MIRA INFORM
REPORT
|
Report
Date : |
09.06.2007 |
IDENTIFICATION DETAILS
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Name : |
STANDARD CHARTERED BANK |
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Registered
Office : |
23-25,
Mahatma Gandhi Marg, Fort, Mumbai, |
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Country
: |
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Financials
(as on) : |
31.03.2006 |
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Date
of Incorporation : |
1969 |
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CIN
No. : |
F00489 |
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TAN
No.: (Tax
Deduction & Collection Account No.) |
BLRS02952F / MUMS25234G |
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PAN
No.: (Permanent
Account No.) |
AABCS4681D |
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Legal
Form : |
It is a
commercialized bank. |
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Line
of Business : |
Banking Activities. |
RATING & COMMENTS
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MIRA’s
Rating : |
A |
RATING
|
STATUS |
PROPOSED CREDIT LINE |
|
|
56-70 |
A |
Financial & operational base are regarded healthy.
General unfavourable factors will not cause fatal effect. Satisfactory
capability for payment of interest and principal sums |
Fairly Large |
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Maximum
Credit Limit : |
USD
180000000 |
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Status
: |
Satisfactory
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Payment
Behaviour : |
Regular |
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Litigation
: |
Clear |
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Comments
: |
Subject is a well established and reputed Foreign Bank.
The bank is doing good business. Trade relations are fair. Business is
active. Payments are usually correct and as per commitments. The bank can be considered good for any normal business
dealings. |
LOCATIONS
|
Registered
Office : |
23-25,
Mahatma Gandhi Marg, Fort, Mumbai, |
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Tel. No.: |
91-22-22845773 |
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Fax
No.: |
91-22-22025402 |
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Website
: |
DIRECTORS
|
Name : |
John Filmeridis |
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Designation
: |
Chief Executive Officer |
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Name : |
Bryan Sanderson CBE |
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Designation
: |
Director |
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Name : |
Mervyn Davies CEB |
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Designation
: |
Director |
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Name : |
Mike Denoma |
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Designation
: |
Director |
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Name : |
Richard Middings |
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Designation
: |
Director |
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Name : |
Kai Nargolwala |
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Designation
: |
Director |
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Name : |
Peter Sands |
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Designation
: |
Director |
BUSINESS DETAILS
|
Line
of Business : |
Banking Activities |
CAPITAL STRUCTURE
Authorised
Capital :
|
No. of
Shares |
Type |
Value |
Amount |
|
Not Available |
|||
Issued,
Subscribed & Paid-up Capital :
|
No. of
Shares |
Type |
Value |
Amount |
|
528200000 |
Equity Shares |
Rs. 10/- each |
Rs. 5282.000 millions |
FINANCIAL
DATA
[all
figures are in Rupees Millions]
ABRIDGED
BALANCE SHEET
|
SOURCES OF FUNDS |
31.03.2006 |
31.03.2005 |
31.03.2004 |
|
|
|
|
|
|
Share
Capital |
5282.000 |
5154.200 |
5154.200 |
|
Reserves
& Surplus |
40334.100 |
27186.200 |
22179.200 |
|
Deposits |
284598.000 |
225222.400 |
199489.800 |
|
Borrowing
|
91097.600 |
63122.700 |
61240.400 |
|
Other Liabilities & Provisions |
60528.500 |
52185.500 |
55074.600 |
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TOTAL
|
481840.200 |
372871.000 |
343138.200 |
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Cash & Balances with RBI
|
14012.100 |
12147.100 |
10358.600 |
Balances with Banks & money at Call &
Short Notice
|
33513.600 |
3346.200 |
6197.400 |
Investments
|
118117.300 |
101601.800 |
100719.300 |
Advances
|
240767.300 |
199703.200 |
161522.600 |
Fixed Assets
|
8913.900 |
4218.400 |
4421.300 |
Other Assets
|
66516.000 |
51854.300 |
59919.000 |
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|
|
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TOTAL
|
481840.200 |
372871.000 |
343138.200 |
PROFIT & LOSS ACCOUNT
|
PARTICULARS |
31.03.2006 |
31.03.2005 |
31.03.2004 |
Sales Turnover [including other income]
|
39682.900 |
32760.800 |
32225.500 |
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Net Profit for the year |
9048.500 |
6015.900 |
5964.600 |
|
Prior Year Adjustments |
[2779.800] |
[2455.500] |
[6189.800] |
|
Profit brought forward |
2779.800 |
3378.000 |
6189.800 |
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Total Expenditure
|
30634.400 |
26744.900 |
26260.900 |
KEY
RATIOS
|
PARTICULARS |
31.03.2006 |
31.03.2005 |
31.03.2004 |
|
Credit Deposit Ratio |
86.40 |
85.05 |
76.92 |
|
Investment Deposit Ratio |
43.10 |
47.64 |
53.48 |
|
Cash Deposit Ratio |
5.11 |
5.30 |
5.78 |
|
Interest Expended/Interest Earned |
38.94 |
44.42 |
42.43 |
|
Other Income/Total Income |
22.98 |
23.90 |
21.70 |
|
Operating Expense/Total Income |
26.59 |
33.57 |
24.05 |
|
Interest Income/Total Funds |
7.26 |
7.04 |
8.04 |
|
Interest Expended /Total Funds |
2.83 |
3.13 |
3.41 |
|
Net Interest Income/Total Funds |
4.43 |
3.91 |
4.63 |
|
Non Interest Income/Total Funds |
2.17 |
2.21 |
2.23 |
|
Operating Expense/Total Income |
2.51 |
3.10 |
2.47 |
|
Profit Before Provisions/Total Funds |
4.09 |
3.02 |
4.39 |
|
Net Profit/Total Funds |
2.15 |
1.70 |
1.90 |
|
Return On Net Worth(%) |
27.45 |
23.10 |
25.49 |
LOCAL AGENCY FURTHER
INFORMATION
AS PER WEBSITE
The
Chartered Bank opened its first overseas branch in
News
- Standard Chartered Bank has
announced its annual results for 2004-05.
