Annual financial statement
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Standard Chartered PLC 4Q’25 and FY’25 Results 24 February 2026 Registered in England under company No. 966425 Registered Office: 1 Basinghall Avenue, London, EC2V 5DD, UK 1
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Table of contents Standard Chartered PLC 4Q’25 Results 2 Performance highlights 03 Statement of results 05 Group Chair’s statement 06 Group Chief Executive’s statement 08 Group Chief Financial Officer’s review 11 Financial review 14 Supplementary financial information 20 Underlying versus reported results reconciliations 32 Group Chief Risk Officer’s review 36 Risk review 44 Capital review 48 Financial statements 53 Other supplementary financial information 58 Shareholder information 64 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. Unless the 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 Adminis- trative 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, China, Hong Kong, Japan, Korea, Macau and Taiwan; Africa includes Botswana, Côte d’Ivoire, Egypt, Ghana, Kenya, Mauritius, Nigeria, South Africa, Tanzania, Uganda and Zambia. The Middle East includes Bahrain, Iraq, Oman, Paki- stan, Qatar and Saudi Arabia and the UAE. Europe includes Belgium, Falkland Islands, France, Germany, Jersey, Luxembourg, Poland, Sweden, Türkiye and the UK. The Americas includes Argentina, Brazil, Colombia 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 Char- tered 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: HKSE 02888 and LSE STAN.LN.
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Standard Chartered PLC – full-year and fourth quarter 2025 results Standard Chartered PLC 4Q’25 Results 3 All figures are presented on an underlying basis and comparisons are made to 2024 on a constant currency basis, unless otherwise stated. A reconciliation of restructuring and other items excluded from underlying results is set out on pages 32 - 35. Bill Winters, Group Chief Executive, said: “2025 was another year of strong momentum. We achieved an underlying return on tangible equity of 14.7%, exceeding our three-year plan a full year early. We have made a good start to the year and continue to benefit from a supportive business environment. We are seeing robust growth in our larger markets, and structural shifts in global trade and investment play to our distinctive strengths serving our clients’ cross-border and affluent banking needs. We have increased our full year dividend per share by 65% and are announcing a new share buyback of $1.5 billion.” Selected information on FY’25 financial performance with comparisons to FY’24 unless otherwise stated • Operating income of $20.9bn, up 6%; up 8% excluding notable items1 –Net interest income (NII) up 1% to $11.2bn –Non NII up 13% to $9.7bn, largely driven by Wealth Solutions, Global Banking and Global Markets –Wealth Solutions up 24% with double-digit growth in both Investment Products and Bancassurance –Global Banking up 15%, driven by higher origination and distribution volumes, and increased capital markets activity –Global Markets up 12%, mostly driven by flow income • Operating expenses up 4% to $12.3bn, driven by targeted investments for business growth partly offset by efficiency saves • Credit impairment charge of $676m; Wealth & Retail Banking (WRB) charge of $595m down $28m, mainly from unsecured portfolio optimisation. Corporate & Investment Banking (CIB) charge of $4m was up $124m due to non-repeat of prior year releases • Restructuring and other charges of $937m include $531m related to the Fit for Growth programme • Underlying profit before tax of $7.9bn, up 18%; reported profit before tax of $7.0bn, up 18% • Return on Tangible Equity (RoTE) of 14.7%, up 300bps; Reported RoTE of 11.9% • Balance sheet remains strong, liquid and well diversified with underlying loans and advances to customers up 5% and underlying customer deposits up 12% • Risk-weighted assets (RWA) up $11bn to $258bn; Credit risk RWA up $2.8bn, Market risk RWA up $2.4bn, and Operational RWA up $5.7bn as the annual change is now recognised in Q4 instead of Q1 the subsequent year, resulting in two operational risk RWA increases in 2025 • The Group remains strongly capitalised with a Common Equity Tier 1 (CET1) ratio 14.1% (31.12.24: 14.2%) –$1.5bn share buyback starting imminently is expected to reduce CET1 ratio by approximately 58bps –Proposed final dividend of $1,092m or 49 cents per share will result in a full-year dividend of $1.38bn or 61 cents per share, up 65% • Underlying earnings per share (EPS) increased 37% or 61.6 cents to 229.7 cents; Reported EPS increased 38% or 54.1 cents to 195.4 cents • Tangible net asset value per share of $17.30 up 12% or 189 cents Selected information on Q4’25 financial performance with comparisons to Q4’24 unless otherwise stated • Operating income of $4.8bn broadly flat; up 3% excluding notable items and the reclassification2 –NII down 1% at ccy to $3.0bn, up 3% excluding the reclassification –Non NII up 1% to $1.9bn, up 2% excluding notable items; growth in Wealth Solutions and Global Banking partly offset by lower episodic income in Global Markets • Operating expenses of $3.4bn up 4%, up 7% excluding the reclassification • Credit impairment charge of $145m with $156m from WRB and a $46m net release in CIB • Underlying profit before tax of $1.2bn, up 19%. 1 Notable items relating to Ghana hyperinflation and revaluation of FX positions in Egypt 2 Reclassification of deposit insurance to expenses
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Standard Chartered PLC – full-year and fourth quarter 2025 results continued Standard Chartered PLC 4Q’25 Results 4 Outlook and guidance Building on the performance delivered in the year, the Group continues to expect client activity to be shaped by structural shifts in the global economy. These trends, which include a more multi-aligned world, increasing digitisation of money, and rising wealth participation in markets, are expected to persist. We will host a capital markets event in May of this year where we will describe how these trends position the Group for the next phase of growth, as well as detailing the expected financial outcomes. Our 2026 guidance is as follows: • Reported operating income growth year-on-year to be around the bottom end of 5-7 per cent range at constant currency –Within which, net interest income3 expected to be broadly flat year-on-year at constant currency • Reported cost to be broadly flat in constant currency including the final year of Fit for Growth charges • Statutory RoTE to be greater than 12 per cent 3 Net interest income is adjusted for trading book funding cost, treasury currency management activities, and financial guarantee fees on interest earning assets
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Statement of results Standard Chartered PLC 4Q’25 Results 5 2025 $million 2024 $million Change1 % Underlying performance Operating income 20,894 19,696 6 Operating expenses (12,347) (11,790) (5) Credit impairment (676) (557) (21) Other impairment (42) (588) 93 Profit from associates and joint ventures 71 50 42 Profit before taxation 7,900 6,811 16 Profit attributable to ordinary shareholders² 5,360 4,276 25 Return on ordinary shareholders' tangible equity (%) 14.7 11.7 300bps Cost-to-income ratio (%) 59.1 59.9 80bps Reported performance7 Operating income 20,942 19,543 7 Operating expenses (13,304) (12,502) (6) Credit impairment (672) (547) (23) Goodwill & other impairment (65) (588) 89 Profit from associates and joint ventures 62 108 (43) Profit before taxation 6,963 6,014 16 Taxation (1,866) (1,972) 5 Profit for the period 5,097 4,042 26 Profit attributable to parent company shareholders 5,085 4,050 26 Profit attributable to ordinary shareholders2 4,558 3,593 27 Return on ordinary shareholders' tangible equity (%) 11.9 9.7 220bps Cost-to-income ratio (%) 63.5 64.0 50bps Net interest margin (%)6,9 2.03 2.06 (3)bps Balance sheet and capital Total assets 919,955 849,688 8 Total equity 54,586 51,284 6 Average tangible equity attributable to ordinary shareholders2 38,242 36,876 4 Loans and advances to customers 286,788 281,032 2 Customer accounts 530,161 464,489 14 Risk-weighted assets 258,031 247,065 4 Total capital 53,227 53,091 – Total capital ratio (%) 20.6 21.5 (86)bps Common Equity Tier 1 36,440 35,190 4 Common Equity Tier 1 ratio (%) 14.1 14.2 (12)bps Advances-to-deposits ratio (%)3 51.4 53.3 (190)bps Liquidity coverage ratio (%) 155.4 138.2 1720bps UK leverage ratio (%) 4.7 4.8 (11)bps Cents Cents Change¹ Information per ordinary share8 Earnings per share4 –underlying 229.7 168.1 61.6 –reported 195.4 141.3 54.1 Net asset value per share5 2,007 1,781 226 Tangible net asset value per share5 1,730 1,541 189 Number of ordinary shares at period end (millions) 2,247 2,408 (7) 1 Variance is better/(worse) other than assets, liabilities and risk-weighted assets. Change is percentage points difference between two points rather than percentage change for total capital ratio (%), Common Equity Tier 1 ratio (%), net interest margin (%), advances-to-deposits ratio (%), liquidity coverage ratio (%), leverage ratio (%), cost-to-income ratio (%) and return on ordinary shareholders’ tangible equity (%). 2 Profit/(loss) attributable to ordinary shareholders is after the deduction of dividends payable to the holders of non-cumulative redeemable preference shares and Additional Tier 1 securities classified as equity. 3 When calculating this ratio, total loans and advances to customers excludes reverse repurchase agreements and other similar secured lending, excludes approved balances held with central banks, confirmed as repayable at the point of stress and includes loans and advances to customers held at fair value through profit and loss. Total customer accounts include customer accounts held at fair value through profit or loss. 4 Represents the underlying or reported earnings divided by the basic weighted average number of shares. 5 Calculated on period end net asset value, tangible net asset value and number of shares. 6 Net interest margin is calculated as adjusted net interest income divided by average interest-earning assets, annualised. 7 Reported performance/results within the annual report means amounts reported under UK-adopted International Accounting Standards and International Financial Reporting Standards. 8 Change is cents difference between the two periods for earnings per share, net asset value per share and tangible net asset value per share. Number of ordinary shares at period end is per- centage difference between the two periods. 9 Net interest income has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 to reflect the reclassification of funding cost mismatches to non NII.
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Group Chair’s statement Standard Chartered PLC 4Q’25 Results 6 2025 marked my first year as Chair of Standard Chartered, and I am acutely aware of the responsibility this entails. As I stepped into this role, I did so with a profound respect for my predecessor, José Viñals, who during his tenure, provided steady, principled leadership through a period of exceptional change for the global banking system and the Group. Our strategy has never been clearer. We combine our differentiated cross-border capabilities and leading wealth management expertise to connect clients to growth opportunities across Asia, Africa and the Middle East. Across the business we are aligned to our strategic direction, having simplified our structure to ensure we meet the needs of our globally-minded clients, whether they are corporates, financial institutions, individuals or families. Our capital position and liquidity are robust, our risk discipline is well-embedded, and we have proven our renewed ability to generate sustainable returns, as evidenced by 2025 being the strongest year of financial performance since the financial crisis. Those achievements form a solid foundation on which we now build. But as we move forward, we do so in the knowledge that the world is transforming. We must ensure our approach continues to reflect our environment, by evaluating and balancing the risks and opportunities presented by an ever-changing landscape. The friction and fracturing of our operating context Our ability to remain agile and proactive is of paramount importance. This is what our clients seek when partnering with us, and it is what our people seek in working for Standard Chartered. We helped our clients navigate the shifting geopolitical and geoeconomic sands of 2025 to deliver a robust performance. And, while worldwide growth and business pragmatism have thus far prevailed, we remain acutely aware that ongoing disruption is altering both clients’ needs and our consideration of risk. Power continues to be projected less through formal institutions and established norms and more through economic leverage, technological capability and control of strategic resources. As such, the ability to sustain growth is increasingly determined by access – to capital, to data, to energy, to supply chains, and to reliable networks. While many factors are reshaping the global landscape, we must cut through the noise and identify those trends that are most relevant to our clients, markets and communities, and that play to our distinctive competitive advantages. Bill explains some of these trends in his review; I will highlight the following: • First is the promise of technology, much of which is materialising in the form of enhanced productivity. Technological advancement has radically changed the industrial landscape and with it the business models, investment decisions and competitive strengths of both incumbents and new entrants alike. Many of the largest corporates today are themselves technology companies or otherwise heavily reliant on it as an enabler. • Second, a broad digital transformation of finance, and the banking system in particular, is already underway. Adoption is accelerating, integration is deepening, and the boundary between financial services and technology continues to blur. Digital assets, tokenisation and the future of money are no longer theoretical. They are becoming embedded in real-world use cases – in trade, in payments and in capital markets – demanding both innovation and rigorous risk management from global banks. • Third, and related to the first two factors, is the contest for strategic resources that underpin the adoption of AI and data-intensive technologies. This is driving unprecedented demand for data centres, reliable energy and critical minerals, further reshaping geopolitics, supply chains and investment priorities, and reinforcing the strategic value of resilience, access and partnership. It offers significant advantage to those markets that can responsibly capitalise on their natural resources. Such an endowment, if well-stewarded, can present significant opportunity for economic and social development, so we must endeavour to play a role that facilitates such outcomes. Against this backdrop, global governance is in focus. Financial regulators are shifting from policy consultation and design towards implementation and enforcement – while still recognising their role in stimulating further economic growth. As regulatory convergence and coordination is sought, even if challenging to achieve, as a Group we must retain the ability to act decisively, particularly if we wish to capitalise on our leadership position in digital assets and in our advocacy for a model of banking that is more transparent, secure and immediate. In engaging in these trends, our conduct at Standard Chartered must be underpinned by trust, discipline and accountability, enabling clear decisions in complex markets. Good conduct provides certainty to clients, supports prudent risk-taking, and strengthens confidence across our markets, directly contributing to sustainable growth and long-term success globally.
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Group Chair’s statement continued Standard Chartered PLC 4Q’25 Results 7 Maintaining strategic discipline and focus The Group Management Team, under Bill’s leadership, continues to show that our distinctive strategy is effective, agile and resilient to the external environment. And the strong financial performance outlined in the financial review later in this report reflects our sharper focus and our improved discipline in execution. The role of the Board is to maintain this momentum and to translate our clear strategic intent into sustained outcomes. The Board’s confidence in management is grounded in consistent delivery, sound judgement and their understanding of the risks inherent in operating across our markets. The Board remains rigorous in its oversight, challenging assumptions and decisions and ensuring that performance is sustainable and within our risk appetite. This balance – between trust and scrutiny – is essential to good governance, particularly in a volatile global environment. I believe resilience matters as much as ambition. A central priority for the Board will therefore remain safeguarding the Group’s financial strength, risk discipline and regulatory standing, ensuring that the extraordinary growth opportunities we face are pursued with care and that trade-offs are made transparently. Relevance – to clients and to society – will also be central to our approach. Standard Chartered operates in markets that are critical to global growth and development, and we play an important role in facilitating trade, investment and financial inclusion. Our commitment to sustainability and responsible finance is integral to our franchise and long-term value creation. This is not about pursuing objectives in isolation but about recognising that strong financial performance and positive social impact are mutually reinforcing when approached with discipline and integrity. Such an approach is deeply valued by our clients, and it is often cited as their reason for both choosing and remaining with us. And, over the last year in particular, this has been highlighted as an example of true differentiation from our global peers. Culture as a strategic asset In a global institution spanning diverse markets and regulatory regimes, culture is not an abstract concept; it is a strategic asset. As Chair, I experienced this firsthand during market visits in 2025 to Malaysia, Hong Kong, Singapore, the UAE, Mainland China, and the US. While our footprint is diverse it is our inclusive, collaborative, client-centric culture that sets us apart from our peers and serves as a valuable anchor of continuity. Standard Chartered’s valued behaviours – do the right thing, never settle and better together – are central to how we manage risk, serve clients and build trust. The Board will continue to focus on how these behaviours are reinforced through leadership, incentives and everyday decision-making, and on ensuring that the tone from the top is consistently reflected throughout the organisation. In fulfilling its responsibilities, the Board must maintain a balance and diversity of perspectives, skills and experience and remain engaged, informed and forward-looking in its oversight. During the year, Phil Rivett succeeded me as Senior Independent Director when I took the role of Chair in May. Phil also became Chair of the Board Risk Committee in August, with Jackie Hunt taking over as Chair of the Audit Committee in September. Pete Burrill was appointed as interim Group Chief Financial Officer in February, succeeding Diego De Giorgi, who stepped down as Executive Director and GCFO. The Board thanks Diego for his contribution and wishes him well for the future. The Board, as part of its core governance mandate, continues to focus on long term succession planning for the Board and its Committees and provides oversight of detailed executive and senior management succession plans, ensuring the Group remains well positioned to deliver the strategy and long-term objectives. Looking ahead with confidence As Chair, I intend to act as a steward of this remarkable institution – to preserve its strengths, to support its continued improvement, and to help ensure that Standard Chartered remains relevant and trusted for the long term. Reflecting the Board’s confidence in the Group’s future prospects, we are pleased to recommend an increased full-year dividend of 61 cents per share (a 65 per cent increase) and are announcing a further share buyback of $1.5 billion, in addition to the $2.8 billion already announced over the course of 2025. I would like to thank our clients for their trust, our colleagues for their extraordinary commitment, and our shareholders for their continued support. Together, we are building a stronger, more resilient and even more distinctive Standard Chartered – one that will continue to deliver sustainable performance and value creation in the years ahead. Maria Ramos Group Chair, Standard Chartered PLC 24 February 2026
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Group Chief Executive’s statement Standard Chartered PLC 4Q’25 Results 8 Our performance in recent years has been strong in both absolute terms and relative to many of our peers. This is reflected in key metrics such as the value of our client franchise, financial results, and share price. We have taken advantage of a generally supportive business environment. Shifts in trade and investment driven by geopolitical changes have worked in our favour, and growth remains strong in our key markets. We built additional momentum in 2025, leveraging our distinct competitive advantages, and intend to capitalise on this in the years to come, having exceeded our 13 per cent Return on Tangible Equity (RoTE) milestone a year earlier than guided. Navigating a period of extraordinary change We recognise that short-term results alone are not sufficient in banking; lasting success comes from building long-term resilience – for our clients, our communities and our own organisation. Sustainable performance comes from adapting to structural change and turning that into distinctive client value. We continually assess the structural shifts shaping the future of finance – some of which I explore below – and refine our strategic response to ensure that our current momentum translates into long-term value. The strengths that have fuelled our recent progress will continue to support our success and adaptability as a financial services company, even as markets evolve. 1. The emergence of a multipolar and multi‑aligned world The global marketplace is rapidly changing, with growth, capital and innovation more widely distributed and geopolitical alignment more fluid. As alliances form around specific trade, security and investment priorities, this creates new opportunities but also increased complexity in financing, supply chains, procurement, and logistics for clients operating internationally. • We help our clients navigate change by using our strong local presence across Asia, Africa and the Middle East to facilitate secure and compliant trade, investment and wealth flows. • Our investment over decades to develop these capabilities gives us a structural competitive advantage. • In relation to China, for example - which is neither converging with other financial systems nor isolating itself, but developing its own capital markets, payment rails and international linkages - we have built a leading RMB franchise in many of the markets in which we operate. 2. Digital transformation and evolving client expectations Money is becoming digital, programmable and increasingly interoperable across systems. Distributed ledger technology, tokenisation and new settlement models are already reshaping payments, securities issuance and settlement, custody and liquidity management. These changes raise fundamental questions about where trust and value will ultimately reside. History suggests that financial innovation does not eliminate clients’ need for banks; it changes the form that banking takes. • We have built market-leading digital asset capabilities, supporting clients across trading, custody, settlement and tokenisation in a compliant and scalable way. • Our approach is pragmatic, applying distributed ledger technology where it solves real problems – particularly in cross-border payments, liquidity management and market infrastructure – rather than pursuing novelty for its own sake. • We are modernising our financial plumbing while preserving the trust on which the system depends, partnering where necessary with those that share this vision. Digital-first banking models have reshaped client expectations across all segments, with clients increasingly prioritising convenience and consistency over physical interaction. Such models are cheaper to run and easier to scale, raising industry benchmarks for simplicity and speed. • Through our uniquely diversified digital banking portfolio across our markets, we serve distinct customer segments while enhancing offerings in our core businesses. These experiences have improved customer satisfaction and productivity across our Wealth & Retail Banking (WRB) business. • We are equally committed to advancing digital engagement with our Corporate & Investment Banking (CIB) clients, investing in new platforms, portals and digital channels, making it easier for them to access services, manage transactions and engage with us securely and efficiently.
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Group Chief Executive’s statement continued Standard Chartered PLC 4Q’25 Results 9 3. The changing role of banks in serving the real economy Banks are increasingly acting as service providers, credit originators and intermediaries, connecting borrowers and investors rather than holding risk alone. The post-financial crisis capital rules strengthened the system but made bank capital more expensive for some activities and changed the critical role of banks in serving the real economy. The role of non-bank financial institutions in the provision of credit, pricing and liquidity, significantly outpacing that of banks. This is not cyclical – it reflects a lasting reallocation of risk and capital that comes along with banks having governments as lenders of last resort. • These trends play directly to our strengths. We provide value to borrowers and investors through credit origination, warehousing, structuring and distribution, rather than balance-sheet accumulation alone. • This is driving greater demand for cross-border hedging and liquidity solutions, which we capture as valuable ‘flow’ business in our Global Markets franchise. • Our experience across our unique geographic footprint allows us to originate assets in markets, sectors and corridors where others cannot. That origination capability sits at the intersection of our corporate, institutional and wealth businesses, allowing us to connect borrowers, sponsors and investors in ways that are difficult to replicate. 4. Rising wealth participation is reshaping capital markets Affluent individuals and corporates are moving beyond deposits into equities, bonds and funds, while governments and regulators promote infrastructure and private sector growth. Capital markets across our footprint are transforming rapidly. Economies that once relied on bank lending and physical assets are shifting towards more accessible and sophisticated financial systems. This is not cyclical yield-chasing, but a structural change in how wealth is built, preserved and transferred. Technology is an accelerator, enabling broader participation and making capital markets integral to everyday economic life – unlocking new channels for savings, generational wealth transfer, investment and risk management. • As capital markets expand, our ability to provide trusted advice and innovative solutions becomes a critical differentiator, ensuring we capture growth while helping clients navigate complexity. • Wealth continues to grow rapidly across our footprint with the largest opportunities concentrated in our top markets, and this expansion is becoming increasingly international. Our affluent business is both large and high returning, driven by clients’ growing need to manage and grow their assets, and by our position as a top wealth manager in Asia. We differentiate ourselves by combining deep local market capabilities with global wealth and capital markets products and services, allowing our clients to improve returns and funding costs. 5. The transition economy and sustainable finance The global transition to a lower-carbon economy will significantly affect capital allocation for decades. But, as we saw in 2025, it will not follow a straight path. What has changed is the pace and pattern of the transition itself – more urgent because of accelerating climate impacts, more volatile because of geopolitical and energy market shocks, and more centred on emerging markets where capital is scarcest and where credible transition pathways, not just green solutions, are now essential. Asia, Africa and the Middle East will account for most of the future global population growth, energy demand and infrastructure investment. For these regions, the challenge is not whether to grow, but how to grow – balancing development, affordability and sustainability. • We have built one of the leading sustainable finance franchises across our footprint, precisely because we operate where the transition is most dynamic and most consequential. • Our role extends beyond financing renewable energy to supporting modernised grids, electrified transport, emerging industries, sustainable trade and adaptation – often in markets where capital is scarce and risk is misunderstood. Sustainable finance, in this context, is not an overlay. It is a growth opportunity and core capability that combines local knowledge, cross- border capabilities, structuring expertise and long-term client relationships. Taking the trends above together, they reinforce the logic of our strategy. We focus on areas where cross-border connectivity matters, where clients value insight, access and trust. When we describe Standard Chartered as a super-connector, we mean something specific. We sit at the centre of the world’s most important trade and capital corridors and help clients move money, manage risk, exchange ideas and deploy capital across borders that others cannot serve effectively.
