring to use the specific software.
Internally generated software represents substantially all of the total software capitalised. Direct costs of the development
of separately identifiable internally generated software are capitalised where it is probable that future economic benefits
attributable to the software will flow from its use. These costs include staff remuneration costs such as salaries, statutory
payments and share-based payments, materials, service providers and contractors provided their time is directly
attributable to the software build. Costs incurred in the ongoing maintenance of software are expensed immediately when
incurred. Internally generated software is amortised over each asset’s useful life to a maximum of 10-years. On an annual
basis software assets’ residual values and useful lives are reviewed, including assessing for indicators of impairment.
Indicators of impairment include loss of business relevance, obsolescence, exit of the business to which the software relates,
technological changes, change in use of the asset, reduction in useful life, plans to reduce usage or scope.
For capitalised software, judgement is required to determine which costs relate to research (expensed) and which costs
relate to development (capitalised). Further judgement is required to determine the technical feasibility of completing the
software such that it will be available for use. Estimates are used to determine how the software will generate probable
future economic benefits: these estimates include cost savings, income increases, balance sheet improvements, improved
functionality or improved asset safeguarding.
Software as a Service (SaaS) is a contractual arrangement that conveys the right to receive access to the supplier’s software
application over the contract term. As such, the Group does not have control and as a result recognises an operating
expense for these costs over the contract term. Certain costs related to implementation of the SaaS may meet the definition
of an intangible asset in their own right if it is separately identifiable and control is established. These costs are capitalised if
it is expected to provide the Group with future economic benefits flowing from the underlying resource and the Group can
restrict others from accessing those benefits.
409
Standard Chartered – Annual Report 2022Financial statements 17. Goodwill and intangible assets continued
Cost
At 1 January
Exchange translation differences
Additions
Impairment
Amounts written off
Classified as held for sale
At 31 December
Provision for amortisation
At 1 January
Exchange translation differences
Amortisation
Impairment charge
Amounts written off
Classified as held for sale
At 31 December
Net book value
2022
2021
Goodwill
$million
Acquired
intangibles
$million
Computer
software
$million
Total
$million
Goodwill
$million
Acquired
intangibles
$million
Computer
software
$million
Total
$million
2,595
(108)
–
(14)
–
(2)
2,471
–
–
–
–
–
–
–
2,471
457
(26)
–
–
(136)
–
295
437
(29)
4
–
(136)
–
276
19
4,464
(22)
1,096
(7)
(348)
(5)
5,178
1,608
(11)
531
5
(331)
(3)
1,799
3,379
7,516
(156)
1,096
(21)
(484)
(7)
7,944
2,045
(40)
535
5
(467)
(3)
2,075
5,869
2,617
(22)
–
–
–
–
2,595
–
–
–
–
–
–
–
2,595
473
(14)
–
–
(2)
–
457
451
(22)
8
–
–
–
437
20
3,682
(73)
989
–
(134)
–
4,464
1,258
(20)
461
4
(95)
–
1,608
2,856
6,772
(109)
989
–
(136)
–
7,516
1,709
(42)
469
4
(95)
–
2,045
5,471
At 31 December 2022, accumulated goodwill impairment losses incurred from 1 January 2005 amounted to $3,331 million
(31 December 2021: $3,317 million), of which $14 million was recognised in 2022 (31 December 2021: Nil).
Outcome of impairment assessment
An annual assessment is made as to whether the current carrying value of goodwill is impaired. For the purposes of impairment
testing, goodwill is allocated at the date of acquisition to a CGU. Goodwill is considered to be impaired if the carrying amount
of the relevant CGU exceeds its recoverable amount. Indicators of impairment include changes in the economic performance
and outlook of the region including geopolitical changes, changes in market value of regional investments, large credit defaults
and strategic decisions to exit certain regions. The recoverable amounts for all the CGUs were measured based on value in
use (VIU). The calculation of VIU for each CGU is calculated using five-year cashflow projections and an estimated terminal
value based on a perpetuity value after year five. The cashflow projections are based on forecasts approved by management
up to 2027. The perpetuity terminal value amount is calculated using year five cashflows using long-term GDP growth rates.
All cashflows are discounted using discount rates which reflect market rates appropriate to the CGU. Post-tax discount rates
are used to calculate the VIU using the post-tax cashflows. The post-tax discount rate is subsequently grossed up to pre-tax
discount rate. The calculated VIU using post-tax and pre-tax discount rate is same.
The goodwill allocated to each CGU and key assumptions used in determining the recoverable amounts are set out below and
are solely estimates for the purposes of assessing impairment of acquired goodwill.
Cash generating unit
Country CGUs
Asia
Hong Kong
Taiwan
Singapore
Bangladesh
Africa & Middle East
Pakistan
Bahrain
Global CGUs
Global Private Banking
Corporate, Commercial &
Institutional Banking
2022
2021
Goodwill
$million
Pre Tax
discount rates
per cent
Long-term
forecast GDP
growth rates
per cent
Goodwill
$million
Pre Tax
discount rates
per cent
Long-term
forecast GDP
growth rates
per cent
1,032
357
333
342
–
85
36
49
1,354
83
1,271
2,471
12.4
11.3
12.3
24.3
30.9
16.6
14.5
14.7
1.7
1.7
2.3
5.4
5.9
0.7
2.0
2.5
1,073
357
361
341
14
92
43
49
1,430
84
1,346
2,595
10.6
10.4
11.6
15.0
22.2
13.1
12.4
12.5
2.5
2.0
2.4
7.3
6.0
3.0
2.5
3.0
Bangladesh has had all the goodwill allocated to them written off, totalling $14 million. This was primarily due to lower
economic growth forecasts and higher discount rates. As a result, the carrying amount of Bangladesh CGU, which included
goodwill, was greater than the recoverable amount (VIU of $83 million).
410
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 17. Goodwill and intangible assets continued
The Group has performed sensitivity analysis on the key assumptions for each CGU’s recoverable amount. Hong Kong CGU is
considered sensitive to the key variables and any individual movements on the estimates (cashflow, discount rate and GDP
growth rate) up to the levels disclosed below would eliminate the current headroom.
2022
Sensitivities
GDP
Discount rate
Cashflow
Cashflow
Cash-
flow
Downside
scenario
Extreme
downside
scenario
GDP -1% GDP -1%
DR +1% DR +1%
Base Case
+1%
-1%
+1%
-1%
+10% -10% +20% -20% -30% CF -10% CF -20%
Goodwill
$million
Head-
room
$million
Pre Tax
Discount
Rate
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
Head-
room
$million
GDP
357
1,115 12.40% 1.66% 1,810
572
361 2,076 2,142
91
3,168
(935) (1,961)
(911)
(1,760)
CGU
Hong
Kong
The table above represents reasonably possible scenarios that could occur if either; economic factors (which drive GDP rates
and discount rates); country-specific cash flows; or a combination of both are different from the assumptions used in the
goodwill impairment assessment at 31 December 2022.
For there to be no headroom, the discount rate will need to increase by 1.57 per cent. Similarly, the GDP rates will need to
decrease by 2.35 per cent and cashflows would need to decrease by 10.89 per cent.
Acquired intangibles
These primarily comprise those items recognised as part of the acquisitions of Union Bank (now amalgamated into Standard
Chartered Bank (Pakistan) Limited), Hsinchu (now amalgamated into Standard Chartered Bank (Taiwan) Limited), Pembroke,
American Express Bank and ABSA’s custody business in Africa. Maintenance intangible assets represent the difference in the
value between the contractual right under acquired leases to receive aircraft in a specified maintenance condition at the end
of the lease and the actual physical condition of the aircraft at the date of acquisition.
The acquired intangibles are amortised over periods from four years to a maximum of 16 years. The constituents are as follows:
Acquired intangibles comprise:
Aircraft maintenance
Brand names
Customer relationships
Licenses
Net book value
2022
$million
2021
$million
5
1
1
12
19
5
1
3
11
20
411
Standard Chartered – Annual Report 2022Financial statements
18. Property, plant and equipment
Accounting policy
All property, plant and equipment is stated at cost less accumulated depreciation and impairment losses. Cost includes
expenditure that is directly attributable to the acquisition of the assets. Subsequent costs are included in the asset’s carrying
amount or are recognised as a separate asset, as appropriate, only when it is probable that future economic benefits
associated with the item will flow to the Group and the cost of the item can be measured reliably.
At each balance sheet date the assets’ residual values and useful lives are reviewed, and adjusted if appropriate, including
assessing for indicators of impairment. In the event that an asset’s carrying amount is determined to be greater than its
recoverable amount, the asset is written down to the recoverable amount. Gains and losses on disposals are included in the
income statement.
Repairs and maintenance are charged to the income statement during the financial period in which they are incurred.
Land and buildings comprise mainly branches and offices. Freehold land is not depreciated although it is subject to
impairment testing.
Depreciation on other assets is calculated using the straight-line method to allocate their cost to their residual values over
their estimated useful lives, as follows:
• Owned premises
• Leasehold premises
• up to 50 years
• up to 50 years
• Leasehold improvements
• shorter of remaining lease term and 10 years
• Equipment and motor vehicles
• three to 15 years
• Aircraft
• Ships
• up to 18 years
• up to 15 years
Where the Group is a lessee of a right-of-use asset, the leased assets are capitalised and included in Property, plant and
equipment with a corresponding liability to the lessor recognised in Other liabilities, in accordance with the Group’s leased
assets accounting policy in Note 19.
All other repairs and maintenance are charged to the income statement during the financial period in which they
are incurred.
Other accounting estimates and judgements
The carrying amount of the Group’s aircraft leasing portfolio is based on the application of judgement and estimates to
determine the most appropriate recoverable amount for each aircraft when assessing for impairment. Estimates involve the
appropriate cash flows, discount rates and residual values used in determining a value-in-use for aircraft, and judgement is
required in determining the appropriate observable third-party valuations to use for assessing current market value.
Cost or valuation
At 1 January
Exchange translation differences
Additions1
Disposals and fully depreciated assets
written off2
Transfers to assets held for sale
As at 31 December
Depreciation
Accumulated at 1 January
Exchange translation differences
Charge for the year
Impairment charge
Attributable to assets sold, transferred
or written off2
Transfers to assets held for sale
Accumulated at 31 December
Net book amount at 31 December
Premises
$million
Equipment
$million
2022
Operating
lease assets
$million
Leased
premises
assets
$million
Leased
equipment
assets
$million
1,980
(90)
87
(142)
(62)
1,773
795
(39)
76
1
(125)
(30)
678
1,095
901
(65)
124
(102)
(18)
840
611
(39)
116
–
(101)
(12)
575
265
4,248
–
624
(452)
–
4,420
1,155
–
202
40
(212)
–
1,185
3,235
1,854
(111)
339
(425)
(5)
1,652
819
(33)
250
9
(313)
(2)
730
922
33
(4)
1
(1)
–
29
20
(3)
7
–
–
–
24
5
Total
$million
9,016
(270)
1,175
(1,122)
(85)
8,714
3,400
(114)
651
50
(751)
(44)
3,192
5,522
1 Refer to the cash flow statement under cash flows from investing activities section for the purchase of property, plant and equipment during the year of
$835 million on page 344
2 Disposals for property, plant and equipment during the year of $343 million in the cash flow statement would include the gains and losses incurred as part of other
operating income (Note 6) on disposal of assets during the year and the net book value disposed
412
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 18. Property, plant and equipment continued
Cost or valuation
At 1 January
Exchange translation differences
Additions¹
Disposals and fully depreciated assets
written off²
Transfers to assets held for sale
As at 31 December
Depreciation
Accumulated at 1 January
Exchange translation differences
Charge for the year
Impairment charge
Attributable to assets sold, transferred
or written off²
Transfers to assets held for sale
Accumulated at 31 December
Net book amount at 31 December
Premises
$million
Equipment
$million
2021
Operating
lease assets
$million
Leased
premises
assets
$million
Leased
equipment
assets
$million
2,048
(63)
107
(100)
(12)
1,980
770
(15)
74
–
(31)
(3)
795
1,185
874
(13)
135
(95)
–
901
594
(14)
121
–
(90)
–
611
290
5,233
–
110
(1,095)
–
4,248
1,336
–
213
64
(458)
–
1,155
3,093
1,577
(38)
373
(58)
–
1,854
536
(15)
296
42
(40)
–
819
1,035
31
(1)
4
(1)
–
33
12
–
8
–
–
–
20
13
Total
$million
9,763
(115)
729
(1,349)
(12)
9,016
3,248
(44)
712
106
(619)
(3)
3,400
5,616
1 Refer to the cash flow statement under cash flows from investing activities section for the purchase of property, plant and equipment during the year of
$352 million on page 344
2 Disposals for property, plant and equipment during the year of $816 million in the cash flow statement would include the gains and losses incurred as part of other
operating income (Note 6) on disposal of assets during the year and the net book value disposed
Operating lease assets
The operating lease assets subsection of property, plant and equipment is the Group’s aircraft operating leasing business,
consisting of 99 commercial aircraft at 31 December 2022, of which 97 are narrow-bodies and 2 are wide-bodies. The leases are
classified as operating leases as they do not transfer substantially all the risks and rewards incidental to the ownership of the
assets, and rental income from operating lease assets is disclosed in Note 6. At 31 December 2022, these assets had a net book
value of $3,235 million (31 December 2021: $3,093 million).
Under these leases the lessee is responsible for the maintenance and servicing of the aircraft during the lease term while the
Group receives rental income and assumes the risks of the residual value of the aircraft at the end of the lease. Initial lease terms
range in length up to 12 years, while the average remaining lease term at 31 December 2022 is approximately five years. By
varying the lease terms the effects of changes in cyclical market conditions at the time aircraft become eligible for re-lease are
mitigated. The Group will look at entering into a lease extension with existing lessees well in advance of lease expiry in order to
minimise the risk of aircraft downtime and aircraft transition costs. Aircraft may also be sold from time to time to manage the
composition and average age of the fleet.
A series of stress sensitivities conducted on the narrow-body portfolio highlight the two biggest risks remain either an increase
in the discount rate, as the majority of the leased portfolio is valued on a VIU basis, or a substantial number of airline clients
defaulting. A sensitivity test was performed on the narrow-body portfolio assuming a discount rate increase of 50 basis points
from a base range of 4.50%-5.75% (31 December 2021: 4.50%-5.50%), which resulted in a possible increase in impairment of
$34 million.
A further sensitivity test considered that the lessees with lower credit ratings defaulted on their current leases. This scenario
would result in a possible increase in impairment of $34 million.
Within one year
One to two years
Two to three years
Three to four years
Four to five years
After five years
2022
Minimum lease
receivables
under operating
leases
falling due:
$million
2021
Minimum lease
receivables
under operating
leases
falling due:
$million
358
337
286
242
211
546
330
285
251
197
153
411
1,980
1,627
413
Standard Chartered – Annual Report 2022Financial statements 19. Leased assets
Accounting policy
The Group assesses whether a contract is a lease in scope of this policy by determining whether the contract gives it the right
to use a specified underlying physical asset for a lease term greater than 12 months, unless the underlying asset is of low
value.
Where the Group is a lessee and the lease is deemed in scope, it recognises a liability equal to the present value of lease
payments over the lease term, discounted using the incremental borrowing rate applicable in the economic environment of
the lease. The liability is recognised in ‘Other liabilities’. A corresponding right-of-use asset equal to the liability, adjusted for
any lease payments made at or before the commencement date, is recognised in ‘Property, plant and equipment’. The lease
term includes any extension options contained in the contract that the Group is reasonably certain it will exercise.
The Group subsequently depreciates the right-of-use asset using the straight-line method over the lease term and
measures the lease liability using the effective interest method. Depreciation on the asset is recognised in ‘Depreciation
and amortisation’, and interest on the lease liability is recognised in ‘Interest expense’.
If a leased premise, or a physically distinct portion of a premise such as an individual floor, is deemed by management to be
surplus to the Group’s needs and action has been taken to abandon the space before the lease expires, this is considered an
indicator of impairment. An impairment loss is recognised if the right-of-use asset, or portion thereof, has a carrying value in
excess of its value-in-use when taking into account factors such as the ability and likelihood of obtaining a subtenant.
The judgements in determining lease balances are the determination of whether the Group is reasonably certain that it will
exercise extension options present in lease contracts. On initial recognition, the Group considers a range of characteristics
such as premises function, regional trends and the term remaining on the lease to determine whether it is reasonably certain
that a contractual right to extend a lease will be exercised. Where a change in assumption is confirmed by the local property
management team, a remeasurement is performed in the Group-managed vendor system.
The estimates are the determination of incremental borrowing rates in the respective economic environments. The Group
uses third-party broker quotes to estimate its USD cost of senior unsecured borrowing, then uses cross currency swap pricing
information to determine the equivalent cost of borrowing in other currencies. If it is not possible to estimate an incremental
borrowing rate through this process, other proxies such as local government bond yields are used.
The Group primarily enters lease contracts that grant it the right to use premises such as office buildings and retail branches.
Existing lease liabilities may change in future periods due to changes in assumptions or decisions to exercise lease renewal or
termination options, changes in payments due to renegotiations of market rental rates as permitted by those contracts and
changes to payments due to rent being contractually linked to an inflation index. In general the re-measurement of a lease
liability under these circumstances leads to an equal change to the right-of-use asset balance, with no immediate effect on
the income statement.
The total cash outflow during the year for premises and equipment leases was $310 million (2021: $331 million).
The total expense during the year in respect of leases with a term less than or equal to 12 months was $nil (2021: $1 million).
The right-of-use asset balances and depreciation charges are disclosed in Note 18. The lease liability balances are disclosed
in Note 23 and the interest expense on lease liabilities is disclosed in Note 3.
Maturity analysis
The maturity profile for lease liabilities associated with leased premises and equipment assets is as follows:
2022
One year
or less
$million
272
Between
one year and
two years
$million
Between
two years and
five years
$million
239
437
2021
One year
or less
$million
293
Between
one year and
two years
$million
Between
two years and
five years
$million
247
521
More than
five years
$million
310
More than
five years
$million
175
Total
$million
1,258
Total
$million
1,236
Other liabilities – lease liabilities
Other liabilities – lease liabilities
414
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 20. Other assets
Accounting policy
Refer to Note 13 Financial instruments for the relevant accounting policy.
Commodities represent physical holdings where the Group has title and exposure to the Market Risk associated with
the holding.
Commodities are fair valued with the fair value derived from observable spot or short-term futures prices from
relevant exchanges.
Other assets include:
Financial assets held at amortized cost (Note 13):
Hong Kong SAR Government certificates of indebtedness (Note 23)¹
Cash collateral
Acceptances and endorsements
Unsettled trades and other financial assets
Non-financial assets:
Commodities and emissions certificates²
Other assets
2022
$million
2021
$million
7,106
12,515
5,264
14,410
39,295
10,598
490
50,383
7,284
9,217
4,930
18,637
40,068
9,265
599
49,932
1 The Hong Kong SAR Government certificates of indebtedness are subordinated to the claims of other parties in respect of bank notes issued
2 Commodities and emissions certificates are carried at fair value less costs to sell, $6 billion (31 December 2021: $5.7 billion) are classified as Level 1 and $4.6 billion
are classified as Level 2 (31 December 2021: $3.6 billion)
21. Assets held for sale and associated liabilities
Accounting Policy
Non-current assets are classified as held for sale and measured at the lower of their carrying amount and fair value less cost
to sell when:
a) Their carrying amounts will be recovered principally through sale.
b) They are available for immediate sale in their present condition; and
c) Their sale is highly probable.
Immediately before the initial classification as held for sale, the carrying amounts of the assets are measured in
accordance with the applicable accounting policies related to the asset or liability before reclassification as held for sale.
Upon reclassification property, plant and equipment are measured at the lower of their carrying amount and fair value less
costs to sell. Financial instruments continue to be measured per the accounting policies in Note 13 Financial instruments.
The assets below have been presented as held for sale following the approval of Group management and the transactions are
expected to complete in 2023.
Following a decision by the Board of Directors to exit certain markets in Africa & Middle East, the assets and liabilities of those
markets have been moved to ‘Held for sale’.
Assets held for sale
The financial assets reported below are classified under Level 1 $345 million (2021: Nil), Level 2 $946million (2021: Nil) and Level 3
$100 million (2021: $95 million).
415
Standard Chartered – Annual Report 2022Financial statements 21. Assets held for sale and associated liabilities continued
Financial assets held at fair value through profit or loss
Loans and advances to customers
Equity shares
Derivative financial instruments – Assets
Financial assets held at amortised cost
Cash and balances at central banks
Loans and advances to banks
Loans and advances to customers
Debt securities held at amortised cost
Goodwill and intangible assets
Property, plant and equipment
Vessels¹
Others
Others
2022
$million
2021
$million
3
–
2
1
1,388
423
81
508
376
4
174
133
41
56
1,625
43
20
23
–
52
–
–
52
–
–
239
230
9
–
334
1 Disposal of property, plant and equipment classified under assets held for sale during 2022 was $79 million (2021: $149 million).
Liabilities held for sale
The financial liabilities reported below are classified under Level 1 $402million (2021: Nil) and Level 2 $833 million (2021: Nil).
Financial liabilities held at fair value through profit or loss
Derivative financial instruments
Financial liabilities held at amortised cost
Deposits by banks
Customer accounts
Other liabilities
Provisions for liabilities and charges
2022
$million
2021
$million
5
5
1,230
17
1,213
64
8
1,307
–
–
–
–
–
–
–
–
416
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 22. Debt securities in issue
Accounting policy
Refer to Note 13 Financial instruments for the relevant accounting policy.
Certificates
of deposit
of $100,000
or more
$million
2022
Other debt
securities
in issue
$million
Debt securities in issue
23,457
37,785
Certificates
of deposit
of $100,000
or more
$million
2021
Other debt
securities
in issue
$million
23,896
37,397
Total
$million
61,242
Total
$million
61,293
Debt securities in issue included within:
Financial liabilities held at fair value
through profit or loss (Note13)
Total debt securities in issue
–
23,457
8,572
46,357
8,572
69,814
–
23,896
5,597
42,994
5,597
66,890
In 2022, the Company issued a total of $5.2 billion senior notes for general business purposes of the Group as shown below:
Securities
CNH 1,100 million fixed rate senior notes due 2026 (callable 2025)
$1,250 million fixed rate senior notes due 2028 (callable 2027)
$1,000 million fixed rate senior notes due 2026 (callable 2025)
$500 million floating rate senior notes due 2026 (callable 2025)
SGD 255 million fixed rate senior notes due 2033 (callable 2032)
HKD 800 million fixed rate senior notes due 2025 (callable 2024)
$1,000 million fixed rate senior notes due 2025 (callable 2024)
$1,000 million fixed rate senior notes due 2028 (callable 2027)
Total Senior Notes issued
$million
158
1,250
1,000
500
190
102
1,000
1,000
5,200
In 2021, the Company issued a total of $6.8 billion senior notes for general business purposes of the Group as shown below:
Securities
$500 million fixed rate senior notes due 2025 (callable 2024)
$500 million floating rate senior notes due 2025 (callable 2024)¹
EUR 500 million fixed rate senior notes due 2029 (callable 2028)
$1,000 million fixed rate senior notes due 2025 (callable 2024)
$1,250 million fixed rate senior notes due 2032 (callable 2031)
$1,500 million fixed rate senior notes due 2025 (callable 2024)
$1,500 million fixed rate senior notes due 2027 (callable 2026)
Total Senior Notes issued
1 These notes will be subject to remediation under interest rate benchmark reform. Please refer to Note 13 for further information on this
$million
500
500
569
1,000
1,250
1,500
1,500
6,819
417
Standard Chartered – Annual Report 2022Financial statements 23. Other liabilities
Accounting policy
Refer to Note 13 Financial instruments for the relevant accounting policy for financial liabilities, Note 19 Leased assets for
the accounting policy for leases, and Note 31 Share-based payments for the accounting policy for cash-settled share-
based payments.
Financial liabilities held at amortised cost (Note 13)
Notes in circulation1
Acceptances and endorsements
Cash collateral
Property leases²
Equipment leases²
Unsettled trades and other financial liabilities
Non-financial liabilities
Cash-settled share-based payments
Other liabilities
2022
$million
2021
$million
7,106
5,264
9,206
1,029
8
20,302
42,915
81
531
7,284
4,930
8,092
1,170
17
21,940
43,433
55
826
43,527
44,314
1 Hong Kong currency notes in circulation of $7,106 million (2021: $7,284 million) that are secured by the Government of Hong Kong SAR certificates of indebtedness
of the same amount included in Other assets (Note 20)
2 Other financial liabilities include the present value of lease liabilities, as required by IFRS 16 from 1 January 2019; refer to Note 19
24. Provisions for liabilities and charges
Accounting policy
The Group recognises a provision for a present legal or constructive obligation resulting from a past event when it is more
likely than not that it will be required to transfer economic benefits to settle the obligation and the amount of the obligation
can be estimated reliably. Where a liability arises based on participation in a market at a specified date, the obligation is
recognised in the financial statements on that date and is not accrued over the period.
Other accounting estimates and judgements
The recognition and measurement of provisions for liabilities and charges requires significant judgement and the use of
estimates about uncertain future conditions or events.
Estimates include the best estimate of the probability of outflow of economic resources, cost of settling a provision and
timing of settlement. Judgements are required for inherently uncertain areas such as legal decisions (including external
advice obtained), and outcome of regulator reviews.
At 1 January
Exchange translation differences
Transfer
Charge against profit
Provisions utilised
At 31 December
Provision
for credit
commitments
$million
2022
Other
provisions
$million
346
(39)
–
(27)
–
280
107
(2)
–
69
(71)
103
Provision
for credit
commitments
$million
2021
Other
provisions
$million
367
9
–
(30)
–
346
99
(1)
2
54
(47)
107
Total
$million
453
(41)
–
42
(71)
383
Total
$million
466
8
2
24
(47)
453
Provision for credit commitment comprises those undrawn contractually committed facilities where there is doubt as to the
borrowers’ ability to meet their repayment obligations.
Other provisions include $14 million (31 December 2021: $17 million) recognised for certain contracts with suppliers for which the
unavoidable costs of meeting the obligations exceed the economic benefits expected to be received. It is expected that the
costs will be incurred over the next 5 years.
Other provisions consist mainly of provisions for legal claims and regulatory and enforcement investigations and proceedings.
418
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 25. Contingent liabilities and commitments
Accounting policy
Financial guarantee contracts and loan commitments
The Group issues financial guarantee contracts and loan commitments in return for fees. Financial guarantee contracts and
any loan commitments issued at below-market interest rates are initially recognised at their fair value as a financial liability,
and subsequently measured at the higher of the initial value less the cumulative amount of income recognised in accordance
with the principles of IFRS 15 Revenue from Contracts with Customers and their expected credit loss provision. Loan
commitments may be designated at fair value through profit or loss where that is the business model under which such
contracts are held. Notional values of financial guarantee contracts and loan commitments are disclosed in the table below.
Financial guarantees, trade credits and irrevocable letters of credit are the notional values of contracts issued by the Group’s
Transaction Banking business for which an obligation to make a payment has not arisen at the reporting date. Transaction
Banking will issue contracts to clients and counterparties of clients, whereby in the event the holder of the contract is not
paid, the Group will reimburse the holder of the contract for the actual financial loss suffered. These contracts have various
legal forms such as letters of credit, guarantee contracts and performance bonds. The contracts are issued to facilitate
trade through export and import business, provide guarantees to financial institutions where the Group has a local presence,
as well as guaranteeing project financing involving large construction projects undertaken by sovereigns and corporates.
The contracts may contain performance clauses which require the counterparty performing services or providing goods to
meet certain conditions before a right to payment is achieved, however the Group does not guarantee this performance.
The Group will only guarantee the credit of the counterparty paying for the services or goods.
Commitments are where the Group has confirmed its intention to provide funds to a customer or on behalf of a customer
under prespecified terms and conditions in the form of loans, overdrafts, future guarantees whether cancellable or not and
the Group has not made payments at the balance sheet date; those instruments are included in these financial statements
as commitments. Commitments and contingent liabilities are generally considered on demand as the Group may have to
honour them, or the client may draw down at any time.
Capital commitments are contractual commitments the Group has entered into to purchase non-financial assets.
The table below shows the contract or underlying principal 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.
Financial guarantees and trade credits
Financial guarantees, trade credits and irrevocable letters of credit
Commitments
Undrawn formal standby facilities, credit lines and other commitments to lend
One year and over
Less than one year
Unconditionally cancellable
Capital commitments
2022
$million
2021
$million
60,410
60,410
58,535
58,535
69,597
31,688
67,383
168,668
69,542
27,306
61,675
158,523
Contracted capital expenditure approved by the directors but not provided for in these accounts¹
257
124
1 Of which the Group has commitments totalling $209 million to purchase aircraft for delivery in 2023 (2021: $96 million). Pre-delivery payments of $40 million
(2021: $26 million) have been made in respect of these commitments
As set out in Note 26, the Group has contingent liabilities in respect of certain legal and regulatory matters for which it is not
practicable to estimate the financial impact as there are many factors that may affect the range of possible outcomes.
419
Standard Chartered – Annual Report 2022Financial statements 26. Legal and regulatory matters
Accounting policy
Where appropriate, the Group recognises a provision for liabilities when it is probable that an outflow of economic
resources embodying economic benefits will be required, and for which a reliable estimate can be made of the obligation.
The uncertainties inherent in legal and regulatory matters affect the amount and timing of any potential outflows with
respect to which provisions have been established. These uncertainties also mean that it is not possible to give an aggregate
estimate of contingent liabilities arising from such legal and regulatory matters.
The Group receives legal claims against it in a number of jurisdictions and is subject to regulatory and enforcement
investigations and proceedings from time to time. Apart from the matters described below, the Group currently considers none
of the ongoing claims, investigations or proceedings to be individually material. However, in light of the uncertainties involved in
such matters there can be no assurance that the outcome of a particular matter or matters currently not considered to be
material may not ultimately be material to the Group’s results in a particular reporting period depending on, among other
things, the amount of the loss resulting from the matter(s) and the results otherwise reported for such period.
Since 2014, the Group has been named as a defendant in a series of lawsuits that have been filed in the United States District
Courts for the Southern and Eastern Districts of New York against a number of banks (including Standard Chartered Bank or its
affiliates) on behalf of plaintiffs who are, or are relatives of, victims of various terrorist attacks in Iraq and Afghanistan. The most
recent lawsuit was filed in April 2022 and concerns terrorist attacks that occurred in Afghanistan between 2013 and 2016. None
of these lawsuits have specified the amount of damages claimed. The plaintiffs in each of these lawsuits have alleged that the
defendant banks aided and abetted the unlawful conduct of parties with connections to terrorist organisations in breach of the
U.S. Anti-Terrorism Act. The courts have ruled in favour of the banks’ motions to dismiss in six of these lawsuits, including a ruling
issued in December 2022 in which the United States District Court for the Eastern District of New York dismissed a lawsuit filed
in August 2021. In January 2023 a panel of the United States Court of Appeals for the Second Circuit upheld a September 2019
ruling by the United States District Court for the Eastern District of New York in which a lawsuit filed in November 2014 was
dismissed. While a ruling is awaited in respect of the Group’s motion to dismiss the lawsuit filed in April 2022, the other lawsuits
are currently stayed pending a ruling by the United States Supreme Court in another U.S. Anti-Terrorism Act case in which SCB is
not involved. An appeal from the December 2022 dismissal ruling is also pending.
In January 2020, a shareholder derivative complaint was filed by the City of Philadelphia in New York State Court against 45
current and former directors and senior officers of the Group. It is alleged that the individuals breached their duties to the Group
and caused a waste of corporate assets by permitting the conduct that gave rise to the costs and losses to the Group related to
legacy conduct and control issues. In March 2021, an amended complaint was served in which SCB and seven individuals were
removed from the case. Standard Chartered PLC and Standard Chartered Holdings Limited remained as named “nominal
defendants” in the complaint. In May 2021, Standard Chartered PLC filed a motion to dismiss the complaint. In February 2022,
the New York State Court ruled in favour of Standard Chartered PLC’s motion to dismiss the complaint. The plaintiffs are
pursuing an appeal against the February 2022 ruling. A hearing date for the plaintiffs’ appeal is awaited.
Since October 2020, four lawsuits have been filed in the English High Court against Standard Chartered PLC on behalf of more
than 300 shareholders in relation to alleged untrue and/or misleading statements and/or omissions in information published by
Standard Chartered PLC in its rights issue prospectuses of 2008, 2010 and 2015 and/or public statements regarding the Group’s
historic sanctions, money laundering and financial crime compliance issues. These lawsuits have been brought under sections
90 and 90A of the Financial Services and Markets Act 2000. These lawsuits are at an early procedural stage.
Bernard Madoff’s 2008 confession to running a Ponzi scheme through Bernard L. Madoff Investment Securities LLC (BMIS) gave
rise to a number of lawsuits against the Group. BMIS and the Fairfield funds (which invested in BMIS) are in bankruptcy and
liquidation, respectively. Between 2010 and 2012, five lawsuits were brought against the Group by the BMIS bankruptcy trustee
and the Fairfield funds’ liquidators, in each case seeking to recover funds paid to the Group’s clients pursuant to redemption
requests made prior to BMIS’ bankruptcy filing. The total amount sought in these cases exceeds USD 300 million, excluding
any pre-judgment interest that may be awarded. The four lawsuits commenced by the Fairfield funds’ liquidators have been
dismissed and the appeals of those dismissals by the funds’ liquidators are ongoing.
The Group has concluded that the threshold for recording provisions pursuant to IAS 37 Provisions, Contingent Liabilities and
Contingent Assets is not met with respect to the above matters; however, the outcomes of these lawsuits are inherently
uncertain and difficult to predict.
420
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 27. Subordinated liabilities and other borrowed funds
Accounting policy
Subordinated liabilities and other borrowed funds are classified as financial instruments. Refer to Note 13 Financial
instruments for the accounting policy.
All subordinated liabilities 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. Where a debt instrument is callable, the issuer has the right to call.
Subordinated loan capital – issued by subsidiary undertakings
£200 million 7.75 per cent subordinated notes (callable 2022)¹
$700 million 8.0 per cent subordinated notes due 2031 (callable 2026)¹
Subordinated loan capital – issued by the Company2
Primary capital floating rate notes:
$400 million floating rate undated subordinated notes3
$300 million floating rate undated subordinated notes (Series 2)3
$400 million floating rate undated subordinated notes (Series 3)3
$200 million floating rate undated subordinated notes (Series 4)3
£900 million 5.125 per cent subordinated notes due 2034
$2 billion 5.7 per cent subordinated notes due 2044
$2 billion 3.95 per cent subordinated notes due 2023
$1 billion 5.7 per cent subordinated notes due 2022
$1 billion 5.2 per cent subordinated notes due 2024
$750 million 5.3 per cent subordinated notes due 2043
€750 million 3.625 per cent subordinated notes due 2022
€500 million 3.125 per cent subordinated notes due 2024
$1.25 billion 4.3 per cent subordinated notes due 2027
$1 billion 3.516 per cent subordinated notes due 2030 (callable 2025)
$500 million 4.886 per cent subordinated notes due 2033 (callable 2028)
£ 96.035m 7.375% non-cumulative Irredeemable preference shares (reclassed as Debt)
£ 99.250m 8.25% non-cumulative Irredeemable preference shares (reclassed as Debt)
$750 million 3.604% fixed rate reset dated subordinated notes due 2033
€ 1 billion 2.5 per cent subordinated debt 2030
$1.25 billion 3.265 per cent subordinated notes due 2036
€1 billion 1.200 per cent. fixed rate reset dated subordinated notes due 2031
Total for Group
1
Issued by Standard Chartered Bank
2022
$million
2021
$million
–
345
345
16
69
50
26
587
2,172
1,999
–
1,017
679
–
502
1,119
938
473
116
119
630
967
1,002
891
13,370
13,715
48
418
466
16
69
50
26
848
2,361
2,027
1,000
1,049
788
868
585
1,250
1,012
543
129
134
–
1,123
1,188
1,114
16,180
16,646
2 In the balance sheet of the Company the amount recognised is $13,684 million (2021: $16,162 million), with the difference being external notes and the effect of
hedge accounting achieved on a Group basis
3 These notes will be subject to remediation under interest rate benchmark reform. Please refer to Note 13 for further information on this
421
Standard Chartered – Annual Report 2022Financial statements 27. Subordinated liabilities and other borrowed funds continued
Fixed rate subordinated debt
Floating rate subordinated debt
Total
Fixed rate subordinated debt
Floating rate subordinated debt
Total
USD
$million
10,372
161
10,533
USD
$million
11,636
161
11,797
2022
GBP
$million
822
–
822
2021
GBP
$million
1,160
–
1,160
EUR
$million
2,360
–
2,360
EUR
$million
3,689
–
3,689
Total
$million
13,554
161
13,715
Total
$million
16,485
161
16,646
Redemptions and repurchases during the year
On 25 January 2022, Standard Chartered PLC exercised its right to redeem USD 1 billion 5.7 per cent subordinated notes 2022.
Further redemption of €750 million 3.625 per cent subordinated notes 2022 & £200 million 7.75 per cent subordinated notes 2022
was made during the year 2022.
Issuance during the year
On 12 January 2022, Standard Chartered PLC issued USD 750 million 3.603 per cent fixed rate reset dated subordinated notes
due 2033.
28. Share capital, other equity instruments and reserves
Accounting policy
Financial instruments issued are classified as equity when there is no contractual obligation to transfer cash or other financial
assets, or no obligation to issue a variable number of own equity instruments. Incremental costs directly attributable to the
issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds.
Securities which carry a discretionary coupon and have no fixed maturity or redemption date are classified as other equity
instruments. Interest payments on these securities are recognised, net of tax, as distributions from equity in the period in
which they are paid.
Where the Company or other members of the consolidated Group purchase the Company’s equity share capital, the
consideration paid is deducted from the total shareholders’ equity of the Group and/or of the Company as treasury shares
until they are cancelled. Where such shares are subsequently sold or reissued, any consideration received is included in
shareholders’ equity of the Group and/or the Company.
Number of
ordinary
shares
millions
3,156
Ordinary
share
capital1
$million
1,578
Ordinary
share
premium
$million
3,986
Preference
share
premium2
$million
Total share
capital and
share premium
$million
Other
equity
instruments
$million
1,494
7,058
4,518
(77)
(39)
–
–
–
–
–
–
–
–
–
3
–
–
–
–
(39)
–
–
3
3,079
1,539
3,989
1,494
7,022
(184)
–
–
(92)
–
–
–
–
–
–
–
–
(92)
–
–
2,895
1,447
3,989
1,494
6,930
–
2,728
(992)
–
6,254
–
1,240
(990)
6,504
At 1 January 2021
Cancellation of shares including
share buy-back
Additional Tier 1 equity issuance
Additional Tier 1 equity redemption
Other movements
At 31 December 2021
Cancellation of shares including
share buy-back
Additional Tier 1 equity issuance
Additional Tier 1 redemption
At 31 December 2022
1
Issued and fully paid ordinary shares of 50 cents each
2 Includes preference share capital of $75,000
422
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 28. Share capital, other equity instruments and reserves continued
Share buy-back
On 18 February 2022, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each.
Nominal value of share purchases was $56 million, and the total consideration paid was $754 million (including $4 million of fees
and stamp duty), The buy-back completed on 19 May 2022. The total number of shares purchased was 111,295,408, representing
3.61 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital
redemption reserve account. The shares were purchased by Standard Chartered PLC on various exchanges not including the
Hong Kong Stock Exchange.