- RBI's Banking Ombudsman Scheme 2002 and FAQs on the same.
- Standard Chartered Bank's Fair Practices Code for Unsecured
Products.
Standard Charted Worldwide
Directory
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Botswana Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 11 |
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Cameroon Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 3 |
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Cote
D’Ivoire Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 4 |
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The Gambia Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 5 |
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Kenya Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 28 |
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Nigeria Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 5 |
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Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 3 |
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South Africa Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Tanzania Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 6 |
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Uganda Country Chief
Executive Officer: Principal
Office Address: Number of
branches/corporate offices: 5 |
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Zambia Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 15 |
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Zimbabwe Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 26 |
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Australia Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Brunei Darussalam Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 7 |
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Cambodia Chief Representative: Principal Office
Address: Number of
branches/corporate offices: 1 |
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China Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 18 |
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Hong Kong SAR Country Chief
Executive Officer: Principal Office
Address: |
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India
Principal Office
Address: Number of
branches/corporate offices: 89 |
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Indonesia Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 13 |
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Indonesia Chief Executive
Officer: Principal Office
Address: Number of
branches/corporate offices: 310 |
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Japan Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 2 |
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Lao
PDR ( Chief
Representative: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Country Branch
Manager: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Malaysia Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 32 |
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Mauritius Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Nepal Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 13 |
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Philippines Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 6 |
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Singapore Country Chief
Executive Officer: Principal
Office Address: Number of
branches/corporate offices: 19 |
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Republic of Korea (South Korea) Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 407 |
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Taiwan Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 3 |
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Thailand Country Chief
Executive Officer:Foo Mee Har Principal Office
Address: Number
of branches/corporate offices: 41 Branch opening
hours: |
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Vietnam Chief Executive
(Vietnam & Mekong): Ashok Sud Principal Office
Address: Representative
Office Address: Number of
branches/corporate offices: 2 |
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The |
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Argentina Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices:1 |
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Brazil Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Colombia Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Mexico Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Peru Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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United States Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Venezuela Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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MIDDLE EAST & |
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Afghanistan Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Bahrain Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 5 |
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Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 25 |
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Iran Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 2 |
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Jordan Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 7 |
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Lebanon Country Chief
Executive Principal Office
Address: Number of
branches/corporate offices: 5 |
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Oman Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Pakistan Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 44 |
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Qatar Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 3 |
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Sri Lanka Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 10 |
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United Arab Emirates Country Chief
Executive Officer: Principal Office
Address: Abu Dhabi Chief
Executive Officer: Jeremy Parrish Number of
branches/corporate offices: 12 |
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UK/Europe |
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Falkland Islands Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Jersey Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 1 |
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United Kingdom Country Chief
Executive Officer: Principal Office
Address: Number of
branches/corporate offices: 5 |
History
The Standard Chartered Group was
formed in 1969 through a merger of two banks: The Standard Bank of British
South Africa founded in 1863, and the Chartered Bank of
Both companies were keen to capitalise on the huge expansion of trade and to
earn the handsome profits to be made from financing the movement of goods from
Europe to the East and to
Launch the interactive timeline to learn about remarkable
people, events and discoveries that have shaped the world They live in, through
out the history of Standard Chartered.
Flash 5.0 player is required to see the interactive timeline.
The Chartered Bank
- Funded by James Wilson
following the grant of a Royal Charter by Queen
- Chartered opened its first
branches in Mumbai (
- Traditional business was in
cotton from Mumbai (
- Played a major role in the
development of trade with the East which followed the opening of the Suez
Canal in 1869, and the extension of the telegraph to
- In 1957 Chartered Bank bought
the Eastern Bank together with the Ionian Bank’s Cyprus Branches. This
established a presence in the Gulf
The Standard Bank
- Founded in the
- Was prominent in financing the
development of the diamond fields of
- Expanded in Southern, Central
and
- In 1965, it merged with the
Bank of West Africa expanding its operations into
In 1969, the decision was made by
Chartered and by Standard to undergo a friendly merger. All was going well
until 1986, when a hostile takeover bid was made for the Group by Lloyds Bank
of the
From the early 90s, Standard
Chartered has focused on developing its strong franchises in Asia, the Middle
East and Africa using its operations in the
In the new millennium They acquired
Grindlays Bank from the ANZ Group and the Chase Consumer Banking operations in
Establishment of Standard Chartered
Bank around the world
|
Country |
Year Established |
Country |
Year Established |
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|
1853 |
|
1964 |
|
|
1858 |
|
1968 |
|
|
1859 |
|
1973 |
|
|
1863 |
|
1978 |
|
|
1872 |
|
1979 |
|
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1875 |
|
1980 |
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|
1880 |
Falkland Islands, |
1983 |
|
|
1892 |
|
1985 |
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The |
1894 |
|
1986 |
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|
1896 |
|
1987 |
|
|
1897 |
|
1990 |
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1902 |
|
1992 |
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1905 |
|
1993 |
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1906 |
|
1995 |
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1911 |
|
1996 |
|
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1912 |
|
1999 |
|
|
1917 |
|
2000 |
|
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1920 |
|
2001 |
|
|
1925 |
|
2002 |
|
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1929 |
|
2003 |
|
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1950 |
|
2004 |
|
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1958 |
|
|
Strategic alliances and acquisitions in 2005
2005 ushered in a
historic year for us as They achieved several milestones with a number of
strategic alliances and acquisitions that will extend Their customer or
geographic reach and broaden Their product range.