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Group Chief Executive’s statement continued Standard Chartered PLC 4Q’25 Results 10 Further progress executing our distinctive strategy Our robust performance in 2025 reflected the disciplined execution of our strategy to maximise our areas of strongest competitive advantage: • Serving our international corporate, institutional and individual clients with our differentiated cross-border products and services. • Helping our affluent customers manage their wealth in our markets across Asia, Africa and the Middle East. We specialise in providing creative solutions to complex issues for these sophisticated and internationally oriented clients. As Pete, our interim Group Chief Financial Officer, will explain in more detail, we made good progress in both respects in 2025. I would like to take this opportunity to thank Diego for his valuable contribution during his tenure. Pete brings extensive sectoral experience and provides valuable continuity to the leadership of our finance function. Our distinctive model relies on the quality and resilience of our people. Our achievements in 2025 are a direct result of their extraordinary commitment and ingenuity, and I want to thank them for their dedication and for embracing the challenges and opportunities of a rapidly changing world. I am most proud that people who are the best at what they do choose to work at Standard Chartered, bringing their expertise and insights to help us deliver an increasingly distinctive client proposition. As we strive for excellence and deepen our role as a super-connector, it is the collective spirit and drive of our people that will define our next chapter. Our ongoing focus on serving our clients in the most productive way – through continuous transformation of our technology, adoption of advanced data skills (including AI), simplification of our processes, and disciplined expense management – has served us well. Initiatives such as Fit for Growth and other ongoing transformation programmes are enabling us to grow income at a faster rate than expenses while simultaneously enhancing the resilience of our functions. Our transformation is not limited to operational improvements; it is also underpinning a profound cultural shift. We are building a bank that is agile, seamless and truly client-centric, where collaboration and innovation are not just aspirations but embedded in our daily practice. Continuity of strategy under our new Chair This year marks an important transition in our leadership, as Maria Ramos succeeded José Viñals as Chair. We are grateful to José for his steady guidance and commitment, which have been instrumental in steering the bank through a dynamic period. Maria’s appointment brings both continuity and fresh perspective; she is exceptionally well placed to guide us through the next chapter. For further detail on her vision and priorities, I encourage you to read Maria’s statement, where she sets out her objectives. Looking ahead: this is (still) our time This year, we and our clients confronted a global economy and international system at what felt like an inflection point. Trends previously considered medium-term have accelerated. Trust and incrementalism – a belief that tomorrow will be a slightly modified version of today – have given way to a more substantial re-think. In response, markets and key actors are re-wiring their financial systems' connectivity, security alliances, trading routes and infrastructure, and technological dependencies. Our unique business model with its trusted network of deeply-rooted local franchises has always thrived in febrile environments, and we expect the prevailing conditions to continue for the foreseeable future. Our strategy is designed to enable us to endure change, to support clients as the world becomes more complex and as their own needs evolve, and to ensure that we remain relevant, resilient and trusted over the long term. We allocate capital, talent and technology accordingly – and we are equally deliberate about what we choose not to do. We remain committed to sharing our success with our shareholders and will continue to actively manage our capital position with this objective in mind. We are therefore announcing a further share buyback programme of $1.5 billion, to commence imminently. This bank has been transformed in the last ten years, from a traditional, broad-based commercial bank into a focused, structurally more profitable, and distinctly positioned international institution. But what got us here will not get us to where we want to be over the next decade. We will explain more about our plans at our capital markets event in May of this year, where we will describe our next phase of growth and the expected financial effects of our plans. Bill Winters Group Chief Executive 24 February 2026
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Group Chief Financial Officer’s review Standard Chartered PLC 4Q’25 Results 11 We delivered strong performance in 2025 reflecting sustained successful execution of our cross-border and affluent banking strategy which helped our clients navigate an uncertain external environment. The continued strategic focus on areas of our distinctive competitive advantage helped us deliver an underlying return on tangible equity of 14.7 per cent in 2025, surpassing our 13 per cent underlying return on tangible equity target a year earlier than planned. Summary of financial performance All commentary that follows is on an underlying basis and comparisons are made to the equivalent period in 2024 on a constant currency basis, unless otherwise stated. 2024 included items totalling $295 million (2025: $1 million loss) relating to gains on revaluation of FX positions in Egypt and a hyperinflationary accounting adjustment in Ghana (the notable items). Our operating income grew by 6 per cent to $20.9 billion or 8 per cent excluding the notable items, driven by record performance in Wealth Solutions and Global Markets and strong double-digit growth in Global Banking. Operating expenses grew by 4 per cent, disciplined cost management enabled us to generate positive income-to-cost jaws of 2 per cent, or 4 per cent excluding the impact of notable items. Credit impairment charges were $676 million, equivalent to an annualised loan-loss rate of 19 basis points, with asset quality remaining resilient in the face of a volatile global environment. Underlying profit before tax of $7.9 billion was up 18 per cent, and underlying earnings per share of 229.7 cents, increased 37 per cent benefitting from a reduction in share count as well as the increase in profitability. The Group remains well capitalised and highly liquid with a strong and diverse deposit base. The liquidity coverage ratio of 155 per cent reflects disciplined asset and liability management. The Common Equity Tier 1 (CET1) ratio of 14.1 per cent is above the Group’s target range of 13 per cent to 14 per cent, enabling the Board to announce a further $1.5 billion share buyback programme to commence imminently. Net interest income (NII) of $11.2 billion was up 1 per cent, as the benefit from higher volumes and improved balance sheet mix was partly offset by the impact of lower interest rates leading to margin compression, albeit pass-through rates remain robustly managed. Non NII of $9.7 billion increased 13 per cent or 17 per cent excluding the notable items. This was driven by record performance in Wealth Solutions from continued momentum in new clients onboarding and growth in net new money, strong performance in Global Banking from higher origination and distribution volumes and robust growth in Global Markets from client flow income. Ventures realised a $238 million gain from the Solv India transaction. Operating expenses of $12.3 billion increased 4 per cent. This was largely driven by continued investments into business growth initiatives, including strategic hiring of Relationship Managers in Wealth & Retail Banking (WRB) and coverage bankers in Corporate & Investment Banking (CIB) and higher performance related compensation reflecting a combination of strong profitability, share price increases and a change in regulation which enabled the acceleration of deferred bonuses. This was partly offset by efficiency saves, primarily linked to the Fit for Growth programme. The cost-to-income ratio improved by 1 percentage point to 59 per cent. Credit impairment charge of $676 million represents a loan loss rate of 19 basis points, in line with the prior year. WRB impairment of $595 million was down $28 million, reflecting portfolio optimisation actions. The $59 million charge in Ventures was down $14 million year-on-year as delinquency rates improved in Mox. CIB impairment was a net charge of $4 million, up $124 million from the non-repeat of prior year releases. Other impairment of $42 million decreased by $546 million year-on-year primarily due to lower software asset write-offs. Profit from associates and joint ventures was up 42 per cent to $71 million mainly reflecting higher profits at China Bohai Bank. Restructuring, FFG, Debit Valuation Adjustment (DVA) and other items totalled $937 million (2024: $797 million). Restructuring of $320 million reflects the impact of actions to simplify technology platforms and business exits (2024: $285 million). Charges to structurally improve productivity through the Fit for Growth programme totalled $531 million (2024: $156 million). Movements in DVA were a negative $31 million (2024: negative $24 million) while Other Items were a $55 million charge (2024: $332 million). Taxation was $1.9 billion on reported basis, with an underlying effective tax rate of 25.3 per cent down 5.3 per cent year-on-year reflecting a favourable change in the geographic mix of profits, reduced impact of deferred tax not recognised for UK losses and beneficial adjustments for prior period items. Underlying RoTE increased by 300 basis points to 14.7 per cent reflecting increased profits, a lower underlying effective tax rate, and gains on SC Ventures equity investments recognised through fair value movements in other comprehensive income. Reported RoTE increased 220 basis points to 11.9 per cent from an 18 per cent increase in profit before tax and 6 per cent drop-in tax rate. Underlying basic earnings per share (EPS) increased 61.6 cents or 37 per cent to 229.7 cents and reported EPS increased 54.1 cents or 38 per cent to 195.4 cents.
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Group Chief Financial Officer’s review continued Standard Chartered PLC 4Q’25 Results 12 A final ordinary dividend per share of 49 cents has been proposed taking the full-year dividend to 61 cents per share, a 65 per cent increase year-on-year. The Group completed a $1.5 billion share buyback programme during the first half of the year and the $1.3 billion share buyback programme announced on 31 July 2025 was completed on 26 January 2026. The increased dividend, along with a new share buyback programme of $1.5 billion to be commenced imminently, takes the total shareholder distributions announced since the full-year 2023 results to $9.1 billion. Guidance In 2026, the Group’s reporting will move from an underlying to a reported basis, and our 2026 guidance below is set on this basis: • Reported operating income growth year-on-year to be around the bottom end of 5-7 per cent range at constant currency. –Within which, net interest income1 expected to be broadly flat year-on-year at constant currency. • Reported cost to be broadly flat in constant currency including the final year of Fit for Growth charges. • Statutory RoTE to be greater than 12 per cent. Pete Burrill Interim Group Chief Financial Officer 24 February 2026 1 Net interest income is adjusted for trading book funding cost, treasury currency management activities, and financial guarantee fees on interest earning assets.
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Group Chief Financial Officer’s review continued Standard Chartered PLC 4Q’25 Results 13 Summary of financial performance Q4'25 Q4'24 Change Constant currency change¹ Q3'25 Change Constant currency change¹ FY'25 FY'24 Change Constant currency change¹ $million $million % % $million % % $million $million % % Underlying net interest income2 2,949 2,977 (1) (1) 2,737 8 8 11,185 11,096 1 1 Underlying non NII2 1,899 1,857 2 1 2,410 (21) (21) 9,709 8,600 13 13 Underlying operating income 4,848 4,834 – – 5,147 (6) (6) 20,894 19,696 6 6 Underlying operating expenses (3,429) (3,277) (5) (4) (2,953) (16) (16) (12,347) (11,790) (5) (4) Underlying operating profit before impairment and taxation 1,419 1,557 (9) (8) 2,194 (35) (35) 8,547 7,906 8 9 Credit impairment (145) (130) (12) (12) (195) 26 24 (676) (557) (21) (21) Other impairment (13) (353) 96 96 (20) 35 35 (42) (588) 93 93 Profit from associates and joint ventures (26) (27) 4 4 6 nm nm 71 50 42 42 Underlying profit before taxation 1,235 1,047 18 19 1,985 (38) (38) 7,900 6,811 16 18 Restructuring5 (129) (119) (8) (7) (54) (139) (146) (320) (285) (12) (13) FFG5 (233) (81) (188) (188) (138) (69) (69) (531) (156) nm nm DVA (9) (3) nm nm (27) 67 64 (31) (24) (29) (29) Other items (50) (44) (14) (14) – nm nm (55) (332) 83 83 Reported profit before taxation 814 800 2 4 1,766 (54) (54) 6,963 6,014 16 18 Taxation (341) (274) (24) (3) (468) 27 31 (1,866) (1,972) 5 6 Profit for the period 473 526 (10) 4 1,298 (64) (62) 5,097 4,042 26 29 Net interest margin (%)3,4 2.09 2.21 (12) 1.94 15 2.03 2.06 (3) Underlying return on tangible equity (%)4 9.6 8.1 150 13.4 (380) 14.7 11.7 300 Underlying basic earnings per share (cents) 37.1 28.9 28 52.3 (29) 229.7 168.1 37 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 Underlying Net Interest Income (NII) has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 to reflect the reclassification of funding cost mis- matches to underlying non NII 3 Net interest margin has been restated due to the revision of underlying net interest income as outlined in footnote 2 4 Change is the basis points (bps) difference between the two periods rather than the percentage change 5 FFG (Fit for Growth) charge previously reported within Restructuring has been re-presented as a separate item Reported financial performance summary Q4'25 Q4'24 Change Constant currency change¹ Q3'25 Change Constant currency change¹ FY'25 FY'24 Change Constant currency change¹ $million $million % % $million % % $million $million % % Net interest income 1,503 1,709 (12) (12) 1,408 7 8 5,955 6,366 (6) (6) Non NII 3,423 3,093 11 10 3,702 (8) (8) 14,987 13,177 14 14 Reported operating income 4,926 4,802 3 2 5,110 (4) (3) 20,942 19,543 7 7 Reported operating expenses (3,913) (3,475) (13) (11) (3,144) (24) (25) (13,304) (12,502) (6) (6) Reported operating profit before impairment and taxation 1,013 1,327 (24) (23) 1,966 (48) (48) 7,638 7,041 8 10 Credit impairment (148) (129) (15) (14) (188) 21 20 (672) (547) (23) (22) Goodwill & other impairment (24) (353) 93 93 (22) (9) (9) (65) (588) 89 89 Profit from associates and joint ventures (27) (45) 40 36 10 nm nm 62 108 (43) (43) Reported profit before taxation 814 800 2 4 1,766 (54) (54) 6,963 6,014 16 18 Taxation (341) (274) (24) (3) (468) 27 31 (1,866) (1,972) 5 6 Profit/(loss) for the period 473 526 (10) 4 1,298 (64) (62) 5,097 4,042 26 29 Reported return on tangible equity (%)2 4.8 5.3 (50) 10.5 (570) 11.9 9.7 220 Reported basic earnings per share (cents) 20.4 20.2 1 44.5 (54) 195.4 141.3 38 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
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Financial review Standard Chartered PLC 4Q’25 Results 14 Operating income by product Q4'25 Q4'24¹ Change Constant currency change² Q3'25 Change Constant currency change² FY'25 FY'24¹ Change Constant currency change² $million $million % % $million % % $million $million % % Transaction Services 1,521 1,666 (9) (9) 1,488 2 3 6,005 6,434 (7) (7) Payments & Liquidity 1,065 1,193 (11) (11) 1,016 5 5 4,155 4,605 (10) (10) Securities & Prime Services 173 161 7 9 166 4 5 648 611 6 7 Trade & Working Capital 283 312 (9) (10) 306 (8) (7) 1,202 1,218 (1) (1) Global Banking 545 500 9 7 588 (7) (8) 2,229 1,935 15 15 Lending & Financial Solutions 481 434 11 9 496 (3) (3) 1,905 1,677 14 13 Capital Markets & Advisory 64 66 (3) (5) 92 (30) (32) 324 258 26 26 Global Markets 660 773 (15) (15) 848 (22) (22) 3,863 3,450 12 12 Macro Trading 499 654 (24) (24) 678 (26) (26) 3,116 2,852 9 9 Credit Trading 138 138 – – 206 (33) (32) 753 644 17 17 Valuation & Other Adj 23 (19) nm nm (36) 164 164 (6) (46) 87 87 Wealth Solutions 677 562 20 20 890 (24) (24) 3,086 2,490 24 24 Investment Products 553 452 22 22 691 (20) (20) 2,347 1,827 28 28 Bancassurance 124 110 13 13 199 (38) (37) 739 663 11 12 Deposits & Mortgages 1,050 1,058 (1) (1) 1,034 2 2 4,080 4,170 (2) (2) CCPL & Other Unsecured Lending 264 270 (2) (2) 277 (5) (4) 1,080 1,081 – – Ventures 56 60 (7) (8) 39 44 41 415 183 127 125 Digital Banks 58 41 41 39 49 18 19 195 142 37 36 SCV (2) 19 (111) (111) (10) 80 78 220 41 nm nm Treasury & Other 75 (55) nm nm (17) nm nm 136 (47) nm nm Total underlying operating income 4,848 4,834 – – 5,147 (6) (6) 20,894 19,696 6 6 1 Products have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 with no change in total income 2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods The operating income by product commentary that follows is on an underlying basis and comparisons are made to the equivalent period in 2024 on a constant currency basis, unless otherwise stated. 2024 included items totalling $295 million (2025: $1 million loss) relating to gains on revaluation of FX positions in Egypt and a hyperinflationary accounting adjustment in Ghana (the notable items). Transaction Services income decreased 7 per cent as growth in Securities & Prime Services was more than offset by lower Payments & Liquidity and Trade & Working Capital income. Payments & Liquidity income decreased 10 per cent, driven by the impact of lower interest rates and margin compression, albeit passthrough rates continued to be tightly managed and there was strong growth in balances. Securities & Prime Services income grew 7 per cent due to higher fee from increase in custody balances. Trade & Working Capital income was down 1 per cent as growth in fees was offset by lower average volumes and margin compression. Global Banking income increased 15 per cent as Lending & Financial Solutions grew 13 per cent from strong pipeline execution which led to higher origination and distribution volumes and increased carry income. Capital Market & Advisory income was up 26 per cent on the back of increased bond fees and Mergers & Acquisitions transactions. Global Markets income increased 12 per cent driven by continued strong growth in flow income which grew 15 per cent primarily from Financial Institutions clients and increased Rates and Credit trading volumes. Episodic income grew 3 per cent from higher macro trading income. Wealth Solutions income was up 24 per cent, driven by a 28 per cent increase in Investment Products income and 12 per cent increase in Bancassurance. This was driven by continued momentum in affluent new-to-bank onboarding, with 275,000 clients onboarded in 2025, and $52 billion of affluent net new money, equivalent to 14 per cent growth of assets under management. Deposits & Mortgages income decreased 2 per cent. The benefit from higher deposit volumes and proactive pricing actions was more than offset by the impact of lower interest rates, while Mortgages income increased year-on year supported by margin expansion from lower funding cost and higher volumes in a few select markets. CCPL & Other Unsecured Lending income remained flat as an increase in margins was partly offset by lower volumes resulting from portfolio optimisation actions. Ventures income more than doubled year-on year. Digital Banks income was up $53 million driven by higher Deposit volumes and fee income as they continue to grow their customer base. SCV income was up $179 million mainly from a $238 million gain from the Solv India transaction. Treasury & other performance improved by $183 million as the benefit in Treasury from the repricing of longer dated assets was partly offset by the non-repeat of the notable items.
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Financial review continued Standard Chartered PLC 4Q’25 Results 15 Profit before tax by client segment Q4'25 $million Q4'241 $million Change % Constant currency change2 % Q3'25 $million Change % Constant currency change2 % FY’25 $million FY’241 $million Change % Constant currency change2 % Corporate & Investment Banking1 1,114 974 14 15 1,319 (16) (16) 5,875 5,431 8 9 Wealth & Retail Banking1 555 464 20 20 930 (40) (41) 2,883 2,537 14 14 Ventures (99) (90) (10) (9) (114) 13 13 (167) (385) 57 57 Central & other items1 (335) (301) (11) (9) (150) (123) (119) (691) (772) 10 14 Underlying profit before taxation 1,235 1,047 18 19 1,985 (38) (38) 7,900 6,811 16 18 1 Underlying profit before taxation has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 to reflect the reallocation of Treasury income and certain costs across segments 2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods The client segment commentary that follows is on an underlying basis and comparisons are made to the equivalent period in 2024 on a constant currency basis, unless otherwise stated. 2024 included items totalling $295 million (2025: $1 million loss) relating to gains on revaluation of FX positions in Egypt and a hyperinflationary accounting adjustment in Ghana (the notable items). Corporate & Investment Banking (CIB) profit before taxation increased 9 per cent. Income grew 4 per cent with a record performance in Global Markets and strong double-digit growth in Global Banking partly offset by lower Transaction Services. Expenses were 2 per cent higher, mainly from investments in business initiatives, while credit impairment was a net charge of $4 million compared to a $120 million net release in 2024. The other impairment decreased by $284 million year-on year due to non-repeat of software asset write-offs. Wealth & Retail Banking (WRB) profit before taxation increased 14 per cent. Income grew by 6 per cent, driven by a record performance in Wealth Solutions. Expenses increased 5 per cent, mainly from increased investment spend on business initiatives including strategic hiring of relationship managers. The credit impairment charge of $595 million was down $28 million from portfolio optimisation actions across in unsecured lending portfolios. The other impairment charge decreased $108 million compared to 2024 due to non-repeat of software asset write-offs. Ventures loss before tax decreased by $218 million to $167 million mainly from higher income of $232 million. Digital Banks income increased by $53 million driven by continued growth in customers and volumes. while SCV income increased by $179 million supported by a $238 million gain from the Solv India transaction. Expenses remained flat as costs were well controlled, while the $59 million credit impairment charge was down $14 million year-on-year as delinquency rates have improved in Mox. Central & other items (C&O) loss before tax improved by $81 million year-on year. Treasury benefited from the repricing of longer dated assets; this was in part offset by the nonrepeat of the notable items. Other impairments were lower by $159 million reflecting non-repeat of prior year software asset write-offs. Adjusted net interest income and margin Q4'25 $million Q4'24 $million Change¹ % Q3'25 $million Change % FY’25 $million FY’24 $million Change¹ % Adjusted net interest income2 2,948 2,981 (1) 2,737 8 11,184 11,112 1 Average interest-earning assets 560,311 537,410 4 560,336 – 550,930 539,338 2 Average interest-bearing liabilities 599,439 543,195 10 599,796 – 581,911 539,787 8 Gross yield (%)3 4.40 5.03 (63) 4.52 (12) 4.60 5.29 (69) Rate paid (%)3 2.16 2.79 63 2.41 25 2.43 3.22 79 Net yield (%)3 2.24 2.24 – 2.11 13 2.17 2.07 10 Net interest margin (%)3,4 2.09 2.21 (12) 1.94 15 2.03 2.06 (3) 1 Variance is better/(worse), other than assets and liabilities which is increase/(decrease) 2 Adjusted net interest income has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 to reflect the reclassification of funding cost mis- matches to non NII. Adjusted net interest income is reported net interest income less trading book funding cost, Treasury currency management activities, cash collateral and prime services 3 Change is the basis points (bps) difference between the two periods rather than the percentage change. Net interest margin has been re-presented due to the revision to Adjusted net interest income as outlined in footnote 2 4 Adjusted net interest income divided by average interest-earning assets, annualised
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Financial review continued Standard Chartered PLC 4Q’25 Results 16 Adjusted net interest income was up 1 per cent compared to 2024 as the benefit from higher volumes and improved balance sheet mix was partly offset by the impact of lower rates and margins. Net interest margin was 3 basis points lower as the impact of falling rates and margin compression was partially offset by better asset and deposit mix. Average interest-earning assets were up 2 per cent compared to 2024 driven by growth in Global Banking, Mortgages and Wealth Lending partially offset by reduction in Treasury assets and Trade and Working Capital. Gross yields decreased 69 basis points compared to the prior year due to the fall in benchmark interest rates. Average interest-bearing liabilities increased 8 per cent on the prior year from strong growth in customer accounts, primarily in WRB Term and CASA deposits. The rate paid on liabilities decreased 79 basis points compared with the average in the prior year, reflecting the impact of interest rate movements and improved liability mix. Credit risk summary Income Statement (Underlying view) Q4'25 $million Q4'24 $million Change1 % Q3'25 $million Change1 % FY’25 $million FY’24 $million Change1 % Total credit impairment charge / (release)2 145 130 12 195 (26) 676 557 21 Of which stage 1 and 22 62 172 (64) 55 13 296 371 (20) Of which stage 32 83 (42) (298) 140 (41) 380 186 104 1 Variance is increase/(decrease) comparing current reporting period to prior reporting periods 2 Refer to Credit Impairment charge table in Risk review section for reconciliation from underlying to reported credit impairment Balance sheet 31.12.25 $million 30.09.25 $million Change1 % 30.06.25 $million Change1 % 31.12.24 $million Change1 % Gross loans and advances to customers2 290,849 289,609 0 291,811 0 285,936 2 Of which stage 1 275,062 271,026 1 273,155 1 269,102 2 Of which stage 2 9,823 12,975 (24) 12,520 (22) 10,631 (8) Of which stage 3 5,964 5,608 6 6,136 (3) 6,203 (4) Expected credit loss provisions (4,061) (4,482) (9) (5,080) (20) (4,904) (17) Of which stage 1 (528) (509) 4 (553) (5) (483) 9 Of which stage 2 (446) (515) (13) (465) (4) (473) (6) Of which stage 3 (3,087) (3,458) (11) (4,062) (24) (3,948) (22) Net loans and advances to customers 286,788 285,127 1 286,731 0 281,032 2 Of which stage 1 274,534 270,517 1 272,602 1 268,619 2 Of which stage 2 9,377 12,460 (25) 12,055 (22) 10,158 (8) Of which stage 3 2,877 2,150 34 2,074 39 2,255 28 Cover ratio of stage 3 before/after collateral (%)3 52 / 68 62 / 78 (10) / (10) 66 / 82 (14) / (14) 64 / 78 (12) / (10) Credit grade 12 accounts ($million) 1,111 1,373 (19) 2,095 (47) 969 15 Early alerts ($million) 5 4,303 5,796 (26) 4,485 (4) 5,559 (23) Investment grade corporate exposures (%)3 74 75 (1) 75 (1) 74 0 Aggregate top 20 corporate exposures as a percentage of Tier 1 capital3,4 64 63 1 56 8 61 3 1 Variance is increase/(decrease) comparing current reporting period to prior reporting periods 2 Includes reverse repurchase agreements and other similar secured lending held at amortised cost of $8,242 million (30 September 2025: $6,162 million; 30 June 2025: $4,189 million; 31 Decem- ber 2024: $9,660 million) 3 Change is the percentage points difference between the two points rather than the percentage change 4 Excludes repurchase and reverse repurchase agreements 5 Includes non-purely precautionary early alert balances Asset quality remained resilient during the year, with an improvement in a number of underlying credit metrics. The Group continues to actively manage the credit portfolio while remaining alert to a volatile and challenging external environment including increased geopolitical tensions and evolving policy changes which may lead to idiosyncratic stress in a select number of geographies and industry sectors. The credit impairment charge of $676 million was up $119 million year-on-year, of which $95 million relates to debt securities which were a net release of $57 million in 2024 and a charge of $38 million in 2025. The loan loss rate of 19 basis points, which by definition excludes debt securities, remained flat year-on year.