February 2022
March 2022
April 2022
May 2022
August 2022
September 2022
October 2022
Number of
ordinary
shares
14,397,852
49,510,420
29,085,345
18,301,791
27,826,349
34,714,694
10,532,794
Highest
price paid
£
5.85000
5.44800
5.27000
5.99400
6.23600
6.27000
5.91800
Lowest
price paid
£
Average price
paid per share
£
Aggregate
price paid
£
Aggregate
price paid
$
5.14800
4.31400
4.78700
5.44800
5.61600
5.51400
5.49600
5.55490
79,978,036
107,767,620
4.94560 244,860,409
322,288,357
5.05870
147,135,270
190,912,883
5.71980
104,682,211
129,028,610
5.97660
166,308,114
199,113,059
5.93440 206,009,962
232,644,256
5.74910
60,554,337
68,239,759
Ordinary share capital
In accordance with the Companies Act 2006 the Company does not have authorised share capital. The nominal value of each
ordinary share is 50 cents.
During the period nil shares were issued under employee share plans.
Preference share capital
At 30 June 2022, the Company has 15,000 $5 non-cumulative redeemable preference shares in issue, with a premium of $99,995
making a paid up amount per preference share of $100,000. The preference shares are redeemable at the option of the
Company and are classified in equity.
The available profits of the Company are distributed to the holders of the issued preference shares in priority to payments
made to holders of the ordinary shares and in priority to, or pari passu with, any payments to the holders of any other class of
shares in issue. On a winding up, the assets of the Company are applied to the holders of the preference shares in priority to
any payment to the ordinary shareholders and in priority to, or pari passu with, the holders of any other shares in issue, for an
amount equal to any dividends payable (on approval of the Board) and the nominal value of the shares together with any
premium as determined by the Board. The redeemable preference shares are redeemable at the paid up amount (which
includes premium) at the option of the Company in accordance with the terms of the shares. The holders of the preference
shares are not entitled to attend or vote at any general meeting except where any relevant dividend due is not paid in full or
where a resolution is proposed varying the rights of the preference shares.
Other equity instruments
The table provides details of outstanding fixed rate resetting perpetual subordinated contingent convertible AT1 securities
issued by Standard Chartered PLC. All issuances are made for general business purposes and to increase the regulatory capital
base of the Group.
Issuance date
Nominal value
Proceeds net
of issue costs
Interest
rate2
Coupon payment dates3
First reset dates4
Conversion price
per ordinary
share
18 August 2016
USD 999 million1 USD 990 million
18 January 2017
USD 1,000 million
USD 992 million
7.50%
7.75%
2 April, 2 October each year
2 April, 2 October each year
2 April 2022
2 April 2023
USD 7.732
USD 7.732
3 July 2019
26 Jun 2020
SGD 750 million
USD 552 million 5.375%
3 April, 3 October each year
3 October 2024
SGD 10.909
USD 1,000 million
USD 992 million
6%
26 January, 26 July each year
26 January 2026
USD 5.331
14 January 2021
USD 1,250 million USD 1,239 million
4.75%
14 January, 14 July each year
14 July 2031
USD 6.353
19 August 2021
USD 1,500 million USD 1,489 million
4.30% 19 February, 19 August each year
19 August 2028
USD 6.382
15 August 2022
USD 1,250 million USD 1,239 million
7.75% 15 February, 15 August each year
15 February 2028
USD 7.333
1 During the period, the Group repurchased around USD 1,001 million of these securities via a tender offer
2 Interest rates for the period from (and including) the issue date to (but excluding) the first reset date
3 Interest payable semi-annually in arrears
4 Securities are resettable each date falling five years, or an integral multiple of five years, after the first reset date
Standard Chartered PLC redeemed $999 million fixed rate resetting perpetual contingent convertible securities on its first
optional redemption date of 2 April 2022.
The AT1 issuances above are primarily purchased by institutional investors.
423
Standard Chartered – Annual Report 2022Financial statements 28. Share capital, other equity instruments and reserves continued
The principal terms of the AT1 securities are described below:
• The securities are perpetual and redeemable, at the option of Standard Chartered PLC in whole but not in part, on the first
interest reset date and each date falling five years after the first reset date
• The securities are also redeemable for certain regulatory or tax reasons on any date at 100 per cent of their principal amount
together with any accrued but unpaid interest up to (but excluding) the date fixed for redemption. Any redemption is subject
to Standard Chartered PLC giving notice to the relevant regulator and the regulator granting permission to redeem
• Interest payments on these securities will be accounted for as a dividend.
• Interest on the securities is due and payable only at the sole and absolute discretion of Standard Chartered PLC, subject to
certain additional restrictions set out in the terms and conditions. Accordingly, Standard Chartered PLC may at any time elect
to cancel any interest payment (or part thereof) which would otherwise be payable on any interest payment date.
• The securities convert into ordinary shares of Standard Chartered PLC, at a pre-determined price detailed in the table above,
should the fully loaded Common Equity Tier 1 ratio of the Group fall below 7.0 per cent. Approximately 947 million ordinary
shares would be required to satisfy the conversion of all the securities mentioned above
The securities rank behind the claims against Standard Chartered PLC of (a) unsubordinated creditors, (b) which are expressed
to be subordinated to the claims of unsubordinated creditors of Standard Chartered PLC but not further or otherwise; or (c)
which are, or are expressed to be, junior to the claims of other creditors of Standard Chartered PLC, whether subordinated or
unsubordinated, other than claims which rank, or are expressed to rank, pari passu with, or junior to, the claims of holders of the
AT1 securities in a winding–up occurring prior to the conversion trigger.
Reserves
The constituents of the reserves are summarised as follows:
• The capital reserve represents the exchange difference on redenomination of share capital and share premium from sterling
to US dollars in 2001. The capital redemption reserve represents the nominal value of preference shares redeemed
• The amounts in the “Capital and Merger Reserve” represents the premium arising on shares issued using a cash box financing
structure, which required the Company to create a merger reserve under section 612 of the Companies Act 2006. Shares were
issued using this structure in 2005 and 2006 to assist in the funding of Korea ($1.9 billion) and Taiwan ($1.2 billion) acquisitions,
in 2008, 2010 and 2015 for the shares issued by way of a rights issue, primarily for capital maintenance requirements and for
the shares issued in 2009 by way of an accelerated book build, the proceeds of which were used in the ordinary course of
business of the Group. The funding raised by the 2008, 2010 and 2015 rights issues and 2009 share issue was fully retained
within the Company. Of the 2015 funding, $1.5 billion was used to subscribe to additional equity in Standard Chartered Bank,
a wholly owned subsidiary of the Company. Apart from the Korea, Taiwan and Standard Chartered Bank funding, the merger
reserve is considered realised and distributable.
• Own credit adjustment reserve represents the cumulative gains and losses on financial liabilities designated at fair value
through profit or loss relating to own credit. Gains and losses on financial liabilities designated at fair value through
profit or loss relating to own credit in the year have been taken through other comprehensive income into this reserve.
On derecognition of applicable instruments the balance of any OCA will not be recycled to the income statement, but
will be transferred within equity to retained earnings
• Fair value through other comprehensive income (FVOCI) debt reserve represents the unrealised fair value gains and losses in
respect of financial assets classified as FVOCI, net of expected credit losses and taxation. Gains and losses are deferred in this
reserve and are reclassified to the income statement when the underlying asset is sold, matures or becomes impaired.
• FVOCI equity reserve represents unrealised fair value gains and losses in respect of financial assets classified as FVOCI, net of
taxation. Gains and losses are recorded in this reserve and never recycled to the income statement
• Cash flow hedge reserve represents the effective portion of the gains and losses on derivatives that meet the criteria for
these types of hedges. Gains and losses are deferred in this reserve and are reclassified to the income statement when the
underlying hedged item affects profit and loss or when a forecast transaction is no longer expected to occur
• Translation reserve represents the cumulative foreign exchange gains and losses on translation of the net investment of the
Group in foreign operations. Since 1 January 2004, gains and losses are deferred to this reserve and are reclassified to the
income statement when the underlying foreign operation is disposed. Gains and losses arising from derivatives used as
hedges of net investments are netted against the foreign exchange gains and losses on translation of the net investment
of the foreign operations
• Retained earnings represents profits and other comprehensive income earned by the Group and Company in the current
and prior periods, together with the after tax increase relating to equity-settled share options, less dividend distributions,
own shares held (treasury shares) and share buy-backs
A substantial part of the Group’s reserves is held in overseas subsidiary undertakings and branches, principally to support local
operations or to comply with local regulations. The maintenance of local regulatory capital ratios could potentially restrict
the amount of reserves which can be remitted. In addition, if these overseas reserves were to be remitted, further unprovided
taxation liabilities might arise.
As at 31 December 2022, the distributable reserves of Standard Chartered PLC (the Company) were $13 billion (31 December
2021: $15.0 billion). These comprised retained earnings and $12.6 billion of the merger reserve account. Distribution of reserves
is subject to maintaining minimum capital requirements.
424
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 28. Share capital, other equity instruments and reserves continued
Own shares
Computershare Trustees (Jersey) Limited is the trustee of the 2004 Employee Benefit Trust (‘2004 Trust’) and Ocorian Trustees
(Jersey) Limited (formerly known as Bedell Trustees Limited) is the trustee of the 1995 Employees’ Share Ownership Plan Trust
(‘1995 Trust’). The 2004 Trust is used in conjunction with the Group’s employee share schemes and the 1995 Trust is used for the
delivery of other employee share-based payments (such as upfront shares and fixed pay allowances). Group companies fund
these trusts from time to time to enable the trustees to acquire shares to satisfy these arrangements.
Except as disclosed, neither the Company nor any of its subsidiaries has bought, sold or redeemed any securities of the
Company listed on The Stock Exchange of Hong Kong Limited during the period. Details of the shares purchased and held
by the trusts are set out below.
Shares purchased during the period
Market price of shares purchased
($million)
Shares transferred between trusts
Shares held at the end of the period
Maximum number of shares held
during the period
1995 Trust
2004 Trust
2022
2021
2022
2021 ¹
Total
2022
2021
–
–
–
–
–
–
–
–
30,203,531
36,487,747
30,203,531
36,487,747
218
–
237
–
218
–
237
–
27,525,624
22,461,243
27,525,624
22,461,243
27,976,046
23,076,993
1 Note that 35,768 shares were purchased by the trustee of the 2004 Trust using $0.2 million participant savings as part of Sharesave exercises
Dividend waivers
The trustees of the 2004 Trust, which holds ordinary shares in Standard Chartered PLC in connection with the operation of
its employee share plans, have lodged standing instructions in relation to shares held by them that have not been allocated
to employees, whereby any dividend is waived on the balance of ordinary shares and recalculated and paid at the rate of
0.01p per share.
Changes in share capital and other equity instruments of Standard Chartered PLC subsidiaries
The table below details the transactions in equity instruments (including convertible and hybrid instruments) of the Group’s
subsidiaries, including issuances, conversions, redemptions, purchase or cancellation. This is required under the Hong Kong
Listing requirements, appendix 16 paragraph 10.
Name and registered address
The following companies have the address
of 1 Basinghall Avenue, London, EC2V 5DD,
United Kingdom
Place of
incorporation
Description of shares
Issued/(redeemed)
capital
Issued/(redeemed)
Shares
Proportion
of shares
held
(%)
Finventures UK Limited
United Kingdom $1.00 Ordinary shares
£25,000,000
Standard Chartered I H Limited
United Kingdom $1.00 Ordinary shares
Standard Chartered Holdings Limited
United Kingdom $2.00 Ordinary shares
Standard Chartered Strategic Investments
Limited1
Standard Chartered UK Holdings Limited2 United Kingdom $1.00 Ordinary shares
$1.00 Ordinary shares
United Kingdom
Zodia Markets (UK) Limited
United Kingdom $1.00 Ordinary shares
Zodia Markets Holdings Limited
United Kingdom $1.00 Ordinary shares
The following companies have the address
of Thomas House, 84 Eccleston Square,
London, SW1V 1PX, United Kingdom
$70,000,036
$45,000,036
$2,697,462
$114,079,067
$999,000
$7,501
25,000,000
70,000,036
22,500,018
2,697,462
114,079,067
999,000
100
100
100
100
100
100
7,501
75.01
Zodia Custody Limited
Zodia Holdings Limited
United Kingdom $1.00 Ordinary shares
United Kingdom $1.00 Ordinary-A shares
$14,240,000
$24,990,000
14,240,000
24,990,000
95.1
100
The following companies have the address
of Spaces, 25 Wilton Road, Victoria,
London, SW1V 1LW, United Kingdom
Resolution Alliance Korea Ltd
Republic of Korea KRW5,000 Ordinary
shares
KRW (100,000,000)
(100,000,000)
100
425
Standard Chartered – Annual Report 2022Financial statements 28. Share capital, other equity instruments and reserves continued
Name and registered address
The following companies have the address
of Suites 507,508,509,15th floor, Al Sarab
Tower, Adgm Square, Al Maryah Island,
Abu Dhabi, United Arab Emirates
Place of
incorporation
United Arab
Emirates
Description of shares
Issued/(redeemed)
capital
Issued/(redeemed)
Shares
Proportion
of shares
held
(%)
Financial Inclusion Technologies Ltd
Hong Kong
$1.00 Ordinary shares
$8,800,000
8,800,000
100
The following company has the address of
39/F, Oxford House,Taikoo Place,979 king’s
road, Quarry Bay, Hong Kong
Mox Bank Limited
Hong Kong
HKD Ordinary shares
HKD639,794,864
63,979,486
65.98
The following company has the address of
Second Floor, Indiqube Edge, Khata No.
571/630/6/4, Sy.No.6/4, Ambalipura Village,
Varthur Hobli, Marathahalli Sub-Division,
Ward No. 150, Bengaluru, 560102, India.
Standard Chartered Research and
Technology India Private Limited
India
INR10.00 A Equity
shares
INR64,673,130
6,467,313
99.601
The following company has the address of
StandardChartered@Chiromo, Number 48,
Westlands Road, P. O. Box 30003 – 00100,
Nairobi, Kenya
Solvezy Technology Kenya Limited
Tawi Fresh Kenya Limited
The following company has the address of
23 De Walden Street, London, W1G 8RW,
United Kingdom
Kenya
Kenya
KES1000.00 Ordinary
shares
KES1,000.00 Ordinary
shares
KES295,804,000
295,804
KES118,145,000
118,145
100
100
Shoal Limited
United Kingdom $1.00 Ordinary shares
$2
2
100
The following companies have the address
of 27, Fitzwilliam Street, Dublin, D02 TP23,
Ireland
Zodia Custody (Ireland) Limited
Ireland
$1.00 Ordinary shares
$10,000,000
10,000,000
100
The following companies have the address
of 8 Marina Boulevard, #27-01 Marina Bay
Financial Centre Tower 1, 018981, Singapore
Standard Chartered Private Equity
(Singapore) Pte Ltd
The following company has the address of
77 Robinson Road, #25-00 Robinson 77,
068896, Singapore
Singapore
$ Ordinary shares
$25,000,000
25,000,000
100
Trust Bank Singapore Limited
Singapore
SGD Ordinary shares
SGD96,000,000
96,000,000
60
Standard Chartered Bank Cote d’Ivoire, 23
Boulevard de la République, Abidjan 17, 17
B.P. 1141, Cote d’Ivoire
Standard Chartered Bank Cote d’ Ivoire SA Cote d’Ivoire
XOF100,000 Ordinary
Shares
XOF2,508,000,000
25,080
100
26F, Fortune Financial Centre, #5, Dong San
Huan Zhong Lu, Chaoyang District , Beijing ,
100020, China
Standard Chartered Corporate Advisory
Co., Ltd.
China
$1.00
Ordinary shares
$(1,680,000)
(1,680,000)
100
The following companies have the address
of 80 Robinson Road, #02-00, 068898,
Singapore
Autumn Life Pte. Ltd.
Cardspal Pte. Ltd.
Pegasus Dealmaking Pte. Ltd.
Power2SME Pte. Ltd.
Singapore
Singapore
Singapore
Singapore
$ Ordinary-A shares
$ Ordinary-A shares
$ Ordinary shares
$ Ordinary shares
SCV Research and Development Pte. Ltd.
Singapore
$ Ordinary shares
SCV Master Holding Company Pte Ltd
Solv-India Pte Ltd
Singapore
Singapore
$ Ordinary shares
$ Ordinary shares
$9,400,000
$2,500,000
$71,999
$11,800,000
$6,000,000
$11,800,000
9,400,000
2,500,000
71,999
11,800,000
6,000,000
11,800,000
$23,000,000
23,000,000
96.4
100
100
90.6
100
100
100
426
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
28. Share capital, other equity instruments and reserves continued
Name and registered address
8A, Hony Tower, 1st Financial Street,
Nanshan District, Shenzen, China
Place of
incorporation
Description of shares
Issued/(redeemed)
capital
Issued/(redeemed)
Shares
Proportion
of shares
held
(%)
SC Ventures Investment Management
(Shenzhen) Limited
China
$1.00
Ordinary shares
$2,000,000
2,000,000
100
EX-26, Ground Floor, Bldg 16-Co Work,
Dubai Internet City, Dubai, United Arab
Emirates
Appro Onboarding Solutions FZ-LLC
The following company has the address of
32, Molesworth Street, Dublin 2, D02Y512,
Ireland
United Arab
Emirates
AED1,000.00 Ordinary
shares
AED6,803,000
6,803
100
Zodia Markets (Ireland) Limited
United Kingdom $1.00 Ordinary Shares
$999,000
999,000
100
1 Redenomination of £1.00 Ordinary shares to $1.00 Ordinary shares
2 Redenomination of £10.00 Ordinary shares to $1.00 Ordinary shares
Please see Note 22 Debt securities in issue for issuances and redemptions of senior notes.
Please see Note 27 Subordinated liabilities and other borrowed funds for issuance and redemptions of subordinated liabilities
and AT1 securities.
Please see Note 40 Related undertakings of the Group for subsidiaries liquidated, dissolved or sold during the year.
29. Non-controlling interests
Accounting policy
Non-controlling interests are measured at the non-controlling interest’s proportionate share of the acquiree’s identifiable
net assets.
At 1 January 2021
Comprehensive income for the year
Income in equity attributable to non-controlling interests
Other profits attributable to non-controlling interests
Distributions
Other increases1
At 31 December 2021
Comprehensive income for the year
Income in equity attributable to non-controlling interests
Other profits attributable to non-controlling interests
Distributions
Other increases2
At 31 December 2022
$million
325
(17)
(15)
(2)
(31)
94
371
(88)
(42)
(46)
(31)
98
350
1 Movement related to non-controlling interests from Mox Bank Limited
2 Movements related to non-controlling interests from Mox Bank Limited ($39 million), Trust Bank Singapore Limited ($47 million), Zodia Markets Holdings Limited
($3 million), Power2SME Pte Limited ($9 million)
427
Standard Chartered – Annual Report 2022Financial statements
30. Retirement benefit obligations
Accounting policy
The Group operates pension and other post-retirement benefit plans around the world, which can be categorised into
defined contribution plans and defined benefit plans. For defined contribution plans, the Group pays contributions to
publicly or privately administered pension plans on a statutory or contractual basis, and such amounts are charged to
operating expenses. The Group has no further payment obligations once the contributions have been paid.
For funded defined benefit plans, the liability recognised in the balance sheet is the present value of the defined benefit
obligation at the balance sheet date less the fair value of plan assets. For unfunded defined benefit plans the liability
recognised at the balance sheet date is the present value of the defined benefit obligation.
The defined benefit obligation is calculated annually by independent actuaries using the projected unit method.
Actuarial gains and losses that arise are recognised in shareholders’ equity and presented in the statement of other
comprehensive income in the period they arise. The Group determines the net interest expense on the net defined benefit
liability for the year by applying the discount rate used to measure the defined benefit obligation at the beginning of the
annual period to the net defined benefit liability, taking into account any changes in the net defined benefit liability during
the year as a result of contributions and benefit payments. Net interest expense, the cost of the accrual of new benefits,
benefit enhancements (or reductions) and administration expenses met directly from plan assets are recognised in the
income statement in the period in which they were incurred.
Other accounting estimates and judgements
There are many factors that affect the measurement of the retirement benefit obligations. This measurement requires the
use of estimates, such as discount rates, inflation, pension increases, salary increases, and life expectancies which are
inherently uncertain. Discount rates are determined by reference to market yields at the end of the reporting period on
high-quality corporate bonds (or, in countries where there is no deep market in such bonds, government bonds) of a currency
and term consistent with the currency and term of the post-employment benefit obligations. This is the approach adopted
across our geographies. Where there are inflation-linked bonds available (e.g. United Kingdom and the eurozone), the Group
derives inflation based on the market on those bonds, with the market yield adjusted in respect of the United Kingdom to
take account of the fact that liabilities are linked to Consumer Price Index inflation, whereas the reference bonds are linked
to Retail Price Index inflation. Where no inflation-linked bonds exist, we determine inflation assumptions based on a
combination of long-term forecasts and short-term inflation data. Salary growth assumptions reflect the Group’s long-term
expectations, taking into account future business plans and macroeconomic data (primarily expected future long-term
inflation). Demographic assumptions, including mortality and turnover rates, are typically set based on the assumptions
used in the most recent actuarial funding valuation, and will generally use industry standard tables, adjusted where
appropriate to reflect recent historic experience and/or future expectations. The sensitivity of the liabilities to changes
in these assumptions is shown in the Note below.
Retirement benefit obligations comprise:
Defined benefit plans obligation
Defined contribution plans obligation
Net obligation
Retirement benefit charge comprises:
Defined benefit plans
Defined contribution plans¹
Charge against profit (Note 7)
2022
$million
2021
$million
128
18
146
192
18
210
2022
$million
2021
$million
58
332
390
62
315
377
1 The Group has during the year utilised against defined contribution payments, $4 million forfeited pension contributions in respect of employees who left before
their interests vested fully. The residual balance of forfeited contributions is $17 million
The Group operates over 60 defined benefit plans across its geographies, many of which are closed to new entrants who now
join defined contribution arrangements. The aim of all these plans is, as part of the Group’s commitment to financial wellbeing
for employees, to give employees the opportunity to save appropriately for retirement in a way that is consistent with local
regulations, taxation requirements and market conditions. The defined benefit plans expose the Group to currency risk, interest
rate risk, investment risk and actuarial risks such as longevity risk.
The material holdings of government and corporate bonds shown partially hedge movements in the liabilities resulting from
interest rate and inflation changes. Setting aside movements from other drivers such as currency fluctuation, the increases in
discount rates in most geographies over 2022 have led to lower liabilities. These have been partly offset by decreases in the
value of bonds held as well as poor performance of growth assets such as equities and property, leading to a fall in the pension
deficit reported. These movements are shown as actuarial gains and losses in the tables below. Contributions into a number of
plans in excess of the amounts required to fund benefits accruing have also helped to reduce the net deficit over the year.
The disclosures required under IAS 19 have been calculated by independent qualified actuaries based on the most recent full
actuarial valuations updated, where necessary, to 31 December 2022.
428
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 30. Retirement benefit obligations continued
UK Fund
The Standard Chartered Pension Fund (the ‘UK Fund’) is the Group’s largest pension plan, representing 53 per cent (31 December
2021: 58 per cent) of total pension liabilities. The UK Fund is set up under a trust that is legally separate from the Bank (its formal
sponsor) and, as required by UK legislation, at least one third of the trustee directors are nominated by members; the remainder
are appointed by the Bank. The trustee directors have a fiduciary duty to members and are responsible for governing the UK
Fund in accordance with its Trust Deed and Rules.
The UK Fund was closed to new entrants from 1 July 1998 and closed to the accrual of new benefits from 1 April 2018: all UK
employees are now offered membership of a defined contribution plan.
The financial position of the UK Fund is regularly assessed by an independent qualified actuary. The funding valuation as
at 31 December 2020 was completed in December 2021 by the Scheme Actuary, T Kripps of Willis Towers Watson, using
assumptions different from those, and agreed with the UK Fund trustee. It showed that the UK Fund was 92% funded at
that date, revealing a past service deficit of $153 million (£127 million).
To repair the deficit, three annual cash payments each of $40 million (£32.9 million) were agreed, with the first of these paid
in December 2021, and two further instalments to be paid in December 2022 and December 2023. However, the agreement
allowed that, if the funding position improves to being at or near a surplus in future years, the payments due in 2022 and 2023
will be reduced or eliminated. As a result of the Fund being in surplus at the agreed measurement point of mid-year, no payment
was made in December 2022. As part of the 2020 valuation, in order to provide security for future contributions an additional
$60 million nominal gilts (£50 million) were purchased and transferred into the existing escrow account of $132 million gilts
(£110 million), topping it up to $192 million
The Group has not recognised any additional liability under IFRIC 14, as the Bank has control of any pension surplus under the
Trust Deed and Rules.
Overseas plans
The principal overseas defined benefit arrangements operated by the Group are in Hong Kong, India, Jersey, Korea, Taiwan,
United Arab Emirates (UAE) and the United States of America (US). Plans in Hong Kong, India, Korea, Taiwan and UAE remain
open for accrual of future benefits.
Key assumptions
The principal financial assumptions used at 31 December 2022 were:
Discount rate
Price Inflation
Salary increases
Pension increases
Funded plans
UK Fund
Overseas Plans1
2022
%
4.8
2.6
N/A
2.4
2021
%
2.0
2.6
N/A
2.5
2022
%
1.2 – 5.4
1.0 – 3.1
3.5 – 4.5
3.1
2021
%
0.4 – 3.1
1.0 – 3.1
3.5 – 4.5
1.9 – 3.1²
1 The range of assumptions shown is for the funded defined benefit overseas plans in Hong Kong, Jersey, Korea, Taiwan, and the US. These comprise around
75 per cent of the total liabilities of overseas funded plans
2 The range of assumptions shown for 2021 also includes Germany
Discount rate
Price inflation
Salary increases
Pension increases
Post-retirement medical rate
US post-retirement medical
Unfunded plans
2022
%
5.1
2.5
N/A
N/A
2021
%
3.1
2.5
N/A
N/A
7% in 2022
reducing
by 0.5%
per annum to
5% in 2026
7% in 2021
reducing
by 0.5%
per annum to
5% in 2025
Other1
2022
%
3.7 – 7.6
2.0 – 4.0
4.0 – 7.8
0.0 – 2.4
N/A
2021
%
2.2 – 6.7
2.0 – 4.0
3.7 – 7.0
0.0 – 2.6
N/A
1 The range of assumptions shown is for the main unfunded defined benefit plans in Bahrain, India, Korea, Thailand, UAE and the UK. They comprise around
90 per cent of the total liabilities of other unfunded plans
The principal non-financial assumptions are those made for UK life expectancy. The UK mortality tables are S3PMA for males
and S3PFA for females, projected by year of birth with the CMI 2019 improvement model with a 1.25% annual trend and initial
addition parameter of 0.25%. Scaling factors of 92% for male pensioners, 92% for female pensioners, 92% for male dependants
and 82% for female dependants have been applied.
The resulting assumptions for life expectancy for the UK Fund are that a male member currently aged 60 will live for 27 years
(2021: 27 years) and a female member for 30 years (2021: 30 years) and a male member currently aged 40 will live for 29 years
(2021: 29 years) and a female member for 32 years (2021: 31 years) after their 60th birthdays.
429
Standard Chartered – Annual Report 2022Financial statements 30. Retirement benefit obligations continued
Both financial and non-financial assumptions can be expected to change in the future, which would affect the value placed
on the liabilities. For example, changes at the reporting date to one of the relevant actuarial assumptions, holding other
assumptions constant, would have affected the defined benefit obligation by the amounts shown below:
• If the discount rate increased by 25 basis points the liability would reduce by approximately $30 million for the UK Fund
(2021: $65 million) and $15 million for the other plans (2021: $35 million)
• If the rate of inflation increased by 25 basis points the liability, allowing for the consequent impact on pension and salary
increases, would increase by approximately $20 million for the UK Fund (2021: $45 million) and $15 million for the other plans
(2021: $20 million)
• If the rate salaries increase compared to inflation increased by 25 basis points the liability would increase by nil for the
UK Fund (2021: nil) and approximately $10 million for the other plans (2021: $15 million)
• If longevity expectations increased by one year the liability would increase by approximately $35 million for the UK Fund
(2021: $80 million) and $10 million for the other plans (2021: $15 million)
Although this analysis does not take account of the full distribution of cash flows expected, it does provide an approximation of
the sensitivity to the main assumptions. While changes in other assumptions would also have an impact, the effect would not
be as significant.
Profile of plan obligations
Duration of the defined benefit obligation (in years)
(Duration of the defined benefit obligation – 2021)
Benefits expected to be paid from plans
Benefits expected to be paid during 2023
Benefits expected to be paid during 2024
Benefits expected to be paid during 2025
Benefits expected to be paid during 2026
Benefits expected to be paid during 2027
Benefits expected to be paid during 2028 to 2032
Fund values:
Funded plans
Unfunded plans
UK Fund
Overseas
Post-retirement
medical
11
15
75
77
79
81
83
449
9
11
61
94
71
74
87
481
8
9
1
1
1
1
1
4
Other
9
11
16
14
14
15
14
70
At 31 December
Equities
Government bonds
Corporate bonds
Absolute Return Fund
Hedge funds
Infrastructure
Property
Derivatives
Cash and equivalents
Others
Total fair value of assets1
2022
2021
Overseas plans
UK Fund
Overseas
plans
Total assets
$million
Quoted
assets
$million
Unquoted
assets
$million
Total assets
$million
Total assets
$million
Total assets
$million
UK Fund
Unquoted
assets
$million
–
–
82
–
14
177
126
–
–
4
2
206
391
–
14
177
126
2
257
11
403
1,186
223
160
116
–
–
–
–
–
35
–
534
–
–
–
–
–
–
–
–
221
63
284
223
160
116
–
–
–
–
–
256
63
818
145
695
610
91
19
87
127
10
108
18
1,910
306
224
164
–
–
–
11
–
260
67
1,032
Quoted
assets
$million
2
206
309
–
–
–
–
2
257
7
783
1 Self-investment is monitored closely and is less than $1 million of Standard Chartered equities and bonds for 2022 (2021: <$1 million). Self-investment is only allowed
where it is not practical to exclude it – for example through investment in index-tracking funds where the Group is a constituent of the relevant index
2022
2021
Funded plans
Unfunded plans
Funded plans
Unfunded plans
UK Fund
$million
1,186
(1,138)
48
Overseas
plans
$million
818
(817)
1
Post-
retirement
medical
$million
Other
$million
UK Fund
$million
N/A
(10)
(10)
N/A
(167)
(167)
1,910
(1,822)
88
Overseas
plans
$million
1,032
(1,076)
(44)
Post-
retirement
medical
$million
N/A
(13)
(13)
Other
$million
N/A
(223)
(223)
At 31 December
Total fair value of assets
Present value of liabilities
Net pension plan asset/(obligation)
430
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 30. Retirement benefit obligations continued
The pension cost for defined benefit plans was:
2022
Current service cost1
Past service cost and curtailments2
Settlement cost2
Interest income on pension plan assets
Interest on pension plan liabilities
Total charge to profit before deduction of tax
Net losses on plan assets3
Gains on liabilities
Total losses/(gains) recognised directly in statement
of comprehensive income before tax
Deferred taxation
Total losses/(gains) after tax
Funded plans
Unfunded plans
UK Fund
$million
Overseas plans
$million
Post-retirement
medical
$million
Other
$million
Total
$million
–
–
–
(34)
33
(1)
486
(453)
33
7
40
47
2
–
(32)
31
48
113
(143)
(30)
13
(17)
–
–
–
–
–
–
–
(2)
(2)
–
(2)
6
–
–
–
5
11
–
(42)
(42)
–
(42)
53
2
–
(66)
69
58
599
(640)
(41)
20
(21)
1
Includes administrative expenses paid out of plan assets of $1 million (2021: $1 million)
2 Includes various small costs and gains from plan amendments and settlements in India, Kenya, Mauritius, South Korea and Sri Lanka
3 The actual return on the UK Fund assets was a loss of $452 million and on overseas plan assets was a loss of $82 million
Funded plans
Unfunded plans
UK Fund
$million
Overseas plans
$million
Post-retirement
medical
$million
Other
$million
Total
$million
2021
Current service cost1
Past service cost and curtailments2
Settlement cost2
Interest income on pension plan assets
Interest on pension plan liabilities
Total charge to profit before deduction of tax
Net gains on plan assets3
Gains on liabilities
Total gains recognised directly in statement of
comprehensive income before tax
Deferred taxation
Total gains after tax
–
–
–
(26)
27
1
(6)
(87)
(93)
–
(93)
55
(1)
(3)
(27)
29
53
(65)
(10)
(75)
17
(58)
–
–
–
–
–
–
–
(2)
(2)
–
(2)
9
(4)
(1)
–
4
8
–
(9)
(9)
–
(9)
1
Includes administrative expenses paid out of plan assets of $1 million (2020: $2 million)
2
Includes various small costs and gains from plan amendments and settlements in India, Kenya, South Korea and Sri Lanka
3 The actual return on the UK Fund assets was a gain of $32 million and on overseas plan assets was a gain of $92 million
Movement in the defined benefit pension plans and post-retirement medical deficit during the year comprise:
Funded plans
Unfunded plans
Surplus/(deficit) at January 2022
Contributions
Current service cost1
Past service cost and curtailments
Settlement costs and transfers impact
Net interest on the net defined benefit asset/liability
Actuarial(losses)/gains
Assets held for sale3
Exchange rate adjustment
Surplus/(deficit) at 31 December 2022²
UK Fund
$million
Overseas plans
$million
88
–
–
–
–
1
(33)
–
(8)
48
(44)
67
(47)
(2)
–
1
30
(4)
–
1
Post-retirement
medical
$million
(13)
Other
$million
(223)
1
–
–
–
–
2
–
–
12
(6)
–
–
(5)
42
2
11
(10)
(167)
(128)
1
Includes administrative expenses paid out of plan assets of $1 million (2021: $1 million)
2 The deficit total of $128 million is made up of plans in deficit of $248 million (2021: $355 million) net of plans in surplus with assets totalling $120 million
(2021: $163 million)
3 Assets held for sale includes funded and unfunded plans in Cameroon, Cote D’Ivoire, Jordan and Zimbabwe
431
64
(5)
(4)
(53)
60
62
(71)
(108)
(179)
17
(162)
Total
$million
(192)
80
(53)
(2)
–
(3)
41
(2)
3
Standard Chartered – Annual Report 2022Financial statements 30. Retirement benefit obligations continued
Funded plans
Unfunded plans
(Deficit)/surplus at January 2021
Contributions
Current service cost1
Past service cost and curtailments
Settlement costs and transfers impact
Net interest on the net defined benefit asset/liability
Actuarial gains
Adjustment for Indonesia scheme
Exchange rate adjustment
Surplus/(deficit) at 31 December 20212
UK Fund
$million
Overseas plans
$million
(48)
45
–
–
–
(1)
93
–
(1)
88
(124)
58
(55)
1
3
(2)
75
–
–
(44)
Post-retirement
medical
$million
(16)
Other
$million
(246)
1
–
–
–
–
2
–
–
18
(9)
4
1
(4)
9
–
4
(13)
(223)
1
Includes administrative expenses paid out of plan assets of $1 million (2020: $2 million)
2 The deficit total of $192 million is made up of plans in deficit of $355 million (2020: $476 million) net of plans in surplus with assets totalling $163 million
(2020: $42 million)
The Group’s expected contribution to its defined benefit pension plans in 2023 is $61 million.
At 1 January 2022
Contributions1
Current service cost2
Past service cost and curtailments
Settlement costs & impact of transfers3
Interest cost on pension plan liabilities
Interest income on pension plan assets
Benefits paid out2
Actuarial (losses)/gains 4
Assets held for sale
Exchange rate adjustment
At 31 December 2022
Assets
$million
2,942
2022
Obligations
$million
(3,134)
Total
$million
(192)
81
–
–
(5)
–
66
(176)
(599)
(18)
(287)
(1)
(53)
(2)
5
(69)
–
176
640
16
290
80
(53)
(2)
–
(69)
66
–
41
(2)
3
2,004
(2,132)
(128)
Assets
$million
2,957
123
–
–
10
–
53
(220)
71
–
(52)
2,942
2021
Obligations
$million
(3,391)
(1)
(64)
5
(6)
(60)
–
220
108
–
55
(3,134)
Total
$million
(434)
122
(64)
5
4
(7)
179
–
3
(192)
Total
$million
(434)
122
(64)
5
4
(60)
53
–
179
–
3
(192)
1
Includes employee contributions of $1 million (2021: $1 million)
2 Includes administrative expenses paid out of plan assets of $1 million (2021: $1 million)
3 Impact of settlements relates to the buyout of a pension plan in Switzerland which was agreed in December.
4 Actuarial gain on obligation comprises of $708 million gain (2021: $108 million gain) from financial assumption changes, $9 million gain (2021: $3 million gain) from
demographic assumption changes and $77 million loss (2021: $3 million loss) from experience
432
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 31. Share-based payments
Accounting policy
The Group operates equity-settled and cash-settled share-based compensation plans. The fair value of the employee
services (measured by the fair value of the awards granted) received in exchange for the grant of the shares and awards
is recognised as an expense. For deferred share awards granted as part of an annual performance award, the expense
is recognised over the period from the start of the performance period to the vesting date. For example, the expense for
three-year awards granted in 2023 in respect of 2022 performance, which vest in 2024-2026, is recognised as an expense
over the period from 1 January 2022 to the vesting dates in 2024-2026. For all other awards, the expense is recognised over
the period from the date of grant to the vesting date.
For equity-settled awards, the total amount to be expensed over the vesting period is determined by reference to the fair
value of the shares and awards at the date of grant, which excludes the impact of any non-market vesting conditions
(for example, profitability and growth targets). The fair value of equity instruments granted is based on market prices,
if available, at the date of grant. In the absence of market prices, the fair value of the instruments is estimated using an
appropriate valuation technique, such as a binomial option pricing model. Non-market vesting conditions are included
in assumptions for the number of shares and awards that are expected to vest.
At each balance sheet date, the Group revises its estimates of the number of shares and awards that are expected to vest. It
recognises the impact of the revision of original estimates, if any, in the income statement and a corresponding adjustment
to equity over the remaining vesting period. Forfeitures prior to vesting attributable to factors other than the failure to satisfy
service conditions and non-market vesting conditions are treated as a cancellation and the remaining unamortised charge
is debited to the income statement at the time of cancellation. The proceeds received net of any directly attributable
transaction costs are credited to share capital (nominal value) and share premium when awards in the form of options
are exercised.
Cash-settled awards are revalued at each balance sheet date and a liability recognised on the balance sheet for all unpaid
amounts, with any changes in fair value charged or credited to staff costs in the income statement until the awards are
exercised. Where forfeitures occur prior to vesting that are attributable to factors other than a failure to satisfy service
conditions or market-based performance conditions, the cumulative charge incurred up to the date of forfeiture is credited
to the income statement. Any revaluation related to cash-settled awards is recorded as an amount due from subsidiary
undertakings.
Other accounting estimates and judgements
Share-based payments involve judgement and estimation uncertainty in determining the expenses and carrying values of
share awards at the balance sheet date.
• LTIP awards are determined using an estimation of the probability of meeting certain metrics over a three-year
performance period using the Monte Carlo simulation model.
• Deferred shares and restricted shares are determined using an estimation of expected dividends.
• The 2013 Sharesave Plan valuation is determined using a binomial option-pricing model.
The Group operates a number of share-based arrangements for its executive directors and employees. Details of the share-
based payment charge are set out below.