- They completed, rebranded and
successfully integrated SC First Bank in
- They completed full integration
between Standard Chartered Bank
- They formed strategic alliances
with Fleming Family & Partners to expand private wealth management in
Asia and the
- They acquired stakes in ACB
Vietnam and Travelex
- They acquired the business
operations of American Express Bank in
- They acquired a stake in Bohai
Bank in
People
They are committed to creating a healthy, safe and
fulfilling work environment in which people can grow, individuals can make a
difference and teams can win. They aim to attract, recruit and develop talented
people, providing the skills and resources to succeed across Their markets.
Their employees are rewarded with competitive incentives to encourage them to
achieve their potential within the Bank.
Human Capital Roadmap
The Bank has developed a clear people agenda, reflected in Their Human Capital
Roadmap. It has five areas of focus, each supported by key people processes and
interventions. The Roadmap provides a common and consistent framework for
people management policies and practices across the Bank.
Learning & Development
Ř Their approach to developing
people’s strengths is simple. They believe:
Ř Everyone is uniquely talented.
Ř People are most effective when they
are able to identify and develop their individual strengths.
Ř People thrive when they take
ownership of their own development and are provided with the right support and
encouragement to do so.
This strengths-based approach lies at the core of the Bank’s development
philosophy. Managers are encouraged to help employees identify and develop
individuals’ strengths to help themselves and their teams to deliver
sustainable performance. A large percentage of employees have benefited from
formally identifying their strengths using an on-line self-assessment system.
This is supported by Their trained in-house experts, or Strengths Coaches, who
facilitate the development of action plans to help individuals and teams
improve their effectiveness.
Nurturing Their talent
Organisational Learning is Their fully-integrated global
training function. It is a key contributor to performance success, allowing
employees to take responsibility for their own learning and development and
reflecting Their commitment to building a workplace culture where all employees
have the opportunity to learn and grow. They have a ‘One Bank’ curriculum to
ensure that all employees have access to consistent learning opportunities
across Their markets supported by several Learning Resource Centres. Such
Learning Resource Centres provide learning solutions for both personal and
professional development through taught and on-line learning. This focus has
allowed us to increase both the number of learners and learner days
significantly in the past three years.
Leadership and executive development
Effective leadership is the key to both Their current and
future success. They use a range of development and assessment programmes to
develop leaders including the development of Individual Leadership Plans,
developing strengths, identifying learning opportunities and mentoring. They
also provide individual coaching to improve leaders performance and encourage
their personal and professional development.
Standard Chartered also sponsor executive development programmes with leading
academic institutions.
SC Learning
The internal success of Organisation Learning has inspired
the creation of a wholly-owned subsidiary of the Bank, S C Learning Ltd (SCL).
SCL combines the Bank's global resources and over 150 years of experience with
local expertise to offer learning solutions to executives of the banking and
finance industry as well as individuals aspiring to join the industry. SCL is
represented in
SCL has developed further in
Performance
Management
Building a high performing organization
Standard Chartered is committed to being a high performing
organisation which delivers excellent results and standards of service to all
Their stakeholders. Their approach aims to ensure that all employees are clear
about what they are expected to achieve, their personal development goals and
their contribution to business performance.
Raising the performance bar
Their performance management system aims to provide an
objective view of employee performance. A standardised process and performance
management tools are used to ensure objectivity across the Bank. The Bank’s
core values, launched in 2002, form part of the annual objective setting and
appraisal process. Half-yearly appraisals were introduced in 2002 to help
maintain focus, direction, expectations and clarity throughout the year.
Reward & Recognition
Differentiating high performance
They are committed to providing compensation and benefits
competitively positioned to attract, retain and motivate talented individuals.
As a high performing organisation, They link rewards to individual performance
and the extent to which the employee has demonstrated a commitment to Their
values.
Consistent with their values, base salaries bonus and share awards are
benchmarked against their key competitors, focusing on high performing
employees.
Share ownership is encouraged across the Bank to engage individuals in the
performance of the overall business. Over 40% of employees participate in their
all-employee sharesave scheme.
Core benefits such as annual leave, retirement benefits, sickness and medical
benefits are provided across their businesses and geographies in accordance
with local custom and practice.
Effective service delivery
Effective service delivery is the
priority of the human resource function to deliver an efficient, value-added
service across the Bank.
The Human Resources Shared Service
Centre (HR SCC), based in
The HR SSC serves over 27,000
employees in 29 countries. Year-on-year, the HR SSC delivers higher value
services, freeing local HR to provide greater strategic support to the
business. The HR SSC is now considered an industry benchmark and is continually
improving and growing.
Creating a healthy and safe place to work
They are determined to provide their employees with a
healthy and safe place to work, wherever they are in the world. Although local
legislation varies between countries, They are increasingly applying their
efforts to ensuring consistently high principles of Health and Safety across their
operations. Their aim is to provide the Bank’s community with the structures,
systems and support to ensure the Health and Safety of all employees,
customers, visitors and contractors. To achieve this, They aim to facilitate,
guide and encourage management and employees to create a work environment where
hazards are kept to a minimum and safety is seen as a core value. The different
local Health and Safety legislation in the many countries make this a
challenging task. Health and Safety for us is not just about legislative
compliance, it is about creating the right culture.