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Financial review continued Standard Chartered PLC 4Q’25 Results 17 WRB charges of $595 million were $28 million lower reflecting the impact of portfolio optimisation actions. The $59 million charge in Ventures was down $14 million year-on-year as delinquency rates improved in Mox following a change in underlying credit criteria. There was net charge in CIB of $4 million, with a non-repeat of prior year net releases. During the year the non-linearity impact increased by $70 million to $113 million. This reflects an increased probability weighting of the two downside scenarios from 32 per cent as at 31 December 2024 to 41 per cent while the base forecast probability weighting reduced from 68 per cent as at 31 December 2024 to 59 per cent as at 31 December 2025. The Group retains a China commercial real estate (CRE) management overlay of $36 million and a $47 million overlay for clients who have exposure to the Hong Kong CRE sector. During 2025 the CRE overlays reduced by $11 million for Hong Kong and $34 million for China primarily driven by exposure movements and repayments. Gross stage 3 loans and advances to customers of $6 billion were 4 per cent lower year-on-year as repayments, client upgrades and write- offs more than offset new inflows. Credit-impaired loans represented 2.1 per cent of gross loans and advances, down from 2.2 per cent in the prior year. The stage 3 cover ratio before collateral of 52 per cent decreased by 12 percentage points mainly due to restructuring and lower provisions on inflows as they are covered by credit mitigants. The cover ratio post collateral at 68 per cent decreased 10 percentage points as some of the stage 3 inflows are now being covered by guarantees and credit insurance which are not classified as tangible collateral. Early alert exposures at $4.3 billion reduced by $1.3 billion year-on-year primarily from migrations into credit grade 12, while credit grade 12 balances remained around $1 billion as new inflows were largely offset by sovereign client upgrades. The proportion of investment grade corporate exposures of 74 per cent was broadly stable year-on-year. Restructuring, FFG, DVA and Other items FY’25 FY’24 Q4'25 Restruc- turing $million FFG $million DVA $million Net loss on businesses disposed of/ held for sale $million Other items $million Restruc- turing1 $million FFG 1 $million DVA $million Net loss on businesses disposed of/ held for sale2 $million Other items3 $million Restruc- turing $million FFG $million DVA $million Net loss on businesses disposed of/ held for sale $million Other items $million Operating income (24) – (31) (10) 113 103 – (24) (232) – (21) – (9) (5) 113 Operating expenses (289) (510) – –(158) (456) (156) – –(100) (103) (223) – –(158) Credit impairment 4 – – – – 10 – – – – (3) – – – – Other impairment (2) (21) – – – – – – – – (1) (10) – – – Profit from associates and joint ventures (9) – – – – 58 – – – – (1) – – – – Profit/(loss) before taxation (320) (531) (31) (10) (45) (285) (156) (24) (232) (100) (129) (233) (9) (5) (45) 1 FFG (Fit for Growth) charge previously reported within Restructuring has been re-presented as a separate item 2 Net loss on businesses disposed of/ held for sale 2024 includes $172 million primarily relating to recycling of FX translation losses from reserves into P&L on the sale of Zimbabwe, $26 million loss on sale of Angola, $19 million loss on Sierra Leone and $15 million loss on the Aviation business disposal 3 Other items include $100 million charge relating to Korea equity-linked securities (ELS) portfolio The Group's reported 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. Restructuring charges of $320 million, reflect the impact of actions to transform the organisation to improve productivity, primarily additional redundancy charges, simplifying technology platforms and business exits. During 2025 charges related to the Fit for Growth programme totalled $531 million. Movements in the Debit Valuation Adjustment (DVA) were a negative $31 million driven by the tightening of the Group’s asset swap spreads. Other items charge of $45 million reflect mainly a $113 million gains on the sale of property, charges booked for the participation in a compensation scheme recommended by the Korean Financial Supervisory Service and the settlement of a legal case relating to section 90A of the UK Financial Service Market Act.
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Financial review continued Standard Chartered PLC 4Q’25 Results 18 Balance sheet and liquidity 31.12.25 $million 30.09.25 $million Change1 % 30.06.25 $million Change1 % 31.12.24 $million Change1 % Assets Loans and advances to banks 43,901 45,612 (4) 42,386 4 43,593 1 Loans and advances to customers 286,788 285,127 1 286,731 – 281,032 2 Other assets 589,266 582,911 1 584,819 1 525,063 12 Total assets 919,955 913,650 1 913,936 1 849,688 8 Liabilities Deposits by banks 30,846 30,003 3 30,883 – 25,400 21 Customer accounts 530,161 526,284 1 517,390 2 464,489 14 Other liabilities 304,362 304,143 – 310,993 (2) 308,515 (1) Total liabilities 865,369 860,430 1 859,266 1 798,404 8 Equity 54,586 53,220 3 54,670 – 51,284 6 Total equity and liabilities 919,955 913,650 1 913,936 1 849,688 8 Advances-to-deposits ratio (%)2 51.4 50.7 51.0 53.3 Liquidity coverage ratio (%) 155 151 146 138 1 Variance is increase/(decrease)comparing current reporting period to prior reporting periods 2 The Group excludes $8,474 million held with central banks (30 September 2025: $8,956 million, 30 June 2025: $14,239 million and 31 December 2024: $19,187 million) that has been confirmed as repayable at the point of stress. Advances exclude repurchase agreement and other similar secured lending of $8,243 million (30 September 2025: $6,162 million, 30 June 2025: $4,189 million and 31 December 2024: $9,660 million) and include loans and advances to customers held at fair value through profit or loss of $12,355 million (30 September 2025: $9,421 million, 30 June 2025: $8,119 million and 31 December 2024: $7,084 million). Deposits include customer accounts held at fair value through profit or loss of $19,414 million (30 September 2025: $24,545 million, 30 June 2025: $24,958 million and 31 December 2024: $21,772 million) The Group's balance sheet remains strong, liquid and well diversified: Loans and advances (L&A) to customers increased 2 per cent, or $6 billion, to $287 billion as at 31 December 2025. Excluding a $7 billion increase from currency translation and the $14 billion reduction in Treasury and securities backed loans held to collect, the underlying growth was $13 billion or 5 per cent. The underlying growth is primarily driven by Global Banking in CIB and Wealth Lending and Mortgages in WRB. Customer accounts of $530 billion increased by $66 billion or 14 per cent. Excluding a $8 billion increase from currency translation, customer accounts increased by $58 billion, or 12 per cent. This was primarily driven by a $31 billion increase in WRB term and CASA deposits from targeted campaigns and a focus on attracting new to bank affluent clients and net new money. There was also a $13 billion increase in Transaction Services from CASA inflows and a $7 billion increase in corporate term deposits from Treasury management activities. Deposit from banks increased by 21 per cent reflecting balance sheet management activities across a number of markets. Other assets increased by $64 billion from 31 December 2024, with a $14 billion increase in cash and balances with central banks, a $22 billion increase in investment securities primarily debt securities, a $22 billion increase in non-financial assets mainly an increase in precious metals inventory and price, and a $18 billion increase in financial assets held at fair value through profit or loss. The increases were partly offset by a $16 billion reduction in derivative financial instruments. Other liabilities decreased 1 per cent or $4 billion from 31 December 2024, with a $14 billion decrease in derivative balances partly offset by an increase of $4 billion in financial liabilities held at fair value through profit and loss and a $8 billion increase in debt securities in issue. The advances-to-deposits ratio dropped around 2 percentage points year-on-year to 51.4 per cent. The point-intime LCR of 155 per cent increased 17 percentage points year-on-year due to balance sheet growth and ongoing Treasury liquidity management actions. It remains well above the minimum regulatory requirement of 100 per cent. Risk-weighted assets 31.12.25 $million 30.09.25 $million Change1 % 30.06.25 $million Change1 % 31.12.24 $million Change1 % By risk type Credit risk 192,145 191,074 1 191,348 – 189,303 2 Operational risk 35,223 32,578 8 32,578 8 29,479 19 Market risk 30,663 34,726 (12) 35,758 (14) 28,283 8 Total RWAs 258,031 258,378 (0) 259,684 (1) 247,065 4 1 Variance is increase/(decrease) comparing current reporting period to prior reporting periods
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Financial review continued Standard Chartered PLC 4Q’25 Results 19 Total risk-weighted assets (RWA) of $258 billion increased $11 billion or 4 per cent in comparison to 31 December 2024. Credit risk RWA increased by $2.8 billion to $192.1 billion. This was driven by an increase of $6.4 billion in asset growth, quality and mix, a $1.0 billion increase in derivatives and a $3.9 billion increases from foreign currency translation. The increase was partly offset by a decrease of $7.4 billion from optimisation actions and $1.1 billion reduction from model changes. Operational risk RWA increased by $5.7 billion to $35.2 billion driven by an increase in average income as measured over a rolling three-year time horizon. 2025 includes a $3.1 billion increases relating to average income for the years 2022 to 2024 and a $2.6 billion increase relating to the average income for the years 2023 to 2025 as the Group is now performing the annual operational risk RWA computation in the fourth quarter of the current year rather than the first quarter of the following year. Market risk RWA increased by $2.4 billion to $30.7 billion driven mainly by increase in specific interest rate risk from higher credit trading. Capital base and ratios 31.12.25 $million 30.09.25 $million Change % 30.06.25 $million Change % 31.12.24 $million Change1 % CET1 capital 36,440 36,594 (0) 37,260 (2) 35,190 4 Additional Tier 1 capital (AT1) 7,509 6,515 15 6,517 15 6,482 16 Tier 1 capital 43,949 43,109 2 43,777 ‒ 41,672 5 Tier 2 capital 9,278 9,422 (2) 9,504 (2) 11,419 (19) Total capital 53,227 52,531 1 53,281 ‒ 53,091 ‒ CET1 capital ratio (%)2 14.1 14.2 (4)bps 14.3 (23)bps 14.2 (12)bps Total capital ratio (%)2 20.6 20.3 30bps 20.5 11bps 21.5 (86)bps Leverage ratio (%)2 4.7 4.6 8bps 4.7 (1)bps 4.8 (11)bps 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 14.1 per cent was 12 basis points lower year-on-year and is 3.9 percentage points above the Group’s latest regulatory minimum requirement. The Group’s Pillar 2A reduced in 2025 post a supervisory review resulting in a 22-basis points reduction in the Group’s CET1 requirement. There was 206 basis points of CET1 accretion from underlying profits, and a further 19 basis points uplift primarily from fair value gains on other comprehensive income, FX, software intangibles and regulatory capital adjustments. This was partly offset by 46 basis points drop from an increase in RWAs. The Group completed the $1.5 billion share buyback programme announced with the full year 2024 results on 30th July 2025, purchasing 98.2 million shares. The Group subsequently announced a $1.3 billion share buyback programme on 31 July 2025 concurrently with the half year 2025 results, and as of 31 December 2025, the Group had spent $1.1 billion purchasing 53.1 million ordinary shares. Whilst the $1.3 billion share buyback was completed on 26 January 2026 purchasing 62.2 million shares, the entire $1.3 billion is deducted from CET1 in the reporting period. The 2025 share buybacks reduced the CET1 ratio by 113 basis points. The Board has recommended a final dividend of 49 cents per share or $1,092 million resulting in a total 2025 ordinary dividend of 61 cents a share or $1.38 billion. This, combined with the payments due to AT1 and preference shareholders cost approximately 78 basis points. The Board has announced a share buyback for up to a maximum consideration of $1.5 billion to further reduce the number of ordinary shares in issue by cancelling the repurchased shares. The terms of the buyback will be published, and the programme will start shortly and is expected to reduce the Group’s CET1 ratio in the first quarter of 2026 by 58 basis points. The Group’s UK leverage ratio of 4.7 per cent remains significantly above its minimum requirement of 3.7 per cent.
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Supplementary financial information Standard Chartered PLC 4Q’25 Results 20 Underlying performance by client segment 2025 2024¹ Corporate & Investment Banking Wealth & Retail Banking Ventures Central & other items Total Corporate & Investment Banking Wealth & Retail Banking Ventures Central & other items Total $million $million $million $million $million $million $million $million $million $million Operating income 12,394 8,464 415 (379) 20,894 11,935 8,021 183 (443) 19,696 External 11,718 3,619 416 5,141 20,894 10,480 3,533 184 5,499 19,696 Inter-segment 676 4,845 (1) (5,520) – 1,455 4,488 (1) (5,942) – Operating expenses (6,509) (4,982) (461) (395) (12,347) (6,334) (4,749) (460) (247) (11,790) Operating profit/(loss) before impairment losses and taxation 5,885 3,482 (46) (774) 8,547 5,601 3,272 (277) (690) 7,906 Credit impairment (4) (595) (59) (18) (676) 120 (623) (73) 19 (557) Other impairment (6) (4) (23) (9) (42) (290) (112) (18) (168) (588) Profit/(loss) from associates and joint ventures – – (39) 110 71 – – (17) 67 50 Underlying profit/(loss) before taxation 5,875 2,883 (167) (691) 7,900 5,431 2,537 (385) (772) 6,811 Restructuring & Other items2,5 (525) (456) (4) 48 (937) (234) (315) (3) (245) (797) Reported profit/(loss) before taxation 5,350 2,427 (171) (643) 6,963 5,197 2,222 (388) (1,017) 6,014 Total assets 516,923 130,489 8,335 264,208 919,955 485,680 122,357 6,259 235,392 849,688 Of which: loans and advances to customers205,493 126,980 2,660 14,453 349,586 197,582 119,263 1,388 21,324 339,557 loans and advances to customers 142,698 126,978 2,659 14,453 286,788 139,063 119,257 1,388 21,324 281,032 loans held at fair value through profit or loss (FVTPL)³ 62,795 2 1 –62,798 58,519 6 – – 58,525 Total liabilities 491,976 256,332 6,276 110,785 865,369 477,385 220,416 5,277 95,326 798,404 Of which: customer accounts⁴ 319,670 252,033 5,773 7,698 585,174 297,690 216,662 5,028 3,883 523,263 Risk-weighted assets 175,921 56,782 4,903 20,425 258,031 169,403 57,287 2,406 17,969 247,065 Income return on risk-weighted assets (%) 7.0 14.6 12.3 (1.8) 8.1 7.2 13.7 8.7 (2.0) 7.9 Underlying return on tangible equity (%) 15.8 25.5 nm (17.3) 14.7 14.9 20.7 nm (15.7) 11.7 Cost to income ratio (%) 52.5 58.9 nm nm 59.1 53.1 59.2 nm nm 59.9 1 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025. 2 Other items 2025 include gains on sale of office space and an additional provision with respect to a proposed penalty amount with regards to the Korea equity-linked securities (ELS) matter and the settlement of a litigation matter. Other items 2024 include $100 million charge relating to Korea equity-linked securities (ELS) portfolio, $172 million primarily relating to recycling of FX translation losses from reserves into P&L on the sale of Zimbabwe, $26 million loss on sale of Angola, $19 million loss on Sierra Leone and $15 million loss on the Aviation business disposal. Refer Restructuring, FFG (Fit for Growth), DVA and Other items table in Finance review section. 3 Loans held at FVTPL includes $50,443 million (2024: $51,441 million) of reverse repurchase agreements. 4 Customer accounts includes $19,414 million (2024: $21,772 million) of FVTPL and $35,559 million (2024: $37,002 million) of repurchase agreements. 5 Restructuring, FFG (Fit for Growth), DVA, Other items have been combined and now disclosed as one line item i.e. "Restructuring and Other items"
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 21 Corporate & Investment Banking Q4'25 Q4'243,4 Change1 Constant currency change1,2 Q3'25 Change1 Constant currency change1,2 FY'25 FY'243,4 Change1 Constant currency change1,2 $million $million % % $million % % $million $million % % Transaction Services 1,521 1,666 (9) (9) 1,488 2 3 6,005 6,434 (7) (7) Payments & Liquidity 1,065 1,193 (11) (11) 1,016 5 5 4,155 4,605 (10) (10) Securities & Prime Services 173 161 7 9 166 4 5 648 611 6 7 Trade & Working Capital 283 312 (9) (10) 306 (8) (7) 1,202 1,218 (1) (1) Global Banking 545 500 9 7 588 (7) (8) 2,229 1,935 15 15 Lending & Financial Solutions 481 434 11 9 496 (3) (3) 1,905 1,677 14 13 Capital Markets & Advisory 64 66 (3) (5) 92 (30) (32) 324 258 26 26 Global Markets 660 773 (15) (15) 848 (22) (22) 3,863 3,450 12 12 Macro Trading 499 654 (24) (24) 678 (26) (26) 3,116 2,852 9 9 Credit Trading 138 138 – – 206 (33) (32) 753 644 17 17 Valuation & Other Adj 23 (19) nm nm (36) 164 164 (6) (46) 87 87 Treasury & Other 115 (108) nm nm 46 150 153 297 116 156 163 Operating income4 2,841 2,831 – – 2,970 (4) (4) 12,394 11,935 4 4 Operating expenses (1,771) (1,777) – 1 (1,583) (12) (12) (6,509) (6,334) (3) (2) Operating profit before impairment losses and taxation 1,070 1,054 2 2 1,387 (23) (23) 5,885 5,601 5 6 Credit impairment 46 56 (18) (18) (64) 172 173 (4) 120 (103) (104) Other impairment (2) (136) 99 99 (4) 50 50 (6) (290) 98 98 Underlying profit before taxation 1,114 974 14 15 1,319 (16) (16) 5,875 5,431 8 9 Restructuring & Other items (234) (121) (93) (90) (145) (61) (63) (525) (234) (124) (123) Reported profit before taxation 880 853 3 4 1,174 (25) (25) 5,350 5,197 3 4 Total assets 516,923 485,680 6 6 499,829 3 3 516,923 485,680 6 6 Of which: loans and advances to customers⁵ 205,493 197,582 4 2 202,157 2 1 205,493 197,582 4 2 Total liabilities 491,976 477,385 3 2 494,081 – –491,976 477,385 3 2 Of which: customer accounts⁶ 319,670 297,690 7 6 329,011 (3) (3) 319,670 297,690 7 6 Risk-weighted assets 175,921 169,403 4 nm 175,434 – nm 175,921 169,403 4 nm Income return on risk-weighted assets (%)⁷ 6.4 6.6 (20) nm 6.8 (40) nm 7.0 7.2 (20) nm Underlying return on tangible equity (%)⁷ 11.6 10.4 120 nm 13.1 (150) nm 15.8 14.9 90 nm Cost to income ratio (%)⁸ 62.3 62.8 0.5 0.9 53.3 (9.0) (9.2) 52.5 53.1 0.6 0.9 1 Variance is better/(worse), except for risk-weighted assets, assets and liabilities which is increase/(decrease) 2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods 3 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 4 Products have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 5 Loans and advances to customers includes FVTPL and reverse repurchase agreements 6 Customer accounts includes FVTPL and repurchase agreements 7 Change is the basis points (bps) difference between the two periods rather than the percentage change 8 Change is the percentage points difference between the two periods rather than the percentage change CIB supports local and large corporations, governments, banks and investors with their transaction services, banking and financial markets’ needs. We provide differentiated cross-border capabilities to over 17,000 clients in some of the world’s fastest-growing economies and most active trade corridors. Segment overview Our strong and deep local presence enables us to 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. CIB is at the heart of the Group’s shared purpose to drive commerce and prosperity through our unique diversity. We are also committed to promoting sustainable finance in our markets and channelling capital to 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.
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 22 Business focus • Deliver sustainable growth for clients by leveraging our unique network to facilitate trade, capital and investment flows across our footprint markets. • Generate high-quality returns by improving income mix, growing capital-lite income, expanding our wallet share, and driving balance sheet velocity, while maintaining disciplined risk management. • Be a digital-first and data-driven bank that delivers enhanced client experiences. • Accelerate our sustainable finance offering to our clients through product innovation and enabling transition to a low-carbon future. Progress • Our underlying income performance was driven by our diversified product suite, expanded client solutions and optimised resource allocation by focusing on clients whose cross-border needs played directly to our strengths. Our cross-border income was 61.5 per cent of total CIB income with growth across strategic corridors. • We increased the share of income from our financial institution income as a percentage of total CIB income, from 51 per cent in 2024 to 54 per cent in 2025. Client Digital Transaction Initiation stood at 72.1 per cent (2024: 68.3 per cent) largely in Cash, Trade and FX. Client experience remained at the centre of our digital transformation, with our Customer Satisfaction Score improving to 76.5 per cent (2024: 71.6 per cent). • We have delivered $1.07 billion sustainable finance income, achieving our target of $1 billion income by 2025, and have mobilised $157 billion against our commitment to mobilise $300 billion of sustainable finance by 2030. Performance highlights • Underlying profit before tax of $5,875 million increased by 9 per cent at constant currency driven by higher income, and lower impairment charge partially offset by higher operating expenses. • Underlying operating income of $12,394 million increased by 4 per cent at constant currency primarily driven by strong performance in Global Markets and Global Banking. Global Markets increased 12 per cent driven by continued strong growth in flow income (up 15 per cent) and growth in episodic income (3 per cent). Global Banking increased 15 per cent due to higher origination and distribution volumes from strong pipeline execution, coupled with increased Capital Markets activities. Transaction Services income decreased 7 per cent as growth in Securities & Prime Services was offset by lower Payments & Liquidity and Trade & Working Capital incomes. • Underlying operating expenses were up by 2 per cent at constant currency largely due to strategic business investments and higher performance-related pay. • Credit impairment was a net charge of $4 million as the gross impairments were offset by recoveries. Other impairment decreased by $284 million year-on year due to non-repeat of software asset write-offs. • RWAs of $175.9 billion were up $6.5 billion, mainly driven by higher operational and market RWA. Credit RWA increase from asset growth was offset by RWA optimisation actions.
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 23 Wealth & Retail Banking Q4'25 Q4'243,4 Change1 Constant currency change1,2 Q3'25 Change1 Constant currency change1,2 FY'25 FY'243,4 Change1 Constant currency change1,2 $million $million % % $million % % $million $million % % Wealth Solutions 677 562 20 20 890 (24) (24) 3,086 2,490 24 24 Investment Products 553 452 22 22 691 (20) (20) 2,347 1,827 28 28 Bancassurance 124 110 13 13 199 (38) (37) 739 663 11 12 Deposits & Mortgages 1,050 1,058 (1) (1) 1,034 2 2 4,080 4,170 (2) (2) CCPL & Other Unsecured Lending 264 270 (2) (2) 277 (5) (4) 1,080 1,081 – – Treasury & Other 59 151 (61) (62) 51 16 14 218 280 (22) (23) Operating income4 2,050 2,041 – – 2,252 (9) (9) 8,464 8,021 6 6 Operating expenses (1,341) (1,327) (1) (1) (1,212) (11) (11) (4,982) (4,749) (5) (5) Operating profit before impairment losses and taxation 709 714 (1) (1) 1,040 (32) (32) 3,482 3,272 6 7 Credit impairment (156) (176) 11 11 (107) (46) (48) (595) (623) 4 4 Other impairment 2 (74) 103 101 (3) 167 133 (4) (112) 96 96 Underlying profit before taxation 555 464 20 20 930 (40) (41) 2,883 2,537 14 14 Restructuring & Other Items (257) (77) nm nm (69) nm nm (456) (315) (45) (47) Reported profit before taxation 298 387 (23) (22) 861 (65) (66) 2,427 2,222 9 10 Total assets 130,489 122,357 7 4 131,164 (1) –130,489 122,357 7 4 Of which: loans and advances to customers5 126,980 119,263 6 4 127,423 – –126,980 119,263 6 4 Total liabilities 256,332 220,416 16 14 250,884 2 2 256,332 220,416 16 14 Of which: customer accounts6 252,033 216,662 16 14 246,528 2 2 252,033 216,662 16 14 Risk-weighted assets 56,782 57,287 (1) nm 58,373 (3) nm 56,782 57,287 (1) nm Income return on risk-weighted assets (%)7 14.1 14.1 – nm 15.6 (150) nm 14.6 13.7 90 nm Underlying return on tangible equity (%)7 17.4 14.1 330 nm 35.6 (1,820) nm 25.5 20.7 480 nm Cost to income ratio (%)8 65.4 65.0 (0.4) (0.3) 53.8 (11.6) (11.8) 58.9 59.2 0.3 0.6 1 Variance is better/(worse), except for risk-weighted assets, assets and liabilities which is increase/(decrease) 2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods 3 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 4 Products have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 5 Loans and advances to customers includes FVTPL and reverse repurchase agreements 6 Customer accounts includes FVTPL and repurchase agreements 7 Change is the basis points (bps) difference between the two periods rather than the percentage change 8 Change is the percentage points difference between the two periods rather than the percentage change WRB continues to build on strong momentum, reinforcing our position as a leading international wealth manager across Asia, Africa and the Middle East. Our trusted brand, deep local presence and expansive global network are our core differentiators. Clients choose us for our ex- pertise, personalised solutions and stability, enabling us to capture strong structural tailwinds driving cross-border wealth flows Segment overview We serve individuals and small and medium businesses by directly addressing their international and wealth needs. We focus on the affluent spectrum, encompassing Private, Priority Private, Priority and Premium Banking clients, offering them a comprehensive product suite spanning: deposits, payments, financing, advisory, investments and bancassurance. In particular, our open architecture allows us to collaborate with partners to bring best-in-class and first-to-market wealth solutions to our clients. In Personal Banking, we focus on engaging emerging affluent clients early in their wealth journey. By partnering with them as their first or primary wealth advisor, we grow with them as they progress along the affluent continuum, cultivating a strong pipeline of our future affluent clients. For our small and medium business clients, we provide an integrated offering through the Small and Medium Enterprise (SME) segment that covers both their business operations and personal wealth needs. Many of these fast-growing companies particularly value our international network for their cross‑border needs. WRB is closely integrated with the Group’s other client segments. We support entrepreneurs from our Private Bank with one-stop solutions for their corporate banking needs, offer employee banking services to CIB clients and serve as a source of high-quality liquidity for the Group.