Deferred share awards
Other share awards
Total share-based payments
1 No forfeiture assumed
2022¹
2021¹
Cash
$million
Equity
$million
Total
$million
Cash
$million
Equity
$million
Total
$million
16
20
36
92
71
163
108
91
199
9
10
19
81
67
148
90
77
167
2021 Standard Chartered Share Plan (the ‘2021 Plan’) and 2011 Standard Chartered Share Plan (the ‘2011 Plan’)
The 2021 Plan was approved by shareholders in May 2021 and is the Group’s main share plan, replacing the 2011 Plan for new
awards, June 2021. It may be used to deliver various types of share awards to employees and former employees of the Group,
including directors and former executive directors:
• Long Term Incentive Plan (LTIP) awards: granted with vesting subject to performance measures. Performance measures
attached to awards granted previously include: relative total shareholder return (TSR); return on tangible equity (RoTE) (with
a Common Equity Tier 1 (CET1) underpin); and strategic measures. Each measure is assessed independently over a three-year
period. LTIP awards have an individual conduct gateway requirement that results in the award lapsing if not met
• Deferred awards are used to deliver the deferred portion of variable remuneration, in line with both market practice and
regulatory requirements. These awards vest in instalments on anniversaries of the award date specified at the time of grant.
Deferred awards are not subject to any plan limit. This enables the Group to meet regulatory requirements relating to deferral
levels, and is in line with market practice
433
Standard Chartered – Annual Report 2022Financial statements 31. Share-based payments continued
• Restricted share awards, made outside of the annual performance process as replacement buy-out awards to new joiners
who forfeit awards on leaving their previous employers, vest in instalments on the anniversaries of the award date specified
at the time of grant. This enables the Group to meet regulatory requirements relating to buy-outs, and is in line with market
practice. In line with similar plans operated by our competitors, restricted share awards are not subject to an annual limit and
do not have any performance measures
Under the 2021 Plan and 2011 Plan, no grant price is payable to receive an award. The remaining life of the 2021 Plan during
which new awards can be made is nine years. The 2011 Plan has expired and no further awards will be granted under this plan.
Valuation – LTIP awards
The vesting of awards granted in both 2022 and 2021 is subject to relative TSR performance measures, achievement of a
strategic scorecard and satisfaction of RoTE (subject to a capital CET1 underpin). The vesting of awards also have additional
conditions under strategic measures related to targets set for sustainability linked to business strategy. The fair value of the
TSR component is calculated using the probability of meeting the measures over a three-year performance period, using a
Monte Carlo simulation model. The number of shares expected to vest is evaluated at each reporting date, based on the
expected performance against the RoTE and strategic measures in the scorecard, to determine the accounting charge.
No dividend equivalents accrue for the LTIP awards made in 2022 or 2021 and the fair value takes this into account, calculated
by reference to market consensus dividend yield.
Grant date
Share price at grant date (£)
Vesting period (years)
Expected divided yield (%)
Fair value (RoTE) (£)
Fair value (TSR) (£)
Fair value (Strategic) (£)
2022
2021
14–March
15–March
4.88
3–Jul
3.4
1.24, 1.20
0.70, 0.68
1.65, 1.60
4.9
3–Jul
3.4
1.25, 1.20
0.72, 0.71
1.66, 1.60
Valuation – deferred shares and restricted shares
The fair value for deferred awards which are not granted to material risk takers is based on 100 per cent of the face value of the
shares at the date of grant as the share price will reflect expectations of all future dividends. For awards granted to material risk
takers in 2022, the fair value of awards takes into account the lack of dividend equivalents, calculated by reference to market
consensus dividend yield.
Deferred share awards
Grant date
Share price at grant date (£)
09 November
5.62
2022
20 June
6.04
14 March
4.88
Expected
dividend yield
(%)
Fair value
(£)
N/A
3.4
–
5.62
5.17
–
Expected
dividend yield
(%)
N/A
Fair value
(£)
6.04
3.4, 3.4
5.56, 5.56
Expected
dividend yield
(%)
N/A
N/A, 3.4,
3.4, 3.4
–
–
3.4,3.4,3.4
Fair value
(£)
4.88
4.88, 4.48,
4.41, 4.34
4.48, 4.13,
3.99
21 June
4.69
2021
15 March
4.90
Expected
dividend yield
(%)
Fair value
(£)
Expected
dividend yield
(%)
Fair value
(£)
N/A, 3.4
4.69, 4.24
N/A, 3.4, 3.4 4.90, 4.58, 4.43
3.4
–
4.17
–
3.4, 3.4, 3.4 4.43, 4.36, 4.29
3.4, 3.4
4.15, 4.01
Vesting period (years)
1-3 years
1-5 years
3-7 years
Grant date
Share price at grant date (£)
Vesting period (years)
1-3 years
1-5 years
3-7 years
434
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 31. Share-based payments continued
Other restricted share awards
Grant date
Share price at grant date (£)
28-Nov
5.90
09-Nov
5.62
20-Jun
6.04
14-Mar
4.88
2022
Vesting period (years)
Expected
dividend
yield
(%)
Fair value
(£)
Expected
dividend
yield
(%)
Fair value
(£)
Expected
dividend
yield
(%)
Fair value
(£)
Expected
dividend
yield
(%)
Fair value
(£)
4 months
1 year
1.4 years
2 years
2.4 years
3 years
4 years
5 years
6 years
3.4
3.4
3.4
3.4
3.4
5.71
5.52
5.34
5.16
4.99
3.4
3.4
3.4
3.4
3.4
3.4
3.4
5.56
5.44
5.38
5.26
5.2
5.08
4.92
Grant date
Share price at grant date (£)
30 September
4.37
5.84
5.65
5.46
5.28
5.11
3.4
3.4
3.4
3.4
3.4
3.4
3.4
2021
21 June
4.69
4.72
4.56
4.41
4.27
4.13
3.99
3.4
3.4
3.4
3.4
3.4
3.4
3.4
3.4
15 March
4.90
Vesting period (years)
1 year
2 years
3 years
4 years
5 years
Expected
dividend
yield
(%)
Fair value
(£)
Expected
dividend
yield
(%)
Fair value
(£)
Expected
dividend
yield
(%)
Fair value
(£)
3.4
3.4
3.4
3.4
3.4
4.23
4.09
3.95
3.82
3.70
3.4
3.4
3.4
3.4
–
4.53
4.38
4.24
4.10
–
3.4
3.4
3.4
3.4
–
4.74
4.58
4.43
4.29
–
All Employee Sharesave Plans
2013 Sharesave Plan
Under the 2013 Sharesave Plan, employees may open a savings contract. Employees can save up to £250 per month over three
years to purchase ordinary shares in the Company at a discount of up to 20 per cent on the share price at the date of invitation
(the ‘option exercise price’), after which they have a period of six months to exercise the option. There are no performance
measures attached to options granted under the 2013 Sharesave Plan and no grant price is payable to receive an option.
In some countries in which the Group operates, it is not possible to operate Sharesave plans, typically due to securities law
and regulatory restrictions. In these countries, where possible, the Group offers an equivalent cash-based alternative to
its employees.
The 2013 Sharesave Plan was approved by shareholders in May 2013, and expires in May 2023. A new Sharesave plan will be
taken to shareholders for approval at the Annual General Meeting in May 2023.
Valuation – Sharesave:
Options under the Sharesave plans are valued using a binomial option-pricing model. The same fair value is applied to all
employees including executive directors. The fair value per option granted and the assumptions used in the calculation are
as follows:
All Employee Sharesave Plan (Sharesave)
Grant date
Share price at grant date (£)
Exercise price (£)
Vesting period (years)
Expected volatility (%)
Expected option life (years)
Risk-free rate (%)
Expected dividend yield (%)
Fair value (£)
2022
2021
28 November 30 September
5.80
4.23
3
39.3
3.33
3.21
3.4
2.08
4.37
3.67
3
35.1
3.33
0.42
3.4
1.11
The expected volatility is based on historical volatility over the last three years, or three years prior to grant. The expected life
is the average expected period to exercise. The risk-free rate of return is the yield on zero-coupon UK Government bonds of
a term consistent with the assumed option life. The expected dividend yield is calculated by reference to market consensus
dividend yield.
435
Standard Chartered – Annual Report 2022Financial statements 31. Share-based payments continued
Limits
An award shall not be granted under the 2021 Plan in any calendar year if, at the time of its proposed grant, it would cause the
number of Standard Chartered PLC ordinary shares allocated in the period of 10 calendar years ending with that calendar year
under the 2021 Plan and under any other discretionary share plan operated by Standard Chartered PLC to exceed such number
as represents 5 per cent of the ordinary share capital of Standard Chartered PLC in issue at that time.
An award shall not be granted under the 2021 Plan or 2013 Sharesave Plan in any calendar year if, at the time of its proposed
grant, it would cause the number of Standard Chartered PLC ordinary shares allocated in the period of 10 calendar years ending
with that calendar year under the 2021 Plan or 2013 Sharesave Plan and under any other employee share plan operated by
Standard Chartered PLC to exceed such number as represents 10 per cent of the ordinary share capital of Standard Chartered
PLC in issue at that time.
An award shall not be granted under the 2021 Plan or 2013 Sharesave Plan in any calendar year if, at the time of its proposed
grant, it would cause the number of Standard Chartered PLC ordinary shares which may be issued or transferred pursuant
to awards then outstanding under the 2021 Plan or 2013 Sharesave Plan as relevant to exceed such number as represents
10 per cent of the ordinary share capital of Standard Chartered PLC in issue at that time.
The number of Standard Chartered PLC ordinary shares which may be issued pursuant to awards granted under the 2021
Plan in any 12-month period must not exceed such number as represents 1 per cent of the ordinary share capital of Standard
Chartered PLC in issue at that time. The number of Standard Chartered PLC ordinary shares which may be issued pursuant to
awards granted under the 2013 Sharesave Plan in any 12-month period must not exceed such number as represents 1 per cent
of the ordinary share capital of Standard Chartered PLC in issue at that time.
Standard Chartered PLC has been granted a waiver from strict compliance with Rules 17.03(3), 17.03(9) and 17.03(18) of the Rules
Governing the Listing of Securities on the Stock Exchange of Hong Kong. Details are set out in the market announcement made
on 5 May 2021.
Reconciliation of share award movements for the year to 31 December 2022
Outstanding at 1 January 2022
Granted2,3
Lapsed
Exercised
Outstanding at 31 December 2022
Total number of securities available for issue under the plan
Percentage of the issued shares this represents as at 31 December 2022
Exercisable as at 31 December 2022
Range of exercise prices (£)³
Intrinsic value of vested but not exercised options ($ million)
Weighted average contractual remaining life (years)
Weighted average share price for awards exercised during the period (£)
2011 Plan1
Deferred /
Restricted shares
LTIP
Sharesave
11,627,751
39,718,654
16,897,075
3,066,288
25,037,706
5,777,197
(2,927,828)
(1,121,849)
(2,700,678)
(426,260)
(17,185,471)
(2,864,075)
11,339,951
46,449,040
11,339,951
46,449,040
0.39
–
–
0.02
7.88
5.09
1.60
1,191,693
–
8.93
8.25
4.93
17,109,519
17,109,519
0.59
1,699,772
3.14 – 5.13
2.59
2.27
5.94
Weighted
average
Sharesave
exercise price
(£)
3.95
–
4.29
5.03
3.81
3.81
4.96
–
1 Granted under the 2021 Plan and 2011 Plan. Employees do not contribute to the cost of these awards.
2 3,048,826 (LTIP) granted on 14 March 2022, 14,989 (LTIP) granted as a notional dividend on 1 March 2022, 2,473 (LTIP) granted as a notional dividend on 8 August
2022, 23,434,127 (Deferred/Restricted shares) granted on 14 March 2022, 77,479 (Deferred/Restricted shares) granted as a notional dividend on 1 March 2022,
584,322 (DRSA/RSA) granted on 20 June 2022, 43,918 (Deferred/Restricted shares) granted as a notional dividend on 8 August 2022, 771,103 (Deferred/Restricted
shares) granted on 9 November 2022, 126,757 (Deferred/Restricted shares) granted on 28 November 2022 under the 2021 Plan. 5,777,197 (Sharesave) granted on
28 November 2022 under the 2013 Sharesave Plan.
3 For Sharesave granted in 2022 the exercise price is £4.23 per share, a 20% discount from the closing price on 1 November 2022. The closing price on 1 November
2022 was £5.282.
436
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 31. Share-based payments continued
Reconciliation of share award movements for the year to 31 December 2021
Outstanding at 1 January 2021
Granted2,3
Lapsed
Exercised
Outstanding at 31 December 2021
Total number of securities available for issue under the plan
Percentage of the issued shares this represents as at 31 December 2021
Exercisable as at 31 December 2021
Range of exercise prices (£)3
Intrinsic value of vested but not exercised options ($ million)
Weighted average contractual remaining life (years)
Weighted average share price for awards exercised during the period (£)
1 Employees do not contribute towards the cost of these awards
2011 Plan1
Deferred/
Restricted
shares
LTIP
Weighted
average
Sharesave
exercise price
(£)
Sharesave
22,918,242
39,543,548
16,591,704
4,038,071
17,113,973
4,274,039
(15,005,847)
(1,018,379)
(3,964,053)
(322,715)
(15,920,488)
(4,615)
11,627,751
11,627,751
0.40%
3,952
–
0.02
7.85
4.97
39,718,654
39,718,654
1.30%
1,701,506
16,897,075
16,897,075
0.50%
2,571,103
–
3.14 – 6.20
10.33
8.12
4.89
0.38
2.18
4.66
4.31
–
5.16
3.53
3.95
3.95
4.96
–
2 16,704,511 (DRSA/RSA) granted on 15 March 2021, 94,954 (DRSA/RSA) granted as notional dividend on 01 March 2021, 4,023,843 (LTIP) granted on 15 March 2021,
10,954 (LTIP) granted as notional dividend on 01 March 2021, 197,111 (DRSA/RSA) granted on 21 June 2021. 34,606 (DRSA/RSA) granted as notional dividend on
13 August 2021, 3,274 (LTIP) granted as notional dividend on 13 August 2021, 82,791 (RSA) granted on 30 September 2021, 4,274,039 (Sharesave) granted on
30 September 2021. LTIP and DRSA/RSA awards granted in March 2021 were granted under the 2011 Plan, and DRSA/RSA awards granted in June and September
2021 were granted under the 2021 Plan. Notional dividends were granted under the 2011 Plan. Sharesave options granted in 2021 were granted under the 2013
Sharesave Plan
3 For Sharesave granted in 2021 the exercise price is £3.67 per share, which was a 20% discount to the closing share price on 27 August 2021. The closing share price
on 27 August 2021 was of £4.578
32. Investments in subsidiary undertakings, joint ventures and associates
Accounting policy
Subsidiaries
Subsidiaries are all entities, including structured entities, which the Group controls. The Group controls an entity when it is
exposed to, and has rights to, variable returns from its involvement with the entity and has the ability to affect those returns
through its power over the investee. The assessment of power is based on the Group’s practical ability to direct the relevant
activities of the entity unilaterally for the Group’s own benefit and is subject to reassessment if and when one or more of
the elements of control change. Subsidiaries are fully consolidated from the date on which the Group effectively obtains
control. They are deconsolidated from the date that control ceases, and where any interest in the subsidiary remains, this is
remeasured to its fair value and the change in carrying amount is recognised in the income statement.
Associates and joint arrangements
Joint arrangements are where two or more parties either have rights to the assets, and obligations of the joint arrangement
(joint operations), or have rights to the net assets of the joint arrangement (joint venture). The Group evaluates the
contractual terms of joint arrangements to determine whether a joint arrangement is a joint operation or a joint venture.
The Group did not have any contractual interest in joint operations.
An associate is an entity over which the Group has significant influence.
Investments in associates and joint ventures are accounted for by the equity method of accounting and are initially
recognised at cost. The Group’s investment in associates and joint ventures includes goodwill identified on acquisition
(net of any accumulated impairment loss).
The Group’s share of its associates’ and joint ventures’ post-acquisition profits or losses is recognised in the income statement,
and its share of post-acquisition movements in other comprehensive income is recognised in reserves. The cumulative
post-acquisition movements are adjusted against the carrying amount of the investment. When the Group’s share of losses
in an associate or a joint venture equals or exceeds its interest in the associate, including any other unsecured receivables, the
Group does not recognise further losses, unless it has incurred obligations or made payments on behalf of the associate or
joint venture.
Unrealised gains and losses on transactions between the Group and its associates and joint ventures are eliminated to the
extent of the Group’s interest in the associates and joint ventures. At each balance sheet date, the Group assesses whether
there is any objective evidence of impairment in the investment in associates and joint ventures. Such evidence includes a
significant or prolonged decline in the fair value of the Group’s investment in an associate or joint venture below its cost,
among other factors.
437
Standard Chartered – Annual Report 2022Financial statements 32. Investments in subsidiary undertakings, joint ventures and associates continued
Significant accounting estimates and judgements
The Group applies judgement in determining if it has control, joint control or significant influence over subsidiaries, joint
ventures and associates respectively. These judgements are based upon identifying the relevant activities of counterparties,
being those activities that significantly affect the entities returns, and further making a decision of if the Group has control
over those entities, joint control, or has significant influence (being the power to participate in the financial and operating
policy decisions but not control them).
These judgements are at times determined by equity holdings, and the voting rights associated with those holdings.
However, further considerations including but not limited to board seats, advisory committee members and specialist
knowledge of some decision-makers are also taken into account. Further judgement is required when determining if the
Group has de-facto control over an entity even though it may hold less than 50% of the voting shares of that entity.
Judgement is required to determine the relative size of the Group’s shareholding when compared to the size and dispersion
of other shareholders.
Impairment testing of investments in associates and joint ventures, and on a Company level investments in subsidiaries is
performed if there is a possible indicator of impairment. Judgement is used to determine if there is objective evidence of
impairment. Objective evidence may be observable data such as losses incurred on the investment when applying the
equity method, the granting of concessions as a result of financial difficulty, or breaches of contracts/regulatory fines of the
associate or joint venture. Further judgement is required when considering broader indicators of impairment such as losses
of active markets or ratings downgrades across key markets in which the associate or joint venture operate in.
Impairment testing is based on estimates including forecasting the expected cash flows from the investments, growth rates,
terminal values and the discount rate used in calculation of the present values of those cash flows. The estimation of future
cash flows and the level to which they are discounted is inherently uncertain and requires significant judgement.
Business combinations
The acquisition method of accounting is used to account for the acquisition of subsidiaries by the Group. The cost of an
acquisition is measured as the fair value of the assets given, equity instruments issued and liabilities incurred or assumed
at the date of exchange, together with the fair value of any contingent consideration payable. The excess of the cost of
acquisition over the fair value of the Group’s share of the identifiable net assets and contingent liabilities acquired is
recorded as goodwill (see Note 17 for details on goodwill recognised by the Group). If the cost of acquisition is less than the
fair value of the net assets and contingent liabilities of the subsidiary acquired, the difference is recognised directly in the
income statement.
Where the fair values of the identifiable net assets and contingent liabilities acquired have been determined provisionally,
or where contingent or deferred consideration is payable, adjustments arising from their subsequent finalisation are not
reflected in the income statement if (i) they arise within 12 months of the acquisition date (or relate to acquisitions completed
before 1 January 2014) and (ii) the adjustments arise from better information about conditions existing at the acquisition
date (measurement period adjustments). Such adjustments are applied as at the date of acquisition and, if applicable, prior
year amounts are restated. All changes that are not measurement period adjustments are reported in income other than
changes in contingent consideration not classified as financial instruments, which are accounted for in accordance with the
appropriate accounting policy, and changes in contingent consideration classified as equity, which is not remeasured.
Changes in ownership interest in a subsidiary, which do not result in a loss of control, are treated as transactions between
equity holders and are reported in equity. Where a business combination is achieved in stages, the previously held equity
interest is remeasured at the acquisition date fair value with the resulting gain or loss recognised in the income statement.
In the Company’s financial statements, investment in subsidiaries, associates and joint ventures are held at cost less
impairment and dividends from pre-acquisition profits received prior to 1 January 2009, if any. Inter-company transactions,
balances and unrealised gains and losses on transactions between Group companies are eliminated in the Group accounts.
Investments in subsidiary undertakings
As at 1 January
Additions1
Disposal2
As at 31 December
2022
$million
60,429
1,545
(999)
60,975
2021
$million
57,407
4,023
(1,001)
60,429
1
Includes internal Additional Tier 1 Issuances of $1 billion by Standard Chartered Bank, $500 million by Standard Chartered Bank (Hong Kong) Ltd (2021: Additional
Tier 1 issuances of $2.7 billion by Standard Chartered Bank and $1.3 billion by Standard Chartered Holdings Limited)
2 Redemption of Additional Tier1 capital of $1 billion by Standard Chartered Bank (2021: Additional Tier1 capital of $1 billion by Standard Chartered Bank)
438
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 32. Investments in subsidiary undertakings, joint ventures and associates continued
At 31 December 2022, the principal subsidiary undertakings, all indirectly held except for Standard Chartered Bank (Hong Kong)
Limited, and principally engaged in the business of banking and provision of other financial services, were as follows:
Country and place of incorporation or registration
Main areas of operation
Standard Chartered Bank, England and Wales
United Kingdom, Middle East, South Asia, Asia Pacific,
Americas and, through Group companies, Africa
Standard Chartered Bank (Hong Kong) Limited, Hong Kong Hong Kong
Standard Chartered Bank (Singapore) Limited, Singapore
Singapore
Standard Chartered Bank Korea Limited, Korea
Standard Chartered Bank (China) Limited, China1
Standard Chartered Bank (Taiwan) Limited, Taiwan
Standard Chartered Bank AG, Germany
Standard Chartered Bank Malaysia Berhad, Malaysia
Korea
China
Taiwan
Germany
Malaysia
1 Under PRC law, registered as Standard Chartered Bank (China) Limited
Country and place of incorporation or registration
Main areas of operation
Standard Chartered Bank (Thai) Public Company Limited,
Thailand
Standard Chartered Bank (Pakistan) Limited, Pakistan
Thailand
Pakistan
Standard Chartered Bank Botswana Limited, Botswana
Botswana
Standard Chartered Bank Kenya Limited, Kenya
Standard Chartered Bank Nepal Limited, Nepal
Standard Chartered Bank Ghana PLC, Ghana
Mox Bank Limited, Hong Kong
Kenya
Nepal
Ghana
Hong Kong
A complete list of subsidiary undertaking is included in Note 40.
Group interest
in ordinary
share capital
%
100
100
100
100
100
100
100
100
Group interest
in ordinary
share capital
%
99.87
98.99
75.83
74.32
70.21
69.42
65.98
The Group does not have any material non-controlling interest except as listed above, which contribute $(6.2) million
(31 December 2021: $17 million) of the (loss)/Profit attributable to non-controlling interest and $261 million (31 December 2021:
$298 million) of the equity attributable to non-controlling interests
While the Group’s subsidiaries are subject to local statutory capital and liquidity requirements in relation to foreign exchange
remittance, these restrictions arise in the normal course of business and do not significantly restrict the Group’s ability to access
or use assets and settle liabilities of the Group.
The Group does not have significant restrictions on its ability to access or use its assets and settle its liabilities other than those
resulting from the regulatory framework within which the banking subsidiaries operate. These frameworks require banking
operations to keep certain levels of regulatory capital, liquid assets, exposure limits and comply with other required ratios.
These restrictions are summarised below:
Regulatory and liquidity requirements
The Group’s subsidiaries are required to maintain minimum capital, leverage ratios, liquidity and exposure ratios which therefore
restrict the ability of these subsidiaries to distribute cash or other assets to the parent company.
The subsidiaries are also required to maintain balances with central banks and other regulatory authorities in the countries in
which they operate. At 31 December 2022, the total cash and balances with central banks was $58 billion (31 December 2021:
$73 billion) of which $9 billion (31 December 2021: $8 billion) is restricted.
Statutory requirements
The Group’s subsidiaries are subject to statutory requirements not to make distributions of capital and unrealised profits to the
parent company, generally to maintain solvency. These requirements restrict the ability of subsidiaries to remit dividends to the
Group. Certain subsidiaries are also subject to local exchange control regulations which provide for restrictions on exporting
capital from the country other than through normal dividends.
439
Standard Chartered – Annual Report 2022Financial statements 32. Investments in subsidiary undertakings, joint ventures and associates continued
Contractual requirements
The encumbered assets in the balance sheet of the Group’s subsidiaries are not available for transfer around the Group.
Encumbered assets are disclosed in Risk review and Capital review (page 236 to 325).
Share of profit from investment in associates and joint ventures comprises:
Loss from investment in joint ventures
Profit from investment in associates
Total
Interests in associates and joint ventures
As at 1 January
Exchange translation difference
Additions
Share of profits
Dividend received
Disposals
Impairment¹
Share of FVOCI and Other reserves
Other movements2
As at 31 December
2022
$million
2021
$million
(7)
163
156
2022
$million
2,147
(232)
26
156
(58)
(1)
(336)
(79)
8
1,631
(2)
198
196
2021
$million
2,162
43
90
196
(38)
(16)
(300)
10
–
2,147
1 Other impairment mainly relates to the Group’s investment in its associate China Bohai Bank (Bohai)
2 Movement related to CurrencyFair
A complete list of the Group’s interest in associates is included in Note 40. The Group’s principal associates are:
Associate
China Bohai Bank
CurrencyFair Limited Exchange Ireland
Nature of
activities
Main areas of
operation
Banking
Banking
China
Ireland
Group interest
in ordinary
share capital
%
16.26
43.42
On the 10th September 2021, The Group, through its subsidiary Standard Chartered UK Holdings Limited completed its
investment in CurrencyFair Limited, an Irish foreign exchange payments platform.
The Group purchased CurrencyFair through the contribution of its existing investment in its joint venture, Assembly Payments
Pte. Limited and a cash injection into CurrencyFair of $35 million, which provided the Group with equity of 43.42% in
CurrencyFair. This ownership, along with seats on the board of directors resulted in the Group having significant influence
over CurrencyFair and as such would equity method account the investment.
The transaction will facilitate creation of a combined payments and foreign exchange products franchise, combining the
customer base, staff, expertise and capabilities of both CurrencyFair and Assembly Payments.
The fair value of consideration for the investment was as follows:
Consideration
Fair value of the Group’s investment in Assembly Payments1
Cash consideration
Total consideration/investment in associate
$million
36
35
71
1 The fair value of Assembly Payments was determined to be $60 million, of which the Group’s equity ownership on transfer was 59.63%. The Group carried this
investment under the equity method at a balance of $16 million resulting in a profit on disposal of $20 million
The Group’s ownership percentage in China Bohai Bank is 16.26%.
Although the Group’s investment in China Bohai Bank is less than 20 per cent but it is considered to be an associate because of
the significant influence the Group is able to exercise over the management and financial and operating policies. This influence
is primarily through board representation and the provision of technical expertise to Bohai. The Group applies the equity
method of accounting for investments in associates.
440
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 32. Investments in subsidiary undertakings, joint ventures and associates continued
Bohai has a statutory year end of 31 December, but publishes its year-end financial statements after the Group. As it is
impracticable for Bohai to prepare financial statements earlier for use of the Group, the Group recognises its share of Bohai’s
earnings on a three-month lag basis. Therefore, the Group recognised its share of Bohai’s profits and movements in other
comprehensive income for the 12 months ended 30 September 2022 in the Group’s consolidated statemement of income
and consolidated statement of comprehensive income for the year ended 31 December 2022, respectively.
There have been no material events after 30 September 2022 which would require adjustments in respect of the share of
Bohai’s profits and movements in OCI recognised by the Group for the period ended on 31 December 2022.
If the Group did not have significant influence in Bohai, the investment would be carried at fair value rather than the current
carrying value.
Impairment testing
At 31 December 2022, the listed equity value of Bohai is below the carrying amount of the Group‘s investment in associate. As a
result, the Group assessed the carrying value of its investment in Bohai for impairment and concluded that an impairment loss
of $308 million (2021: $300 million) was required. The revised carrying value of the Group’s investment in Bohai of $1,421 million
(2021: $1,917 million) represents the higher of the value in use and fair value less costs to sell. The financial forecasts used for the
VIU calculation reflects the current economic conditions. The reduction (compared to 2021) in the recoverable amount of Bohai
is primarily a result of industry challenges and uncertainties that may impact profitability, as well as lower net profits reported in
Q3 2022 (than in Q3 2021), which is used as a starting point for the VIU calculation.
Bohai
VIU
Carrying amount1
Fair value²
2022
$million
1,421
1,729
685
2021
$million
1,917
2,217
1,114
1 The Group’s 16.26% share in the net assets less other equity instruments which the Group does not hold
2 Number of shares held by the Group multiplied by the quoted share price at 31 December
Basis of recoverable amount
The impairment test was performed by comparing the recoverable amount of Bohai, determined as the higher of VIU and fair
value less costs to sell, with its carrying amount.
The value in use (‘VIU’) is calculated using a dividend discount model (‘DDM’), which estimates the distributable future cash
flows to the equity holders, after adjusting for the regulatory capital requirements, for a 5-year period, after which a terminal
value (‘TV’) is calculated based on the ‘Gordon Growth’ model. The key assumptions in the VIU are as follows:
• Short to medium term projections are based on management’s best estimates of future profits available to ordinary
shareholders and have been determined with reference to the latest published financial results and historical performance
of Bohai;
• The projections use publicly available information and include normalised performance over the forecast period, inclusive
of: (i) net profit growth assumptions based on China GDP; (ii) ECL assumptions using Bohai historical ECL and the prevailing
Chinese market challenges and uncertainties as a basis; and (iii) net interest margin increases from 2024 with reference to
third party market interest rate forecasts in China;
• The discount rate applied to these cash flows was estimated with reference to transaction and broker data in the local
Chinese market, cross checked to the capital asset pricing model (CAPM), which includes a long term risk-free rate, beta and
company risk premium assumptions for Bohai;
• A long term growth rate for China is used to extrapolate the expected short to medium term earnings to perpetuity to derive
a terminal value; and
• An estimation of RWAs and RWA growth to determine a capital maintenance haircut to forecast profits. This haircut is taken
in order for Bohai to meet its target regulatory capital requirements over the forecast period. This haircut takes into account
movements in risk weighted assets and the total capital required, including required retained earnings over time to meet the
target capital rations.
The key assumptions used in the VIU calculation:
Pre tax discount rate
Forecast profit long term growth rate
Long term RWA growth rate
Minimum CET 1 ratio¹
1 At 30 September 2022, Bohai’s CET 1 ratio was 8.05%
2022
%
13.03
4.00
4.00
7.50
2021
%
14.83
4.75
4.75
7.50
441
Standard Chartered – Annual Report 2022Financial statements 32. Investments in subsidiary undertakings, joint ventures and associates continued
The sensitivities disclosed below are for changes to the discount rate, normalised profits and RWA assumptions of Bohai.
All these sensitivity analyses assume a CET 1 capital requirement of 7.50%, consistent with local legislation. The GDP growth
assumptions affect the forecast profits and RWA estimates over the short to medium term and in the terminal period, and
sensitivities are already disclosed, thus a separate sensitivity has not been included for this input.
Base Case
Sensitivities – 2022
Carrying amount
Pre impairment
$million
1,729
VIU
$million
Headroom
$million
Pre tax
discount
rate
Discount rate
Forecast profit1
RWA
RWA -10%
RWA +10%
+1%
-1%
+10%
-10%
+10%
-10%
CF -10%
CF +10%
GDP
Impairment
$million
Impairment
$million
Impairment
$million
Impairment
$million
Impairment
$million
Impairment
$million
Impairment
$million
Impairment
$million
1,421
(308) 13.03% 4.00%
(504)
(48)
(67)
(552)
(578)
(40)
(283)
(336)
Combined
Combined
1 Results include changes to NIM and additional ECL overlay assumptions, which are not necessarily linear
To improve the headroom to zero would require, on the basis of changing individual assumptions an increase in forecast profits
by 12.76 per cent, decrease in discount rate by 1.15 per cent and a decrease in RWA by 11.50 per cent.
The following table sets out the summarised financial statements of China Bohai Bank prior to the Group’s share of the
associates being applied:
Total assets
Total liabilities
Operating income1
Net profit1
Other comprehensive income1
1 This represents twelve months of earnings (1 October to 30 September)
30 Sep 2022
$million
30 Sep 2021
$million
236,396
220,662
3,958
1,186
(457)
250,951
234,196
4,840
1,230
44
442
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 33. Structured entities
Accounting policy
A structured entity is an entity that has been designed so that voting or similar rights are not the dominant factor in deciding
who controls the entity. Contractual arrangements determine the rights and therefore relevant activities of the structured
entity. Structured entities are generally created to achieve a narrow and well-defined objective with restrictions around their
activities. Structured entities are consolidated when the substance of the relationship between the Group and the structured
entity indicates the Group has power over the contractual relevant activities of the structured entity, is exposed to variable
returns, and can use that power to affect the variable return exposure.
In determining whether to consolidate a structured entity to which assets have been transferred, the Group takes into
account its ability to direct the relevant activities of the structured entity. These relevant activities are generally evidenced
through a unilateral right to liquidate the structured entity, investment in a substantial proportion of the securities issued by
the structured entity or where the Group holds specific subordinate securities that embody certain controlling rights. The
Group may further consider relevant activities embedded within contractual arrangements such as call options which give
the practical ability to direct the entity, special relationships between the structured entity and investors, and if a single
investor has a large exposure to variable returns of the structured entity.
Judgement is required in determining control over structured entities. The purpose and design of the entity is considered,
along with a determination of what the relevant activities are of the entity and who directs these. Further judgements are
made around which investor is exposed to, and absorbs the variable returns of the structured entity. The Group will have to
weigh up all of these facts to consider whether the Group, or another involved party is acting as a principal in its own right or
as an agent on behalf of others. Judgement is further required in the ongoing assessment of control over structured entities,
specifically if market conditions have an effect on the variable return exposure of different investors.
The Group has involvement with both consolidated and unconsolidated structured entities, which may be established by the
Group as a sponsor or by a third-party.
Interests in consolidated structured entities: A structured entity is consolidated into the Group’s financial statements where the
Group controls the structured entity, as per the determination in the accounting policy above. The following table presents the
Group’s interests in consolidated structured entities.
Aircraft and ship leasing
Principal and other structured finance
Total
2022
$million
3,531
330
3,861
2021
$million
3,450
229
3,679
Interests in unconsolidated structured entities: Unconsolidated structured entities are all structured entities that are not
controlled by the Group. The Group enters into transactions with unconsolidated structured entities in the normal course of
business to facilitate customer transactions and for specific investment opportunities. This is predominantly within the CCIB
business segment. An interest in a structured entity is contractual or non-contractual involvement which creates variability of
the returns of the Group arising from the performance of the structured entity.
443
Standard Chartered – Annual Report 2022Financial statements 33. Structured entities continued
The table below presents the carrying amount of the assets recognised in the financial statements relating to interests held
in unconsolidated structured entities, the maximum exposure to loss relating to those interests and the total assets of the
structured entities. Maximum exposure to loss is primarily limited to the carrying amount of the Group’s on-balance sheet
exposure to the structured entity. For derivatives, the maximum exposure to loss represents the on-balance sheet valuation
and not the notional amount. For commitments and guarantees, the maximum exposure to loss is the notional amount of
potential future losses.
Asset-
backed
securities
$million
Corporate
Lending &
Structured
Finance
$million
2022¹
Principal
Finance
funds
$million
Other
activities
$million
Total
$million
2021 (Restated)²
Asset-
backed
securities
$million
Corporate
Lending &
Structured
Finance¹
$million
Principal
Finance
funds
$million
Other
activities
$million
Total
$million
Group’s interest - assets
Financial assets held at fair value
through profit or loss
Loans and advances/Investment
securities at amortised cost
Investment securities (fair value
through other comprehensive
income)
Other assets
Total assets
Off-balance sheet
851
–
136
–
987
1,144
–
18,696
35,928
–
246
54,870
13,635
34,114
128
–
–
10
138
102
240
35
1,307
–
47,749
–
–
35
–
35
37
2,221
10
51,287
17,917
69,204
291,465
2,248
–
21,795
–
–
–
35,928
18,385
–
8
144
93
237
291
–
–
246
–
246
2,248
8
58,113
18,478
76,591
2,221
–
17,000
42
17,042
–
–
34,114
17,773
51,887
1,828 232,970
241,580
48,833
1,014
Group’s maximum exposure to loss
21,795
54,313
Total assets of structured entities
177,194
53,657
1 As at 31 December 2022 Corporate Lending & Structured Finance includes $14,261 million (2021: $15,549 million) related to Loans and advances/investment
securities at amortized cost within Structured Finance and $21,667 million (2021: $18,565 million) within Corporate Lending; Group’s maximum exposure to loss
within Structured Finance of $22,971 million (2021: $24,146 million) and $31,342 million (2021: $27,741 million) within Corporate Lending; and Total assets of structured
entities within Structured Finance of $35,732 million (2021: $31,683 million) and $17,925 million (2021: $17,149 million) within Corporate Lending
2 The 2021 have been restated to reflect the addition of the Group’s interest in certain entities reported on the Group’s balance sheet but not previously disclosed as
unconsolidated structured entities, associated off-balance sheet exposure, maximum exposure to loss, and the total assets of structured entities. The restatement
results in increases to the following: Loans and advances/investment securities at amortized cost within Structured Finance of $12,083 million and Corporate
Lending of $18,565 million; Group’s maximum exposure to loss within Structured Finance of $19,545 million and Corporate Lending of $27,741 million; Off-balance
sheet within Structured Finance of $7,462 million and Corporate Lending of $9,176 million; and Total assets of structured entities within Structured Finance of
$17,728 million and Corporate Lending of $17,149 million
The main types of activities for which the Group utilises unconsolidated structured entities cover synthetic credit default swaps
for managed investment funds (including specialised Principal Finance funds), portfolio management purposes, structured
finance and asset-backed securities. These are detailed as follows:
• Asset-backed securities (ABS): The Group also has investments in asset-backed securities issued by third-party sponsored
and managed structured entities. For the purpose of market making and at the discretion of ABS trading desk, the Group
may hold an immaterial amount of debt securities from structured entities originated by credit portfolio management.
This is disclosed in the ABS column above.
• Portfolio management (Group sponsored entities): For the purposes of portfolio management, the Group purchased credit
protection via synthetic credit default swaps from note-issuing structured entities. This credit protection creates credit risk
which the structured entity and subsequently the end investor absorbs. The referenced assets remain on the Group’s balance
sheet as they are not assigned to these structured entities. The Group continues to own or hold all of the risks and returns
relating to these assets. The credit protection obtained from the regulatory-compliant securitisation only serves to protect
the Group against losses upon the occurrence of eligible credit events and the underlying assets are not derecognised
from the Group’s balance sheet. The Group does not hold any equity interests in the structured entities, but may hold an
insignificant amount of the issued notes for market making purposes. This is disclosed in the ABS section above. The proceeds
of the notes’ issuance are typically held as cash collateral in the issuer’s account operated by a trustee or invested in AAA-
rated government-backed securities to collateralise the structured entities swap obligations to the Group, and to repay the
principal to investors at maturity. The structured entities reimburse the Group on actual losses incurred, through the use of the
cash collateral or realisation of the collateral security. Correspondingly, the structured entities write down the notes issued by
an equal amount of the losses incurred, in reverse order of seniority. All funding is committed for the life of these vehicles and
the Group has no indirect exposure in respect of the vehicles’ liquidity position. 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 structured entities have Standard Chartered branding.