They are therefore in the process of creating a Health and Safety Management
System using the British Standard 8800 as the framework to improve their safety
culture and performance. Health and Safety co-ordinators have been appointed
and trained in each of the countries They operate in. In addition, their Health
and Safety training will also be extended through all members of staff using an
online training programme.
Human
Rights
Standard Chartered supports the rights of the individual as
expressed in the 1948 United Nations Universal Declaration of Human Rights
(UDHR).
The UDHR contains a number of fundamental rights, which They aim to uphold in
all circumstances, including:
Ř The right to life
Ř The right to legal recognition as a
person
Ř Freedom of thought, conscience and
religion
Ř Freedom of opinion and expression
Ř Freedom from torture
Ř Freedom from cruel, inhumane or
degrading treatment
Ř Freedom from slavery and servitude
Ř Freedom from retroactive penal
legislation
Standard Chartered meets all relevant international legal obligations and all
relevant local legal obligations in the countries in which They operate.
They are also committed to the principles of the Global Compact.
They are strictly apolitical and do not engage in political activity, support
political parties or have any political affiliations worldwide. They recognise
that They have direct responsibility for the impact of their activities on their
employees, suppliers, customers and the communities in which They operate. They
work to protect human rights in their own operations through their internal
policies and procedures. Their policies also ensure that human rights are taken
into account in procurement and lending decisions.
Labour Standards
The International Labour Organisation (ILO) is a United
Nations agency which promotes human and labour rights. There are eight ILO
Conventions that have been identified as fundamental to individuals at work,
irrespective of levels of development of individual member states.
Standard Chartered fully supports the fundamental ILO conventions. However, they
are mindful of labour laws within the countries in which They operate and of
the fact that some countries have not ratified all of these conventions.
Their commitment to the Global Compact also means that They observe its
principles on labour standards.
Environment
They understand that They have both direct and indirect
impacts on the Environment. They are committed to understanding these impacts
and addressing them.
In the developed world, They take things like recycling programmes and access
to renewable resources somewhat for granted. But many of the countries They
operate in simply don’t have access to such initiatives. They try, wherever
possible, to adopt a consistent approach to environmental management across all
of their businesses and branches.
Travel, waste production, procurement of goods and resource use are the main
ways They have a direct impact on the environment. To address these effects,
They have developed a set of environmental commitments, which are implemented
through their Global Environmental Programme and monitored by their Global Environmental Management System. Their
approach has been to introduce consistent global standards, while encouraging
local solutions to local issues. The programme is co-ordinated and reported on
through their Environmental Steering Group that in turn reports to the Corporate
Responsibility Committee.
The participation of their staff is vital to achieving the aims of the Global
Environmental Programme. To facilitate this They are developing staff awareness
through training and internal communications.
This section sets out their Environmental Policy, describes their approach to
environmental management and gives an overview of how They measuring their
performance.
Their Approach
Ř Three principles underpin Standard
Chartered’s approach to the management of people:
Ř A focus on managing talent to
identify, reward and retain talented employees.
Ř Building a strengths-based approach
by providing the skills to develop individuals and teams by focusing on
people’s personal strengths.
Ř Driving employee engagement through
the development of exceptional managers with the skills to identify and build
talent.
Leveraging high performance
This approach focuses on helping employees to understand their individual
talents and developing them to leverage productivity and performance.
Based on extensive research, benchmarking against best practice and proven good
practice, They have developed and implemented a number of strategic people
levers to achieve their business goals:
A strengths-based recruitment process, focusing on selecting
people capable of exceptional performance, with increasing use of web-based
technology to ensure global consistency and maximise efficiency.
An employee engagement measurement tool to encourage the
application of their individual talents and discretionary effort.
A rigorous talent management process to ensure that high
potential is recognised, developed and supported, and that under-performance is
addressed.
A cutting edge, on-line learning system, accessible to all
employees and providing high quality, consistent and cost effective learning
programmes.
Development programmes targeted at managers and leaders to
enable them to build their strengths to maximise their contribution to business
performance.
A common set of organisational values to enable employees to
consistently demonstrate the behaviours which underpin their brand.
A total reward model which recognises an individual's
contribution to business performance.
Resourcing, Diversity & Inclusion
Ř Working at Standard Chartered
provides the opportunity to:
Ř Work for an organisation operating
across 56 countries.
Ř Be part of an organisation with a
150-year history and a reputation for excellence across the Bank’s businesses
and markets.
Ř Benefit from their unique approach
to people management which recognises, values and develops individual strengths
and talents.
Harnessing diversity through inclusion
Standard Chartered employ over 33,000 people across 56
countries and territories. The workforce comprises over 80 nationalities
(including 45 at senior management level) and close to half is female. They
want to lead by example in building a multi-talented, diverse and
representative workforce and leadership. The simple logic behind their
commitment to diversity and inclusion is to attract and retain the best talent
and harness the differences individuals bring, enabling them to realise their
full potential. They see individual differences as strengths, allowing us to
deliver higher performance and true competitive advantage. Their Diversity
Council provides a strategic, global focus to diversity and inclusion in the
Bank.
Attracting new talent
They work hard to attract and select employees with the
talent and skills to achieve outstanding performance. Internal and external
research clearly shows that the closer the fit between an employees strengths
and those required for the job, the greater their success. Robust assessment
tools and processes are used to benchmark candidates against the talents
required for exceptional performance.