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 24 Business focus • Lead in international wealth management – We will capitalise on our position as a leading international wealth manager, by capturing wealth flows across key global corridors, particularly for Global Chinese and Global Indian clients, in Asia, Africa and the Middle East. We will leverage our unique advantages: our client continuum, global network and deep expertise in wealth solutions. • Deliver hyper-personalised, advisory-led wealth solutions – We will provide a differentiated client experience through hyper-personalised advisory-led propositions. This will be powered by a best-in-class open architecture solutions platform, enhanced by data and AI. • Accelerate investment in our growth engines – To drive growth and market share, we will accelerate investment in our core enablers: our affluent frontline teams, our wealth and digital platforms, our client centres, and our brand and marketing initiatives. • Serve entrepreneurial and SME owner clients – We will comprehensively serve SME business owners and international entrepreneurs whose personal and business finances are deeply interconnected. Our proposition for them will be anchored in integrated solutions for cash, trade, cross-border connectivity and wealth management. • Continue reshaping our mass retail business – Building on our progress, we will continue to reshape our mass retail business. Our focus remains on building a strong pipeline of future affluent and international banking clients, while actively optimising low returning, single- product relationships and geographies. Progress • Ranked #3 wealth manager in Asia based on Asian Private Banker rankings for 20241 . Affluent AUM stood at $447 billion as of 31 December 2025. • Strong momentum in client growth with 275,000 NTB affluent clients and affluent NNM2 reaching $52 billion, representing 14 per cent of AUM. • Up-tiered 307,000 individual clients through our wealth continuum across and within the personal and affluent segments, by tailoring our propositions and service models to the needs of our clients. • Continued to invest in the hiring of affluent relationship managers and wealth specialists, uplift digital capabilities and build new client centres; opened seven new client centres in 2025, taking the total to 18. • Continued to digitise and enhance the wealth client journeys with new self-service capabilities, streamline processes, and build more comprehensive portfolio advisory capabilities for both clients and frontline teams. • Launched three funds managed by SC Variable Capital Company and expanded our differentiated wealth solutions, such as our exclusive Signature Select and Signature CIO funds, with the combined AUM from Standard Chartered exclusive funds crossing $8 billion. • Recognised for excellence in private banking, digital wealth and other capabilities, with 40 industry awards received in 2025. Performance highlights • Underlying profit before tax of $2,883 million, increased by 14 per cent at constant currency driven by higher income, lower credit and other impairment charges, partially offset by higher operating expenses. • Underlying operating income of $8,464 million grew 6 per cent at constant currency primarily driven by a 24 per cent increase in Wealth Solutions, with broad-based growth across markets and products. This growth was supported by sustained momentum in affluent NTB clients and NNM inflows. Deposits & Mortgages decreased 2 per cent at constant currency, reflecting rate-driven pressures from lower benchmark interest rates, partially offset by volume growth and proactive pricing actions. CCPL & Other Unsecured Lending remained flat, with strategic portfolio optimisation in selective markets offsetting benefits from improved margins. • Underlying operating expenses increased by 5 per cent in constant currency with continued investment in affluent business growth initiatives, including the strategic hiring of affluent relationship managers and uplifting digital capabilities. Cost growth was managed through efficiency initiatives on branches, as well as off-strategy products and client segments. Productivity measures also increased efficiency of relationship managers and improved client servicing. • The credit impairment charge decreased by $28 million to $595 million, primarily driven by optimisation actions in the unsecured lending portfolio. Other impairment charges decreased by $108 million due to the non-repeat of software asset write-offs. • RWAs reduced by $0.5 billion to $56.8 billion, mainly due to optimisation of our unsecured lending portfolio and the transfer of an unsecured lending portfolio to Mox Bank in Ventures, allowing growth in the affluent segment through the Wealth Lending and Secured Lending portfolios. Total liabilities increased by 14 per cent at constant currency, underpinned by NTB acquisition and growth in affluent NNM. 1 Source: Asian Private Banker. This ranking combines Asia Private Banker Wealth Continuum & Private Banking rankings for 2024; using Wealth Continuum AUM balances for those banks which provide both 2 Net New Money is shown at YTD constant currency FX rates
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 25 Ventures Q4'25 Q4'243 Change1 Constant currency change1,2 Q3'25 Change1 Constant currency change1,2 FY'25 FY'243 Change1 Constant currency change1,2 $million $million % % $million % % $million $million % % Digital Banks 58 41 41 39 49 18 19 195 142 37 36 SCV (2) 19 (111) (111) (10) 80 78 220 41 nm nm Operating income 56 60 (7) (8) 39 44 41 415 183 127 125 Operating expenses (106) (113) 6 6 (116) 9 9 (461) (460) – – Operating loss before impairment losses and taxation (50) (53) 6 4 (77) 35 34 (46) (277) 83 84 Credit impairment (22) (14) (57) (47) (13) (69) (69) (59) (73) 19 20 Other impairment (8) (17) 53 53 (15) 47 47 (23) (18) (28) (21) Profit/(loss) from associates and joint ventures (19) (6) nm (200) (9) (111) (100) (39) (17) (129) (129) Underlying (loss)/profit before taxation (99) (90) (10) (9) (114) 13 13 (167) (385) 57 57 Restructuring & Other items (2) (2) – (50) (1) (100) (200) (4) (3) (33) (67) Reported (loss)/profit before taxation (101) (92) (10) (10) (115) 12 11 (171) (388) 56 56 Total assets 8,335 6,259 33 26 7,850 6 6 8,335 6,259 33 26 Of which: loans and advances to customers4 2,660 1,388 92 87 1,631 63 63 2,660 1,388 92 87 Total liabilities 6,276 5,277 19 15 6,122 3 2 6,276 5,277 19 15 Of which: customer accounts5 5,773 5,028 15 11 5,798 – (1) 5,773 5,028 15 11 Risk-weighted assets 4,903 2,406 104 nm 3,385 45 nm 4,903 2,406 104 nm Income return on risk-weighted assets (%)6 5.4 10.4 (500) nm 4.7 70 nm 12.3 8.7 360 nm Underlying return on tangible equity (%)6 nm nm nm nm nm nm nm nm nm nm nm Cost to income ratio (%)7 nm nm nm nm nm nm nm nm nm nm nm 1 Variance is better/(worse), except for risk-weighted assets, assets and liabilities which is increase/(decrease) 2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods 3 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 4 Loans and advances to customers includes FVTPL 5 Customer accounts includes FVTPL 6 Change is the basis points (bps) difference between the two periods rather than the percentage change 7 Change is the percentage points difference between the two periods rather than the percentage change Formed in 2022, the Ventures client segment 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 in Singapore. Segment overview SC Ventures builds and invests in breakthrough ventures, in and beyond banking. It provides a platform for organisations to drive innovation and transformation. The SC Ventures platform currently represents a diverse portfolio of almost 30 ventures and more than 30 investments. Mox, a cloud-native, mobile-only digital bank, was launched in Hong Kong as a joint venture with HKT, PCCW and Trip.com in September 2020. It penetrated over 10 per cent of Hong Kong’s total bankable population, and Mox Credit Card is ranked as the seventh-largest credit card portfolio among all Hong Kong retail banks1. Trust Bank is a digital retail bank, launched in Singapore in 2022 in partnership with FairPrice Group. It has over one million customers, making it the fourth largest retail bank in Singapore. Business focus • SC Ventures’ focus is on building and scaling new business models across three high-conviction themes of Digital Banking & Lifestyle, Trade & Supply Chains and Digital Assets, enabled by AI, Web3/Blockchain, ESG and Quantum. We do this by connecting ecosystems, partners and clients to create value and new sources of revenues, providing optionality for the Bank. In addition, SC Ventures identifies partners, and makes minority investments in companies that provide technology capabilities, which can then be integrated into the Bank and Ventures. • Mox aims to become a leading digital bank, focusing on cards, digital lending, deposits, wealth management and insurance. Mox plans to enhance its offering with a broader range of digital financial solutions to cater to customer needs in a competitive market. 1 According to TransUnion’s Market Insights and Intelligence Dashboard (MIID) for the period from January to December 2025.
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 26 • Trust Bank aims to establish itself as one of the main retail banks in Singapore, and gain wallet share by capitalising on its market-leading customer experience. Key near-term priorities are to continue to innovate in core banking products including savings and lending, deepen engagement with existing customers and to broaden its wealth management proposition. Progress • In 2025, SC Ventures maintained positive momentum, further enhancing its business performance. It launched four new ventures, raised funds amid a challenging environment, and expanded its geographical reach. Across SC Ventures subsidiaries, the customer base grew by 57 per cent year-on-year to reach nearly 1.1 million. SC Ventures completed the sale of Solv India to Jumbotail, one of India’s leading B2B marketplaces. The combined business is now one of the largest B2B e-commerce platforms in India. As a result of the transaction, SC Ventures reported a gain of $0.2 billion in its second quarter 2025 results. SC Ventures’ portfolio of compliant and bank-grade digital asset platforms continues to prove our commitment to building infrastructure that will enable institutional adoption. During the year, Zodia Markets successfully raised $18.3 million1 in a Series A funding round, in addition to significantly expanding its client base. • In 2025, Mox continued its strong growth trajectory, achieving a robust 15 per cent year-on-year increase in customer base and reaching approximately 750,000 customers. Mox continued to achieve strong performance, supported by an engaged customer base, delivering 21 per cent year-on-year growth in deposits. Unsecured loan balances grew 115 per cent year-on-year, benefitting from client acquisition and deepening, and including the impact of an acquisition of unsecured loans from Standard Chartered Hong Kong. Mox Card has been used in nearly 157 million transactions to date and has rewarded a total of 1.8 billion Asia Miles to date. By the first half of 2025, Mox’s market share had reached 24 per cent (was ranked number 1) and 25 per cent (was ranked number 2) in lending and deposits respectively, among all Hong Kong digital banks. Mox was recognised for its excellence by various global named agencies, such as the Top 100 Digital Banks and was rated number one in Hong Kong in Neobank Ranking 2025 by The Banker, Best Digital Bank in Hong Kong by the Asian Banker and Digital Bank of the Year – Hong Kong by Asian Banking and Finance. Mox has established a strong connection with Hong Kong customers since its launch – the bank’s app is currently the highest-rated digital banking app in Hong Kong, achieving a score of 4.8 out of 5 in the Apple App Store. In 2025 Mox launched Mox Insure, offering personal accident and travel insurance products. Mox also expanded offerings such as personalised portfolio investment under its digital wealth platform, Mox Invest, creating a strong foundation for revenue diversification. • Trust Bank continued its strong growth in 2025, with customer numbers up 15 per cent year-on-year reaching more than one million customers, taking its share of the adult population in Singapore beyond 20 per cent. The bank delivered robust financial performance with credit card spend growing 39 per cent and unsecured loan balances rising 67 per cent year-on-year, driven by new capabilities introduced over the past year. The bank continued to strengthen the quality of its funding base, with about one-third of total balances coming from customers who credit their salary to their Trust savings account. During 2025, Trust Bank was named Singapore’s Best Digital Bank for Consumers by Euromoney and the top mobile banking app for a digital bank globally by The Digital Banker. The bank made strong progress on AI adoption, driving productivity gains and enhanced customer experience. In Q1 2025, Trust Bank launched its digital wealth platform, TrustInvest, initially with a fund proposition. This was followed by a US stocks and ETFs trading platform in Q4 2025 and creates a strong foundation for revenue diversification. Performance highlights • Underlying loss before tax decreased by $218 million to $167 million, primarily driven by higher income. Income rose by $232 million to $415 million, driven primarily by a $238 million gain from the Solv India transaction. • Operating expenses were flat as business growth was offset by Solv India deconsolidation and efficiencies related to staff, marketing and vendor costs. • Credit impairment decreased by $14 million to $59 million, reflecting a reduction in delinquencies in Mox, driven by continuous improvement in both contractual and bankruptcy write-offs, partially offset by an increase in Trust in line with the growth in the asset book. • Ventures equity investments recognised $269 million gains, net of tax, in the year, through fair value movements in other comprehensive income. 1 Includes SC Ventures investment in Series A of $1.4 million.
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 27 Central & other items Q4'25 $million Q4'243,4 $million Change1 % Constant currency change1,2 % Q3'25 $million Change1 % Constant currency change1,2 % FY'25 $million FY'243,4 $million Change1 % Constant currency change1,2 % Treasury & Other4 (99) (98) (1) (5) (114) 13 11 (379) (443) 14 18 Operating income (99) (98) (1) (5) (114) 13 11 (379) (443) 14 18 Operating expenses (211) (60) nm nm (42) nm nm (395) (247) (60) (57) Operating loss before impairment losses and taxation (310) (158) (96) (94) (156) (99) (92) (774) (690) (12) (8) Credit impairment (13) 4 nm nm (11) (18) (40) (18) 19 (195) (190) Other impairment (5) (126) 96 97 2 nm nm (9) (168) 95 95 Profit/(loss) from associates and joint ventures (7) (21) 67 62 15 (147) (153) 110 67 64 64 Underlying loss before taxation (335) (301) (11) (9) (150) (123) (119) (691) (772) 10 14 Restructuring & Other items5 72 (47) nm nm (4) nm nm 48 (245) 120 120 Reported loss before taxation (263) (348) 24 26 (154) (71) (65) (643) (1,017) 37 39 Total assets 264,208 235,392 12 10 274,807 (4) (4) 264,208 235,392 12 10 Of which: loans and advances to customers6 14,453 21,324 (32) (36) 16,355 (12) (12) 14,453 21,324 (32) (36) Total liabilities 110,785 95,326 16 15 109,343 1 1 110,785 95,326 16 15 Of which: customer accounts7 7,698 3,883 98 95 4,061 90 90 7,698 3,883 98 95 Risk-weighted assets 20,425 17,969 14 nm 21,186 (4) nm 20,425 17,969 14 nm Income return on risk- weighted assets (%)8 (1.8) (2.0) 20 nm (2.1) 30 nm (1.8) (2.0) 20 nm Underlying return on tangible equity (%)8 (15.4) (14.6) (80) nm (20.9) 550 nm (17.3) (15.7) (160) nm Cost to income ratio (%)9 nm nm nm nm nm nm nm nm nm nm nm 1 Variance is better/(worse), except for risk-weighted assets, assets and liabilities which is increase/(decrease) 2 Comparisons presented on the basis of the current period’s transactional currency rate, ensuring like-for-like currency rates between the two periods 3 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 4 Products have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 5 Other items in 2025 include $113 million gain on sale of office space and Cameroon and Gambia loss on business disposal $5 million each 6 Loans and advances to customers includes FVTPL 7 Customer accounts includes FVTPL 8 Change is the basis points (bps) difference between the two periods rather than the percentage change 9 Change is the percentage points difference between the two periods rather than the percentage change Performance highlights • Underlying loss before tax of $691 million lower by 14 per cent at constant currency compared to prior year. This improvement was driven by a reduction in operating losses, lower other impairment and higher profit from associates and joint ventures, partially offset by higher operating expenses and higher credit impairment. • Underlying operating loss reduced by 18 per cent year-on-year to $379 million. The improvement is driven primarily by higher income from the repricing of treasury assets, maturation of short-term hedges and lower internal funding charges on capitalised software, premises and equipment, partially offset by non-recurrence of the revaluation of FX positions in Egypt and non-repeat of 2024 hyperinflationary accounting adjustments in Ghana of $131 million.
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 28 Underlying performance by key market 2025 Hong Kong $million Korea $million China $million Taiwan $million Singapore $million India $million UAE $million UK $million US $million Other $million Group $million Operating income 5,347 1,088 1,149 590 3,059 1,499 1,173 1,665 1,201 4,123 20,894 Operating expenses (2,429) (789) (804) (345) (1,784) (912) (650) (1,464) (628) (2,542) (12,347) Operating profit/(loss) before impairment losses and taxation 2,918 299 345 245 1,275 587 523 201 573 1,581 8,547 Credit impairment (253) (66) (78) (22) (116) (42) 39 45 (71) (112) (676) Other impairment (2) 1 (5) – (12) (3) – 4 (1) (24) (42) Profit/(loss) from associates and joint ventures – – 114 – (5) – – (6) – (32) 71 Underlying profit/(loss) before taxation 2,663 234 376 223 1,142 542 562 244 501 1,413 7,900 Total assets employed 217,291 51,350 50,188 21,875 123,610 32,750 22,065 243,016 63,350 94,460 919,955 Of which: loans and advances to customers3 89,641 29,089 14,358 11,905 65,083 12,286 8,715 60,519 24,938 33,052 349,586 Total liabilities employed 218,190 44,055 43,435 19,203 113,762 24,736 20,467 244,932 52,605 83,984 865,369 Of which: customer accounts3 187,753 34,177 36,692 17,722 100,598 16,333 17,873 86,852 22,541 64,633 585,174 20241 Hong Kong $million Korea $million China $million Taiwan $million Singapore $million India $million UAE $million UK $million US $million Other $million Group $million Operating income 4,581 1,125 1,402 588 2,564 1,538 1,161 1,445 939 4,353 19,696 Operating expenses (2,296) (763) (796) (341) (1,557) (957) (553) (1,538) (532) (2,457) (11,790) Operating profit/(loss) before impairment losses and taxation 2,285 362 606 247 1,007 581 608 (93) 407 1,896 7,906 Credit impairment (266) (54) (152) (38) (53) (37) 139 36 (1) (131) (557) Other impairment (117) (1) (28) – (135) (72) (28) (130) (26) (51) (588) Profit/(loss) from associates and joint ventures – – 67 – 5 – – (4) – (18) 50 Underlying profit/(loss) before taxation1 1,902 307 493 209 824 472 719 (191) 380 1,696 6,811 Total assets employed2 193,212 47,578 42,064 22,042 104,850 32,407 23,194 249,988 54,263 80,090 849,688 Of which: loans and advances to customers3 86,034 26,745 15,763 11,860 65,166 12,981 8,699 64,714 18,551 29,044 339,557 Total liabilities employed2 193,498 39,237 32,768 18,628 96,925 24,856 17,782 260,633 40,922 73,155 798,404 Of which: customer accounts3 166,420 28,703 27,853 17,252 86,250 18,601 14,872 90,473 16,066 56,773 523,263 1 Underlying profit before taxation has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 2 Balance sheet numbers have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 reflecting change from management basis to finan- cial basis 3 Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 29 Q4’25 Hong Kong $million Korea $million China $million Taiwan $million Singapore $million India $million UAE $million UK $million US $million Other $million Group $million Operating income 1,352 247 188 137 663 354 248 395 286 978 4,848 Operating expenses (651) (218) (197) (89) (548) (244) (189) (447) (181) (665) (3,429) Operating profit/(loss) before impairment losses and taxation 701 29 (9) 48 115 110 59 (52) 105 313 1,419 Credit impairment (16) (22) (7) (1) (35) (20) 14 (13) – (45) (145) Other impairment – – – – (10) (1) – (1) (1) – (13) Profit/(loss) from associates and joint ventures – – (5) – (4) – – (2) – (15) (26) Underlying profit/(loss) before taxation 685 7 (21) 47 66 89 73 (68) 104 253 1,235 Total assets employed 217,291 51,350 50,188 21,875 123,610 32,750 22,065 243,016 63,350 94,460 919,955 Of which: loans and advances to customers3 89,641 29,089 14,358 11,905 65,083 12,286 8,715 60,519 24,938 33,052 349,586 Total liabilities employed 218,190 44,055 43,435 19,203 113,762 24,736 20,467 244,932 52,605 83,984 865,369 Of which: customer accounts3 187,753 34,177 36,692 17,722 100,598 16,333 17,873 86,852 22,541 64,633 585,174 Q4’241 Hong Kong $million Korea $million China $million Taiwan $million Singapore $million India $million UAE $million UK $million US $million Other $million Group $million Operating income 1,137 293 272 132 618 362 249 440 253 1,078 4,834 Operating expenses (686) (273) (144) (91) (441) (266) (157) (461) (124) (634) (3,277) Operating profit/(loss) before impairment losses and taxation 451 20 128 41 177 96 92 (21) 129 444 1,557 Credit impairment (92) (7) (29) (11) (33) (12) 112 (6) (2) (50) (130) Other impairment (58) – (12) – (98) (43) (9) (93) (12) (28) (353) Profit/(loss) from associates and joint ventures – – (20) – 1 – – (1) – (7) (27) Underlying profit/(loss) before taxation1 301 13 67 30 47 41 195 (121) 115 359 1,047 Total assets employed2 193,212 47,578 42,064 22,042 104,850 32,407 23,194 249,988 54,263 80,090 849,688 Of which: loans and advances to customers3 86,034 26,745 15,763 11,860 65,166 12,981 8,699 64,714 18,551 29,044 339,557 Total liabilities employed2 193,498 39,237 32,768 18,628 96,925 24,856 17,782 260,633 40,922 73,155 798,404 Of which: customer accounts3 166,420 28,703 27,853 17,252 86,250 18,601 14,872 90,473 16,066 56,773 523,263 1 Underlying profit before taxation has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 2 Balance sheet numbers have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 reflecting change from management basis to finan- cial basis 3 Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 30 Quarterly underlying operating income by product Q4'25 $million Q3'25 $million Q2'25 $million Q1'25 $million Q4'241 $million Q3'241 $million Q2'241 $million Q1'241 $million Transaction Services 1,521 1,488 1,469 1,527 1,666 1,572 1,593 1,603 Payments & Liquidity 1,065 1,016 1,013 1,061 1,193 1,112 1,139 1,161 Securities & Prime Services 173 166 158 151 161 156 153 141 Trade & Working Capital 283 306 298 315 312 304 301 301 Global Banking 545 588 548 548 500 475 488 472 Lending & Financial Solutions 481 496 476 452 434 407 422 414 Capital Markets & Advisory 64 92 72 96 66 68 66 58 Global Markets 660 848 1,172 1,183 773 840 796 1,041 Macro Trading 499 678 961 978 654 683 631 884 Credit Trading 138 206 187 222 138 174 165 167 Valuation & Other Adj 23 (36) 24 (17) (19) (17) – (10) Wealth Solutions 677 890 742 777 562 694 618 616 Investment Products 553 691 544 559 452 507 444 424 Bancassurance 124 199 198 218 110 187 174 192 Deposits & Mortgages 1,050 1,034 990 1,006 1,058 1,051 1,041 1,020 CCPL & Other Unsecured Lending 264 277 282 257 270 281 270 260 Ventures 56 39 278 42 60 43 48 32 Digital Banks 58 49 46 42 41 39 33 29 SCV (2) (10) 232 – 19 4 15 3 Treasury & Other 75 (17) 28 50 (55) (52) (48) 108 Total underlying operating income 4,848 5,147 5,509 5,390 4,834 4,904 4,806 5,152 1 Products have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 with no change in total income Earnings per ordinary share Q4'25 $million Q4'24 $million Change % Q3'25 $million Change % FY'25 $million FY'24 $million Change % Profit for the period attributable to equity holders 473 526 (10) 1,298 (64) 5,097 4,042 26 Non-controlling interest 3 (4) nm 2 50 (12) 8 nm Dividend payable on preference shares and AT1 classified as equity (11) (29) 62 (272) 96 (527) (457) (15) Profit for the period attributable to ordinary shareholders 465 493 (6) 1,028 (55) 4,558 3,593 27 Items normalised1: Restructuring 129 119 8 54 139 320 285 12 FFG 233 81 188 138 69 531 156 nm DVA 9 3 200 27 (67) 31 24 29 Net loss on sale of businesses 5 44 (89) – nm 10 232 (96) Other items 45 – nm – nm 45 100 (55) Tax on normalised items (41) (36) (14) (39) (5) (135) (114) (18) Underlying profit attributable to ordinary shareholders 845 704 20 1,208 (30) 5,360 4,276 25 Basic - Weighted average number of shares (millions) 2,274 2,436 nm 2,310 nm 2,333 2,543 nm Diluted - Weighted average number of shares (millions) 2,351 2,509 nm 2,381 nm 2,404 2,610 nm Basic earnings per ordinary share (cents) 20.4 20.2 0.2 44.5 (24.1) 195.4 141.3 54.1 Diluted earnings per ordinary share (cents) 19.8 19.6 0.2 43.2 (23.4) 189.6 137.7 51.9 Underlying basic earnings per ordinary share (cents) 37.2 28.9 8.3 52.3 (15.1) 229.7 168.1 61.6 Underlying diluted earnings per ordinary share (cents) 35.9 28.1 7.8 50.7 (14.8) 223.0 163.8 59.2 1 Refer Profit before taxation (PBT) table in underlying versus reported results reconciliation
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Supplementary financial information continued Standard Chartered PLC 4Q’25 Results 31 Return on Tangible Equity Q4'25 $million Q4'24 $million Change % Q3'25 $million Change % FY'25 $million FY'24 $million Change % Average parent company Shareholders' Equity 46,422 44,824 4 46,490 – 45,755 44,478 3 Less Average preference share capital and share premium (1,494) (1,494) – (1,494) – (1,494) (1,494) – Less Average intangible assets (6,188) (6,035) (3) (6,118) (1) (6,019) (6,108) 1 Average Ordinary Shareholders' Tangible Equity 38,740 37,295 4 38,878 – 38,242 36,876 4 Profit for the period attributable to equity holders 473 526 (10) 1,298 (64) 5,097 4,042 26 Non-controlling interests 3 (4) nm 2 50 (12) 8 nm Dividend payable on preference shares and AT1 classified as equity (11) (29) 62 (272) 96 (527) (457) (15) Profit for the period attributable to ordinary shareholders 465 493 (6) 1,028 (55) 4,558 3,593 27 Items normalised1: Restructuring 129 119 8 54 139 320 285 12 FFG 233 81 188 138 69 531 156 nm DVA 9 3 200 27 (67) 31 24 29 Ventures FVOCI unrealised gains net of tax 95 51 86 102 (7) 269 39 nm Net loss on sale of businesses 5 44 (89) – nm 10 232 (96) Other items 45 – nm – nm 45 100 (55) Tax on normalised items (41) (36) (14) (39) (5) (135) (114) (18) Underlying profit for the period attributable to ordinary shareholders 940 755 25 1,310 (28) 5,629 4,315 30 Underlying return on tangible equity 9.6% 8.1% 150bps 13.4% (380)bps 14.7% 11.7% 300bps Reported return on tangible equity 4.8% 5.3% (50)bps 10.5% (570)bps 11.9% 9.7% 220bps 1 Refer Profit before taxation (PBT) table in underlying versus reported results reconciliation Net Tangible Asset Value per Share 31.12.25 $million 31.12.24 $million Change % 30.09.25 $million Change % Parent company shareholders' equity 46,593 44,388 5 46,250 1 Less Preference share premium (1,494) (1,494) – (1,494) – Less Intangible assets (6,231) (5,791) (8) (6,145) (1) Net shareholders tangible equity 38,868 37,103 5 38,611 1 Ordinary shares in issue, excluding own shares (millions) 2,247 2,408 (7) 2,293 (2) Net Tangible Asset Value per share (cents)1 1,730 1,541 189 1,684 46 1 Change is cents difference between the two periods rather than percentage change
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Underlying versus reported results reconciliations Standard Chartered PLC 4Q’25 Results 32 Reconciliations between underlying and reported results are set out in the tables below Operating income by client segment 2025 2024 Corporate & Investment Banking $million Wealth & Retail Banking $million Ventures $million Central & other items $million Total $million Corporate & Investment Banking1 $million Wealth & Retail Banking1 $million Ventures $million Central & other items1 $million Total $million Underlying versus reported: Underlying operating income 12,394 8,464 415 (379) 20,894 11,935 8,021 183 (443) 19,696 Restructuring (14) 1 – (11) (24) 69 23 – 11 103 DVA (31) – – – (31) (24) – – – (24) Other items2,3 – – – 103 103 – – – (232) (232) Reported operating income 12,349 8,465 415 (287) 20,942 11,980 8,044 183 (664) 19,543 Additional segmental income: Net interest income 1,397 5,126 115 (683) 5,955 2,090 5,175 100 (999) 6,366 Net fees and commission income 2,091 2,192 61 (95) 4,249 1,938 1,855 52 (111) 3,734 Net trading and other income 8,861 1,147 239 491 10,738 7,952 1,014 31 446 9,443 Reported operating income 12,349 8,465 415 (287) 20,942 11,980 8,044 183 (664) 19,543 1 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025. 2 Other items 2024 include $172 million primarily relating to recycling of FX translation losses from reserves into P&L on the sale of Zimbabwe, $26 million loss on sale of Angola, $19 million loss on Sierra Leone and $15 million loss on the Aviation business disposal. 3 Other items 2025 include $113 million gains on sale of office space and $10 million loss on business disposal. Net interest income and Non NII 2025 2024 Underlying $million Restructuring $million Adjustment for Trading book funding cost and Others $million Reported $million Underlying1 $million Restructuring $million Adjustment for Trading book funding cost and Others1 $million Reported $million Net interest income 11,185 (1) (5,229) 5,955 11,096 16 (4,746) 6,366 Non NII 9,709 49 5,229 14,987 8,600 (169) 4,746 13,177 Total income 20,894 48 – 20,942 19,696 (153) – 19,543 1 Underlying net interest income has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 to reflect the reclassification of funding cost mismatches to Underlying Non NII. Profit before taxation (PBT) 2025 Underlying $million Restructuring $million FFG $million DVA $million Net loss on businesses disposed of/ held for sale $million Other items1,2 $million Reported $million Operating income1 20,894 (24) – (31) (10) 113 20,942 Operating expenses2 (12,347) (289) (510) – – (158) (13,304) Operating profit/(loss) before impairment losses and taxation8,547 (313) (510) (31) (10) (45) 7,638 Credit impairment (676) 4 – – – – (672) Other impairment (42) (2) (21) – – – (65) Profit from associates and joint ventures 71 (9) – – – – 62 Profit/(loss) before taxation 7,900 (320) (531) (31) (10) (45) 6,963 1 Other items 2025 operating income include gain on sale of office space. 2 Other items 2025 operating expenses include a provision relating to the Korea equity-linked securities and the settlement of a litigation matter.