• Corporate Lending & Structured finance: Corporate Lending comprises secured lending in the normal course of business to
third parties through structured entities.
Structured finance comprises interests in transactions that the Group or, more usually, a customer has structured, using one or
more structured entities, which provide beneficial arrangements for customers. The Group’s exposure primarily represents the
provision of funding to these structures as a financial intermediary, for which it receives a lender’s return. The transactions
largely relate to real estate financing and the provision of aircraft leasing and ship finance.
• Principal finance fund: The Group’s exposure to Principal Finance Funds represents committed or invested capital in
unleveraged investment funds, primarily investing in pan-Asian infrastructure, real estate and private equity.
• Other activities: Other activities include structured entities created to support margin financing transactions, the refinancing
of existing credit and debt facilities, as well as setting up of bankruptcy remote structured entities.
444
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 34. Cash flow statement
Adjustment for non-cash items and other adjustments included within income statement
Group
2022
$million
Company
2021
$million
2022
$million
2021
$million
Amortisation of discounts and premiums of investment securities
Interest expense on subordinated liabilities
Interest expense on senior debt securities in issue
Other non-cash items
Pension costs for defined benefit schemes
Share-based payment costs
Impairment losses on loans and advances and other credit risk
provisions
Dividend income from subsidiaries
Other impairment
Gain on disposal of property, plant and equipment
Loss/(gain) on disposal of FVOCI and AMCST financial assets
Depreciation and amortisation
Fair value changes through profit or loss
Foreign currency revaluation
Profit from associates and joint ventures
Total
Change in operating assets
(Increase)/decrease in derivative financial instruments
Decrease/(increase) in debt securities, treasury bills and equity shares
held at fair value through profit or loss
Decrease/(increase) in loans and advances to banks and customers
Net increase in prepayments and accrued income
Net decrease/(increase) in other assets
Total
Change in operating liabilities
Increase/(decrease) in derivative financial instruments
Net (decrease)/increase in deposits from banks, customer
accounts, debt securities in issue, Hong Kong notes in circulation
and short positions
Increase/(decrease) in accruals and deferred income
Net decrease in other liabilities
Total
1 Prior period has been restated
237
570
794
(12)
58
199
836
–
439
(62)
190
1,186
(365)
(365)
(156)
3,549
Group
2022
$million
(11,873)
9,888
26
(1,056)
2,470
(545)
Group
2022
$million
17,145
(9,259)
1,381
(481)
8,786
9
497
528
(113)
62
167
254
–
372
(93)
(179)
1,181
(48)
(337)
(196)
2,104
2021
$million
16,527
(7,707)
(41,066)
(84)
(5,574)
(37,904)
2021¹
$million
(17,664)
66,805
176
(3,363)
45,954
–
615
696
301
–
–
–
–
551
522
(30)
–
–
–
(1,047)
(2,244)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
565
(1,201)
Company
2022
$million
259
289
–
–
(806)
(258)
2021
$million
630
(2,864)
–
–
(3,132)
(5,366)
Company
2022
$million
1,004
2021¹
$million
–
106
4
(2,080)
(966)
3,977
(15)
(839)
3,123
445
Standard Chartered – Annual Report 2022Financial statements 34. Cash flow statement continued
Disclosures
Subordinated debt (including accrued interest):
Opening balance
Proceeds from the issue
Interest paid
Repayment
Foreign exchange movements
Fair value changes
Accrued interest and others
Closing balance
Senior debt (including accrued interest):
Opening balance
Proceeds from the issue
Interest paid
Repayment
Foreign exchange movements
Fair value changes
Accrued Interest and Others
Closing balance
35. Cash and cash equivalents
Group
2022
$million
Company
2021
$million
2022
$million
2021
$million
16,885
750
(667)
(1,848)
(338)
(1,502)
648
13,928
29,904
11,902
(845)
(7,838)
(729)
(1,051)
945
32,288
16,892
16,395
16,301
1,137
(580)
(546)
(201)
(401)
584
16,885
29,990
10,944
(690)
(9,945)
(678)
(402)
685
29,904
750
(619)
(1,800)
(337)
(1,098)
604
13,895
16,981
1,500
(506)
(2,980)
(431)
(1,014)
530
14,080
1,137
(576)
(546)
(201)
(305)
585
16,395
20,889
2,250
(504)
(5,408)
(366)
(372)
492
16,981
Accounting policy
For the purposes of the cash flow statement, cash and cash equivalents comprise cash, on demand and overnight balances
with central banks (unless restricted) and balances with less than three months’ maturity from the date of acquisition,
including treasury bills and other eligible bills, loans and advances to banks, and short-term government securities.
The following balances with less than three months’ maturity from the date of acquisition have been identified by the Group as
being cash and cash equivalents.
Cash and balances at central banks
Less: restricted balances
Treasury bills and other eligible bills
Loans and advances to banks
Trading securities
Amounts owed by and due to subsidiary undertakings
Total
Group
Company
2022
$million
58,263
(9,173)
17,936
20,558
1,135
–
88,719
2021
$million
72,663
(8,152)
9,132
24,788
1,174
–
99,605
2022
$million
2021
$million
–
–
–
–
–
–
–
–
–
–
7,417
7,417
11,336
11,336
446
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 36. Related party transactions
Directors and officers
Details of directors’ remuneration and interests in shares are disclosed in the Directors’ remuneration report.
IAS 24 Related party disclosures requires the following additional information for key management compensation. Key
management comprises non-executive directors, executive directors of Standard Chartered PLC, the Court directors of
Standard Chartered Bank and the persons discharging managerial responsibilities (PDMR) of Standard Chartered PLC.
Salaries, allowances and benefits in kind
Share-based payments
Bonuses paid or receivable
Termination benefits
Total
2022
$million
2021
$million
39
26
4
1
70
40
28
4
-
72
Transactions with directors and others
At 31 December 2022, the total amounts to be disclosed under the Companies Act 2006 (the Act) and the Listing Rules of the
Hong Kong Stock Exchange Limited (Hong Kong Listing Rules) about loans to directors were as follows:
Directors¹
1 Outstanding loan balances were below $50,000
2022
2021
Number
$million
Number
$million
3
–
3
–
The loan transactions provided to the directors of Standard Chartered PLC were a connected transaction under Chapter 14A of
the Hong Kong Listing Rules. It was fully exempt as financial assistance under Rule 14A.87(1), as it was provided in our ordinary
and usual course of business and on normal commercial terms.
As at 31 December 2022, Standard Chartered Bank had in place a charge over $89 million (2021: $100 million) of cash assets in
favour of the independent trustee of its employer financed retirement benefit scheme.
Other than as disclosed in the 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 Hong Kong Listing Rules.
Details of non-revenue transactions with Temasek Holdings (Private) Limited are set out on page 222.
Company
The Company has received $1,012 million (2021: $907 million) of net interest income from its subsidiaries. The Company issues
debt externally and lends proceeds to Group companies.
The Company has an agreement with Standard Chartered Bank that in the event of Standard Chartered Bank defaulting on
its debt coupon interest payments, where the terms of such debt requires it, the Company shall issue shares as settlement for
non-payment of the coupon interest.
2022
Standard
Chartered Bank
(Hong Kong)
Limited
$million
Standard
Chartered Bank
$million
Others1
$million
Standard
Chartered Bank
$million
2021
Standard
Chartered Bank
(Hong Kong)
Limited
$million
6,860
47
18,787
25,694
2
1,283
1,285
141
–
4,469
4,610
–
61
61
255
–
526
781
–
–
–
10,814
266
19,047
30,127
–
339
339
82
54
4,852
4,988
–
–
–
Assets
Due from subsidiaries
Derivative financial instruments
Debt securities
Total assets
Liabilities
Due to subsidiaries
Derivative financial instruments
Total liabilities
1 Others include Standard Chartered Bank (Singapore) Limited, Standard Chartered Holdings Limited and Standard Chartered I H Limited
Others1
$million
279
–
1,173
1,452
–
–
–
447
Standard Chartered – Annual Report 2022Financial statements 36. Related party transactions continued
Associate and joint ventures
The following transactions with related parties are on an arm’s length basis:
Assets
Loans and advances
Derivative assets
Total assets
Liabilities
Deposits
Derivative liabilities
Other liabilities
Total liabilities
Loan commitments and other guarantees²
1 Prior period has been restated
2022
$million
2021
(Restated)¹
$million
20
18
38
610
–
19
629
164
22
2
24
984
1
–
985
80
2 The maximum loan commitments and other guarantees during the period were $164 million (2021: $80 million)
37. Post balance sheet events
On 9 January 2023, Standard Chartered PLC issued $1 billion 6.170 per cent Fixed Rate Reset Notes due 2027 and $1.5 billion
6.301 per cent Fixed Rate Reset Notes due 2029.
The Group announced, on 11 January 2023, the launch of the process to explore alternatives for the future ownership of its
aviation finance business within the CCIB business segment. While an auction is now underway, no commitment to a sale
existed at 31 December 2022 and, in accordance with IFRS 5, the Group did not meet the requirements to classify the business
as ‘held for sale’. While it is not possible to estimate the financial effect of a sale at this stage, as no bids have been received yet,
we do not expect to execute it at below our book values.
A share buy-back for up to a maximum consideration of $1 billion has been declared by the directors after 31 December 2022.
This will reduce the number of ordinary shares in issue by cancelling the repurchased shares.
A final dividend for 2022 of 14 cents per ordinary share was declared by the directors after 31 December 2022.
38. Auditor’s remuneration
Auditor’s remuneration is included within other general administration expenses. The amounts paid by the Group to their
principal auditor, Ernst & Young LLP and its associates (together Ernst & Young LLP), are set out below. All services are approved
by the Group Audit Committee and are subject to controls to ensure the external auditor’s independence is unaffected by the
provision of other services.
Audit fees for the Group statutory audit
Of which fees for the audit of Standard Chartered Bank Group
Fees payable to EY for other services provided to the SC PLC Group:
Audit of Standard Chartered PLC subsidiaries
Total audit fees
Audit-related assurance services
Other assurance services
Other non-audit services
Corporate finance transaction services
Total non-audit fees
Total fees payable
2022
$million
2021
$million
22.2
16.3
12.8
35.0
5.5
4.3
0.1
0.3
10.2
45.2
15.9
11.8
10.8
26.7
5.3
3.2
0.1
0.6
9.2
35.9
The following is a description of the type of services included within the categories listed above:
• Audit fees for the Group statutory audit are in respect of fees payable to Ernst & Young LLP for the statutory audit of the
consolidated financial statements of the Group and the separate financial statements of Standard Chartered PLC
• Audit-related fees consist of fees such as those for services required by law or regulation to be provided by the auditor, reviews
of interim financial information, reporting on regulatory returns, reporting to a regulator on client assets and extended work
performed over financial information and controls authorised by those charged with governance
• Other assurance services include agreed-upon-procedures in relation to statutory and regulatory filings
• Corporate finance transaction services are fees payable to Ernst & Young LLP for issuing comfort letters
Expenses incurred in respect of their role as auditor, were reimbursed to EY LLP $0.6 million (2021: $0.2 million). Such expenses did
not exceed 1% of total fees charged above.
448
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 39. Standard Chartered PLC (Company)
Classification and measurement of financial instruments
Financial assets
Derivatives
Investment securities
Amounts owed by subsidiary
undertakings
Total
2022
2021
Derivatives
held for
hedging
$million
Amortised
cost
$million
Non-trading
mandatorily
at fair value
through
profit or loss
$million
61
–
–
–
8,423
–
15,3581
7,417
–
61
15,840
15,358
Derivatives
held for
hedging
$million
Amortised
cost
$million
Non-trading
mandatorily
at fair value
through
profit or loss
$million
320
–
–
320
–
9,424
–
15,6471
11,336
20,760
–
15,647
Total
$million
61
23,781
7,417
31,259
Total
$million
320
25,071
11,336
36,727
1 Standard Chartered Bank, Standard Chartered Bank (Hong Kong) Limited, Standard Chartered Bank (China) Limited and Standard Chartered Bank (Singapore)
Limited issued Loss Absorbing Capacity (LAC) eligible debt securities
Instruments classified as amortised cost, which include investment securities and amounts owed by subsidiary undertakings, are
recorded in stage 1 for the recognition of expected credit losses.
Derivatives held for hedging are held at fair value and are classified as Level 2 and Level 3 while the counterparty is Standard
Chartered Bank and external counterparties.
Debt securities comprise corporate securities issued by Standard Chartered Bank and have a fair value equal to carrying value
of $8,423 million (2021: $9,424 million).
In 2022 and 2021, amounts owed by subsidiary undertakings have a fair value equal to carrying value.
Financial liabilities
Derivatives
Debt securities in issue
Subordinated liabilities and other
borrowed funds
Amounts owed to subsidiary
undertakings
2022
2021
Derivatives
held for
hedging
$million
Amortised
cost
$million
Designated
at fair value
through
profit or loss
$million
1,343
–
–
Derivatives
held for
hedging
$million
Amortised
cost
$million
Designated
at fair value
through
profit or loss
$million
339
–
–
Total
$million
1,343
Total
$million
339
–
–
–
13,891
10,397
24,288
11,239
2,445
13,684
2
–
2
–
–
–
16,809
9,472
26,281
13,830
2,332
16,162
–
–
–
Total
1,343
25,132
12,842
39,317
339
30,639
11,804
42,782
Derivatives held for hedging are held at fair value and are classified as Level 2 and Level 3 while the counterparty is Standard
Chartered Bank and external counter parties.
The fair value of debt securities in issue held at amortised cost is $13,611 million (2021: $17,171 million).
The fair value of subordinated liabilities and other borrowed funds held at amortised cost is $10,434 million (2021:
$14,569 million).
Derivative financial instruments
Derivatives
Foreign exchange derivative contracts:
Forward foreign exchange
Currency swaps
Interest rate derivative contracts:
Swaps
Credit derivative contracts
Total
2022
2021
Notional
principal
amounts
$million
9,351
574
15,423
3,256
28,604
Assets
$million
Liabilities
$million
47
–
–
14
61
61
71
1,211
–
1,343
Notional
principal
amounts
$million
8,362
2,049
14,465
–
24,876
Assets
$million
Liabilities
$million
54
–
266
–
320
51
207
81
–
339
449
Standard Chartered – Annual Report 2022Financial statements 39. Standard Chartered PLC (Company) continued
Credit risk
Maximum exposure to credit risk
Derivative financial instruments
Debt securities
Amounts owed by subsidiary undertakings
Total
2022
$million
61
23,781
7,417
31,259
2021
$million
320
25,071
11,336
36,727
In 2022 and 2021, amounts owed by subsidiary undertakings were neither past due nor impaired; the Company had no
individually impaired loans.
In 2022 and 2021, the Company had no impaired debt securities. The debt securities held by the Company are issued by
Standard Chartered Bank, Standard Chartered Bank (Hong Kong) Limited, Standard Chartered Bank (China) Limited and
Standard Chartered Bank (Singapore) Limited, subsidiary undertakings with credit ratings of A+.
There is no material expected credit loss on these instruments as they are Stage 1 assets, and of a high quality.
Liquidity risk
The following table analyses the residual contractual maturity of the assets and liabilities of the Company on a
discounted basis:
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
One month
or less
$million
Total
$million
2022
Assets
Derivative financial
instruments
Investment securities
Amount owed by subsidiary
undertakings
Investments in subsidiary
undertakings
Other assets
Total assets
Liabilities
Derivative financial
instruments
Senior debt
Amount owed to subsidiary
undertakings
Other liabilities
Subordinated liabilities and
other borrowed funds
Total liabilities
Net liquidity gap
45
2,000
–
–
–
–
719
1,250
140
–
–
–
–
–
–
2,764
1,250
140
77
–
–
175
2,004
2,256
508
3
–
–
134
88
225
1,025
–
–
–
95
13
108
32
–
–
–
–
–
–
–
–
–
14
248
262
(262)
–
–
–
–
16
–
61
5,351
16,430
23,781
840
1,523
2,081
864
7,417
–
–
–
–
–
–
60,975
60,975
–
–
840
1,523
7,448
78,269
92,234
–
–
–
5
75
2,090
330
14,155
858
1,343
8,043
24,288
–
–
–
–
2
–
2
423
14
19
821
1,900
4,065
2,078
16,563
7,339
16,242
(2,542)
(9,115)
62,027
13,684
39,740
52,494
450
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 39. Standard Chartered PLC (Company) continued
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
One month
or less
$million
Total
$million
2021
Assets
Derivative financial
instruments
Investment securities
Amount owed by subsidiary
undertakings
Investments in subsidiary
undertakings
Total assets
Liabilities
Derivative financial
instruments
Senior debt
Other debt securities in issue
Amount owed to subsidiary
undertakings
Other liabilities
Subordinated liabilities and
other borrowed funds
Total liabilities
Net liquidity gap
55
–
2,335
–
2,390
47
–
–
–
169
1,007
1,223
1,167
1
–
159
–
160
–
–
–
–
126
47
173
(13)
2
–
216
–
218
–
–
–
–
83
15
98
120
–
–
305
–
305
4
–
–
–
15
240
259
46
Financial liabilities on an undiscounted basis
–
960
55
4,444
104
2,947
103
320
16,720
25,071
853
2,349
2,132
2,987
11,336
–
1,813
–
6,848
–
5,183
60,429
80,239
60,429
97,156
–
4,542
117
11,873
76
339
9,866
26,281
–
–
–
–
–
–
–
–
59
–
–
462
2,409
6,951
2,470
14,460
(103)
(9,277)
9,091
19,092
61,147
16,162
43,244
53,912
95
–
–
–
10
883
988
825
2022
Derivative financial
instruments
Debt securities in issue
Subordinated liabilities
and other borrowed funds
Other liabilities
Total liabilities
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
One month
or less
$million
Total
$million
77
88
2,097
9
2,271
3
66
174
15
258
–
262
33
–
295
–
145
273
–
418
–
271
17
–
75
330
2,896
15,676
858
9,057
1,343
28,461
2,035
2,552
14,668
21,849
–
–
–
24
288
5,006
18,558
24,583
51,677
Between
one month
and three
months
$million
Between
three
months and
six months
$million
Between
six months
and nine
months
$million
Between
nine months
and one
year
$million
Between
one year
and two
years
$million
Between
two years
and five
years
$million
More than
five years
and
undated
$million
One month
or less
$million
Total
$million
2021
Derivative financial
instruments
Debt securities in issue
Subordinated liabilities and
other borrowed funds
Other liabilities
Total liabilities
47
102
1,114
–
1,263
–
30
134
–
164
–
179
37
–
216
4
130
261
–
395
95
196
917
–
–
5,144
117
13,122
76
339
11,019
29,922
2,522
2,786
15,376
23,147
–
–
59
59
1,208
7,666
16,025
26,530
53,467
451
Standard Chartered – Annual Report 2022Financial statements 40. Related undertakings of the Group
As at 31 December 2022, the Group’s interests in related undertakings are disclosed below. Unless otherwise stated, the share
capital disclosed comprises ordinary or common shares which are held by subsidiaries of the Group. Standard Chartered
Bank (Hong Kong) Limited, Standard Chartered Funding (Jersey) Limited, Stanchart Nominees Limited, Standard Chartered
Holdings Limited and Standard Chartered Nominees Limited are directly held subsidiaries, all other related undertakings
are held indirectly. Unless otherwise stated, the principal country of operation of each subsidiary is the same as its country
of incorporation Note 32 details undertakings that have a significant contribution to the Group’s net profit or net assets.
Subsidiary Undertakings
Name and registered address
Activity
Place of incorporation
Description of shares
The following companies have the
address of 1 Basinghall Avenue, London,
EC2V 5DD, United Kingdom
FinVentures UK Limited
Investment Holding
Company
United Kingdom
$1.00 Ordinary shares
Pembroke Aircraft Leasing (UK) Limited
Leasing Business
United Kingdom
£1.00 Ordinary shares
SC (Secretaries) Limited
SC Transport Leasing 1 LTD7,8
SC Transport Leasing 2 Limited7,8
SC Ventures Innovation Investment L.P.
SCMB Overseas Limited
Others
Leasing Business
Leasing Business
Investment Holding
Company
Investment Holding
Company
United Kingdom
£1.00 Ordinary shares
United Kingdom
£1.00 Ordinary shares
United Kingdom
£1.00 Ordinary shares
United Kingdom
Limited Partnership interest
United Kingdom
£0.10 Ordinary shares
Stanchart Nominees Limited
Nominee Services
United Kingdom
£1.00 Ordinary shares
Standard Chartered Africa Limited
Standard Chartered Bank
Investment Holding
Company
Banking & Financial
Services
United Kingdom
£1.00 Ordinary shares
United Kingdom
US$0.01 Non-Cumulative
Irredeemable Preference
US$1.00 Ordinary
US$5.00 Non-Cumulative
Redeemable Preference
Standard Chartered Foundation1
Standard Chartered Health Trustee (UK)
Limited
Standard Chartered Holdings Limited
Standard Chartered I H Limited
Standard Chartered Leasing (UK) 3
Limited⁹
Standard Chartered Leasing (UK)
Limited7,8,9
Standard Chartered NEA Limited
Charity projects
Trustee Services
United Kingdom
Guarantor
United Kingdom
£1.00 Ordinary shares
Investment Holding
Company
Investment Holding
Company
United Kingdom
$2.00 Ordinary shares
United Kingdom
$1.00 Ordinary shares
Leasing Business
United Kingdom
$1.00 Ordinary shares
Leasing Business
United Kingdom
$1.00 Ordinary shares
Investment Holding
Company
United Kingdom
$1.00 Ordinary shares
Standard Chartered Nominees Limited
Nominee Services
United Kingdom
£1.00 Ordinary shares
Standard Chartered Nominees (Private
Clients UK) Limited
Nominee Services
United Kingdom
$1.00 Ordinary shares
Standard Chartered Strategic
Investments Limited
Investment Holding
Company
Standard Chartered Securities (Africa)
Holdings Limited
Investment Holding
Company
United Kingdom
$1.00 Ordinary shares
United Kingdom
$1.00 Ordinary shares
Standard Chartered Trustees (UK)
Limited
Trustee Services
United Kingdom
£1.00 Ordinary shares
Standard Chartered UK Holdings
Limited
Investment Holding
Company
United Kingdom
$1.00 Ordinary shares
The SC Transport Leasing Partnership 1
Leasing Business
United Kingdom
Limited Partnership interest
The SC Transport Leasing Partnership 2
Leasing Business
United Kingdom
Limited Partnership interest
The SC Transport Leasing Partnership 3
Leasing Business
United Kingdom
Limited Partnership interest
The SC Transport Leasing Partnership 4
Leasing Business
United Kingdom
Limited Partnership interest
Proportion
of shares
held
(%)
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
452
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
The BW Leasing Partnership 1 LP1
The BW Leasing Partnership 2 LP1
The BW Leasing Partnership 3 LP1
The BW Leasing Partnership 4 LP1
The BW Leasing Partnership 5 LP1
Zodia Markets (UK) Limited
Zodia Markets Holdings Limited
The following companies have the
address of 2 More London Riverside,
London SE1 2JT, United Kingdom
Bricks (C&K) LP1
Bricks (C) LP1
Bricks (T) LP1
The following companies have the
address of 8th Floor, 20 Farringdon
Street, London, EC4A 4AB, United
Kingdom.
SC Ventures G.P. Limited
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Banking & Financial
Services
Banking & Financial
Services
United Kingdom
Limited Partnership interest
United Kingdom
Limited Partnership interest
United Kingdom
Limited Partnership interest
United Kingdom
Limited Partnership interest
United Kingdom
Limited Partnership interest
United Kingdom
$1.00 Ordinary shares
United Kingdom
$1.00 Ordinary shares
Limited Partnership interest United Kingdom
Limited Partnership interest
Limited Partnership interest United Kingdom
Limited Partnership interest
Limited Partnership interest United Kingdom
Limited Partnership interest
Investment Holding
Company
United Kingdom
£1.00 Ordinary shares
Assembly Payments UK Ltd
Payment Services Provider United Kingdom
$1.00 Ordinary shares
The following company has the address
of 1 Bartholomew Lane, London, EC2N
2AX, United Kingdom
Proportion
of shares
held
(%)
100
100
100
100
100
100
75.0
100
100
100
100
100
Corrasi Covered Bonds LLP
Trustee Services
United Kingdom
Membership Interest
50.0
The following companies have the
address of Thomas House, 84 Eccleston
Square, London, SW1V 1PX, United
Kingdom
Zodia Custody Limited
Zodia Holdings Limited
The following company has the address
of Robert Denholm House, Bletchingly
Road, Nutfield, Redhill, RH1 4HW, United
Kingdom
CurrencyFair (UK) Limited
The following company has the address
of 23 De Walden Street, London, W1G
8RW, United Kingdom
Shoal Limited
The following company has the address
of 1 Poultry, London, EC2R 8EJ, United
Kingdom
Custody services
United Kingdom
$1.00 Ordinary shares
Investment holding
company
United Kingdom
$1.00 Ordinary shares
95.1
100
Banking & Financial
Services
United Kingdom
£1.00 Ordinary shares
100
Digital marketplace for
sustainable and “green”
products.
United Kingdom
US$1.00 Ordinary
Zai Technologies Limited
Payment Services Provider. United Kingdom
£1.00 Ordinary
The following company has the address
Edifício Kilamba, 8 Andar Avenida 4 de
Fevereiro, Marginal, Luanda, Angola
Standard Chartered Bank Angola S.A.
The following company has the address
of Level 5, 345 George St, Sydney NSW
2000, Australia
Banking & Financial
Services
Angola
AOK8,742.05 Ordinary shares
Standard Chartered Grindlays Pty
Limited
Investment Holding
Company
Australia
AUD Ordinary shares
100
100
60.0
100
453
Standard Chartered – Annual Report 2022Financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
The following company has the address
of 17/31 Queen Street, Melbourne VIC
3000, Australia
Proportion
of shares
held
(%)
Assembly Payments Australia Pty Ltd
Holding Company
Australia
$ Ordinary shares
100
The following company has the address
of Wilsons Landing, Level 5, 6A Glen
Street, Milsons Point NSW 2061, Australia
CurrencyFair Australia Pty Ltd
The following company has the address
of Level 20, 31 Queen Street, Melbourne
VIC 3000, Australia
Foreign Currency
conversion services.
Australia
AUD Ordinary
Zai Australia Pty Ltd
Payment Service Provider
Australia
$1.00 Ordinary
AUD0.01 Ordinary shares
The following companies have the
address of 5th Floor Standard House
Bldg, The Mall, Queens Road, PO Box
496, Gaborone, Botswana
Standard Chartered Bank Insurance
Agency (Proprietary) Limited
Standard Chartered Investment Services
(Proprietary) Limited
Insurance Services
Botswana
BWP Ordinary shares
Nominee Services
Botswana
BWP Ordinary shares
Standard Chartered Bank Botswana
Limited
Banking & Financial
Services
Botswana
BWP Ordinary shares
Nominee Services
Botswana
BWP Ordinary shares
CSR programme.
Botswana
Interest in Trust
Standard Chartered Botswana
Nominees (Proprietary) Limited
Standard Chartered Botswana
Education Trust2
The following company has the address
of Avenida Brigadeiro Faria Lima, no
3.477, 6 andar, conjunto 62 - Torre Norte,
Condominio Patio Victor Malzoni, CEP
04538-133, Sao Paulo, Brazil
100
100
100
100
75.8
100
100
Standard Chartered Representação e
Participações Ltda
Banking & Financial
Services
Brazil
BRL1.00 Ordinary shares
100
The following company has the address
of G01-02, Wisma Haji Mohd Taha
Building, Jalan Gadong, BE4119, Brunei
Darussalam
Standard Chartered Securities (B) Sdn
Bhd
The following company has the address
of Standard Chartered Bank Cameroon
S.A, 1155, Boulevard de la Liberté, Douala,
B.P. 1784, Cameroon
Investment Management
Brunei Darussalam BND1.00 Ordinary shares
100
Standard Chartered Bank Cameroon
S.A.
Banking & Financial
Services
Cameroon
XAF10,000.00 Ordinary
shares
100
The following company has the address
of 66 Wellington Street, West, Suite 4100,
Toronto Dominion Centre, Toronto ON
M5K 1B7, Canada
CurrencyFair (Canada) Ltd
Dormant
Canada
CAD$ Common shares
100
The following company has the address
of Maples Corporate Services Limited,
PO Box 309, Ugland House, Grand
Cayman KY1-1104, Cayman Islands
Cerulean Investments LP
454
Investment Holding
Company
Cayman Islands
Limited Partnership interest
100
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Maples Finance Limited, PO Box 1093
GT, Queensgate House, Georgetown,
Grand Cayman, Cayman Islands
SCB Investment Holding Company
Limited
Investment Holding
Company
Cayman Islands
US$1,000.00 Ordinary-A
99.9
The following company has the address
of No. 1034, Managed by Tianjin
Dongjiang Secretarial Services , Co., Ltd.,
Room 202, Office Area of Inspection
Warehouse,, No.6262 Ao Zhou Road,
Dongjiang Free Trade Port Zone,, Tianjin
Pilot Free Trade Zone, China
Pembroke Aircraft Leasing (Tianjin)
Limited3
The following company has the address
of No. 1035, Managed by Tianjin
Dongjiang Secretarial Services , Co., Ltd.,
Room 202, Office Area of Inspection
Warehouse,, No.6262 Ao Zhou Road,
Dongjiang Free Trade Port Zone,, Tianjin
Pilot Free Trade Zone, China
Holding Company
China
$1.00 Ordinary shares
100
Pembroke Aircraft Leasing Tianjin 1
Limited3
SPV for Aircraft Operating
Lease Business
China
CNY1.00 Ordinary shares
100
The following company has the address
of No. 1036, Managed by Tianjin
Dongjiang Secretarial Services , Co., Ltd.,
Room 202, Office Area of Inspection
Warehouse,, No.6262 Ao Zhou Road,
Dongjiang Free Trade Port Zone,, Tianjin
Pilot Free Trade Zone, China
Pembroke Aircraft Leasing Tianjin 2
Limited3
SPV for Aircraft Operating
Lease Business
China
CNY1.00 Ordinary shares
100
The following company has the address
of Standard Chartered Tower, 201
Century Avenue, Pudong, Shanghai
200120, China
Standard Chartered Bank (China)
Limited3
The following company has the address
of No. 35, Xinhuanbei Road, TEDA,
Tianjin, 300457, China
Commercial banking
China
CNY Ordinary shares
100
Standard Chartered Global Business
Services Co. Limited3
Research, development,
other services
China
$ Ordinary shares
100
The following companies have the
address of Units Unit 802B, 803, 1001A,10
02B,1003-1005,1101-1105, 1201-
1205,1302C,1303, No. 235 Tianhe North
Road, Tianhe District,, Guangzhou City,
Guangdong Province, China
Standard Chartered Global Business
Services (Guangzhou) Co.Ltd.3
Research, development,
other services
China
$ Ordinary shares
Standard Chartered (Guangzhou)
Business Management Co.Ltd.3
The following company has the address
of 8A, Hony Tower, 1st Financial Street,
Nanshan District, Shenzen, China
Business consulting services China
$ Ordinary shares
100
100
SC Ventures Investment Management
(Shenzhen) Limited
Serve as a fund manager in
China
China
US$1.00 Ordinary
100
The following company has the address
of Room 2619, No 9, Linhe West Road,
Tianhe District, Guangzhou, China
Guangzhou CurrencyFair Information
Technology Limited³
Foreign Currency
conversion services.
China
CNY Ordinary shares
100
455
Standard Chartered – Annual Report 2022Financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
The following company has the address
of No. 188 Yeshen Rd, 11F, A-1161 RM,
Pudong New District, Shanghai, 31,
201308, China
Standard Chartered Trading (Shanghai)
Limited3
wholesale of base metal
and its products
China
$15,000,000.00 Ordinary
Shares
The following company has the address
of Standard Chartered Bank Cote
d’Ivoire, 23 Boulevard de la République,
Abidjan 17, 17 B.P. 1141, Cote d’Ivoire
Standard Chartered Bank Cote d’ Ivoire
SA
Banking & Financial
Services
Cote d’Ivoire
XOF100,000.00 Ordinary
shares
Proportion
of shares
held
(%)
100
100
The following company has the address
of 8 Ecowas Avenue, Banjul, Gambia
Standard Chartered Bank Gambia
Limited
Banking & Financial
Services
Gambia
GMD1.00 Ordinary shares
74.8
The following company has the address
of Taunusanlage 16, 60325, Frankfurt am
Main, Germany
Standard Chartered Bank AG
The following companies have the
address of Standard Chartered Bank
Building, 87 Independence Avenue, P.O.
Box 768, Accra,Ghana
Standard Chartered Bank Ghana PLC
Standard Chartered Ghana Nominees
Limited
The following company has the address
of Standard Chartered Bank Ghana
Limited, 87, Independence Avenue, Post
Office Box 678, Accra, Ghana
Standard Chartered Wealth
Management Limited Company
The following company has the address
of 18/F., Standard Chartered Tower, 388
Kwun Tong Road, Kwun Tong, Kowloon,
Hong Kong
Banking & Financial
Services
Germany
€ Ordinary shares
100
Banking & Financial
Services
Ghana
GHS Ordinary shares
GHS0.52 Non-cumulative
Irredeemable Preference
Shares
Nominee Services
Ghana
GHS Ordinary shares
69.4
87.0
100
Investment Management
Ghana
GHS Ordinary shares
100
Horsford Nominees Limited
Nominee Services
Hong Kong
HKD Ordinary shares
100
The following companies have the
address of 14th Floor, One Taikoo Place,
979 King’s Road, Quarry Bay, Hong Kong.
Kozagi Limited
Standard Chartered PF Real Estate
(Hong Kong) Limited
The following companies have the
address of 15/F., Two International
Finance Centre, No. 8 Finance Street,
Central, Hong Kong
Investment Holding
Company
Investment Holding
Company
Hong Kong
HKD Ordinary shares
Hong Kong
$ Ordinary shares
Marina Acacia Shipping Limited
Leasing Business
Marina Amethyst Shipping Limited
Leasing Business
Marina Angelite Shipping Limited
Leasing Business
Marina Beryl Shipping Limited
Leasing Business
Marina Emerald Shipping Limited
Leasing Business
Marina Flax Shipping Limited
Leasing Business
Marina Gloxinia Shipping Limited
Leasing Business
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
456
100
100
100
100
100
100
100
100
100
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Marina Hazel Shipping Limited
Marina Ilex Shipping Limited
Marina Iridot Shipping Limited
Marina Leasing Limited
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Marina Mimosa Shipping Limited
Leasing Business
Marina Moonstone Shipping Limited
Leasing Business
Marina Peridot Shipping Limited
Leasing Business
Marina Sapphire Shipping Limited
Leasing Business
Marina Tourmaline Shipping Limited
Leasing Business
Standard Chartered Leasing Group
Limited
Investment Holding
Company
The following company has the address
of 25/F, Standard Chartered Bank
Building, 4-4A Des Voeux Road Central,
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
Hong Kong
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
Hong Kong
$ Ordinary shares
Proportion
of shares
held
(%)
100
100
100
100
100
100
100
100
100
100
Standard Chartered Trade Support (HK)
Limited
Corporate Finance &
Advisory Services
Hong Kong
HKD Ordinary shares
100
The following company has the address
of 13/F Standard Chartered Bank
Building, 4-4A Des Voeux Road Central,
Hong Kong
Standard Chartered Private Equity
Limited
Investment Holding
Company
Hong Kong
HKD Ordinary shares
100
The following company has the address
of 14/F, Standard Chartered Bank
Building, 4-4A Des Voeux Road, Central,
Hong Kong
Standard Chartered Trust (Hong Kong)
Limited
The following company has the address
of 15/F, Two International Finance Centre,
No. 8 Finance Street, Central, Hong Kong
Investment Management
Hong Kong
HKD Ordinary shares
100
Standard Chartered Securities (Hong
Kong) Limited
Corporate Finance &
Advisory Services
Hong Kong
HKD Ordinary shares
100
The following company has the address
of 21/F, Standard Chartered Tower, 388
Kwun Tong Road, Kwun Tong, Kowloon,
Hong Kong
Standard Chartered Asia Limited
The following company has the address
of 32/F, Standard Chartered Bank
Building, 4-4A Des Voeux Road, Central,
Hong Kong
Investment Holding
Company
Hong Kong
HKD Deferred shares
HKD Ordinary shares
Standard Chartered Bank (Hong Kong)
Limited
Banking & Financial
Services
Hong Kong
HKD Ordinary-A
HKD Ordinary-B
US$ Ordinary-C
US$ Ordinary-D
100
100
100
100
100
100
The following company has the address
of 39/F., Oxford House, Taikoo Place, 979
King’s Road, Quarry Bay, Hong Kong
Mox Bank Limited
The following company has the address
of 31/F, Tower 2 Times Square, 1
Matheson St, Causeway Bay, Hong Kong
Banking & Financial
Services
Hong Kong
HKD Ordinary shares
66.0
Assembly Payments HK Limited
Online payment platform Hong Kong
HKD Ordinary Shares
100
457
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Suites 1103-4 AXA Tower, Landmark
East, 100 How Ming Street, Kwun Tong,
Hong Kong
Currencyfair Asia Limited
The following company has the address
of 2 Floor Sabari Complex 24 Field
Marshal, Capriappa RD Shanthala
Nagar, Ashok Nagar, Bangalore,
Karnataka, , 560025, India
Foreign Currency
conversion services.
Hong Kong
HKD Ordinary shares
100
Assembly Payments India Private
Limited
Activities auxiliary to
financial intermediation
India
INR100.00 Ordinary
100
The following company has the address
of 1st Floor, Europe Building, No.1,
Haddows Road, Nungambakkam,
Chennai, 600 006, India
Standard Chartered Global Business
Services Private Limited
The following company has the address
of 90 M.G.Road, II Floor, Fort, Mumbai,
Maharashtra, 400 001, India
Standard Chartered Finance Private
Limited
The following company has the address
of Ground Floor, Crescenzo Building, G
Block, C 38/39 , Bandra Kurla Complex,
Bandra (East) , Mumbai , Mumbai ,
Maharashtra , 400051, India
Standard Chartered Private Equity
Advisory (India) Private Limited
The following company has the address
of Second Floor, Indiqube Edge, Khata
No. 571/630/6/4, Sy.No.6/4, Ambalipura
Village, Varthur Hobli, Marathahalli
Sub-Division, Ward No. 150, Bengaluru,
560102, India.