Identifying future leaders
The Bank's on-line global graduate recruitment site provides
an effective method of attracting and recruiting talented graduates. Successful
applicants join a two-year International Graduate Programme which stretches
them through on-the-job learning and rotations, in-depth business training,
performance coaching and three international, residential workshops. Following
the completion of the programme, their graduates receive continued support in
building their careers.
Helping people to make a difference
They work alongside employees to support career growth. This
includes personal development planning, strengths identification, mentoring and
structured learning Learning and development is encouraged for all staff and is
essential to enhance and develop their employee capabilities.
Employee
Engagement
Creating winning teams through engagement
They believe that providing employees with the right working
environment encourages the application of their individual talents and
discretionary effort. Investing in the measurement of employee engagement is a
key element of building the high performance culture to drive their business
forward.
In 2000, the Bank introduced Q12, an annual survey to measure employee
engagement. It is not an employee satisfaction survey, instead it measures
improvement in the engagement of teams. Teams use the results to discuss and
develop action plans, whilst continually monitoring the follow-through. In
2004, the survey covered all 56 countries with 97% of employees participating
voluntarily. They see this a significant achievement and a clear indication
that employees are committed to improving individual and team performance.
This focus has seen a continuous rise in both the number of engaged teams and
the extent to which their employees are engaged. Robust internal research has
demonstrated the impact of employee engagement on business performance.
Highly engaged Consumer Bank branches experience:
Ř
Increased
deposit growth
Ř
Greater
profit margin growth
Ř
Superior
revenue growth
Ř
Increased
productivity
Ř
Greater
employee loyalty
Ř
Higher
customer satisfaction ratings
Ř
Lower
employee turnover
Values
The Bank’s values guide the way They work with colleagues, customers, suppliers
and other stakeholders. The values – responsive, trustworthy, creative,
international and courageous - show us how They can build the culture which
will help us to achieve their business goals and make Standard Chartered a
great place to work. The values reflect extensive internal, customer and market
research and show how They can all be lead by example to be the right partner.
Press Releases :
Standard
Chartered joins coalition to combat Internet child pornography
Child
pornography has become a multi-billion dollar commercial enterprise and is among
the fastest growing businesses on the Internet. The Internet has enabled instant
access to child pornography by thousands and possibly millions of individuals around
the world. And the ability to use credit cards and other payment methods has made
purchasing child pornography easy.
Mike
DeNoma, Group Executive Director responsible for Standard Chartered’s global Consumer
Banking business and board member of the ICMEC, said: “They are committed to
supporting this cause. It is important that the financial services industry plays
its part in eliminating the commercial viability of child pornography by 2008.” The exact number of child pornography
websites is difficult to determine. In 2001, The CyberTipline operated by NCMEC
had received more than 24,000 reports of child pornography. By the beginning of
2006, that number had climbed to more than 340,000.
“Not only
have they seen an increase in reports of Internet child pornography, but the victims
are becoming younger and the images are becoming more graphic and violent,”
said Ernie Allen, President and CEO of ICMEC and NCMEC, and Chairman of the
Coalition. “To eliminate the commercial viability of child pornography, they
must stop the flow of money. To do that, they need the involvement of the
world’s leaders in the payments industry and the Internet. The founding members
of the Financial Coalition Against Child Pornography are to be commended for
joining this critical fight.”
The new
Financial Coalition Against Child Pornography includes leading banks, credit
card companies, third party payment companies and Internet services companies.
Founding members of the Coalition include America Online, American Express
Company, Bank of America, Chase, Citigroup, Discover Financial Services LLC,
e-gold, First Data Corporation, First National Bank of Omaha, MasterCard, Microsoft,
North American Bancard, PayPal, First PREMIER Bank/PREMIER Bankcard, Standard
Chartered Bank, Visa, Wells Fargo Bank and Yahoo! Inc.
The
Coalition will work in collaboration with Child Focus of Belgium, the European Federation
for Missing and Sexually Exploited Children, the International Association of
Internet Hotlines (INHOPE), the U.S. Office of the Comptroller of the Currency,
and law firm DLA Piper Rudnick Gray Cary.
About
the International Centre for Missing & Exploited Children
ICMEC is
a private, nonprofit 501 (c) (3) nongovernmental organization. It is the leading
agency working on a global basis to combat child abduction and exploitation.
About
the
NCMEC is
a 501(c)(3) nonprofit organization that works in cooperation with the U.S. Department
of Justice's Office of Juvenile Justice and Delinquency Prevention. NCMEC's congressionally mandated
CyberTipline, a reporting mechanism for child sexual exploitation, has handled
more than 365,600 leads. Since its establishment in 1984, NCMEC has assisted
law enforcement with more than 117,100 missing child cases, resulting in the
recovery of more than 99,500 children.
Standard
Chartered – leading the way in Asia, Africa and the
Standard
Chartered PLC is listed on both the London Stock Exchange and the Stock Exchange
of Hong Kong and is ranked in the top 25 among FTSE-100 companies, by market
capitalisation.
Standard
Chartered has a history of over 150 years in banking and is in many of the world’s
fastest growing markets. It has an extensive global network of over 1,200 branches
(including subsidiaries, associates and joint ventures) in 56 countries in the Asia
Pacific Region, South Asia, the Middle East, Africa, the
Serving
both Consumer and Wholesale Banking customers, the Bank combines deep local
knowledge with global capability to offer a wide range of innovative products and
services as well as award winning solutions.
