Full Year 2016 Full Year 2016 Results Roadshow Presentation 24 February 2017
Forward looking statements This document contains or incorporates by reference “forwardlooking statements” regarding the belief or current expectations of Standard Chartered PLC (the “Company”), the board of the Company (the “Directors”) and other members of its senior management about the strategy, businesses and performance of the Company and its subsidiaries (the “Group”) and the other matters described in this document. Generally, words such as ‘‘may’’, ‘‘could’’, ‘‘will’’, ‘‘expect’’, ‘‘intend’’, ‘‘estimate’’, ‘‘anticipate’’, ‘‘believe’’, ‘‘plan’’, ‘‘seek’’, ‘‘continue’’ or similar expressions are intended to identify forwardlooking statements. Forwardlooking statements involve inherent risks and uncertainties. They are not guarantees of future performance and actual results could differ materially from those contained in the forwardlooking statements. Recipients should not place reliance on, and are cautioned about relying on, any forwardlooking statements. Forwardlooking statements are based on current views, estimates and assumptions and involve known and unknown risks, uncertainties and other factors, many of which are outside the control of the Group and are difficult to predict. Such risks, factors and uncertainties may cause actual results to differ materially from any future results or developments expressed or implied from the forwardlooking statements. Such risks, factors and uncertainties include but are not limited to: changes in the credit quality and the recoverability of loans and amounts due from counterparties; changes in the Group’s financial models incorporating assumptions, judgments and estimates which may change over time; risks relating to capital, capital management and liquidity; risks associated with implementation of Basel III and uncertainty over the timing and scope of regulatory changes in various jurisdictions in which the Group operates; risks arising out of legal and regulatory matters, investigations and proceedings; operational risks inherent in the Group’s business; risks arising out of the Group’s holding company structure; risks associated with the recruitment, retention and development of senior management and other skilled personnel; risks associated with business expansion and engaging in acquisitions; reputational risk; pension risk; global macroeconomic risks; risks arising out of the dispersion of the Group’s operations, the locations of its businesses and the legal, political and economic environment in such jurisdictions; competition; risks associated with the UK Banking Act 2009 and other similar legislation or regulations; changes in the credit ratings or outlook for the Group; market, interest rate, commodity prices, equity price and other market risk; foreign exchange risk; financial market volatility; systemic risk in the banking industry and among other financial institutions or corporate borrowers; crossborder country risk; risks arising from operating in markets with less developed judicial and dispute resolution systems; risks arising out of regional hostilities, terrorist attacks, social unrest or natural disasters; the implications of the results of the 23 June 2016 referendum in the United Kingdom and the disruption that may result in the United Kingdom and globally from the withdrawal of the United Kingdom from the European Union; and failure to generate sufficient level of profits and cash flows to pay future dividends. Any forwardlooking statement contained in this document is based on past or current trends and/or activities of the Company 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 a profit forecast or to imply that the earnings of the Company and/or the Group for the current year or future years will necessarily match or exceed the historical or published earnings of the Company and/or the Group. Each forwardlooking statement speaks only as of the date of the particular statement. Except as required by any applicable law or regulations, the Company expressly disclaims any obligation or undertaking to release publicly or make any updates or revisions to any forwardlooking statement contained herein whether as a result of new information, future events or otherwise. Important notice 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. 1