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Underlying versus reported results reconciliations continued Standard Chartered PLC 4Q’25 Results 33 2024 Underlying $million Restructuring¹ $million FFG¹ $million DVA $million Net gain on businesses disposed of/ held for sale² $million Other items³ $million Reported $million Operating income 19,696 103 – (24) (232) – 19,543 Operating expenses (11,790) (456) (156) – – (100)³ (12,502) Operating profit/(loss) before impairment losses and taxation7,906 (353) (156) (24) (232) (100) 7,041 Credit impairment (557) 10 – – – – (547) Other impairment (588) – – – – – (588) Profit from associates and joint ventures 50 58 – – – – 108 Profit/(loss) before taxation 6,811 (285) (156) (24) (232) (100) 6,014 1 FFG (Fit for Growth) charge previously reported within Restructuring has been re-presented as a separate item. 2 Net loss on businesses disposed of/ held for sale 2024 include $172 million primarily relating to recycling of FX translation losses from reserves into P&L on the sale of Zimbabwe, $26 million loss on sale of Angola, $19 million loss on Sierra Leone and $15 million loss on the Aviation business disposal. 3 Other items 2024 include $100 million charge relating to Korea equity-linked securities (ELS) portfolio. Profit before taxation (PBT) by client segment 2025 2024¹ Corporate & Investment Banking Wealth & Retail Banking Ventures Central & other items Total Corporate & Investment Banking Wealth & Retail Banking Ventures Central & other items Total Struct. $million $million $million $million $million $million $million $million $million $million Operating income 12,394 8,464 415 (379) 20,894 11,935 8,021 183 (443) 19,696 External 11,718 3,619 416 5,141 20,894 10,480 3,533 184 5,499 19,696 Inter-segment 676 4,845 (1) (5,520) – 1,455 4,488 (1) (5,942) – Operating expenses (6,509) (4,982) (461) (395) (12,347) (6,334) (4,749) (460) (247) (11,790) Operating profit/(loss) before impairment losses and taxation 5,885 3,482 (46) (774) 8,547 5,601 3,272 (277) (690) 7,906 Credit impairment (4) (595) (59) (18) (676) 120 (623) (73) 19 (557) Other impairment (6) (4) (23) (9) (42) (290) (112) (18) (168) (588) Profit from associates and joint ventures – – (39) 110 71 – – (17) 67 50 Underlying profit/(loss) before taxation 5,875 2,883 (167) (691) 7,900 5,431 2,537 (385) (772) 6,811 Restructuring & Other items²,⁵ (525) (456) (4) 48 (937) (234) (315) (3) (245) (797) Reported profit/(loss) before taxation 5,350 2,427 (171) (643) 6,963 5,197 2,222 (388) (1,017) 6,014 Total assets 516,923 130,489 8,335 264,208 919,955 485,680 122,357 6,259 235,392 849,688 Of which: loans and advances to customers 205,493 126,980 2,660 14,453 349,586 197,582 119,263 1,388 21,324 339,557 loans and advances to customers 142,698 126,978 2,659 14,453 286,788 139,063 119,257 1,388 21,324 281,032 loans held at fair value through profit or loss (FVTPL)³ 62,795 2 1 – 62,798 58,519 6 – – 58,525 Total liabilities 491,976 256,332 6,276 110,785 865,369 477,385 220,416 5,277 95,326 798,404 Of which: customer accounts⁴ 319,670 252,033 5,773 7,698 585,174 297,690 216,662 5,028 3,883 523,263 1 Segment results have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025. 2 Other items 2025 include gains on sale of office space and include a provision relating to the Korea equity-linked securities and the settlement of a litigation matter. Other items 2024 include $100 million charge relating to Korea equity-linked securities (ELS) portfolio, $172 million primarily relating to recycling of FX translation losses from reserves into P&L on the sale of Zimbabwe, $26 million loss on sale of Angola, $19 million loss on Sierra Leone and $15 million loss on the Aviation business disposal. Refer Restructuring, FFG (Fit for Growth), DVA and Other items table in Finance review section. 3 Loans held at FVTPL includes $50,443 million (2024: $51,441 million) of reverse repurchase agreements. 4 Customer accounts includes $19,414 million (2024: $21,772 million) of FVTPL and $35,599 million (2024: $37,002 million) of repurchase agreements. 5 Restructuring, FFG (Fit for Growth), DVA, Other items have been combined and now disclosed as one line item i.e. "Restructuring and Other items".
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Underlying versus reported results reconciliations continued Standard Chartered PLC 4Q’25 Results 34 Return on tangible equity (RoTE) 2025 2024 $million $million Average parent company shareholders' equity 45,755 44,478 Less: Average preference share capital and share premium (1,494) (1,494) Less: Average intangible assets (6,019) (6,108) Average ordinary shareholders' tangible equity 38,242 36,876 Profit for the year attributable to equity holders 5,097 4,042 Non-controlling interests (12) 8 Dividend payable on preference shares and AT1 classified as equity (527) (457) Profit for the year attributable to ordinary shareholders 4,558 3,593 Items normalised1: Restructuring 320 285 FFG 531 156 DVA 31 24 Ventures FVOCI unrealised gains net of tax 269 39 Net loss on sale of businesses 10 232 Other items 45 100 Tax on normalised items (135) (114) Underlying profit for the year attributable to ordinary shareholders 5,629 4,315 Underlying Return on Tangible Equity (%) 14.7 11.7 Reported Return on Tangible Equity (%) 11.9 9.7 1 Refer to note 2 Segmental information in the Annual Report 2025 2025 2024 Struct. Corporate & Investment Banking Wealth & Retail Banking Ventures Central & other items Total Corporate & Investment Banking Wealth & Retail Banking Ventures Central & other items Total % % % % % % % % % % Underlying RoTE 15.8 25.5 nm (17.3) 14.7 14.9 20.7 nm (15.7) 11.7 Restructuring¹ Of which: Income (0.1) – – (0.3) (0.1) 0.3 0.3 – 0.3 0.3 Of which: Expenses (1.8) (5.4) nm (0.9) (2.5) (1.5) (2.8) nm (0.4) (1.7) Of which: Credit impairment – – – 0.1 – – – – – – Of which: Other impairment – (0.1) – (0.3) (0.1) – – – (0.2) – Of which: Profit from associates and joint ventures – – – – – 0.2 – nm – 0.2 DVA¹ (0.1) – – – (0.1) (0.1) – – – (0.1) Net gain/(loss) on businesses disposed / held for sale¹ – – – (0.3) – – – – (5.4) (0.6) Other items¹ – – – 3.1 0.3 – (1.2) – – (0.3) Ventures FVOCI Unrealised gains / (losses) – – nm – (0.7) – – nm – (0.1) Tax on normalised items 0.3 0.9 nm (0.6) 0.4 0.3 0.8 nm 0.1 0.3 Reported RoTE 14.1 20.9 nm (16.5) 11.9 14.1 17.8 nm (21.3) 9.7 1 Refer to note 2 Segmental information in the Annual Report 2025
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Underlying versus reported results reconciliations continued Standard Chartered PLC 4Q’25 Results 35 Net charge-off ratio 2025 2024 Credit impairment (charge)/ release for the year $million Net average exposure $million Net charge-off Ratio % Credit impairment (charge)/ release for the year $million Net average exposure $million Net charge-off Ratio % Stage 1 41 314,590 (0.01) 22 314,092 (0.01) Stage 2 (310) 11,871 2.61 (368) 10,176 3.62 Stage 3 (383) 2,266 16.90 (244) 2,550 9.57 Total exposure (652) 328,727 0.20 (590) 326,818 0.18 Earnings per ordinary share (EPS) 2025 Underlying $ million Restructuring1 $ million FFG1 $ million DVA1 $ million Net loss on sale of businesses1 $ million Other items1 $ million Tax on normalised items $ million Reported $ million Profit/(loss) for the year attributable to ordinary shareholders 5,360 (320) (531) (31) (10) (45) 135 4,558 Basic - Weighted average number of shares (millions) 2,333 2,333 Basic earnings per ordinary share (cents) 229.7 195.4 2024 Profit/(loss) for the year attributable to ordinary shareholders 4,276 (285) (156) (24) (232) (100) 114 3,593 Basic - Weighted average number of shares (millions) 2,543 2,543 Basic earnings per ordinary share (cents) 168.1 141.3 1 Refer to note 2 Segmental information in the Annual Report 2025
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Group Chief Risk Officer’s review Standard Chartered PLC 4Q’25 Results 36 The Group’s strong performance in 2025 is underpinned by our commitment to effective risk management and a strong track record of managing risks during periods of volatile macroeconomic and geopolitical conditions. We proactively manage risk in a changing world. Managing risk 2025 saw the emergence of a multipolar global economy, with recent geopolitical shocks, industrial policy, and protectionist measures accelerating fragmentation in trade, technology, and capital flows. Heightened trade tensions from US tariffs were a focal point during the year, and although this tapered in the second half, uncertainties remain. Constant fluctuations in policy changes and escalating conflicts led to increased economic uncertainty, market volatility and elevating refinancing risks across emerging markets, among other factors. Throughout the year, we maintained a proactive approach to risk management and remained anticipatory in addressing emerging risks. We monitored the business through our well-established risk frameworks and practices, such as stress tests and portfolio reviews, highlighting any potential concentrations to be acted upon. We conducted thorough assessments of trade linkages and identified vulnerable countries and sectors. Beyond trade tensions, we closely monitored secondary impacts and categorised country risks through our Country Risk Early Warning System. We strengthened our stress-testing capabilities by increasing the number of management stress tests conducted. The Group continues to monitor direct exposures to countries involved in conflicts and the resultant secondary effects. We also remain vigilant in managing risks from escalating conflicts by continuously monitoring sovereign risks and scanning for topical and emerging threats. We are seeing an evolution in the exchange of value through new forms of digital money via decentralised systems using distributed ledger technology that offer an alternative to traditional payments. Financial institutions such as digital-native banks as well as corporates are increasingly looking to innovations such as stablecoins to take advantage of their potential benefits, which include faster settlement, programmability and more efficient cross-border payments. Digital assets such as stablecoins bring about new risk vectors. As we increase our digital assets activity across the Group, we remain focused on understanding how these risks may materialise, and evolving our relevant risk frameworks accordingly, and in compliance with relevant legislative and regulatory regimes. Banks are increasingly shifting from balance-sheet lenders to credit intermediaries as private credit expands, reflecting regulatory constraints and the growing role of non-bank capital. This evolution redistributes risks beyond the banking sector, requiring enhanced oversight and underscoring the value of disciplined credit underwriting. Corporate & Investment Banking (CIB) Corporate and Investment Banking (CIB) Our CIB credit portfolio remained resilient amid volatile market conditions, with overall good asset quality as evidenced by our largely investment-grade corporate portfolio (31 December 2025: 74 per cent; 31 December 2024: 74 per cent). In consideration of the macroeconomic challenges, we have been pre-emptive in assessing potential impacts of a potential trade war escalation by conducting extensive stress tests and portfolio reviews across vulnerable countries, sectors and clients. While the risk of re- escalation in global tariffs has moderated, we continue to update our assessments based on latest developments and take timely risk mitigating actions as appropriate. Outside tariffs, we remain vigilant in monitoring geopolitical risks, including conflicts in Ukraine and the Middle East, and various US policy risks, and their impact across geographies, commodity prices and clients, as well as sovereign risks across our global footprint. The Group’s exposure to data centres and private credit is subject to defined portfolio limits, stringent underwriting standards, concentration sub-caps and regular portfolio reviews. We continued to de-risk in China and Hong Kong commercial real estate, and have limited exposures to US regional banks and insurance companies. Our CIB Traded Risk increased during 2025, as evidenced by the higher average Value at Risk (VaR) (31 December 2025: trading $25.4 million and non-trading $47.0 million; 31 December 2024: trading $21.1 million and non-trading $34.2 million). The higher non-trading VaR was driven by market volatility combined with a VaR model enhancement to make the model more responsive to market volatility and larger US agency bonds inventory in the CIB non-trading portfolio. While elevated, the increased risk remained within risk appetite (RA) during the period. Stress tests were used extensively to detect any emerging issue in terms of Market Risk or Counterparty Credit Risk, with mitigating actions taken where required. There were no margin call issues with our collateralised counterparties, including hedge funds. Concentration Risk is monitored tightly and contained by limits. Velocity of assets in the trading book is enforced via tight ageing limits. We remain vigilant and are continuously enhancing our modelling and stress-testing capabilities in anticipation of further market volatility.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 37 Wealth & Retail Banking (WRB) The WRB credit portfolio continued to demonstrate resilience amid the economic uncertainties and geopolitical challenges. Portfolio management actions have continued to be dynamically adjusted in the last 18 months in response to the challenging and rapidly changing macroeconomic and operating conditions, with scenario testing being utilised to manage the uncertainties. As a result of credit portfolio actions taken, we are seeing signs of credit performance improvement. We remain focused on proactive risk management across credit origination, portfolio management and collections to manage the risks of a challenging and uncertain economic environment and associated market volatility on the WRB portfolios. We are also refining our portfolio strategy in our consumer unsecured lending and digital partnerships portfolios to selectively reduce exposure and to drive better profitability. Our end-to-end Credit Risk management actions are aligned for the successful execution of the pivot to the ‘affluent’ segment. While the WRB strategy leverages on the market-wide global growth in demand for wealth management services, an essential component of our competitiveness will be our risk management approach, which remains grounded in core principles and our long-held market expertise while also adapting to new risks presented by the dynamic global landscape. Treasury Risk Liquidity remained resilient across the Group and major legal entities (31 December 2025 liquidity coverage ratio (LCR): 155 per cent; 31 December 2024: 138 per cent) with a surplus to both RA and regulatory requirements. We are focused on proactively managing our capital, Interest Rate Risk in the Banking Book (IRRBB) and liquidity risks, including increasing our access to contingent funding sources as appropriate, and enhancing our framework for managing Treasury Risks in volatile market scenarios. The Group remains well capitalised with CET1 ratio at 14.1 per cent (31 December 2024: 14.2 per cent) while the Leverage ratio was 4.7 per cent (31 December 2024: 4.8 per cent). Our risk management approach Our Enterprise Risk Management Framework (ERMF) sets out the principles and minimum requirements for risk management and governance across the Group. The ERMF is complemented by frameworks, policies and standards that are mainly aligned to the principal risk types (PRTs) and is embedded across the Group, including its branches and subsidiaries1. The ERMF enables the Group to manage enterprise-wide risks, with the objective of maximising risk-adjusted returns while remaining within our RA. Principal risk types and risk appetite PRTs 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 risk type frameworks (RTFs) that are approved by the Group Chief Risk Officer (GCRO). The table below details the Group’s current PRTs, definitions and our RA statements. Principal risk types Definition Risk appetite statement Credit Risk Potential for loss due to failure of a counterparty to meet its agreed obligations to pay the Group. The Group manages its credit exposures following the principle of diversification across products, geographies, client segments and industry sectors. Traded Risk Potential for market or counterparty credit risk losses resulting from activities undertaken by the Group in fair valued financial market instruments. The Group should control its financial markets activities to ensure that market and counterparty credit risk losses do not cause material damage to the Group’s franchise. Treasury Risk 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. The Group should maintain sufficient capital, liquidity and funding to support its operations, and an interest rate profile that ensures 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 that its pension plans are adequately funded. Operational and Technology Risk 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 Group aims to mitigate and control Operational and Technology risks, to seek to ensure that events, including any related to conduct of business matters, do not cause the Group material harm as a result of business disruption, financial loss or reputational damage. Information and Cyber Security (ICS) Risk 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. The Group aims to mitigate and control ICS risks to ensure that incidents do not cause the Group material harm, business disruption, financial loss or reputational damage, recognising that while incidents are unwanted, they cannot be entirely avoided.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 38 Principal risk types Definition Risk appetite statement Financial Crime Risk2 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 and anti-bribery and corruption, and fraud. The Group has no appetite for breaches of laws and regulations related to financial crime, recognising that while incidents are unwanted, they cannot be entirely avoided. Compliance Risk Potential for penalties or loss to the Group or for an adverse impact to our clients or stakeholders or to the integrity of the markets we operate in through a failure on our part to comply with laws, or regulations. The Group has no appetite for breaches of laws and regulations related to regulatory non-compliance, recognising that while incidents are unwanted, they cannot be entirely avoided. Environmental, Social and Governance and Reputational (ESGR) Risk Potential or actual adverse impact on the environment and/or society, the Group’s financial performance, operations, or the Group’s name, brand or standing, arising from environmental, social or governance factors, or as a result of the Group’s actual or perceived actions or inactions. The Group aims to measure and manage financial and non- financial risks arising from climate change, reduce emissions in line with our net zero strategy and protect the Group from material reputational damage by upholding responsible conduct and striving to do no significant environmental and social harm. Model Risk Potential loss that may occur because of decisions or the risk of misestimation that could be principally based on the output of models, due to errors in the development, implementation, or use of such models. 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 some model uncertainty. 1 The Group’s ERMF 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 Fraud forms part of the Financial Crime RA Statement but, in line with market practice, does not apply a zero-tolerance approach. Topical and Emerging Risks Topical Risks refer to themes that may have emerged but are still evolving rapidly and unpredictably. Emerging Risks refer to unpredictable and uncontrollable outcomes from certain events that may have the potential to adversely impact our business. As part of our risk identification process, we have updated our Topical and Emerging Risks (TERs) from those disclosed in the 2025 Half Year Report. Below is a summary of the TERs, and the actions we are taking to mitigate them based on our current knowledge and assumptions. The list of TERs is not exhaustive and there may be additional risks that could have an adverse effect on the Group. Our mitigation approach for these risks may not eliminate them but demonstrates our awareness and attempts to mitigate or manage their impact. Macroeconomic and geopolitical considerations There is a complex interconnectedness between risks due to the direct influence of geopolitics on macroeconomics, as well as the global or concentrated nature of key supply chains. A more complex, differently integrated and generally more volatile global landscape could challenge cross-border business models but also provide new business opportunities. The Group is exposed to these risks directly through investments, infrastructure and employees, and also indirectly through its clients. While the primary impact is financial, there may be other ramifications such as reputational, compliance or operational considerations. Expanding array of global tensions and transition of the international order The global geopolitical landscape has shifted from a rules-based international order to a system driven by relative power dynamics. Fluid political and economic alliances are evolving, with the landscape further complicated by ongoing conflicts, e.g., in Ukraine and the Middle East. In the near term, geopolitical fragmentation is also hampering collaboration on key global challenges. The erosion of international rules and the organisations that underpin them could undermine coordination efforts on structural global issues, such as climate risk mitigation, or ad hoc emergencies. The dismantling of some international development organisations may also impact future cooperation efforts, including on combatting the potential spread of future pandemics. These trends are prompting reform at multinational institutions, albeit the pace is slow. National interests are returning more visibly, with national security or prosperity goals re-shaping engagement within and between countries. Domestic political volatility is increasing across numerous markets. Internationally, alliances are reorganising. Importantly, the US’s use of tariffs to achieve both economic and political goals, rollbacks of policy in areas such as Environmental, Social, and Governance (ESG), and direct interventions in global conflicts have all changed the macroeconomic and geopolitical landscape. Some of these actions have caused fractures between the US and traditional allies, leaving many long-standing bilaterial relationships in a state of flux.