Standard Chartered Research and
Technology India Private Limited
The following company has the address
of Crescenzo, 6th Floor, Plot No 38-39 G
Block , Bandra Kurla Complex, , Bandra
East , Mumbai , Maharashtra , 400051,
India
Standard Chartered Capital Limited
The following company has the address
of 2nd Floor, 23-25 M.G. Road, Fort,
Mumbai, 400 001, India
Offshore Support Services
India
INR10.00 Equity shares
100
Support Services
India
INR10.00 Ordinary shares
98.6
Support Services
India
INR1,000.00 Ordinary shares
100
Support Services
India
INR10.00 A Equity shares
INR10.00 Cumulative
Redeemable Preference
100
100
Banking & Financial
Services
India
INR10.00 Equity shares
100
Standard Chartered Securities (India)
Limited
Banking & Financial
Services
India
INR10.00 Equity shares
100
The following company has the address
of Ground Floor, Crescenzo Building, G
Block, C 38/39 , Bandra Kurla Complex,
Bandra (East) , Mumbai , Mumbai ,
Maharashtra , 400051, India
St Helen’s Nominees India Private
Limited
458
Nominee Services
India
INR10.00 Equity shares
100
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Vaishnavi Serenity, First Floor, No. 112,
Koramangala Industrial Area, 5th Block,
Koramangala, Bangalore, Karnataka,
560095, India
Standard Chartered (India) Modeling
and Analytics Centre Private Limited
The following companies have the
address of 91 Pembroke Road, Dublin 4,
Ballsbridge, Dublin, DO4 EC42, Ireland
Support Services
India
INR10.00 Equity shares
100
CurrencyFair (Canada) Limited
Dormant
CurrencyFair Nominees Limited
Nominee company
The following companies have the
address of 32 Molesworth Street, Dublin
2, D02Y512, Ireland
Inishbrophy Leasing Limited
Inishcannon Leasing Limited
Inishcrean Leasing Limited
Inishdawson Leasing Limited
Inisherkin Leasing Limited
Inishoo Leasing Limited
Nightjar Limited
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Leasing Business
Pembroke Aircraft Leasing 1 Limited
Leasing Business
Pembroke Aircraft Leasing 2 Limited
Leasing Business
Pembroke Aircraft Leasing 3 Limited
Leasing Business
Pembroke Aircraft Leasing 4 Limited
Leasing Business
Pembroke Aircraft Leasing 5 Limited
Leasing Business
Pembroke Aircraft Leasing 6 Limited
Leasing Business
Pembroke Aircraft Leasing 7 Limited
Leasing Business
Pembroke Aircraft Leasing 8 Limited
Leasing Business
Pembroke Aircraft Leasing 9 Limited
Leasing Business
Pembroke Aircraft Leasing 10 Limited
Leasing Business
Pembroke Aircraft Leasing 11 Limited
Leasing Business
Pembroke Aircraft Leasing 12 Limited
Leasing Business
Pembroke Aircraft Leasing 13 Limited
Leasing Business
Pembroke Aircraft Leasing 14 Limited
Leasing Business
Pembroke Aircraft Leasing 15 Limited
Leasing Business
Pembroke Aircraft Leasing 16 Limited
Leasing Business
Pembroke Aircraft Leasing Holdings
Limited
Leasing Business
Pembroke Capital Limited
Leasing Business
Skua Limited
Zodia Markets (Ireland) Limited
Leasing Business
Banking & Financial
Services
The following company has the address
of 27 Fitzwilliam Street, Dublin, D02 TP23,
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
€1.00 Ordinary
€1.00 Ordinary
€1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
€1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
€1.00 Ordinary shares
€1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
$1.00 Ordinary shares
€1.25 Ordinary shares
US$1.00 Ordinary
$1.00 Ordinary shares
$1.00 Ordinary shares
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
Zodia Custody (Ireland) Limited
Custody services
Ireland
$1.00 Ordinary shares
100
The following company has the address
of 91 Pembroke Road, Dublin 4,
Ballsbridge, Dublin, DO4 EC42, Ireland
CurrencyFair Limited
FX transfer services
Ireland
€0.001 Ordinary shares
€0.001 Ordinary shares
100
27.9
459
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of First Names House, Victoria Road,
Douglas, IM2 4DF, Isle of Man
Pembroke Group Limited4
The following companies have the
address of 1st Floor, Goldie House, 1-4
Goldie Terrace, Upper Church Street,
Douglas, IM1 1EB, Isle of Man
Aircraft leasing, fleet
advisory and technical
services
Isle of Man
$0.01 Ordinary shares
100
Standard Chartered Assurance Limited
Insurance Services
Isle of Man
$1.00 Ordinary shares
Standard Chartered Isle of Man Limited5
Insurance & Reinsurance
Company
Isle of Man
$1.00 Ordinary shares
US$1.00 Redeemable
Preference
100
100
100
The following company has the address
of 21/F, Sanno Park Tower, 2-11-1
Nagatacho, Chiyoda-ku, Tokyo, 100-6155,
Japan
Standard Chartered Securities (Japan)
Limited
Banking & Financial
Services
Japan
JPY Ordinary
100
The following company has the address
of 15 Castle Street, St Helier, JE4 8PT,
Jersey
SCB Nominees (CI) Limited
Nominee Services
Jersey
$1.00 Ordinary shares
100
The following company has the address
of IFC 5, St Helier, JE1 1ST, Jersey
Standard Chartered Funding (Jersey)
Limited5
Investment Holding
Company
The following companies have the
address of StandardChartered@
Chiromo, Number 48, Westlands Road, P.
O. Box 30003 - 00100, Nairobi, Kenya
Jersey
£1.00 Ordinary shares
100
Solveazy Technology Kenya Ltd
B2B digital platform
Kenya
KES1,000.00 Ordinary
Standard Chartered Bancassurance
Intermediary Limited
Standard Chartered Investment Services
Limited
Insurance Services
Kenya
KES1,00.00 Ordinary shares
Investment services
Kenya
KES20.00 Ordinary shares
Standard Chartered Bank Kenya Limited Banking & Financial
Services
Standard Chartered Securities (Kenya)
Limited
Corporate Finance &
Advisory Services
Kenya
Kenya
KES5.00 Ordinary shares
KES10.00 Ordinary shares
KES5.00 Preference
Standard Chartered Financial Services
Limited
Standard Chartered Kenya Nominees
Limited1
Tawi Fresh Kenya Limited
The following company has the address
of 47 Jongno, Jongno-gu, Seoul, 110-702,
Republic of Korea
Merchant Banking
Kenya
KES20.00 Ordinary shares
Nominee Services
Digital Marketplace,
Ecommerce
Kenya
Kenya
KES20.00 Ordinary shares
KES1,000.00 Ordinary
100
100
100
74.3
100
100
100
100
100
Standard Chartered Bank Korea Limited Banking & Financial
Services
Korea, Republic of
KRW5,000.00 Ordinary shares
100
The following company has the address
of 2F, 47 Jongno, Jongno-gu, Seoul,
110-702, Republic of Korea
Standard Chartered Securities Korea Co.,
Ltd
460
Asset Management
Korea, Republic of
KRW5,000.00 Ordinary shares
100
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Atrium Building, Maarad Street, 3rd
Floor, P.O.Box: 11-4081 Riad El Solh, Beirut,
Beirut Central District, Lebanon
Standard Chartered Metropolitan
Holdings SAL
Investment Holding
Company
Lebanon
$10.00 Ordinary A shares
100
The following companies have the
address of Level 26, Equatorial Plaza,
Jalan Sultan Ismail, 50250 Kuala Lumpur,
Malaysia
Cartaban (Malaya) Nominees Sdn
Berhad
Nominee Services
Cartaban Nominees (Asing) Sdn Bhd
Nominee Services
Malaysia
Malaysia
RM Ordinary shares
RM Ordinary shares
Nominee Services
Malaysia
RM Ordinary shares
Cartaban Nominees (Tempatan) Sdn
Bhd
Golden Maestro Sdn Bhd
Price Solutions Sdn Bhd
Investment Holding
Company
Direct Sales/Collection
Services
SCBMB Trustee Berhad
Trustee Services
Standard Chartered Bank Malaysia
Berhad
Banking & Financial
Services
Malaysia
RM Ordinary shares
Malaysia
Malaysia
Malaysia
RM Ordinary shares
RM Ordinary shares
RM Irredeemable Convertible
Preference shares
RM Ordinary shares
Standard Chartered Saadiq Berhad
Banking & Financial
Services
Malaysia
RM Ordinary shares
The following companies have the
address of TMF Trust Labuan Limited,
Brumby Centre, Lot 42,, Jalan Muhibbah,
87000 Labuan F.T., Malaysia
Marina Morganite Shipping Limited6
Marina Moss Shipping Limited6
Marina Tanzanite Shipping Limited6
The following company has the address
of Suite 18-1, Level 18, Vertical Corporate
Tower B, Avenue 10, The Vertical, Bangsar
South City , No. 8, Jalan Kerinchi , 59200
Kuala Lumpur, Wilayah Persekutuan,
Malaysia
Resolution Alliance Sdn Bhd
The following company has the address
of 12th Floor, Menara Symphony , No. 5,
Jalan Prof. Khoo Kay Kim, Seksyen 13,
46200 Petaling Jaya , Selangor, Malaysia
Solv Sdn. Bhd.
The following company has the address
of Level 1, Wisma Standard Chartered,
Jalan Teknologi 8, Taman Teknologi
Malaysia, 57000 Bukit Jalil, Kuala
Lumpur, Wilayah Persekutuan, Malaysia
Standard Chartered Global Business
Services Sdn Bhd
Ownership and leasing of
vessels
Ownership and Leasing of
vessels
Ownership and leasing of
vessels
Malaysia
$ Ordinary shares
Malaysia
$ Ordinary shares
Malaysia
$ Ordinary shares
Investment Holding
Company
Malaysia
RM Ordinary shares
Irredeemable Preference
B2B digital platform
offering financial services Malaysia
RM5.00 Ordinary
100
Offshore Support Services Malaysia
RM Ordinary shares
100
461
100
100
100
100
100
100
100
100
100
100
100
100
100
100
Standard Chartered – Annual Report 2022Financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of 10th Floor, Menara Hap Seng, No. 1&3,
Jalan P. Ramlee, 50250 Kuala Lumpur,
Malaysia
Assembly Payments Malaysia Sdn. Bhd. Other financial service
activities
Malaysia
RM Ordinary shares
100
The following companies have the
address of Trust Company Complex,
Ajeltake Road, Ajeltake Island, Majuro,
MH96960, Marshall Islands
Marina Alysse Shipping Limited6
Marina Amandier Shipping Limited6
Marina Ambroisee Shipping Limited6
Marina Angelica Shipping Limited6
Marina Aventurine Shipping Limited6
Marina Buxus Shipping Limited6
Marina Citrine Shipping Limited6
Marina Dahlia Shipping Limited6
Marina Dittany Shipping Limited6
Marina Dorado Shipping Limited6
Marina Lilac Shipping Limited6
Marina Lolite Shipping Limited6
Marina Obsidian Shipping Limited6
Marina Protea Shipping Limited6
Marina Quartz Shipping Limited6
Marina Remora Shipping Limited6
Marina Turquoise Shipping Limited6
Marina Zircon Shipping Limited6
The following companies have the
address of 6/F, Standard Chartered
Tower, 19, Bank Street, Cybercity, Ebene,
72201, Mauritius
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Ownership, Leasing of
vessels
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Marshall Islands
$1.00 Ordinary shares
Standard Chartered Bank (Mauritius)
Limited
Banking & Financial
Services
Mauritius
$ Ordinary shares
Standard Chartered Private Equity
(Mauritius) Limited
Standard Chartered Private Equity
(Mauritius) II Limited
Standard Chartered Private Equity
(Mauritius) lll Limited
Investment Management Mauritius
$1.00 Ordinary shares
Investment Management Mauritius
$1.00 Ordinary shares
Investment Management Mauritius
$1.00 Ordinary shares
462
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements 40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Mondial Management Services Ltd,
Unit 2L, 2nd Floor Standard Chartered
Tower, 19 Cybercity, Ebene, Mauritius
Subcontinental Equities Limited
The following company has the address
of IQEQ Corporate Services (Mauritius)
Ltd, 33, Edith Cavell Street, Port Louis,
11324, Mauritius
Actis Treit Holdings (Mauritius) Limited¹
The following company has the address
of Standard Chartered Bank Nepal
Limited, Madan Bhandari Marg, Ward
No.34, Kathmandu Metropolitan City,
Kathmandu District, Bagmati Zone,
Kathmandu, Nepal
Investment Holding
Company
Mauritius
$1.00 Ordinary shares
100
Investment Holding
Company
Mauritius
Class A $1.00 Ordinary shares
62.0
Standard Chartered Bank Nepal Limited Banking & Financial
Services
Nepal
NPR100.00 Ordinary shares
70.2
The following company has the address
of Hoogoorddreef 15, 1101 BA,
Amsterdam, Netherlands
Pembroke Holland B.V.
Leasing Business
Netherlands
€450.00 Ordinary shares
100
The following companies have the
address of 1 Basinghall Avenue, London,
EC2V 5DD, United Kingdom
Standard Chartered Holdings (Africa)
B.V.⁵
Standard Chartered Holdings (Asia
Pacific) B.V.5
Standard Chartered Holdings
(International) B.V.5
Standard Chartered MB Holdings B.V.5
The following company has the address
of 4 All good Place, Rototuna North,
Hamilton, New Zealand, 3210
Holding company
Netherlands
€4.50 Ordinary shares
Holding company
Netherlands
€4.50 Ordinary shares
Holding company
Netherlands
€4.50 Ordinary shares
Holding company.
Netherlands
€4.50 Ordinary shares
100
100
100
100
PromisePay Limited
Payment Services Provider New Zealand
NZD Ordinary shares
100
The following companies have the
address of 142, Ahmadu Bello Way,
Victoria Island, Lagos, 101241, Nigeria
Standard Chartered Bank Nigeria
Limited
Banking & Financial
Services
Nigeria
NGN1.00 B Redeemable
Preference
NGN1.00 Irredeemable Non
Cumulative Preference
NGN1.00 Ordinary
Standard Chartered Capital & Advisory
Nigeria Limited
Corporate Finance &
Advisory Services
Nigeria
NGN1.00 Ordinary shares
Custody Services
Nigeria
NGN1.00 Ordinary shares
100
100
100
100
100
Banking & Financial
Services
Pakistan
PKR10.00 Ordinary shares
100
Standard Chartered Nominees (Nigeria)
Limited
The following company has the address
of 3/F Main SCB Building, I.I Chundrigar
Road, Karachi, Sindh, 74000, Pakistan
Price Solution Pakistan (Private) Limited
The following company has the address
of P.O. Box No. 5556I.I. Chundrigar Road,
Karachi, 74000, Pakistan
Standard Chartered Bank (Pakistan)
Limited
Banking & Financial
Services
Pakistan
PKR10.00 Ordinary shares
98.9
463
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Rondo Ignacego Daszyńskiego 2B,
00-843, Warsaw, Poland
Standard Chartered Global Business
Services spółka z ograniczoną
odpowiedzialnością
The following company has the address
of Al Faisaliah Office Tower Floor No 7
(T07D) , King Fahad Highway, Olaya
District, Riyadh P.O box 295522 , Riyadh,
11351 , Saudi Arabia
Standard Chartered Capital (Saudi
Arabia)
The following company has the address
of 9 & 11, Lightfoot Boston Street,
Freetown, Sierra Leone
Offshore Support Services
Poland
PLN50.00 Ordinary shares
100
Custody Services
Saudi Arabia
SAR10.00 Ordinary shares
100
Standard Chartered Bank Sierra Leone
Limited
Banking & Financial
Services
Sierra Leone
SLL1.00 Ordinary shares
80.7
The following companies have the
address of 9 Raffles Place, #27-00
Republic Plaza, 048619, Singapore
Actis Treit Holdings No.1 (Singapore)
Private Limited1
Actis Treit Holdings No.2 (Singapore)
Private Limited1
Investment Holding
Company
Investment Holding
Company
Singapore
SGD Ordinary
Singapore
SGD Ordinary
The following companies have the
address of 8 Marina Boulevard, Marina
Bay Financial Centre Tower 1,, Level 25-01,
018981, Singapore, Singapore
Standard Chartered Private Equity
(Singapore) Pte. Ltd
Standard Chartered Real Estate
Investment Holdings (Singapore) Private
Limited
The following companies have the
address of 8 Marina Boulevard, Level 26,
Marina Bay Financial Centre, Tower 1,
018981, Singapore
Investment Holding
Company
Investment Holding
Company
Singapore
$ Ordinary shares
Singapore
$ Ordinary shares
Marina Aquata Shipping Pte. Ltd.
Marina Aruana Shipping Pte. Ltd.
Marina Cobia Shipping Pte. Ltd.
Leasing Business
Leasing Business
Leasing Business
Marina Fatmarini Shipping Pte. Ltd.
Leasing Business
Marina Frabandari Shipping Pte. Ltd.
Leasing Business
Marina Gerbera Shipping Pte. Ltd.
Leasing Business
Marina Opah Shipping Pte. Ltd.
Leasing Business
Marina Partawati Shipping Pte. Ltd.
Leasing Business
The following company has the address
of 7 Changi Business Park Crescent,
#03-00 Standard Chartered @ Changi,
486028, Singapore
Singapore
Singapore
Singapore
Singapore
Singapore
Singapore
Singapore
Singapore
$ Ordinary shares
SGD & USD Ordinary shares
SGD & USD Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
SGD Ordinary shares
$ Ordinary shares
100
100
100
100
100
100
100
100
100
100
100
100
Raffles Nominees (Pte.) Limited
Nominee Services
Singapore
SGD Ordinary shares
100
The following companies have the
address of 8 Marina Boulevard, #27-01
Marina Bay Financial Centre Tower 1,
018981, Singapore
SCTS Capital Pte. Ltd
SCTS Management Pte. Ltd.
Nominee Services
Nominee Services
Singapore
Singapore
SGD Ordinary shares
SGD Ordinary shares
100
100
464
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Standard Chartered Bank (Singapore)
Limited
Banking & Financial
Services
Singapore
SGD Non-cumulative Class C
Tier-1 preference
SGD Ordinary-A
US$ Non-cumulative Class B
Tier-1 Preference
US$ Ordinary-A
US$ Ordinary-B
US$ Ordinary-C
SGD Ordinary shares
SGD Ordinary
US$ Ordinary
Proportion
of shares
held
(%)
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
90.6
100
100
Standard Chartered Trust (Singapore)
Limited
Standard Chartered Holdings
(Singapore) Private Limited
Standard Chartered Nominees
(Singapore) Pte Ltd
The following companies have the
address of 80 Robinson Road, #02-00,
068898, Singapore
Trustee Services
Investment Holding
Company
Singapore
Singapore
Nominee Services
Singapore
SGD Ordinary shares
Autumn Life Pte. Ltd.
Cardspal Pte. Ltd.
Support Services
Support Services
Audax Financial Technology Pte. Ltd
Support Services
Letsbloom Pte. Ltd.
Others
SCV Research and Development Pte. Ltd. Others
Singapore
Singapore
Singapore
Singapore
Singapore
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
Pegasus Dealmaking Pte. Ltd.
Mergers and Acquisitions
(M&A) marketplace
Singapore
$ Ordinary shares
The following companies have the
address of Tricor WP Corporate Services
Pte Ltd, 80 Robinson Road #02-00,
068898, Singapore
Power2SME Pte. Ltd.
Investment Holding Entity
Singapore
SCV Master Holding Company Pte. Ltd.
Investment Holding Entity
Singapore
Solv-India Pte. Ltd.
Investment Holding Entity
Singapore
$ Ordinary shares
$ Ordinary shares
$ Ordinary shares
The following company has the address
of 77 Robinson Road, #25-00 Robinson
77, 068896, Singapore
Trust Bank Singapore Limited
The following company has the address
of 1 Robinson Road, #17-00, AIA Tower,
048542, Singapore
CurrencyFair (Singapore) Pte.Ltd
The following companies have the
address of 38 Beach Road, #29-11 South
Beach Tower, 189767, Singapore
Assembly Payments SGP Pte. Ltd.
Assembly Payments Pte. Ltd.
The following company has the address
of Abogado Pte Ltd, No. 8 Marina
Boulevard, #05-02 MBFC Tower 1, 018981,
Singapore
Standard Chartered IL&FS Management
(Singapore) Pte. Limited
Banking & Financial
Services
Foreign Currency
conversion services.
Singapore
SGD Ordinary shares
60.0
Singapore
SGD Ordinary shares
100
Transaction/Payment
Processing Services
Investment holding
company
Singapore
SGD Ordinary shares
Singapore
$ Ordinary shares
$ Preference shares
100
100
100
Investment Management
Singapore
$ Ordinary
50.0
465
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
The following companies have the
address of 2nd Floor, 115 West Street,
Sandton, Johannesburg, 2196, South
Africa
CMB Nominees (RF) PTY Limited
Nominee Services
South Africa
ZAR1.00 Ordinary shares
Standard Chartered Nominees South
Africa Proprietary Limited (RF)
The following company has the address
of 6 Fort Street, PO 785848, , Birnam,
Sandton, 2196 2146, South Africa
Nominee Services
South Africa
ZAR Ordinary shares
Promisepay (PTY) Ltd
Payment Services Provider
South Africa
ZAR1.00 Ordinary
The following company has the address
of 1F, No.177 & 3F-6F, 17F-19F, No.179,
Liaoning Street, Zhongshan Dist., Taipei,
104, Taiwan
Proportion
of shares
held
(%)
100
100
100
Standard Chartered Bank (Taiwan)
Limited
Banking & Financial
Services
Taiwan
TWD10.00 Ordinary shares
100
The following companies have the
address of 1 Floor, International House,
Shaaban Robert Street/Garden Avenue,
PO Box 9011, Dar Es Salaam, Tanzania,
United Republic of
Standard Chartered Bank Tanzania
Limited
Banking & Financial
Services
Tanzania
TZS1,000.00 Ordinary shares
TZS1,000.00 Preference
Standard Chartered Tanzania Nominees
Limited
The following company has the address
of No. 140, 11th, 12th and 14th Floor,
Wireless Road, Lumpini, Patumwan,
Bangkok, 10330, Thailand
Nominee Services
Tanzania
TZS1,000.00 Ordinary shares
100
100
100
Standard Chartered Bank (Thai) Public
Company Limited
Banking & Financial
Services
Thailand
THB10.00 Ordinary shares
99.9
The following company has the address
of Buyukdere Cad. Yapi Kredi Plaza C
Blok, Kat 15, Levent, Istanbul, 34330,
Türkiye
Standard Chartered Yatirim Bankasi Turk
Anonim Sirketi
Banking & Financial
Services
Türkiye
TRL0.10 Ordinary shares
100
The following company has the address
of Standard Chartered Bank Bldg, 5
Speke Road, PO Box 7111, Kampala,
Uganda
Standard Chartered Bank Uganda
Limited
Banking & Financial
Services
Uganda
UGS1,000.00 Ordinary shares
100
The following company has the address
of EX-26, Ground Floor, Bldg 16-Co Work,
Dubai Internet City, Dubai, United Arab
Emirates
Appro Onboarding Solutions FZ-LLC
IT solutions provider and
support service provider.
United Arab Emirates AED1,000.00 Ordinary shares
100
466
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Suites 507, 508, 509, 15th Floor, Al
Sarab Tower, Adgm Square, Al Maryah
Island, Abu Dhabi
Financial Inclusion Technologies Ltd
The following company has the address
of 505 Howard St. #201, San Francisco,
CA 94105, United States
Digital wallet and
technology payments
platform
United Arab Emirates US$1.00 Ordinary
100
SC Studios, LLC
Offshore Support Services
United States
Membership Interest
100
The following company has the address
of Standard Chartered Bank, 37F, 1095
Avenue of the Americas, New York 10036,
United States
Standard Chartered Bank International
(Americas) Limited
Banking & Financial
Services
United States
$1,000.00 Ordinary shares
100
The following companies have the
address of Corporation Trust Centre,
1209 Orange Street, Wilmington DE
19801, United States
Standard Chartered Holdings Inc.
Investment Holding
Company
United States
$100.00 Common shares
Standard Chartered Securities (North
America) LLC
Banking & Financial
Services
United States
Membership Interest
The following company has the address
of 50 Fremont Street, San Francisco CA
94105, United States
100
100
Standard Chartered Overseas
Investment, Inc.
Investment Holding
Company
United States
$10.00 Ordinary shares
100
The following companies have the
address of C/O Corporation Service
Company, 251 Little Falls Drive,
Wilmington DE 19808, United States
CurrencyFair (USA) Inc
Dormant
United States
$1.00 Uncertificated Shares
Standard Chartered Trade Services
Corporation
The following company has the address
of 25 Taylor St, San Francisco, CA,
94102-3916
Trade Services
United States
$0.01 Common shares
Assembly Escrow Inc
Payment Services Provider United States
$0.0001 Ordinary
The following company has the address
of 555 Washington Av, St Louis, MO,
United States of America, 63101
Assembly Payments, Inc
Payment services provider United States
$0.0001 Ordinary
100
100
100
100
The following company has the address
of Level 3, #CP1.L01 and #CP2.L01,
Capital Place, 29 Lieu Giai Street, Ngoc
Khanh Ward, Ba Dinh District, Ha Noi,
10000, Vietnam
Standard Chartered Bank (Vietnam)
Limited
Banking & Financial
Services
Vietnam
VND Charter Capital shares
100
467
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
Subsidiary undertakings continued
Name and registered address
Activity
Place of incorporation
Description of shares
Proportion
of shares
held
(%)
The following companies have the
address of Vistra Corporate Services
Centre, Wickhams Cay II, Road Town,
Tortola, VG1110, Virgin Islands, British
Sky Favour Investments Limited6
Sky Harmony Holdings Limited6
The following companies have the
address of Stand No. 4642, Corner of
Mwaimwena Road and Addis Ababa
Dri, Lusaka, Zambia, 10101, Zambia
Standard Chartered Bank Zambia Plc
Standard Chartered Zambia Securities
Services Nominees Limited
The following companies have the
address of Africa Unity Square Building,
68 Nelson Mandela Avenue, Harare,
Zimbabwe
Africa Enterprise Network Trust2
Investment Holding
Company
Investment Holding
Company
Virgin Islands, British $1.00 Ordinary shares
Virgin Islands, British $1.00 Ordinary shares
Banking & Financial
Services
Zambia
ZMW0.25 Ordinary shares
Nominee Services
Zambia
ZMW1.00 Ordinary shares
Investment Holding
Company
Zimbabwe
Interest in Trust
Standard Chartered Bank Zimbabwe
Limited
Banking & Financial
Services
Zimbabwe
$1.00 Ordinary shares
Standard Chartered Nominees
Zimbabwe (Private) Limited
Nominee Services
Zimbabwe
$2.00 Ordinary shares
1 The Group has determined that these undertakings are excluded from being consolidated into the Groups accounts, and do not meet the definition of a
Subsidiary under IFRS. See notes 31 and 32 for the consolidation policy and disclosure of the undertaking.
2 No share capital by virtue of being a trust
3 Limited liability company
4 The Group has determined the principal place of operation to be Ireland
5 The Group has determined the principal place of operation to be United Kingdom
6 The Group has determined the principal place of operation to be Hong Kong
100
100
90.0
100
100
100
100
7 Company is exempt from the requirements of the companies Act relating to the audit of individual accounts by virtue of S479A
8 Company numbers of the subsidiaries taking an audit exemption are SC Transport Leasing 1 LTD 06787116, SC Transport Leasing 2 Limited 06787090 and
Standard Chartered Leasing (UK) Limited 05513184
9 Directly held related undertaking
Joint ventures
Name and registered address
Activity
Place of Incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address of
Tricor WP Corporate Services Pte Ltd, 80
Robinson Road #02-00, 068898,
Singapore
Olea Global Pte. Ltd.
Provision of trade finance
products and services
Singapore
$ Ordinary shares
$ Preference shares
50.0
100
468
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
Associates
Name and registered address
Activity
Place of Incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of 41 Luke Street, London, EC2A 4DP ,
United Kingdom
Fintech for International Development
Ltd
The following company has the address
of Bohai Bank Building, No.218 Hai He
Dong Lu, Hedong District, Tianjin, China,
300012, China
China Bohai Bank Co., Ltd.
The following company has the address
of 17/F, 100, Gongpyeong-dong,
Jongno-gu, Seoul, Korea, Republic of
Financial intermediation
United Kingdom
$0.0001 Ordinary-A
44.4
General commercial
banking businesses
China
CNY1.00 Ordinary shares
16.2
Ascenta IV
Investment making
Korea, Republic of
KRW1.00 Partnership Interest
39.1
The following company has the address
of 1 Raffles Quay, #23-01, One Raffles
Quay, 048583, Singapore
Clifford Capital Holdings Pte. Ltd.
The following company has the address
of 10 Marina Boulevard #08-08, Marina
Bay, Financial Centre, 018983, Singapore
Investment Holding
Company
Singapore
$1.00 Ordinary shares
9.9
Verified Impact Exchange Holdings Pte.
Ltd
Exchange offering liquidity
of trade
Singapore
SGD Ordinary shares
$ Redeemable Convertible
Preference shares
15.0
28.5
The following company has the address
of Victoria House, State House Avenue,
Victoria, MAHE, Seychelles
Seychelles International Mercantile
Banking Corporation Limited.
The following company has the address
of Avenue de Tivoli 2, 1007, Lausanne,
Switzerland
Metaco SA
Commercial Bank
Seychelles
SCR1,000.00 Ordinary shares
22.0
Integrated infrastructure
solutions
Switzerland
CHF 0.01 Preference A Shares
29.5
469
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
Significant investment holdings and other related undertakings
Name and registered address
Activity
Place of Incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of 1 Bartholomew Lane, London, EC2N
2AX, United Kingdom
Corrasi Covered Bonds (LM) Limited
The following company has the address
of Intertrust Corporate Services
(Cayman) Limited, 190 Elgin Avenue,
George Town, Grand Cayman , KY1-
9005, Cayman Islands
Liquidation member
(Bond holders)
United Kingdom
£1.00 Ordinary
20.0
ATSC Cayman Holdco Limited
Investment holding
Cayman Islands
$0.01 Ordinary-A shares
$0.01 Ordinary-B shares
5.2
100
The following company has the address
of 3, Floor 1, No.1, Shiner Wuxingcaiyuan,
West Er Huan Rd, , Xi Shan District,
Kunming, Yunnan Province, PRC , China
Yunnan Golden Shiner Property
Development Co., Ltd.
The following companies have the
address of Unit 605-08, 6/F Wing On
Centre, 111 Connaught Road, Central,
Sheung Wan, Hong Kong
Real Estate Developers
China
CNY1.00 Ordinary shares
37.5
Actis Temple Stay Holdings (HK) Limited Investment holding
Hong Kong
$ Class A Ordinary shares
$ Class B Ordinary shares
Actis Rivendell Holdings (HK) Limited
Investment holding
Hong Kong
$ Class A Ordinary shares
$ Class B Ordinary shares
39.6
39.6
39.6
39.6
The following company has the address
of 1221 A, Devika Tower, 12th Floor, , 6
Nehru Place, New Delhi 110019, New
Delhi, 110019, India
Mikado Realtors Private Limited
Other business activities
India
INR10.00 Ordinary shares
26.0
The following company has the address
of 4thFloor, 274, Chitalia House, Dr.
Cawasji Hormusji Road, Dhobi Talao,
Mumbai City, Maharashtra, India 400
002, Mumbai, 400 002, India
Industrial Minerals and Chemical Co. Pvt.
Ltd
The following company has the address
of Deloitte Anjin Korea, 5F., One IFC, 23,
Yoido-dong, Youngdeungpo-gu, Seoul,
Korea, Republic of
Minerals and Chemical
India
INR100.00 Ordinary shares
26.0
Ascenta III
Investment making
Korea
KRW Class B Equity Interest
31.0
The following company has the address
of 3 Jalan Pisang, c/o Watiga Trust Ltd,
199070 Singapore
SCIAIGF Liquidating Trust1
The following company has the address
of 49, Sungei Kadut Avenue, #03-01
S729673, Singapore
Omni Centre Pte. Ltd.
The following company has the address
of 251 Little Falls Drive, Wilmington, New
Castle DE 19808, United States
Investment Holding
Company
Singapore
Interest in trust
43.9
Real Estate Owners &
Developers
Singapore
SGD Redeemable Convertible
Preference shares
99.9
Paxata, Inc.
Data Analytics
United States
US$0.0001 Series C2 Preferred
Stock
US$0.0001 Series C3 Preferred
Stock
40.7
8.91
470
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
In liquidation
Subsidiary Undertakings
Name and registered address
Activity
Place of Incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of “C/O Teneo Restructuring Limited 156
Great Charles Street Queensway
Birmingham West Midlands B3 3HN”
Standard Chartered Masterbrand
Licensing Limited
To manage intellectual
property for Group
United Kingdom
$1.00 Ordinary Shares
100
The following companies have the
address of Bucktrout House, Glategny
Esplanade, St Peter Port, GY1 3HQ,
Guernsey
Birdsong Limited
Nominees One Limited
Nominees Two Limited
Songbird Limited
Standard Chartered Secretaries
(Guernsey) Limited
Standard Chartered Trust (Guernsey)
Limited
The following company has the address
of 8/Floor, Gloucester Tower , The
Landmark, 15 Queen’s Road Central,
Hong Kong
Leopard Hong Kong Limited
The following company has the address
of 30 Rue Schrobilgen, 2526, Luxembourg
Standard Chartered Financial Services
(Luxembourg) S.A.
The following company has the address
of Jiron Huascar 2055, Jesus Maria, Lima
15072, Peru
Fiduciary Services
Fiduciary Services
Fiduciary Services
Fiduciary Services
Guernsey
Guernsey
Guernsey
Guernsey
£1.00 Ordinary shares
£1.00 Ordinary shares
£1.00 Ordinary shares
£1.00 Ordinary shares
Fiduciary Services
Guernsey
£1.00 Ordinary shares
Fiduciary Services
Guernsey
£1.00 Ordinary shares
100
100
100
100
100
100
Corporate Finance &
Advisory Services
Hong Kong
$ Ordinary shares
100
Banking services
Luxembourg
€25.00 Ordinary shares
100
Banco Standard Chartered en
Liquidacion
Financial counselling
services
Peru
$75.133 Ordinary shares
100
The following company has the address
of Luis Alberto de Herrera 1248, Torre II,
Piso 11, Esc. 1111, Uruguay
Standard Chartered Uruguay
Representacion S.A.
The following company has the address
of C/O Teneo Financial Advisory Limited,
156 Great Charles Street, Queensway,
Birmingham, West Midlands, B3 3HN,
United Kingdom
Standard Chartered Leasing (UK) 2
Limited
The following company has the address
of C/o WALKERS CORPORATE LIMITED,
190 Elgin Avenue George Town Grand
Cayman KY1-9008 , Cayman Islands
Leasing Business
Uruguay
UYU1.00 Ordinary shares
100
Investment Holding Entity
United Kingdom
$1.00 Ordinary shares
100
Sirat Holdings Limited
Leasing Business
Cayman Islands
$0.01 Ordinary shares
100
The following company has the address
of TMF Trust Labuan Limited, Brumby
Centre, Lot 42,, Jalan Muhibbah, 87000
Labuan F.T., Malaysia
Pembroke Leasing (Labuan) 3 Berhad
Investment Holding
Company
Malaysia
$ Ordinary shares
100
471
Standard Chartered – Annual Report 2022Financial statements
40. Related undertakings of the Group continued
In liquidation continued
Subsidiary Undertakings continued
Name and registered address
Activity
Place of Incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of c/o Ocorian Corporate Services
(Mauritius) Ltd, 6th Floor, Tower A, 1
Cybercity, Ebene, 72201, Mauritius
Standard Chartered Financial Holdings
The following company has the address
of 142, Ahmadu Bello Way, Victoria
Island, Lagos, 101241, Nigeria
Cherroots Nigeria Limited
Liquidated/dissolved/sold
Subsidiary Undertakings
Investment Holding
Company
Investment Holding
Company
Mauritius
$1.00 Ordinary shares
100
Nigeria
NGN1.00 Ordinary Shares
100
Name and registered address
Activity
Place of Incorporation
Description of shares
The following companies have the
address of Unit 605-08, 6/F Wing On
Centre, 111 Connaught Road, Central,
Sheung Wan, Hong Kong
Actis Jack Holdings (HK) Limited
Investment holding
Hong Kong
$ Class A Ordinary shares
$ Class B Ordinary shares
Actis Young City Holdings (HK) Limited
Investment holding
Hong Kong
$ Class A Ordinary shares
$ Class B Ordinary shares
Proportion
of shares
held
(%)
39.6
39.6
39.6
39.6
The following company has the address
of 2 More London Riverside, London SE1
2JT, United Kingdom
Bricks (M) LP1
The following company has the address
of 26F, Fortune Financial Centre, #5,
Dong San Huan Zhong Lu, Chaoyang
District, Beijing, P. R. China.
Investment Holding
Company
United Kingdom
Limited Partnership interest
100
Standard Chartered Corporate Advisory
Co. Ltd
Corporate Finance &
Advisory Services
China
$1.00 Ordinary shares
100
The following company has the address
of 13/F Standard Chartered Bank
Building, 4-4A Des Voeux Road Central,
Hong Kong
Standard Chartered Private Equity
Managers (Hong Kong) Limited
Corporate Finance &
Advisory Services
Hong Kong
HKD Ordinary shares
100
The following company has the address
of Vistra Corporate Services Centre,
Ground Floor, NPF Building, Beach Road,
Apia, Samoa
Standard Chartered Nominees (Western
Samoa) Limited
Nominee Services
Samoa
$1.00 Ordinary shares
100
The following company has the address
of “C/O Teneo Restructuring Limited 156
Great Charles Street Queensway
Birmingham West Midlands B3 3HN”
Compass Estates Limited
Investment holding
United Kingdom
£1.00 Ordinary shares
100
The following company has the address
of 32 Molesworth Street, Dublin 2,
D02Y512, Ireland
Inishlynch Leasing Limited
Leasing Business
Ireland
€1.00 Ordinary shares
100
472
Standard Chartered – Annual Report 2022Financial statementsNotes to the financial statements
40. Related undertakings of the Group continued
Liquidated/dissolved/sold continued
Subsidiary Undertakings continued
Name and registered address
Activity
Place of Incorporation
Description of shares
Proportion
of shares
held
(%)
The following company has the address
of Menara Standard Chartered, 3rd
Floor, Jl. Prof.Dr. Satrio no. 164, Setiabudi,
Jarkarta Selatan, Indonesia
PT Solusi Cakra Indonesia (dalam
likuidasi)
Banking & Financial
Services
Indonesia
IDR23,809,600.00 Ordinary
shares
99.0
The following company has the address
of No. 157 – 157 A, Jakarta Barat, 11130,
Indonesia.
PT. Price Solutions Indonesia (dalam
likuidasi)
Direct Sales/Collection
Services
Indonesia
$100.00 Ordinary shares
100
The following company has the address
of Standard Chartered@Chiromo,
Number 48, Westlands Road, P. O. Box
30003 - 00100, Nairobi, Kenya
Standard Chartered Management
Services Limited
The following company has the address
of M6-2701, West 27Fl, Suha-dong, 26,
Eulji-ro 5-gil, Jung-gu, Seoul, Korea,
Republic of
Investment Management
Kenya
KES20.00 Ordinary shares
100
Resolution Alliance Korea Ltd
Investment Management
Korea, Republic of
KRW5,000.00 Ordinary shares
100
The following company has the address
of 8 Marina Boulevard, Level 27, Marina
Bay Financial Centre, Tower 1, 018981,
Singapore
Standard Chartered (2000) Limited
Others
Singapore
SGD1.00 Ordinary shares
100
The following company has the address
of C/o IQ EQ Corporate Services
(Mauritius) Ltd, 33 Edith Cavell Street,
Port Louis, 11324, Mauritius
FAI Limited
The following company has the address
of Standard Chartered Bank France, 32
Rue de Monceau,75008, Paris, France
Investment Advisory
services
Mauritius
$1.00 Ordinary shares
76.5
Pembroke Lease France SAS
Leasing Business
France
€1.00 Ordinary shares
100
The following company has the address
of Level 26, Equatorial Plaza, Jalan Sultan
Ismail, 50250 Kuala Lumpur, Malaysia
Popular Ambience Sdn Bhd
The following company has the address
of 8/Floor, Gloucester Tower , The
Landmark, 15 Queen’s Road Central,
Hong Kong
To undertake investments
in non-performing loans
Malaysia
RM Ordinary shares
100
Leopard Hong Kong Limited
Holding Company
Hong Kong
$ Ordinary shares
100
The following company has the address
of Lot 6.05, Level 6, KPMG Tower, 8 First
Avenue, Bandar Utama, 47800 Petaling
Jaya, Selangor, Malaysia
House Network SDN BHD
Administration of shared
ATM network
Malaysia
RM1.00 Ordinary shares
25.0
473
Standard Chartered – Annual Report 2022Financial statements
[[Creating a cultural
exchange for good]]
Meet Arie Vidi N Nurcholis, Indonesia
Arie mobilised his Client Acquisitions and
Client Care Centre team of 400 people to
volunteer together.