Standard
Chartered is committed to be the Right Partner to all their stakeholders by living
its values in its approach to managing its people, exceeding expectations of
its customers, making a difference in the communities that They operate in and
working with its regulators. The Bank is trusted across its network for its
standard of governance and corporate responsibility.
Standard Chartered: First
Corporation to receive UNICEF
Bank
recognised for effective advocacy on HIV/AIDS
Kuala
Lumpur, Wednesday, 23 November 2005 – Standard Chartered Bank
At the
ceremony Nelson said, “Standard Chartered first took up the cause of HIV/AIDS
not because it was trendy or popular or that it will get us in the news. “As an international business operating in 56
countries with over 30,000 employees of 80 nationalities - They saw, first
hand, the devastating effect of HIV/AIDS on their staff, their customers and
their families.
“In many
of their markets, They live with the realities of HIV/AIDS.
“Clearly,
Standard Chartered has to be part of the solution - not apart from the HIV/AIDS
problem,” he said.
Standard
Chartered developed and rolled out its Living With HIV/AIDS programme in the
year 2000. It is mostly a peer-to-peer education project but it has expanded to
support in-country government initiatives, community engagement and fund
raising.
The
objective of Standard Chartered’s Living With HIV/AIDS programme was to enhance
understanding of the HIV virus and the symptoms of AIDS and to reduce the
stigma attached to HIV/AIDS to ensure more people can learn about prevention
and benefit from testing and treatment.
Standard
Chartered’s consistent involvement in the same cause through the years has
enabled the bank to develop a wide range of innovative programmes for the workplace,
the community and thought leadership.
In
This
includes working with international student body AIESEC on the Living With HIV/AIDS
Learning Network. In 2004, Standard Chartered trained 3,000 Malaysian
university students on HIV/AIDS. To date, the bank is on target to train 5,000
more students by end of the year. The objective is to ensure that prejudices
and perceptions do not persist through generations – that youth take action to
understand, help and lead the awareness effort for the future. “Standard
Chartered also works with the Malaysian AIDS Foundation and the Malaysian AIDS
Council on various efforts, chief of which is the Riding for Life – Bicycle
Race which raised RM 200,000 in 2003 and RM 150,000 in 2005 whilst raising
HIV/AIDS awareness in small towns and rural areas along the route of the race,”
Nelson said.
In June
this year, Standard Chartered also raised over RM115, 000.00 through the
Standard Chartered BP Lions Rugby Dinner. Of that amount, BP contributed RM57,500.00
towards cancer whilst Standard Chartered contributed RM57,500.00 for Living
With HIV/AIDS initiatives.
In
September, Standard Chartered was the only private sector organization invited
by the Department of Safety and Health Malaysia to present its programme at the
- Prevention of HIV/AIDS At The Workplace: Experiences and Initiatives of ASEAN
Countries Seminar - attended by 200 international delegates. Nelson said Standard Chartered has also
trained a team of 60 HIV Champions from amongst its staff.
“This is
the core team that assist the bank in training its corporate clients, including
the foreign embassies in
“The HIV
Champions also supports the bank’s work with AIESEC, Malaysian AIDS Council and
Rumah Solehah and Rumah Wake – two homes that provide shelter and care for
HIV/AIDS mothers and babies,” he said. Standard Chartered Bank’s engagement
with Rumah Wake and Rumah Solehah not only involved annual sponsorship for rent
and provisions. Weekly activities are organised between the bank’s staff and
the children. These includes reading, Quran recital, tuition and picnics as
well as home maintenance activities such as gardening, cleaning and painting.
The bank
also celebrated Hari Raya at Rumah Solehah and contributed personal computers
to Rumah Solehah and Rumah Wake. A team of volunteers from the bank will also
train the residents and children of these homes on the use of these computers.
In
recognition of effective advocacy for HIV/AIDS, Standard Chartered became the
only corporation in
Nelson
said, “The level of positive and creative energy They have built through the Standard
Chartered Living With HIV/AIDS programme is nothing short of phenomenal.
“Their
staff, their customers and their partners have become more alive, more passionate
to the cause at each event that They organize. Thus, the path ahead is clear.
On this wonderful journey, They need more friends and partners to join us – so
that this effort, which may have started as a challenge, will instead turn to
be become a powerful force of love and support to
be
reckoned with,” he said.
Standard Chartered – leading the way
in Asia, Africa and the Middle East
Standard
Chartered employs over 40,000 people in 950 locations in more than 50 countries
in the Asia Pacific Region, South Asia, the Middle East, Africa, the
Standard
Chartered PLC is listed on both the London Stock Exchange and the Stock Exchange
of Hong Kong and is in the top 25 FTSE-100 companies, by market capitalisation.
The
serves both Consumer and Wholesale Banking customers. Consumer Banking provides
credit cards, personal loans, mortgages, deposit taking and wealth management
services to individuals and small to medium sized enterprises. Wholesale Banking
provides corporate and institutional clients with services in trade finance,
cash management, lending, securities services, foreign exchange, debt capital
markets and corporate finance.
Standard
Chartered is well-established in growth markets and aims to be the right partner
for its customers. The Bank combines deep local knowledge with global capability.
The Bank
is trusted across its network for its standard of governance and corporate responsibility
as well as its commitment to making a difference in the communities in which it
operates.
Standard
Chartered in
Standard
Chartered Bank
Chartered’s
financial products.