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 39 The positioning of ‘middle powers’ is complex and evolving, with a rise in ‘mini-lateral’ groups of countries that are ideologically or geographically aligned. The negotiating power of these alliances is strengthened where they are in strategic areas or involve the control of key resources. The Group may be impacted by direct exposure to countries engaged in conflicts, as well as by second-order effects on its clients and markets such as agricultural commodities, oil and gas. The sanctions landscape is also becoming increasingly complex, with potential divergence across regimes requiring heightened awareness in running a compliant, global operation. The malicious use of AI-enabled disinformation could further undermine trust in the political process. Terrorism and cyber warfare are also ongoing threats, with unpredictability exacerbated by the wider range of ideologies at play and enhanced capabilities to disrupt infrastructure in rival countries. Macroeconomic uncertainty including potential price bubbles While many tariff deals have been struck between the US and the rest of the world, the average global tariff level has increased significantly relative to a year ago. The potential for change remains, with the US administration applying additional tariffs in response to non-economic issues or to achieve leverage in other areas. Despite this, global trade has broadly readjusted and financial markets have not been adversely impacted. The relative alignment between the US and China is a major factor. However, dislocation risks persist, and headwinds are brewing in export-reliant locations such as South East Asia. Friction has also been seen around the export of rare earth metals from China. Potential uncertainty has driven a ‘debasement trade’ shift to hard assets, with the price of gold increasing by 65 per cent in 2025. Although the interest rate cut cycle has begun, the short-term trajectory remains uncertain. Tariffs, supply chain disruption, strong labour markets and higher deficits could be inflationary, leading to higher rates. In contrast, aggressive cuts could further fuel inflation. Developed markets have diminished fiscal flexibility to react due to their high debt levels and social burdens. There are growing concerns in Europe, where fiscal weakness in France and government instability in Germany threaten to undermine the European Union’s strongest members and the integrity of the bloc. Volatile interest rates could also impact the Group’s net interest income outlook. The global landscape remains challenging for businesses, with structural spending still a risk while volatility remains. As other cost pressures such as the ESG transition or keeping up with technological advances build, companies may start to feel a squeeze, especially if interest rates do not fall as rapidly as expected. Tariff volatility, policy unpredictability and uncertainty over the continued independence of the Fed could impact investor perceptions of risk- free assets across global markets, and encourage a gradual and steady diversification. In an extreme case, the rest of the world could reduce trade with the US, which could result in further weakening of the US dollar, challenging its status as the global reserve currency, or risk premia on traditionally risk-free assets such as US Treasuries. However, these are unlikely to materialise in the short term. One potential headwind for global markets could be a downturn caused by the bursting of the perceived AI bubble, with valuations of key players and significant investment from private credit players in the sector drawing some concern. A correction would have implications to the broader economy, with sectors such as energy, construction and commercial real estate all highly dependent on AI infrastructure growth, particularly data centres. Conversely, the AI race is fueling growth in demand for semiconductor chips, whose availability and price are becoming a concern. Concentration risk in sectors with an AI or semiconductor nexus needs to be monitored. The private credit sector is also under greater scrutiny, with concerns over default rates and increasing connectedness with traditional banks and the insurance industry. Lack of regulation or transparency, and lower underwriting standards all heighten inherent risks and make the segment more susceptible to downturns and other threats such as fraud. While idiosyncratic risks remain, emerging markets are generally seeing improved sentiment as debt restructurings have progressed and acute sovereign default risks have receded in certain presence markets. Multilateral support mechanisms, alongside bilateral funding, have helped to shore up external positions in several emerging markets. Trends such as de-dollarisation and disintermediation through alternative payment channels may have a larger impact in emerging markets, and how credit risk is managed in such centres. Supply chain issues and key material shortages Geopolitical volatility, shifts towards protectionism, and ongoing conflicts have complicated the operation of global supply chains. Countries are ‘de-risking’ through diversifying their supply chains. This includes tactics such as reducing reliance on rivals or concentrated suppliers, looking to either re-industrialise or make use of near-shoring and friend-shoring production, and forming entirely new relationships. The growing need for minerals and rare earth elements to power future technologies can be leveraged to achieve economic or political aims by restricting access. This can bolster the negotiating influence of refiners and producers such as China, Indonesia and some African markets. However, AI applications could provide additional supply chain robustness, as inefficiencies are reduced by predictive analytics around supply and demand, weather patterns and maintenance requirements. How these risks are mitigated • We conduct portfolio reviews and stress tests at Group, country, business and asset class level, with regular reviews of vulnerable sectors. • We have a structural hedging programme to mitigate the impact of volatile interest rates. • We run daily market risk stress scenarios to assess the impact of unlikely but plausible market shocks.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 40 • We run a suite of management scenarios with differing severities to assess their impact on key RA metrics. • We have a dedicated country risk team that closely monitors sovereign risk. • We maintain a diversified portfolio across products and geographies, with specific RA metrics to monitor concentrations. • Increased scrutiny is applied when onboarding clients in sensitive industries and ensuring compliance with sanctions. • We maintain underwriting principles for specialised product and industry segments, detailing transaction-level origination standards and sub-segment caps supported by regular portfolio reviews. • We regularly review our supply chains and third-party arrangements to improve operational resilience. • We actively review and test our crisis management and business continuity plans. ESG considerations Evolving ESG dynamics Stakeholder scrutiny on ESG commitments and practices continues. Regulators are implementing standards, reporting requirements and timelines that can vary significantly, leading to further complexity in ensuring compliance across different jurisdictions. Greenwashing risk remains heightened, with both regulator and non-governmental organisation scrutiny on market integrity. The Group maintains its external commitments to achieve net zero targets and mobilise sustainable financing amid shifting global attitudes. Economic pressures and geopolitical tensions such as increased tariffs may push companies to consider deprioritising their climate transition. In addition, the cost of managing the climate impacts from more frequent extreme weather events is increasing, with the burden disproportionately borne by developing markets, which in turn lowers their ability to invest in transition infrastructure. Frontier technologies such as quantum computing and AI may also come with substantial energy and water demands. These need to be understood, particularly the impact on companies’ ability to deliver against sustainability targets. Environmental risks such as loss of biodiversity pose incremental challenges to food, health systems and energy security. Modern slavery and human rights concerns are increasingly in focus, expanding beyond direct operations to extended supply chains. How these risks are mitigated • Climate Risk considerations are embedded across relevant principal risk types. We perform client-level Climate Risk assessments and set adequate mitigants or controls where relevant. • We have delivered on our commitment to be net zero in our own operations (Scope 1 and 2 emissions) by the end of 2025 and intend to maintain this going forward. • We embed our values through our Position Statements and a list of prohibited activities. We also maintain ESGR standards to identify, assess and manage risks when providing services to clients. • Management of greenwashing risks is integrated into our ESGR RTF, ESGR policies, Sustainable Finance Frameworks, and relevant product and marketing standards. • Detailed portfolio reviews and stress tests are conducted to assess the resilience of our clients and operations to climate-related physical and transition risks. • Suppliers1 that are identified as presenting higher risks of modern slavery are subject to a risk assessment. New business structures, channels and competition Competitive disruption Sources of disruption and disintermediation to traditional finance are increasing, with more established fintech and private credit sectors being joined by increasing use cases for digital assets. Stablecoins could provide alternative payment and deposit channels, with adoption expected to be most prevalent in emerging markets where local currencies are highly volatile. This could lead to deposit outflows from traditional banking products. While there is increasing regulatory scrutiny on alternative financing providers, such as the Bank of England’s proposed stress test for the private credit market, there is still a governance gap that could put banks at a competitive disadvantage. Financiers that can harness technology can rapidly improve their market share, as the concept of a hyper-personalised ‘segment of one’ is increasing in prominence, and may change marketing, client service and distribution channels. The proactive management of the impact of AI and more nascent technologies such as quantum computing may lead to sunk costs into projects that are ultimately not required or do not become part of daily operations. 1 By suppliers we are referring to external third parties (vendors) that have a commercial arrangement with the Group for the provision of goods and/or services. Examples of suppliers include landlords, management consultants, and IT service providers.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 41 Rapid adoption of AI The expansion of AI capabilities is increasingly pervasive and pivotal to business operations across industries. Traditional finance faces adoption challenges in complying with existing regulation and governance standards. Cost pressures and lack of key skills in the industry could hamper a swift transition. The increased use of partnerships with specialist tech providers is operationally efficient, although it increases third-party and model risks and requires enhanced due diligence to ensure secure adoption. The integration of more sophisticated insights utilising big data and AI could enhance the services offered to clients. However, if such capabilities are widely available it may impact banks’ ability to differentiate. AI also has implications on broader considerations such as the ethical use of data and protecting privacy and security, and the increase in ‘shadow AI’ or the use of unauthorised AI channels or tools. There has been a large increase in the use of AI in fraud, scams and spreading misinformation. AI powered deepfakes and autonomously generated malware are changing the nature of cyber threats, in particular increasing the speed of attack. However, the availability and maturity of security and controls continues to lag development of the technology itself. There are also potential societal and economic impacts from replacement of jobs, which may be concentrated in some sub-sectors and disproportionately impact junior positions and youth entering the workforce. Leveraging the benefits of augmented AI while managing these risks will be a core part of the Group’s business model. Cyber, data and operational resilience An expanding digital footprint and integration of smarter AI systems increases inherent cyber and operational risk, with more opportunities for cybercriminals to gain entry or access to corporate assets, including infrastructure such as cloud and third-party enabled services. These threats extend to our clients, with the Group at risk of financial loss if they are materially affected. Reliance on third parties for critical processes is an increasing regulatory focus and can introduce significant risks if these third parties fail to deliver or face operational issues. As supply chains become more complex and digital, security risks are shifting down to 4th and nth party. This increased interconnectedness is likely to further reduce the tolerance for errors and outages. Ongoing geopolitical tensions increase the risk of conflict spilling into the cyber domain, including cyber risks from nation-state actors seeking to disrupt operations, access sensitive information, or gain strategic advantage. The scale and sophistication of threats continues to increase, with ransomware a persistent concern. The barriers to entry for attacks is reducing, and malicious actors are embracing new wave technology with increased potency, such as AI. In the longer term, advances in quantum computing could threaten encryption, one of the core aspects of security, which will necessitate a complex global transition to enhance data architecture. There are also growing data sovereignty requirements to localise data, systems and operations, with data increasingly recognised as being at the centre of global trade. The adoption of new technologies, products or business models requires clear operating models and risk frameworks. It is essential to upskill our people to develop in-house capabilities to manage associated risks. People, process and technology agendas must be viewed holistically to effectively implement new infrastructure and reduce the risk of obsolescence. How these risks are mitigated • We continuously monitor and evaluate emerging technology trends, business models and opportunities. • We have enhanced governance for evolving areas, such as the Digital Asset Risk Committee. • We have instituted an AI Safety Council which evaluates and assesses AI solutions prior to use. • We apply a tiered approach to evaluate AI systems, proportionate to the associated risks. • We are partnering with central banks and other stakeholders on digital currency and stablecoin projects around the world. • We manage data and information security risks through our Compliance and Information and Cyber Security (ICS) RTFs. We maintain a global Group Data Conduct Policy. • The Group continues to invest in its resilience capabilities, with a focus on regulatory compliance, as well as ensuring the continued operational stability of the Bank. • The Group is focused on uplifting its global data centre footprint, enhancing technology to reduce obsolescence, assuring its use of third parties and building response and recovery capabilities. • We prioritise security and robust testing in the design of our products and services, including implementing encryption, phishing resistance and stringent access controls to safeguard user data. • The Group has implemented a ‘defence-in-depth’ ICS control environment strategy to protect, detect and respond to known and emerging ICS threats. • We upskill colleagues on the human aspect of ICS risk, underpinned by our colleague Code of Conduct and Ethics. We also assign mandatory ICS learning, phishing exercises and role-specific training. • The Group’s Incident Response processes include 24/7 security event monitoring, triage and analysis. • New risks are identified through the New Initiatives Risk Assessment and Third-Party Risk Management policy and standards.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 42 • We identify security threats to third parties and deliver threat intelligence and briefings to strategic clients to enhance our service and relationships. • We have initiated a post quantum cryptography programme to manage the bank-wide transition to post-quantum encryption standards. • We test the effectiveness of our crisis management and continuity strategies through a series of severe but plausible disruption scenarios. • We have implemented pan-bank stress testing for our important business services to ensure vulnerabilities are effectively identified and remediated. • We have improved operational resilience monitoring capabilities to identify potential vulnerabilities quickly and put in place necessary remediations and controls. Regulatory considerations Regulatory evolution and fragmentation Amid other changes in regulation, we are seeing a rise in consultations relating to digital assets, with potential inconsistent standards across jurisdictions raising risks around legal enforceability, ownership and capital treatment. There is also greater regulatory interest in the use of AI and its ethical application in decision-making. As technologies get more complex, we also see increased focus on consumer protection, particularly with ageing populations and a rise in populist agendas. In many Western jurisdictions, competitiveness and growth are becoming more pressing issues for regulatory authorities. Such policymaking comes at a natural tension with resilience considerations, as seen in the divergence in timing and approach of Basel 3.1 adoption across the US, UK and some Asian markets. Other areas of divergence include ESG regulation, and extraterritorial and localisation requirements, including data sovereignty. While some deregulation can be beneficial, an uncoordinated global regime makes it challenging to manage cross-border activities, with additional complexity and cost. How these risks are mitigated • We actively monitor regulatory developments and respond to consultations either bilaterally with regulators and external legal advisors or through well-established industry bodies. • We track evolving country-specific requirements and actively collaborate with regulators to support important initiatives. • We are leveraging new technology to identify and map new regulations. • We remain focussed on protecting consumers by proactively identifying and mitigating risks such as scams, phishing and impersonation Demographic considerations Skills and the competition for talent Evolving client expectations and rapid technological development are transforming the workplace, accelerating changes to how people work, connect and collaborate. The future workforce will continue to augment, with a focus on ensuring that human and technical skills intertwine effectively. Workforce expectations also continue to evolve, with health, wellbeing and purpose becoming top focuses for talent attraction. Maintaining an EVP that caters for multiple generations with differing priorities is a key challenge in building a high-performing, integrated employee base. Flexible working is an increasingly important factor for colleagues and an overall positive factor in workforce experience. However, there are risks around potential lack of development opportunities from face-to-face interaction, especially for more junior employees. The role of people leaders will continue to evolve to enable the right balance for both individuals and teams. Demographic and migration trends Developed markets’ budgets will be increasingly strained by ageing populations, and nationalistic policies on issues such as immigration could exacerbate the problem. Conversely, emerging markets are experiencing fast-growing, younger workforces. Population growth will put pressure on key resources to fully capitalise on the ‘demographic dividend’. Existing fiscal and social vulnerabilities may also hinder emerging markets’ ability to turbocharge their growth. Population displacement is rising, which may increase the fragility of societal structures in vulnerable centres. Large scale movement could cause social unrest and accelerate the spread of future pandemics. The ability to react to such external scenarios may be diminished due to broader declines in international institutions and reduced global cooperation. Societal unrest continues to increase, and the threat of terrorist activity and political violence has also heightened over the past 12 months. Net population growth for the 21st century will be in less-developed countries. Proactively planning for these demographic shifts will be essential in maintaining an efficient global business model.
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Group Chief Risk Officer’s review continued Standard Chartered PLC 4Q’25 Results 43 How these risks are mitigated • Our People Strategy builds a future-ready, multi-generational workforce through structured re-skilling and mobility programmes; this enables prompt redeployment as roles evolve, and also mitigates the demographic risks of shrinking and ageing populations. • We have an internal Talent Marketplace which enables colleagues to sign up for projects to access diverse experiences and career opportunities. • We place an emphasis on skills and identifying talent to accelerate, and how to deploy them in areas with the highest impact for our clients and the business. • We emphasise frequent two-way feedback through performance and development conversations to embed a culture of continuous learning and development. • We provide support and resources to help balance productivity, collaboration and wellbeing, with more than 60 per cent of our employees working flexibly. • Our Human Rights Position Statement outlines our commitment to maintain a safe, supportive, diverse and inclusive workplace, and to support social and economic development in the communities in which we operate. Jason Forrester Group Chief Risk Officer 24 February 2026
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Risk review Standard Chartered PLC 4Q’25 Results 44 Loans and advances by client segment (audited) Amortised cost 2025 Banks $million Customers Undrawn commitments $million Financial Guarantees $million Corporate & Investment Banking $million Wealth & Retail Banking $million Ventures $million Central & other items $million Customer Total $million Stage 1 43,608 132,772 124,657 2,649 14,984 275,062 195,032 112,091 • Strong 31,257 94,399 119,351 2,628 14,228 230,606 176,123 67,184 • Satisfactory 12,351 38,373 5,306 21 756 44,456 18,909 44,907 Stage 2 217 7,859 1,903 61 – 9,823 4,208 1,511 • Strong 42 1,767 1,414 39 – 3,220 1,340 351 • Satisfactory 172 4,984 154 8 – 5,146 2,662 1,052 • Higher risk 3 1,108 335 14 – 1,457 206 108 Of which (stage 2): • Less than 30 days past due – 86 154 8 – 248 – – • More than 30 days past due 3 158 335 14 – 507 – – Stage 3, credit-impaired financial assets 90 4,201 1,723 38 2 5,964 5 591 Gross balance1 43,915 144,832 128,283 2,748 14,986 290,849 199,245 114,193 Stage 1 (6) (128) (346) (42) (12) (528) (49) (26) • Strong (2) (59) (304) (39) (12) (414) (28) (12) • Satisfactory (4) (69) (42) (3) – (114) (21) (14) Stage 2 (1) (310) (114) (22) – (446) (33) (16) • Strong (1) (4) (79) (13) – (96) (4) – • Satisfactory – (217) (12) (3) – (232) (20) (9) • Higher risk – (89) (23) (6) – (118) (9) (7) Of which (stage 2): • Less than 30 days past due – (9) (12) (3) – (24) – – • More than 30 days past due – (1) (23) (6) – (30) – – Stage 3, credit-impaired financial assets (7) (2,214) (846) (25) (2) (3,087) (2) (98) Total credit impairment (14) (2,652) (1,306) (89) (14) (4,061) (84) (140) Net carrying value 43,901 142,180 126,977 2,659 14,972 286,788 Stage 1 0.0% 0.1% 0.3% 1.6% 0.1% 0.2% 0.0% 0.0% • Strong 0.0% 0.1% 0.3% 1.5% 0.1% 0.2% 0.0% 0.0% • Satisfactory 0.0% 0.2% 0.8% 14.3% 0.0% 0.3% 0.1% 0.0% Stage 2 0.5% 3.9% 6.0% 36.1% 0.0% 4.5% 0.8% 1.1% • Strong 2.4% 0.2% 5.6% 33.3% 0.0% 3.0% 0.3% 0.0% • Satisfactory 0.0% 4.4% 7.8% 37.5% 0.0% 4.5% 0.8% 0.9% • Higher risk 0.0% 8.0% 6.9% 42.9% 0.0% 8.1% 4.4% 6.5% Of which (stage 2): • Less than 30 days past due 0.0% 10.5% 7.8% 37.5% 0.0% 9.7% 0.0% 0.0% • More than 30 days past due 0.0% 0.6% 6.9% 42.9% 0.0% 5.9% 0.0% 0.0% Stage 3, credit-impaired financial assets (S3) 7.8% 52.7% 49.1% 65.8% 100.0% 51.8% 40.0% 16.6% • Stage 3 Collateral – 314 678 – – 992 – 56 • Stage 3 Cover ratio (after collateral) 7.8% 60.2% 88.5% 65.8% 100.0% 68.4% 40.0% 26.1% Cover ratio 0.0% 1.8% 1.0% 3.2% 0.1% 1.4% 0.0% 0.1% Fair value through profit or loss Performing 36,581 62,781 2 1 – 62,784 – – • Strong 28,278 39,352 2 1 – 39,355 – – • Satisfactory 8,303 23,429 – – – 23,429 – – • Higher risk – – – – – – – – Impaired (CG13-14) 92 14 – – – 14 – – Gross balance (FVTPL)2 36,673 62,795 2 1 – 62,798 – – Net carrying value (incl FVTPL) 80,574 204,975 126,979 2,660 14,972 349,586 – – 1 Loans and advances includes reverse repurchase agreements and other similar secured lending of $8,242 million under Customers and of $3,724 million under Banks, held at amortised cost. 2 Loans and advances includes reverse repurchase agreements and other similar secured lending of $50,443 million under Customers and of $33,689 million under Banks, held at fair value through profit or loss.
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Risk review continued Standard Chartered PLC 4Q’25 Results 45 Amortised cost 2024 Banks $million Customers Undrawn commitments $million Financial Guarantees $million Corporate & Investment Banking $million Wealth & Retail Banking $million Ventures $million Central & other items $million Customer Total $million Stage 1 43,208 128,746 117,015 1,383 21,958 269,102 178,516 87,991 • Strong 31,239 90,725 111,706 1,367 21,540 225,338 162,574 56,070 • Satisfactory 11,969 38,021 5,309 16 418 43,764 15,942 31,921 Stage 2 318 8,643 1,905 48 35 10,631 4,006 2,038 • Strong 8 1,229 1,413 31 – 2,673 994 471 • Satisfactory 125 6,665 155 6 – 6,826 2,862 1,403 • Higher risk 185 749 337 11 35 1,132 150 164 Of which (stage 2): • Less than 30 days past due – 55 155 6 – 216 – – • More than 30 days past due 2 7 337 11 – 355 – – Stage 3, credit-impaired financial assets 83 4,476 1,617 12 98 6,203 7 603 Gross balance1 43,609 141,865 120,537 1,443 22,091 285,936 182,529 90,632 Stage 1 (10) (80) (383) (20) – (483) (50) (16) • Strong (7) (28) (325) (18) – (371) (33) (7) • Satisfactory (3) (52) (58) (2) – (112) (17) (9) Stage 2 (1) (303) (147) (23) – (473) (52) (7) • Strong – (41) (70) (14) – (125) (10) – • Satisfactory (1) (218) (32) (3) – (253) (32) (4) • Higher risk – (44) (45) (6) – (95) (10) (3) Of which (stage 2): • Less than 30 days past due – (1) (32) (3) – (36) – – • More than 30 days past due – – (45) (6) – (51) – – Stage 3, credit-impaired financial assets (5) (3,178) (759) (11) – (3,948) (1) (129) Total credit impairment (16) (3,561) (1,289) (54) – (4,904) (103) (152) Net carrying value 43,593 138,304 119,248 1,389 22,091 281,032 – – Stage 1 0.0% 0.1% 0.3% 1.4% 0.0% 0.2% 0.0% 0.0% • Strong 0.0% 0.0% 0.3% 1.3% 0.0% 0.2% 0.0% 0.0% • Satisfactory 0.0% 0.1% 1.1% 12.5% 0.0% 0.3% 0.1% 0.0% Stage 2 0.3% 3.6% 7.7% 47.9% 0.0% 4.4% 1.3% 0.3% • Strong 0.0% 3.3% 5.0% 45.2% 0.0% 4.7% 1.0% 0.0% • Satisfactory 0.8% 3.3% 20.6% 50.0% 0.0% 3.7% 1.1% 0.3% • Higher risk 0.0% 5.9% 13.4% 54.5% 0.0% 8.4% 6.7% 1.8% Of which (stage 2): • Less than 30 days past due 0.0% 1.8% 20.6% 50.0% 0.0% 16.7% 0.0% 0.0% • More than 30 days past due 0.0% 0.0% 13.4% 54.5% 0.0% 14.4% 0.0% 0.0% Stage 3, credit-impaired financial assets (S3) 6.0% 71.0% 46.9% 91.7% 0.0% 63.6% 14.3% 21.4% • Stage 3 Collateral 1 297 584 – – 881 – 46 • Stage 3 Cover ratio (after collateral) 7.2% 77.6% 83.1% 91.7% 0.0% 77.8% 14.3% 29.0% Cover ratio 0.0% 2.5% 1.1% 3.7% 0.0% 1.7% 0.1% 0.2% Fair value through profit or loss Performing 36,967 58,506 6 – – 58,512 – – • Strong 30,799 38,084 3 – – 38,087 – – • Satisfactory 6,158 20,314 3 – – 20,317 – – • Higher risk 10 108 – – – 108 – – Impaired (CG13-14) – 13 – – – 13 – – Gross balance (FVTPL)2 36,967 58,519 6 – – 58,525 – – Net carrying value (incl FVTPL) 80,560 196,823 119,254 1,389 22,091 339,557 – – 1 Loans and advances includes reverse repurchase agreements and other similar secured lending of $9,660 million under Customers and of $2,946 million under Banks, held at amortised cost. 2 Loans and advances includes reverse repurchase agreements and other similar secured lending of $51,441 million under Customers and of $34,754 million under Banks, held at fair value through profit or loss.