Bill Winters Group Chief Executive 2
Opening Remarks • Encouraging progress in 2016 Strong foundations laid Business stabilised Organisation strengthened • Significant further improvement in financial performance is required • Longterm opportunities in our markets remain compelling • Focused on what we can control and demonstrating ability to grow safely 3
Andy Halford Group Chief Financial Officer 4
Financial Performance Summary YoY 2016 Better/(Worse) • Stable quarterly income Operating income $13.8bn (11)% • Second successive year of Operating expenses 1 $9.6bn 4% cost reduction Loan impairment $2.4bn 41% • 50% increas in inv • 50% increase in investment Underlying profit $1.1bn 31% • Overall credit quality improved Restructuring costs $0.9bn 54% $1.9bn • Strengthened capital position Statutory profit $0.4bn 2015: $(1.5)bn CET 1 ratio 13.6% 100bps • Low but improved returns Normalised ROE 0.3% 70bps • No ordinary dividend declared 1) Excludes UK bank levy 5
Stable Income in the Year Income by quarter ($m) 2016 Income (11)% YoY 4,421 4,074 3,682 3,533 3,465 3,465 3,345 3,262 Q1 15 Q2 15 Q3 15 Q4 15 Q1 16 Q2 16 Q3 16 Q4 16 Internal and external factors impacting income Quarterly trends stable through the year • Early progress against strategic priorities Principal Finance Divestments Significant further improvement required Currency translation RWA optimisation • Priority now to improve income trends Safely and sustainably Client activity Liquidation portfolio With higher returns 6
Maintained Tight Control of Expenses 1 Operating expenses (4)% $0.2bn $0.3bn $(1.2)bn $0.3bn $10.0bn $9.6bn 2015 Gross cost Compensation and Increase in Other items incl. 2016 efficiencies other inflation investment (P&L) currency translation On track to deliver 2018 expenses below 2015 • Operating expenses down 4% YoY >$1.1bn Second successive year of costs reduction $2.9bn >$1.2bn • Delivered >$1.2bn gross cost efficiencies $0.6bn • Further cost efficiencies in 201718 2015 2016 20172018 Gross target efficiency efficiency efficiency (20152018) • Reiterating total expenses 2018<2015 1) All references to expenses on this page exclude the UK bank levy 7
Investing to Deliver Cost, Control & Profitability Transformation Cash investment Strategic 50% • ~$150m CIB – client platforms and ecosystem $1.4bn • ~$100m RB – digitisation and selfservice capabilities • ~$100m WM and PB – technology investment $0.4bn • ~$50m Group functions – IT, C&CC and data analytics $0.9bn Systems $0.1bn $0.4bn • ~$300m Enhancement $0.2bn • ~$100m Replacement Regulatory $0.6bn $0.6bn • ~$400m BCBS 239, IFRS 9, MiFID II and stress testing • ~$200m Financial Crime Risk Mitigation Programme 2015 2016 8
Overall Credit Quality has Improved Gross NPLs ($bn) and cover ratio (%) 67% 25.0 80% • Building resilience and actively managing 54% 53% 53% 52% 70% 20.0 60% portfolios in challenging markets 50% 12.7 12.8 15.0 40% 9.7 30% 8.8 7.5 6.8 10.0 20% 7.5 • Significant reduction in liquidation portfolio 3.8 4.3 10% 3.3 5.0 0% 6.0 5.9 5.2 4.5 4.2 10% 0.0 20% • Repositioning ongoing corporate portfolio H2 14 H1 15 H2 15 H1 16 H2 16 Gross Gross NPL NPL (ongoing (ongoing business) business) Gross NPL (liquidation portfolio) Gross NPL (liquidation portfolio) Increasingly diverse Cover ratio Less concentrated Top 20 corporate exposures ($bn) Significantly improved cover ratio 83% 67% 62% 61% • Commodityrelated stresses remain 55% 32.5 28.4 26.2 25.9 • Managing emerging risks 23.4 H2 14 H1 15 H2 15 H1 16 H2 16 Top 20 corporate exposures Top 20 as a % of Tier 1 capital 9
Sharpened Business Focus 1 Reduced liquidation portfolio RWA 3 Addressing underperforming businesses • Announced sale or closure of 12 nonstrategic businesses since November 2015 $3.8bn Exited >80% of RWA in liquidation • Taking action on Principal Finance portfolio Exited • Stabilising Permata to progress strategic $15.8bn options 2 Optimised low-returning client RWA 4 Launched multiple strategic partnerships • Mandatory Provident Fund distribution with ~$28bn Manulife in Hong Kong • General insurance partnership with Allianz ~$50bn ~$22bn • Asia Miles alliance in Hong Kong Optimisation Optimised Optimised Exited/ In progress • Enhanced client payment capabilities target uptiered reduced transferred (Apple Pay, Samsung Pay, Android Pay) 10
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