Standard Chartered: Integrating Risk into Corporate Strategy

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Case Details:

Case Code : BSTA057
Case Length : 12 Pages
Period : 2004
Organization : Standard Chartered
Pub Date : 2004
Teaching Note :Not Available
Countries : UK, US
Industry : Banking

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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The UK-based banking group, Standard Chartered (Stanchart) operated primarily in Asia, with growing operations in the Middle East, Africa, and Latin America. In all it had more than 500 offices in over 50 countries. Stanchart offered a range of consumer banking and institutional banking services. It had taken advantage of the Asian financial crisis of the late 1990s to buy up operations in Indonesia and Thailand. The bank had also moved into China.

Stanchart had positioned itself as an independent, medium-sized group focusing on emerging markets, where it attracted business from the local operations of Western companies. 

It also offered indigenous businesses and consumers a stable alternative to sometimes unreliable local banks. Private investor Khoo Teck Puat owned about 15% of the company while the UK based insurance company, Prudential plc had a 5% stake. In 2002, Stanchart recorded sales of $6,933.0 million and a net income of $191.0 million.

Overview of Risk

Risk was inherent in Stanchart's business. The Group had identified eight core risks. Credit, market, country and liquidity risk arose directly through the Group's commercial activities whilst business, regulatory, operational and reputational risks were a normal consequence of any business undertaking. The bank believed the risk functions had to operate as an independent control working in partnership with the business units...

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