With over 90 per cent of his colleagues being
Muslim, they came together to support their
local orphanage during Ramadan. They provided
daily breakfasts and rolled up their sleeves to
help with the building and maintenance work
at the orphanage.
As part of their cultural exchange, at the end of
the year, they also supported an annual Christmas
gathering at a local catholic orphanage, providing
food and gifts to the children.
This work not only brought their team together but
uplifted the children they visited.
Supplementary information
Supplementary
information
476 Supplementary financial information
484 Supplementary people information
488
Supplementary sustainability
information
493 2022 Sustainability Aspirations
496 Shareholder information
500 Main awards and accolades
502 Glossary
[[ Celebrating
our Community
Champions]]
This year, we are celebrating the
inspiring employee volunteering (EV)
work undertaken by our colleagues.
Employee volunteering is a core
component of our community
engagement and runs through our
DNA. It enables our employees to do
the right thing and strengthens their
relationships with our communities
as well as each other. Each employee
is entitled to up to four days of paid
volunteering leave a year, which can
be used for bank-wide initiatives or
supporting charitable causes of
their choice.
With thousands of EV hours
undertaken globally, here are three
champions who are truly here for good.
474
Standard Chartered – Annual Report 2022
[[Mentoring the
next generation
of leaders]]
[[Antony of trees
plants seedlings
in Kenya]]
Meet Chantele Pereira, United States
Meet Antony Ngure, Kenya
Chantele worked on a number of initiatives in 2022
aimed at nurturing the next generation of leaders.
She led our Women in Tech programme in the
Americas, specifically our #Bossgirls initiative,
which is an entrepreneurship bootcamp for high
schoolers in the United States. As part of her work,
she managed volunteer recruitment and taught
financial education as part of the curriculum.
Chantele also mentored students in the Leadership
Enterprise for a Diverse America programme.
The programme aims to diversify the talent
pipeline by helping high school students from
under-resourced communities gain entry to the
nation’s most selective colleges.
When our team in Kenya entered a partnership with
the Nairobi Arboretum Conservancy Community
Forest Association and committed to creating a
tree nursery of 1 million seedlings by 2024, Antony
was determined to help. Antony mobilised 367 team
members to help plant seedlings. This translated
to 32 per cent staff participation in EV, in Kenya.
He also led the distribution of 23,000 seedlings
to the participants of our second sustainable
marathon in 2022 – up from 5,000 seedlings
distributed in 2021.
His commitment to the environment earned him the
nickname – Antony wa miti (Antony of trees).
l
S
u
p
p
e
m
e
n
t
a
r
y
i
n
f
o
r
m
a
t
i
o
n
Standard Chartered – Annual Report 2022
475
Supplementary financial information
Five-year summary
Operating profit before impairment losses and taxation
Impairment losses on loans and advances and other
credit risk provisions
Other impairment
Profit before taxation
Profit/(loss) attributable to shareholders
Loans and advances to banks1
Loans and advances to customers1
Total assets
Deposits by banks1
Customer accounts1
Shareholders’ equity
Total capital resources2
Information per ordinary share
Basic earnings/(loss) per share
Underlying earnings per share
Dividends per share4
Net asset value per share
Net tangible asset value per share
Return on assets5
Ratios
Statutory return on ordinary shareholders’ equity
Statutory return on ordinary shareholders’
tangible equity
Underlying return on ordinary shareholders’ equity
Underlying return on ordinary shareholders’
tangible equity
Statutory cost to income ratio (excluding UK bank levy)
Statutory cost to income ratio (including UK bank levy)
Underlying cost to income ratio (excluding UK bank levy)
Underlying cost to income ratio (including UK bank levy)
Capital ratios:
CET16
Total capital6
2022
$million
5,405
(836)
(425)
4,286
2,948
39,519
310,647
819,922
28,789
461,677
43,162
63,731
85.9c
101.1c
18c
1,453.3c
1,249.0c
0.4%
6.0%
6.8%
6.9%
8.0%
66.3%
66.9%
65.5%
66.2%
14.0%
21.7%
2021
$million
3,777
(254)
(372)
3,347
2,315
44,383
298,468
827,818
30,041
474,570
46,011
69,282
61.3c
85.8c³
12.0c
1,456.4c
1,277.0c
0.3%
4.2%
4.8%
5.9%³
6.8%³
73.6%
74.3%
69.8%
70.5%
14.1%
21.3%
2020
$million
4,374
(2,325)
(98)
1,613
724
44,347
281,699
789,050
30,255
439,339
45,886
67,383
10.4c
36.1c
–
1,409.3c
1,249.0c
0.1%
0.8%
0.9%
2.6%
3.0%
68.1%
70.4%
66.4%
68.7%
14.4%
21.2%
2019
$million
4,484
(908)
(136)
3,713
2,303
53,549
268,523
720,398
28,562
405,357
44,835
66,868
57.0c
75.7c
22.0c
1,358.3c
1,192.5c
0.3%
4.2%
4.8%
5.6%
6.4%
68.7%
70.9%
65.9%
68.2%
13.8%
21.2%
2018
$million
3,142
(653)
(182)
2,548
1,054
61,414
256,557
688,762
29,715
391,013
45,118
65,353
18.7c
61.4c
17.0c
1,319.3c
1,167.7c
0.3%
1.4%
1.6%
4.6%
5.1%
76.6%
78.8%
67.7%
69.9%
14.2%
21.6%
1 Excludes amounts held at fair value through profit or loss
2 Shareholders’ funds, non-controlling interests and subordinated loan capital
3 Other Impairment includes $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021 comparative has
been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit which has resulted in the restatement of
Underlying basic earnings per ordinary share (cents), underlying return on equity and underlying return on tangible equity
4 Dividend paid during the year per share
5 Represents profit attributable to shareholders divided by the total assets of the Group
6 Unaudited
476
Standard Chartered – Annual Report 2022Supplementary informationSupplementary financial information Analysis of underlying performance by key market
The following tables provide information for key markets in which the Group operates. The numbers are prepared on a
management view. Refer to Note 2 for details.
2022
Hong
Kong
$million
3,715
(2,022)
1,693
(579)
(38)
1,143
(731)
412
(55)
(1)
1,155
(841)
314
(200)
(3)
Korea
$million
China
$million
Taiwan
$million
Singapore
$million
India
$million
Indonesia
$million
UAE
$million
UK
$million
US
$million
475
1,915
1,227
214
629
1,023
1,029
(335)
(1,081)
(763)
(183)
(368)
(742)
(602)
140
(15)
(1)
834
464
84
(2)
–
(31)
(1)
–
31
4
–
–
261
81
–
–
281
35
35
–
427
13
–
–
–
–
179
–
Operating income
Operating expenses
Operating profit before
impairment losses and taxation
Credit impairment
Other impairment³
Profit from associates and
joint ventures
Underlying profit
before taxation
1,076
356
290
124
916
432
35
342
351
440
Total assets employed
171,086
68,903
39,508
21,919
97,914
30,412
5,237
19,624 187,832
67,019
Of which: loans and advances
to customers1
85,359
49,264
15,652
11,283
59,872
15,025
Total liabilities employed
165,499
58,992
33,124
20,216 104,320
23,210
Of which: customer accounts1
138,713
43,620
24,347
18,509
79,409
15,199
2,403
4,257
2,924
7,913
39,356
19,951
16,256 140,160
64,825
12,710 104,482
28,424
Operating income
Operating expenses
Operating profit before
impairment losses and taxation
Credit impairment
Other impairment³
Profit from associates and
joint ventures
Underlying profit
before taxation
2021
Hong
Kong
$million
3,440
(2,008)
1,432
(251)
–
–
Korea
$million
China
$million
Taiwan
$million
Singapore
$million
India
$million
Indonesia2
$million
UAE
$million
UK
$million
US
$million
1,102
(772)
330
(14)
2
–
1,087
(765)
493
1,608
(362)
(1,054)
1,282
(744)
213
(180)
546
(362)
895
(721)
818
(533)
322
(49)
–
175
131
(4)
–
–
554
88
(1)
–
538
(23)
1
–
33
(3)
–
–
184
58
–
–
174
58
96
–
285
27
–
–
1,181
318
448
127
641
516
30
242
328
312
Total assets employed
177,460
67,311
37,908
23,349
94,881
28,416
4,837
19,224
193,807
68,148
Of which: loans and advances
to customers1
89,063
45,323
18,014
12,363
56,454
14,991
Total liabilities employed
166,727
58,406
35,637
21,790
93,884
20,509
Of which: customer accounts1
141,256
47,867
27,618
20,281
75,154
14,730
2,257
3,769
2,622
8,937
52,878
19,375
13,922
149,064
70,648
11,466 105,490
37,407
1 Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements
2
Indonesia performance has been presented including Nexus for current year and prior year
3 Other Impairment includes $308 million impairment charge relating to the Group’s investment in its associate China Bohai Bank (Bohai). The 2021 comparative
has been restated for consistency to reclassify the $300 million impairment from Other impairment within Underlying profit which has resulted in the restatement
of Underlying basic earnings per ordinary share (cents)
477
Standard Chartered – Annual Report 2022Supplementary information Analysis of operating income by product and segment
The following tables provide a breakdown of the Group’s underlying operating income by product and client segment.
Transaction Banking
Trade & Working capital
Cash Management
Financial Markets
Macro Trading
Credit Markets
Credit Trading
Financing Solutions & Issuance
Structured Finance
Financing & Securities Services
DVA
Lending & Portfolio Management
Wealth Management
Retail Products
CCPL and other unsecured lending
Deposits
Mortgage & Auto
Other Retail Products
Treasury
Other
Total underlying operating income
Transaction Banking
Trade & Working capital
Cash Management
Financial Markets
Macro Trading
Credit Markets
Credit Trading
Financing Solutions & Issuance
Structured Finance
Financing & Securities Services
DVA
Lending & Portfolio Management
Wealth Management
Retail Products
CCPL and other unsecured lending
Deposits
Mortgage & Auto
Other Retail Products
Treasury
Other
Total underlying operating income
2022
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
Central &
other items
(segment)
$million
3,801
1,315
2,486
5,728
2,962
1,696
506
1,190
408
620
42
525
1
1
–
1
–
–
–
(11)
10,045
124
56
68
–
–
–
–
–
–
–
–
37
1,801
4,054
1,194
2,052
635
173
–
–
6,016
–
–
–
–
–
–
–
–
–
–
–
–
–
13
22
(9)
–
–
5
11
29
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
343
(178)
165
2021 (Restated)¹
Corporate,
Commercial &
Institutional
Banking
$million
Consumer,
Private &
Business
Banking
$million
Ventures
$million
Central &
other items
(segment)
$million
2,793
1,390
1,403
4,899
2,216
1,790
437
1,353
491
387
15
725
1
1
–
1
–
–
–
(12)
8,407
93
57
36
–
–
–
–
–
–
–
–
34
2,224
3,360
1,271
863
1,036
190
–
24
5,735
–
–
–
–
–
–
–
–
–
–
–
–
–
(3)
1
(4)
–
–
–
4
1
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
698
(128)
570
Total
$million
3,925
1,371
2,554
5,728
2,962
1,696
506
1,190
408
620
42
562
1,802
4,068
1,216
2,044
635
173
348
(178)
16,255
Total
$million
2,886
1,447
1,439
4,899
2,216
1,790
437
1,353
491
387
15
759
2,225
3,358
1,272
860
1,036
190
698
(112)
14,713
1 Following the increased strategic importance and reporting of Ventures to management, this has been established as a separate operating segment.
In 2022 prior periods have been restated
2 Following a reorganisation of certain clients, there has been a reclassification of balances across products.
478
Standard Chartered – Annual Report 2022Supplementary informationSupplementary financial information Insured and uninsured deposits
SCB operates and provides services to customers across many countries and insured deposit is determined on the basis of limits
enacted within local regulations.
Insured deposits
Current accounts
Savings deposits
Time deposits
Other deposits
Uninsured deposits
Current accounts
Savings deposits
Time deposits
Other deposits
Total
2022
2021
Bank deposits
$million
28
8
–
20
–
36,795
22,425
–
6,870
7,500
36,823
Customer
accounts
$million
60,008
16,373
26,973
16,599
63
460,221
144,931
90,937
176,090
48,263
520,229
Bank deposits
$million
90
10
–
80
–
38,357
25,599
–
5,223
7,535
38,447
Customer
accounts
$million
62,095
19,182
30,866
11,825
222
480,360
160,519
116,466
142,756
60,619
542,455
Classification of insured deposits is based on the local deposits insurance regulations existing in the jurisdictions in which the
Group operates. The jurisdictions with the most significant levels customer deposits are Hong Kong, Korea and Singapore, which
provide insurance for deposits up to HKD 500,000, KRW 50,000,000 and SGD 75,000, respectively, in each case based on the
total relationship value.
UK and non-UK deposits
The following table summarises the split of Bank and Customer deposits into UK and Non-UK deposits for respective account
lines based on the domicile or residence of the clients.
UK deposits
Current accounts
Savings deposits
Time deposits
Other deposits
Non-UK deposits
Current accounts
Savings deposits
Time deposits
Other deposits
Total
2022
2021
Bank deposits
$million
4,163
903
–
1,004
2,256
32,660
21,530
–
5,886
5,244
36,823
Customer
accounts
$million
38,557
8,955
420
6,760
22,422
481,672
152,349
117,490
185,929
25,904
520,229
Bank deposits
$million
3,078
1,711
–
112
1,255
35,369
23,898
–
5,191
6,280
38,447
Customer
accounts
$million
31,686
11,210
306
7,666
12,504
510,769
168,491
147,026
146,915
48,337
542,455
479
Standard Chartered – Annual Report 2022Supplementary information Contractual maturity of Loans, Investment securities and Deposits
One year or less
Between one and five years
Between five and ten years
Between ten years and fifteen years
More than fifteen years and undated
Total
Loans and
advances
to banks
$million
Loans and
advances
to customers
$million
2022
Investment
securities
– Treasury
and other
eligible Bills
$million
Investment
securities
– Debt
securities
$million
Investment
securities
– Equity
shares
$million
60,132
208,691
42,269
3,630
411
92
184
52,563
18,067
13,305
65,104
482
–
–
–
47,193
63,523
20,078
12,921
15,720
64,449
357,730
42,751
159,435
–
–
–
–
4,037
4,037
Bank
deposits
$million
Customer
accounts
$million
35,240
508,125
1,576
10,281
7
–
–
694
598
531
36,823
520,229
Total amortised cost and FVOCI exposures:
Fixed interest rate exposures
Floating interest rate exposures
39,519
310,647
36,218
170,609
3,301
140,038
One year or less
Between one and five years
Between five and ten years
Between ten years and fifteen years
More than fifteen years and undated
Total
Loans and
advances
to banks
$million
Loans and
advances
to customers
$million
2021
Investment
securities
– Treasury
and other
eligible Bills
$million
Investment
securities
– Debt
securities
$million
Investment
securities
– Equity
shares
$million
63,741
215,065
21,493
2,921
143
1
151
57,690
16,744
14,493
65,711
532
–
–
–
42,653
79,081
24,214
7,436
16,716
66,957
369,703
22,025
170,100
–
–
–
–
6,598
6,598
Bank
deposits
$million
Customer
accounts
$million
38,121
533,319
322
7,009
3
–
1
861
687
579
38,447
542,455
Total amortised cost and FVOCI exposures:
Fixed interest rate exposures
Floating interest rate exposures
44,383
298,468
40,618
3,765
155,948
142,520
Maturity and yield of Debt securities, alternative tier one and other eligible bills held at amortised cost
One year or less
Between one and
five years
Between five and
ten years
More than ten years
Total
$million
Yield %
$million
Yield %
$million
Yield %
$million
Yield %
$million
Yield %
Central and other
government agencies
– US
– UK
– Other
Other debt securities
As at 31 December 2022
Central and other
government agencies
– US
– UK
– Other
Other debt securities
As at 31 December 2021
2,208
–
3,599
4,752
10,559
1.58
–
2.71
4.53
3.29
5,437
85
9,659
2,869
18,050
1.41
1.98
1.98
5.07
2.30
6,317
60
3,541
1,454
11,372
1.32
0.50
2.24
4.09
1.96
4,498
47
44
15,144
19,733
3.47
0.90
4.00
3.55
3.53
18,460
192
16,843
24,219
59,714
1.90
1.26
2.19
3.96
2.82
One year or less
Between one and
five years
Between five and
ten years
More than ten years
Total
$million
Yield %
$million
Yield %
$million
Yield %
$million
Yield %
$million
Yield %
270
–
1,813
2,033
4,116
1.72
–
1.17
5.64
3.41
5,609
49
6,366
1,877
13,901
1.33
2.67
1.32
4.51
1.76
6,476
114
1,485
1,696
9,771
1.28
0.81
1.56
3.08
1.63
3,418
52
–
10,067
13,537
3.00
0.91
–
0.95
1.47
15,772
215
9,665
15,673
41,325
1.68
1.26
1.33
2.28
1.82
The maturity distributions are presented in the above table on the basis of contractual maturity dates. The weighted average
yield for each range of maturities is calculated by dividing the annualised interest income for the year by the book amount of
debt securities at that date.
480
Standard Chartered – Annual Report 2022Supplementary informationSupplementary financial information Average balance sheets and yields and volume and price variances
Average balance sheets and yields
For the purposes of calculating net interest margin the following adjustments are made:
• Statutory net interest income is adjusted to remove interest expense on amortised cost liabilities used to provide funding to
the Financial Markets business
• Financial instruments measured at fair value through profit or loss are classified as non-interest earning
• Premiums on financial guarantees purchased to manage interest-earning assets are treated as interest expense
In the Group’s view this results in a net interest margin that is more reflective of banking book performance.
The following tables set out the average balances and yields for the Group’s assets and liabilities for the periods ended
31 December 2022 and 31 December 2021 under the revised definition of net interest margin. For the purpose of these tables,
average balances have been determined on the basis of daily balances, except for certain categories, for which balances
have been determined less frequently. The Group does not believe that the information presented in these tables would be
significantly different had such balances been determined on a daily basis.
Average assets
Average assets
Cash and balances at central banks
Gross loans and advances to banks
Gross loans and advances to customers
Impairment provisions against loans and advances to banks
and customers
Investment securities – Treasury and Other Eligible Bills
Investment securities – Debt Securities
Investment securities – Equity Shares
Property, plant and equipment and intangible assets
Prepayments, accrued income and other assets
Investment associates and joint ventures
Average
non-interest
earning
balance
$million
19,700
29,576
61,480
–
5,564
23,618
4,152
8,821
142,599
2,152
Average
interest-
earning
balance
$million
54,503
42,953
2022
Interest
income
$million
765
853
306,880
10,168
(5,867)
25,924
140,977
–
–
–
–
–
630
2,836
–
–
–
–
Gross yield
%
Gross yield
total balance
%
1.40
1.99
3.31
–
2.43
2.01
–
–
–
–
1.03
1.18
2.76
–
2.00
1.72
–
–
–
–
Total average assets
297,662
565,370
15,252
2.70
1.77
Average assets
Cash and balances at central banks
Gross loans and advances to banks
Gross loans and advances to customers
Impairment provisions against loans and advances to banks
and customers
Investment securities – Treasury and Other Eligible Bills
Investment securities – Debt Securities
Investment securities – Equity Shares
Property, plant and equipment and intangible assets
Prepayments, accrued income and other assets
Investment associates and joint ventures
Average
non-interest
earning
balance
$million
23,612
22,335
56,582
–
4,891
22,778
4,581
8,869
111,564
2,330
Average
interest-
earning
balance
$million
55,991
45,953
307,552
(6,013)
21,082
134,843
–
–
–
–
2021
Interest
income
$million
Gross yield
%
Gross yield
total balance
%
92
490
7,574
–
302
1,788
–
–
–
–
0.16
1.07
2.46
–
1.43
1.33
–
–
–
–
0.12
0.72
2.08
–
1.16
1.13
–
–
–
–
Total average assets
257,542
559,408
10,246
1.83
1.25
481
Standard Chartered – Annual Report 2022Supplementary information Average liabilities
Average liabilities
Deposits by banks
Customer accounts:
Current accounts
Savings deposits
Time deposits
Other deposits
Debt securities in issue
Accruals, deferred income and other liabilities
Subordinated liabilities and other borrowed funds
Non-controlling interests
Shareholders’ funds
Adjustment for Financial Markets funding costs
Financial guarantee fees on interest-earning assets
Total average liabilities and shareholders’ funds
Average liabilities
Deposits by banks
Customer accounts:
Current accounts
Savings deposits
Time deposits
Other deposits
Debt securities in issue
Accruals, deferred income and other liabilities
Subordinated liabilities and other borrowed funds
Non-controlling interests
Shareholders’ funds
Average
non-interest
bearing
balance
$million
Average
interest-bearing
balance
$million
17,039
27,241
2022
Interest
expense
$million
433
Rate paid
%
1.59
51,375
–
11,586
52,962
6,720
147,814
–
312
49,873
337,681
132,709
131,571
152,118
5,094
60,559
1,065
14,994
–
–
525,351
337,681
525,351
Average
non-interest
bearing
balance
$million
Average
interest-bearing
balance
$million
18,486
27,402
51,104
–
9,590
45,068
6,288
115,477
–
343
51,307
297,663
120,477
141,714
141,652
7,715
59,135
1,149
16,525
–
–
515,769
1,480
832
3,021
110
1,169
44
570
–
–
7,659
(463)
80
7,276
2021
Interest
expense
$million
136
462
386
1,306
42
566
53
497
–
–
3,448
(97)
99
3,450
Rate paid
total balance
%
0.98
0.80
0.63
1.85
0.19
1.74
0.03
3.80
–
–
0.89
1.12
0.63
1.99
2.16
1.93
4.13
3.80
–
–
1.46
1.38
0.84
Rate paid
%
0.50
0.38
0.27
0.92
0.54
0.96
4.61
3.01
–
–
0.67
Rate paid
total balance
%
0.30
0.27
0.27
0.86
0.08
0.87
0.05
3.01
–
–
0.42
0.67
0.42
2022
$million
15,252
565,370
2.70
7,659
(463)
80
7,276
525,351
1.38
1.32
2021
$million
10,246
559,408
1.83
3,448
(97)
99
3,450
515,769
0.67
1.16
Adjustment for Financial Markets funding costs
Financial guarantee fees on interest-earning assets
Total average liabilities and shareholders’ funds
297,663
515,769
Net interest margin
Interest income (statutory)
Average interest-earning assets
Gross yield (%)
Interest expense (statutory)
Adjustment for Financial Markets funding costs
Financial guarantee fees on interest-earing assets
Adjusted interest expense used to fund financial instruments held at fair value
Average interest-bearing liabilities
Rate paid (%)
Net yield (%)
Net interest income adjusted for Financial Markets funding costs and Financial guarantee fees on
interest-earing assets
Net interest margin (%)
7,976
1.41
6,796
1.21
482
Standard Chartered – Annual Report 2022Supplementary informationSupplementary financial information Volume and price variances
The following table analyses the estimated change in the Group’s net interest income attributable to changes in the average
volume of interest-earning assets and interest-bearing liabilities, and changes in their respective interest rates for the years
presented. Volume and rate variances have been determined based on movements in average balances and average
exchange rates over the year and changes in interest rates on average interest-earning assets and average interest-
bearing liabilities.
Interest-earning assets
Cash and unrestricted balances at central banks
Loans and advances to banks
Loans and advances to customers
Investment securities
Total interest-earning assets
Interest-bearing liabilities
Subordinated liabilities and other borrowed funds
Deposits by banks
Customer accounts:
Current accounts and savings deposits
Time and other deposits
Debt securities in issue
Total interest-bearing liabilities
Interest-earning assets
Cash and unrestricted balances at central banks
Loans and advances to banks
Loans and advances to customers
Investment securities
Total interest-earning assets
Interest-bearing liabilities
Subordinated liabilities and other borrowed funds
Deposits by banks
Customer accounts:
Current accounts and savings deposits
Time and other deposits
Debt securities in issue
Total interest-bearing liabilities
2022 versus 2021
(Decrease)/increase in
interest due to:
Volume
$million
Rate
$million
Net increase/
(decrease)
in interest
$million
(21)
(60)
(17)
228
130
(58)
(3)
18
157
27
141
694
423
2,611
1,148
4,876
131
300
1,428
1,635
576
4,070
673
363
2,594
1,376
5,006
73
297
1,446
1,792
603
4,211
2021 versus 2020
(Decrease)/increase in
interest due to:
Volume
$million
Rate
$million
Net increase/
(decrease)
in interest
$million
21
(87)
418
158
510
11
1
123
(50)
65
150
(42)
(224)
(1,402)
(888)
(2,556)
(151)
(102)
(420)
(1,134)
(335)
(2,142)
(21)
(311)
(984)
(730)
(2,046)
(140)
(101)
(297)
(1,184)
(270)
(1,992)
483
Standard Chartered – Annual Report 2022Supplementary information Supplementary people information
Global1
Full-time equivalent (FTE)
Headcount (year end)
Employed workers (permanent)
of which female
Fixed-term workers (temporary)
of which female
Non-employed workers (NEW)
Non-outsourced NEW2
Outsourced NEW3
Headcount (12-month average)
Male
FTE
Headcount
Full-time
Part-time
Female
FTE
Headcount
Full-time
Part-time
Undisclosed4
FTE
Headcount
Full-time
Part-time
Nationalities
Position type
Executive and non-executive director
of which female
Management team and their direct reports5
of which female
Senior leadership6
of which female
Rest of employees
of which female
Employment type7
Business FTE
Business headcount
Business female headcount
Support services FTE
Support services headcount
Female support services headcount
484
2022
83,195
83,266
82,319
37,259
947
429
13,962
5,873
8,089
82,987
44,709
44,734
44,683
51
37,642
37,688
37,551
137
844
844
843
1
131
2022
14
6
131
43
4,422
1,420
78,844
36,268
2022
30,589
30,619
15,794
52,607
52,647
21,894
2021
81,904
81,957
80,605
36,644
1,352
637
13,845
6,130
7,715
82,736
44,033
44,045
44,002
43
37,240
37,281
37,138
143
631
631
630
1
132
2021
13
4
116
33
4,227
1,299
77,730
35,982
2021
30,921
30,940
15,997
50,983
51,017
21,284
2020
% change
83,601
83,657
82,084
37,245
1,573
768
11,632
5,765
5,867
84,740
45,198
45,210
45,172
38
37,969
38,013
37,860
153
434
434
433
1
1.6
1.6
2.1
1.7
(30.0)
(32.7)
0.8
(4.2)
4.8
0.3
1.5
1.6
1.5
18.6
1.1
1.1
1.1
(4.2)
33.7
33.8
33.8
–
131
(0.8)
2020
% change
13
4
129
41
4,196
1,236
79,461
36,777
7.7
50.0
12.9
30.3
4.6
9.3
1.4
0.8
2020
% change
35,071
35,093
18,079
48,530
48,564
19,934
(1.1)
(1.0)
(1.3)
3.2
3.2
2.9
Standard Chartered – Annual Report 2022Supplementary informationSupplementary people information Region
Asia FTE
Asia headcount
Asia female headcount
Asia employed workers headcount
Asia fixed-term workers headcount
Asia full-time headcount
Asia part-time headcount
AME FTE
AME headcount
AME female headcount
AME employed workers headcount
AME fixed-term workers headcount
AME full-time headcount
AME part-time headcount
EA FTE
EA headcount
EA female headcount
EA employed workers headcount
EA fixed-term workers headcount
EA full-time headcount
EA part-time headcount
Age
< 30 years FTE
< 30 years headcount
< 30 years female headcount
30–50 years FTE
30–50 years headcount
30–50 years female headcount
> 50 years FTE
> 50 years headcount
> 50 years female headcount
2022
69,329
69,364
32,033
68,585
779
69,257
107
8,905
8,921
3,918
8,813
108
8,917
4
4,962
4,981
1,737
4,921
60
4,903
78
2022
13,826
13,836
7,397
61,651
61,691
26,870
7,718
7,739
3,421
2021
67,840
67,870
31,470
66,968
902
67,774
96
9,372
9,373
4,100
8,999
374
9,369
4
4,691
4,714
1,711
4,638
76
4,627
87
2021
14,063
14,069
7,623
60,891
60,919
26,583
6,949
6,969
3,075
2020
% change
68,357
68,385
31,610
67,449
936
68,300
85
10,694
10,695
4,652
10,139
556
10,691
4
4,550
4,577
1,751
4,496
81
4,474
103
2.2
2.2
1.8
2.4
(13.6)
2.2
11.5
(5.0)
(4.8)
(4.4)
(2.1)
(71.1)
(4.8)
–
5.8
5.7
1.5
6.1
(21.1)
6.0
(10.3)
2020
% change
15,979
15,984
8,409
60,881
60,912
26,641
6,741
6,761
2,963
(1.7)
(1.7)
(3.0)
1.2
1.3
1.1
11.1
11.0
11.3
485
Standard Chartered – Annual Report 2022Supplementary information Talent management8
Global voluntary turnover – FTE
Global turnover – FTE
Global voluntary turnover rate (%)
Global turnover rate (%)
Male turnover FTE
Male (%)
Female turnover FTE
Female (%)
Asia turnover FTE
Asia (%)
AME turnover FTE
AME (%)
EA turnover FTE
EA (%)
< 30 years turnover FTE
< 30 years (%)
30–50 years turnover FTE
30–50 years (%)
> 50 years turnover FTE
> 50 years (%)
Average tenure (years) – male
Average tenure (years) – female
Global new hires – FTE
Global new hire rate (%)
Male new hire FTE
Male (%)
Female new hire FTE
Female (%)
Asia new hire FTE
Asia (%)
AME new hire FTE
AME (%)
EA new hire FTE
EA (%)
< 30 years new hire FTE
< 30 years (%)
30–50 years new hire FTE
30–50 years (%)
> 50 years new hire FTE
> 50 years (%)
Roles filled internally (%)
of which filled by females (%)
2022
12,645
14,388
15.5%
17.6%
8,021
18.2%
6,230
16.8%
12,501
18.4%
1,046
11.7%
841
17.7%
4,137
30.5%
9,303
15.2%
947
13.1%
7.1
7.6
17,432
21.0%
9,683
21.7%
7,384
19.6%
15,441
22.4%
934
10.2%
1,056
21.9%
7,673
54.7%
9,357
15.2%
401
5.4%
37.3%
41.0%
2021
10,214
13,160
12.6%
16.2%
7,332
16.7%
5,736
15.6%
11,004
16.4%
1,454
15.4%
703
15.5%
3,712
26.1%
8,144
13.5%
1,304
19.3%
7.2
7.7
12,660
15.3%
6,758
15.2%
5,580
14.9%
11,387
16.7%
431
4.3%
842
18.2%
5,857
39.6%
6,514
10.7%
290
4.2%
40.8%
42.8%
2020
% change
6,001
8,088
7.2%
9.7%
4,386
9.8%
3,673
9.7%
6,588
9.7%
1,046
9.8%
454
10.2%
2,561
15.0%
4,765
8.0%
762
12.1%
7.1
7.6
8,639
10.2%
4,963
10.9%
3,423
8.9%
7,591
11.0%
366
3.3%
682
15.1%
4,020
22.6%
4,433
7.3%
186
2.9%
39.6%
41.1%
23.8
9.3
22.9
8.6
9.4
9.0
8.6
8.0
13.6
12.1
(28.1)
(23.9)
19.6
14.6
11.5
17.2
14.2
12.7
(27.4)
(31.8)
(1.4)
(1.3)
37.7
37.3
43.3
43.2
32.3
32.2
35.6
33.9
116.7
135.8
25.5
20.5
31.0
38.2
43.7
42.3
38.7
30.4
(8.6)
(4.1)
Absenteeism rate9 (%)
1.4%
1.6%
1.3%
(12.9)
486
Standard Chartered – Annual Report 2022Supplementary informationSupplementary people information Learning10
Employees receiving training (%)
Employees receiving training for personal development (%)
Female (%)
Senior leadership (%)6
Average number of training hours per employee
Female
Male
Employed workers
Fixed-term workers
Average cost of training per employee ($)11
Work-related Health & Safety
Fatalities12
Fatalities (rate per million hours worked)
Major injuries12,13,14,15
Major injuries (rate per million hours worked16)
Recordable work-related injuries17
Recordable work-related injuries (rate per million hours worked16)
Work-related ill-health (fatalities)
2022
99.5%
91.6%
90.0%
94.9%
36.6
35.2
37.7
36.8
21.9
743
2022
1
0.01
21
0.11
83
0.44
0
2021
99.4%
91.7%
91.2%
96.2%
37.6
36.9
38.0
37.6
34.0
708
2021
0
0
24
0.13
79
0.43
0
2020
99.5%
91.5%
89.9%
94.5%
31.8
30.3
32.0
31.9
27.3
567
% change
0.1
(0.1)
(1.3)
(1.4)
(2.6)
(4.6)
(0.8)
(2.2)
(35.8)
5.0
2020
% change
1
0.01
23
0.12
84
0.45
0
–
–
(12.5)
(15.2)
5.1
2.8
–
1 Excludes 453 employees (headcount) from Digital Ventures entities (Autumn, Cardspal, TASConnect, Zodia, Solv, Appro). Excludes 331 Person of Interest
(headcount) following a recategorisation of worker types from 2022, i.e. independent non-executive directors, advisers, external auditors and regulators.
Percentage change refers to the percentage change from 2021 to 2022
2 Non-outsourced NEWs are resources engaged on a time and materials basis where task selection and supervision is the responsibility of the Bank, such as agency
workers. References to total number of colleagues in this report include employees plus non-outsourced NEWs
3 Outsourced NEWs are arrangements with a third-party vendor where the delivery is based on a specific service or outcome at an agreed price, irrespective of the
number of resources required to perform the service. These resources are not considered as the Group’s headcount
4 The disclosure of gender information is not mandatory in some markets
5 Management Team (MT) and colleagues who report to them, excluding administrative or executive support roles (personal assistant, business planning
managers). Includes Group Head of Internal Audit
6 Senior leadership is defined as Managing Directors and Bands 4 (including Management Team)
7 As part of the ongoing execution of its refreshed strategy, the Group has reorganised its reporting structure with the creation of a third client segment, Ventures,
in 2022. Prior periods have been restated for a meaningful comparison
8 Turnover metrics are based on permanent employed workers only. New hire metrics are based on external new hires. Turnover and new hire metrics for the
undisclosed gender population is not shown due to small population size. In 2022, we have updated turnover and new hire metrics based on average 12-month
FTE and prior periods have been refreshed accordingly
9 Represents health and disability related absence, including quarantine and vaccination leave in respect of COVID-19. Excludes Korea
10 Learning metrics exclude non-employed workers (NEWs). Training for personal development is defined as all training excluding mandatory or role specific training
11 Average cost of training per employee includes cost of learning management system
12 Includes commuting
13 Per UK HSE definition
14 Most common types of major injury are fractures (21%)
15 2022 includes 1 contractor/visitor. 2021 includes 4 contractors/visitors. 2020 includes 1 contractor/visitor
16 2022 hours worked = 188,758,285 hours worked. 2021 hours worked = 184,997,097. 2020 hours worked = 185,313,634
17 2022 includes 18 contractors/visitors. 2021 includes 23 contractors/visitors. 2020 includes 14 contractors/visitors
487
Standard Chartered – Annual Report 2022Supplementary information Supplementary sustainability information
Pillar 1: Business
Employees trained in environmental and social risk management
Employees trained1
FY’22
4,944
FY’21
1,280
FY’20
1,604
FY’20
402
688
4
Project
advisory
mandates6
–
–
–
1 Employees targeted for training are those in client-facing roles and relevant support teams. For 2022, this figure also includes our ESRM e-learning
Environmental and social risk management
Number of transactions reviewed
Number of clients reviewed
Client exits due to non-compliance with Position Statements
FY’22
550
1,170
14
FY’21
547
786
Equator Principles
Total 2020
Total 2021
Total 2022
2022
Sector
General Manufacturing
Infrastructure
Oil and Gas
Power
Region
Americas
Asia Pacific
Europe, Middle East & Africa
Designation5
Designated
Non-designated
Independent Review
Yes
No
Project finance mandates
Project-related corporate loans
Project-related refinance4
Cat A1
Cat B2
Cat C3
Cat A
Cat B
Cat C
Cat A
Cat B
Cat C
–
–
–
–
1.0
–
–
–
–
4.0
8.0
6.0
8.0
12.0
7.0
–
3.0
1.0
2.0
1.0
2.0
1.0
6.0
3.0
A
B
C
A
B
2.0
1.0
3.0
1.0
4.0
1.0
1.0
5.0
3.0
1.0
3.0
2.0
2.0
3.0
4.0
3.0
1.0
2.0
3.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
3.0
6.0
7.0
1.0
2.0
3.0
–
–
4.0
C
1.0
3.0
2.0
2.0
1.0
3.0
1.0
3.0
1 Cat A or Category A are projects with potential significant adverse environmental and social risks and/or impacts that are diverse, irreversible or unprecedented
2 Cat B or Category B are projects with potential limited adverse environmental and social risks and/or impacts that are few in number, generally site-specific,
largely reversible and readily addressed through mitigation measures
3 Cat C or Category C are projects with minimal or no adverse environmental and social risks and/or impacts
4
In line with Equator Principles 4, Standard Chartered now reports those transactions that trigger project-related refinance
5 Designation is split into designated and non-designated countries. Designated countries are deemed by the Equator Principles to have robust environmental and
social governance, legislation systems and institutional capacity designed to protect their people and the natural environment. Non-designated countries are
countries that are not found on the list of designated countries. The list of countries can be found at www.equator-principles.com
6 Standard Chartered did not participate in any project advisory mandates that triggered the applicability of the Equator Principles in 2022
488
Standard Chartered – Annual Report 2022Supplementary informationSupplementary sustainability information Pillar 2: Operations
Environment
Reporting coverage of data
Units
Footnote
Measured
Scaled Up
Measured
Scaled Up
Measured
Scaled Up
2022
2021
2020
2021–2022
% change
Offices reporting
No. of offices
875
–
838
–
756
–
4
Net internal area of occupied
property
Green lease clause inclusion
Occupied net internal area
where data is collected
m2
%
%
Headcount
No. of
employees
Annual operating income from
1 October to 30 September
$ million
GHG emissions
Scope 1:
Scope 1 emissions (combustion
of fuels)
tCO2e
Scope 2:
Scope 2 emissions (purchased
electricity – location based)
Scope 2 emissions (purchased
electricity – market based)
Scope 1 & 24:
Scope 1 & 2 emissions (location
based)
Scope 1 & 2 emissions (UK and
offshore area only)
Scope 3:
Category 1: Purchased goods
(Other)
Purchased goods
(global data centres)
Category 2: Capital goods
Category 3: Fuel-and-energy-
related activities
Category 4: Upstream
transportation and distribution
Category 5: Waste generated
in operations
Category 6: Business travel
(air travel)
Business travel (miscellaneous
other than flights)
Category 7: Employee
commuting
Category 8: Upstream leased
assets
Category 9: Downstream
transportation and distribution
Category 10: Processing of sold
products
Category 11: Use of sold
products
Category 12: End of life
treatment of sold products
Category 13: Downstream
leased assets (corporate real
estate)
Downstream leased assets
(leased aircraft)
Category 14: Franchises
Category 15: Investments
Total scope 3
Total scope 1, 2 and 3
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
tCO2e
930,327
946,234
976,520
998,571
933,132
1,050,414
(5)
1
85
98
–
–
85
98
–
–
85
89
–
–
2
83,266
80,318
81,957
74,316
83,657
–
15,863
–
–
–
15,233
–
–
2
–
2,027
2,071
2,834
2,902
3,589
3,988
(29)
46,345
47,363
80,835
82,761
102,477
113,870
(43)
3
41,492
42,403
73,016
74,906
–
–
(43)
48,372
49,434
83,669
85,662
106,066
117,858
(42)
–
–
–
380,732
706
34,496
–
20,300
498
–
–
–
–
–
–
–
–
330,224
43,132
47,217
–
20,949
–
–
–
–
–
–
–
–
–
–
–
–
29,562
(98)
–
–
–
–
–
–
–
–
39,107
3,410
3,654
31,617
33,930
970
5, 6
7
5, 6
8
6
9, 10
11
5, 6
10, 12
13
14
15
15
15
10, 16
10, 17
18
19
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2,654
61,917
–
–
–
–
–
8,594
1,671,867
–
–
–
–
–
–
–
–
–
–
–
4,994
–
–
–
–
–
–
–
–
–
– 58,500,000
– 45,200,000
60,720,871
60,770,305
45,650,190
45,735,852
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
63,492
181,350
–
–
–
–
–
–
–
–
–
–
29
489
Standard Chartered – Annual Report 2022Supplementary information Pillar 2: Operations continued
Environment continued
GHG emissions – Intensity:
By $m operating income
Scope 1 & 2 emissions/
$m operating income
Scope 1, 2 & 3 emissions/
$m operating income
Environmental resource
efficiency
Energy
Indirect non-renewable energy
consumption
GWh/year
Indirect renewable energy
consumption
Direct non-renewable energy
consumption
Direct renewable energy
consumption
Energy consumption
Energy consumption (UK and
offshore area only)
Energy consumption/
Headcount
GWh/year
GWh/year
GWh/year
GWh/year
GWh/year
kWH/
headcount/
year
Water
Water consumption
ML/year
% water consumption in
regions of high or extremely
high water stress
Water consumption/
Headcount
Waste
Waste
Waste/Headcount
%
m3/
Headcount/
year
ktonnes/year
kg/
Headcount/
year
Waste reused or recycled
%
Footnotes
Units
Footnote
Measured
Scaled Up
Measured
Scaled Up
Measured
Scaled Up
2022
2021
2020
2021–2022
% change
tCO2e
tCO2e
–
–
3
12
–
–
6
36
–
–
8
(47)
35
(66)
20
21
22
23
24
140
142
139
142
164
184
(0)
23
10
1
174
6
24
10
1
177
6
27
12
1
179
5
28
12
1
183
5
13
15
1
192
–
14
17
1
216
–
(13)
(16)
29
(3)
24
2,094
2,129
2,229
2,233
2,260
2,544
(5)
265
385
256
384
363
483
0
0
3
1
17
35
–
5
2
19
–
30
30
3
2
28
32
5
4
43
–
–
4
4
43
23
–
(100)
6
5
65
–
(2)
(54)
(55)
–
1 Percentage of green lease clause inclusion in all new and renewed leases within the reporting year
2 Refers to the Group’s headcount as at 31 December 2022
3 Market-based data was first reported in 2021 and is unavailable for previous years. All aggregate and intensity emissions figures use location based data as their
foundation
4 We use an independent third-party assurance provider to verify our greenhouse gas (GHG) emissions. In 2022, our measured Scope 1 and Scope 2 emissions, as
well as waste and water consumption, were assured by Global Documentation Ltd, ensuring the accuracy and credibility of our reporting. All energy consumed in
the UK is from verified renewable sources and therefore this is zero
5 Emissions reporting for purchased goods (other), capital goods and miscellaneous travel other than flights for the period 2020 and 2021 was finalised during 2022
and reported in our CDP submission
6 Calculation of category 1: Purchased Goods, category 2: Capital Goods, category 4: Upstream Transportation and Distribution and Category 6: Miscellaneous
travel is based on lagged data from the period 1 Jan 2021 to 31 December 2021. Estimated supplier emissions for 2022 expected to be available in Q2 2023
7 The decrease in emissions from data centers was due to the offset of REC’s (Renewable Energy Certificate) against the total energy consumption. REC’s are a type
of Energy Attribute Certificate that represents the environmental attributes of the generation of a one-megawatt hour (MWh) of energy produced by renewable
sources ie the proportion of power sourced from a national grid that is produced using renewable energy sources
8 Not relevant. We have no fuel or energy related activities which are not already captured in Scope 1 or 2 submission. Standard Chartered are a financial institution
and as such we do not mine, refine, transmit or distribute fuels. there are therefore no losses in said activities. We also do not generate power to sell to market.