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Risk review continued Standard Chartered PLC 4Q’25 Results 46 Credit impairment charge (audited) The table below analyses credit impairment charges or releases of the ongoing business portfolio and restructuring business portfolio for the year ended 31 December 2025. 2025 20241 Stage 1 & 2 $million Stage 3 $million Total $million Stage 1 & 2 $million Stage 3 $million Total $million Ongoing business portfolio Corporate and Investment Banking 121 (117) 4 78 (198) (120) Wealth and Retail Banking 159 436 595 301 322 623 Ventures (2) 61 59 10 63 73 Central & other items 18 – 18 (18) (1) (19) Credit impairment charge/(release) 296 380 676 371 186 557 Restructuring business portfolio Others (3) (1) (4) 1 (11) (10) Credit impairment charge/(release) (3) (1) (4) 1 (11) (10) Total credit impairment charge 293 379 672 372 175 547 1 Business segments have been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025, with no change in total credit impairment charge.
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Risk review continued Standard Chartered PLC 4Q’25 Results 47 Maximum exposure 2025 Maximum on Balance Sheet Exposure (net of credit impairment) $million Collateral $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 Industry: Automotive manufacturers 4,409 412 3,997 4,712 730 5,442 9,439 Aviation 2,010 1,176 834 1,206 820 2,026 2,860 Steel 1,767 296 1,471 834 237 1,071 2,542 Coal Mining 2 1 1 – 8 8 9 Aluminium 875 39 836 371 93 464 1,300 Cement 781 52 729 693 264 957 1,686 Shipping 6,861 4,300 2,561 2,183 180 2,363 4,924 Commercial Real Estate 9,397 4,406 4,991 3,050 188 3,238 8,229 Oil & Gas 9,462 992 8,470 12,257 8,314 20,571 29,041 Power 7,585 1,180 6,405 6,138 1,548 7,686 14,091 Total1,5 43,149 12,854 30,295 31,444 12,382 43,826 74,121 Total Corporate & Investment Banking2 204,973 27,925 177,048 135,410 105,414 240,824 417,872 Total Group3,4 430,157 137,977 292,180 208,841 114,053 322,894 615,074 2024 Industry: Automotive manufacturers 3,881 69 3,812 3,331 605 3,936 7,748 Aviation 1,829 960 869 842 928 1,770 2,639 Steel 1,526 316 1,210 816 325 1,141 2,351 Coal Mining 25 – 25 – – – 25 Aluminium 1,341 32 1,309 354 53 407 1,716 Cement 709 55 654 637 267 904 1,558 Shipping 7,038 5,037 2,001 2,176 397 2,573 4,574 Commercial Real Estate 7,635 3,400 4,235 2,758 684 3,442 7,677 Oil & Gas 7,421 988 6,433 7,928 7,079 15,007 21,440 Power 6,341 1,500 4,841 4,538 1,124 5,662 10,503 Total1 37,746 12,357 25,389 23,380 11,462 34,842 60,231 Total Corporate & Investment Banking2 196,823 32,152 164,671 118,106 81,132 199,238 363,909 Total Group3,4 420,117 121,993 298,124 193,115 90,602 283,717 581,841 1 Maximum on balance sheet exposure includes FVTPL amount of High Carbon sector is $2,202 million (31 December 2024: $749 million). 2 Includes on balance sheet FVTPL amount of $62,795 million (31 December 2024: $ 58,519 million) for Corporate & Investment Banking loans to customers. 3 Total Group includes net loans and advances to banks and net loans and advances to customers held at amortised cost of $43,901 million (31 December 2024: $43,593 million) and $286,788 million (31 December 2024: $ 281,032 million) respectively and loans to banks and loans and advances to customers held at FVTPL of $36,673 million (31 December 2024: $ 36,967 million) and $62,798 million (31 December 2024: $ 58,525 million) respectively. Refer to Loans and advances by client segment table. 4 Agriculture is a further sector for which the Group set a net zero target in 2025 (see net zero section). The value chain in scope for this sector incorporates from pre-farm production (fertiliser) to post-farm processing (food traders, processors and wholesales). The total outstanding loan exposure to this sector is $11,239 million (31 December 2024: $11,866m) with financial guarantees of $1,908 million (31 December 2024: $2,177m) and undrawn commitments of $10,977 million (31 December 2024:$8,796m) Whilst there is a net zero target on this sector and transition risk is a consideration, the sector is not considered a traditional high carbon sector as not linked to heavy industry and the consumption of energy. 5 The ratio of total high carbon sector lending to the Group’s total assets is 5.9 % (31 December 2024: 5.8%), which is the high carbon sector and agriculture sector balances over the total Group balance sheet.
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Capital review Standard Chartered PLC 4Q’25 Results 48 Capital ratios 31.12.25 30.09.25 Change2 30.06.25 Change2 31.12.24 Change2 CET1 14.1% 14.2% (4)bps 14.3% (23)bps 14.2% (12)bps Tier 1 capital 17.0% 16.7% 35bps 16.9% 17bps 16.9% 17bps Total capital 20.6% 20.3% 30bps 20.5% 11bps 21.5% (86)bps Capital base1 (audited) 31.12.25 $million 30.09.25 $million Change3 % 30.06.25 $million Change3 % 31.12.24 $million Change3 % CET1 capital instruments and reserves Capital instruments and the related share premium accounts 5,120 5,135 – 5,154 (1) 5,201 (2) Of which: share premium accounts 3,989 3,989 – 3,989 – 3,989 – Retained earnings 24,528 24,887 (1) 26,692 (8) 24,950 (2) Accumulated other comprehensive income (and other reserves) 10,406 10,180 2 10,099 3 8,724 19 Non-controlling interests (amount allowed in consolidated CET1) 262 208 26 234 12 235 11 Independently audited year-end profits 5,100 4,642 10 3,341 53 4,072 25 Foreseeable dividends (1,377) (802) (72) (570) (142) (923) (49) CET1 capital before regulatory adjustments 44,039 44,250 – 44,950 (2) 42,259 4 CET1 regulatory adjustments Additional value adjustments (prudential valuation adjustments) (693) (727) 5 (660) (5) (624) (11) Intangible assets (net of related tax liability) (6,145) (6,048) (2) (5,995) (3) (5,696) (8) Deferred tax assets that rely on future profitability (excludes those arising from temporary differences) (15) (13) (15) (18) 17 (31) 52 Fair value reserves related to net losses on cash flow hedges (315) (361) 13 (378) 17 (4) (7,775) Deduction of amounts resulting from the calculation of excess expected loss (599) (579) (3) (617) 3 (702) 15 Net gains on liabilities at fair value resulting from changes in own credit risk 412 358 15 275 50 278 48 Defined-benefit pension fund assets (149) (182) 18 (159) 6 (149) – Fair value gains arising from the institution's own credit risk related to derivative liabilities (70) (79) 11 (103) 32 (97) 28 Exposure amounts which could qualify for risk weighting of 1250% (25) (25) – (35) 29 (44) 43 Total regulatory adjustments to CET1 (7,599) (7,656) 1 (7,690) 1 (7,069) (7) CET1 capital 36,440 36,594 – 37,260 (2) 35,190 4 Additional Tier 1 capital (AT1) instruments 7,529 6,535 15 6,537 15 6,502 16 AT1 regulatory adjustments (20) (20) – (20) – (20) – Tier 1 capital 43,949 43,109 2 43,777 – 41,672 5 Tier 2 capital instruments 9,308 9,452 (2) 9,534 (2) 11,449 (19) Tier 2 regulatory adjustments (30) (30) – (30) – (30) – Tier 2 capital 9,278 9,422 (2) 9,504 (2) 11,419 (19) Total capital 53,227 52,531 1 53,281 – 53,091 – Total risk-weighted assets (unreviewed) 258,031 258,378 – 259,684 (1) 247,065 4 1 Capital base is prepared on the regulatory scope of consolidation 2 Change is the percentage point difference between two periods, rather than percentage change 3 Variance is increase/(decrease) comparing current reporting period to prior periods
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Capital review continued Standard Chartered PLC 4Q’25 Results 49 Movement in total capital (audited) 2025 $million 2024 $million CET1 at 1 January 35,190 34,314 Ordinary shares issued in the period and share premium – – Share buyback (2,800) (2,500) Profit for the period 5,100 4,072 Foreseeable dividends deducted from CET1 (1,377) (923) Difference between dividends paid and foreseeable dividends (557) (469) Movement in goodwill and other intangible assets (449) 432 Foreign currency translation differences 931 (525) Non-controlling interests 26 18 Movement in eligible other comprehensive income 283 636 Deferred tax assets that rely on future profitability 16 10 Decrease/(increase) in excess expected loss 101 52 Additional value adjustments (prudential valuation adjustment) (69) 106 IFRS 9 transitional impact on regulatory reserves including day one – 2 Exposure amounts which could qualify for risk weighting 18 – Fair value gains arising from the institution's own Credit Risk related to derivative liabilities 27 19 Others – (54) CET1 at 31 December 36,440 35,190 AT1 at 1 January 6,482 5,492 Net issuances (redemptions) 1,026 1,015 Foreign currency translation difference and others 1 (25) AT1 at 31 December 7,509 6,482 Tier 2 capital at 1 January 11,419 11,935 Regulatory amortisation (227) 1,189 Net issuances (redemptions) (2,175) (1,517) Foreign currency translation difference 251 (191) Tier 2 ineligible minority interest 10 (3) Others – 6 Tier 2 capital at 31 December 9,278 11,419 Total capital at 31 December 53,227 53,091 The main movements in capital in the period were: • CET1 capital increased by $1.2 billion as retained profits of $5.1 billion, movement in other comprehensive income of $0.5 billion and foreign currency translation impact of $0.9 billion were partly offset by share buyback of $2.8 billion, distributions paid and foreseeable of $1.9 billion, and an increase in regulatory deductions and other movements of $0.5 billion. • AT1 capital increased by $1.0 billion following the issuance of $1.0 billion of 7.63 per cent securities and $1.0 billion of 7.00 per cent securities partly offset by the redemption of $1.0 billion of 6.00 per cent securities. • Tier 2 capital decreased by $2.1 billion due to the redemption of $2.2 billion of Tier 2 during the year partly offset by the reversal of regulatory amortisation and foreign currency translation impact.
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Capital review continued Standard Chartered PLC 4Q’25 Results 50 Risk-weighted assets by business 31.12.25 Credit risk $million Operational risk $million Market risk $million Total risk $million Corporate & Investment Banking 125,366 23,842 26,713 175,921 Wealth & Retail Banking 45,075 11,707 – 56,782 Ventures 4,352 475 76 4,903 Central & other items 17,352 (801) 3,874 20,425 Total risk-weighted assets 192,145 35,223 30,663 258,031 30.09.25 Credit risk $million Operational risk $million Market risk $million Total risk $million Corporate & Investment Banking 122,556 22,555 30,323 175,434 Wealth & Retail Banking 47,790 10,583 – 58,373 Ventures 3,130 239 16 3,385 Central & other items 17,598 (799) 4,387 21,186 Total risk-weighted assets 191,074 32,578 34,726 258,378 30.06.25 Credit risk $million Operational risk $million Market risk $million Total risk $million Corporate & Investment Banking 128,605 22,555 30,969 182,129 Wealth & Retail Banking 47,027 10,583 – 57,610 Ventures 3,031 239 18 3,288 Central & other items 12,685 (799) 4,771 16,657 Total risk-weighted assets 191,348 32,578 35,758 259,684 31.12.24 Credit risk $million Operational risk $million Market risk $million Total risk $million Corporate & Investment Banking 124,635 19,987 24,781 169,403 Wealth & Retail Banking 47,764 9,523 – 57,287 Ventures 2,243 142 21 2,406 Central & other items 14,661 (173) 3,481 17,969 Total risk-weighted assets 189,303 29,479 28,283 247,065
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Capital review continued Standard Chartered PLC 4Q’25 Results 51 Movement in risk-weighted assets Credit risk Operational risk $million Market risk $million Total risk $million Corporate & Investment Banking $million Wealth & Retail Banking $million Ventures $million Central & Other items $million Total $million At 1 January 2024 116,621 50,771 1,885 22,146 191,423 27,861 24,867 244,151 Assets growth & mix 11,616 (491) 358 (5,176) 6,307 – – 6,307 Asset quality (2,472) (316) – (384) (3,172) – – (3,172) Risk-weighted assets efficiencies – – – – – – – – Model Updates 1,620 (1) – – 1,619 – (400) 1,219 Methodology and policy changes 38 39 – – 77 – (1,300) (1,223) Acquisitions and disposals – – – – – – – – Foreign currency translation (2,788) (1,397) – (691) (4,876) – – (4,876) Other, Including non-credit risk movements – (841) – (1,234) (2,075) 1,618 5,116 4,659 At 31 December 2024 124,635 47,764 2,243 14,661 189,303 29,479 28,283 247,065 Assets growth & mix (1,712) (3,361) 2,109 1,919 (1,045) – – (1,045) Asset quality 1,343 (483) – 567 1,427 – – 1,427 Risk-weighted assets efficiencies – – – – – – – – Model Updates (1,265) 198 – – (1,067) – 63 (1,004) Methodology and policy changes – – – – – – – – Acquisitions and disposals (293) (92) – (19) (404) – – (404) Foreign currency translation 2,658 1,049 – 224 3,931 – – 3,931 Other, Including non-credit risk movements – – – – – 5,744 2,317 8,061 At 31 December 2025 125,366 45,075 4,352 17,352 192,145 35,223 30,663 258,031 Movements in risk-weighted assets RWA increased by $11.0 billion, or 4.4 per cent, from 31 December 2024 to $258.0 billion. This was due to the increase in Credit Risk RWA of $2.8 billion, Market Risk RWA of $2.4 billion and Operational Risk RWA of $5.7 billion. Corporate & Investment Banking Credit Risk RWA increased by $0.7 billion, or 0.6 per cent, from 31 December 2024 to $125.4 billion due to: • $2.7 billion increase from foreign currency translation • $1.3 billion increase mainly due to deterioration in asset quality from sovereign downgrades and other client grade moves • $1.7 billion decrease from changes in asset growth and mix –$5.0 billion decrease from optimisation actions –$3.3 billion increase from asset growth • $1.3 billion decrease from industry-wide regulatory changes to align IRB model performance • $0.3 billion decrease from exit of business in Cameroon. Wealth & Retail Banking Credit Risk RWA decreased by $2.7 billion, or 5.6 per cent, from 31 December 2024 to $45.1 billion mainly due to: • $3.4 billion decrease from changes in asset growth and mix • $0.5 billion decrease mainly due to improvement in asset quality • $0.1 billion decrease from exit of business in Gambia • $1.0 billion increase from foreign currency translation • $0.2 billion increase from industry-wide regulatory changes to align IRB model performance. Ventures Ventures is comprised of Mox Bank Limited, Trust Bank and SC Ventures. Credit Risk RWA increased by $2.1 billion, or 94.0 per cent from 31 December 2024 to $4.4 billion from asset balance growth from Mox Bank Limited and SC Ventures.
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Capital review continued Standard Chartered PLC 4Q’25 Results 52 Central & other items Central & other items RWA mainly relate to the Treasury Market’s liquidity portfolio, equity investments and current and deferred tax assets. Credit Risk RWA increased by $2.7 billion, or 18.4 per cent, from 31 December 2024 to $17.4 billion mainly due to: • $1.9 billion increase from changes in asset growth and mix • $0.6 billion increase due to deterioration in asset quality mainly from sovereign downgrades and other client grade moves • $0.2 billion increase from foreign currency translation. Market Risk Total Market Risk RWA increased by $2.4 billion, or 8.4 per cent, from 31 December 2024 to $30.7 billion mainly due to a $2.1 billion increase in Standardised Approach (SA) Specific Interest Rate Risk RWA due primarily to increases in the Credit Trading Portfolio. Operational Risk Operational Risk RWA increased by $5.7 billion, or 19.5 per cent, from 31 December 2024 to $35.2 billion, primarily driven by an increase in average income measured over a rolling three-year time horizon. The Group has brought forward the annual refresh of Operational Risk RWA with RWA increase recognised in Q4’25 rather than Q1’26, as earlier guided, resulting in two operational risk RWA increases in 2025. Leverage ratio 31.12.25 $million 30.09.25 $million Change1 % 30.06.25 $million Change1 % 31.12.24 $million Change1 % Tier 1 capital (end point) 43,949 43,109 2 43,777 – 41,672 5 Derivative financial instruments 65,782 56,905 16 64,225 2 81,472 (19) Derivative cash collateral 12,868 10,854 19 13,895 (7) 11,046 16 Securities financing transactions (SFTs) 96,096 94,881 1 98,772 (3) 98,801 (3) Loans and advances and other assets 745,209 751,010 (1) 737,044 1 658,369 13 Total on-balance sheet assets 919,955 913,650 1 913,936 1 849,688 8 Regulatory consolidation adjustments2 (96,565) (104,211) (7) (96,465) – (76,197) 27 Derivatives adjustments Derivatives netting (51,827) (45,342) 14 (48,236) 7 (63,934) (19) Adjustments to cash collateral (10,011) (9,093) 10 (12,032) (17) (10,169) (2) Net written credit protection 2,604 2,752 (5) 2,757 (6) 2,075 25 Potential future exposure on derivatives 58,062 55,475 5 54,443 7 51,323 13 Total derivatives adjustments (1,172) 3,792 (131) (3,068) (62) (20,705) (94) Counterparty risk leverage exposure measure for SFTs 6,715 6,390 5 5,959 13 4,198 60 Off-balance sheet items 117,341 125,281 (6) 120,878 (3) 118,607 (1) Regulatory deductions from Tier 1 capital (8,084) (8,078) – (8,006) 1 (7,247) 12 Total exposure measure excluding claims on central banks 938,190 936,824 – 933,234 1 868,344 8 Leverage ratio excluding claims on central banks (%)3 4.7% 4.6% 8bps 4.7% (1)bps 4.8% (11)bps Average leverage exposure measure excluding claims on central banks 949,214 933,449 2 946,944 – 894,296 6 Average leverage ratio excluding claims on central banks (%)3 4.6% 4.6% 4bps 4.6% 4bps 4.7% (4)bps Countercyclical leverage ratio buffer 0.1% 0.1% – 0.1% – 0.1% – G-SII additional leverage ratio buffer 0.4% 0.4% – 0.4% – 0.4% – 1 Variance is increase/(decrease) comparing current reporting period to prior periods 2 Includes adjustment for qualifying central bank claims and unsettled regular way trades 3 Change is the percentage point difference between two periods, rather than percentage change
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Financial statements Standard Chartered PLC 4Q’25 Results 53 Consolidated income statement For the year ended 31 December 2025 Notes 2025 $million 2024 $million Interest income 24,547 27,862 Interest expense (18,592) (21,496) Net interest income 3 5,955 6,366 Fees and commission income 5,349 4,623 Fees and commission expense (1,100) (889) Net fee and commission income 4 4,249 3,734 Net trading income 5 10,294 9,615 Other operating income 6 444 (172) Operating income 20,942 19,543 Staff costs (9,109) (8,510) Premises costs (434) (401) General administrative expenses (2,591) (2,465) Depreciation and amortisation (1,170) (1,126) Operating expenses 7 (13,304) (12,502) Operating profit before impairment losses and taxation 7,638 7,041 Credit impairment 8 (672) (547) Goodwill, property, plant and equipment and other impairment 9 (65) (588) Profit from associates and joint ventures 32 62 108 Profit before taxation 6,963 6,014 Taxation 10 (1,866) (1,972) Profit for the year 5,097 4,042 Profit attributable to: Non-controlling interests 29 12 (8) Parent company shareholders 5,085 4,050 Profit for the year 5,097 4,042 cents cents Earnings per share: Basic earnings per ordinary share 12 195.4 141.3 Diluted earnings per ordinary share 12 189.6 137.7 The notes form an integral part of these financial statements and are available in the Annual Report 2025.
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Financial statements continued Standard Chartered PLC 4Q’25 Results 54 Consolidated statement of comprehensive income For the year ended 31 December 2025 Notes 2025 $million 2024 $million Profit for the year 5,097 4,042 Other comprehensive income/(loss): Items that will not be reclassified to income statement: 198 (181) Own credit losses on financial liabilities designated at fair value through profit or loss (154) (426) Equity instruments at fair value through other comprehensive income 371 71 Actuarial (loss)/gain on retirement benefit obligations 30 (11) 52 Revaluation surplus 5 25 Taxation relating to components of other comprehensive income 10 (13) 97 Items that may be reclassified subsequently to income statement: 1,520 (389) Exchange differences on translation of foreign operations: Net gains/(losses) taken to equity 788 (1,423) Net gains on net investment hedges 14 129 678 Share of other comprehensive (loss)/income from associates and joint ventures 32 (28) 9 Debt instruments at fair value through other comprehensive income Net valuation gains taken to equity 296 283 Reclassified to income statement 6 10 237 Net impact of expected credit losses 22 (35) Cash flow hedges: Net movements in cash flow hedge reserve 14 368 (101) Taxation relating to components of other comprehensive income 10 (65) (37) Other comprehensive income/(loss) for the year, net of taxation 1,718 (570) Total comprehensive income for the year 6,815 3,472 Total comprehensive income attributable to: Non-controlling interests 29 45 (22) Parent company shareholders 6,770 3,494 Total comprehensive income for the year 6,815 3,472
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Financial statements continued Standard Chartered PLC 4Q’25 Results 55 Consolidated balance sheet As at 31 December 2025 Notes 2025 $million 2024 $million Assets Cash and balances at central banks 13,35 77,746 63,447 Financial assets held at fair value through profit or loss 13 195,257 177,517 Derivative financial instruments 13,14 65,782 81,472 Loans and advances to banks 13,15 43,901 43,593 Loans and advances to customers 13,15 286,788 281,032 Investment securities 13 166,956 144,556 Other assets 20 67,931 43,468 Current tax assets 10 574 663 Prepayments and accrued income 3,058 3,207 Interests in associates and joint ventures 32 1,426 1,020 Goodwill and intangible assets 17 6,231 5,791 Property, plant and equipment 18 2,559 2,425 Deferred tax assets 10 493 414 Retirement benefit schemes in surplus 154 151 Assets classified as held for sale 21 1,099 932 Total assets 919,955 849,688 Liabilities Deposits by banks 13 30,846 25,400 Customer accounts 13 530,161 464,489 Repurchase agreements and other similar secured borrowing 13,16 7,757 12,132 Financial liabilities held at fair value through profit or loss 13 89,597 85,462 Derivative financial instruments 13,14 68,204 82,064 Debt securities in issue 13,22 72,858 64,609 Other liabilities 23 46,655 44,681 Current tax liabilities 10 709 726 Accruals and deferred income 7,358 6,896 Subordinated liabilities and other borrowed funds 13,27 8,834 10,382 Deferred tax liabilities 10 752 567 Provisions for liabilities and charges 24 401 349 Retirement benefit schemes in deficit 323 266 Liabilities included in disposal groups held for sale 21 914 381 Total liabilities 865,369 798,404 Equity Share capital and share premium account 28 6,614 6,695 Other reserves 10,406 8,724 Retained earnings 29,573 28,969 Total parent company shareholders’ equity 46,593 44,388 Other equity instruments 28 7,528 6,502 Total equity excluding non-controlling interests 54,121 50,890 Non-controlling interests 29 465 394 Total equity 54,586 51,284 Total equity and liabilities 919,955 849,688 The notes form an integral part of these financial statements and are available in the Annual Report 2025. These financial statements were approved by the Board of directors and authorised for issue on 24 February 2026 and signed on its behalf by: Maria Ramos Bill Winters Group Chair Group Chief Executive
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Financial statements continued Standard Chartered PLC 4Q’25 Results 56 Consolidated statement of changes in equity For the year ended 31 December 2025 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 Cash- flow hedge reserve $million Trans- lation reserve $million Retained earnings $million Parent company share- holders’ equity $million Other equity instruments $million Non- controlling interests $million Total $million As at 01 January 2024 5,321 1,494 17,453 100 (690) 330 91 (8,113) 28,459 44,445 5,512 396 50,353 Profit for the year – – – – – – – –4,050 4,050 – (8) 4,042 Other comprehensive (loss)/ income10 – – – (377) 442 (26)8 (87) (735) 2272,9 (556) – (14) (570) Distributions – – – – – – – – – – – (43) (43) Other equity instruments issued, net of expenses – – – – – – – – – – 1,568 – 1,568 Redemption of other equity instruments – – – – – – – – – – (553) – (553) Treasury shares net movement – – – – – – – – (168) (168) – – (168) Share option expense, net of taxation – – – – – – – – 269 269 – – 269 Dividends on ordinary shares – – – – – – – – (780) (780) – – (780) Dividends on preference shares and AT1 securities – – – – – – – – (457) (457) – – (457) Share buyback6 (120) – 120 – – – – –(2,500) (2,500) – –(2,500) Other movements – – – (1) 7 – – 2103 (131)4 85 (25) 635 123 As at 31 December 2024 5,201 1,494 17,573 (278) (241) 304 4 (8,638) 28,969 44,388 6,502 394 51,284 Profit for the year – – – – – – – –5,085 5,085 – 12 5,097 Other comprehensive (loss)/income10 – – – (134) 284 2368 311 885 1032,9 1,685 – 33 1,718 Distributions – – – – – – – – – – – (50) (50) Other equity instruments issued, net of expenses – – – – – – – – – – 1,989 –1,989 Redemption of other equity instruments – – – – – – – – – – (1,000) –(1,000) Treasury shares net movement – – – – – – – – (452) (452) – – (452) Share option expense, net of taxation – – – – – – – – 220 220 – – 220 Dividends on ordinary shares – – – – – – – – (954) (954) – – (954) Dividends on preference shares and AT1 securities – – – – – – – – (527) (527) – – (527) Share buyback7 (81) – 81 – – – – –(2,800) (2,800) – –(2,800) Other movements – – – – (27) – – 46 (71) (52) 37 765 61 As at 31 December 2025 5,120 1,494 17,654 (412) 16 540 315 (7,707) 29,573 46,593 7,528 465 54,586 1 Includes capital reserve of $5 million (31 December 2024: $5 million), capital redemption reserve of $538 million (31 December 2024: $457 million) and merger reserve of $17,111 million (31 December 2024: $17,111 million). 2 Includes actuarial (loss)/gain, net of taxation on Group defined benefit schemes. 3 December 2024 movement includes realisation of translation adjustment loss from sale of SCB Zimbabwe Limited ($190 million), SCB Angola S.A. ($31 million), SCB Sierra Leone Limited ($25 million) transferred to other operating income. 4 Mainly includes movements related to Ghana hyperinflation. 5 Movements are primarily from non-controlling interest (refer note 29). 6 During 2024, the Group announced the following share buybacks: a share buyback of up to $1,000 million in February 2024, which was completed in June 2024; and a share buyback of up to $1,500 million in July 2024, which was completed in January 2025 (refer note 28 for share buyback announced in July 2024). 7 During 2025, the Group announced the following share buybacks: a share buyback of up to $1,500 million in February 2025, which was completed in July 2025; and a share buyback of up to $1,300 million in July 2025, which was completed in January 2026 (refer note 28). 8 Includes $348 million (31 December 2024: $72 million) mark-to-market gain on equity instruments (net of tax), $103 million (31 December 2024: $174 million) relating to transfer of gain on sale of equity investment to retained earnings and reversal of deferred tax liability $9 million (31 December 2024: $76 million reversal of deferred tax asset). For movement in deferred tax refer Note 10. 9 Includes $103 million (31 December 2024: $174 million) gain on sale of equity investment in other comprehensive income reserve transferred to retained earnings partly offset by $9 million (31 December 2024: $13 million) capital gain tax. 10 All the amounts are net of tax. Note 28 includes a description of each reserve. The notes form an integral part of these financial statements and are available in the Annual Report 2025.
