Our organisation

A One Bank culture

Standard Chartered – Here for good

Group
At Group level we:
• set overall corporate strategy • ensure we are true to our values
• provide strong governance • continue our commitment to a sustainable business
• manage our financial performance • deliver to all our key stakeholders including
governments, regulators, shareholders and communities
• manage our capital
• build the corporate brand For further details see page 20

Consumer Banking Wholesale Banking

Our objective is to: Our objective is to:

• provide friendly, fast and accurate service
• provide solutions to financial needs
• provide recognition and reward the overall banking
relationship
• become the bank that customers recommend to their
friends, family and colleagues
For further details see page 26
• become the core bank to more of our clients,
deepening and broadening relationships in our
key markets
• build scale in our major local markets and increase
cross-border opportunities across our network
• maintain our strong balance sheet to support our
existing clients
For further details see page 32

Our markets
Operating in growth markets with a focus on Asia, • deep local knowledge
Africa and the Middle East, we have:
• a history of commitment
• strong local governance
• strong cross-border capabilities

For further details see page 18

12 Standard Chartered Annual Report 2010 www.standardchartered.com

Business review
Our approach
A strategy for sustainable performance
Our strategic intent
To be the world’s best international bank
A healthy global economy needs international banks to:
• facilitate trade across markets
• enable multinational clients to conduct complex
business transactions
• service the needs of an increasingly international
consumer base
How we deliver: our strategic pillars
Clear geographic focus on Asia, Africa and the
Middle East
We have an unequivocal focus on these fast growing
economies in which we have, or can achieve, a clear
competitive advantage supported by superior insight and
deep local relationships
Scale positions in significant local markets
We believe in combining global capabilities with local
scale. This is becoming an ever-stronger competitive
imperative in our markets. We want to be considered
important to the banking system in our key geographies
One Bank with two strong businesses actively reinforcing
each other
We operate as One Bank with two major businesses,
Wholesale Banking and Consumer Banking, working
effectively together
Client relationship, rather than a product driven approach
We focus our capabilities around client needs, rather
than seeking a rapid return on products or building
product silos
Supported by our ways of working
As One Bank, leveraging the synergies between our
businesses and geographies
www.standardchartered.com
Our brand promise
Here for good
Here for good represents our commitment to three
core pillars:
• people – our long-standing relationships and focus on
customers and clients
• progress – the way we conduct ourselves
• long run – our footprint and heritage
Distinctive culture and values
Our unique culture and values are a source of significant
advantage. They reassure clients in a market where trust
and ethics have re-emerged as critical, underpinning our
One Bank approach, attracting talent to the Bank,
and strengthening our relationships with stakeholders,
such as regulators and governments
Conservative and disciplined on risk, capital and liquidity
We regard balance sheet quality as a cornerstone of our
business model and strategy and are prepared to
sacrifice income to achieve and protect this
Organic growth the primary driver for our strategy and
value creation
We believe that organic growth drives the greatest value
creation for our shareholders. Where we cannot grow
organically, or cannot do so within a reasonable time
frame, we will explore acquisitions that reinforce our core
strategy
With an ongoing commitment to sustainable business
practices, upholding high standards of corporate
governance, social responsibility, environmental
protection and employee diversity
For further details see page 42
Standard Chartered Annual Report 2010 13