We only generate power from standby generators for our own consumption. Emissions from this activity is covered under Scope 1 emissions
9 Emissions from waste extrapolated for whole company from measured office data using both landfill and recycled emission factors from Commercial and
Industrial Waste sourced from DEFRA
10 Emissions for Category 5: Waste generated in operations, Category 7: Employee Commuting and Category 13: Downstream Leased Assets was measured and
reported for the first time in 2022
490
Standard Chartered – Annual Report 2022Supplementary informationSupplementary sustainability information 11 Measured Scope 3 flight emissions are drawn from reliable data collected from 35 countries, based on seating class and distance flown. This data is then scaled
up to reflect the portion of the portfolio we do not gather measurements from. As we operate largely outside of the UK, all flights domestic or international with
flight distance of less than 785km, labeled by the Department for Business, Energy and Industrial Strategy (DBEIS) as domestic flights, have been classified as
short haul. All flights with distance flown ranging from 785 to 3,700km, labeled by DBEIS as short haul have been classified as medium haul. All flights with a
distance flown in excess of 3,700km are classified as long haul
12 Commuting and working from home emissions extrapolated for the whole company from a sample survey responses for a selection of sites and countries, which
examined distance/mode of transport and heating/cooling at home. The Calculation is based on the Homeworking Emissions Whitepaper, EcoAct 2020
13 Not relevant. Scope 3 emissions from upstream leased assets are not relevant as they are included in Scope 1 and 2 emissions. The Group leases approximately
70% of its portfolio, either whole building or part from Landlords
14 Not relevant. As a financial institution, the Group does not transport or distribute products on a material scale. Most of our products are electronically distributed
using technology hosted in third-party data centers, disclosed under Scope 3 Category 1
15 Not relevant. As a provider of financial services, our products are predominantly intangible. Therefore this is not a material source of emissions for our business
16 Emissions derived from real estate downstream leased assets ie those assets owned but not occupied by SCB. Measured and applied with energy use intensity
value to create a consumption in kWhs per annum and then multiplied by country emission factor
17 This is the downstream leased assets in the groups aviation portfolio. Scope 1 and 2 emissions have been included
18 Not relevant. The Group does not operate any franchises
19 These are financed emissions of our CCIB lending portfolio. Our financed emissions in 2022 are 58.5 MTCO2e, up from 45.2 MTCO2e in 2021. This was following
the inclusion of 3 additional transport sectors into the financed emissions calculation. For further details refer to the Measurement and progress of our financed
emissions : sectoral deep dives for further details. Our analysis currently covers 61% of the financed emissions of the CCIB portfolio with further sectors to be added
to the analysis in future
20 We measured data from 98% of our properties to calculate our energy use across our properties. This is then scaled up to reflect the portion of the portfolio we do
not gather measurements from warehouses, empty land, car parks, unoccupied sites for business continuity purposes, residential properties, space occupied by
automated teller machines, vaults and space sub-let to tenants are excluded from this extrapolation. Figures for renewable, non-renewable and total energy in
GWh are rounded to one decimal place – therefore some discrepancies in rounded sum totals may arise. Total consumption figures have been verified as accurate
from source data. This also applies to previous periods which are therefore restated to the same level of detail. Further detail on the types of energy included
within these calculations can be found at sc.com/environmentcriteria
21 This value represents the total energy of heating, cooling and electricity consumption globally. Total energy use is normalised to reflect periods of vacancy in
certain sites during the reporting period
22 We measured data from 69% of our properties to calculate our water use across our properties. This is then scaled up to reflect the portion of the portfolio we do
not gather measurements from
23 Areas of high and extremely high water stress determined according to WRI Aqueduct tool. As accessed on 27 Jan 2023, these countries are South Africa,
Saudi Arabia, Bharain, Oman, Qatar, UAE, Pakistan, India, Thailand, China, Egypt and Türkiye. This is a new reporting addition for 2022
24 We measured data from 92% of our properties to calculate our waste across our properties. This is then scaled up to reflect the portion of the portfolio we do not
gather measurements from
Additional notes on environment data
The emissions within our inventory correspond to a reporting period of 1 October 2021 to 30 September 2022. This is to allow
sufficient time for independent assurance to be gained prior to the publication of results. Accordingly, the operating income
used in this inventory corresponds to the same period rather than the calendar year used in financial reporting. This is consistent
with international carbon reporting practice.
We use an independent third-party assurance provider to verify our greenhouse gas (GHG) emissions. Our Scope 1 and 2
emissions are independently assured by Global Documentation, in accordance with ISO 14064.
Read our environment reporting criteria at
sc.com/environmentcriteria
Read our independent assurance report at
sc.com/environmentalassurance
491
Standard Chartered – Annual Report 2022Supplementary information Supplementary information
Supplementary sustainability information
Pillar 2: Operations continued
Supply chain spend
Top 10 sourcing locations by % overall spend
Singapore
United Kingdom
India
Hong Kong
China3
Korea
USA
United Arab Emirates
Malaysia
Taiwan
Regional spend
Asia
Europe and Americas
Africa and Middle East
Regional spend
Technology
Professional Services
Property
Marketing
Human Resources
Banking Operations
Travel
Office Supplies
Others
Number of
first tier
supplier
organisations
(with spend
in 2022)
#1,2
Number of
local suppliers
(by payment
market)
#1,2
Number
of global4
suppliers
(by payment
market)
#1,2
% of total
third-party
spend
%1,2
37
14
11
9
5
3
3
2
2
2
74
18
8
44
18
15
11
7
3
2
1
1
1,465
818
2,229
769
894
597
266
392
568
492
9,059
1,639
3,543
1,544
2,125
2,629
1,858
1,417
357
459
828
520
971
512
2,038
475
779
568
144
225
427
410
7,312
997
2,610
1,310
1,914
2,565
1,764
1,299
335
426
795
511
494
306
191
294
115
29
122
167
141
82
1,747
642
933
234
211
64
94
118
22
33
33
9
1 Please note that suppliers are counted by generic name (e.g. all DHL legal entities are counted as one DHL)
2 The same supplier may be used in more than one market
3
‘China’ refers to the People’s Republic of China and, for the purposes of this document only, excludes Hong Kong Special Administrative Region (Hong Kong),
Macau Special Administrative Region (Macau) and Taiwan, ‘Korea’ or ‘South Korea’
4 Suppliers with payments in more than one market
Pillar 3: Communities
Charitable Giving
Total ($million)
Cash contributions
Employee time (non-cash item)
Gifts In Kind (non-cash item)1
Management costs
Total (direct investment by the Group)
Leverage2
Total (incl. leverage)
Percentage of prior year operating profit (PYOP) %
1 Gifts In Kind comprises all non-monetary donations
2 Leverage data relates to the proceeds from staff and other fundraising activity
492
Standard Chartered – Annual Report 2022
FY’22
24
18
0
5
46
5
51
2
FY’21
28
11
3
5
47
2
49
3
FY’20
72
12
1
4
89
7
96
3
2022 Sustainability Aspirations
Pillar 1: Business
Target Date
Status
2022 Progress
Sustainable Finance
Mobilise $300bn of Sustainable Finance1
Launch and grow green mortgages in key
markets across our footprint
Jan 2021 – Dec 2030
Jan 2022 – Dec 2023
Jan 2022 – Dec 2022
Jan 2020 – Jan 2030
Mobilised $23.4 billion, bringing the total
facilitated since 2021 to $48 billion.
Green Mortgages were successfully launched in
Vietnam, Korea and Malaysia. Green Mortgages
are now live in a total of six markets including
Taiwan, Hong Kong and Singapore.
Developed 2030 emissions baseline and targets
for Aviation, Shipping and Automotive
Manufacturers.
Through our Environment & Social risk assessment
process we have identified clients who are
currently >80% dependent on thermal coal and
are engaging with them to understand their
transition plans where applicable. Progress will be
closely monitored during 2023.
Jan 2020 – Dec 2030
We remain on track for a 2030 delivery.
See page 81 for progress made in 2022.
Jan 2022 – Dec 2023
We completed emissions baseline measurements
for Singapore, Hong Kong and Korea.
Jan 2020 – Dec 2024
Enrolled 4,440 suppliers and buyers bringing the
total enrolled since Jan 2020 to 11,593.
Jun 2021 – Dec 2025
Climate
Measure, manage and reduce emissions
associated with our financing via the
implementation of our net zero ambition
Only provide financial services to clients
who are:
By 2024, less than 80% dependent on thermal
coal (based on % revenue);
By 2025, less than 60% dependent on thermal
coal (based on % revenue);
By 2027, less than 40% dependent on thermal
coal (based on % revenue);
By 2030, less than 5% dependent on thermal
coal (based on % revenue)
Achieve emissions reduction in our most carbon-
intensive sectors of:
63% in Power (Scopes 1 and 2 intensity);
33% in Steel Producers (Scopes 1 and 2 intensity);
33% in Mining (ex Coal) (Scopes 1 and 2
intensity);
30% in Oil and Gas (Scopes 1, 2 and 3 intensity)
and;
85% emissions reduction in coal mining (Scopes
1, 2 and 3 absolute)
Measure and report mortgage emissions with a
view to setting targets by 2023
Commerce
Bank 10,000 of our clients’ international and
domestic networks of suppliers and buyers
through banking the ecosystem programmes
Impact Finance
Double Sustainable Investing Assets Under
Management across a holistic proposition
including Mutual Funds, Exchange Traded
Funds (ETFs), Bonds, Equities, Structured
Products, Discretionary Portfolio Mandates
(DPMs) and Insurance Linked Plans (ILPs)
Integrate ESG considerations in wealth
management advisory activities
Jan 2021 – Dec 2025
Negative market valuation and developing
regulation around classification of sustainable
assets resulted in required adjustments on our
Sustainable Investing Assets Under Management
(AUM). Although this required an adjustment to
our AUM, we welcome the developing regulation
around classification to ensure more stringent
standards.
We have started to embed ESG factors into stock
selection as part of the advisory process. We
include ESG training for our bankers and also seek
to include ESG topics in some of our client events.
l
S
u
p
p
e
m
e
n
t
a
r
y
i
n
f
o
r
m
a
t
i
o
n
Standard Chartered – Annual Report 2022
493
Pillar 2: Operations
People
Target Date
Status
2022 Progress
Increase gender representation to 35% women
in senior roles
Sep 2016 – Dec 2025
Increase our ‘Culture of Inclusion’ score to 84.5%
Jan 2020 – Dec 2024
Embed an integrated health and wellbeing
strategy to support building and re-skilling a
future-ready, diverse workforce
Jan 2020 – Dec 2022
Create Diversity & Inclusion Supplier Plans for
all our markets2 to support 40% of our newly
onboarded suppliers being diverse
Jan 2022 – Dec 2025
Grow our employee MyVoice score to the
question “The way we operate day-to-day is
aligned with our sustainability strategy” from
2021 baseline of 84% to 88%3
Support at least 50% of all employees to
complete our learning programme on
Sustainability
Support at least 70% of relevant employees
to complete our Sustainable Finance
training programme
Jan 2022 – Dec 2024
Jan 2022 – Dec 2022
Environment
Reduce annual Scope 1 & 2 greenhouse gas
emissions to net zero by 2025
Jan 2019 – Dec 2025
Source all energy from renewable sources
Jan 2020 – Dec 2025
Achieve and maintain flight emissions 28%
lower than our 2019 baseline of 94,000 tonnes
Jan 2021 – Dec 2023
Reduce waste per colleague to 40kg per year
Jan 2020 – Dec 2025
Recycle 90% of waste
Jan 2020 – Dec 2025
Offset all residual emissions from our operations
(Scope 1 and 2, Scope 3 flights, waste and data
centres), doubling our average cost from $7.65 in
2021 to $15 per tonne in 2022
Jan 2022 – Dec 2022
494
In 2022, the proportion of women in senior
leadership roles has increased to 32.1%. This is up
by 1.4 percentage points from December 2021
(30.7%) and 7.1 percentage points since December
2016 (25%).
In our annual MyVoice survey, 83.1% of employees
reported positive sentiments around our culture of
inclusion. We remain on track for our overall 2024
target.
Progress has been made in multiple areas to
embed the strategy. This includes global offerings
such as flexi-working, our mental health app, a
physical wellbeing online platform, an employee
assistance programme, wellbeing toolkits,
learning programmes on resilience as well as a
growing network of trained Mental Health First
Aiders. In 2022, colleagues indicated through the
MyVoice survey that they feel better supported
on their wellbeing needs than in 2021. However,
globally, the levels of stress felt by employees
increased in survey from the previous year.
93% of our highest spend markets have
Diversity & Inclusion plans. As at December 2022,
on average 37% of our newly onboarded suppliers
were diverse.
Achieved a score of 84% in 2022. We are taking
action to move towards our 2024 target of 88%.
15% of all employees completed our learning
programme on Sustainability. While this fell short
of the 50% target we had set, we are pleased
with the preliminary progress given the voluntary-
nature of the training. The learning programme
will continue to be promoted during 2023 to
continue to build skills and knowledge across
the bank.
The target of 70% completion rate was met for
the Sustainable Finance training. On average,
95% of relevant employees completed this
training programme across the three certificates.
Achieved 2022 target of 49,434 tonnes of CO2
equivalent (tCO2e), a reduction of over 40% on
our 2021 Scope 1 & 2 emissions of 85,000 tCO2e.
All markets where clean energy can be purchased
through Power Purchase Agreements (PPAs) and
utility companies are complete.
Remaining countries where we can buy Energy
Attribute Certificates (EACs) are 75% complete.
Remaining 25% to be completed by end 2025.
Reported 39,107 tCO2e and remain well ahead of
our 28% flight emissions reduction target for 2023.
We reduced the overall waste generated by 37%,
and by 39% on a per employee basis to 19.2kg,
achieving our target three years ahead of
schedule. This was primarily due to new ways of
working which resulted in reduced employee
presence in our buildings.
35% of waste was recycled in 2022. We remain on
track with plans to introduce new vendors through
partnerships in 2024.
Achieved our 2022 target through our carbon
credit purchases.
Standard Chartered – Annual Report 2022Supplementary informationSupplementary sustainability information Pillar 2: Operations continued
Target Date
Status
2022 Progress
Conduct and Compliance
Tackle financial crimes by contributing to
developing typologies and red flags for
financial flows, training frontline staff to
identify potential suspicious transactions and
participating in public-private partnerships to
share intelligence and good practices
Ongoing
Develop and deliver a targeted outreach
programme, including through key international
platforms, aimed at safely and transparently
reducing barriers to capital mobilisation for
sustainable development
Jan 2022 – Dec 2024
The Group contributed to the development of
typologies and red flags to assess financial flows
and to tackle financial crime. We also engaged
with officials on the financial services regulatory
environment, in particular on prudential, financial
markets, conduct and financial crime frameworks.
In 2022, we also launched the ‘Understanding our
Financial Crime Risks’ course to train staff on the
various impacts of financial crime.
Continued to successfully engage via
international and regional platforms through
2022 to support our intention to scale up
sustainable finance and reduce barriers to capital
mobilisation. These platforms and engagements
have promoted blended finance, sustainable
infrastructure, carbon markets, transition finance,
capacity building and sustainability-related
disclosures as key mobilisation mechanisms.
Pillar 3: Communities
Target Date
Status
2022 Progress
Communities
Invest 0.75% of prior year operating profit
(PYOP) in our communities
Raise $75m for Futuremakers by Standard
Chartered
Ongoing
Jan 2019 – Dec 2023
Education: Reach one million girls and young
women through Goal
Jan 2006 – Dec 2023
Employability: Reach 100,000 young people
Jan 2019 – Dec 2023
Increase participation for employee
volunteering to 55%
Jan 2020 – Dec 2023
Contributed $51.2 million to the community in
2022, which represents 1.5% of PYOP.
$14.7 million was contributed through fundraising
and donations by the Group in 2022, taking the
total to $78.7 million in the last four years.
We reached 93,268 girls and young women,
which is below our year-end target of 115,000 girls.
This brings the total reach from 2006 to 2022 to
827,297 girls and young women. In 2023 we will
work to compensate for the lag in the past couple
of years due to COVID-19 programme disruptions.
105,014 young people participated in
employability programmes. This brings the total
to 218,144 young people reached from 2019 to
2022.
Employee volunteering participation rate was
39% in 2022. 32,706 of our colleagues volunteered
for a total of 49,528 days. We have exceeded our
2022, 33% participation target by 6 percentage
points and have a plan in place to meet the 2023
55% participation target.
Concluded in the year
Ongoing aspirations
Achieved
Not achieved
On track
Not on track
1 Business banking SME and Microfinance lending is the provision of finance to Development Assistance Committee (DAC) lower and middle lower income
countries as per the Organisation for Economic Co-operation and Development (OECD). The inclusion of business banking is linked to the “Access to Finance”
sub theme within the Group’s Green and Sustainable product framework incorporating Employment generation, and programmes designed to prevent and/or
alleviate unemployment, including through the potential effect of SME financing and microfinance. With the inclusion of business banking, the Entrepreneur
(Lending to SME’s and Microfinance) aspirations would be double counted and these aspirations have therefore been retired
2 Refers to in-scope markets with Supply Chain Management (SCM) presence
3 The wording of the question asked from colleagues in the MyVoice survey has been amended to reflect the redefinition ofthe Group’s Sustainability Vision.
Therefore, the wording in this Sustainability Aspiration has been modified to reflect this change
495
Standard Chartered – Annual Report 2022Supplementary information Shareholder information
Dividend and interest payment dates
Ordinary shares
Results and dividend announced
Ex-dividend date
Record date for dividend
Last date to amend currency election instructions for cash dividend*
Dividend payment date
*
In either US dollars, sterling, or Hong Kong dollars
Preference shares
73∕8 per cent non-cumulative irredeemable preference shares of £1 each
81∕4 per cent non-cumulative irredeemable preference shares of £1 each
6.409 per cent non-cumulative redeemable preference shares of $5 each
7.014 per cent non-cumulative redeemable preference shares of $5 each
Final dividend
16 February 2023
23 (UK) 22 (HK) February 2023
24 February 2023
11 April 2023
11 May 2023
1st half yearly dividend
2nd half yearly dividend
1 April 2023
1 April 2023
30 January and
30 April 2023
30 January 2023
1 October 2023
1 October 2023
30 July and
30 October 2023
30 July 2023
Donating shares to ShareGift
Shareholders who have a small number of shares often find
it uneconomical to sell them. An alternative is to consider
donating them to the charity ShareGift (registered charity
1052686), which collects donations of unwanted shares until
there are enough to sell and uses the proceeds to support
UK charities. There is no implication for capital gains tax
(no gain or loss) when you donate shares to charity, and
UK taxpayers may be able to claim income tax relief on the
value of their donation.
Further information can be obtained from the Company’s registrars
or from ShareGift on 020 7930 3737 or from sharegift.org
Bankers’ Automated Clearing System (BACS)
Dividends can be paid straight into your bank or building
society account.
Please register online at investorcentre.co.uk or contact our
registrar for a dividend mandate form
Registrars and shareholder enquiries
If you have any enquiries relating to your shareholding and
you hold your shares on the UK register, please contact our
registrar at investorcentre.co.uk and click on the “ASK A
QUESTION” link at the bottom of the page. Alternatively,
please contact Computershare Investor Services PLC,
The Pavilions, Bridgwater Road, Bristol, BS99 6ZZ or call
the shareholder helpline number on 0370 702 0138.
If you hold your shares on the Hong Kong branch register and
you have enquiries, please contact Computershare Hong
Kong Investor Services Limited, 17M Floor, Hopewell Centre,
183 Queen’s Road East, Wan Chai, Hong Kong.
You can check your shareholding at computershare.com/hk/investors
Annual General Meeting
The Annual General Meeting (AGM) will be held on
Wednesday 3 May 2023 at 11:00 UK time (18:00 Hong Kong
time). Further details regarding the format, location and
business to be transacted at the meeting will be disclosed
within the 2023 Notice of AGM.
Details of voting at the Company’s AGM and of proxy votes cast can
be found on the Company’s website at sc.com/agm
Interim results
The interim results will be announced to the London Stock
Exchange, The Stock Exchange of Hong Kong Limited and
put on the Company’s website.
Country-by-Country Reporting
In accordance with the requirements of the Capital
Requirements (Country-by-Country Reporting) Regulations
2013, the Group will publish additional country-by-country
information in respect of the year ended 31 December 2022,
on or before 31 December 2023. We have also published our
approach to tax and tax policy.
This information will be available on the Group’s website at sc.com
Pillar 3 Reporting
In accordance with the Pillar 3 disclosure requirements, the
Group will publish the Pillar 3 Disclosures in respectof the year
ended 31 December 2022, on or before 28 February 2023.
This information will be available on the Group’s website at sc.com
ShareCare
ShareCare is available to shareholders on the Company’s UK
register who have a UK address and bank account. It allows
you to hold your Standard Chartered PLC shares in a nominee
account. Your shares will be held in electronic form so you will
no longer have to worry about keeping your share certificates
safe. If you join ShareCare, you will still be invited to attend
the Company’s AGM and you will receive any dividend at
the same time as everyone else. ShareCare is free to join
and there are no annual fees to pay.
If you would like to receive more information, please visit our
website at sc.com/shareholders or contact the shareholder
helpline on 0370 702 0138
496
Standard Chartered – Annual Report 2022Supplementary informationShareholder information Substantial shareholders
The Company and its shareholders have been granted partial
exemption from the disclosure requirements under Part XV of
the Securities and Futures Ordinance (SFO). As a result of this
exemption, shareholders no longer have an obligation under
Part XV of the SFO (other than Divisions 5, 11 and 12 thereof) to
notify the Company of substantial shareholding interests, and
the Company is no longer required to maintain a register of
interests of substantial shareholders under section 336 of the
SFO. The Company is, however, required to file with The Stock
Exchange of Hong Kong Limited any disclosure of interests
made in the UK.
Taxation
No tax is currently withheld from payments of dividends by
Standard Chartered PLC. Shareholders and prospective
purchasers should consult an appropriate independent
professional adviser regarding the tax consequences of an
investment in shares in light of their particular circumstances,
including the effect of any national, state or local laws.
Previous dividend payments (unadjusted for the impact of the 2015/2010/2008 rights issues)
Dividend and
financial year
Payment date
Dividend per ordinary share
Final 2008
15 May 2009
42.32c/28.4693p/HK$3.279597
Interim 2009
8 October 2009
21.23c/13.25177p/HK$1.645304
Final 2009
13 May 2010
Interim 2010
5 October 2010
Final 2010
11 May 2011
Interim 2011
7 October 2011
Final 2011
15 May 2012
Interim 2012
11 October 2012
Final 2012
14 May 2013
Interim 2013
17 October 2013
Final 2013
14 May 2014
Interim 2014
20 October 2014
Final 2014
14 May 2015
Interim 2015
19 October 2015
Final 2015
No dividend declared
Interim 2016
No dividend declared
Final 2016
No dividend declared
Interim 2017
No dividend declared
Final 2017
17 May 2018
Interim 2018
22 October 2018
Final 2018
16 May 2019
Interim 2019
21 October 2019
44.80c/29.54233p/HK$3.478306
23.35c/14.71618p/HK$1.811274/INR0.9841241
46.65c/28.272513p/HK$3.623404/INR1.99751701
24.75c/15.81958125p/HK$1.928909813/INR1.137971251
51.25c/31.63032125p/HK$3.9776083375/INR2.66670151
27.23c/16.799630190p/HK$2.111362463/INR1.3498039501
56.77c/36.5649893p/HK$4.4048756997/INR2.9762835751
28.80c/17.8880256p/HK$2.233204992/INR1.68131
57.20c/33.9211444p/HK$4.43464736/INR3.3546261
28.80c/17.891107200p/HK$2.2340016000/INR1.6718425601
57.20c/37.16485p/HK$4.43329/INR3.5140591
14.40c/9.3979152p/HK$1.115985456/INR0.861393721
N/A
N/A
N/A
N/A
11.00c/7.88046p/HK$0.86293/INR0.6536433401
6.00c/4.59747p/HK$0.46978/INR0.36961751
15.00c/11.569905p/HK$1.176260/INR0.9576916501
7.00c/5.676776p/HK$0.548723/INR0.4250286001
Final 2019
Dividend withdrawn
Interim 2020
No dividend declared
N/A
N/A
Final 2020
20 May 2021
9.00c/6.472413p/HK$0.698501
Interim 2021
22 October 2021
3.00c/2.204877p/HK$0.233592
Final 2021
12 May 2022
9.00c/6.894144p/HK$0.705772
Interim 2022
14 October 2022
4.00c/3.675912p/HK$0.313887
Cost of one new ordinary share
under share dividend scheme
£8.342/$11.7405
£13.876/$22.799
£17.351/$26.252
£17.394/$27.190
£15.994/$25.649
£14.127/$23.140
£15.723/$24.634
£13.417/$21.041
£17.40/$26.28792
£15.362/$24.07379
£11.949/$19.815
£12.151/$20.207
£9.797/$14.374
£8.5226/$13.34383
N/A
N/A
N/A
N/A
£7.7600/$10.83451
£6.7104/$8.51952
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
1 The INR dividend is per Indian Depository Receipt. In March 2020, the Group announced the termination of the IDR programme. The IDR programme was formally
delisted from the BSE Limited (formerly the Bombay Stock Exchange) and National Stock Exchange of India Limited with effect from 22 July 2020
Chinese translation
If you would like a Chinese version of the 2022 Annual Report
please contact Computershare Hong Kong Investor Services
Limited, 17M Floor, Hopewell Centre, 183 Queen’s Road East,
Wan Chai, Hong Kong.
二〇二二年年報之中文譯本可向香港中央證券登記有限公司索取，地
址：香港灣仔皇后大道東183號合和中心17M樓。
Shareholders on the Hong Kong branch register who have
asked to receive corporate communications in either
Chinese or English can change this election by contacting
Computershare.
If there is a dispute between any translation and the English
version of this Annual Report, the English text shall prevail.
Electronic communications
If you hold your shares on the UK register and in future you
would like to receive the Annual Report electronically rather
than by post, please register online at: investorcentre.co.uk.
Click on ‘register’ and follow the instructions. You will need to
have your Shareholder or ShareCare reference number to
hand. You can find this on your share certificate or ShareCare
statement. Once you have registered and confirmed your
email communication preference, you will receive future
notifications via email enabling you to submit your proxy vote
online. In addition, as a member of Investor Centre, you will be
able to manage your shareholding online and submit dividend
elections electronically and change your bank mandate or
address information.
497
Standard Chartered – Annual Report 2022Supplementary information Important notices
Forward-looking statements
The information included in this document may contain
‘forward-looking statements’ based upon current
expectations or beliefs as well as statements formulated
with assumptions about future events. Forward-looking
statements include, without limitation, projections, estimates,
commitments, plans, approaches, ambitions and targets
(including, without limitation, ESG commitments, ambitions
and targets). Forward-looking statements often use words
such as ‘may’, ‘could’, ‘will’, ‘expect’, ‘intend’, ‘estimate’,
‘anticipate’, ‘believe’, ‘plan’, ‘seek’, ‘aim’, ‘continue’ or other
words of similar meaning. Forward-looking statements may
also (or additionally) be identified by the fact that they do not
relate only to historical or current facts.
By their very nature, forward-looking statements 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.
Readers should not place reliance on, and are cautioned
about relying on, any forward-looking statements.
There are several factors which could cause actual results to
differ materially from those expressed or implied in forward-
looking statements. The factors that could cause actual
results to differ materially from those described in the
forward-looking statements include (but are not limited to):
changes in global, political, economic, business, competitive
and market forces or conditions, or in future exchange and
interest rates; changes in environmental, geopolitical, social or
physical risks; legal, regulatory and policy developments,
including regulatory measures addressing climate change
and broader sustainability-related issues; the development
of standards and interpretations, including evolving
requirements and practices in Environmental, Social and
Governance reporting; the ability of the Group, together with
governments and other stakeholders to measure, manage,
and mitigate the impacts of climate change and broader
sustainability-related issues effectively; risks arising out of
health crises and pandemics; risks of cyber-attacks, data,
information or security breaches or technology failures
involving the Group; changes in tax rates, future business
combinations or dispositions; and other factors specific to
the Group, including those identified in this Annual Report
and financial statements of the Group. Any forward-looking
statements contained in this document are based on past or
current trends and/or activities of the Group and should not
be taken as a representation that such trends or activities will
continue in the future.
No statement in this document is intended to be, nor should
be interpreted as, a profit forecast or to imply that the
earnings of the Group for the current year or future years
will necessarily match or exceed the historical or published
earnings of the Group. Except as required by any applicable
laws or regulations, the Group expressly disclaims any
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.
Please refer to this document for a discussion of certain
of the risks and factors that could adversely impact the
Group’s actual results, and its plans and objectives, to differ
materially from those expressed or implied in any forward-
looking statements.
498
Financial instruments
Nothing in this document shall constitute, in any jurisdiction,
an offer or solicitation to sell or purchase any securities
or other financial instruments, nor shall it constitute a
recommendation or advice in respect of any securities or
other financial instruments or any other matter.
Basis of Preparation and Caution Regarding
Data Limitations
This section is specifically relevant to, amongst others,
the sustainability and climate models, calculations and
disclosures throughout this report.
The information contained in this document has been
prepared on the following basis:
i. certain information in this document is unaudited;
ii. all information, positions and statements set out in this
document are subject to change without notice;
iii. the information included in this document does not
constitute any investment, accounting, legal, regulatory
or tax advice or an invitation or recommendation to enter
into any transaction;
iv. the information included in this document may have been
prepared using models, methodologies and data which
are subject to certain limitations. These limitations include:
a lack of reliable data (due, amongst other things, to
developing measurement technologies and analytical
methodologies); a lack of standardisation of data
(given, amongst other things, the lack of international
coordination on data and methodology standards);
and future uncertainty (due, amongst other things,
to changing projections relating to technological
development and global and regional laws, regulations
and policies, and the inability to make use of strong
historical data);
v. models, external data and methodologies used in
information included in this document are or could be
subject to adjustment which is beyond our control;
vi. any opinions and estimates should be regarded as
indicative, preliminary and for illustrative purposes only.
Expected and actual outcomes may differ from those set
out in this document (as explained in the “Forward-looking
statements” section);
vii. some of the related information appearing in this
document may have been obtained from public and
other sources and, while the Group believes such
information to be reliable, it has not been independently
verified by the Group and no representation or warranty
is made by the Group as to its quality, completeness,
accuracy, fitness for a particular purpose or non-
infringement of such information;
viii. for the purposes of the information included in this
document, a number of key judgements and assumptions
have been made. It is possible that the assumptions
drawn, and the judgement exercised may subsequently
turn out to be inaccurate. The judgements and data
presented in this document are not a substitute for
judgements and analysis made independently by
the reader;
ix. any opinions or views of third parties expressed in this
document are those of the third parties identified, and not
of the Group, its affiliates, directors, officers, employees or
agents. By incorporating or referring to opinions and views
of third parties, the Group is not, in any way, endorsing or
supporting such opinions or views;
Standard Chartered – Annual Report 2022Supplementary informationShareholder information x. whilst the Group bears primary responsibility for the
information included in this document, it does not accept
responsibility for the external input provided by any third
parties for the purposes of developing the information
included in this document;
xi. the data contained in this document reflects available
information and estimates at the relevant time;
xii. where the Group has used any methodology or tools
developed by a third party, the application of the
methodology or tools (or consequences of its application)
shall not be interpreted as conflicting with any legal or
contractual obligations and such legal or contractual
obligations shall take precedence over the application of
the methodology or tools;
xiii. where the Group has used any underlying data provided
or sourced by a third party, the use of the data shall not be
interpreted as conflicting with any legal or contractual
obligations and such legal or contractual obligations shall
take precedence over the use of the data;
xiv. this Important Notice is not limited in applicability to
those sections of the document where limitations to data,
metrics and methodologies are identified and where this
Important Notice is referenced. This Important Notice
applies to the whole document;
xv. further development of reporting, standards or other
principles could impact the information included in this
document or any metrics, data and targets included in this
document (it being noted that Environmental, Social and
Governance reporting and standards are subject to rapid
change and development); and
xvi. while all reasonable care has been taken in preparing the
information included in this document, neither the Group
nor any of its affiliates, directors, officers, employees or
agents make any representation or warranty as to its
quality, accuracy or completeness, and they accept
no responsibility or liability for the contents of this
information, including any errors of fact, omission or
opinion expressed.
You are advised to exercise your own independent judgement
(with the advice of your professional advisers as necessary)
with respect to the risks and consequences of any matter
contained in this document.
The Group, its affiliates, directors, officers, employees or
agents expressly disclaim any liability and responsibility for
any decisions or actions which you may take and for any
damage or losses you may suffer from your use of or reliance
on this information. Copyright in all materials, text, articles
and information contained in this document (other than
third party materials, text, articles and information) is the
property of, and may only be reproduced with permission
of an authorised signatory of, the Group.
Copyright in materials, text, articles and information created
by third parties and the rights under copyright of such parties
are hereby acknowledged. Copyright in all other materials not
belonging to third parties and copyright in these materials as
a compilation vests and shall remain at all times copyright of
the Group and should not be reproduced or used except for
business purposes on behalf of the Group or save with the
express prior written consent of an authorised signatory of
the Group. All rights reserved.