Standard
Chartered employs nearly 4,000 employees in its Malaysian operations.
Standard Chartered PLC
appoints Lord Turner as independent non-executive director
The Board of Directors of Standard Chartered PLC is pleased
to announce today that Lord Turner of Ecchinswell has been appointed as an
independent non-executive director of Standard Chartered PLC with effect from 1
August 2006.
Adair Turner, 50, is a non-executive director of United
Business Media plc and Siemens Holdings plc. He was Chairman of the Independent
Pensions Commission until April 2006 and from 1995 to 1999 was Director General
of the Confederation of British Industry.
Adair was educated at Gonville and
“I am very pleased to welcome Adair as a valuable addition
to their already strong and diverse Board. Adair’s broad range of experience
and record of independent thinking will enable him to make a significant
contribution,” said Bryan Sanderson, Chairman of Standard Chartered PLC.
As an independent non-executive director of the Company,
Lord Turner does not have a service contract. He does not have a designated
length of service, but in accordance with the Company’s articles of association
his appointment will be subject to re-election by the Company’s shareholders
every three years. The director’s fee payable to Lord Turner will be determined
by the Board.
As at the date of this announcement, Lord Turner owns 2,000
of the Company’s ordinary shares under the meaning of Part XV of the Securities
and Futures Ordinance.
Apart from being an independent non-executive director of
the Company, Lord Turner has no relationship with any directors, senior
management or substantial or controlling shareholders of the Company.
Standard Chartered – leading the way in Asia, Africa and the
Standard Chartered PLC is listed on both the London Stock Exchange
and the Stock Exchange of Hong Kong and is ranked in the top 25 among FTSE-100
companies, by market capitalisation.
Standard Chartered has a history of over 150 years in banking and
is in many of the world’s fastest-growing markets. It has an extensive global
network of over 1,200 branches (including subsidiaries, associates and joint ventures)
in 56 countries in the Asia Pacific Region, South Asia, the Middle East,
Africa, the
Standard Chartered’s strengths lie in its breadth, diversity and
balance and the Bank is trusted across its
network for its standard of governance and corporate
responsibility. The Bank is committed to all its
stakeholders by living its values in its approach to managing its
people, exceeding expectations of its
customers, making a difference in communities and working with its
regulators.
Standard Chartered uniquely derives 95 per cent of profits from
Asia, Africa and the
Some of the major awards won in 2005 by the Bank include:
1. IFR Asia’s Domestic Bond House of the Year
2. Finance
3. Asia Risk’s Interest Rates Derivatives House of the Year
4. Trade Finance’s Best Trade Finance Bank in Sub Saharan Africa
5. Global Custodian’s Best Agent Bank in
6. The Asset’s Best Cash Management Bank for
7. Retail Banker International’s Best Retail Bank in Asia Pacific.
Standard Chartered Bank
Revenues up 31% led by strong
growth in both Wholesale and Consumer Banking businesses; profits more than
double in two years
Mumbai, 21 May, 2007: Standard Chartered Bank,
Total assets increased to Rs 5885300 million, an increase of
28% over the previous year. During the year, deposits rose 20% to Rs 3417400 million
while advances jumped 25% to Rs 3010370 million.
Neeraj Swaroop, CEO – India, Standard Chartered Bank, said,
“They had a year of exceptional growth in both their consumer and wholesale
banking businesses. Corporate finance, FX and derivatives and transaction
banking within wholesale banking; and wealth management, SME and personal loans
in the consumer bank turned in a strong performance.”
“Standard Chartered has been a key partner in supporting the
international ambitions of Indian companies and has participated in several
landmark cross-border deals in the last year. Given the strong growth momentum
in their key businesses – profits have more than doubled in the last two years
- they are clearly poised to strengthen their leadership position in
Sanjeev Agrawal, Chief Financial Officer - South Asia,
Standard Chartered Bank, said: “Fee income as a percentage of total income has
improved to 24% reflecting their ability to provide value added products to their
customers. A sharper focus on improving efficiency has helped keep the increase
in operating expenses moderate at 17%, with the cost-income ratio improving to
37.4% from 41.1% in the previous year.”
Mr Swaroop added: “The Group has invested Rs 136000 million
in the Indian business during the year further to the Rs 130000 million last
year which reflects their commitment to the Indian market. They now employ over
170000 in
Standard Chartered
Bank
Financial Results
2006-07
HIGHLIGHTS
Results
• PAT up 51% to Rs 136430 million
• Revenue growth at 31% to Rs 53900 million
• Cost-income ratio down to 37.4% from 41.1%
• Total Assets grew 28% to Rs 588530 million
• Deposits increased 20% to Rs 341740 million
• Advances jumped 25% to Rs 301030 million
• Group invested over Rs 13600 million in
• Total Group employees exceeded 17,000, up from 14,500 last
year
INR million
|
FY06-07 |
FY05-06 |
Variance % |
|
|
Total Income |
53900 |
41140 |
31 |
|
Operating Expenses |
14000 |
12010 |
17 |
|
Profit Before Tax |
20848 |
13716 |
52 |
|
Profit After Tax |
13643 |
9048 |
51 |
|
Total Assets |
588530 |
459540 |
28 |
|
Deposits |
341740 |
284590 |
20 |
|
Advances |
301030 |
240760 |
25 |
Standard Chartered
Bank in
Standard Chartered Bank is
CMT
REPORT [Corruption,
Money laundering & Terrorism]
The Public Notice information has been collected from
various sources including but not limited to: The Courts,
1] INFORMATION ON DESIGNATED PARTY
No
exist designating subject or any of its beneficial owners, controlling
shareholders or senior officers as terrorist or terrorist organization or whom
notice had been received that all financial transactions involving our assets
have been blocked or convicted, found guilty or against whom a judgement or
order had been entered in a proceedings for violating money-laundering,
anti-corruption or bribery or international economic or anti-terrorism sanction
laws or whose assets were seized, blocked, frozen or ordered forfeited for
violation of money laundering or international anti-terrorism laws.