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Financial statements continued Standard Chartered PLC 4Q’25 Results 57 Basis of preparation The consolidated and Company financial statements have been prepared on a going concern basis and under the historical cost convention, as modified by the revaluation of cash-settled share-based payments, fair value through other comprehensive income, and financial assets and liabilities (including derivatives) at Fair value through profit or loss. The consolidated financial statements are presented in United States dollars ($), 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. Going concern These financial statements were approved by the Board of directors on 24 February 2026. 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 current macroeconomic and geopolitical headwinds, including: • Review of the Group Strategy and Corporate Plan, including the annual budget. • An assessment of the actual performance to date, loan book quality, credit impairment, legal and regulatory matters, compliance matters, recent regulatory developments. • Consideration of stress testing performed, including the Group Recovery Plan (RP) which include the application of stressed scenarios. Under the tests and through the range of scenarios, the results of these exercises and the RP demonstrate that the Group has sufficient capital and liquidity to continue as a going concern and meet minimum regulatory capital and liquidity requirements. • Analysis of the capital position of the Group, including the capital and leverage ratios, and Internal Capital Adequacy Assessment Process (ICAAP), which summarises the Group’s capital and risk assessment processes, assesses its capital requirements and the adequacy of resources to meet them. • Analysis of the funding and liquidity position of the Group, including the 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. Further, funding and liquidity was considered in the context of the risk appetite metrics, including the LCR ratio. • 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. • The Group’s portfolio of debt securities held at amortised cost. • A detailed review of all principal risks as well as topical 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 24 February 2026. For this reason, the Group continues to adopt the going concern basis of accounting for preparing the financial statements.
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Other supplementary financial information Standard Chartered PLC 4Q’25 Results 58 The supplementary financial information is unaudited unless otherwise stated Five-year summary 2025 $million 2024 $million 2023 $million 2022 $million 2021 $million Operating profit before impairment losses and taxation 7,638 7,041 6,468 5,405 3,777 Impairment losses on loans and advances and other credit risk provisions (672) (547) (508) (836) (254) Other impairment (65) (588) (1,008) (425) (372) Profit before taxation 6,963 6,014 5,093 4,286 3,347 Profit attributable to shareholders 5,085 4,050 3,469 2,948 2,315 Loans and advances to banks1 43,901 43,593 44,977 39,519 44,383 Loans and advances to customers1 286,788 281,032 286,975 310,647 298,468 Total assets 919,955 849,688 822,844 819,922 827,818 Deposits by banks1 30,846 25,400 28,030 28,789 30,041 Customer accounts1 530,161 464,489 469,418 461,677 474,570 Shareholders’ equity 46,593 44,388 44,445 43,162 46,011 Total capital resources2 63,420 61,666 62,389 63,731 69,282 Information per ordinary share Cents Cents Cents Cents Cents Basic earnings per share 195.4 141.3 108.6 85.9 61.3 Underlying earnings per share 229.7 168.1 128.9 97.9 85.8 Dividends per share3 61.0 37.0 27.0 18.0 12.0 Net asset value per share 2,007.0 1,781.3 1,629.0 1,453.3 1,456.4 Net tangible asset value per share 1,730.0 1,541.1 1,393.0 1,249.0 1,277.0 Return on assets(%)4 0.6 0.5 0.4 0.4 0.3 Ratios % % % % % Reported return on ordinary shareholders’ tangible equity 11.9 9.7 8.4 6.8 4.8 Underlying return on ordinary shareholders’ tangible equity 14.7 11.7 10.1 7.7 6.8 Reported cost-to-income ratio 63.5 64.0 64.1 66.9 74.3 Underlying cost-to-income ratio 59.1 59.9 64.1 66.2 70.5 Capital ratios: CET15 14.1 14.2 14.1 14.0 14.1 Total capital5 20.6 21.5 21.2 21.7 21.3 1 Excludes amounts held at fair value through profit or loss. 2 Shareholders’ funds, non-controlling interests, and subordinated loan capital. 3 Dividend paid during the year per share. 4 Represents profit attributable to shareholders divided by the total assets of the Group. 5 Unaudited.
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Other supplementary financial information continued Standard Chartered PLC 4Q’25 Results 59 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. 2025 2024 Insured deposits Uninsured deposits Insured deposits Uninsured deposits Bank deposits $million Customer accounts $million Bank deposits $million Customer accounts $million Total $million Bank deposits $million Customer accounts $million Bank deposits $million Customer accounts $million Total $million Current accounts 10 18,704 25,144 167,530 211,388 8 15,596 19,844 152,101 187,549 Savings deposits – 34,046 – 94,855 128,901 – 31,977 – 86,579 118,556 Time deposits 28 32,740 7,513 200,463 240,744 – 28,417 6,717 170,752 205,886 Other deposits – 51 8,944 36,785 45,780 – 104 9,393 37,737 47,234 Total 38 85,541 41,601 499,633 626,813 8 76,094 35,954 447,169 559,225 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. 2025 2024 UK deposits Non-UK deposits UK deposits Non-UK deposits Bank deposits $million Customer accounts $million Bank deposits $million Customer accounts $million Total $million Bank deposits $million Customer accounts $million Bank deposits $million Customer accounts $million Total $million Current accounts 448 8,001 24,706 178,233 211,388 544 7,734 19,308 159,963 187,549 Savings deposits – 318 – 128,583 128,901 – 145 – 118,411 118,556 Time deposits 566 7,554 6,975 225,649 240,744 315 7,731 6,402 191,438 205,886 Other deposits 950 11,994 7,994 24,842 45,780 2,342 12,744 7,051 25,097 47,234 Total 1,964 27,867 39,675 557,307 626,813 3,201 28,354 32,761 494,909 559,225 Contractual maturity of Loans, Investment securities and Deposits 2025 Loans and advances to banks $million Loans and advances to customers $million Investment securities – Treasury and other eligible Bills $million Investment securities – Debt securities $million Investment securities – Equity shares $million Bank deposits $million Customer accounts $million One year or less 67,606 170,999 69,082 39,457 – 37,171 514,547 Between one and five years 11,109 75,643 85 83,024 – 4,464 67,336 Between five and ten years 1,572 23,308 – 22,287 – 4 1,211 Between ten years and fifteen years 164 13,841 – 5,659 – – 1,528 More than fifteen years and undated 122 65,794 – 32,863 10,287 – 552 Total 80,573 349,585 69,167 183,290 10,287 41,639 585,174 Total amortised cost and FVOCI exposures 43,901 286,788 Of which: Fixed interest rate exposures 36,651 150,052 Of which: Floating interest rate exposures 7,250 136,736 2024 Loans and advances to banks $million Loans and advances to customers $million Investment securities – Treasury and other eligible Bills $million Investment securities – Debt securities $million Investment securities – Equity shares $million Bank deposits $million Customer accounts $million One year or less 66,448 181,863 41,966 47,959 – 29,678 463,566 Between one and five years 12,122 63,006 41 74,197 – 6,281 57,062 Between five and ten years 1,680 21,139 – 23,319 – 3 849 Between ten years and fifteen years 71 13,236 – 5,876 – – 1,217 More than fifteen years and undated 239 60,313 – 26,743 6,480 – 569 80,560 339,557 42,007 178,094 6,480 35,962 523,263 Amortised cost and FVOCI exposures 43,593 281,032 Of which: Fixed interest rate exposures 35,383 153,575 Of which: Floating interest rate exposures 8,210 127,457
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Other supplementary financial information continued Standard Chartered PLC 4Q’25 Results 60 Maturity and yield of Debt securities, alternative tier one and other eligible bills held at amortised cost One year or less Between one and fiveyears Between five and tenyears More than ten years Total $million Yield % $million Yield % $million Yield % $million Yield % $million Yield % Central and other government agencies • US 3,234 1.06 10,495 1.35 4,038 0.94 4,197 2.59 21,964 1.47 • UK 129 0.80 331 2.51 49 0.88 – – 509 1.92 • Other 4,916 2.36 9,243 2.59 3,799 2.90 19 6.90 17,977 2.60 Other debt securities 1,770 6.42 3,403 5.51 5,514 4.67 6,113 4.69 16,800 5.03 As at 31 December 2025 10,049 2.64 23,472 2.46 13,400 3.03 10,329 3.84 57,250 2.87 One year or less Between one and fiveyears Between five and tenyears More than ten years Total $million Yield % $million Yield % $million Yield % $million Yield % $million Yield % Central and other government agencies • US 1,864 1.53 9,607 1.98 5,187 1.88 4,353 2.76 21,011 2.08 • UK 192 1.70 684 2.07 44 0.88 – – 920 1.93 • Other 3,081 3.20 11,454 3.39 2,932 3.93 25 7.55 17,492 3.46 Other debt securities 1,687 6.21 2,676 6.30 4,620 4.86 6,731 5.41 15,714 5.49 As at 31 December 2024 6,824 3.45 24,421 3.12 12,783 3.42 11,109 4.38 55,137 3.48 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. Average balance sheets and yields and volume and price variances Average balance sheets For the purposes of calculating net interest margin the following adjustments are made: • Reported 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.
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Other supplementary financial information continued Standard Chartered PLC 4Q’25 Results 61 The following tables set out the average balances for the Group’s assets and liabilities for the periods ended 31 December 2025 and 31 December 2024 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 2025 Average non-interest- earning balance $million Average interest- earning balance $million Interest income $million Gross yield interest- earning balance % Gross yield total balance % Cash and balances at central banks 10,160 61,692 2,126 3.45 2.96 Gross loans and advances to banks 42,579 47,298 2,209 4.67 2.46 Gross loans and advances to customers 69,057 289,758 14,147 4.88 3.94 Impairment provisions against loans and advances to banks and customers – (5,151) – – – Investment securities – Treasury and Other Eligible Bills 24,397 31,037 1,210 3.90 2.18 Investment securities – Debt Securities 66,974 126,296 4,855 3.84 2.51 Investment securities – Equity Shares 7,790 – – – – Property, plant and equipment and intangible assets 6,378 – – – – Prepayments, accrued income and other assets 145,005 – – – – Investment associates and joint ventures 1,264 – – – – Total average assets 373,604 550,930 24,547 4.46 2.66 Adjustment for trading book funding cost and others 783 Total average assets 373,604 550,930 25,330 4.60 2.74 Average assets 2024 Average non-interest- earning balance $million Average interest- earning balance $million Interest income $million Gross yield interest-earning balance % Gross yield total balance % Cash and balances at central banks 9,815 57,294 2,520 4.40 3.76 Gross loans and advances to banks 43,184 44,394 2,368 5.33 2.70 Gross loans and advances to customers 57,614 286,588 16,314 5.69 4.74 Impairment provisions against loans and advances to banks and customers – (5,463) – – – Investment securities – Treasury and Other Eligible Bills 16,101 26,594 1,495 5.62 3.50 Investment securities – Debt Securities 58,362 129,931 5,165 3.98 2.74 Investment securities – Equity Shares 5,278 – – – – Property, plant and equipment and intangible assets 6,299 – – – – Prepayments, accrued income and other assets 123,832 – – – – Investment associates and joint ventures 1,105 – – – – Total average assets 321,590 539,338 27,862 5.17 3.24 Adjustment for trading book funding cost and others 650 Total average assets 321,590 539,338 28,512 5.29 3.31
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Other supplementary financial information continued Standard Chartered PLC 4Q’25 Results 62 Average liabilities 2025 Average non-interest- bearing balance $million Average interest- bearing balance $million Interest expense $million Rate paid interest- bearing balance % Rate paid total balance % Deposits by banks 17,545 23,599 664 2.81 1.61 Customer accounts: Current accounts 41,812 142,460 3,869 2.72 2.10 Savings deposits – 128,464 1,659 1.29 1.29 Time deposits 25,589 198,558 8,128 4.09 3.63 Other deposits 37,551 5,836 222 3.80 0.51 Debt securities in issue 12,702 72,254 3,432 4.75 4.04 Accruals, deferred income and other liabilities 156,522 1,292 66 5.11 0.04 Subordinated liabilities and other borrowed funds – 9,448 552 5.84 5.84 Non-controlling interests 392 – – – – Shareholders’ funds 50,510 – – – – 342,623 581,911 18,592 3.19 2.01 Adjustment for trading book funding cost and others (4,446) Total average liabilities and shareholders’ funds 342,623 581,911 14,146 2.43 1.53 Average liabilities 2024 Average non-interest- bearing balance $million Average interest- bearing balance $million Interest expense $million Rate paid interest- bearing balance % Rate paid total balance % Deposits by banks 16,834 21,686 806 3.72 2.09 Customer accounts: Current accounts 41,870 127,624 5,134 4.02 3.03 Savings deposits – 114,641 2,292 2.00 2.00 Time deposits 20,937 187,694 8,340 4.44 4.00 Other deposits 34,954 10,291 510 4.96 1.13 Debt securities in issue 11,958 65,521 3,610 5.51 4.66 Accruals, deferred income and other liabilities 143,771 1,024 60 5.86 0.04 Subordinated liabilities and other borrowed funds – 11,306 744 6.58 6.58 Non-controlling interests 395 – – – – Shareholders’ funds 50,425 – – – – 321,144 539,787 21,496 3.98 2.50 Adjustment for trading book funding cost and others (4,096) Total average liabilities and shareholders’ funds 321,144 539,787 17,400 3.22 2.02
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Other supplementary financial information continued Standard Chartered PLC 4Q’25 Results 63 Net interest margin 2025 $million 2024 $million Interest income (reported) 24,547 27,862 Adjustment for trading book funding cost and others1 783 650 Interest income adjusted for trading book funding cost and others 25,330 28,512 Average interest-earning assets 550,930 539,338 Gross yield (%) 4.60 5.29 Interest expense (reported) 18,592 21,496 Adjustment for trading book funding cost and others (4,446) (4,096) Interest expense adjusted for trading book funding cost and others 14,146 17,400 Average interest-bearing liabilities 581,911 539,787 Rate paid (%) 2.43 3.22 Net yield (%) 2.17 2.07 Net interest income adjusted for trading book funding cost and others 11,184 11,112 Net interest margin (%) 2.03 2.06 1 Adjusted net interest income has been re-presented in line with the RNS on Re-Presentation of Financial Information issued on 2 April 2025 to reflect the reclassification of funding cost mis- matches and treasury currency management activities to non-net interest income (non NII). Adjusted NII is reported NII less trading book funding cost, treasury currency management activities, cash collateral and prime service. 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. 2025 versus 2024 2024 versus 2023 (Decrease)/increase in interest due to: Net increase/ (decrease) in interest $million (Decrease)/increase in interest due to: Net increase/ (decrease) in interest $million Volume $million Rate $million Volume $million Rate $million Interest earning assets Cash and unrestricted balances at central banks 152 (546) (394) (455) 142 (313) Loans and advances to banks 136 (295) (159) 12 261 273 Loans and advances to customers 172 (2,339) (2,167) (845) 1,463 618 Investment securities 31 (626) (595) (362) 420 58 Total interest-earning assets 491 (3,806) (3,315) (1,650) 2,286 636 Interest bearing liabilities Subordinated liabilities and other borrowed funds (109) (83) (192) (65) (144) (209) Deposits by banks 54 (196) (142) (88) 100 12 Customer accounts: Current accounts and savings deposits 595 (2,488) (1,893) (69) 1,343 1,274 Time and other deposits 314 (813) (499) 242 483 725 Debt securities in issue 320 (498) (178) (3) 239 236 Total interest-bearing liabilities 1,174 (4,078) (2,904) 17 2,021 2,038
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Shareholder information Standard Chartered PLC 4Q’25 Results 64 Dividend and interest payment dates Ordinary shares Final dividend Results and dividend announced 24 February 2026 Ex-dividend date 18 (HK) 19 (UK) March 2026 Record date for dividend 20 March 2026 Last date to amend currency election instructions for cash dividend* 16 April 2026 Dividend payment date 14 May 2026 * In either US dollars, pound sterling or Hong Kong dollars. Preference shares 1st half yearly dividend 2nd half yearly dividend 73 ∕8 per cent non-cumulative irredeemable preference shares of £1 1 April 2026 1 October 2026 81 ∕4 per cent non-cumulative irredeemable preference shares of £1 each 1 April 2026 1 October 2026 6.409 per cent non-cumulative redeemable preference shares of $5 each 30 January and 30 April 2026 30 July and 30 October 2026 7.014 per cent non-cumulative redeemable preference shares of $5 each 30 January 2026 30 July 2026 Annual General Meeting (AGM) The AGM will be held on Thursday, 7 May 2026 at 11.00am UK time (6.00pm Hong Kong time). Further details regarding the format, location and business to be transacted at the meeting will be disclosed within the 2026 Notice of AGM. Interim results The interim results will be announced to the London Stock Exchange and 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 2025, on or before 31 December 2026. We have also published our UK tax strategy. Pillar 3 reporting In accordance with the Pillar 3 disclosure requirements, the Group has published the Pillar 3 disclosures in respect of the year ended 31 December 2025. 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. 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. Bankers’ Automated Clearing System Dividends can be paid straight into your bank or building society account. 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. 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.
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Shareholder information continued Standard Chartered PLC 4Q’25 Results 65 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, directors and chief executives, 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, nor a register of directors’ and chief executives’ interests under section 352 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 The Company has a Group-wide policy on tax strategy and governance, which details that we seek to apply our approach to tax in all jurisdictions in which we operate and are committed to paying all taxes legally due. This policy is approved by the Board annually and is available on our website sc.com/regulatory-disclosures. 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. Chinese translation If you would like a Chinese language version of the 2025 Annual Report, please contact Computershare Hong Kong Investor Services Limited, 17M Floor, Hopewell Centre, 183 Queen’s Road East, Wan Chai, Hong Kong. 二〇二五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 any inconsistency between the English version of this document and any translation of the English version, the English version 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: www.investorcentre.co.uk. Click on ‘register now’ 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 change your bank mandate or address 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 to any of the foregoing. 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 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 the Group’s actual results and its plans and objectives to differ materially from those expressed or implied in forward-looking statements. The factors 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 ESG 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 or policy; future business combinations or dispositions; and other factors specific to the Group, including those identified in Standard Chartered PLC’s Annual Report and the financial statements of the Group. To the extent that any forward-looking statements contained in this document are based on past or current trends and/or activities of the Group, they should not be taken as a representation that such trends or activities will continue in the future.
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Shareholder information Standard Chartered PLC 4Q’25 Results 66 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. Each forward-looking statement speaks only as of the date that it is made. 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 Standard Chartered PLC’s Annual Report and the financial statements of the Group for a discussion of certain of the risks and factors that could adversely impact the Group’s actual results, and cause its plans and objectives, to differ materially from those expressed or implied in any forward-looking statements. Non-IFRS performance measures and alternative performance measures 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. Standard Chartered PLC’s financial statements have been prepared in accordance with UK-adopted international accounting standards (IAS) as applied in conformity with section 408 of the Companies Act 2006. This document may contain financial measures and ratios not specifically defined under IFRS or IAS and/or alternative performance measures as defined in the European Securities and Market Authority guidelines. Such measures may exclude certain items which management believes are not representative of the underlying performance of the business and which distort period-on-period comparison. These measures are not a substitute for IAS or IFRS measures and are based on a number of assumptions that are subject to uncertainties and change. Please refer to the Annual Report and the financial statements of the Group for further information, including reconciliations between the underlying and reported measures. 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. Caution regarding climate and environment related information Some of the climate and environment related information in this document is subject to certain limitations, and therefore the reader should treat the information provided, as well as conclusions, projections and assumptions drawn from such information, with caution. The information may be limited due to a number of factors, which include (but are not limited to): a lack of reliable data; a lack of standardisation of data; and future uncertainty. The information includes externally sourced data that may not have been verified. Furthermore, some of the data, models and methodologies used to create the information is subject to adjustment which is beyond our control, and the information is subject to change without notice. General 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 the information contained in this document. Basis of preparation and caution regarding data limitations This section is specifically relevant to, among 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. disclosures in the Strategic report, Financial review, Sustainability review, Directors’ report, Risk review and Capital review and Supplementary information are unaudited unless otherwise stated; 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 repaired using models, methodologies and data that are subject to certain limitations. These limitations include: the limited availability of reliable data, data gaps and the nascent nature of the methodologies and technologies underpinning this data; the limited standardisation of data (given, among other things, limited international coordination on data and methodology standards); and future uncertainty (due, among other things, to changing projections relating to technological development and global and regional laws, regulations and policies, and the current 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 above); 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 noninfringement of such information;
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Shareholder information continued Standard Chartered PLC 4Q’25 Results 67 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; x. while 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 ESG 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 that you may take and for any damage or losses you may suffer from your use of or reliance on the information contained in this document. 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.
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Shareholder information continued Standard Chartered PLC 4Q’25 Results 68 Contact Information Global headquarters Standard Chartered Group 1 Basinghall Avenue London, EC2V 5DD United Kingdom +44 (0)20 7885 8888 Digital Annual Report sc.com/annualreport Shareholder enquiries ShareCare information sc.com/sharecare +44 (0)370 702 0138 ShareGift information ShareGift.org +44 (0)20 7930 3737 Registrar information UK Computershare Investor Services PLC The Pavilions Bridgwater Road Bristol, BS99 6ZZ +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 computershare.com/hk/investors 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 investorcentre.co.uk LSE stock code: STAN.LN HKSE stock code: 02888