499
Standard Chartered – Annual Report 2022Supplementary information Main awards and accolades in 2022
AmCham CSR Excellence Awards by
American Chamber of Commerce in
Thailand
• Standard Chartered Recognised –
12th Consecutive Year
Asian Banking and Finance Wholesale
Banking Awards
• International Swift Initiative of the
Year, Singapore
• International Data Initiative of the
Year, Singapore
The Asian Banker Excellence in Retail
Financial Services Awards’
• Best Digital Banking Services,
Hong Kong
• Best Wealth Management, Ghana
Corporate Treasurer Awards
• Best Transaction Bank, Hong Kong
• Best Trade Finance Bank, South Asia
• Best Cash Management Bank,
Hong Kong
The Asian Banker: Transaction Finance
Awards
• Best International Supply Chain
Finance Bank, Asia Pacific
• Most Sustainable Transaction Bank,
The Digital Banker: Digital CX Awards
• Best Transaction Bank for Digital CX,
United Kingdom
• Best Islamic Bank, Malaysia
Asia Pacific
• Best Transaction Bank for Digital CX,
Asiamoney Best
Bank Awards
• Best International
Bank, Bangladesh
• Best ESG Bank, Hong Kong
• Best ESG Bank, Vietnam
The Asset Triple A Awards
• Best RMB Bank in 21 markets
• Best Bond Adviser, Vietnam
• Best Green Bond, Vietnam
The Asian Banker: The Excellence in
Retail Financial Services Awards
• Most Recommended Retail Bank,
Taiwan
Asian Banking and Finance:
Retail Banking Awards
• Employer Award of the Year,
Hong Kong
• International Retail Bank of the Year,
Hong Kong
• ESG Programme of the Year,
• Best in Treasury and Working Capital,
Hong Kong
Taiwan
The Asset Triple A Treasury, Trade,
Sustainable Supply Chain, and Risk
Management Awards
• Best Transaction Bank, Malaysia
• Best Service Providers for Cash
Management in Sri Lanka
• Best Service Providers for Trade
Finance, Sri Lanka
The Asset Triple A
Sustainable Investing
Awards
• Best Sub-Custodian
Bank, Philippines
The Asset Triple A Sustainable Capital
Markets Country Awards
• Best Formosa Bond, Taiwan
Aviation 100 Middle East, Africa &
Islamic Deals of the Year Awards
• Bank of the Year, Middle East & Africa
• Lease Deal of the Year, Middle East &
Africa
Bloomberg
Businessweek
Chinese Edition
Financial
Institution Awards
• Bank of the Year, Hong Kong
• ESG Sustainability Bank of the Year,
Hong Kong
• Bank of the Year, Greater Bay Area
• FinTech Bank of the Year, Greater
Bay Area
• ESG Sustainability Bank of the Year,
Greater Bay Area
The Banker’s Bank of the Year Awards
• Best Bank, Bangladesh
Globally
• Best Wholesale/Transaction Bank for
Digital CX, United Kingdom
Global Finance World’s Best Islamic
Financial Institutions
• World’s Best Islamic Financial
Institution, Bangladesh
The Digital Banker – Global Retail
Banking Innovation Awards
• Winner – Outstanding Client
Onboarding & Account Opening,
India
• Highly Acclaimed – Best ESG initiative,
India
• Highly Acclaimed – Excellence in
Metaverse Investment, India
Euromoney Market Leaders
Recognitions
• Corporate Banking Market Leader,
Hong Kong
• SME Banking (Market Leader),
Hong Kong
• ESG Market Leader, Hong Kong
EMEA Finance Achievement Awards
• Best Export Credit Agency Syndicated
Loan and Best Structured Finance
Deal
Financial Times Statista
• Named one of Europe’s Climate
Leaders
500
Standard Chartered – Annual Report 2022Supplementary informationAwards • Best Equity Trading Platform for
Standard Chartered's award wins for
Global Finance Sustainable Finance Awards 2022
Forbes
• World’s Best Banks in China
Global Retail Banking Innovation
Awards
• Best Credit Card for BNPL, Singapore
SmartStocks, Malaysia
Global Finance
Sustainable Finance
Awards
• Outstanding
Leadership in Social
Bonds, Western Europe
• Outstanding Sustainable
Financing in Emerging
Markets, Western Europe
Global Business Review
• Best Foreign Bank, Vietnam –
Second Consecutive Year
Hong Kong Business High Flyers
Awards
• Bank of the Year, Hong Kong
Human Rights Campaign Foundation’s
Corporate Equality Index
• Received a Perfect Score, United
States – Fourth Consecutive Year
International Finance Awards
• Best CSR Bank, Bangladesh
• Best Digital Bank, Singapore
Korea Best Banker Awards
• The Financial Supervisory Service
Governor’s Award in the Best Social
contribution Category
MEA Finance Awards 2022
• Best Overall Wealth Management
Service, Middle East – Second
Consecutive Year
Metro Media & Hong Kong Quality
Assurance Agency
• Corporate Sustainability Award,
Greater Bay Area
Private Banker International Awards
• Outstanding Private Bank for
International Clients, United Kingdom
Retail Banker International: Asia
Trailblazer Awards
• Best Retail Bank, Taiwan
Singapore Business Review Technology
Excellence Awards
• Outstanding Artificial Intelligence on
Artificial Intelligence capability, India
• Great Place to Work-Certified™
Global
• Outstanding Leadership in Social Bonds
Taiwan Enterprise Sustainability
• Outstanding Sustainable Financing in Emerging Markets
Awards: Corporate Comprehensive
Regional
Performance
• Outstanding Leadership in Social Bonds
– Western Europe
• Foreign Companies Sustainability
• Outstanding Sustainable Financing in Emerging Markets
– Western Europe
Model Award – Sixth Consecutive Year
Wealth Briefing MENA Awards
• Most Innovative Wealth
Management Model, MENA –
Third Consecutive Year
WealthBriefing European Awards
• CPBB Europe, Best UK International
Clients Team, for the second year
running
• Best UK Private Bank Talent
Management & Diversity
Wealth Briefing Channel Islands
Awards
• Best Private Bank for ESG Investing
World Economic Magazine
• Best Retail Bank Taiwan 2022 by
World Economic Magazine
UN Women 2022 Philippines Women
Empowerment Principles (WEPs)
Awards
• 1st Runner Up, Gender-Inclusive
Workplace Category
Vietnam Economic Times
• Leading Foreign Bank
Visa
• Excellence in Consumer Credit Card
Business, Nepal
• Excellence in Vas Products, Nepal
Diversity & Inclusion and
employer awards
Asiamoney
• Best Bank for Diversity & Inclusion,
Taiwan
British Chamber of Commerce
• Diversity & Inclusion Champion of the
Year, Singapore
British Diversity Awards
• Highly Commended – Supplier
Diversity Programme of the Year,
Europe and Americas
Financial Times
• Listed as a Diversity Leader, United
Kingdom – Third Consecutive Year
Great Places to Work certified
• Poland – second consecutive year
• Sri Lanka – fourth consecutive year
• United States
HR Asia
• Best Companies to Work for in Asia,
Vietnam
Newsweek
• Top 100 places to
work, US
Retail Banker International:
Asia Trailblazer Awards
• Best Advance in Diversity and
Inclusion Initiatives, Taiwan
• Best Benefits, Wellness and Wellbeing
Program, Taiwan
Top LinkedIn Companies
• Top Financial Institution,
Singapore
• Ranked 2nd Overall,
Singapore – Second
Consecutive Year
WealthBriefing European Awards 2022
• Best UK International Clients Team,
CPBB Europe – Second Consecutive
Year
• Best Private Bank for Talent
Management & Diversity, United
Kingdom
Bloomberg Gender Equality Index
• Recognised – Seventh Consecutive
Year
Forbes
• World’s Best Employer
501
Standard Chartered – Annual Report 2022Supplementary information Glossary
Absolute financed emissions
A measurement of our attributed share
of our clients’ greenhouse gas emissions.
AT1 or Additional Tier 1 capital
Additional Tier 1 capital consists of
instruments other than Common
Equity Tier 1 that meet the Capital
Requirements Regulation (as it forms
part of UK domestic law) criteria for
inclusion in Tier 1 capital.
Additional value adjustment
See Prudent valuation adjustment.
Advanced Internal Rating
Based (AIRB) approach
The AIRB approach under the Basel
framework is used to calculate credit
risk capital based on the Group’s own
estimates of prudential parameters.
Alternative performance
measures
A financial measure of historical or
future financial performance, financial
position, or cash flows, other than a
financial measure defined or specified
in the applicable financial reporting
framework.
ASEAN
Association of South East Asian Nations
(ASEAN) which includes the Group’s
operations in Brunei, Indonesia,
Malaysia, Philippines, Singapore,
Thailand and Vietnam.
AUM or Assets under
management
Total market value of assets such as
deposits, securities and funds held by
the Group on behalf of the clients.
Basel II
The capital adequacy framework
issued by the Basel Committee on
Banking Supervision (BCBS) in June
2006 in the form of the International
Convergence of Capital Measurement
and Capital Standards.
Basel III
The global regulatory standards on
bank capital adequacy and liquidity,
originally issued in December 2010 and
updated in June 2011. In December 2017,
the BCBS published a document setting
out the finalisation of the Basel III
framework. The latest requirements
issued in December 2017 will be
implemented from 2022.
502
BCBS or Basel Committee on
Banking Supervision
A forum on banking supervisory matters
which develops global supervisory
standards for the banking industry. Its
members are officials from 45 central
banks or prudential supervisors from
27 countries and territories.
Basic earnings per share (EPS)
Represents earnings divided by the
basic weighted average number
of shares.
Basis point (bps)
One hundredth of a per cent (0.01 per
cent); 100 basis points is 1 per cent.
CRD or Capital Requirements
Directive
A capital adequacy legislative package
adopted by the PRA. CRD comprises the
Capital Requirements Directive and the
UK onshored Capital Requirements
Regulation (CRR). The package
implements the Basel III framework
together with transitional arrangements
for some of its requirements. CRD IV
came into force on 1 January 2014. The
EU CRR II and CRD V amending the
existing package came into force in
June 2019 with most changes starting to
apply from 28 June 2021. Only those
parts of the EU CRR II that applied on or
before 31 December 2020, when the
UK was a member of the EU, have
been implemented. The PRA recently
finalised the UK’s version of the CRR II
for implementation on 1 January 2022.
Capital-lite income
Income derived from products with low
RWA consumption or products which
are non-funding in nature.
Capital resources
Sum of Tier 1 and Tier 2 capital after
regulatory adjustments.
CGU or Cash-generating unit
The smallest identifiable group of assets
that generates cash inflows that are
largely independent of the cash inflows
from other assets or groups of assets.
Cash shortfall
The difference between the cash flows
that are due in accordance with the
contractual terms of the instrument and
the cash flows that the Group expects
to receive over the contractual life of
the instrument.
Clawback
An amount an individual is required
to pay back to the Group, which has
to be returned to the Group under
certain circumstances.
Commercial real estate
Includes office buildings, industrial
property, medical centres, hotels, malls,
retail stores, shopping centres, farm
land, multi-family housing buildings,
warehouses, garages and industrial
properties. Commercial real estate
loans are those backed by a package
of commercial real estate assets.
CET1 or Common Equity Tier 1
capital
Common Equity Tier 1 capital consists
of the common shares issued by the
Group and related share premium,
retained earnings, accumulated other
comprehensive income and other
disclosed reserves, eligible non-
controlling interests and regulatory
adjustments required in the calculation
of Common Equity Tier 1.
CET1 ratio
A measure of the Group’s CET1 capital
as a percentage of risk-weighted assets.
Contractual maturity
Contractual maturity refers to the
final payment date of a loan or other
financial instrument, at which point all
the remaining outstanding principal
and interest is due to be paid.
Countercyclical capital buffer
The countercyclical capital buffer
(CCyB) is part of a set of
macroprudential instruments, designed
to help counter procyclicality in the
financial system. CCyB as defined in
the Basel III standard provides for an
additional capital requirement of up to
2.5 per cent of risk-weighted assets in a
given jurisdiction. The Bank of England’s
Financial Policy Committee has the
power to set the CCyB rate for the
United Kingdom. Each bank must
calculate its ‘institution-specific’ CCyB
rate, defined as the weighted average
of the CCyB rates in effect across the
jurisdictions in which it has credit
exposures. The institution-specific
CCyB rate is then applied to a bank’s
total risk-weighted assets.
Standard Chartered – Annual Report 2022Supplementary informationGlossary Counterparty credit risk
The risk that a counterparty defaults
before satisfying its obligations under
a derivative, a securities financing
transaction (SFT) or a similar contract.
CCF or Credit conversion factor
An estimate of the amount the Group
expects a customer to have drawn
further on a facility limit at the point
of default. This is either prescribed by
CRR or modelled by the bank.
CDS or Credit default swaps
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 institutions
An institution whose business is to
receive deposits or other repayable
funds from the public and to grant
credits for its own account.
Credit risk mitigation
Credit risk mitigation is a process to
mitigate potential credit losses from any
given account, customer or portfolio by
using a range of tools such as collateral,
netting agreements, credit insurance,
credit derivatives and guarantees.
CVA or Credit valuation
adjustments
An adjustment to the fair value of
derivative contracts that reflects the
possibility that the counterparty may
default such that the Group would
not receive the full market value of
the contracts.
Customer accounts
Money deposited by all individuals
and companies which are not credit
institutions including securities sold
under repurchase agreement (see repo/
reverse repo). Such funds are recorded
as liabilities in the Group’s balance sheet
under customer accounts.
Days past due
One or more days that interest and/or
principal payments are overdue based
on the contractual terms.
DVA or Debit valuation
adjustment
An adjustment to the fair value of
derivative contracts that reflects the
possibility that the Group may default
and not pay the full market value
of contracts.
Delinquency
A debt or other financial obligation
is considered to be in a state of
delinquency when payments are
overdue. Loans and advances are
considered to be delinquent when
consecutive payments are missed.
Also known as arrears.
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.
Deposits by banks
Deposits by banks comprise amounts
owed to other domestic or foreign credit
institutions by the Group including
securities sold under repo.
Debt securities in issue
Debt securities in issue are transferable
certificates of indebtedness of the
Group to the bearer of the certificate.
These are liabilities of the Group and
include certificates of deposits.
Diluted earnings per share (EPS)
Represents earnings divided by the
weighted average number of shares
that would have been outstanding
assuming the conversion of all dilutive
potential ordinary shares.
Deferred tax asset
Income taxes recoverable in future
periods in respect of deductible
temporary differences between the
accounting and tax base of an asset or
liability that will result in tax deductible
amounts in future periods, the carry-
forward of tax losses or the carry-
forward of unused tax credits.
Deferred tax liability
Income taxes payable in future periods
in respect of taxable temporary
differences between the accounting
and tax base of an asset or liability
that will result in taxable amounts in
future periods.
Default
Financial assets in default represent
those that are at least 90 days past
due in respect of principal or interest
and/or where the assets are otherwise
considered to be unlikely to pay,
including those that are credit-impaired.
Defined benefit obligation
The present value of expected future
payments required to settle the
obligations of a defined benefit scheme
resulting from employee service.
Defined benefit scheme
Pension or other post-retirement
benefit scheme other than a defined
contribution scheme.
Defined contribution scheme
A pension or other post-retirement
benefit scheme where the employer’s
obligation is limited to its contributions
to the fund.
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.
Early alert, purely and non-
purely precautionary
A borrower’s account which exhibits
risks or potential weaknesses of a
material nature requiring closer
monitoring, supervision or attention by
management. Weaknesses in such a
borrower’s account, if left uncorrected,
could result in deterioration of
repayment prospects and the likelihood
of being downgraded to credit grade 12
or worse. When an account is on early
alert, it is classified as either purely
precautionary or non-purely
precautionary. A purely precautionary
account is one that exhibits early
alert characteristics, but these do not
present any imminent credit concern.
If the symptoms present an imminent
credit concern, an account will be
considered for classification as non-
purely precautionary.
Effective tax rate
The tax on profit/(losses) on ordinary
activities as a percentage of profit/
(loss) on ordinary activities before
taxation.
Encumbered assets
On-balance sheet assets pledged or
used as collateral in respect of certain
of the Group’s liabilities.
503
Standard Chartered – Annual Report 2022Supplementary information EU or European Union
The European Union (EU) is a political
and economic union of 27 member
states that are located primarily
in Europe.
Eurozone
Represents the 19 EU countries that
have adopted the euro as their
common currency.
ECL or Expected credit loss
Represents the present value of
expected cash shortfalls over the
residual term of a financial asset,
undrawn commitment or
financial guarantee.
Expected loss
The Group measure of anticipated
loss for exposures captured under
an internal ratings-based credit risk
approach for capital adequacy
calculations. It is measured as the
Group-modelled view of anticipated
loss based on probability of default,
loss given default and exposure at
default, with a one-year time horizon.
Exposures
Credit exposures represent the amount
lent to a customer, together with any
undrawn commitments.
EAD or Exposure at default
The estimation of the extent to which
the Group may be exposed to a
customer or counterparty in the event of,
and at the time of, that counterparty’s
default. At default, the customer may
not have drawn the loan fully or may
already have repaid some of the
principal, so that exposure is typically
less than the approved loan limit.
ECAI or External Credit
Assessment Institution
External credit ratings are used to assign
risk-weights under the standardised
approach for sovereigns, corporates
and institutions. The external ratings
are from credit rating agencies that are
registered or certified in accordance
with the credit rating agencies
regulation or from a central bank
issuing credit ratings which is exempt
from the application of this regulation.
ESG
Environmental, Social and Governance.
FCA or Financial Conduct
Authority
The Financial Conduct Authority
regulates the conduct of financial
firms and, for certain firms, prudential
standards in the UK. It has a strategic
objective to ensure that the relevant
markets function well.
Forbearance
Forbearance takes place when a
concession is made to the contractual
terms of a loan in response to an
obligor’s financial difficulties. The Group
classifies such modified loans as either
‘Forborne – not impaired loans’ or ‘Loans
subject to forbearance – impaired’.
Once a loan is categorised as either of
these, it will remain in one of these two
categories until the loan matures or
satisfies the ‘curing’ conditions described
in Note 8 to the financial statements.
Forborne – not impaired loans
Loans where the contractual terms
have been modified due to financial
difficulties of the borrower, but the loan
is not considered to be impaired. See
‘Forbearance’.
Funded/unfunded exposures
Exposures where the notional amount
of the transaction is funded or
unfunded. Represents exposures where
a commitment to provide future funding
is made but funds have been released/
not released.
FVA or Funding valuation
adjustments
FVA reflects an adjustment to fair value
in respect of derivative contracts that
reflects the funding costs that the
market participant would incorporate
when determining an exit price.
G-SIBs or Global Systemically
Important Banks
Global banking financial institutions
whose size, complexity and systemic
interconnectedness mean that their
distress or failure would cause significant
disruption to the wider financial system
and economic activity. The list of G-SIBs
is assessed under a framework
established by the FSB and the BCBS.
In the UK, the G-SIB framework is
implemented via the CRD and G-SIBs
are referred to as Global Systemically
Important Institutions (G-SIIs).
G-SIB buffer
A CET1 capital buffer which results from
designation as a G-SIB. The G-SIB buffer
is between 1 per cent and 3.5 per cent,
depending on the allocation to one of
five buckets based on the annual
scoring. In the UK, the G-SIB buffer is
implemented via the CRD as Global
Systemically Important Institutions
(G-SII) buffer requirement.
Green and Sustainable Product
Framework
Sets out underlying eligible qualifying
themes and activities that may be
considered ESG .This has been
developed with the support of
external experts, has been informed
by industry and supervisory principles
and standards such as the Green
Bond Principles and EU Taxonomy
for sustainable activities.
Hong Kong regional hub
Standard Chartered Bank (Hong Kong)
Limited and its subsidiaries including
the primary operating entities in China,
Korea and Taiwan. Standard Chartered
PLC is the ultimate parent company
of Standard Chartered Bank (Hong
Kong) Limited.
Interest rate risk
The risk of an adverse impact on the
Group’s income statement due to
changes in interest rates.
IRB or internal ratings-based
approach
Risk-weighting methodology in
accordance with the Basel Capital
Accord where capital requirements
are based on a firm’s own estimates
of prudential parameters.
Internal model approach
The approach used to calculate market
risk capital and RWA with an internal
market risk model approved by the
PRA under the terms of CRD/CRR.
IAS or International Accounting
Standard
A standard that forms part of the
International Financial Reporting
Standards framework.
504
Standard Chartered – Annual Report 2022Supplementary informationGlossary IASB or International
Accounting Standards Board
An independent standard-setting body
responsible for the development and
publication of IFRS, and approving
interpretations of IFRS standards
that are recommended by the IFRS
Interpretations Committee (IFRIC).
IFRS or International Financial
Reporting Standards
A set of international accounting
standards developed and issued by the
International Accounting Standards
Board, consisting of principles-based
guidance contained within IFRSs and
IASs. All companies that have issued
publicly traded securities in the EU are
required to prepare annual and interim
reports under IFRS and IAS standards
that have been endorsed by the EU.
IFRIC
The IFRS Interpretations Committee
supports the IASB in providing
authoritative guidance on the
accounting treatment of issues not
specifically dealt with by existing IFRSs
and IASs.
Income return on risk weighted
assets (IRoRWA)
Annualised Income excluding Debit
Valuation Adjustment as a percentage
of Average RWA.
Investment grade
A debt security, treasury bill or similar
instrument with a credit rating
measured by external agencies of
AAA to BBB.
Leverage ratio
A ratio introduced under CRD IV
that compares Tier 1 capital to total
exposures, including certain exposures
held off-balance sheet as adjusted by
stipulated credit conversion factors.
Intended to be a simple, non-risk-based
backstop measure.
Liquidation portfolio
A portfolio of assets which is beyond our
current risk appetite metrics and is held
for liquidation.
LCR or Liquidity coverage ratio
The ratio of the stock of high-quality
liquid assets to expected net cash
outflows over the following 30 days.
High-quality liquid assets should be
unencumbered, liquid in markets during
a time of stress and, ideally, be central
bank eligible.
Loan exposure
Loans and advances to customers
reported on the balance sheet held
at amortised cost or FVOCI, non-
cancellable credit commitments and
cancellable credit commitments for
credit cards and overdraft facilities.
Malus
An arrangement that permits the
Group to prevent vesting of all or part
of the amount of an unvested variable
remuneration award, due to a specific
crystallised risk, behaviour, conduct or
adverse performance outcome.
Loans and advances to
customers
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.
Loans and advances to banks
Amounts loaned to credit institutions
including securities bought under
Reverse repo.
LTV or loan-to-value ratio
A 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.
Loans subject to forbearance –
impaired
Loans where the terms have been
renegotiated on terms not consistent
with current market levels due to
financial difficulties of the borrower.
Loans in this category are necessarily
impaired. See ‘Forbearance’.
Loss rate
Uses an adjusted gross charge-off rate,
developed using monthly write-off and
recoveries over the preceding 12 months
and total outstanding balances.
LGD or Loss given default
The percentage of an exposure that a
lender expects to lose in the event of
obligor default.
Low returning clients
See ‘Perennial sub-optimal clients’.
Master netting agreement
An agreement between two
counterparties that have multiple
derivative contracts with each other
that provides for the net settlement
of all contracts through a single
payment, in a single currency, in the
event of default on, or termination of,
any one contract.
Mezzanine capital
Financing that combines debt and
equity characteristics. For example,
a loan that also confers some profit
participation to the lender.
MREL or minimum requirement
for own funds and eligible
liabilities
A requirement under the Bank Recovery
and Resolution Directive for EU
resolution authorities to set a minimum
requirement for own funds and eligible
liabilities for banks, implementing the
FSB’s Total Loss Absorbing Capacity
(TLAC) standard. MREL is intended to
ensure that there is sufficient equity and
specific types of liabilities to facilitate
an orderly resolution that minimises any
impact on financial stability and ensures
the continuity of critical functions and
avoids exposing taxpayers to loss.
Net asset value (NAV) per share
Ratio of net assets (total assets less total
liabilities) to the number of ordinary
shares outstanding at the end of a
reporting period.
Net exposure
The aggregate of loans and advances
to customers/loans and advances to
banks after impairment provisions,
restricted balances with central banks,
derivatives (net of master netting
agreements), investment debt and
equity securities, and letters of credit
and guarantees.
Net zero
The commitment to reaching net zero
carbon emissions from our operations
by 2025 and from our financing by 2050.
NII or Net interest income
The difference between interest
received on assets and interest paid
on liabilities.
505
Standard Chartered – Annual Report 2022Supplementary information NSFR or Net stable funding ratio
The ratio of available stable funding to
required stable funding over a one-year
time horizon, assuming a stressed
scenario. It is a longer-term liquidity
measure designed to restrain the
amount of wholesale borrowing and
encourage stable funding over a
one-year time horizon.
NPLs or non-performing loans
An NPL is any loan that is more than
90 days past due or is otherwise
individually impaired. This excludes
Retail loans renegotiated at or after
90 days past due, but on which there
has been no default in interest or
principal payments for more than 180
days since renegotiation, and against
which no loss of principal is expected.
Non-linearity
Non-linearity of expected credit loss
occurs when the average of expected
credit loss for a portfolio is higher than
the base case (median) due to the fact
that bad economic environment could
have a larger impact on ECL calculation
than good economic environment.
Normalised items
See ‘Underlying/Normalised’ on
page 131.
Operating expenses
Staff and premises costs, general and
administrative expenses, depreciation
and amortisation. Underlying operating
expenses exclude expenses as
described in ‘Underlying earnings’.
A reconciliation between underlying
and statutory earnings is contained in
Note 2 to the financial statements.
Operating income or
operating profit
Net interest, net fee and net trading
income, as well as other operating
income. Underlying operating income
represents the income line items
above, on an underlying basis.
See ‘Underlying earnings’.
OTC or Over-the-counter
derivatives
A bilateral transaction (e.g. derivatives)
that is not exchange traded and that is
valued using valuation models.
OCA or Own credit adjustment
An adjustment to the Group’s issued
debt designated at fair value through
profit or loss that reflects the possibility
that the Group may default and not pay
the full market value of the contracts.
506
Perennial sub-optimal clients
Clients that have returned below
3 per cent return on risk-weighted
assets for the past three years.
Physical risks
The risk of increased extreme weather
events including flood, drought and sea
level rise.
Pillar 1
The first pillar of the three pillars of the
Basel framework which provides the
approach to calculation of the minimum
capital requirements for credit, market
and operational risk. Minimum capital
requirements are 8 per cent of the
Group’s risk-weighted assets.
Pillar 2
The second pillar of the three pillars of
the Basel framework which requires
banks to undertake a comprehensive
assessment of their risks and to
determine the appropriate amounts of
capital to be held against these risks
where other suitable mitigants are
not available.
Pillar 3
The third pillar of the three pillars of
the Basel framework which aims to
provide a consistent and comprehensive
disclosure framework that enhances
comparability between banks and
further promotes improvements in
risk practices.
Priority Banking
Priority Banking customers are
individuals who have met certain criteria
for deposits, AUM, mortgage loans or
monthly payroll. Criteria vary by country.
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.
PD or Probability of default
PD is an internal estimate for each
borrower grade of the likelihood that
an obligor will default on an obligation
over a given time horizon.
Probability weighted
Obtained by considering the values the
metric can assume, weighted by the
probability of each value occurring.
Profit (loss) attributable to
ordinary shareholders
Profit (loss) for the year after non-
controlling interests and dividends
declared in respect of preference
shares classified as equity.
PVA or Prudent valuation
adjustment
An adjustment to CET1 capital to reflect
the difference between fair value and
prudent value positions, where the
application of prudence results in a
lower absolute carrying value than
recognised in the financial statements.
PRA or Prudential Regulation
Authority
The Prudential Regulation Authority is
the statutory body responsible for the
prudential supervision of banks, building
societies, credit unions, insurers and a
small number of significant investment
firms in the UK. The PRA is a part of the
Bank of England.
Revenue-based carbon intensity
A measurement of the quantity of
greenhouse gases emitted by our clients
per USD of their revenue.
Regulatory consolidation
The regulatory consolidation of
Standard Chartered PLC differs from
the statutory consolidation in that it
includes Ascenta IV, Olea Global group,
Seychelles International Mercantile
Banking Corporation Limited., and all
of the legal entities in the Currency
Fair group on a proportionate
consolidation basis. These entities are
considered associates for statutory
accounting purposes.
The regulatory consolidation further
excludes the following entities,
which are consolidated for statutory
accounting purposes: Audax Financial
Technology Pte. Ltd, Cardspal Pte. Ltd,
Letsbloom Pte. Ltd, SCV Research
and Development Pte. Ltd., Standard
Chartered Assurance Limited, Standard
Chartered Isle of Man Limited, Corrasi
Covered Bonds LLP, Pegasus
Dealmaking Pte. Ltd., Solv Sdn. Bhd.,
Standard Chartered Botswana
Education Trust, Standard Chartered
Bancassurance Intermediary Limited,
Standard Chartered Bank Insurance
Agency (Proprietary) Limited, Solvezy
Technology Kenya Limited, Standard
Chartered Trading (Shanghai) Limited,
Tawi Fresh Kenya Limited.
Standard Chartered – Annual Report 2022Supplementary informationGlossary Repo/reverse repo
A repurchase agreement or repo is a
short-term funding agreement, which
allows a borrower to sell a financial
asset, such as asset-backed securities
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.
Residential mortgage
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 home loan.
RoRWA or Return on risk-
weighted assets
Profit before tax for year as a
percentage of RWA. Profit may be
statutory or underlying and is
specified where used. See ‘RWA’ and
‘Underlying earnings’.
RWA or Risk-weighted assets
A measure of a bank’s assets adjusted
for their associated risks, expressed
as a percentage of an exposure value
in accordance with the applicable
standardised or IRB approach
provisions.
Risks-not-in-VaR (RNIV)
A framework for identifying and
quantifying marginal types of market
risk that are not captured in the Value
at Risk (VaR) measure for any reason,
such as being a far-tail risk or the
necessary historical market data
not being available.
Roll rate
Uses a matrix that gives average loan
migration rate from delinquency
states from period to period. A matrix
multiplication is then performed to
generate the final PDs by delinquency
bucket over different time horizons.
Scope 1 emissions
Arise from the consumption of energy
from direct sources during the use of
property occupied by the Group. On-site
combustion of fuels such as diesel,
liquefied petroleum gas and natural
gas is recorded using meters or, where
metering is not available, collated from
fuel vendor invoices. Emissions from the
combustion of fuel in Group-operated
transportation devices, as well as
fugitive emissions, are excluded as
being immaterial.
Scope 2 emissions
Arise from the consumption of indirect
sources of energy during the use of
property occupied by the Group.
Energy generated off-site in the form
of purchased electricity, heat, steam or
cooling is collected as kilowatt hours
consumed using meters or, where
metering is not available, collated from
vendor invoices. For leased properties
we include all indirect and direct sources
of energy consumed by building services
(amongst other activities) within the
space occupied by the Group. This can
include base building services under
landlord control but over which we
typically hold a reasonable degree of
influence. All data centre facilities with
conditioning systems and hardware
remaining under the operational
control of the Group are included in the
reporting. This does not include energy
used at outsourced data centre facilities
which are captured under Scope 3.
Scope 3 emissions
Occur as a consequence of the Group’s
activities but arising from sources not
controlled by the Group. Business air
travel data is collected as person
kilometres travelled by seating class
by employees of the Group. Data are
drawn from country operations that
have processes in place to gather
accurate employee air travel data from
travel management companies. Flights
are categorised as short, medium or
long haul trips. Emissions from other
potential Scope 3 sources such as
electricity transmission and distribution
line losses are not currently accounted
for on the basis that they cannot be
calculated with an acceptable level of
reliability or consistency. The Group does
however capture Scope 3 emissions from
outsourced data centres managed by
third parties.
Secured (fully and partially)
A secured loan is a loan in which the
borrower pledges an asset as collateral
for a loan which, in the event that the
borrower defaults, the Group is able to
take possession of. All secured loans are
considered fully secured if the fair value
of the collateral is equal to or greater
than the loan at the time of origination.
All other secured loans are considered
to be partly secured.
Securitisation
Securitisation is a process by which
credit exposures are aggregated
into a pool, which is used to back
new securities. Under traditional
securitisation transactions, assets are
sold to a structured entity which then
issues new securities to investors at
different levels of seniority (credit
tranching). This allows the credit quality
of the assets to be separated from the
credit rating of the originating institution
and transfers risk to external investors
in a way that meets their risk appetite.
Under synthetic securitisation
transactions, the transfer of risk is
achieved by the use of credit derivatives
or guarantees, and the exposures being
securitised remain exposures of the
originating institution.
Senior debt
Debt that takes priority over other
unsecured or otherwise more ‘junior’
debt owed by the issuer. Senior debt has
greater seniority in the issuer’s capital
structure than subordinated debt. In the
event the issuer goes bankrupt, senior
debt theoretically must be repaid before
other creditors receive any payment.
SICR or Significant increase in
credit risk
Assessed by comparing the risk of
default of an exposure at the reporting
date to the risk of default at origination
(after considering the passage of time).
Solo
The solo regulatory group as defined
in the Prudential Regulation Authority
waiver letter dated 10 August 2020
differs from Standard Chartered Bank
Company in that it includes the full
consolidation of nine subsidiaries,
namely Standard Chartered Holdings
(International) B.V., Standard Chartered
MB Holdings B.V., Standard Chartered
UK Holdings Limited, Standard
Chartered Grindlays PTY Limited,
SCMB Overseas Limited, Standard
Chartered Capital Management
(Jersey) LLC, Cerulean Investments L.P.,
SC Ventures Innovation Investment L.P.
and SC Ventures G.P. Limited.
Sovereign exposures
Exposures to central governments
and central government departments,
central banks and entities owned or
guaranteed by the aforementioned.
Sovereign exposures, as defined by the
European Banking Authority, include
only exposures to central governments.
507
Standard Chartered – Annual Report 2022Supplementary information Sustainable Finance revenue
Revenue from clients whose activities
are aligned with the Green and
Sustainable Product Framework and/or
from transactions for which proceeds
will be utilised directly to contribute
towards eligible themes and activities
set out within the Green and
Sustainable Product Framework and/or
from approved ‘labelled’ transactions
such as any transaction referred to
as “green”, “social”, “sustainable”,
“SDG (sustainable development goal)
aligned”, “ESG”, “transition”, “COVID-19
facility” or “COVID-19 response” which
have been approved by the Sustainable
Finance Governance Committee.
Tier 1 capital
The sum of Common Equity Tier 1 capital
and Additional Tier 1 capital.
Tier 1 capital ratio
Tier 1 capital as a percentage of
risk-weighted assets.
Tier 2 capital
Tier 2 capital comprises qualifying
subordinated liabilities and related
share premium accounts.
TLAC or Total loss absorbing
capacity
An international standard for TLAC
issued by the FSB, which requires G-SIBs
to have sufficient loss-absorbing and
recapitalisation capacity available in
resolution, to minimise impacts on
financial stability, maintain the
continuity of critical functions and
avoid exposing public funds to loss.
Transition risks
The risk of changes to market
dynamics or sectoral economics
due to governments’ response to
climate change.
UK bank levy
A levy that applies to certain UK banks
and the UK operations of foreign banks.
The levy is payable each year based on
a percentage of the chargeable equities
and liabilities on the Group’s UK tax
resident entities’ balance sheets. Key
exclusions from chargeable equities and
liabilities include Tier 1 capital, insured
or guaranteed retail deposits, repos
secured on certain sovereign debt and
liabilities subject to netting.
Unbiased
Not overly optimistic or pessimistic,
represents information that is not
slanted, weighted, emphasised,
de-emphasised or otherwise
manipulated to increase the probability
that the financial information will be
received favourably or unfavourably
by users.
Unlikely to pay
Indications of unlikeliness to pay shall
include placing the credit obligation on
non-accrued status; the recognition of a
specific credit adjustment resulting from
a significant perceived decline in credit
quality subsequent to the Group taking
on the exposure; selling the credit
obligation at a material credit-related
economic loss; the Group consenting to
a distressed restructuring of the credit
obligation where this is likely to result
in a diminished financial obligation
caused by the material forgiveness, or
postponement, of principal, interest or,
where relevant fees; filing for the
obligor’s bankruptcy or a similar order in
respect of an obligor’s credit obligation
to the Group; the obligor has sought or
has been placed in bankruptcy or similar
protection where this would avoid or
delay repayment of a credit obligation
to the Group.
VaR or Value at Risk
A quantitative measure of market risk
estimating the potential loss that will
not be exceeded in a set time period at
a set statistical confidence level.
ViU or Value-in-Use
The present value of the future
expected cash flows expected to be
derived from an asset or CGU.
Write-downs
After an advance has been identified
as impaired and is subject to an
impairment provision, the stage may be
reached whereby it is concluded that
there is no realistic prospect of further
recovery. Write-downs will occur when,
and to the extent that, the whole or part
of a debt is considered irrecoverable.
XVA
The term used to incorporate credit,
debit and funding valuation
adjustments to the fair value of
derivative financial instruments.
See ‘CVA’, ‘DVA’ and ‘FVA’.
Stage 1
Assets have not experienced a
significant increase in credit risk since
origination and impairment recognised
on the basis of 12 months expected
credit losses.
Stage 2
Assets have experienced a significant
increase in credit risk since origination
and impairment is recognised on the
basis of lifetime expected credit losses.
Stage 3
Assets that are in default and
considered credit-impaired (non-
performing loans).
Standardised approach
In relation to credit risk, a method
for calculating credit risk capital
requirements using External Credit
Assessment Institutions (ECAI) ratings
and supervisory risk weights. In relation
to operational risk, a method of
calculating the operational capital
requirement by the application of a
supervisory defined percentage charge
to the gross income of eight specified
business lines.
Structured note
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.
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.
Sustainability Aspirations
A series of targets and metrics by which
we aim to promote social and economic
development, and deliver sustainable
outcomes in the areas in which we can
make the most material contribution
to the delivery of the UN Sustainable
Development Goals.
Sustainable Finance assets
Assets from clients whose activities are
aligned with the Green and Sustainable
Product Framework and/or from
transactions for which the use of
proceeds will be utilised directly to
contribute towards eligible themes
and activities set out within the Green
and Sustainable Product Framework.
508
Standard Chartered – Annual Report 2022Supplementary informationGlossary Designed and produced by Friend
www.friendstudio.com
Printed by Park Communications a certified Carbon
Neutral print company.
Park works to the EMAS standard and its Environmental
Management System is certified to ISO 14001.
This publication has been manufactured using 100%
offshore wind electricity sourced from UK wind.
This is a certified climate neutral print product for
which carbon emissions have been calculated and
offset by supporting recognised carbon offset projects.
The carbon offset projects are audited and certified
according to international standards and demonstrably
reduce emissions. The climate neutral label includes a
unique ID number specific to this product which can be
tracked at www.climatepartner.com, giving details of
the carbon offsetting process including information on
the emissions volume and the carbon offset project
being supported.
100% of the inks used are vegetable oil based, 95%
of press chemicals are recycled for further use and,
on average 99% of any waste associated with this
production will be recycled and the remaining 1%
used to generate energy.
This document is printed on Nautilus Superwhite
100% Recycled paper containing 100% recycled fibre.
The FSC® label on this product ensures responsible use
of the world’s forest resources.
© Standard Chartered PLC. All rights reserved.
The STANDARD CHARTERED word mark, its logo device
and associated product brand names are owned by
Standard Chartered PLC and centrally licensed to its
operating entities.
Registered Office: 1 Basinghall Avenue, London
EC2V 5DD. Telephone +44 (0) 20 7885 8888.
Principal place of business in Hong Kong: 32nd Floor,
4-4A Des Voeux Road, Central, Hong Kong.
Registered in England No. 966425.
Global headquarters
Standard Chartered Group
1 Basinghall Avenue
London, EC2V 5DD
United Kingdom
telephone: +44 (0)20 7885 8888
facsimile: +44 (0)20 7885 9999
Digital Annual Report
sc.com/annualreport
Shareholder enquiries
ShareCare information
website: sc.com/shareholders
helpline: +44 (0)370 702 0138
ShareGift information
website: ShareGift.org
helpline: +44 (0)20 7930 3737
Registrar information
Chinese translation
Computershare Hong Kong
Investor Services Limited
17M Floor, Hopewell Centre
183 Queen’s Road East
Wan Chai
Hong Kong
Register for electronic communications
website: investorcentre.co.uk
UK
Computershare Investor Services PLC
The Pavilions
Bridgwater Road
Bristol, BS99 6ZZ
helpline: +44 (0)370 702 0138
Hong Kong
Computershare Hong Kong
Investor Services Limited
17M Floor, Hopewell Centre
183 Queen’s Road East
Wan Chai
Hong Kong
website: computershare.com/hk/investors
LSE stock code: STAN.LN
HKSE stock code: 02888