2] Court Declaration :
No records exist to suggest that
subject is or was the subject of any formal or informal allegations,
prosecutions or other official proceeding for making any prohibited payments or
other improper payments to government officials for engaging in prohibited transactions
or with designated parties.
3] Asset Declaration :
No
records exist to suggest that the property or assets of the subject are derived
from criminal conduct or a prohibited transaction.
4] Record on Financial Crime :
Charges or
conviction registered against subject: None
5] Records on Violation of
Anti-Corruption Laws :
Charges or
investigation registered against subject: None
6] Records on Int’l Anti-Money
Laundering Laws/Standards :
Charges or
investigation registered against subject: None
7] Criminal Records
No available
information exist that suggest that subject or any of its principals have been
formally charged or convicted by a competent governmental authority for any
financial crime or under any formal investigation by a competent government
authority for any violation of anti-corruption laws or international anti-money
laundering laws or standard.
8] Affiliation with Government :
No record exists to
suggest that any director or indirect owners, controlling shareholders, director,
officer or employee of the company is a government official or a family member
or close business associate of a Government official.
9] Compensation Package :
Our market survey
revealed that the amount of compensation sought by the subject is fair and
reasonable and comparable to compensation paid to others for similar services.
10] Press Report
:
No press reports / filings exists on the subject.
CORPORATE
GOVERNANCE
MIRA INFORM as part of its Due Diligence do provide comments
on Corporate Governance to identify management and governance. These factors
often have been predictive and in some cases have created vulnerabilities to
credit deterioration.
Our Governance Assessment focuses principally on the
interactions between a company’s management, its Board of Directors,
Shareholders and other financial stakeholders.
CONTRAVENTION
Subject is not known to have contravened any existing local
laws, regulations or policies that prohibit, restrict or otherwise affect the
terms and conditions that could be included in the agreement with the subject.
FOREIGN
EXCHANGE RATES
|
Currency |
Unit
|
Indian Rupees |
|
US Dollar |
1 |
Rs. 40.98 |
|
|
1 |
Rs. 80.98 |
|
Euro |
1 |
Rs. 54.99 |
SCORE & RATING
EXPLANATIONS
|
SCORE FACTORS |
RANGE |
POINTS |
|
HISTORY |
1~10 |
7 |
|
PAID-UP CAPITAL |
1~10 |
7 |
|
OPERATING
SCALE |
1~10 |
7 |
|
FINANCIAL
CONDITION |
|
|
|
--BUSINESS
SCALE |
1~10 |
9 |
|
--PROFITABILIRY |
1~10 |
6 |
|
--LIQUIDITY |
1~10 |
7 |
|
--LEVERAGE |
1~10 |
7 |
|
--RESERVES |
1~10 |
7 |
|
--CREDIT
LINES |
1~10 |
7 |
|
--MARGINS |
-5~5 |
- |
|
DEMERIT
POINTS |
|
|
|
--BANK
CHARGES |
YES/NO |
NO |
|
--LITIGATION |
YES/NO |
NO |
|
--OTHER
ADVERSE INFORMATION |
YES/NO |
NO |
|
MERIT
POINTS |
|
|
|
--SOLE
DISTRIBUTORSHIP |
YES/NO |
NO |
|
--EXPORT
ACTIVITIES |
YES/NO |
NO |
|
--AFFILIATION |
YES/NO |
YES |
|
--LISTED |
YES/NO |
NO |
|
--OTHER
MERIT FACTORS |
YES/NO |
YES |
|
TOTAL |
|
64 |
This
score serves as a reference to assess SC’s credit risk and to set the amount of
credit to be extended. It is calculated from a composite of weighted scores
obtained from each of the major sections of this report. The assessed factors
and our relative weights (as indicated through %) are as follows:
Financial condition (40%) Ownership background
(20%) Payment record (10%)
Credit history (10%) Market trend (10%) Operational size
(10%)
RATING
|
STATUS |
PROPOSED CREDIT LINE |
|
|
>86 |
Aaa |
Possesses an extremely sound financial base with the
strongest capability for timely payment of interest and principal sums |
Unlimited |
|
71-85 |
Aa |
Possesses adequate working capital. No caution needed for
credit transaction. It has above average (strong) capability for payment of
interest and principal sums |
Large |
|
56-70 |
A |
Financial & operational base are regarded healthy.
General unfavourable factors will not cause fatal effect. Satisfactory
capability for payment of interest and principal sums |
Fairly Large |
|
41-55 |
Ba |
Overall operation is considered normal. Capable to meet
normal commitments. |
Satisfactory |
|
26-40 |
B |
Unfavourable & favourable factors carry similar weight
in credit consideration. Capability to overcome financial difficulties seems
comparatively below average/normal. |
Small |
|
11-25 |
Ca |
Adverse factors are apparent. Repayment of interest and
principal sums in default or expected to be in default upon maturity |
Limited with full security |
|
<10 |
C |
Absolute credit risk exists. Caution needed to be
exercised |
Credit not recommended |